Table
of Content
1
Chapter 1: INTRODUCTION
1.1 Preamble
Employee engagement in companies or organisations
plays a vital role in the motivation of employees and helps the organisational
performance and development of any company (Blok et al., 2015). This particular
study aims to analyse the organisational performance of Mitchells & Butlers
by assessing the perception of employees in order to evaluate their engagement
and involvement level at workplace
Mitchells & Butlers (M&B) owns and
runs approximately 1,784 bars and restaurants across Great Britain and
primarily operates its business from its headquarters in Birmingham. M&B is
a member of the Index FTSE 250 and is registered on the London Stock Exchange.
The branded bars and restaurants of Mitchells & Butlers includes, Vintage
Inns, Nicholson's, All Bar One, Premium Country Pubs, Miller & Carter,
Browns Restaurants, Harvester, and Toby Carvery (Mitchells and Butler, 2018).
1.2 Definitions
Following are some definitions which are
needed to be stated clearly and will be hence understood as defined from here
onwards;
a)
Employee
Involvement
Employee’s
engagement and involvement directly helps the organisation to achieve their
goals by using employee’s ideas, experiences, and efforts to accomplish tasks,
solve problems, and make decisions.
b)
Employee
Engagement:
It
is the level to which an employee feel committed to achieve the mission and
vision of the company and is passionate about their job, and puts additional
effort into their work or growth of the organisation.
c)
Organisational
Performance:
It
is the realtime results or outputs of any organisation which are compared
against the intended goals, objectives and outputs.
1.3 Background
Mitchells & Butlers Brewery came into
being during the year 1898 by the merger of two breweries. This organisation in
1961 merged with the Bass. The brewery production switched to Burton upon Trent
closed in 2002, and the brand being under the ownership of Coors Brewers
currently. Their favorite beer was known as Brew XI (pronounced Brew Eleven as
Roman numerals were used). It was promoted by using the slogan "for the
men of the Midlands". It is now produced by Brains of Cardiff under
license for Coors. (Our History, n.d.)
Mitchells & Butlers was formed on 15
April 2003 (Mercury News, 2018). It was approached by a Robert Tchenguiz led
grouping in a £2.7 billion takeover on April 2006. It was however dropped
during May 2006. Punch Taverns proposed to join with Mitchells & Butlers
during February of 2008. But during April of the same 2008 he decided not to do
so. An interest was taken in Punch's subsidiary, Spirit Group by M&B
(Mbplc.com, 2018).
Considerable loss (of about £274million) was
announced by M & B in the January of 2008. Which raised due to the hedge
positions closure implemented in assumption of an assets joint venture which
was called off eventually because of a credit crisis due to the mortgage
subprime monetary crisis. (Our People, n.d.)
130 Harvester restaurants were owned by Mitchells
& Butlers by 2006. Inn Keeper's Lodge, Ember Inns, Arena, Sizzling Pub Co,
Flares, Browns, Goose, and Alex were added to M & B’s list of brands in
2001. Mitchells & Butlers purchased about 239 restaurants pubs (Brewers
Fayre and Beefeater without a Premier Inn) from Whitbread in July 2006 for £497
million for strengthening its food business before the announcement of the
smoking ban in surrounded public areas of England during 2007. In April 2006,
it had first introduced its interest. M & B bought about 44 restaurants
from Whitbread in July 2008. Though its former Beefeater and Brewers Fayre
outlets were not besides some Premier Inn. M & B bought the 22restaurants
in September of 2010 of the (up market) Ha Ha! Chain for £19.5 million from the
renowned Bay Restaurant Group of which 6 were rebranded into Browns Restaurants
and 12 into All Bar One. Hence, the Ha Ha! Brand vanished. (Businesses, n.d.)
M & B indicated plans for acquisition of
the bulk Orchid Group, one of its major competitors, In June 2014, for £266
million. This acquisition included 163 pubs. (Businesses,
n.d.)
M & B sold off one hundred and two of its
smaller community pubs for £101 million to Chorley-based Trust Inns in October
of 2006. It was introduced on 15 July 2010 that Travelodge had acquired the
leases of 52 Innkeeper's Lodge Hotels around Birmingham, Glasgow, Liverpool,
Milton Keynes, Northampton, and Leeds areas from M & B. It also sold its 25
outlets of Hollywood Bowl for £39 million in August 2010 to AMF Bowling. M
& B sold 333 pubs in November 2010 for £373 million to Stone gate Pub
Company (owned by TDR Capital and of London). These pubs were the lower price
(drinks focused) outlets like Flares and Scream Pubs which had late-night licenses
mostly. Also sold were High, Town Pubs, Street Bars & Venues and Community
Pubs. (Business, n.d.)
M & B dismissed CEO Alistair Darby and
issued a profits warning in September of 2015. He was substituted by Phil
Urban, who came in as COO in January from the Grosvenor Casinos who formerly
managed the restaurants division of Whitbread's pub. (Our People, n.d.)
M & B is the biggest owner of pubs &
restaurants in United Kingdom, a long-standing client of Digital Opinion. They
run 17 renowned brands including 1,800 businesses. They are one of the largest
employers in UK as they employ more than 40,000 people. They have conducted
surveys for the previous 8 years to raise and measure the level of employee
engagement, as they understand the important part that motivated personnel play
in the success of a company. Clear links between organisational performance and
employee engagement parameters have been recognized, with help of the Digital
Opinion. The analysis of surveys had allowed M & B to recognize the
important drivers of additional employee engagement that are a deciding factor
for the business domains which have higher priorities (Mitchells & Butlers
a business case for employee engagement, n.d.). The Mitchells & Butlers is
one of first UK companies who have taken an initiative to improve their
employee engagement in order to improve employee productivity, standard of
services to public and increase their profits. (The Mercury News, 2018).
