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The shifting role of the HR
manager in Employee
Engagement (EE) in the Irish
Banking sector since 2008
22/08/2014
DUBLIN BUSINESS SCHOOL
Gavin Sadlier 10027025
Master of Business Administration
Word count: 21, 300
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Table of Contents
Acknowledgements:
………………………………………………………………………………………….
4
Abstract …………………………………………………………………………………………………………..
5
Chapter 1: Introduction ……………………………………………………………………………………..
6
1.1 Overview:
……………………………………………………………………………………………….
6
1.2 Research objectives
………………………………………………………………………………….
7
1.3 Research Questions
………………………………………………………………………………….
8
1.4 Relevance of the questions
………………………………………………………………………..
8
1.5 Rationale for and intended recipients of the research ………………………………….
10
1.6 Research biases and limitations ……………………………………………………………….
10
Chapter 2: Literature Review
……………………………………………………………………………
12
2.1 Introduction
…………………………………………………………………………………………..
12
2.2 The current role of the HR manager In EE ………………………………………………..
12
2.3 Definitions of Employee Engagement ………………………………………………………
13
2.3.1 The Benefits of Employee Engagement ……………………………………………..
14
2.3.2 Employee disengagement and the negatives………………………………………..
16
2.3.3 Negative Factors that affect Employee Engagement ……………………………
16
2.4 Positive Factors of Employee Engagement ……………………………………………….
17
2.4.1 Two way communication
………………………………………………………………….
17
2.4.2 Vision and Role Clarity ……………………………………………………………………
18
2.4.3 Trust ………………………………………………………………………………………………
18
2.4.4 Empowerment …………………………………………………………………………………
19
2.4.5 Training and development ………………………………………………………………..
19
2.4.6 Leadership
………………………………………………………………………………………
20
2.5 What is HR doing for Employee Engagement (a practitioners view)?
…………..
21
2.6 Management and Employee Engagement
………………………………………………….
22
2.7 Engagement of bank staff and Banking culture:
…………………………………………
23
2. 8 Banks and their customers ……………………………………………………………………..
25
2.9 Engagement rates …………………………………………………………………………………..
26
2.10 Literature Gap ……………………………………………………………………………………..
27
Chapter 3: Research Methodology…………………………………………………………………….
27
3.1 Introduction
…………………………………………………………………………………………..
27
3.2 Research ontology and philosophy …………………………………………………………..
29
3.2.1 Ontology ………………………………………………………………………………………..
29
3.2.2 Epistemology ………………………………………………………………………………….
30
3.3 Research approach …………………………………………………………………………………
31
3.4 Research strategy …………………………………………………………………………………..
32
3.5 Research choice …………………………………………………………………………………….
33
3.6 Research time horizon…………………………………………………………………………….
34
3.7 Data collection ………………………………………………………………………………………
35
3.7.1 Primary data collection tools …………………………………………………………….
35
3.7.2 Secondary data sources …………………………………………………………………….
36
3.8 Data analysis …………………………………………………………………………………………
37
3.9 Population and sample ……………………………………………………………………………
37
3.9.1 Sample frame ………………………………………………………………………………….
37
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3.9.2 Actual sample………………………………………………………………………………….
38
3.9.3 Sampling technique
………………………………………………………………………….
39
3.10 Research limitations and potential problems: …………………………………………..
40
3.10.1 Limitations of research …………………………………………………………………..
40
3.10.2 Practical issues ………………………………………………………………………………
40
3.11 Potential biases…………………………………………………………………………………….
41
3.12 Ethical issues and implications for research, ……………………………………………
42
Chapter 4 Findings
………………………………………………………………………………………….
44
4.1 Overview
………………………………………………………………………………………………
44
4.2 Primary Research: Interviews ………………………………………………………………….
46
4.2.1. Research Question 1 ……………………………………………………………………….
47
4.2.2. Analysis: ……………………………………………………………………………………….
48
4.2.3 Research question 2 …………………………………………………………………………….
52
4.2.3 Research question 2 continued
………………………………………………………………
53
4.2.4 Analysis………………………………………………………………………………………….
54
4.2.5 Research question 3: ………………………………………………………………………..
59
4.2.6 Analysis………………………………………………………………………………………….
60
4.2.6 Analysis continued
…………………………………………………………………………..
63
4.2.7 Research question 4 …………………………………………………………………………
64
4.2.7 Research question 4 continued
…………………………………………………………..
65
4.2.8 Analysis………………………………………………………………………………………….
65
4.2.9 Research question 5 …………………………………………………………………………
69
4.2.10 Analysis………………………………………………………………………………………..
71
Chapter Five Discussion of Findings:
………………………………………………………………..
74
5.1. Overview
……………………………………………………………………………………………..
74
5.2. Research Objective 1: How has the role of the HR manager changed in relation
to EE since 2008?………………………………………………………………………………………..
74
5.3. Research Objective 2: To outline what factors HR managers feel impact with
Employee Engagement: ……………………………………………………………………………….
76
5.4. Research Objective 3: How have engagement levels changed since 2008? …..
78
5.5. Research Objective 4: What approaches do HR managers feel benefits EE
within financial organisations? ……………………………………………………………………..
