(Luận văn) low employee engagement at rsm dtl auditing company

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business t to ng hi ep w Do Kieu Bich Ngoc n lo 22130046 ad ju y th yi pl al n ua LOW EMPLOYEE ENGAGEMENT AT RSM DTL AUDITING COMPANY n va ll fu oi m at nh z z vb ht MASTER OF BUSINESS ADMINISTRATION jm k SUPERVISOR: DR NGUYEN PHONG NGUYEN om l.c gm n a Lu n va y te re Ho Chi Minh City – March 2016 CONTENTS t to ng EXECUTIVE SUMMARY hi CHAPTER - PROBLEM IDENTIFICATION ep 1.1 Introduction about the Company and the central problem 1.2 Justify the existence of the problem .8 w n 1.3 Justify the importance of the problem 14 lo ad CHAPTER - CAUSE VALIDATION 18 y th 2.1 Potential causes of the problem 18 ju 2.2 Cause justification 25 yi pl CHAPTER – ALTERNATIVE ANALYSIS and ALTERNATIVE CHOICE 31 ua al 3.1 Training program 31 n 3.2 Improving physical work environment 37 n va 3.3 Rewards 41 ll fu 3.4 Leadership 44 oi m 3.5 Strategy evaluation .49 3.6 Recommendation 51 nh at CHAPTER – ACTION PLAN 52 z CHAPTER – SUPPORTING INFORMATION .54 z ht vb 5.1 Interview transcript to explore the potential problems and central problem 54 5.2 Scale items to justify the existence of the problem .57 jm k 5.3 Questions for Interview at RSM DTL Company to test the existence of the problem 59 gm 5.4 Interview transcript for testing the existence of the problem 60 l.c 5.5 Survey Questionnaire to justify the existence of the problem sent to RSM DTL, Grant om Thornton and BOD Vietnam 63 5.7 Scale items to justify the importance of the problem 65 y te re REFERENCES 80 n 5.9 Cause justification 69 va 5.8 Interview transcript to justify the importance of the problem .67 n a Lu 5.6 Survey to justify the existence of the problem at Grant Thornton and BOD 65 LOW EMPLOYEE ENGAGEMENT AT RSM DTL AUDITING COMPANY t to ng hi EXECUTIVE SUMMARY ep This topic is to research the effective solutions to increase the level of employee w n engagement at RSM DTL Auditing Company The first step is to find the central lo ad problem, to justify the existence of the issue and to justify the importance of the problem y th ju by analyzing the organization through interview and survey for employees The low level yi pl of employee engagement led to the higher turnover rate, the low performance, the ua al absenteeism and the low organization commitment Secondly, the researcher investigates n va the potential causes of the problem and validates the root causes of the problem to find n fu ll the appropriate strategies via literature reviews and in-depth interviews with the oi m managers and the employees As the result, it was found that the physical working at nh environment, the ineffective training program, the reward and the leadership are the most z z ht vb significant causes leading to the low level of employee engagement at RSM DTL The k jm paper suggested the combination of solution relating to improving the training program, gm physical work environment, reward system as possible solutions to enhance the level of was presented to implement these strategies om l.c employee engagement at RSM DTL Auditing Finally, the action plan with detailed steps n a Lu n va y te re CHAPTER t to PROBLEM IDENTIFICATION ng hi ep 1.1 Introduction about the Company and the central problem RSM DTL Auditing Company established in 2001 is one of the top ten accounting and w n advisory firms in Vietnam with more than 140 employees serving mid to large public- lo ad listed, multi-national and private companies in various industries The operation of DTL y th ju is divided into two fields including Auditing and Tax consulting With the mission “RSM yi pl DTL Auditing wants to be your great business partner by way of bringing creative added ua al value solutions to your success in local and global environment” (RSM DTL profile, n va n 2014), DTL endeavor to provide the clients with professional services following fu ll international quality standards adapted to Vietnam business environment In addition, the oi m at nh Company also pays more attention to build up a professional team to get effectiveness in working, to satisfy the increasing demand of customers and to develop the organizational z z ht vb culture instead of focusing on finding more clients However, the approach and k jm application process have not been implemented and the employees continue waiting the gm positive changes om l.c In this paper, we focus on the Tax Consulting Department, currently comprising of forty Tax Department and the annual revenue often accounts for 70% of total Company‟s n a Lu three (43) employees In fact, we can get the kindly supports from the Management of y advisory, tax compliance, accounting, etc te re structured in eight groups and each group handles one main business line such as tax n va revenue Due to the variety of services provided to customer, this department is According to the Human Resource Department data, the number of employee leaving job t to has increased significantly (i.e 14.8% in 2013, 16% in 2014 and 19 % in the first six ng hi ep months of 2015) In comparison with the average turnover rate of industry (i.e around 15% for 2014 and the first six months of 2015), the turnover rate of RSM DTL was w n higher than that The figures show that the turnover rate rose by 3% in the first six lo ad months of 2015 and till not stop here From 2013 until now, the staff turnover rate has y th ju been on up trend and has the sign of