However, there is still room for improvement
by addressing the gender pay gap and the difference of treatment between two
genders which they receive regarding their respective corporate
responsibilities.
1.4 Aims and Objectives
1. To examine the perceptions of employees on
employee engagement in Mitchells & Butler
2. To assess the employees’ perceptions of organisational
performance in Mitchells & Butler and its relationship to employee
satisfaction.
3. To observe the relationship between
employee engagement and organisation performance in Mitchells & Butler.
4. To evaluate the recommended strategies for
Mitchells &Butler to expand internationally considering the employee gender
pay gap, employee engagement, and organisational performance.
1.5 Research Questions
The research questions for the proposed study will be formulated as below:
1.
What is
the importance of the employee’s perception of an organisation in terms of
employee engagement?
2.
What
are the links between employee engagement and organisational performance in organisations
3.
How
would organisation evaluate or measure the engagement of their employee?
4.
How
could an employer monitor and improve their employee?
5.
What
are the benefits of engaging employee in the performance of an organisation’s
decision making?
1.6 Organisation of Thesis
The study was divided in six chapters which could
be outlined as:
a) Chapter 1 includes brief introduction of
the company and level of employee engagement within the workplace. This chapter
also highlights the aims and objectives that would be attained through the
research study.
b) Chapter 2 includes a literature review on
findings of previous studies on employee involvement, employee engagement and its
impact on organisational performance.
c) Chapter 3 includes the case study of the
selected company to provide evidence for the study
d) Chapter 4 includes relationship between
gender pay gap, employee engagement and organisational performance in organisations.
e) Chapter 5 is concerned with conclusion and
recommendations for future improvements.
2
Chapter 2: LITERATURE REVIEW
2.1 Employee Engagement
In the highly competitive hospitality
industry the impact of employee satisfaction and employee engagement are very
often overlooked. Large companies should be fully aware that both employee
engagement and satisfaction will affect many functions of their business and
consequently the smooth running of the operation will be affected along with
the ability to maintain the influence and standing of the organisation. The
employees are the power supply for this huge economic machinery. The concerns
of an employee and their perception patterns are significant indicators of the
corporate trends a company or the financial world in general is about to undergo
(Unsworth et al., 2013). Hence the need for an assessment of employee
perceptions is necessary.
2.1.1 Involvement
Eileen Appelbaum and her colleagues (2000)
studied 15 steel mills, 17 apparel manufacturers, and 10 virtual tool and
imaging device producers (Luthans and Peterson, 2002). Their reason emerges as
to examine traditional manufacturing structures with bendy
immoderate-performance production systems associated with teams, training, and
incentive pay systems. In all three industries, the vegetation utilizing
immoderate-involvement practices showed advanced overall performance. Further,
workers in the high-involvement plant life confirmed extra wonderful attitudes,
such as consider, organisational willpower and intrinsic enjoyment of the work.
The idea has gained popularity as several studies have showed links with
productiveness. It’s far often related to the perception of employee voice and
empowerment (Cho et al., 2006).
Two studies of employees inside the
lifestyles insurance organisation tested the impact of employee perceptions
that that they had the energy to make alternatives, enough records and
information to do the method effectively, and rewards for excessive
performance. Each research protected big samples of personnel (3,570 employees
in 44 corporations and 4,828 personnel in 92 groups) (Sakes, 2006). In both studies, excessive-involvement manage
practices were surely associated with employee morale, worker retention, and
firm financial basic performance. Watson Wyatt observed that excessive-willpower
agencies (one with unswerving and dedicated personnel) out-finished people with
low determination through 47% in the 2000 test and with the useful resource of 200%
in the 2002 take a look at (Mesister et al., 2010).
2.1.2 Commitment
Employees with the first-rate level of
willpower carry out 20% higher and are 87% a whole lot much less likely to
leave the enterprise, which suggests that employee engagement is related to organisational
typical overall performance (Menguc et al., 2013).
2.1.3 Productivity
In a test of expert service agencies, the Hay
Group determined that workplaces with engaged employees had been up to 43% greater
efficient therefore, task satisfaction is likewise linked to productivity (Cho
et al., 2006).
2.1.4 Drivers of engagement
Some additional points from a study into
drivers of engagement are presented below:
·
Employee
perceptions of job importance – "... a worker's mind-set towards the interest's
significance and the business enterprise had the first-class effect on loyalty
and customer support than all special employee factors combined." (Billet,
2001).
·
Employee
clarity of job expectations –
"If expectancies aren't clean and primary materials and tool are not
supplied, terrible feelings which includes boredom or resentment may
additionally moreover end result, and the employee may additionally moreover
then end up targeted on surviving extra than thinking about how he can help the
business enterprise be successful." (Schullery, 2013).
·
Career
advancement / improvement opportunities – “Plant supervisors and executives indicated that many plant
improvements had been being made outside the thought machine, wherein employees
initiated modifications if you want to reap the bonuses generated via the
following value savings."(Crabtree, 2013).
