This paper is to discuss the thesis written by Heather Rowley as a Ph.D. paper. Her final thesis was submitted to University of York in 2014 and its considered to be successful thesis regardless the time constrains that she faced. In my critique, I will assess the theoretical frame work, research methodology, contribution and key findings. In addition, I will discuss if Rowley was successful to answer the key research question: is ownership enough to secure employee engagement in Employee Owned Organizations (EOCs)? I argue throughout this paper that Rowley has not focused on the important factors affecting employee engagement, hence she was not able to give a clear answer to her thesis main questions.
Index terms: engagement, ownership, Employee
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She started with a fair introduction of about 14 pages and then she has demonstrated the literature review of each concept separately: employee ownership and employee engagement which I find impractical as its confuses the reader from relating the overall concept in the joint field. Then she write about methodology using 3 tools of qualitative research method with a whle 3 results chapters per EOCs. The she integrate the results in one summary chapter. Finally, she ends the study with with a relatively short conclusion in addition with implication of the theory, limitation of research and suggestions for further studies. Although there is some variation in length and repetition of main ideas and contribution, with relatively inconsistent of short sections in each chapters, Rowley has tried her best to link each section with her main …show more content…
She has identified that there is a lack of studies to define employee engagement and employee ownership which majorly conducted on private and public companies without looking to different types of organizations. Also, there is no academic work has clearly studied the driving of employee ownership to partially secure high engagement levels. Most of the studies exist focus only on employee ownership separately and employee engagements separately. So the inductive research theory that she has adapted is the basis of her new theory of the relationship between employee ownership and their engagement. Rowley has argued that perhaps the philosophy of falsificationisim might be usable in her paper as it takes available knowledge and then test with another variable that might discredit original
It would be very easy for employee engagement to be used in a negative way to ensure that employees are more productive and putting in more effort for no reward. In this case, Trade Unions would be interested to ensure that employees aren’t exploited for the good of the organisation and that the benefits of improving employee engagement are mutually beneficial to all parties concerned.
To what extent is there employee engagement in your organisation, or an organisation of your choice?
1.3 Compare and contrast employee engagement with other related concepts; ‘flow’, organisational commitment, job involvement and job satisfaction
1.1/1.2/1.3 – Requires me to describe what is employee engagement and how does it differ, if at all, from related concepts like employee involvement, employee participation and employee consultation? Also how far is employee engagement something which is genuinely new and distinctive, or is it merely a repackaging of old and well-established ideas?
Engagement is a sign of satisfaction and loyalty to the firm which can be incurred by increasing job resources
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
Donaldson (1989, cited in Secchi, 2007:359) found that general ethics, when manager have great idea find out invisible profits and unlimited resource. Because without concentrating on the practical managerial approach, a few of negative consequences happen like protests, boycotts, and strikes. The third theory is which elements will affect employee 's commitment. Towers Perrin (2009) figured out that community advancement is the third most significant driver of employee engagement.
In psychology, ownership is the feeling that something is yours. People can feel ownership about a variety of things, material and immaterial in nature. Is there a way organizations can benefit from higher employee engagement, increased financial performance and lower turnover, simply by increasing feelings of ownership? In mid 1970s, the USA carried out the Employee Stock Ownership Plans. The thought behind this project was that if employees held some shares of the company, it would enhance their sense of responsibility toward the enterprise and activate their positive attitude toward the work. Interestingly, researchers found that there were no significant differences in organizational performance between an enterprise which adopted
An engaged employee feels involved in and excited about his work. Engaged employees produce at high levels individually, and contribute to improved business results. In fact, Gallup research shows employee engagement can be linked to increased productivity and profitability, along with benefits such as decreased turnover and absenteeism (Connolly, et al., 2013, p 48-52).An organisation with a higher number of engaged employees is likely to be more effective, efficient
Culture and employee engagement has been one of the most debatable topics in the current years around the business world. Organization culture, which can be defined as “the way that the values and actions of managers and employees create a unique business environment,” plays a significant role in shaping the path of the company (Dizik, 2016). It is a key affecting almost every aspect of the business including employee engagement. The values, goals, and norms that the corporate culture exhibit can be reflected on the level of employee involvement and enthusiasm for work either positively or adversely. Organizations tend to address its culture and employee engagement strategically and financially. Even though these two areas promise to impose positive results on the business if addressed effectively, some companies may fail to do so.
Employee engagement is a boundless build that touches all parts of human resource administration aspects we know heretofore. On the off chance that all aspects of HR are not tended to in fitting way, representatives neglect to completely draw in themselves in their employment in the reaction to such sort of botch. The developed worker engagement is based on the establishment of prior ideas like occupation fulfillment, representative duty and Organizational citizenship conduct. Despite the fact that it is identified with and includes these ideas, representative engagement is more extensive in degree. Employee engagement is more grounded indicator of positive hierarchical execution unmistakably demonstrating the two-route relationship amongst business and worker contrasted with the three prior develops: work fulfillment, worker duty and authoritative citizenship conduct. Connected with representatives are sincerely appended to their association and exceedingly required in their occupation with an extraordinary excitement for the accomplishment of their boss, going additional mile past the business legally binding assentation (Markos).
Usually, Employee engagement is understood as an outcome of a mutually beneficial and good relationship between the employee and employer. When such a synergy exists between the superior and subordinate, employee engagement actually works out. A very rosy picture of increased employee engagement is that, it results in increased customer delightedness rather than satisfaction, increased shareholder satisfaction, a highly productive employee who commits lesser mistake, is self-motivated and dependable. Those well- established organizations enjoy good reputation and profits because of increased employee engagement. To be described about the real picture, in the article,(Wolfe, 20nnm,introduction section,para5)it says “…employee engagement is just rhetoric. It is a score that management uses to recruit candidates”. For most of the companies, employee engagement is usually seen not more than as a measure or a tool used to attract a pool of potential job candidates and retain them in the organization. It is not seen as an emotion or a feeling with an intention to make the employees feel a great
Over the last decade, various scholars have defined employee engagement as a two-way relationship between the employer and the employee based on an intellectual commitment of the employee to the organisation (Baumruk et al, 2006; Shaw, 2005). As employees perform their role they expresses themselves physically, cognitive and emotionally (Kahn, 1990), they are psychologically present (Saks, 2005) and have a positive, fulfilling, work-related state of mind that is characterised by vigour (energy and involvement), dedication (enthusiasm, pride to work for the organisation, inspiration, and challenges), and absorption (concentration) (Schaufeli et al, 2002; Baker et al, 2008).
Khan’s (1990’s) defined engagement as ‘harnessing of organisational members, self to their work’ he has stated employee show this through three dimensions, it could be physically, cognitively and emotionally, which has a base of psychological state. In the early 2000, (Harter, Schmidt and Hayes (2002 p.269) defined engagement as ‘the individual involvement and satisfaction with as well as enthusiasm for work’. Gallup’s human sigma websid (2005) likens employee engagement to the concept of customer engagement which has the dimensions of confidence, integrity, pride and passion. The base for many researches has been factors that bring engagement and disengagement, traits that have influence on the level of engagement are meaningfulness, safety and availability. This highly resonates with (Maslow 1954) , According to Maslow you need to know where a person is on the hierarchical pyramid in order to motivate him/her. Then you need to focus on meeting that person’s needs at that level, this has been linked with how engagement can be achieved. Kahn’s model was conducted by (May et al., 2004) , and found the
Employee engagement and commitment we learned is a common theme that encompasses employee satisfaction and pride in their employer. When an employee becomes dissatisfied in their position, we know this has a direct impact on company turn over. What is