Research report presented to the Unisa School of Business Leadership / The purpose of the research is an investigation into how employee involvement can be used as a tool towards raising levels of engagement within actively disengaged employees at Ngwane Mills.

Research report presented to the Unisa School of Business Leadership / The purpose of the research is an investigation into how employee involvement can be used as a tool towards raising levels of engagement within actively disengaged employees at Ngwane Mills.

A reinsurance organisation in Gauteng conducted an employee engagement survey in November 2013 to gauge the employee engagement level amongst its employees. The survey revealed that the employee engagement level was at 24% across all the organisational levels. The purpose of this qualitative study was to explore whether the employees are still disengaged and describe the current reasons and possible solutions for employee disengagement. Purposive sampling was used to select the participants. Semi-structured interviews were conducted with six managers and focus groups with 27 general employees. Data analysis followed Tesch’s eight steps in the coding process. The findings revealed that a lack of management’s experience, styles and skills; poor communication and a lack of a robust performance management system promoted employee disengagement. Recommendations include leadership training for managers; improving communication and reviewing the performance management system. / Business Management / M. Com. (Business Management)

Business leaders often encounter difficulties in achieving sustainable employee engagement in the work environment, yet employee engagement is critical to an organization's financial success. The purpose of this qualitative single case study was to explore strategies business leaders use to overcome or mitigate the challenges of employee disengagement. A purposeful sample of 6 leaders employed at an insurance company participated in the study based on their knowledge and experience in implementing successful employee engagement strategies. The conceptual framework for the study was Kahn's personal engagement theory. Data were collected using semistructured interviews, company documents, and archival information. Data were analyzed using thematic analysis. Four themes emerged: leader–employee relationship; effective internal communication and feedback; compensation, awards, benefits, and incentives; and professional training and development to improve employee engagement. The implications for positive social change include the potential to provide leaders with strategies to increase employee engagement, which may create employment opportunities for community members, which could lead to the stability and general well-being of the community.

Stress inside and outside of work affects employee productivity. In 2013, the estimated impact of employee absenteeism on U.S. businesses was $225 billion per year through reduced efficiency, overtime wages, fixed fringe benefits, and the cost of replacement employees. Based on the social exchange theory and the theory of planned behavior, the purpose of this qualitative single case study was to explore the strategies that HR leaders in a single organization used to reduce employee disengagement caused by stress. Using semistructured interviews, data were collected from 12 HR leaders and line managers within a single healthcare organization in eastern Tennessee. Member checking and validations using organization records assured the credibility and reliability of the interpretations and findings. Using the thematic analysis approach, 4 themes emerged, (a) integration of employee engagement practices into culture and business processes, (b) providing managers with the job resources they need to lead staff, (c) being transparent and honest in communications, and (d) relying on supportive supervisor behavior to mitigate employee stress. A mission-driven and values-based organization culture served as the foundation for implementing these individual strategies. These findings could contribute to social change by helping organizations reduce stress in the workplace, improve employee wellbeing, and reduce individuals' risk of morbidity and mortality caused by stress, leading to a reduction in healthcare costs for communities.

