Organizational Behavior Of The Aviation Industry

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

With this in mind, they needed an individual dedicated to making improvements, Alaska Airlines assigned a seasoned executive, Ben Minicucci, to diagnose and troubleshoot the internal issues. He formulated a plan of action based on three principles passion, accountability, and data control (Avolio, Patterson, & Baker, 2015). In the past, leadership expressed their concerns and attempted to cause action in a negative manner utilizing scare tactics and brute force. Minicucci created a culture where leaders strive to be approachable, treat their employees

1.2 Analyse the three principle dimensions of employee engagement (the emotional, the cognitive and the physical)

Engagement is a sign of satisfaction and loyalty to the firm which can be incurred by increasing job resources

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,

In internationally competitive business environments, employers need dedicated employees fully committed to the success of their organization (Kenan-Flagler, 2011). Although, there is a difference between employees who are engaged and those who are disengaged in terms of their commitment to the organization, motivation, enthusiasm and their focus on building a better future for their company. In these areas where engaged employees excel, disengaged employees fall short. These employees can have a negative effect on everything from customer service to sales, quality of products, productivity of the workers and other crucial areas of the business. The companies that invest their time in getting to know what matters to their employees are the

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

Excellent customer service is all important at Pancontinental Airways (PA). A sense of fun pervades the Australian based company with the hope that this will spread throughout the organisation and impact the all important relationship with PAs customers. For PA central to the organisation/customer relationship is the recruitment, training and development and retention of staff based on a strong collegiate culture between the organisational leaders and followers.

Aon Hewitt (2012) indicates that the business success is critical regarding company’s performance on employee engagement. Engaged employees have a clear understanding of their roles in business strategy and deliver greater performance; they get more involved as well as having a strong connection and commitment to the company and strive to go above and beyond in their jobs (Aon Hewitt, 2012). Aon Hewitt (2012) also mentions that engagement is about measuring the state of emotional and intellectual involvement or commitment of the workforce. It goes beyond satisfaction (“how much I like things here”) and commitment (“how much I want to be here”) to engagement (“how much I want to, and actually do, improve the business results”) (Forde, 2014).

Companies that have higher levels of engaged employees have higher earnings per share (EPS) than companies that have lower engagement levels (Kelleher, 2011). Engaged employees are more productive, have higher levels of customer loyalty and help their employers become more profitable. An engaged employee is less likely to leave their current position. This saves their company money because there is no need to spend money to hire and train new personal. These saving can be passed along to the employees for increased wages, bonuses, and benefits. All of these items help in motivating employees, to attempt to engage the disengaged.

Employees enjoy involving in a corporate where they trust the people they work for, enjoy the people they work with and have pride in what they do (Mishra et al. 2014, cited in Carroll, 2006, p.1). Typically, an open, honest and transparent internal communication in a company is the characteristic of the positive work environments. The notion of employee engagement is a relatively new and popular one, one that has attracting a lot of attention for most of corporates and has been heavily marketed by internal communication practisers such as human resource consulting firm that offer advice on how it can be developed and leveraged (Macey and Schneider, 2008). Successful employee engagement is regarded as the enticing promise of increased productivity, effectiveness and profitability for organisations (Ruck, 2010, p.55). The company are intending to capitalise on effective internal communication, especially, finding the role of fostering employee engagement to gain benefits hugely. In order to evaluate the importance of internal communication to the achievement of employee engagement, this essay has been divided into three discussions. To begin with, it will examine the definition of engagement in a corporate with related theories and models. The second part will analyse why employees get engaged and how to drive for engagement. The last part will present the centrality of internal communication.

Employee engagement is always thought to be most desirable element towards employers. Nowadays not only in the corporate world but also in the small business industries employee engagement has equal important. Because it is the people who cannot be duplicated (Anitha, 2013). Committed employees are asset for any organizations. To gain competitive advantage in this modern era committed people are a great tool (Anitha, 2013). They put their best effort for the well being of their workplace and often motivate other employees. The purpose of this essay is to explore the stimulators and components which employers can use to successfully engage their employees. At first this paper will briefly review employee engagement, challenges faced by employers while engaging employees. It will also focus on MARS model. After that it will focus on finding which drives commonly motivate employees. Finally, this paper will try to recommend some strategies that employers can use for effective employee engagement.

First, there is an issue with the grouping together of many individuals with varying academic qualifications, high qualifications, skills, and experience. All these workers are working under a less qualified Hilton. As a result, there is questioning and failed satisfaction over the performance of Hilton in the unit resulting in subdued motivation among the employees. Second, there is an issue with team togetherness in that the workers are not accorded the respect and the chance to have their own leader within any given unit. This makes it difficult to have appropriate communication between the workers and the leader of the group. As such, the objectives of the company's production strategies are not being met. The aspect of organizational leadership is another issue that is raised in the case study. It is pointed out that she came to manage the company with little experience while the person she was expected to with was some old man. Her leadership skills are irrelevant at some point because she leads some team of researchers and pharmacists, yet she does not have experience in this field.

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

The culture of airlines is one that is revered across all disciplines. It is based on a timely schedule and a discipline to match. From the staff requirements to the handling of clients, the aviation industry is one whose culture does not leave room for erroneous deeds or else the consequences are dire. There are several companies today that exemplify the workplace culture of the aviation industry with such precision. They include; Virgin Atlantic, British Airways, South-West Airlines, KLM (Dutch Royal Airlines) among many more.