Contemporary management in action

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RESEARCH PROPOSAL 15

Research proposal

Student’s Name- Dhruv Gupta

Institutional Affiliation- Regents University London

Professor- Nikos Nitsas

Research proposal

Executive summary

In the recent past, many business organizations across the world are increasingly adopting the employee engagement concept. Engaging employees helps to increase their commitment and increases their contribution towards the success of business organizations. Employees that are constantly engaged in organizational operations are motivated to improve their productivity in business organizations contributing to positive organizational output. Previous research has established a connection between employee engagements and increased organizational output (Sun & Bunchapattanasakda, 2019). Companies that keep their employees engaged tend to exhibit higher levels of employee satisfaction which generates a positive impact on organizational financial success. The levels of employee engagement in business organizations differ depending on the management practice in business organizations. In some organizations, employees are given an opportunity to contribute to organizational matters by collecting employee opinions. On the other hand, in organizations with minimal employee engagement, employees are given limited opportunities to engage in organizational success.

The primary objective of many business organizations in the modern world is optimization of profits and productivity. The management practice in business organizations aims to achieve two major outcomes together employee work satisfaction and increased revenue and profits. Employee engagement is also referred to as worker engagement. Engaged employees are employees that demonstrate a high level of enthusiasm in their work and also tend to act in the best interest of a company. This proposal will draw from both primary and secondary sources in evaluating the impact of employee engagement on organizational success. the study will deploy a descriptive approach.

Table of Contents 1.Section 1: Introduction 3 1.1 Research problem 4 1.2 Significance of the problem 5 1.3 Research questions and research aim ………….……………..…………..…………..…...…65 2. Section 2: Real-world comparison 9 2.1 Significance of pay and benefit programs on employee productivity……………………..…..7 2.2 Factors that impact on employee engagement……………………………………………...…8 3. Section 3: Research approach 9 3.1 Research method 10 3.2 Data collection 10 3.3 Data analysis 10 3.4 Instruments retesting and design 11 3.5 Anticipated challenges 11 4. References……………………………………………….………………...………………….14

Section 1: Introduction

1.1 Research Problem

Although the primary emphasis of many organizations in the 21st century is profits and revenue optimization, employee engagement play a crucial role in improving productivity in business organizations.

In the recent past, managers in contemporary business organizations aim to achieve a more flexible management practice by emphasizing employee engagement. On one hand, some researchers and scholars associate employee engagement with employees deploying differing degrees of emotional, physical and cognitive aspects in their work performance. Employee engagement in contemporary business organizations is associated with a positive attitude among employees as well as positive behaviour at work (Eldor & Vigoda-Gadot, 2017). The other concept that is closely associated with employee engagement is the levels of commitment. Business organizations in the modern world have different policies and management practices that impact employee engagement. In the 21st century, many researchers and scholars consider employee engagement as one of the critical metrics in modern business organizations. The level of employee engagement in business organizations has a direct impact on the rate of organizational growth. Many human resource managers in business organizations hold the belief that employee engagement has much to do with the emotions employees derive from how they are treated at work (Sun & Bunchapattanasakda, 2019). An employee’s work experience is determined by the levels of employee engagement.

There has been an evolution of the concept of employee engagement in the past few decades. The styles and practices in management are laying emphasis on the significance of high employee engagement, employee empowerment, trust and general organizational commitment.

1.2 Significance of the study

According to reports from Kingston University on employee engagement, employee engagement is multifaceted. According to the findings of the above study, employee engagement encompasses the idea that employees should have a direct contribution to the success and function of business success and enhanced organizational processes. Employee engagement plays a crucial role in creating diverse opportunities for employees to increase connections with their colleagues and the management in their respective organizations. Employee engagement encompasses the creation of an enabling environment where employees derive motivation and a great desire to carry out their work.

Employee engagement enables employees to develop a sense of loyalty and trust which enable employees to stick for a longer duration in business organizations. Engaged employees consider the goals of the organization as their own goals and work with determination to achieve the organizational goals and objectives. Schmidt study associated employee engagement with increased level of job satisfaction and commitment (Eldor & Vigoda-Gadot, 2017). Previous research also tends to associate employee engagement with talent retention and customer service. Engaged employees have a greater sense of commitment and desire to serve customers with a higher level of passion and determination. Employee engagement helps to overcome monopoly in modern business organizations. Employees are allocated assignments and tasks that meet their expectations and interests. This enables them to devote maximum time at work rather at work which contributes directly to organizational productivity and financial success (Sun & Bunchapattanasakda, 2019). Managers in the contemporary world evaluate and track employee performance regularly to determine whether employees are satisfied at work. This ensures that business organizations do not consider their organizations as a source of earning money but also a source of their career development and employee training. Employee engagement enables employees to perceive business organizations as an opportunity to learn and upgrade their working skills.

1.3 Research questions

Do employee engagement programs play any role in increasing productivity in business organizations?

What are the employee engagement programs available in 21st century business organizations?

1.4 Research aim

The research project will focus on the role of employee engagement programs in increasing productivity in business organizations.

