Addressing high turnover rate in Agua Regina Purified Drinking Water: Improving employee engagement through enhancing psychological conditions and providing contingent rewards

• Main Author: Lizardo, Regina Lour L.
• Format: text
• Language: English
• Published: Animo Repository 2018
• Subjects: Labor turnover—Philippines; Incentive awards; Small business—Philippines; Benefits and Compensation; Human Resources Management
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/6756
• Institution: De La Salle University

This action research focuses on addressing the high turnover rate in the company which was collaboratively identified in our family business. People resign from the company because they do not feel engaged which was manifested in several employee engagement factors such as employees not feeling valued, lack of good working relationship as well lack of work appreciation and recognition in the company. In this paper, our primary objective is to reduce the employee turnover rate in the company by executing employee engagement programs. Data on this paper were all generated from primary and secondary sources. In meeting the objective, this action research underwent two cycles guided by the first, second and third person skills. All interventions such as one-on-one interviews, informal meetings, and surveys were done through collaboration. Collaborators were also guided by the Path-analytic framework of engagement as well as the conceptual framework of the use of Contingent Rewards as strategy for employee engagement. In the first cycle, the collaborators focused on making employees feel valued and improving the working relationship in the company by conducting monthly meetings, company outing, and merienda sessions. The second cycle, on the other hand, focused on work appreciation and recognition of employees through the program Employee of the Month. These activities were positively recognized by the employees and were considered by the collaborators as good interventions. The experience brought us several realizations such as the importance of employer attitude. In addition to this, the improvement of the Path-analytic framework was made by adding rewards and recognition to the original framework.