Employee Engagement: manager views about boosting employee engagement in a global specialist organization
Runonen, Hanna (2020)
Runonen, Hanna
2020
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-202104265929
https://urn.fi/URN:NBN:fi:amk-202104265929
Tiivistelmä
The shift from industrial to information society has changed our global community, work life included. The old autocratic ways of managing employees have transferred to a distributed leadership, where diversity, continuous learning, team work and self-management are valued, and employees are seen more as partners than mere workforce.
The research focused on finding out which of the company’s people management tools managers feel can enable them to boost their subordinates’ engagement. Information about possible development items was also gathered.
A qualitative research method was applied. Initial data was collected through a questionnaire sent to all company managers. The main data source were semi-structured interviews with seven managers. The research was inductive in nature.
The findings included information about the top three tools that managers found boosting engagement: feedback discussions, digital feedback and monetary lump-sum rewards. In addition, other people management tools and processes were also discussed. Development items and best practices were identified in the interview results.
The conclusion reached was that there are people management tools provided by the company to the managers which are seen as helping them boost employee engagement. Distinguishing the tools and processes viewed as engagement creating can help the company promote these tools and processes to a wider manager community. The valuable information about tool and process development can be used in planning new versions of tools and with process redefinition and tweaking. The best practices related to employee engagement can be recommended to the whole organization.
The research focused on finding out which of the company’s people management tools managers feel can enable them to boost their subordinates’ engagement. Information about possible development items was also gathered.
A qualitative research method was applied. Initial data was collected through a questionnaire sent to all company managers. The main data source were semi-structured interviews with seven managers. The research was inductive in nature.
The findings included information about the top three tools that managers found boosting engagement: feedback discussions, digital feedback and monetary lump-sum rewards. In addition, other people management tools and processes were also discussed. Development items and best practices were identified in the interview results.
The conclusion reached was that there are people management tools provided by the company to the managers which are seen as helping them boost employee engagement. Distinguishing the tools and processes viewed as engagement creating can help the company promote these tools and processes to a wider manager community. The valuable information about tool and process development can be used in planning new versions of tools and with process redefinition and tweaking. The best practices related to employee engagement can be recommended to the whole organization.