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 & 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 />