79
5.6. Research Objective 5: What challenges do HR managers see arising in
Employee Engagement in banking in the future? …………………………………………….
81
5.7. Limitations of research: …………………………………………………………………………
82
Chapter Six Conclusion: ………………………………………………………………………………….
83
6.1. Hypotheses:
………………………………………………………………………………………….
84
6.2. Key Findings:
……………………………………………………………………………………….
86
6.3. Call for further research …………………………………………………………………………
87
Bibliography: …………………………………………………………………………………………………
89
Appendices
…………………………………………………………………………………………………..
100
Appendix 1 Reflection on learning ………………………………………………………………
101
Introduction:
………………………………………………………………………………………….
101
Reflections on selecting the MBA and the course itself ………………………………
101
Reflections on topic selection and dissertation proposal: …………………………….
103
Reflections on the dissertation:
………………………………………………………………..
104
Conclusion: …………………………………………………………………………………………..
105
Appendix 2 poster ……………………………………………………………………………………..
106
3 A Estimate of Total Sample
……………………………………………………………………..
107
3 B List of employees of Banks in Ireland ……………………………………………………
107
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Appendix 4.A:
…………………………………………………………………………………………..
108
Appendix 4.B: Confidentiality Agreement with Interviewee …………………………..
109
Appendix 5 Interview researcher logs: …………………………………………………………
110
Interview 1 – 7 July 2014: ………………………………………………………………………
110
Interview 2: 8th July 2014 ……………………………………………………………………….
111
Interview 3: 10 July 2014 ……………………………………………………………………….
112
Interview 4: 11th July 2014 …………………………………………………………………….
112
Interview 5: 17th July 2014 …………………………………………………………………….
113
Interview 6: 24th July 2014 …………………………………………………………………….
114
List of Tables
Table 1: Global trends in engagement 2013 ……………………………………………………….
26
Table 2: Irish organisations engagement performance VS High power organisations 26
Table 3: the research onion ………………………………………………………………………………
28
Table 4: Differences between deductive and inductive approaches ……………………….
31
Table 5: My research path………………………………………………………………………………..
34
Table 6: Key Quotes from research question 1
……………………………………………………
47
Table 7 : Outlining recurring themes for the changing role of the HR manager in EE
since 2008 ……………………………………………………………………………………………………..
48
Table 8: Key Quotes on research question 2 ………………………………………………………
52
Table 9: Recurring Themes of the factors HR managers believe impact Employee
Engagement……………………………………………………………………………………………………
54
Table 10: Key quotes on research question 3 ……………………………………………………..
59
Table 11: Engagement levels since 2008 according to HR managers …………………….
60
Table 12: key quotes research question 4 …………………………………………………………..
64
Table 13: Themes of approaches HR managers feel benefit EE within in banking
organisations ………………………………………………………………………………………………….
65
Table 14: Key quotes on research question 5 ……………………………………………………..
69
Table 15: Frequency of themes of challenges do HR managers see arising in
Employee Engagement in banking in the future
………………………………………………….
71
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Acknowledgements:
I would like to thanks my family, friends and my lecturers for their help throughout
the course of this year. I am sincerely grateful to all the interviewees who participated
in the research project.
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Abstract
In 2008 the global financial crisis crippled the banks worldwide and led to the fall of
many of the market’s principal participants. Notably, Ireland was one of the worst hit
countries by this crisis. Ireland’s banking system went in to a state of turmoil verging
on collapse, only to be bailed out by the Irish taxpayers. The Irish banking sector
went from the epitome of banking “success” to one which nearly brought the entire
economy to ruin. With both the reputation and financial condition and the morale of
the industry decimated, it would undoubtedly have been an extremely difficult sector
to work in.
The purpose of the dissertation is to investigate the role that HR managers played in
engaging employees in the Irish banking sector since the economic downturn in 2008.
This study investigates through a progression of in-depth interviews how the role of
the HR manager has shifted in terms of employee engagement (EE). It further seeks to
discover what factors HR managers felt had an impact on engagement levels during
this turbulent period. Lastly, it highlights what potential challenges HR managers will
face in this area in the future.
As this is an exploratory study, the objective is to arrive at a hypothesis on the role
that HR managers play in EE in the Irish banking sector and how it has shifted since
2008. It will conclude with suggested additional areas of research which may help add
value to the field of human resource management.
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Chapter 1: Introduction
“Never Let a Good Crisis Go to Waste” (Winston Churchill- UK Prime Minister
1940-1945)
1.1 Overview:
A successful banking system is the backbone of any economy however the Irish
banking system has been in a state of distress since the economic downturn in 2008.