continuous increase next time Additionally, based yi pl on the Data from the Human Resource Department, the number of leaving employees at ua al senior position with over three year working experience account for 70% n va n Together with the high staff turnover rate, the performance of employee has the sign of fu ll decrease as discussed with the Managing Partner in charge of Tax Department The oi m at nh working result from the staff sending to the managers was not good as expected and there were more mistakes in calculating and reporting Moreover, employees did not put in z z ht vb much effort to ensure maximum productivity for the Company; there were increased k jm cases of tardiness and absenteeism, rework and poor quality of output, inappropriate and gm unnecessary socializing during working hours and a general lack of interest in the job om l.c There are many reasons leading to these consequences However, based on the intake n Partner of Tax and Consulting Department and employees, the potential problems a Lu meeting and interview with DTL members including Mr Le Khanh Lam – Managing y was developed below to reflect the current situation of Company te re engagement need to be considered and analyzed at present Therefore, the problem mess n va relating to decreasing work quality and productivity, employee appraisal and employee t to Lacking of attention to work ng hi ep Unequal work sharing between groups w Increasing work volume Salary/ bonus based on level of position instead of performance n Decreasing enthusiasm lo ad Appraisal form provided general information Increasing absenteeism yi Decreasing work quality and productivity pl n ua al Increasing work pressure ju y th Increasing customers va n Ineffective employee appraisal ll fu Low employee engagement oi m nh at Low employee performance z z High employee turnover rate ht vb k jm Figure 1.1: The initial cause – effect map gm Firstly, from the last three months of the year 2014 until now, due to considerably om l.c increasing number of customers, the work volume as well as the pressure has also risen a Lu However, the workload assigned for each group was unequal and the complexity for each n job was different In addition, the number of employee was constant at that time and the y To attract the potential customers, the fee charge for services provided was competitive te re new clients often had the complex issues, the revenue received was not high as expected n va Company could not recruit more staff quickly to be in charged of new jobs Although the with other entities on the market For new clients, employee had to spend more time on t to working with them These conditions led to the decrease of work quality and ng hi ep productivity and the Tax Partner was aware of that as a critical issue need to be solved Nevertheless, this problem need a lot of time and can be related to many aspects such as w n human resource management, business strategies, cost and revenue estimation, etc to be lo ad solved thoroughly ju y th yi From discussion with the Tax Partner, the second problem was the employee appraisal pl ua al process In fact, the applied assessment was based on the level of position instead of the n performance of employee Additionally, the assignment for each staff at the same n va ll fu position was different according to the employee capability and the job complexity oi m Moreover, the appraisal form was designed to collect the general information of staff and at nh could not reflect sufficiently the working process of employee At present, DTL is z preparing the new appraisal system including the detailed assessment for each job at the z vb ht mid-year and the comprehensive appraisal at the ending of the year k jm gm The last issue was related to the level of employee engagement As mentioned above, om l.c based on the data from the Human Resource Department, the number of employee leaving job has increased significantly (i.e 14.8% in 2013, 16% in 2014 and 19% in the a Lu first six months of 2015) Furthermore, the number of laborers coming in late has also n n y te re Administrative manager The enthusiasm of staff has the sign of depression va risen considerably connected with the weekly employee attendance report of the In addition, the Tax Partner observed that the employees had the signs of lacking the t to attention in work There were a number of staff including the new members under one ng hi ep year position frequently used the working time for individual needs such as surfing the internet, connecting the social network for chatting, reading online newspapers, making w n online transactions, etc When had the free time, they were not in the habit of improving lo ad the knowledge by themselves through reading the updated regulations, studying the y th ju customers‟ documents to broaden the experience on treating the real situations The yi pl specific characteristic of the tax advisory industry was that the rules, the laws could ua al change and supplement day by day Therefore, the self-awareness of collecting the new n va n was very important Currently, there are approximately 30% members spends more than fu ll one hour per day within working times for personal issues via internet network as oi m at nh mentioned above as the statistic figure from IT Department These activities cause the low intention in main tasks and leading to the inefficiency in work Moreover, the z z ht vb number of products sent to