Examine features of Nestle that might create barriers to achieve high levels of employee engagement and how to overcome

Examine features of Nestle that might create barriers to achieving high levels of employee engagement and how these barriers might be overcome.<br />
Please use my guide and include at least 10 citations.<br />
Paragraph 1 (2 citations, 140 words, Introduce the topic &amp; question)<br />
 Discuss the term barriers to employee engagement and its effect on reducing employee<br />
engagement towards the high performance of both employees and organisations - citation<br />
 Make a judgement (or opinion) on the likely barriers to high employee engagement levels in<br />
your company using evidence based arguments (eg. using statistics) – citation.<br />
 Outline some of your company’s organizational features which may contribute to these<br />
barriers to employee engagement. Consider:<br />
o Resistance to change by managers and employees<br />
o Hierarchical and bureaucratic organizational design resulting in unfulfilling jobs<br />
o Rigid, dehumanized or toxic work culture can reduce engagement<br />
 Discuss the likely consequences of these barriers on employee engagement levels in your<br />
business eg. high staff turnover, low staff morale, loss of competitive advantage.<br />
 Discuss the need to overcome these barriers by mentioning 2-3 strategies which can be<br />
used.<br />
<br />
 Outline the overall intent of the essay which is to examine the likely features of your<br />
company which can stifle high employee engagement with recommendations to overcome<br />
these barriers.<br />
<br />
Paragraph 2 (2 citations, 140 words, discussion of the resistance to change barrier)<br />
 Introduce that resistance to change by managers and staff to employee engagement<br />
strategies might be a potential barrier to employee engagement in your company – citation to<br />
support this argument.<br />
 Explain 2-3 principles of the organizational feature of resistance to change- use a<br />
citation. Some principles include – relate to Watson and Gallagher (2005):<br />
o Staff might be reluctant to transition from their old way of working to a new approach.<br />
o Some reasons for staff resistance include fear of change, more work, job loss, change<br />
to power status, demotion to a lower status job.<br />
o Staff may not trust management on the engagement strategies<br />
 Provide an example of how resistance to change to employee engagement could be<br />
demonstrated in your business eg. staff working to rule, high absenteeism, rise in staff-<br />
management conflict, negative staff feedback from surveys etc.<br />
 Discuss the potential consequences of such resistance on employee engagement levels.<br />
Eg staff does the bare minimum, low staff productivity, unmet targets.<br />
 Recommend a strategy of how such a barrier might be overcome in your business. For<br />
example:<br />
o Managers getting staff feedback on the engagement change – Acas (2014)<br />
o Using Kurt Lewin’s (1951) force field analysis to understand the forces for and against<br />
the change<br />
o Using change management strategies of involving employees in designing the change,<br />
regular communication and collaboration to introduce change whilst communicating the<br />
benefits of the employee engagement strategies. -relate to Acas (2014) How to manage<br />
change<br />
o Negotiation strategies with their staff – Armstrong and Taylor (2017)<br />
o Use of employee change champions – Freeman (2013)<br />
<br />
Paragraph 3 (2 citations, 160 words, discussion of organizational bureaucracy leading to<br />
unfulfilling jobs)<br />
<br />
 Introduce bureaucratic jobs with high task specialization, little variety, routine and repetitive<br />
can potentially serve as a barrier to employee engagement in your organization.<br />
 Explain 2-3 principles of the barrier described above - use a citation. Some principles<br />
include:<br />
o Jobs which are highly bureaucratic, routine and repetitive where management make all<br />
the decisions reduces employee engagement – staff has little input on decisions.<br />
o According to the Human Relations Theory to management, employees are engaged<br />
when jobs offer employees task variety, feedback on performance, opportunities to<br />
contribute on the work process, “voice”, social needs and autonomy.<br />
<br />
 Provide an example of how the bureaucratic job barrier could be demonstrated in your<br />
business.<br />
 Discuss the potential consequences of this barrier to employee engagement levels and<br />
unfulfilling jobs in your company.eg low productivity, staff doing the bare minimum, rise in<br />
conflict.<br />
 Recommend a strategy of how such a barrier might be overcome in your business. For<br />
example:<br />
o Consider job design strategies such as job rotation, job enlargement and enrichment<br />
(See Chap. 1)<br />
o Design jobs and create a culture which allows for employee voice in company<br />
decision making (see page 80)<br />
o Practice democratic leadership where leaders consult with staff on making company<br />
decisions.<br />
<br />
Paragraph 4 (2 citations, 160 words, discussion of a toxic work culture between management<br />
and staff)<br />
 Introduce that a toxic organizational climate and culture between management and staff<br />
can potentially service as a barrier to engagement. Define toxic cultures using a citation –<br />
conflict, distrust and antagonism between management and staff.<br />
 Explain 2-3 principles of the barrier described above - use a citation. Some principles<br />
include:<br />
o Characterized by confusion, distrust and poor communication between management<br />
and staff<br />
o May occur during the business or in some departments<br />
<br />
o Evidence by workplace conflicts between management and staff, low staff engagement<br />
and active criticism of management actions by staff, high turnover and absenteeism<br />
 Provide an example of how this barrier could be demonstrated in your business eg. Managers<br />
treating staff as expendable commodities with a dictatorship leadership style – throughout the<br />
business or in some departments.<br />
 Discuss the potential consequences of this barrier to employee engagement levels eg.<br />
leads to employee disengagement, low morale and absenteeism.<br />
 Recommend a strategy of how such a barrier might be overcome in your business. For<br />
example:<br />
o Change management of organizational culture to a positive work culture is where both<br />
management and staff collaborate on company issues – involving transformational<br />
styles of leadership – citation, also relate to Bridger’s (2014) – creating a community of<br />
engagement leaders.<br />
o In creating a positive work culture conducive for employee engagement – relate<br />
Harrington’s (2011) work.<br />
o Also relate to Romans and Tobaben’s (2016) article – building engagement cultures to<br />
overcome engagement barriers.<br />
o Using strategies to promote a positive psychological contract between management and<br />
staff. (See Chapter 2)<br />
<br />
Paragraph 5 (100 words, wrap up the discussion)<br />
 Summarise the major features that could lead to barriers to engagement in your<br />
organization.<br />
 Discuss the likely impact of these barriers on employee and business performance in your<br />
organization.<br />
 Recommend an overarching strategy for your company to use in overcoming these<br />
barriers. Eg. organizational design – redesign of the company’ reporting structure and its<br />
culture to promote employee engagement.<br />

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