·
Regular
feedback and dialogue with superiors – " feedback is the essential thing to giving employees a
sense of in which they’re going, however many agencies are remarkably awful at
giving it." In truth, personnel that sense like their supervisors are
supportive (Sakes, 2006).
·
Quality
of working relationships with peers, superiors, and subordinates – "... if employees' courting with
their managers is fractured, then no amount of perks will persuade the
employees to carry out at top ranges. Worker engagement is an instantaneous
mirrored image of ways personnel revel in about their dating with the boss”
(Mesister et al., 2010).
·
Perceptions
of the ethos and values of the organisation – "perception and values' is the most critical
of the 6 drivers in our Engaged performance version. Inspirational monitor is
the last perk. In its absence, isn't in all likelihood to have interaction
employees" (Menguc et al., 2013).
·
Effective
internal employee communications – which demonstrate a clear illustration of "what's going
on" (Cho et al. 2006).
Dedication theories are alternatively based
on growing conditions, below which the employee will experience, forced to work
for an agency, even as engagement theories intention to result in a state of
affairs in which the employee through way of free preference has an intrinsic
choice to artwork within the extraordinary interests of the company (Saks,
2006).
Cutting-edge research has focused on growing
a higher expertise of the way variables together with exceptional of exertions
relationships and values of the organisation engage, and their link to vital
work consequences (Mesister et al., 2010). From the mind-set of the worker,
"affects" variety from strong dedication to the isolation of oneself
from the company.
2.2 Employee Engagement and
involvement model
According to the research of Anintha (2014), currently,
it has been observed that employee engagement has been in the limelight due to
its significance in the corporate world.
At the workplace, the employee has been seen as one of the most
important and primary sources for the competitive advantage of companies. Further,
it has been mentioned in a great deal of research that there is a strong and
vibrant connection between business performance, achievements and employee
engagement with certain businesses (Amintha, 2014; Crawford et al., 2010).
Loyal and sincere employees are in demand by organisations for the sake of the
growth and development of their business. Crawford et al. (2010) stated that the
concept of employee engagement also appeals to both organisations and workers.
It emphasises connecting people with work and shows that employees are
comfortable to operate in a refined and relaxed environment.
2.3
Employee Involvement
According to the research of Shuck et al
(2011) “employee engagement” refers to the consistent involvement of the
employee with their work, as for instance, the involvement in deciding and
taking decisions about how their work is organised and carried out, what step
they must have taken in order to achieve the primary objectives of their work,
and taking part in developing strategies. In other words, companies give their
employees this right to individually and independently plan, and to organise
and monitor their own work (Crawford et al., 2010). According to the study of
Shuck et al. (2011), the increasing level of employees’ involvement is
different according to organisational needs and requirements. It could be high,
low or moderate. It has been seen that the involvement of the employees depends
upon the situational requirements as managers cannot leave all the decisions to
the employees (Crawford et al., 2010).
2.4
Employment Involvement Factors
According to the research of Bakker (2011), according
to the employee involvement model, four major possibilities have been found
that may influence the level of employee involvement. The first one has been
seen as decision structure. These decisions involve two different types, the
first one is programmed and the other is non-programmed. Programmed decisions
involve the employee’s effort in order to resolve the issue; they put in efforts
which they have already learnt and experienced through past incidents (Richman
et al., 2008). Bakker (2011) further emphasised the fact that the second major
possibility found was a source of decision knowledge. It encompasses the need
of staff to be involved in some decision-making discussions. It has been seen
as important for the employees to take part in decision making when a manager
lacks some adequate knowledge or judgmental power. Employees have always seen
as closer to customers and production activities, so they can show better
empathy than managers as they are aware of the customer’s responses and
emotions, how they genuinely feel about some product and organisation, where
they can secure the money, where they may need quality assurance in order to
improve the quality of the product or service and what are some opportunities
for the development of product and organisations (Shuck et al., 2011). It is compulsory
for the employee to have firsthand and relevant knowledge about these complex
matters.
Third, a major possibility that influences
the level of employee involvement has been described as decision commitment.
Participants of any organization are inclined to advance and improve the level
of employee commitment towards the decision and verdict. Employees need to show
a positive attitude when decisions have been taken without their concern and
involvement. Thus, it is important to have certain knowledge about the specific
problem and some level of participation is necessary for the employees (Bakker,
2011).
The last factor is known as risk of conflict.
Employee involvement deals with two basic and primary types of conflict. The first
one revolves around organisational goals. Avery et al. (2007) emphasised the
fact that this type of conflict arises when employees’ goals and norms towards a
specific task has been seen in the struggle with the organisational goals and
when conflict is found between them. For this scenario, a only low level of
involvement has been seen as advisable and suitable. Secondly, the scale of the
involvement of employees depends on the degree of their agreement towards any
decision or their agreement towards a preferred solution. If the level or
degree of the conflict is high, the employee’s involvement in decision making
alone would be difficult and it can make it difficult to achieve the designed
goals for the development of the organisation (Blader and Tyler, 2009).
2.5
2.3 Evaluating Employment
Engagement at the Workplace
Menguc et al (2013) stated that when it comes
to evaluating the employee’s engagement at the work place, it becomes harder to
explain the effort behind analysing their involvement. It is evident that job
satisfaction is really a hard process to evaluate accurately and appropriately.