him for final review in recent times with lower quality than k jm his expectations as well as missed the deadline was higher than the previous time These gm aspects can prove that the Company has the trouble with employee engagement om l.c Therefore, in line with the data collection from the Company and the results from other a Lu interviews with employees, under the limited time, resources and the acceptance of the n BOD, the low level of employee engagement is considered as the most significant issue n va needed to be analyzed at the present y te re 1.2 Justify the existence of the problem t to Firstly, it is very important to understand sufficiently the meaning of “employee ng hi ep engagement” In terms of engagement, people express themselves cognitively, physically, and emotionally while performing their work roles (Kahn, 1990) w n Engagement, on the other hand, is indicated by job resources such as job control, the lo ad availability of learning opportunities, access to necessary materials, participation in the y th ju decision-making process, positive reinforcement, and support from colleagues (Freeney, yi pl 2006) The Gallup Organization, defines engaged employees as those who, "work with a ua al passion and feel a profound connection to their company" and "drive innovation and n va n move the organization forward" (Harter et al., 2009) Employee engagement –refers to a fu ll psychological state where employees feel a vested interest in the company‟s success and oi m at nh perform to a high standard that may exceed the stated requirements of the job according to Schaufeli (2013) z z ht vb According to Schaufeli and Salanova (2012), the synthesis identified the most prevalent k jm definition used by the research community was that of engagement as “a positive, gm fulfilling, work related state of mind This statement indicated that the engagement as a y te re experiencing a sense of significance, enthusiasm, inspiration, pride, and challenge; and n of difficulties; dedication refers to being strongly involved in one‟s work, and va working, the willingness to invest effort in one‟s work, and persistence even in the face n “absorption” (e.g feeling immersed) Vigor refers to high levels of energy while a Lu refers to feelings of “vigor” (e.g energy), “dedication” (e.g enthusiasm), and om l.c positive psychological experience when carrying out work activities and work tasks, and absorption refers to being fully concentrated and happily engrossed in one‟s work, t to whereby time passes quickly and one has difficulties with detaching oneself from work ng hi ep Based on this perception, the Utrecht Work Engagement Scale (UWES)-9 item indexes including valid and reliable questionnaire was developed to measure the employee w n engagement as a combination of vigor, dedication, and absorption lo ad The most comprehensive study to date of employee engagement has come from The y th ju Gallup Organization‟s research using the Q12 instrument Gallup developed the Q12 yi pl instrument for measuring employee engagement According to the Gallup Organization, ua al (Harter et al., 2009) define Employee engagement as "the individual's involvement and n va n satisfaction with as well as enthusiasm for work” The Q12 questionnaire is a means of fu ll measuring “actionable issues” or “engagement conditions” where employee attitudes can oi m at nh be predicted and ultimately engagement is measured (Harter et al., 2009) Depending on Gallup (2002), there are three types of people comprising of engaged employees, not z z ht vb engaged employees, and actively disengaged employees Engaged employees are k jm builders who consistently strive to give excellence within their roles Not engaged gm employees focus on the tasks spelled out to them rather than the goals of the om l.c organization They what they are told to Actively disengaged employees are n performer in the organization a Lu dangerous individuals who not only not perform well but also demotivate the y at work measures three different aspects of work engagement: intellectual engagement, te re conceptualization Kahn put forward in his 1990 seminal article on personal engagement n va The newly developed ISA Engagement Scale (Soane et al., 2012) based on the 5.8.3 Senior with more than three years of experience (Ms Hoa) t to As discussed with Ms Hoa – tax-consulting senior with more than three years of ng hi ep experience, she mentioned that she felt unhappy and she had never thought that she would continue working there for long time in future In fact, she could not received w n kindly support form the direct manager as well as other member in her team Therefore, lo ad she was always in being seperated emotion and could not be attached to the enperprise y th ju 5.9 Cause justification (support for Point 1, Chapter at Page 18) yi pl Table 5.9.1 – List of Potential causes with scale items based on theories ua al Antecedence Definition Author Relationship Scales n Miles (2001) (+) n va Working environment Work displays environmen typically concern for employees‟ t needs and feelings, provides positive feedback and encourages them to voice their concerns, to develop new skills and to solve work-related problems ll fu oi m at nh z z ht vb Job aid (Van Dam, 2005) a written tool which provides guidance to the employees in an organization Supervisor supports (Nijman, 2004) leading the subordinates in their group task and the groups in the