Employee engagement: a case study on a Greek retail supermarket chain
Αδάμ, Ερμιόνη Κ.
This qualitative research was conducted for the purpose of studying employee engagement attitudes among a study group and to further develop and refine an instrument that gathers engagement information relevant to the human resources management field. The survey was based on a number of theories and models, such as Kahn’s model of three psychological conditions of engagement (1990), and Macey and Schneider’s engagement theory (2008). It was developed to assess employee engagement levels of 103 employees working in the AB Vassilopoulos’ store located in Thessaloniki, Greece. To address the conditions for engagement (job satisfaction) including career development, relationship management, pay, compensation and benefits, work environment, corporate culture, and employees’ opinions about their own perspective on engagement / satisfaction. To measure three different aspects of employee engagement: drivers, blockers and outcomes.
The researcher utilized an Internet- based survey, hosted by Survey Monkey, using an instrument consisting of 58 questions designed to evaluate employees’ engagement. Also included in the survey were 5 demographic questions which would give information about the employees. Two open-ended questions were included to allow for feedback from participants. Results were sent to the researcher in aggregate and anonymous form. Results reveal that Alpha- Beta Vassilopoulos employees demonstrate a high level of engagement and satisfaction. The company has created a culture of trust that shares a common vision and a common set of values that drives engagement through motivation and alignment of its people to a common cause, to contribute more and to support each other. However, work related stress and anxiety about job security can distract employees and undermine their enthusiasm. Maintaining employee engagement in a recession can be a challenge. AB needs to focus on improving employees perceptions of monetary rewards, while at the same time increase its communications of non-monetary benefits. Improved communications can help raise awareness and trust. AB needs to address these issues by giving employees access to counselling support and to maintain a healthy and positive workplace climate.