Furthermore, it is has been observed that the process of evaluation becomes
really difficult when it is based on the fact that whether or not employees are
truly engaged (Blader and Tyler, 2009). Vance (2006) highlighted that the term
“engagement” is hard to define as is the employee involvement. A great deal of
work has been conducted in the past in order to resolve the complexity of this
matter. The study which has been used here has been conducted by Gallup. Gallop
has grouped these employees into one of the three primary buckets which include
three levels. The first is actively disengaged, the second is not engaged and
the third and last one is actively engaged (Vance, 2006). According to the
results, it is a little easier to analyse if an employee is “actively engaged”
or not. In this regard, the employees must be critically evaluated and managers
should value them more because they can actively seek employment elsewhere (Vance,
2006).
It is also evident that managers have not
always been the first choice of employees when it comes to sharing things like
frustration, obstruction and anger because the employees feel the fear of loss
of employment or fear of being judged wrongly as a troublemaker. It has been
observed that the annual surveys conducted by many companies are also far from
getting enough outcomes. It has been perceived that employee engagement is
critical to the organisational success and it should be measured more often.
Cole et al (2012) commented on the fact that, Pulse conducted research which
was based on short surveys organised on a more frequent basis (determined by
need and an evaluation of urgency and severity of employee engagement
challenges). These are short but have many more hands-on tools. It takes a little time and effort to conduct
these surveys; however, they provide a clear and explicit picture of where any
employee stands in term of their level of involvement (Cole et al., 2012).
Using the scaling method for this survey works well as Pulse found it more
effective and operational. Cole et al (2012) further stated that the Pulse
survey would provide insufficient results unless they are accompanied by
frequent meetings which allow the managers of organisations to ask open-ended
questions and to collect information by making the employee talk about their
experiences (Blader and Tyler, 2009 and Crawford et al., 2010).
Gallup allocates the level of engagement into
four levels that employees face. He has shown the levels through which the organisation
struggles in order to engage the employees. Each level has its specific needs
and it is compulsory to meet such needs and requirements before the employee
moves forward towards the next level of engagement. These needs are similar and
much like Maslow’s’ Hierarchy of Needs
(Guman and Saks, 2011). He described the first
level as “Tools”. It includes employees’ effort to analyse themselves by asking
questions like “do I fulfill the requirement of the job?” and “what are the
expectations of this job?” they have this need to make sure that they are able
to perform the job well and can evaluate what they can achieve from it. This is
what laid the foundation of employee involvement (Gruman and Saks, 2011). The
second level has been described as “Performance”. This is where the employee
evaluates how others perceive and think about their performances towards
certain organisations. Then comes “Belongings” in which they evaluate their
place in the organization and whether they are being taken seriously or being
awarded or appreciated for what they have conducted well or taken for granted.
After all needs are met, the employee is then free to engage at the highest
rank through growth and development. In order to get the staff there, it is
important to meet all the lower level needs (Gruman and Saks, 2011).
2.6
2.4 Role of Employee
Engagement in the Workplace
Welch
(2011) highlighted that employee engagement has been seen as significant in the
workplace, which can never be overstated. Through employee engagement
strategies, a great change has been observed which reduces or minimizes the staff
turnover, resulting in improved productivity and competency which helps to
retain the higher rate of customers and support to earn more profit. It also
has affected the environment and further it has been seen that the engaged
employees were happy both in their lives and at the work place. Further this
engagement allows them to infuse everything on purpose with energy and
enthusiasm (Gruman and Saks, 2011).
It has
been observed that more than half of employees are at higher risk of turnover,
which is quite negative for the development of any organisation but what is
worse is that one third of the employee turnover is always those who are
motivated, talented, intelligent, hardworking who surpass the expectations of
performance (Welch, 2011). The demand of these employees is high in this global
world and it can be see that they can easily get other attractive positions,
and they themselves know it. Research conducted by Glassdoor in 2015 suggested
that 54% of employees know this and are so confident about it that if they lost
their current job they would get a better one in the next few months (Kular et
al., 2008). It is evident that if an organisation failed to provide a valid
reason to an employee to stay or to work with them for a long time period, they
will find some other company that does provide reasons. In the current climate,
the competition has been seen for the talented which is quite fierce in nature
and the cost of training new employees has been considered as abrupt and steep.
Not engaging the employees has been perceived as a major loss for any organisation
(Kular et al., 2008).
Many
studies based on these topics discovered that the engagement of employees
positively correlates with the satisfaction of the workplace (Kular et al.,
2008). It has been seen that the employees who are highly satisfied show a
better level of involvement and engagement. A study conducted by Kular et al.
(2008), shows 13% of global employees are those who are highly engaged and
satisfied and 11% have been seen as those who are highly dissatisfied. The employees
who are satisfied seemed more enthusiastic with a better ability to better
control over their work and to monitor it, including the access to privacy when
needed (Kular et al., 2008). They are empowered by organisational decisions and
the choices they know they can make for the development and betterment of the organisation.
This shows their confidence in managing the need of privacy, to concentrate
more easily and to work in collaboration with others (Andrew and Sofian, 2012).
