This is the first of two papers that concern employee engagement, this one aims to review the literature and the second, to be in the next edition, aims to look at a detailed study at a large UK motor vehicle retailer the RRG Group.
The aim was to assess the main factors encouraging or preventing employee engagement, with specific reference to those employed within certain branches. The methods used were: assessing the qualitative data through attitudinal surveys, analyzing complete customer satisfaction (CCS) scores and telephone interviews with former employees.
Research suggests that employees are fairly constant in how involved they are in their jobs and organizations, or how alienated they have become. However, it is more realistic to assume that reactions to work fluctuate over a period of time. The link between employee engagement and work performance is explored.
The second part will, in the next edition, discuss with reference to research in the motor retail sector the key role of management in creating and maintaining an engaged workforce.
The fluctuating nature of engagement is explored in the context of the management role in enhancing work performance.
