Experience in implementing management - Дипломная работа

Contents management engagement resource organization Introduction 1. Theoretical framework of management by engagement 1.1 Definition of Employee Engagement 1.2 Related constructs 1.3 Management by Engagement Models 2. Research design and methodology 2.1 An Integrated Engagement Management Model 2.2 Qualitative Methodology: Semi-structured interviews 2.3 Sampling strategy and procedure 3. Analysis of management by engagement implementation experience in Russian and global companies operating in Russia 3.1 Individual Interpretation and Perception of Employee Engagement of Russian Employees 3.2 Motivation to stay in the company 3.3 Task level resources and organization of work 3.4 Organization level resources 3.5 Interpersonal and Social Relations 4. Main findings and managerial implication 4.1 Main findings 4.2 Managerial Implications Conclusion References Appendix 1 Appendix 2 Introduction Employee engagement is a relatively new concept, which gained interest among academicians as well as practitioners just over the last decade, who made an attempt to investigate weather management by engagement is the substantial knowledge unit which adds to management knowledge (Saks and Gruman, 2011). The concept of employee engagement has steadily gained popularity and at the moment it is recognized as one of key factors which leads to business success. Although there is still lack of empirical research on employee engagement as researchers keep facing the problem to find the “right” definition of engagement, taking into consideration certain cultural or business contexts, several engagement management models have been tested and, then, a number of positive outcomes and benefits for organization were presented. Engaged employees are the employees who are fully committed to their job, immerse into organizational processes and express strong willingness to go extra mile for the sake of their organization’s prosperity. On the contrary, disengaged employees are demotivated, do not feel enthusiastic about their job tasks, job roles, and are not ready to invest their time and energy to work hard (Towers Perrin, 2009). Globally, only 24 percent of employees in the world are “Highly Engaged” and 39 percent are “Moderately Engaged” (AON Hewitt Report, 2017). Coffman and Gonzalez-Molina (2002) in their book “Follow This Path”, which was written on the basis of the Gallup research (global research on employee engagement) claimed that engaged workforce fuels the profit growth of the organization. Furthermore, nowadays, due to globalization and dynamic change of economical and political situation in the world some companies are forced to change and adapt and have to be agile. There is an evidence that employee engagement management might be one of the key factors that predict the process of organizational change to go smoothly and successful (Graen, 2008). Employee engagement is also argued to be positively correlated with organization’s profitability, productivity, customer services and customer satisfaction as well as with employee retention (Xanthopoulou et al., 2009; Harter, Schmidt, & Hayes, 2002). Not to mention, employee retention is a serious issue in Russian Federation today. According to the results of the survey conducted by the recruiting Agency Antal Russia, average turnover rate made up to 21 %. However, this indicator varies widely among the industries. The highest turnover rate (75%) was observed in the retail industry (Antal Russia, 2017). Thus, there is a need to examine which drivers are relevant to boost employee engagement levels and reduce retention among Russian employees. Multitude of studies were conducted and proved the positive influence of employee engagement on job performance and other outcomes both at the organizational and at personal level. The purpose of this study is to explore engagement management implementation experiences in Russian and global companies operating in Russia, examine the availability of various job resources regarded to as drivers or antecedents of employee engagement. Overall, there is a lack of research on management by engagement particularly in Russia, so it will be practically useful for managers and even academicians to look at the experiences of engagement management in Russian organizations as well as Russian subsidiaries of global companies from within. Moreover, in the study we will try to investigate the variations in engagement management experiences between Russian companies and global companies in Russia as we assume that HR practices in global companies are more developed and focused on engagement that in Russian firms as some of practices might be adopted from the foreign parent company or subsidiaries. So the study aims to answer the following research questions: · Which job resources are provided in Russian and global companies operating in Russia that drive employee enngagement? · What are the problem areas of management by engagement implementation in Russ