The global financial crisis and the subsequent near collapse of the Irish banking
system have left its banks in a state of disarray. The former Minister for Finance at
this time, Mr Brian Lenihan, highlighted the severity of the banking crisis on the state:
“It is no exaggeration to say that this country is now fighting for its economic future”
(Department of finance, 2011, p 1)
The diminished reputation of Irish banks did not escape those who worked for such
institutions. Undoubtedly, Irish banks (and in a similar vein, those employed in the
sector) had gone from being Europe’s success story to Europe’s basket case. This was
highlighted by McCormick (2011, p 41):
“In 2008, the world economic forum had ranked Ireland’s banking system as the
ninth strongest in the world. However by 2010 the ranking had fallen to 139th, the
weakest of all the countries surveyed, behind both Iceland and Zimbabwe”
To date the banking crisis has cost the state up to € 64.1bn according to Department
of Finance (2012) and played a pivotal role in Ireland having to join the EU/IMF
bailout fund. The financial crisis had an unfavourable effect on the employment
conditions of employees of Irish banks, with many of the front line staff being subject
to abuse by customers. According to the New Statesman (2010, p. 5)
“The Irish public is experiencing an extreme form of what the Harvard philosopher
Michael Sandel has called “bailout outrage”
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Employees in the banking sector have had both financial and non-financial burdens to
contend with as a result. This can be seen in the form of simultaneous salary cuts and
increased workloads, for those individuals who managed to keep their jobs in this
tumultuous time. It is estimated that 10,000 jobs have been lost in the Irish banking
sector since the crisis began (IBOA, 2012). These factors may have led to bank
employees becoming disengaged from their profession, which is compounded by the
fear that further job losses are imminent. It is important to review the challenging role
that HR managers would have played in trying to maintain engagement levels during
this chaotic time, as well the factors they felt impacted engagement. In looking to the
future of this industry, HR managers must consider what potential future challenges
that they may face in the area of engagement.
1.2 Research objectives
The purpose of this study is to explore the shifting role of the HR manager in
fostering Employee Engagement (EE) in the Irish banking sector since the economic
downturn. There is particular reference on the factors that have affected engagement
during this period and approaches that they feel can foster positive engagement in the
banking sector moving forward as well as the potential challenges which may arise. I
am seeking to explore what changes have been made within financial organisations in
the development of EE. In doing so, this study aims to evaluate if HR Managers have
changed their approaches and attitudes to their employees and if so,have these
changes been effective in EE. This research will examine the relevant theories around
the area of EE in order to understand how HR managers feel their role has changed in
this area and the factors that they felt impacted EE within their organisation. It will
then attempt to apply theoretical frameworks to the role of the HR manager and the
factors of disengagement/engagement through this difficult period for those employed
in the industry. It will also examine the changes in engagement rates from 2008 until
2014 with an emphasis on the approaches HR managers feel will benefit EE in the
banking industry in the future as well as the potential challenges.
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1.3 Research Questions
How has the role of HR managers in the Irish banking sector changed in
(in terms of EE) since the economic downturn?
What do HR Managers believe are the factors that have impacted
engagement?
Since 2008, what level have HR managers found EE to be at in the
industry? (Beginning ’08, Middle ’10-’12, Currently ’14)
What approaches do HR managers feel benefit EE within financial
organisations?
What challenges do HR managers see arising in EE in the industry in the
future?
1.4 Relevance of the questions
The above research questions will examine an area in modern day banking that has
been overlooked to date these also present critical issues that need to be addressed if
Ireland’s banking and financial services sectors are to move forward and away from
the culture that led them in to such financial disarray. The research questions analyse
the shifting role of HR managers and how the levels of EE have changed over those
years and the factors they believe impacted on engagement levels in their industry. It
also analyses what approaches can positively impact on EE in the banking sector as
well as the need to identify the future challenges. It is hypothesised that the
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disengagement and questionable leadership by the top management had an effect on
the financial crisis.
The McCloud review cites that disengagement of top management may have been one
of the factors that led to the financial crisis:
“It was a very small group of people at the very top who were not engaged who had
hijacked the investment and capital decisions. Perhaps the world would have been a
different place if they had (been engaged) Phillips, L. (2009, p.1).
While the issues of facing Irish banks were highlighted in the joint Oireachtas
committee on Finance, Public Expenditure and Reform, it noted: “Employees … have
been repeatedly demoralised … by an apparently uncaring and out of touch executive
team” IBOA (2011, p.10) this highlights the need for a different approach to motivate
and engage the employees of the banks. Such approaches can only be implemented
with the help of the HR managers, as such it is critical that they reveal what factors
impacted on engagement levels positively and what initiatives they feel would benefit
EE in the banking sector in the future. In order to implement these initiatives we also
have to identify the potential challenge facing us in the area of EE. Banks need to
shift away from a sales-type culture, which ultimately led to the financial crisis, and
move towards one with a greater focus on employee wellbeing and development. The
aim is that an engaged employee can bring greater customer service, improve
customer satisfaction and overall have a positive effect on organisations bottom line
Harter et al. (2002). Clearly, the future of Irish financial services and banks lie in the
hands of their capable staff. This study aims to show that an engaged workforce will
play a vital role in carrying Irish banks out of turmoil. This research will illustrate
how the role of the HR managers has shifted in EE and discusses the factors they
deem to be successful in engaging staff.