Thus,
it has been seen that employee engagement is as important as any other aspect
of the organisation. It has been seen as the duty of an organisation to develop
some strategies and methods in order to enhance business for the sake of
development and growth. Engaging employees in certain tasks has not been seen to
be as easy as it looks. It is the duty of an organisation to provide their
employees with the power of decision making and implementation. They must have
given employees the importance, place and level which they need to propagate so
that they could build confidence, through which they will help to grow the
business of any organisation. This will also offer satisfaction both to the organisation
and to the employees, and will provide a comfortable environment which will
nurture the growth of the organisation (Mishra et al., 2014). It has been
mentioned that the employees hold an emotional commitment to their organisation
and its goals. They have developed emotional attachments with the company,
their relationships with managers or co-workers and with their manager, this
all makes a contribution in impacting the big picture of a company’s success.
There, it is important for the managers to show empathy with employees by
allowing them to engage with different organisational tasks (Menguc et al.,
2013).
2.5 Employee Responsibility:
Critical Discussion
A study
conducted by Bedarkar and Pandita (2014), shows that organisations with a high
level of interaction with employees are divided into loyalty / customer
satisfaction, productivity, operational efficiency, profitability and low
turnover. Employee involvement plays an important role in maintaining the
security of an organisation (Bedarkar and Pandita, 2014).
Wickramsinghe
and Perera (2014) demonstrate that, employee commitment can be seen from the
cognitive, emotional, and behavioral perspectives. Cognitive aspects generally
focus on employee perceptions and beliefs about organisations and organisational
culture, managers and specific working conditions. Emotional aspects are associated
with employees who have positive or negative attitudes towards organisations
and managements. The emotional aspect depends on cognitive factors. The
behavior aspect encourages the employees to perform their duties at the
discretion of the company and to provide additional benefits to the organisation.
Therefore, interaction with employees is very different from employee
satisfaction, motivation, and organisational culture (Arakawa and Greenberg,
2007).
2.5.1 Practice of Work
Abraham
(2012) stated that, studies have shown that certain management measures promote
employee participation and engage them in the workplace. Jim Collins begins
with the fact that his book, "Good to Great," provides a resource for
"right" people and is in a "right" position at the
"right" moment. To achieve this assumption, it is necessary to
integrate organisational systems and harmonize management practices, and the
working environment should support the maximum participation of workers. Organisational
experts identified four factors in a working environment that encourage
employee engagement (Cole et al., 2012). These are power, information,
knowledge and recognition.
2.5.2 Capacity
The
"Strengths" membership factor means that employees in an organisation
can participate in business decisions. At the end of the day, managers must
adopt a democratic management style that encourages workers to express their
opinions and fears before making decisions. This requires discussion of these
proposals, assessment of applicability and the introduction of innovative
proposals for workers (Gruman and Saks, 2011). To attract more attention, it is
necessary to be more active and monitor people's work. During the build
process, a Toolbar Chat creates a forum for this exchange. Time should be taken
to do everything possible, and the staff can make suggestions and participate
in problem solving (Parkes and Langford, 2008).
2.5.3 Information
Slack
et al (2015) show that, employees need "information" to be effective
in their business. This is the basis for decision-making, problem solving and
appropriate performance. Management is the process by which employees receive
the information they need in a timely manner. Another important aspect to
support participation is that employees directly connect their daily work with
the goals and objectives of the organisation or project (Mone and London,
2018).
2.5.4 Knowledge
Knowledge
means the ability of an employee to perform a task. This means that after
hiring a skilled workforce, it will be able to expand skills, improve problem-solving
skills, and provide the education and learning opportunities needed to increase
risk assessment and make informed decisions (Kular et al., 2008). This is conducted
by qualified motivated staff based on information that can provide a high level
of efficiency and safety.
2.5.5 Confession
Recognition
is important for encouraging the participation of employees who have
contributed to themselves and their work. Employees must clearly understand
that they can make concerted efforts to improve the effectiveness of their organisation.
Recognition can take many forms. For example, immediately after completion, the
outcome must be noticed, the employee will be compensated, and the reward must
be important to the recipient. There are many manufacturing operations’ cases
in which millions of dollars in gains from efficiency come from a bonus of
thousands of dollars for each employee (Van et al., 2010).
2.5.6 Change Management
Otieno
et al (2015) show that, every organisation makes a certain commitment to its
employees. Organisations need to understand change management to change employee
commitment levels. In all organisations, employees can be roughly divided into
three groups. That is, they are disconnected, have nothing to do with, or are
involved. Those who have no interest in their job are busy describing their
misfortunes and disappointments. If this is allowed, it can affect others
(Otieno et al., 2015). They do the least thing that can go forward. They have
little or no energy to work and do not form an attachment with the organisation.
Dedicated employees, on the other hand, have a passion for their work and a
close relationship with their organisation and management. These workers are
effective in business practices, improve work relations, promote innovation,
and help organisations evolve.
2.6 Characteristics of
Employee Engagement
Employees have certain mandatory characteristics.
In general, it is evident that they are doing their best to achieve the best
results in their job. In other words, they do not take a job in exchange for
salary. They are actively seeking to contribute to the success of the company. Therefore,
they can make every effort (including in temporary appointments) and challenge themselves
by presenting new ideas and perspectives by accepting feedback. They value
things like quality, cost, customer service and security (Kular et al., 2008).
This is because they want to be, not because they have to be. Employee
obligations require that the company management actively work to achieve these
positive attributes among employees. They do this by creating the right corporate
culture of dedication and self-discipline.