organizations Physical work environment (Carlopio, 1996) Environmental design (lighting, air quality, surface, atmosphere, facility cleanliness) k jm om l.c gm n a Lu Facilities (restroom; reaction; eating size, cleanliness, pleasantness) y te re 69 n va Work organization (schedule, work amount, activity, pace flexibility, work system design, time to complete work, information quality, information move and store) t to Equipment and tools (numbers of tools, efficiency of tools, effectiveness of tools) ng hi Healthy and safety (accident avoidance, accident reporting, safety training received, safety training available, fine prevention systems) ep w n lo Effective leadership is a higher-order, multidimensional construct comprising selfawareness, balanced processing of information, relational transparency, and internalized moral standards ad Leadership (+) ju y th Wallac e (2009) yi pl n ua al n va ll fu oi m at nh z z ht vb Support team (Jessica, 2010) behaviors that maintain a high level of team performance and ongoing development, including helping team members develop their potential, promoting team pride, and encouraging a superior customer service role Performs effectively (Jessica, 2010) leaders‟ effective problem solving, and good management of time and priorities Displays integrity respectively (Jessica, 2010) behaviors that demonstrate high stands of ethics and honesty, as well as good interpersonal skills Please see the detailed items below (*) k jm Helps his/her team members identify and develop their skills and potential  Celebrates his/her team‟s successes  Encourages commitment to organization objectives  Ensures his/her team members are sufficiently trained to their jobs  Promotes a sense of loyalty and pride within his/her team  Encourages other to deliver superior levels of customer service  Approaches tasks with enthusiasm and energy  Personally strives to excel in all activities om  l.c gm (*) Leadership scale items  Takes a genuine interest in the personal development of his/her team members n a Lu n va y te re 70 t to ng hi ep Supports team decisions, even if they differ from his/ her own view  Seeks opportunities to improve the quality of service to customers  Builds positive, long-term internal working relationships  Willingly shares own knowledge and ideas with others  Demonstrates good presentation skills  Makes timely decisions, without unnecessary delay or haste  w  n  Deals effectively with multiple demands and conflicting priorities  Takes action without prompting  Anticipates workload and plans accordingly  Handles multiple demands effectively  Proactively deals with problems  Keeps promises made  Keeps others well informed  Is readily accessible to discuss progress or assist with delegated tasks  Communicates clear performance expectations  Demonstrates high ethical standards  Can be trusted with confidential information lo Provides timely responses to requests, phone calls, or problem situations ad ju y th yi pl n ua al n va ll fu oi m at z (+) z Trust Intimacy Emotional support Self-disclosure ht vb k jm om l.c gm (+) Establishing the objectives Selecting the trainer Developing a lesson plans Selecting the program method and techniques Preparing the materials Scheduling the program Conduct a training needs analysis n n va a Lu y te re 71 nh It is the relationship (Sias, Team and between employees at 2008) co-worker relationship the same hierarchical level who have no formal authority over one another It can refer to any individual with whom one works (including supervisors and subordinate employees) The training program (Adair, Training that is being conducted 1988), are such as establishing (Elango the objectives, selecting van, the trainer, developing 1999) a lesson plans, selecting the program method and techniques that is being used, t to ng hi preparing the materials, scheduling the program and also conduct a training needs analysis The opportunities Career by the development provided organization to advance an individual‟s career prospects, such as challenging assignments, career counseling and being kept informed Reward and Attractive compensation recognition comprises a combination of pay, bonuses, other financial rewards as well as nonfinancial rewards like extra holiday and voucher schemes ep w n lo ad y th ju (Saks, 2006) (+) yi pl n ua al n va ll fu oi m at nh z z ht vb Challenging work assignments (Kinnie, 2005) New learning opportunities (Kinnie, 2005) Career counseling (Leung, 2002) Access to information about the organization (Gubbins, 2005) Extrinsic rewards Tangible rewards pay raises, bonuses, and benefits, given to employees Intrinsic rewards (Thomas, 2009) including: Sense of meaningfulness: You feel that you are on a path that is worth your time and energy, giving you a strong sense of purpose or direction Sense of choice: You feel ownership of your work, believe in the approach you are taking, and feel responsible for making it work k jm Sense of competence: You feel that you are handling your work activities well-that your performance of these activities meets or exceeds your personal standards, and that you are doing good, highquality work You feel a sense of satisfaction, pride, or even artistry in how well you handle these activities Sense of progress: You are encouraged that your efforts are really accomplishing something You feel that your work is on track and moving in the right direction You see om l.c gm n a Lu