|Type of paper:||Dissertation proposal|
|Categories:||Management Professional development Leadership style|
The current business organizations understand that employee engagement plays a critical role in the realization of the firm's both short-term and long-term goals. There is a growing body of literature that has been dedicated to understanding key factors that impact employee engagement. Most of these studies have mentioned the role of leadership style, work balance, learning, and development. These studies are driven by the need to understand how the company incurs losses due to a lack of sufficient employee engagement. However, less than half of the global organizations have mastered the skills of employee engagement. According to Liyanage (2017), there is a significant financial loss caused when employees leave jobs after few years of joining. The general statement is the high level of employee engagement is a critical factor for organization productivity and competitiveness.
The conceptualization of employee engagement has revolutionized the management of human resources over the past few tears. A growing body of literature agrees that high levels of engagement have a positive on productivity and competitiveness. However, there is no sufficient literature that describes specific factors that provide the impetus for employee engagement (Barker et al. 2007). The purpose of this quantitative research is to describe the relationship between, and employee engagement. The area of study will be San Bernardino, California where fast food employees will be sampled. The independent variable consists of (a) style of leadership, (b) work balance, l(c) learning and development while the dependent variable is employee level of engagement.
Nature of Research
This quantitative research will be guided by a post-positivist approach to problems. The researcher will make use of both inferential and descriptive statistic methods to describe the population of the employee. Results and conclusion from the sample will be inferred to the broader population. This quantitative approach has justified the need to ensure the efficacy of workplace practices that can be used to predict employee engagement. Contrary to this method is qualitative methods, which is used when the researcher seeks to explore how and why things happen instead of describing a problem.
Quantitative research is also contrasted from correlation design that does not look for a causal relationship between variables. One of the key emphases of correlation design type is the distribution of characteristics of the sample such as mean and standard deviation. The dependent variable is seen as a function of the predictor variable. Researches looking for cause and effect are mainly experimental and quasi experimental. The focus of this study is to describe the impact of dependent variables: leadership style, workplace balance and learning and development on the independent variable, employee engagement. Since it seeks to explain the variables quantitatively, experimental and quasi experimental research will not be relevant and useful in deducing meaning.
Question: How do leadership style, work balance and learning and development impact the level of employee's engagement in organizations?
Hypotheses: There is no relationship between the (a) style of leadership, (b) work balance, l(c) learning and development, and employee engagement.
Talent management has gained momentum as a critical tool for development the workforce for strategic and competitive advantage. Companies shave redressed their views and paid particular attention to employee development and performance as a solution to increasing value. The conceptualization of employee engagement has revolutionized the management of human resources over the past few tears.
A growing body of literature agrees that high levels of engagement have a positive on productivity and competitiveness. Bakar (2008) notes that nagged employees are hardworking and vigorous. Engagement refers to the satisfaction and involvement of individuals at work and describes they intimate involvement with the work. Harte et al. found that when employees are engaged, they tend to be more emotionally attached to other workers ad remain vigilant to their teams. For engagement to take place, employees must understand what is expected from them, have the right resources to defectively complete assignments, feel they contribute to the company's' development and take part in opportunities meant for career growth.
Even though employees are more productive, less likely to leave the organization, profitable and healthier when fully engaged. Shuck and Wollard (2008) further showed that engagement is on a steady decline, even when businesses consider employees among the priorities for their organizations. To drive participation in an organization, Northouse noted the role of leaders as the critical payers. Efficient transformational leadership style is not only able to influence employees towards a target direction, but also able to impact change and motivation
Abu Bakar, R. (2013). Understanding factors influencing employee engagement: a study of the financial sector in Malaysia.
Albdour, A. A., & Altarawneh, I. I. (2014). Employee engagement and organizational commitment: Evidence from Jordan. International Journal of Business, 19(2), 192..Liyanage., H.M (2017). Actors were influencing the Employee Engagement of the Generation Y Employees. Colombo, Sri Lanka.
Metzler, J. M. (2006). The relationships between leadership styles and employee engagement
Shuck, M. B., & Wollard, K. K. (2008). Employee engagement: Motivating and retaining tomorrow's workforce. New Horizons in Adult Education and Human Resource Development, 22(1), 48-53.
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