2.6.1 The Importance of
Corporate Culture
Duties do not occur in a vacuum. They must be
settled in a corporate culture that stimulates and supports promises. A briefly
defined corporate culture is all of the company's actions, decisions and
executives and all employees as well as practices and business processes in
their entirety. The following definition can also be implemented (Crabb, 2011).
Corporate culture is how companies do business.
Corporate culture is important because a high
level of employee commitment is achieved in a self-reliant culture of
commitment based on self-organisation, self-motivation and self-discipline.
Such organisations have low levels of hierarchy, low levels of bureaucracy, low
interference and management interference, and poor management of micro
management. All of this contributes to a culture of success in which
self-service meets not only the individual needs but also the needs of the
company (Ferreira and Real de Oliveria, 2014). Managers must realize that they
do not need a corporate culture. Instead, a good manager must be careful to
change the corporate culture and meet its strategic goals.
The organisation of future ideal loyalty is
based on the principles of self-organisation of those who are self-motivated
and self-disciplined. There is no doubt that a certain hierarchy is necessary
but must be minimized. The most important principle is teamwork, where people
can merge and use combined experience. A company that provides the best
environment for positive action creates the best team in this process (Alfes et
al., 2013).
CHAPTER 3
3. METHODOLOGY:
3.1 BACKGROUND OF THE STUDY:
In the current scenario, a case study based
on the company Mitchell & Butler’s has been observed, in order to carry out
an evaluation process and gain an understanding of the employer’s perception
regarding employee engagement and its effects upon the overall performance of
the company. The owners of the company, consider this factor important, in that
in order to maintain a safe and satisfactory environment within the organisation,
it is extremely important that they must follow certain protocols and should
always implement such norms and practices in the organisation, through which
not only the company will flourish on a greater scale, but also the employees
must benefit from a safe and secure environment. They should also be satisfied
with their jobs and working environment. In order to perform a detailed
evaluation over this subject, a methodology presented by Sanders et al. (2012)
has been used. Using these theoretical
concepts, different factors that affect the overall performance of not only the
employees, but also of the whole organization will be analysed (Alfes et al.,
2013).
The Research Onion model proposed by Sanders
et al. (2012) has been used for this research. According to this Research
Onion, there are multiple types of research processes, which can be selected by
the author or researcher to bring forward their research methodology. The types
of research methods are classified into seven major categories. Among these
categories, the exterior constituent is known as the Outer Layer, and then the
inner layers are named as Layers 1 to 6 according to their levels. Thus, the
research onion is a research methodology which is highly effective, since it
enables the researcher to identify the process of research which will be most
effective for the research project and case study.
3.2 AIMS OF METHODOLOGY
The methodology of this study aiming to evaluate
different departments and their activities in an organization by performing
research analysis (Lawande et al., 2016). In this way, this study will identify
the improvement needs and alternate procedures and policies required in the
company to improve its outcomes. In this way, this will also aiming to create
some changes in an organization that will be beneficial for employees such as
increase their satisfaction rates, retain them in an organization, decrease
workload, etc. this will also increase their motivation toward their work and
they give their best in their performance; hence, both employees and
organization will grow gradually. Therefore, the researcher of this study is
aiming to examine the strategic policies to increase employee’s engagement
toward their roles and responsibilities regarding their jobs in company.
3.3 MATERIALS AND METHODS
The selected research method in this study is
Research Onion Model that seems appropriate by the researcher of this study
(Rodriguez, Naegele, Quesada, & Hausbeck, 2018). This will allow the
researcher to gain detailed information and knowledge regarding the employee’s
issues and their perspectives related to the employee engagement and
satisfaction. However, this will further demonstrated by the help of onion
layers as a research process that includes multiple steps in a sequential
manner to achieve desire outcomes.
Figure:
Research onion Model
3.4 RESEARCH PHILOSOPHY
The
philosophy of the research is attributed to a series of beliefs about the
nature of the reality discovered in the research. The assumptions developed by
the philosophy of the investigation constitute a justification for the
investigation (Mayer, 2015). The research philosophy may differ
depending on the objectives and research approaches that can be used to achieve
specific research objectives and objectives. According to the research onion
model, there are different research philosophies, but for this research the
philosophy of interpretive research is taken into account. The philosophy of
interpretive research helps researchers interpret how people participate in their
professional life. In other words, the philosophy of interpretive research
allows researchers to know what people understand about their actions. In this
research, interpretive research philosophy will help to understand the employee
engagement in the organizational environment and their satisfaction level with
their jobs.
3.5 RESEARCH APPROACHES
According to Saunders (2009), the research
approach is the second advantage that researchers should choose. Research
focuses mainly on species, including inductive research approaches and
deductive research approaches (Mayer, 2015). Researchers should focus on research
objectives and decide on research phenomena to make the decision to adopt the
most appropriate research approach.
For this research study, an inductive
research approach was adopted. According to Yang, Chen, Liu, Jia, & Guo
(2017), the method of inductive research is attributed as a regular movement
from the private sector to the public. For this research approach, the
researcher begins with observations and then different patterns of data will be
defined. The inductive search approach allows the researcher to analyze the
collected data and determine the logical, constant and meaningful data
according to the theory.
3.6 RESEARCH STRATEGY
The search strategy relates to selecting a
suitable search style that allows researchers to identify data collection
resources as well as data collection resources. According to Rodriguez,
Naegele, Quesada, & Hausbeck (2018), there are different approaches to
finding relevant restrictions and benefits. It is the design research that
basically regulates the general structure of the study. There are different
research strategies that include case studies, experiments, topography and
ethnography. This research focuses on the ethnographic research strategy in
which the researcher tries to understand the point of view of others. With the
ethnographic research strategy, researchers are asked to interfere with the
real situation and understand the process of the participants.