n va y te re 72 t to convincing signs that things are working out, giving you confidence in the choices you have made and confidence in the future Consistence with the values of the organization Compliance with employment and other associated legislation Ensure uniformity and consistency in decisionmaking and operational procedures Save time when a new problem can be handled quickly and effectively through an existing policy Maintain the direction of the organization even during periods of change Provide the framework for business planning ng hi (Von Solms, 2004) ep Organization The policies should provide guidance to al policies employees and partners as to how they should act and behave to be in line with management's wishes (+) w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh Table 5.9.2 Interview transcript for Cause justification (support for Point 3.2, Chapter 3, Page 25) z z Respondent Respondent from Tax from from Group Partner Director Leader Respondent Respondent from – from – ht jm Team leader Team leader k Question Respondent vb Respondent gm Yes, learning Yes, learning Yes, training there any Good training and will then can provide relationship program development provide the the would like to between the focuses on provides a means to knowledge feel valued training teaching the way to motivate and for staff to and that they program skills which are address all of engage handle the are and the level needed to these human employees task better recognized of employee this effectively needs and People will Employee for a job well engagement The right greatly feel valued for can be more Is Agreed l.c Totally agreed om Employees n a Lu n va y te re 73 done In improves their confident in addition, they not? development employee contribution working also need to can greatly engagement and they will process and get the enhance When we understand produce opportunity employee invest in that the effective for learning engagement by their people organization results and growing nurturing talent through supports them through and helping training and to be the best education development that they can and new things and are also be experiences improve their viewed more Engaged favorably by employees employees are more ng training and y th t to ? Why/ Why hi ep w n lo ad people to learn ju yi pl n Most people ua al performance va than those in productive, that they are organizations which boosts doing a good who not n want to feel ll fu oi m your bottom line And one nh job and that of the best at they are valued z ways of z by their vb organization keeping ht employees jm for the part engaged is to k they play gm offer good om l.c training and development n a Lu opportunities Yes, there is Yes, a there any work the come to office a clear healthy and relationship environment can comfortable everyday, the relationship safety work between the lead to higher convinient between enviroment work engagement and profesional work them can lead to y te re Yes, when I n Of course, Is va Yes, a good and 74 t to ng hi environment vice versa At work environment Imaging that the good and the level our Company, environment bring me the you are spirit for of employee maybe the can lead to interest for a working in a employees the new day to convinient They can enthusiasm work work increase the effectively environment, concentration Employee you would in work and convinience can find that like to be feel more engaged comfortable ep engagement? physical work environment not? need to improve for the work Why/ Why w n lo to bring the ad y th it is happy to staff I used to go to work recieve the everyday enviroment for ju yi pl n va related to the n the employees ua al feedback from ll fu quality of oi m drinking water, nh air-conditioner at system as well z z as the materials vb (i.e laptop, ht k jm scanner, etc.) Agreed Pay Yes, Obviously, Yes, there any an important people well employers pay is vital recognition relationship component of and you get need to for between the effective good develop and motivation supervisors reward, employee performance, operate such a and and managers recognition engagement high strategy, incentive, but can increase and the level strategies If engagement giving due a total employee of employee the Company Pay and weight to the rewards engagement benefits pay and approach is for better contributed incentive essential for productivity Is l.c gm Yes, reward is om from n a Lu n va y te re engagement? want Why/ Why employees to 75 t to ng hi ep w n lo to staff elements, but employee and more, it‟s engagement also engagement performance essential that Engagement delivering a employees feel is not just broader work valued as about the experience people, that motivation to that is their extra achieve conducive to efforts are performance the goals but engagement appreciated, also a of their staff and that over genuine and sense of differentiates mutuality them from Yes, leaders May be yes, I can support am not sure ad and deliver y th not? recognized and ju yi pl n balance ua al time there is a va with the their they give to long-term competitors and get back interests of from an the organization employer Yes, there is a It is clear As I know, there any strong about that employee relationship relationship There is a engagement is and between the between the natural a positive encourage However, in leadership leadership and tendency to emotional employees to