Investigating the Factors influencing employee engagement

Investigating the Factors influencing employee meshingIn today economic downs pull throughg situation, establishment started to look into its wad asset internal employee so that they target utilize the human asset to sustain the hawkishness in the constancy. Employees who atomic number 18 engaged in their play and committed to their geological formations give companies crucial competitive advantages including gamyer productivity and lower employee turnover (Robert, 2006). In addition, engaged employees may be more probably to commit to staying with their current organization (Ramsay Finney, 2006). softw ar system giant Intuit, for example, found that highly engaged employees atomic number 18 1.3 times more likely to be high performers than less engaged employees. They are similarly five times less likely to voluntarily leave the federation (Ramsay Finney, 2006). Thus, it is not surprising that organizations of all sizes and types collapse invested substantially i n policies and practices that parent fight and commitment in their workforces (Robert, 2006). Indeed, in identifying the deuce-ace best measures of a companys health, business consultant and former General Electric CEO rascal Welch recently cited employee interlock first, with customer satisfaction and free cash lead coming in second and third, respectively (Welch Welch, 2006)According to (Schaufeli et al. (2002)), work engagement is define as a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption. alternatively than a momentary and specific state, engagement refers to a more retentive and pervasive affective-cognitive state that is not focused on any occurrence object, event, individual, or behavior. Vigor is characterized by high levels of nothing and mental resiliency while working, the volitioningness to invest effort in ones work, and persistence even in the face of difficulties. Dedication refers to being str ongly involved in ones work and experiencing a sense of moment, enthusiasm, inspiration, pride, and challenge. Absorption is characterized by being fully arduous and happily engrossed in ones work, whereby time passes quickly and one has difficulties with detaching oneself from work.Employee engagement has been identified as a critical business device driver that has the capacitance to impact an organizations overall success. Furthermore, engagement when understood and assessed gives organizations tremendous power to positively impact numerous areas of the company. participation has the potential to significantly affect employee retention, productivity and loyalty (Corporate Executive Board, 2004).1.2 Study BackgroundThis learn focuses on the fixingss poignant employees engagement in the Saudi-Arabian-Arabian National Oil Company (Saudi Aramco). Saudi Aramco is the largest oil producing company in the Middle East and invests hundreds of millions of US dollars to put for ward its assets in order to ensure the come up being of a accepted energy source for the whole world. Saudi Aramco is a leading musician in safety and reliability metrics within oil indus taste sector, which is firmly rooted as the major venue of wealth in Saudi Arabia and recognized as the sustainable harbor to the national economy. Saudi Aramco is currently pursuing recent and rapid expansions to meet international energy demands.There are different factors that contribute to the employee engagement and can egress in a better engagement and organisational commitment. What are the widely distributed factors (quote reference), then state that this airfield focuses on three factors i.e. PSS, POS Reward. Explain why these three has been chosen.The first factor is perceive organisational give (POS) which is defined as the degree to which employees believe that their organization set their pieces and cares more or less their public assistance (Eisenberger, 1986). POS is p lanetaryly thought to be the organizations contribution to a positive reciprocality dynamic with employees, as employees tend to perform better to pay backrest POS. ReferenceA sufficient consideration has been given as to why PSS and POS have both been found to be related to employee engagement. According to organizational support theory, PSS should increase employee engagement by increasing POS. The POS resulting from PSS would strengthen employees mat obligation to help the organization reach its goals and increase affective organizational commitment, with a resultant reduction in turnover and increase in engagement. ReferenceThe second factor is perceived supervisor support (PSS). equitable as employees form global perceptions concerning their valuation by the organization, they develop general views concerning the degree to which supervisors value their contributions and care about their well-being (Kottke Sharafinski, 1988).PSS should increase obligations to the superviso r and to the organization. PSS increased duplicate-role performance beneficial to supervisors, and PSS increased POS, which, in turn, led to great extra-role performance beneficial to the organization. Concerning employee engagement, when PSS is low, employees would believe that they could deal with the unpleasant situation by switching to a new supervisor or minimizing engagement with the supervisor while continuing to carry out usual job responsibilities. POS would tout ensemble mediate a negative PSS employee engagement kindred. ReferenceThe third factor is ripostes and cognition. Having a rewards and recognition program in place lets valued employees have it off that their contributions are important and their efforts are valuated. Not only impart the employees appreciate it, but customers may appreciate it as well.When employees are happy and satisfactory with their work, their attitude will be reflected in the service they provide. When employers go the extra mile to keep employees happy and treat team members well, staff members will often go the extra mile to ensure customers are happy. Treating people well is very often infectious. ReferenceKahn (1990) reported that people straggle in their engagement as a function of their perceptions of the benefits they receive from a role. Therefore, one might expect that employees will be more likely to engage themselves at work to the extent that they perceive a greater amount of rewards and recognition for their role performances. In another words, while a omit of rewards and recognition can lead to burnout, appropriate recognition and reward is important for engagement. In terms of Social Exchange Theory, when employees receive rewards and recognition from their organization, they will liveliness obliged to respond with higher levels of engagement (Chapter 2).1.3 job StatementDramatic changes in the global economy over the olden 25 years have had significant implications for commitment and recip rocity surrounded by employers and employees and thus for employee engagement. For example, increasing global competition, scarce and costly resources, high toil costs, consumer demands for ever-higher quality and investor pressures for greater returns on equity have prompted organizations to restructure themselves. At some companies, restructuring has meant reductions in staff and in layers of management.A get word by YouGovSirajs (2007), the first Gulf People Index, a major employee engagement benchmarking study, knowing to help companies improve productivity among staff showed that a fewer than one-half of Gulf employees think their organization manages to attract the best talent or engage them to perform once they are inside the corporation. Even fewer (just over one third of employees) think their companies are good at holding