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1.5 Rationale for and intended recipients of the research
The motivation for this research is simply that; as all aspects of Irish banking sector
has been heavily criticised on issues of corporate governance, culture and risk appetite
have been heavily scrutinized by all aspects of Irish society in the past. It is now
timely to probe some of the possible underlying reasons for the banking crisis and the
impact their impact on employees particularly Employee Engagement. This study
aims to show the benefits of an engaged workforce and how this will help to carry
Irish banking back towards being the competitive industry it was before the economic
crisis. In order to do this, we must put faith in the more than capable workforce that is
in the banking sector. There is a need to identify how the role of the HR manager has
changed during this period and to identify the methods they believe help to maintain
EE levels and keep employees motivated during the economic crisis and beyond.
There is also a need to identify what conceivable challenges lay ahead for HR
practitioners in the area
of EE. This research is aimed to be a useful tool for students of DBS and HR students
as a gateway to research in the area of EE. It will also be of interest to HR
practitioners who consider EE to be important in their work. This research is also
intended to be useful to the financial institutions and the representative body of staff
of those financial institutions. In conclusion, this study should be of interest to anyone
with interest in maintaining EE in turbulent times for organisations.
1.6 Research biases and limitations
The main obstacles to this research are the issues of time, resources and access to
interviewees. The methodology used is set out in greater detail in chapter 3 of this
dissertation. Nonetheless, this research follows a qualitative, inductive, subjectivist
methodology.
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The rationale behind this selection is that this research does not aim to define and test
a certain hypothesis but tries to reach a hypothesis that is based on the qualitative data
which has been collated. In order to achieve this, 6 in-depth, semi structured
interviews with HR managers using a snowball method of sampling from the Irish
banking sector was carried out. The primary reason for this sample size with the
selected research design is practicality. An alternative research form would have been
too complicated and far too time consuming and I would not have been able to
complete the research project in the allotted time given by DBS. The limited sample
size and the fact that data was of a qualitative nature made it an arduous task trying to
induce a hypothesis from my data. Other weaknesses of this research project is that
qualitative methods of research formed its basis and such findings are not often
regarded as solid empirical research consequently there can be significant difficulty in
generalising from individual case data Hodkinson and Hodkinson (2001, p.1). There
have been issues in the past around the validity of qualitative research, therefore in
order to ensure the quality of this research, rigorous checks of the findings from the
interviews were performed to ensure no “cherry picking” of facts have occurred
Morse et al (2002). Nickerson (1998) summarises the dangers of cognitive bias with
research project and the risk that information to confirm personal beliefs on the topic
may influence overall judgements and conclusions. In using the thematic analysis
approach there are built in mechanisms to enhance the creditability of this study and
try to avoid potential bias. This is as a result of consistent data collection, data
analysis and “checking” of themes against the data collected (Strauss and Corbin
1998a, Cutcliffe 2000). It was therefore critical to be objective in both data collection
and analysis. However, to argue that there would be no bias would also be unrealistic.
Therefore, the best approach to offset this is to try identify the relevant bias and to
modify this in so far as possible during the course of this study. In order to alleviate
this bias, all research subjects were requested to provide an evaluation of data findings
from the interviews as a method of rigor and validation. This process to dealing with
bias is elaborated in greater detail in chapter 3. Finally, with regards to findings,
Stern (2007), Strauss and Corbin (2008) conclude that all qualitative research
should make sense and be able to speak for itself; the aim is that the findings of this
research will echo this sentiment.
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Chapter 2: Literature Review
“To win in the marketplace you must first win in the workplace.” – Doug Conant,
CEO of Campbell’s Soup
2.1 Introduction
To understand the role that the HR managers play in Employee Engagement in the
banking sector, one needed to develop an appreciation of the relevant ideas and
theories of EE. In this review I have provided a critical outline of the traits in EE and
on the different factors which may impact on its levels. I have also looked at the
changing role of the HR manager and relevant issues such as public trust in banking,
the banking culture, engagement levels in banking and in a general sense in order to
apply context to my study.
2.2 The current role of the HR manager In EE
The role of the HR manager in EE is seen by Kaufman et al. (2013, p1) as “one-size-
fits-all processes that focus on adherence, rather than encouraging changes tailored
to the team level.” They cite this centralized approach can lead to stagnant or
declining levels of engagement. The role of the HR manager is seen by Swarnalatha
and Prasanna (2013, p1) as to establish meaningful programs and workplace
practices to attract and retain talent. Roche et al. (2011,p 17) highlight that while
some HR managers were actively involved in pay cuts and restructuring activities on
the other hand they were struggling to keep employees motivated. As a result this
might have led to a shift in the role of the HR manager and the introduction of
programmes or activities centred on engagement or re-engagement of employees.
Saks (2006) sees Employee Engagement as a long-term and ongoing process it
requires HR managers to continually interact with employees.
