A Holistic Investigation into Employee Engagement: A Case Study and Some Empirical Evidence from the Irish Securities Services Industry
Year: 2016
Type: dissertation
Abstract: Employee engagement has been extensively studied for over 30 years. Whilst historically scholars have focused on the correlation between engagement and performance, recent research is shifting towards more pertinent questions and new methods to explore how employees experience engagement and how it is elicited. \n \nThe purpose of this dissertation is to carry out a holistic investigation to identify the drivers of employee engagement in a specific department of an organisation within the Securities Services Industry in Dublin; this study also explores how employees get value from the implementation of Human Capital Practices and how internal and external factors impact on their engagement. \n \nThe research uses a sequential multi-phase design and employs a deductive approach to measure employees’ attitudes and behaviours, whilst qualitative strategies are adopted to explore the lived experience of the employees. \n \nIn line with the literature reviewed for this study, the research findings highlight that open communication and trust are the foundations of employee engagement; rewards are important at all levels; and opportunities for growth and progression are the key drivers for employee engagement in the department investigated. These findings are broadly in line with the “engagement drivers” identified in the extant research. \n \nThis study also demonstrates that an effective and successful implementation of Human Capital Practices is positively correlated to the level of employee engagement within the department selected for this research. \n \nOffshoring and repetitive work emerge as the main factors that have a negative impact on employee engagement in the department chosen for this study. \n \nThis dissertation recommends that employers consider taking a participatory approach in the design and implementation of engagement activities to improve their effectiveness. \n \nIn particular, as suggested by Jenkins and Delbridge (2013), organisations should ensure that their HR practices are aligned with their business model and tap into the aspirations and ambitions of their employees.
Author: Andrea Brunetti
Language: English
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W2563946531