order to and the level employee lift people up connection to grow in their of employee engagement to a place of the work they career paths competitive leadership, and a When leaders position and move toward continue to n between what ll fu oi m at nh z ht vb Is z jm about that k l.c gm om n a Lu engagement? The leaders are maintain our not? important roles highly connection" to improving be successful in development engaged the belief in their as an of both organization the goals, observable organization, purpose and behaviors, employee y "thinking te re within a n playing the va Why/ Why organization and One of the 76 ng hi ep w n lo they have the engagement Engaged people of employee that work extraordinary is critical make for the engagement Employees ability to Leaders can best leaders is providing want to feel positively encourage Their behavior opportunity proud, feel influence new ideas will reflect their to grow and enjoyment, employees to and new level of feel support, willingly ways of engagement and challenging but more than become doing things that, they engaged challenge others the leaders want to That's a to stay engaged, are in charge believe that powerful al t to mission of y th employees key drivers but also give an of providing their work investment example of how them matters, that that pays they dividends not contribute, only in and that it developing providing ad will not only work And ju yi pl n ua ll oi m resonates their good people, nh leadership fu – true n should be done va things can and but by at values z z Leaders can vb tell and show affecting the the work ht matters, can bottom line n va y te re giving choices n feedback, a Lu asking the om point of view, l.c employees‟ lis istening the gm innovate by k staff to be organization's jm encourage 77 directly in how to t to jobs well, and ng recognizing hi ep staff for good work w Is n lo A little bit No I not not too much Supporting think like that Good is a You can see the relationship The kind relationship relationship turnover rate between relationship with other between the employees at between the employees team and co- RSM DTL colleagues does not worker mean that I relationship feel more will working and the happy at here for long employee work time as well engagement Nevertheless, as increasing but it is not my level of clearly You engagement can have a ad there any Maybe yes but ju between the y th relationship yi now is so high, worker although most relationship employees share can affect the can help you and the level that there is a level of of employee kind and engagement pl team and co- Maybe no Perhaps there n ua al n va Why/ Why relationship not? between the co- it not affect workers, it is not level of ensure that they employee can work here engagement at for long time our Company oi much m but not ll fu engagement? supporting at nh z z vb good ht colleagues jm but it is not k gm and engage to which l.c the Company the factor om increase your a Lu engagement to your n n va Company May be yes No There is No Good there any However, the see the but not too not clear career relationship career strong much The relationship development 78 y No I did not Is te re Maybe yes t to ng hi development at relationship career between does not career our company is between development employee mean your development quite good but employee at auditing engagement staff and the level the engagement engagement like our and career working here of employee is not high It and the company is development longer There career often clearly at RSM DTL is not ep between the w engagement? means that this n lo Why/ Why factor does not development and you can influence know it first link between y th ad not? importance when starting employee the level of working engagement significantly to ju yi and career pl employee al development n ua engagement Is Maybe yes But Not clear No In Not clear No There is general, The link no significant policies are between relationship fixed and it is employee between employee engagement the policies is May be no relationship usually fixed in Adapting to between the long term You new company have to adapt to environment hard difficult engagement policies and the current with new to change I and company the level of policies of your policies is not see the employee Company the necessary clear ll oi m at z z policies We jm relationship clear ht action you policies is not and company vb engagement? instead of fu there any nh n va need to k overcome policies and Therefore, it is You can engagement not the factor engage to the in case of our affecting the Company but company employee it is not engagement depend much ourselves to adapt to the policies n changing them a Lu not? change om between l.c need to thinking about gm Why/ Why n va y te re more on policies 79 REFERENCES t to ng hi ep Adair, J (1988) The effective supervisor London: The Industrial Society, 8(2), 156-162 Alderfer, C P (1972) Human Needs in Organisational Settings Free Press of Glencoe, New York, NY., 3(16), 215-219 Alfes, K., Shantz, A D., Truss, C., & Soane, E C (2013) The link between perceived human resource management practices, engagement and employee behavior A moderated mediation model The International Journal of Human Resource Management, 24(2), 330-351 Amir, F (2010) Measuring the impact of office environment on performance level of employees: A case of private sector of Pakistan Proceedings of the 