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2.3 Definitions of Employee Engagement
Employee Engagement is akin to the idea of motivation but it is a more than simply
motivating employees. Motivation, seeks to incentivise performance, engagement
seeks to stimulate a sense of identity and encourage a sense of alignment with the
aims and goals of the organisation. Kahn (1990, p 694) was the first to bring the
construct of engagement into the workplace. He conceptualized that engagement was
the “harnessing of organisation members’ selves to their work roles; in engagement,
people employ and express themselves physically, cognitively, and emotionally during
role performances”. In trying to understand what is EE there are many varying
definitions on what engagement is considered to be. As yet, there is no agreement on
a single definition of work engagement. Hence commercial and academic measures
are each developed from overlapping, but not using identical starting points according
to Macey and Schneider (2008). According to Maslach and Leiter (1997, p 24),
engagement is characterized by energy, involvement, and efficacy, the direct
opposites of the three burnout dimensions. They argue that, in the case of burnout,
energy turns into exhaustion, involvement into cynicism, and efficacy into
ineffectiveness. Contrary to those who suffer from burnout, engaged employees have
a sense of energetic and effective connection with their work, and instead of stressful
and demanding they look upon their work as challenging. Andrew and Sofian (2011,
p 570) see engagement as the active use of emotional, cognitive, and behavioural
energies at workplace while working in coherence with the organisation’s objectives
and strategies. Macey and Schneider, (2008) summarise engaged employees are
focused, energetic, fully engrossed in their jobs and are highly motivated to direct
their focused energy towards organisational goals. Most scholars agree that
engagement includes an energy dimension and an identification dimension. Work
engagement is characterized by a high level of energy and strong identification with
one’s work. The perspective of this special issue is that the field is served best by a
consistent construct for work engagement, one that focuses on employees’ experience
of work activity.
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Engagement is seen to be one such higher order positive psychology construct which
is concerned with the employees’ experiences of work and organisation that further
determines the extent to which they work in consonance with the organisations’
objectives. Schaufeli et al. (2002, p.74) define engagement as a “positive, fulfilling,
affective-motivational state of wellbeing that is characterized by vigour, dedication
and absorption”.
The Chartered Institute for Performance Development defined EE “as a combination
of commitment to the organisation and its values plus a willingness to help out
colleagues. It goes beyond job satisfaction and is not just motivation. Engagement is
something an employee has to offer. It cannot be required as part of their contract,”
(Cipd.co.uk, 2013)
While there is much variation in the literature that I reviewed in the what academics
and working professional see as Employee Engagement, what can be agreed on is that
there is a focus on the employee going above and beyond their contract of work.
Defining what people see Employee Engagement as is vital when trying to analyse a
HR manager’s role in fostering Employee Engagement.
2.3.1 The Benefits of Employee Engagement
There is continual focus on the role that an engaged employee can make in the
workplace and how it can be of benefit to the organisation. Borman and Motowildo
(1997) saw it as contextual performance. This is defined as activities that “contribute
to organisational effectiveness in ways that shape the organisational social and
psychological context that serves as the catalyst for task activities and processes”
Borman and Motowidlo (1997 p.100), This is aligned to the findings of Pendleton
and Furnham (2011) who felt the organisation must create the conditions for a
positive and effective working environment which in turn impacts on the engagement
of the employees. Studies such as the MacLeod and Clarke (2011) have affirmed
these findings that engaged employees are more proactive and energetic then
unengaged employees. In other words, they are more likely to be better in contextual
performance in addition to the task performance (Bakker, 2011; Christian et Al.,
2011). Engaged employees experience greater attachment to their work and
organisation according to Schaufeli and Bakker (2004) and they are more likely to
do things that augment organisational effectiveness Saks (2008).
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Lockwood (2007a) recognized engagement as a critical factor increasing productivity
and improving customer service.
Considerable focus has been given to EE in contemporary organisations due to the
recently reported positive relationship between engagement and direct measures of
organisational effectiveness as job performance, output, quality, customer satisfaction,
profits, and business growth Sundaray (2011,p. 53). As a result EE is the central
focus of various organisations in the current environment. Organisations are seeking
ways to embrace the concept, designing development plans, and surveying their
employees to explore what they need according to Wollard and Shuck (2011). Saks
(2006, p.602) has suggested employees are likely to exchange their engagement as a
state of reciprocal interdependence for economic and socio-emotional resources from
their organisation.
Studies have posited engagement as the most influential business driver of
organisational success and performance. This is due to fact that engaged employees
are more enthusiastic and dedicated to the organisation; they more capable of
investing their physical strength and emotional energy towards the organisational
goals. This engagement leads to better organisational performance, studies have
shown that organisations with engaged employees create higher performance levels
and remain ahead of their competitors Towers Perrin Global Workforce Survey
(2007/2008). Cook, (2008), Bakker et al (2003) highlighted other positives that can
be produced through EE as being: higher productivity levels, low attrition rates and
higher levels of customer satisfaction. A survey of employee attitudes found that
engaged employees tended to take less sick leave and were less likely to leave their
employer than their non-engaged counterparts (CIPD Annual Survey Report,
2006).McLeod and Clarke (2011 p.3) noted that they had seen many examples of
companies whose performance and profitability had been transformed by EE
complimentary to this Mirvis (2012) noted a positive correlation between engaged
workforce and increased company financial outcomes.
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2.3.2 Employee disengagement and the negatives
Khan, (1990, p. 694), sees employee disengagement as “the uncoupling of selves
from work roles; in disengagement, people withdraw themselves physically,
cognitively, or emotionally during role performances”. He suggested that a person’s
nature affected their ability to engage in some types of role roles.