Thesis (MPhil)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The central idea developed in this thesis is that meaningful work provides the normative standard of what work should be for all human beings, based on the normative idea that being human entails a realization of one’s potential and the expression of one’s intellect and creativity as a necessary part of living a full and flourishing life. Thus the key ethical foundation upon which my argument was built rests primarily upon classic Aristotelian ethical theory as well as more contemporary adaptations thereof. In reality, however, research reveals that up to eighty percent of people engage in work that is not meaningful in the sense that they are unable to experience both excellence and enjoyment through their work. This problem has been labeled as “employee disengagement” and has been acknowledged by organizations as a disturbingly growing trend particularly because of the financial cost it carries through lost productivity. My objective in this thesis was to outline the scope of the problem, and to make a strong case for the recognition of employee disengagement as a moral problem, and not simply as an economic one. Thus a major focus of this thesis was to unpack the concept of meaningful work and to argue for its moral value. Throughout my thesis, the importance of understanding meaningful work as a balance between both the subjective and objective elements that make work meaningful for the individual was emphasized. Having established employee disengagement as a moral problem, my attention then turned towards analyzing the potential causes of the problem at a systemic, organizational and individual level. My primary conclusion was that the modern paradigm facilitated a certain way of organizing business activity as well as a certain way of construing the relationship between work and life that has ultimately had a deep seated causal effect upon the absence of meaningful work. Thus addressing the problem entails a detachment from this paradigm and challenging some of the basic assumptions about organizational life. Finally, I proposed a business model that serves as a framework for a new way of working which has the capacity to be more fulfilling to the human spirit. This model assumes the tenets of virtue ethics as its core. In this model, individual employees, the organization as a community and leaders in the business all have specific roles and responsibilities to bring the model to life, and thus the quest for meaningful work has to be undertaken as a collaborative effort. The field of business ethics, with a refreshed Aristotelian mindset, has a lot of value to add in offering much needed ethical guidance to help steer this radical, yet exciting workplace transformation process in the right direction. / AFRIKAANSE OPSOMMING: Die kerngedagte van hierdie tesis is dat betekenisvolle arbeid die normatiewe standaard sou skep van wat werk vandonderstel is om vir die mensdom te beteken. Dit berus op die veronderstelling dat menswees meebring dat die individu se volle potensiaal, intelligensie en kreatiwiteit sal lei tot ‘n betekenisvolle bestaan. Die sleutelargument steun primêr die klassieke Aristoteliese etiese teorie asook hendendaagse aanpassings daarvan. Navorsing bewys egter dat tot 80% van die arbeidsmag betrokke is in betekenislose (sinlose) arbeid in die sin dat hulle geen genot of uitnemendheid ervaar nie. Die probleem word geetiketteer as “werknemersonttrekking” en word deur maatskappye beskou as ‘n onstellende tendens ten opsigte van die finansiële impak en die gepaardgaande verlies van produktiwiteit. Die oogmerk van die tesis is om die omvang van die probleem uit te lig en om redes aan te voer dat werknemers onttrekking as ‘n morele vraagstuk aangespreek moet word en nie net gesien sal word as ‘n finansiële dilemma nie. Die beweegrede van die tesis is om die begrip van betekenisvolle arbeid te ondersoek en om die morele aspek daarvan te debatteer. Die belangrikheid van die begrip, betekenisvolle arbeid, as ‘n balans tussen beide die subjektiewe en objektiewe beginsels word deurgaans onderstreep. Aangesien “werknemersonttrekking” as ‘n morele probleem beskou word is die oogmerk om die oorsake van die probleem te analiseer, op ‘n sistematiese, organisatoriese en individuele vlak. Die gevolgtrekking is dan dat die moderne paradigma ‘n sekere invloed het op die organisasie se besigheidsaktiwiteite en is ook ‘n metode om die verhouding tussen werk en bestaan te bepaal, wat uiteindelik ‘n diepgesete redegewende invloed het in die afwesigheid van sinvolle arbeid. ‘n Skeiding van die voorbeeld en die basiese veronderstelling van georganiseerde bestaan word benodig om begenoemde begrip te bevraagteken. Laastens is daar ‘n besigheidsmodel wat dien as ‘n raamwerk vir ‘n nuwe manier van werk, wat sal meebring dat werk meer vervulling aan die menslike gees sal bied. Díe model, veronderstel die beginsel van eerbare etiek as die grondslag. Werknemers van organisasies, die organisasie as ‘n gemeenskap en besigheidsleiers het spesifieke rolle en verantwoordelikhede, om lewe te gee aan die model. Daarvolgens moet die soeke na sinvolle arbied as ‘n kollektiewe poging beskou word. Die gebied van besigheidsetiek , met ‘n vernuwende Aristoteliese denkwyse, het tot voordeel , ‘n waardevolle bydrae tot ‘n onmisbare etiese leiding, om hierdie radikale maar opwindende transformasie in die werkplek mee te bring.

Research suggests that 70% of North American employees are disengaged in the workplace. Some small retail managers lack strategies for engaging employees. Using the employee engagement framework, the purpose of this descriptive case study was to explore successful strategies that small retail managers use to engage employees. The target population was small retail leaders, purposefully selected because of their success with engaging employees at an Orlando, Florida, company. Data collection was through face-to-face interviews with 5 leaders; and a review of archived organizational documents, including company memorandums, central email software, and online customer reviews through social media websites such as Google, Yelp, and Facebook posts. Data were analyzed using inductive coding of phrases and words from participant interviews, whereas secondary data were collected from participant memorandums, the company website, central email software, and online social media posts supporting the theme interpretation through methodological triangulation. The findings on these Orlando leaders revealed that supportive leaders improved employee engagement, direct communication improved employee engagement, and training improved employee performance. Improving employee engagement contributes to social change because small retail managers can use the findings to improve employee engagement through the implementation of effective strategies, direct communication, and training initiatives.