Research Design & Methods 250words

Research Purpose, Research Objectives and Research Question

The purpose of this quantitative research proposal is to assist leaders to cope with the engagement issue in the organization. Engagement measuring and survey will be conducted to see the insights from disengaged workers within Jushi energy company. Three objectives of this research are: (1) Successfully measure the engagement by applying Utrecht Work Engagement Scale (2) Find out the underlying reasons for low employee engagement via survey (3) Analyse workers’ job expectations to further design possible solutions.

Research question: What factors lead to low employee engagement in Jushi energy company?

Literature Review

The review of the literatures of this research proposal begins with the definition of employee engagement, which is the basic concept we need to further our research in depth. Employee engagement can be defined as the level of employee’s commitment towards its organization (Anitha 2013). Self-Determination Theory (SDT), used for examining employee motivational factors, was first propounded by Deci and Ryan in 1985. SDT is about how people behave in healthy and effective ways through intrinsic tendencies. Employee engagement has a close connection with human behaviors and SDT. When employees start to hide their true feelings and ideas, they tend to become disengaged and bring adverse impact on work performance (Deci & Ryan 1985). Poor performance at work leads to the low productivity, result in the less profit of the organization. Therefore, employee engagement has an impact on the longevity of an organization, which is also an indicator reflects organization’s financial performance (Bersin 2014). Compared to the low employee engagement, the high level engagement reflects on high productivity, low employee accidents and low turnover (Barrick et al. 2014). Besides, leadership within the organization can influence the engagement of employee (Nicholas & Erakovich 2013). Building a positive relationship between employer and employee can benefit engagement in the workplace. And also, organizational culture affects worker’s engagement. The feeling of satisfaction and enthusiasm can foster employee engagement (Nasomboon 2014).

References:

Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63, 308–323.

Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. New York, NY: Plenum.

Bersin, J. (2014, March 15). Why companies fail to engage today’s workforce: The overwhelmed employee. Forbes. Retrieved from https://www.forbes.com/sites/joshbersin/2014/03/15/whycompanies-fail-to-engage-todays-workforce-the-overwhelmed-employee/#34880e894726.

Barrick, M. R., Thurgood, G. R., Smith, T. A., & Courtright, S. H. (2014). Collective organizational engagement: Linking motivational antecedents, strategic implementation, and firm performance. Academy of Management Journal, 58, 111–135.

Nicholas, T. W., & Erakovic, R. (2013). Authentic leadership and implicit theory: A normative form of leadership. Leadership & Organization Development Journal, 34, 182–195.

Nasomboon, B. (2014). The relationship among leadership commitment organizational performance and employee engagement. International Business Research, 7, 77–90.