Improving employee engagement in Niniks Sisig Liempo and Lechon Manok

• Main Author: Gementiza, Ma. Aira Angelica A.
• Format: text
• Language: English
• Published: Animo Repository 2017
• Subjects: Employee motivation; Personnel management; Organizational change; Organizational commitment; Supervision of employees; Employee loyalty
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/5806
• Institution: De La Salle University

In this action research, I focused on addressing the issue in our family business which we collaboratively identified as the low level of employee engagement among our employees. Employee engagement is the emotional commitment an employee has to the organization and its goals, resulting in the use of discretionary effort (Kruse, 2012, as cited in Abedania, 2016). Manifestations of low employee engagement issue include increased employee turnover rate, increased absenteeism and customer service concerns. Employee engagement is a force that drives performance outcomes. Studies on employee engagement show that engaged employees are more productive, more profitable, more customer-focused, safer, and more likely withstand temptations to leave. This action research was developed with the objectives of : (1) reducing employee turnover; (2) lessening absenteeism; and (3) improving serving times and decrease customer complaints. Our goal is to improve employee engagement and enhance productivity of our employees. As an insider action researcher, I applied triangulation of data in data generation by using different methods of data collection such as business reports, surveys, focus group discussions, and one-on-one conversations. I searched for an engagement model that would be most applicable to our situation. In addressing the issue, I was guided by the IES Engagement Model and Kurt Lewins Change Management Model. We identified the engagement practices which we need to work on and used Lewins Change Management Model to initiate change in the organization. During the two cycles of action research, the interventions we implemented in promoting employee engagement were: (1) Confrontation meeting through open forum; (2) Performance evaluation with incentives; (3) Process consultation through engagement sessions; and (4) Acting on employee suggestions. These activities were successful in achieving our objectives and highlighted the importance of open communication and commitment from everyone in addressing the issue. The success of this action research lies on the cooperation and participation of everyone in our organization, managers and staff alike. The experience taught me the values respect and understanding of each individuals perspective. I grew professionally and developed my leadership, communication and interpersonal skills better through this action research. We completed two action research cycles and we recommend that in change management, individual changes that lead to organizational change must be considered.