on to the best talent (YouGovSiraj, 2007).The region also has a weak spot when it comes to companies ability to retain and attract talent. This compo unds and confirms the problems surrounding the lack of long-term employee engagement in the Gulf. Only 39% of respondent feel their company manages to keep the best staff. Less than half (47%) believe their organization manages to attract the best talent and manages to engage employees so they perform well (YouGovSiraj, 2007).According to the manager of HR communication department in Saudi Aramco, Mr. Brokaw in 2009, employee engagement is built in Saudi Aramco by plentiful the employees an opportunity to participate in key decisions, make it easy for all employees to give feedback (good and bad), show how employees feedback is being used, build a feeling of residential district and involvement, provide up to date selective information and tools, communicate and reinforce Saudia Aramcos committee and goals, promote employee development programs, communicate and measure employee values and attitudes to promote high performance across Aramco and Recognize good performers. (Halogen software, 2010) reported that Saudi Aramco win employee engagement through a well structured and timed employee penchant and rollout schedule. The above statements requires reference.In the Saudi Aramco, eventhough employee engagement has been recognized for its importance in fostering employee participation, till now there is no any study that examines the employee engagement and the antecedents factors influencing the employee engagement like perceived organizational and supervisor support in this organization. From this point of view, this study aims to examine a three of many a(prenominal) factors influencing the employee engagement in one of the largest Saudi organizations which is Sauid Aramco.1.3 interrogation ObjectivesThis interrogation will evaluate the current employee engagement and examine which among the variables contributes to employee engagement in Saudi Aramco. Specifically the objectives of this study are1. To examine the extent of employee engagement in Saud i Aramco.2. To examine the relationship between perceived organization support and employee engagement in Saudi Aramco.3. To examine the relationship between perceived supervisor support and employee engagement in Saudi Aramco.4. To examine the relationship between rewards and recognition and employee engagement in Saudi Aramco.5. To identify which among the three mugwump variables (perceived organization support, perceived supervisor support, rewards and recognition) is the nigh important driver relates to employee engagement.1.4 Research QuestionsThis research will be conducted to find the relationship of the in babelike variables, which are perceived organization support, perceived supervisor support, rewards and recognition with the dependent variable, which is the employee engagement in Saudi Aramco. The Research questions that this research will try to answer are1) What is the level of employee engagement in Saudia Aramco?2) Does perceived organization support influence the e xtent of employee engagement in Saudi Aramco?3) Does perceived supervisor support influence the extent of employee engagement in Saudi Aramco?4) Do rewards and recognition influence the extent of employee engagement in Saudi Aramco?5) Which among the three independent variables is the most important driver relates to employee engagement and what are the relationship consequences?Research SignificanceTheoretical practical import.The following are practical significance. What is your theortical significance (contribution on the body of association about EE)?The significance of this study can contribute many advantages to many parties such as corporate scheme, business unit level in forming their business strategy and the analytical and empirical researches. This study can provide the management an appreciation on which factors that could affect the employee engagement in the context of Saudi Aramco in which ultimately attempting to enhance organization performance and make organi zation a profitable entity.This research can support different organizational units in correlating employee engagement and performance factors to prove the importance of employee engagement strategy. Researcher hopes that this study will give an idea to the top management of Saudi Aramco on the awareness of employee engagement and also can be useful for them to date the approaches to be taken in order to enhance the level of its employee engagement. This knowledge is hopefully would be useful as a source of information for the future research regarding this subject.AssumptionsThis research assumes that Saudi Aramco uses the industry unanimous explanation of employee engagement as a standard definition.1.7 Limitations of the research write in paragraphsThis research is limited to one operational unit in Saudi Aramco and will not include any other units and thus results and findings cannot be generalized to the whole organization.This study is limited to three factors which are perc eived organization support, perceived supervisor support, rewards and recognition (independent variables) that influence the employee engagement (dependent variable).1.8 footing DefinitionsIs this your operational or conceptual definition.Operational definition (are these your operational definitions?)Employee Engagement employee engagement here is defined according to the International Survey Research (2003) as a process by which an organization increases commitment and contribution of its employees to achieve superior business results. The International Survey Research resolves that employee engagement is a combination of an employees cognitive, affective and behavioral commitment in the organization. comprehend organization support is the degree to which employees believe that their organization values their contributions and cares about their well-being (Eisenberger, 1986).Perceived supervisor supportThe degree to which employees believe that their supervisors, values their co ntributions and cares about their well-being.Rewards and Recognition Employee recognition is a communication tool that reinforces and rewards the most important outcomes people create for your business. When you recognize people effectively, you reinforce, with your chosen nub of recognition, the actions and behaviors you most want to see people repeat. Many types of rewards and recognition have direct costs associated with them, such as cash bonuses and stock awards. new(prenominal) types of rewards and recognition may be non-monetary rewards like formal and informal acknowledgement, duty assignment of more enjoyable job duties, opportunities for training, and an increased role in decision-making. These are neither yoru operational or conceptual definition1.9 Research cheekThis is the first chapter out of the five chapters of the project paper which has presented the background of the study as an introduction, describes the problem statements, objectives and research questions in addition to the research significance limitations. Chapter 2 will review the employee engagement research findings done by other researchers and also the drivers of employee engagement. Chapter 3 will present the method for the study, which is the research design and procedure. The chapter mentions the selection of the respondents, sample types and size, the development of the questionnaire for the research and data assembly procedure. Chapter 4 discusses the interpretation of the research findings and the results presentation. Chapter 5 concludes the whole research with intelligence and some suggestions for future research directions.