2nd International Conference of AGBA South Asia Chapter on Nurturing Innovation, Entrepreneurship, Investments and Public Private Partnership - in Global Environment., 1(5), 421-428 Anitha, J (2014) Determinants of employee engagement and their impact on employee performance International Journal of Productivity and Performance Management, 63(3), 308-323 Bakare, K O (2012) Training needs of hotel employees as correlate of job satisfaction in Ile –Ife, Osun State JABU international journal of social and management sciences, 4(1), 17-24 Bakker, L (2010) Work engagement: a handbook of essential theory and research New York, NY: Psychology Press, 23(6), 115-122 Baldwin, J R., & Johnson, J (1994) Training Needs Analysis, Gower, Aldershot 24, 3, 278-304 Bee, F., & Bee, R (2003) Learning Needs Analysis and Evaluation, CIPD, London 4, 2, 267-269 Branham, L (2005) The Hidden Reasons Employees Leave New York: American Management Association (AMACOM), 45(4), 560-561 Burduş, E., & Căprărescu, G (1999) Fundamentele managementului organizaŃiei, Bucureşti, Editura Economică 6, 22, 217-301 Carmeli, W (2006) Exploring turnover intentions among three professional groups of employees Human Resource Development International, 9(2), 191-206 Cartwright, S., & Holmes, N (2006) The meaning of work: the challenge of regaining employee engagement and reducing cynicism Human Resource Management Review(16), 199-208 Deci, E L., & Ryan, R.M (1987) The support of autonomy and the control of behaviour Journal of Personality and Social Psychology, 53(6), 1024-1037 Elangovan, A (1999) The role of trainee and environmental factors in transfer of training: An exploratory framework Leadership and Organization Development Journal, 20, 268-275 Freeney, Y., & Tiernan, J (2006) Employee engagement: An overview of the literature on the proposed antithesis to burnout The Irish Journal of Psychology, 27(3), 130-141 Furjanic, S W., & Trotman, L.A (2000) Turning training into learning New York: American Management Association, 5(24), 92-97 Grund, C (2001) Der zwischenbetriebliche Arbeitsplatzwechsel Determinanten, onsequenzen und empirische Befunde für die Bundesrepublik Deutschland Münchenund Mering., 2(4), 136-138 Gubbins, M., & Garavan, TN (2005) Studying HRD practitioners: a social capital model Human Resource Development Review, 4(2), 189-218 Halbesleben, J R B (2010) A meta-analysis of work engagement: Relationships with burnout, demands, resources, and consequences Work engagement: A handbook of essential theory and research, New York: Psychology Press, 8, 102-117 Harter J.K., K E A., Agrawal S (2009) Q12 meta-analysis:The relationship between engagement at work and organizational outcomes White Paper Gallup Organization, 4(26), 245-307 Harter, J K., Killan, E.A., & Agrawal, S (2002) Business-unit level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis Journal of Applied Psychology, 87, 268–279 Harter, J K., Killan, E.A., & Agrawal, S (2009) Q12 meta-analysis: The relationship between engagement at work and organizational outcomes Omaha, NE: Gallup, 5(16), 362-371 w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 80 t to ng hi ep Harter, J K., Schmidt, F.L., & Keyes, C.L (2002) Well-being in the workplace and its relationship to business outcomes: a review of the Gallup studies The Positive Person and the Good Life, American Psychological Association, Washington, DC, 205-224 Holbeche, L., & Springett, N (2003) In Search of Meaning in the Workplace Horsham, Roffey Park Institute, 5(14), 18-27 Hoxsey, D (2010) Are happy employees healthy employees? Researching the effects of employee engagement on absenteeism Canadian Public Administration, 53 (4) w 551-571 Johns, G (1998) Comportament organizaŃional, Bucureşti, Editura Economică Kahn, W A (1990) Psychological conditions of personal engagement and disengagement at work Academy of management journal, 33(4), 692-724 Karsan (2011) Engaging and aligning employees Training Journal, 1, 52-55 King RC, X W., Quick, JC., & Sethi, V (2005) Socialization and organizational outcomes of information technology professionals Career Development International, 10(1), 26-51 Kinnie N, H S., Purcell, J., Rayton, B & Swart, J (2005) Satisfaction with HR practices and commitment to the organisation: why one size does not fit all Human Resource Management Journal, 15(4), Koyuncu, M., Burke, R J., & Fiksenbaum, L (2006) Work engagement among womenmanagers and professionals in a Turkish bank: potential antecedents and consequences Equal Opportunities International, 3(25), 229-310 Leung, S (2002) Career counseling in Hong Kong: Meeting the social challenges The Career Development Quarterly, 50, 237-245 Lippitt, R., & White, R.K (2001) Studiu experimental privind activitatea de conducere şi viaŃa ỵn grup, ỵn De Visscher, P., Neculau, A (coord.) Dinamica grupurilor.Texte de bază, Iaşi, Editura Polirom, 4(28), 412-423 Macey, W H., Schneider, B., Barbera, K.M., & Young, S.A (2009) Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage John Wiley & Sons, Chichester, 32(5), 87-103 Maslach, S L (2001) Job burnout Annual Review of Psychology, 52(1), 397-422 May, D R., Gilson, R.L., & Harter, L.M (2004) The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work Journal of Occupational and Organisational Psychology, 77(1), 11-37 Melnic, A (2009) The leadership style as a predictor of the work styles within the group Economy Transdisciplinarity Cognition,, 2, 59-64 Miles, R H (2001) Beyond the age of Dilbert: accelerating corporate transformations by rapidly engaging all employees Organisational Dynamics, 29(4), 313-321 Mone, E M., & London, M (2010) Employee Engagement Through Effective Performance Management: A Practical Guide for Managers Routledge, New York, NY, 24(1), 225-227 Moskal, B S (1993) Company loyalty dies, a victim of neglect Industry Week, 242(5), 11-12 Moussa, M N (2013) Investigating the high turnover of Saudi nationals versus non-nationals in private sector companies using selected antecedents and consequences of employee engagement International Journal of Business and Management, 8, 41-52 Muhammad, S K (2012) Examining effect of training on job satisfaction of NGO sector employees in Islamabad Master of science thesis of Mohammad Ali Jinnah University, Islamabad, 8(22), 306315 Nijman, D J J (2004) Differential effects of supervisor support on transfer of training Enchede: University of Twente, 8(1), 48-57 Ologbo, C A., & Saudah, S (2011) Engaging People who Drive Execution and Organizational Performance American Journal of Economics and Business Administration, 3(3), 569-575 Paradise, A (2008) Influences engagement Training and Development, 62(1), 54-59 Peach, S (2006) Employee disagreement: is there evidence of a growing problem Business Strategy, 7(1), 21-25 n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 81 t to ng hi ep Pipe, P (1986) Ergonomics and performance aids Introduction to Performance Technology-National Society for Performance and Instruction, 129-144 Poe, R., & Gourter, C L (1994) Praise, not pay Across the Board, May, 5, 5(16), 19-24 Rama Devi, V (2009) Employee engagement is a two-way street Human Resource Management International Digest, 17(2), 3-4 Rich, B L., Lepine, J.A., & Crawford, E.R (2010) Job engagement: antecedents and effects on job performance Academy of management journal, 53(3), 617-635 Richardsen, A M., Burke, R J., & Matinussen M (2006) Work and Health Outcomes among Police Officers: The Mediating Role of Police Cynicism and Engagement International Journal of Stress Management, 13, 555-574 Robinson, D (2007) Engagement is marriage of various factors at work Thought Leadership & Organization Development Journal, 5(1), 37-38 Sajuyigbe, A S., Amusat (2012) Staff training and development as managerial tools for organizational effectiveness: An appraisal of First bank JABU international journal of social and management sciences, 4(1), 100-109 Saks, A M (2006) Antecedents and consequences of employee engagement Journal of Managerial Psychology, 27(7), 600-619 Schaufeli, W B (2013) What is engagement? Employee engagement in theory and practice, 15 Schaufeli, W B., & Bakker, A B (2004a) Job Demands, Job Resources and Their Relationship with Burnout and Engagement: A Multi-sample Study Journal of Organizational Behavior, 25, 293315 Schaufeli, W B., & Bakker, A B (2004b) Job demands, job resources, and their relationship with burnout and engagement: a multi-sample study Journal of Organizational Behavior, 25(3), 293315 doi: 10.1002/job.248 Schaufeli, W B., & Salanova, M (2007) Work Engagement: An Emerging Psychological Concept and Its Implications for Organizations Research in Social Issues in Management: Managing Social and Ethical Issues in Organizations, 5(1), 98-116 Schaufeli, W B., & Salanova, M (2002) The measurement of engagement and burnout: A two sample confirmatory factor analytic approach Journal of Happiness Studies, 3(1), 71-92 Schneider, B., Macey, W.H., & Barbera, K.M (2009) Driving customer satisfaction and financial success through employee engagement People and Strategy, 32(2), 23-27 Shaw, D G., & Schneier, C E (1995) Team measurement and rewards: How some companies are getting it right Human Resource Planning(18), 34-39 Sias (2008) Organizing relationships: Traditional and emerging perspectives on workplace relationships Sage Publications, 22(5), 356-357 Siddique, C M (2004) Job analysis: a strategic human resource approach International Journal of Human Resource Management, 15(1), 219-244 Soane, E., Truss, C., Alfes, K., Shantz, A., Rees, C., & Gatenby, M (2012) Development and application of a new measure of employee engagement: the ISA Engagement Scale Human Resource Development International, 15(5), 529-547 doi: 10.1080/13678868.2012.726542 Sundstrom, E., Town, J.P., Rice, R.W., Osborn, D.P & Brill, M (1994) Office noise, Satisfaction, and Performance, Environment and Behavior 26(2), 195-222 Taylor, L (1990) Stress, coping, and the meaning of work Meanings of Occupational Work, Lexington Books, Lexington, 135-170 Thomas, K W (2009) The four intrinsic rewards that drive employee engagement Ivey Business Journal, 15(3), 157-162 Van Dam, N (2005) Creating value through self-service learning Chief Learning Officer, 4(14), 22-27 Von Solms, R., & Von Solms, B (2004) From policies to culture Computers & security, 23(4), 275-279 Wallace, L., & Trinka, J (2009) Leadership and employee engagement Public Management, 91(5), 1013 w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 82 t to Welbourne, T M., Johnson, D E., & Erez, A (1998) The role-based performance scale: Validity analysis of a theory-based measure Academy of management journal, 41(5), 540-555 Woodruffe, C (2005) Employee engagement: the real secret of winning a crucial edge over your rivals Manager: British Journal of Administrative Management,, 1, 28-29 ng hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 83