The negative impact that disengaged employees can have in the workplace was
highlighted by Buckingham (2001, p. 37) such employees were “intent on sharing
with colleagues the many reasons for which they believe their organisation is such a
rotten place to work”. They also found the longer employees remained in the
organisation the more disengaged they became. A study over 30 years done by the
Gallup in the US found that the ratio of engaged employees to disengaged employees
in organisations was 1.83 to 1.
This small imbalance was estimated to have cost more the USD 300 billion in lost
productivity each year Buckingham and Coffman (1999). Nita Clarke; joint author
of the MacLeod review had stated that better engagement could have prevented the
near-collapse of the Royal Bank of Scotland, Some senior strategists were far from
engaged according to Phillips (2009).
2.3.3 Negative Factors that affect Employee Engagement
Pech and Slade (2006, p. 24) cite that some forms of disengagement can be attributed
to the external environment. They argue that the employee may feel a sense of
instability emanating from the government, unions or neighbours. The external
environment and the organisation restructuring their work force can affect the
employees feeling of security. West (2000) felt the negative effects that restructuring
or downsizing can have it can lead employees to have a negative view of their work
environment and that it can lead to job insecurity. Bosman, Buitendach and
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Rothmann (2005) found job insecurity to be negatively related to Employee
Engagement.
It can threaten the happiness and peace of mind of employees due to the loss of a
steady income. Siegrist et al. (2004, p.1483) argued it could also threaten the
satisfaction of intrinsic needs of employees, including autonomy and competence.
Employees experiencing job insecurity are less supportive of the goals and values of
their organisations Ryan and Deci (2000). Van Schalkwyk et al (2010, p.4) noted
employees become disengaged from the work of the organisation, which leads to a
reduction in quality of their own personal work.
2.4 Positive Factors of Employee Engagement
There are a multiple of factors that can affect EE levels in a positive manner. It is
important to highlight what these factors are so that they may be recognised in the
research process, and how they are also useful for HR managers in the workplace as
they can prevent or minimise factors that lead to disengagement or foster the
environment or factors that lead to EE.
2.4.1 Two way communication
The role that communication plays in engaging employees is vital. Several scholars
have highlighted the positive influence on engagement that communication can have
(Chong, 2007; Saks, 2006; Welch and Jackson, 2007).Communication between
managers and employees should increase the level of trust within the organisation.
Studies have found that internal communication between leaders their employees,
motivates their employees to provide a superior service to customers Lowenstein
(2006) cited in Mishra (2014, p.184). Rees and French (2010) noted that allowing
employees have a voice is beneficial to engagement levels within organisations. Akin
to this Pounsford (2007, p. 33) found that informal communication and coaching led
to increasing levels of EE. Thomas, Zolin and Hartman (2009, p.302) revealed that:
“when employees perceive that they are getting information from their supervisors
and co-workers that is timely, accurate, and relevant, they are more likely to feel less
vulnerable and more able to rely on their co-workers and supervisors”.
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Trahant, (2009) cited by Mishra, Boynton and Mishra (2014, p.188) found that EE
starts high as employees enter the organisation. Engagement can drop the first year
and for the first five years after the employee’s entry in to the organisation. This
highlights the crucial role that communication plays between organisation and
employees, the need for immediate and constant communication with employees by
aligning them with the organisation and promoting professional development and
asking for feedback and listening to their concerns and views.
2.4.2 Vision and Role Clarity
The importance of employees having a clear role and vision in that was aligned to the
company’s strategy was highlighted throughout the various literature .Cooke et al
(2011) felt that having a strategy that you can believe in will motivate your employees
to work towards it. They believed that it was important that employees know what is
expected of them in the role so they understand what they are working toward.
The importance of having role clarity relative to the organisations strategy is was also
put forward. Bhatti, et al, (2011) who argued that if employees do not have clarity in
their role it can result in them not meeting their objectives. Alike the previous
literature Sudaray (2011), concluded that employees should have an understanding of
their organisations values and what they trying to achieve. This is important because if
employees align themselves with how the organisation operates and agree with what they
are trying to achieve, it will improve engagement levels. The Towers Perrin (2003)
study of engagement identified that score’s for the critical aspects of rational EE
(Employees who have role clarity with how their job relates to the organisational
strategy) were higher than those employees who had an emotional sense of
engagement (Such as Pride in their organisation).
2.4.3 Trust
The role of respect and trust plays in the area EE continuously arises throughout the
relevant literature Managers and leaders need to develop an understanding with their
employees where they both trust and respect each other. In their 2011 report
MacLeod and Clarke outlined their understanding of the importance of mutual
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respect between leaders and subordinates in employee. The need for two-way
relationship between employer and employee is emphasized in Robinson et al (2004).
They concluded that if an organisation is able to provide fair economic rewards, and a
climate of mutual trust, commitment, and participation, their employees tend to be
engaged at high levels while feeling obliged to respond in kind way.
