Coca Cola Case Study

Employee engagement is today’s leadership priority. However, the catchphrase goes a long way back in the beginning of the 21st century. It has gained interest to this date, which can be credited to Gallup’s first version of the Q12 in the 1990s commonly termed as the Gallup Workplace Audit (Gallup Consulting, 2006). Subsequently, Gallup has continuously refined and expanded their Q12 for current business challenges. Furthermore, several literatures, surveys and evidence-based studies abound that exhibited positive results with employee engagement such as increased performance, safety, retention and profits among others.

Crim and Seijts (2006, p.1) define employee engagement as “a person who is fully involved in, and enthusiastic about, his or her work”. Employees that are engaged are inspired and go above and beyond their job functions to support the company and help the company achieve its goals. The lack of engaged employees are a major problem in the United States. According to Gallup, in 2014 only 31.5% of employees were engaged (Adkins, 2015). Even though this sounds low, it is actually the most engaged the United States workforce has been since 2000. The author’s research is important because if there is a link between leader’s

Employee Engagement essentially depicts our connection to our work, our organization, our customers, our effects and to results. In any study involving employee engagement the three aspects which are studied are: i.Employees as unique entities in terms of their skills, abilities, attitudes and aspirations., ii.Employee in their role to create conditions of engagement and iii.Relationship, trust and communication between employees across levels. The challenge is not only to attract the best talent but also to engage the employees like, raising opportunities for carrier development, life style decisions, job changing and unbalanced work life which influence an individual’s decision to continue or quite.

3.2 Evaluate the business benefits likely to accrue from a culture of employee engagement – benefits for the organization, its executives/managers, its workforce and its customers

Employee Engagement: It’s a known perception that an engaged workforce provides many intangible benefits that is linked directly to retention. HR policies should focus on employee engagement initiatives that stimulate motivation levels of employees to perform better and bond with organisation. This process should be initiated right from induction and continue throughout their tenure by opening channels of continuous communication and encouraging interpersonal relations. HR is responsible to incorporate methods to measure engagement and at regular intervals track engagement contribution to company’s success.

In other nations meeting the altruistic and simple human needs of being part of something greater than yourself are the driving forces to an engaging environment (Vorhauser-Smith, 2013). According to Major Angelo’s actions of communicating with employees and developing a relationship with them demonstrate how leaders begin to create an engaging environment. According to Harter & Adkins (2015), employees whose manager communicate with them through meetings are practically three times more likely to be engaged as employees whose managers do not hold regular meetings with them. Another method to engage employees is by ensuring they understand their goals and helping them understand the big picture of how their role impacts the whole organization structure.

Employee engagement, which reflects the emotional commitment an employee has to an organization is not just an organizational nicety but a business necessity due to direct ties to a number of performance outcomes, such as profitability,

Those individuals with high job satisfaction tend to have positive feelings towards their job, their colleagues and the company that hired him or her. On the other hand, those who are not satisfied have strong negative notions towards their organization (Robbins and Judge, 2015). Employee involvement has a direct correlation with job satisfaction. Companies that allow their employees to be involved in the decision-making process and give them the freedom to show their talent through their work, has become the forefront of employee engagement. For many years, businesses have been following archaic traditions in the sense of people would go to work, complete their hours under supervision and go home. Today, employees look forward to going to work for a company where the workplace is more friendly and connected (Suma and Lesha,

Employee engagement has been a trend of management since 2004.(CMI 2015) ‘Some people may believe that engagement is just about employees ‘going the extra mile’, but it is much more.’(CMI 2014) Within globalization, how to apply employee engagement is significant for an organization to achieve their performance. A key aspect of employee engagement concerns how employees manage their position, performance and development in relationship to the company’s strategies. Therefore, according to Moenguc (2013), employee engagement has been personalized as a“persistent, positive affective-motivational state of fulfillment.” To demonstrate how this process affects the overall performance of an organization, John Lewis has been selected as the case study

Robinson D, Perryman S & Hayday S. (2004). The drivers of employee engagement. Institute for

The opportunities to engage employees in corporate America has plenty of room for improvement based upon this survey. Towers Watson conducts the research in order to provide a benchmark to organizations each year. The survey offers engagement opportunities for sustainable engagement. Towers Watson (2014) defines effective leaders as being committed to an organization’s strategic priorities and modelling its values and culture and perform across four key dimensions and associated competencies: envisioning the future, inspiring others to follow, transforming the organization to achieve the vision, and adapting to changing the internal and external conditions (see Appendix C). Employees appreciate being motivated by the leaders of an organization,

Engagement is more than just happiness. It involves commitment and helping others accomplish goals, whether it’s personal or for work. When people are engaged they do everything possible to complete that task, take full responsibility of the projects that is at hand, stay positive, deliver great work, and go above and beyond to make sure that they do great at the goal that was set. Engagement is the most important factor needed of any person for the achievement of any company in order to succeed.

The challenge presented by the literature is the lack of a universal definition of employee engagement. Most managers acknowledge the fact that employee

Currently, many businesses are looking toward engagement, which measures satisfaction, commitment, and also energy and enthusiasm. How a person feels about the work they do everyday has the greatest impact on engagement since they want to feel valued and be recognized for their efforts. That is truer now than ever since many people are working more than the standard forty hours a week and want to know that their time away from family matters. Satisfied employees are not necessarily engaged. Engaged employees have an emotional connection to the organization, believe they are contributing, and are growing both individually and professionally and put forth additional effort to complete tasks. That being said, recent studies suggest employers should switch their focus from employee satisfaction to employee engagement scores since it is a better indicator for retention of talent, satisfaction in culture and branding, and stakeholder value.

In Pakistan the coke segments more in urban and suburban areas as compare to rural.