Section 2: Real-world comparison

This section will draw from previous primary and secondary sources of peer-reviewed articles, textbooks and other published articles on employee engagement. Different authors and scholars have generated different definitions of the concept of employee engagement. The engagement has been defined by Rothbard as psychological presence integrating two main components absorption and attention (Mann & Harter, 2016). On one hand, attention encompasses being engrossed in a role and how an employee focuses on their assigned roles. There are several elements of job engagement as listed by Maslach some these elements include the level of workload on employees, control, rewards programs, employee recognition, social and community support programs and values and fairness in organizations (Eldor & Vigoda-Gadot, 2017). According to this research, there is a close connection between employee engagement and employees feeling of control and appropriate as well as a sustainable workload. In some business organizations, employees are subjected to unsustainable workloads which undermine their productivity and contribute to high levels of employee turnover. Employees are more likely to quit business organizations where the level of employee engagement is low. Where the levels of employee engagement are high, employees tend to develop a sense of high satisfaction which in turn triggers high performance (Mann & Harter, 2016). Previous scholars associate employee engagement with the attitude held by employees towards their value and contribution to their organization. In modern management practices, managers aim to attract talent, increase the rate of employee satisfaction and reduce the rate of employee turnover (Sun & Bunchapattanasakda, 2019). Increasing the levels of employee engagement happens for the benefit of business organizations and employee productivity. Managers in contemporary business organizations should aim to develop and nurture employee engagement which encompasses the development of a two-way relationship between employees and the employer.

2.1 Significance of pay and benefit programs on employee productivity

Some researchers recognize the significance of pays and benefits on employee productivity. Many managers in the modern world have many employee benefits and pay programs that help to build on the levels of employee levels of commitment and reduce the rate of employee turnover (Rothmann, 2016). Many business organizations in the contemporary world aim to match their employee benefits and pay programs with the prevailing market average (Eldor & Vigoda-Gadot, 2017). Enhanced levels of engagement are one of the approaches through which employees can give back to their business organizations. the levels of employees engaged in a business organization can be accessed from the reward programs and resources available to employees in business organizations. According to Penna, the business organization in the modern world should adhere to the Hierarchy of engagement that is similar to Maslow's hierarchy of needs. At the bottom line of the hierarchy is employee pay and benefits programs (Chandani et al., 2016). After deriving pay and benefit programs, employees explore opportunities to access career development opportunities. This integrates the elements of the style of leadership and promotion possibilities (Mann & Harter, 2016). Other researchers such as Mone and London consider employee engagement as a phenomenon where employees feel committed, empowered and passionate about their performance at work. The level of employee involvement and commitment has a significant impact on their values and organization (Osborne & Hammound, 2017). Business organizations in the modern world aim to nurture and develop employee engagement which can be used as a tool in measuring the association or the relationship between the organization and the employees.

2.2 Factors that impact on employee engagement

There are several factors that impact employee engagement. These factors tend to run across all business organizations. Selection and employee recruitment have a significant impact on employee engagement. Business organizations have different structures of employee selection and training programs (Chandani et al., 2016). The selection and recruitment process encompasses the identification of potential employees while making appropriate employment offers. Business organizations integrate employee career development programs to enhance employee engagement. Career development programs are another critical factor in employee engagement (Sun & Bunchapattanasakda, 2019). Business organizations and companies with enhanced levels of employees engaged in the modern world have well established and regular career development programs and opportunities that present new opportunities for employees to improve their skills, abilities and competence.

Business managers in the modern world have employee engagement programs that aim to increase employee retention and avoid the high costs of employee turnover. Business organizations incur high costs in replacing employees leaving the organization. The high costs of employee replacement encourage the management in business organizations to have employee engagement programs.

Employee engagement impacts the level of emotional attachment between an employee and business organizations. According to previous research studies, approximately 31% of employees are considered actively engaged in the workplace. These actively engaged employees tend to demonstrate passion and a feeling of emotional and profound connection with the company. Employees who are regularly engaged in their business organizations are highly motivated are more productive.

Section 3: Research Approach

3.1 Research method

The research will deploy the use of questionnaires as well as draw from secondary resources from peer-reviewed articles. The use of questionnaires comprises an appropriate way to obtain data and information from a large population. The questionnaires will be administered by sending emails to study participants. All the participants will have the right to confidentiality and privacy throughout the research process (Stokes, 2017). Before collecting data. All the study participants will be informed on the need to collect data and the progress of the research. Although there are limitations associated with sending questionnaires through emails such as distorted interpretations, where the levels of skills are low, the questionnaires will be administered by a team of enumerators. The use of enumerators will help to simplify the administration of questionnaires by providing interpretations for complex questions of difficult to understand questions. However, enumerators must pay attention that they do not make the data collection process biased through guiding study participants to respond in a specific way. Questionnaires will be administered to employees in business organizations aiming to evaluate their levels of trust and engagement in business organizations (Stokes, 2017). All study participants will be granted the right to take part or refrain from taking part in the study. The questionnaire that will be deployed in the study will contain multiple questions both closed and open-ended questions.