3.7 RESEARCH CHOICES
Research options are related to the nature of
the study and are closely related to the type of research (Xu et al., 2014).
The nature of the research study can be classified into three main components.
These three different elements, quantitative or qualitative selection are
included in both qualitative and quantitative research absorption. According to
Sato, Zhang, Yonekura, & Tamura (2015), search differs from each other and
approaches different search for this, depending on the nature of the study.
However, the characteristics and qualifications of qualitative and quantitative
research techniques are different. This research is a preferred method for extracting
quantitative and qualitative research. According to Sahay (2016), the use of
mixed roads is ideal for data collection and case analysis. For this research,
data collection collected and analyzed quantitative data and quantitative
analysis, which in turn operate in the survey and interview process.
3.8 DATA COLLECTION
The research methodology is mainly based on
scientific methods and designs that include specific tools, tools and
techniques on which experiments are performed on a particular hypothesis. The
data will be provided to analyze the data obtained from various employees with
the help of software and to be observed according to their answers (Lawande et al., 2016).
Based on these answers, we will analyze the percentage of people who will have
similar ideas and concepts about staff participation and satisfaction. Another
way to analyze personnel perceptions is to implement specific strategies and
policies within the organization to monitor their responses to these policies.
In this study, the researcher designed some policies and rules to be applied
within the organization and then collected the answers of the employees and
recorded and followed up for further monitoring and analysis. The researcher
will implement specific strategies to be written within the organization, which
will allow staff to provide feedback and feedback on various activities,
services, environmental problems or other organizational problems faced by
employees. It is a complaint of complaint and will be sent to executives to
monitor how employees face the problem on a daily basis. Therefore, these trial
procedures will be carried out to evaluate the answers provided by the
different employees. As a result, the researcher will be able to monitor the
company's policies and rules and make them feel uncomfortable through multiple
factors.
3.9 SURVEY ANALYSIS
The screening procedure is also necessary
with reference to the onion research model. If researcher examine this onion
research model, this is one of the most important basic steps. The analytical
survey is a step in which many aspects of the scenario can be achieved, and
with the help of the results from these reports and survey results, a new
dimension can be added to the research study. Many factors and aspects of the research
can be defined with the help of the survey application on more than one topic.
With the help of these questionnaires and analysis reports, they can answer
different questions, why, and when. In the current situation, the performance
of the survey, different types of information, has become increasingly easier
to obtain opinions of different people. In addition, they can obtain detailed
information about different human concepts and participate in the subject.
Since then, the technology has provided many means of communication and
information, so the technology can also be used to conduct research surveys in
the form of online surveys. The concept of online surveys managed to solve many
people who did not have the means to conduct research surveys on physically
different people.
According to the current situation and the
scenario we have observed for Mitchell and Butler, the good conduct of the
survey will provide significant support and support for this research study.
Since our research topic is organized around the concepts and perspectives of
the organization's staff, many factors have been identified with regard to the
role of the organization in different operations, implementing new strategies,
changing company policies, employing staff by type and causing some staff
problems. In this scenario, the researcher will provide a detailed
questionnaire for all staff of the institution and a large number of questions
will be asked. The survey will be designed to enable staff to identify problems
and difficulties within the organization and provide appropriate and detailed
responses. The survey will be designed on the basis of following aspects:
- Employee
perception regarding hiring policies related to gender
- Policy
they want to change
- Satisfaction
level regarding current organizational policy
- Concepts
to increase employee engagement
- Factors
affect employee’s behavior
This will allow the researcher to obtain
information and detailed data on the policies of the employees and the various
factors of the organization. The answers to all these questions will be found
with the help of our exploratory analysis. In addition, with the help of online
surveys, the researcher will be able to collect large amounts of data in less
time and with less effort, and this data will be used to monitor the
perceptions of different employees and to work in a wide range of organizations
of different positions and associations.
3.10 SCREENING OF DATA
By selecting nay specific case study, this research method will become easier
to evaluate gathered data. According to the theory proposed by Sanders, it is
important that the researcher take into account certain situations of the
situation or scenario of the work hypothesis. With the help of several case
studies, it will be easier to analyze the search, in addition to it will be
easier to collect the required information. With the help of case studies, data
collection becomes easier because all research studies, survey questionnaire
and other steps are linked to this case study. For this reason, it will be
easier and easier for researcher to obtain data samples and then analyze the
data with the help of answers provided by people.
The
researcher during the researcher is more appropriate when it comes to this
study to carry out research analyzes and research papers, as mentioned earlier
in the scenario and the status of the key. The researcher took the position of
Mitchell and Butler Brewery Company. The owners will be implemented in the
cooperation policies and standards within the organization, which will
facilitate the decision of the managers of the company's personnel and will
provide an environment in the work environment, so that they not only try to
become more complex and dedicated to the work, but also improve the multiple
recommendations and the quality of the company. The efficiency of work
environments and other aspects. The researcher focuses mainly on the current
scenario, and then other factors of our research methodology will be designed
accordingly. This is one of the key factors that will be useful to carry out a
case study, scenario or any position, researcher and detailed analysis of this
particular topic. It is not necessary to expand the horizon of data collection,
sources of information and vision.