Wollard and Shuck (2011,pp. 429-446) identified 21 organisational factors that aid
in the development of EE, most of them revolve around enhancing the employees’
positive psychological experiences at workplace, for instance, role clarity, job-fit,
rewards, feedback, challenge, positive workplace climate, etc.
2.4.4 Empowerment
Empowerment features strongly in the literature of management and Employee
Engagment. Johnson (1994) sees empowerment of employees as a factor creates an
environment that fosters success, because employees are empowered through greater
responsibility, decision-making authority, information and feedback, as well as
motivation, support and encouragement. Thomas and Velthouse (1990) summarise
that empowerment and delegation of tasks should increase employees intrinsic task
motivation by influencing task assessments related to psychological empowerment.
Employee’s involvement in the decision making and empowerment has been both
directly and indirectly linked to EE (Hakanen et al 2006, Demerouti et al 2000,
2001, Bakker et al 2003).
2.4.5 Training and development
The benefits of training and development are that it creates a sense of loyalty for the
organisation. Armstrong (2012) reasoned that employees, who felt invested in by the
organisation, would develop a sense of loyalty towards their employer this view was
also shared by Taylor (2004), according to Frank et al. (2004, p. 20). Mercer LLC
(2007) cites training and development as a method for enhancing EE. Another benefit
of training and development is that promotes innovation and creativity in the
workforce according Wellins et al. (2005, p. 14).
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2.4.6 Leadership
The importance of a leadership as factor to EE is peppered throughout academic
literature. Northouse (2007, p3) sees leaders are commonly considered those
individuals that have clout— commonly assigned through formal position or authority
to influence group members and move them toward a common organisational goal.
Bass and Avolio (1993) conclude that leadership can have effect employee
performance through its impact on the organisational culture and EE this is reinforced
by Pendleton and Furnham (2011) findings.
The leaders of organisations can impact on the employees engagement levels both
positively and negatively. This is confirmed by The Aon Hewitt paper (2012, p 2)
on engagement which argues that engagement comes from the top of the organisation
and without leadership engagement companies will not be able to “engage the hearts
and minds of their employees”.
Strong leadership is also promoted by Gallup who proposed the Gallup Path2
(“Gallup Strategic Consulting Services: Leadership Strategy and Advice”, 2013)
which reiterates that managers who are able to engage staff will in turn lead staff to
engage customers. Gallup’s research has confirmed the benefits of engaged
employees, even in a downturn (Gallup Incorporated 2013).
The leadership of the immediate manager to is deemed to be the most important
variable to enhance engagement according to Wallace and Trinka (2009).
Leaders the behaviour leaders display which includes sharing power with his/her
employees, emphasising accountability for outcomes and encouraging autonomous
decision making, sharing knowledge and information, encouraging risk and
innovation, and treating setbacks as opportunities to learn all are factors that
contribute to EE cited in Van Schalkwyk et al (2010)
In their 2011 report McLeod and Clarke outlined their understanding of the
importance of mutual respect between leaders and subordinates in EE noting:
“Employee engagement strategies enable people to be the best they can at work,
recognising that this can only happen if they feel respected, involved, heard, well led
and valued by those they work for and with”. MacLeod and Clarke (2011, p.7)
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Madu (2011) noted that the leader needs to have sufficient capability to focus his
subordinates on the key priorities of the organisation. In agreement with this Wallace
et al. (2009) highlighted the critical role that leaders play in encouraging employees
to align themselves with goals and values of their organisation. A Towers Perrin
survey (2003) who found that the most important driver of engagement was senior
management’s interest in employee wellbeing.
2.5 What is HR doing for Employee Engagement (a
practitioners view)?
The practitioner-based research and literature has largely focused on drivers of EE.
Practitioner papers (for example: CIPD (Robinson et al 2004, Robinson and
Hayday 2009); MacLeod and Clarke (2009); The Training Foundation (Mitchell
et al 2010) cited these drivers as key to EE: senior leadership, communication and
visibility, good-quality line management clear vision/line of sight ,voice – opportunity
to share ideas and opinions and input into decision-making, development
opportunities being ethical – treating individuals with respect, fairness and showing
integrity, organisation demonstrating care and concern for employee well-being. The
CIPD has commissioned studies in the area of EE and the benefits of having engaged
employees.
Recently they have produced reports detailing the Management competencies for
enhancing Employee Engagement (2011). This study identified the key area that
managers need to develop in order to foster EE those areas were: leadership, voice
and integrity. Leadership inspires ownership and commitment from employees at all
level of the organisation. The voice was seen as being empowering employees and
seeking out their views and employees seeing that views and opinions count and
makes a difference to the organisation. Integrity was the highlighted as behaviour
throughout company that is aligned with the goals and values of the organisation.
They also developed a managerial frame work in order to foster EE, CIPD (2012)
“Managing for sustainable Employee Engagement: developing a behavioural
framework”. This report provides a detailed breakdown of managing sustainable EE.
Gourlay et al (2012) states the CIPD have been exploring not just the behaviours of
engaged employees, but the motivations underlying those behaviours. They have also
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identified the issues which can affect EE they in their (2009b) highlighted the
potential barriers to EE as being recession, conflict at work and issues with pay.