3.2 Data collection

Data collection is considered a critical activity in the study. The techniques deployed in the data collection will ensure that the data collected demonstrates all the qualities of data. The first element of data that will be considered in the study is data precision and accuracy. The data collected in the study must be accurate and precise. The data should be free from errors. Inaccurate data tends to mislead the study findings, results and recommendations. The other element that will be considered in data collection is validity and legitimacy (Stokes, 2017). The data collected must demonstrate validity and legitimacy. The data will be collected after obtaining written or oral consent from the study participants. All the study participants will take part in the study voluntarily. There are no study participants that will be coerced to take part in the study. Coercing study participants to take part in the data collection activity tends to result in the collection of illegitimate data. During the data collection activity in the study, study participants will be protected from some forms of discrimination such as gender, race and ethnicity. The legitimacy of the data collated with be evaluated through assessing study consent. The data collection process must also demonstrate reliability and consistency (Stokes, 2017). The data collected in the study must exhibit consistency and reliability. The data must also be timely and relevant. Although data obtained from secondary sources could be outdated. The data collected from questionnaires must demonstrate timeliness and relevance.

3.3 Data analysis

Data analysis encompasses the analysis of raw data with the primary objective of gaining meaningful insights from data. in this research, regression analysis will be deployed in the study. The regression analysis will help to review the relationship between employee performance and levels of employee engagement. The data analysis procedure will involve determining whether there exists any correlation between levels of employee engagement in business organizations and the levels of employee productivity. After the data analysis procedure, data will be presented in tables and charts to make the data easy to understand and interpret.

3.4 Design, pretesting and administration

The primary data collection tool in the study will be the questionnaire. The questionnaire design will include identification of research aim and goals, the definition of the study participants and development of research questions. The questionnaire will comprise both closed-ended and open-ended questions. On one hand, open-ended questions will help to collect additional details from participants' contributions as well as opinions of the study participants. On the other hand, closed-ended questions will help to collect data on questions that require brief answers such as yes or no questions. The questionnaires will be administered in two main ways; sending questionnaires directly through emails to study participants or administering them physically through the help of enumerators who will administer the questionnaires and provide clarification for unclear questions. Prior to the start of the study, the instrument will be retested for efficiency and ability to collect data on all variables required in the study (Stokes, 2017). Pretests will be administered on a random sample outside the study population. Pretesting the study instrument will help to make adjustments or corrections to the study questions and the entire questionnaire. Pretesting will also help to check the consistency of the study instruments against typos and grammar errors.

3.5 Anticipated difficulties in data analysis and data collection

There are several anticipated problems and difficulties in both data collection and data analysis. During the data collection activity, one of the challenges is refusal to take part in the study. Although study participants will be granted access to information on the need for research and confidentiality of their information, some study participants may drop from the study which will impact the sample size. Although refusal to participate in the study is expected, a high number of refusals will undermine the credibility and undermine study findings and results due to the limitation of the study sample. The other challenge is the inaccuracy of data based on responses from the study participants. Many responses are based on the ability of respondents to remember. The study participants memory capacity will impact the quality of data collected in the study. The other challenge is financial strains. Significantly high costs will be involved in the data collection activity. The high costs could undermine the efficiency of the study. To minimize the refusal cases, the consent will be clear and concise to ensure that all study participants can easily understand and interpret. Confidentiality will be emphasized on the respondent’s confidentiality and privacy.

3.6 Research plan

GANTT CHART

	Weeks
Activity	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	17	19	20	21	22	23	24
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 7
Task 8
Task 9
Task 10
Task 11

Task 1: Research proposal accepted

Task 2: Communication with local representatives

Task 3: Development of research tools and equipment

Task 4: Recruitment of study population

Task 5: Selection of study participants

Task 6: Testing of study tools

Task 7: Enumerator training

Task 8: Pilot studies

Task 9: Validation of study equipment

Task 10: Data collection and data analysis

Task 11: Thesis writing and publishing of the report

References

Chandani, A., Mehta, M., Mall, A., & Khokhar, V. (2016). Employee engagement: A review paper on factors affecting employee engagement. Indian Journal of Science and Technology, 9(15), 1-7.

Eldor, L., & Vigoda-Gadot, E. (2017). The nature of employee engagement: Rethinking the employee–organization relationship. The International Journal of Human Resource Management, 28(3), 526-552.

Mann, A., & Harter, J. (2016). The worldwide employee engagement crisis. Gallup Business Journal, 7, 1-5.

Osborne, S., & Hammoud, M. S. (2017). Effective employee engagement in the workplace. International Journal of Applied Management and Technology, 16(1), 4.

Rothmann, S. (2016). Employee engagement. The Wiley Blackwell handbook of the psychology of positivity and strengths‐based approaches at work, 317-341.

Stokes, P. (2017). Research methods. Macmillan Education UK.

Sun, L., & Bunchapattanasakda, C. (2019). Employee engagement: A literature review. International Journal of Human Resource Studies, 9(1), 63-80.