3.11 ACTION RESEARCH:
As
Sanders pointed out, it is the investigator's responsibility not only to
identify and investigate specific problems and challenges associated with a
particular situation, but also to find specific solutions to problems. This is
one of the most convenient ways to solve top level problems within any
organization. Therefore, in order to complete a complete research methodology,
the researcher should always take into consideration this procedural research
step, as the researcher will provide solutions to the problems proposed by
them. The researcher has already identified and investigated many of the
problems and challenges facing the staff, but on the other hand, the researcher
will provide a number of solutions to these problems. It is therefore important
to identify and identify staff problems; this affects the overall performance
of the organization negatively. In the current scenario, many problems have
been identified, such as the number of complaints received from staff regarding
the employment of staff on the basis of sexual discrimination. The researcher
will prepare all these problems at the conclusion and discussion of this
document.
With
the help of this concept, an additional advantage for the researcher can easily
enter the organization or company and be part of that organization for a period
of time to closely monitor the activities of many employees. In this stage, the
researcher will also carry out precise interviews with the people who have been
working in the company for many years and will analyze the questionnaires. Just
because they look at older people know that they see the high and low levels of
the company and that none of these employees is loyal to their own companies.
3.12 ADVANTAGES OF THIS RESEARCH METHODOLOGY:
It has been discussed earlier, Sanders and
his colleagues have many methods and research methodologies proposed in the
Onion Research model, and the researcher can choose any of these models
depending on the nature of their work and the type of research they do (Sato,
Zhang, Yonekura, & Tamura, 2015). Since then, we have also taken some
specific layers of this onion for investigating the research topic and
explained in detail the various steps and processes in this above model, where the
researcher offer some advantages of this model to make it more useful. Choose
the most appropriate method for the appropriate methodology:
- Since
then, there have been steps towards this research methodology, where a
full analysis of the staff survey will be conducted and different
perceptions and concepts of staff can be reached, based on these survey
reports. Such perceptions would be more useful in the decision-making
process, since the number of factors and ideas proposed by the staff would
be taken into account when making the decision.
- This
type of research methodology is suitable for most research proposals, as
it provides many steps that require proper research, and a large amount of
information that is needed in the process.
- This
will lead to an adequate and unique solution that can be implemented
within the organization for the convenience of staff.
This approach will not only focus on staff
relationships with the company but will also focus on patient feedback about
employee participation. Since the process also takes into account a case study,
it will definitely help the researcher to focus on a particular example of
Michelle and the Beatles Brewers, so this proposal will be more realistic.
3.13 DISADVANTAGES AND
LIMITATIONS:
However, it is observed in this research that
methodology has some similar disadvantages and limitations. Some of these are
discussed below:
- The
changes in the organization that must be done depends on the reaction of
the employees. If employees do show a negative reaction to an increase in
participation in company decisions, management decisions and policies
should be changed accordingly.
- The
staff does not admit their participation in the organization, this will
lead to the failure of the entire search offer. Therefore, employees must
be properly trained so that they can learn the concept of growing
participation in the company correctly.
- In
some cases, participants complete the questionnaires, participate in
interview sessions while they are busy or fill out the entire survey. In
this case, the organization can lead to erroneous results or adequate
results can be used to create specific policies (Lawande et al., 2016).
Therefore,
one research methodology has many aspects and notice its advantages and
disadvantages. However, the researcher must choose a specific methodology to
better adapt to the type of research to be conducted. In some cases, the theory
selected by the researcher earlier does not work, because the nature of the
research is quite different. It is also important that the researcher take into
consideration all aspects of the theories proposed by Sanders, noting the
subject to be investigated, and then selecting the relevant research
methodology. In this way, the key factor to be addressed in this research
project is not only to focus on the company's commitment to the work of its
employees, but also to implement these policies and standards within the
organization only. It will help motivate employees and work effectively, but
also focus on employee satisfaction. Each employee should be satisfied with the
set of final policies and strategies that will be implemented within the
institution and will not face any difficulties in the future.
3.14 ETHICAL CONSIDERATIONS
Research ethics is applied to this research
study, taking into account three ethical principles:
- Participants'
autonomy: In conducting a research study, researchers should ensure that
participants are respected. Participants who are willing to participate in
specific processes, share a specific experience, and also have the power
to participate in the research process, if they have the authority to
withdraw from the study without affecting the rights of the participants
are included. In addition, some unexplained explanations, inadequate
information and different external stress are some of the factors that may
affect the decision making process of the participants. It is important
that the research ensures that these factors have a minimal impact on the
independence of research participants.
- Non-harm
principle: It is important that researchers conduct research on the basis
of improving the welfare of participants and related communities, and an
entire society participates in this principle. Each call has some
potential benefits and harms. Therefore, it is important that the research
endeavors to reduce the likelihood that the research will have an impact
on participants. In addition, the researcher should strive to increase the
level of interest of the participants and focus on the welfare of the
whole community by developing the existing knowledge base.
- The
principle of justice: the principle of justice brings with it the
responsibility for examining the treatment of the parties concerned in a
fair and equitable way. It includes the treatment of all relevant parties
present and potential for equally respectful research. In addition,
understanding the views of the researcher should focus on ensuring the
development of understanding with participants and determine the types of
opinions that represent very real perspectives.
4.
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