2.6 Management and Employee Engagement
The importance of the line manager in EE and other HR initiatives is emphasised
through various literature. Whittaker and Marchington, (2003, p.250) felt that it is
more appropriate for managers to take responsibility for people management. As they
work alongside the people they manage and their actions are more appropriate and
immediate. The importance of managers as a spokesperson for the organisation was
noted by Shanock and Eisenberger (2006,p.690 ) “since line manager’s act as
organisational representatives, the extent to which they value their subordinates’
contributions and care for their wellbeing will reflect positively on the organisation
as a whole”. However Brewster and Soderstrom (1994) concluded that managers
may have a reluctance to take on HR initiatives due to excess workloads.The
development of manager’s soft skills such as communication and guidance was found
by Hutchinson and Purcell (2003) to positively influence the organisations
performance. Managers have a vital impact on EE levels according to Ott (2007) as
they are large percentage of many employees’ daily interactions.
Hakanen et al (2006) identified that that supervisory support as being a positive
factor in EE. Aligned to this Wellins and Concelman (2005) found that workers who
had a low level of engagement generally had poor relationships with their managers.
AON Hewitt (2011, p.1) argued “The more engaged your managers are the more
time and effort they will be willing to spend on engaging their own teams”.
CIPD (2011). The Management competencies for enhancing employee
Engagement, this study highlighted the areas of Leadership, Voice and Integrity as
the core competencies which managers need to foster EE in the organisation.
Managers who display leadership skills will spark commitment from employees at
every level of the company. It argued that managers should facilitate and empower
their staff rather than restricting them. The study identified that managers should
respect their staff and show commitment to developing and increasing the capabilities
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of whom they manage. Managers should seek employee’s views and opinions on
topics and allow employees to see how their views benefit the organisation.
The integrity aspect was seen as developing employee behaviours throughout the
entire organisation and ensuring behaviour consistently aligned with the goals and
stated values, which leads to a sense of to the sense of integrity and pride. These were
the key competencies identified from the study that managers need to develop in order
to enhance EE in the workplace. The CIPD supplemented this with the “Managing
for sustainable Employee Engagement: developing a behavioural framework”
(2012).This framework was produced using management competency frameworks
one focused on boosting EE and focussed on reducing stress in the work place.
The key competencies were focussed on managers being open and fair with their
employees focusing on interpersonal reaction. Being able to handle conflict and using
the appropriate organisational resources in doing so. The manager should guide
employees in their roles and responsibilities in the organisation. Managers need to
develop and sustain relationships, with employees through personal interaction.
Finally managers should seek to encourage employee development through the
arranging career progression and development. These studies are in alignment with
the beliefs of Pendleton and Furnham (2011) who contend that managers who focus
on producing positive settings will result in EE.
2.7 Engagement of bank staff and Banking culture:
While there was large gap in the literature on EE in the banking sector I was able to
find a running theme which was a sense of disengagement with the values of the
baking sector and the organisations ethos. The MacLeod review highlighted the issues
with disengagement which had occurred at RBS and how that had led to the bank to
the brink.
In the Irish banking sector the literature highlights the same issues a joint Oireachtas
committee on Finance, Public Expenditure and reform, It noted: “Employees … have
been repeatedly demoralised … by an apparently uncaring and out of touch executive
team” IBOA (2011,p.10)
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The committee also stated that:
“The Department of Finance and industry leaders appear to be of the view that, in
effect, banking employees are collateral damage and that they have no right to be
treated with the due respect they deserve, have no role in shaping the future of the
sector and no right to be consulted about their own personal futures, either in the
context of redundancy or with regard to the restructuring of the industry.” (IBOA
2011 p.5)
The Oireachtas committee on Finance, Public Expenditure and reform highlighted the
negative culture and uncertainty faced by bank employees. The negative trend are
acknowledged in CIPD “Employee outlook focuses on rebuilding trust in the city
(2013, p.5)” only one in ten employees in the banking and financial sector were
attracted to the profession because of what the organisation stood for, or its values”.
These employees felt that a misalignment had occurred during the financial crisis
between their own personal values and those of the banks for whom they worked.
The survey suggested that there was dissatisfaction with how people are rewarded in
the banking and financial services sector. The report highlighted the main obstacle to
changing the banking culture is the extent to which organisational values, which are
often refreshed and referenced to provide a framework for culture change, actually
influence how people in the organisation behave. The consistent theme throughout the
various literatures was that there was a culture of risk and excessive lending in the
banking industry.
This was highlighted by a study by PWC in which 73 percent of survey participants
highlighted culture and excessive risk-taking as the major cause for the banking crisis
Gosling, T. and Terry, J. (2008, p.8)
Amigo et al (2014, p 225), revealed a high level of burn out and disengagement
among employees of Spanish savings banks. 56% of the more than 1,300 worker’s
studied, showed a high risk of suffering burnout. They cited the reason why frontline
employees would feel disengaged might be due to the fact that branch office workers
come into daily contact with people with serious economic problems, such as the
inability to pay certain bills or problems paying the mortgage and they have to deal
with these problems. The above literature does not indicate that banks were fostering
an environment where EE was facilitated.
