Employee engagement means making employees feel valued and emotionally connected to their workplace, which encourages them to work productively (Motyka, 2018). This essay explains why employee engagement is important in businesses, focusing on Tesco. It also looks at key engagement practices and how stakeholders and motivation theories help shape these strategies.
MAIN BODY
Dwianto et al. (2019) say that employee engagement creates a culture where workers feel recognized and aligned with company goals. Engaged employees aren’t just doing a job; they care about the company, which leads to better productivity, commitment, and loyalty. This emotional connection helps teamwork, sparks innovation, and improves overall results.
Motyka (2018) points out that when employee goals match the company’s objectives, it sets the stage for long-term success. When employees know what’s expected and feel supported both emotionally and physically, they get more motivated. This lifts their spirits and boosts the company’s profits.
Sun and Bunchapattanasakda (2019) explain that engagement taps into employees’ knowledge and teamwork, making work more satisfying and increasing their commitment. Engaged workers bring new ideas and work smarter, cutting waste and raising output.
Employee Engagement Practices at Tesco
Tesco uses several methods to boost employee engagement and workplace morale:
- Colleague Briefing Sessions: Managers spend time with staff on the floor, encouraging open talks and solving daily problems (Awadari & Kanwal, 2019).
- Career Development Plans: Regular reviews help employees set personal and career goals with training, feedback, and support.
- Two-Way Communication: Tesco promotes both face-to-face and digital chats between managers and employees. Feedback forms and surveys keep everyone clear and aligned (Fadeyi, 2020).
These practices give employees more control, clear job roles, and a supportive environment, all helping engagement.
Stakeholder Involvement
Stakeholders like senior managers, line managers, employees, and customers all help shape engagement strategies. Engagement teams create policies, managers put them into action, and employee feedback helps improve them (Farrukh et al., 2020). Anonymous feedback encourages honesty, leading to smarter decisions. Happy employees lead to happy customers, linking engagement to customer satisfaction.
Motivational Theories in Engagement
Motivation is key to engagement. Some important theories are:
- Maslow’s Hierarchy of Needs: Employees move through levels like safety, belonging, and self-fulfillment. Tesco checks where each employee is and sets goals that fit (Mahipalan, 2018).
- Herzberg’s Two-Factor Theory: Tesco addresses both hygiene factors (like working conditions) and motivators (like recognition) to boost satisfaction (Kotni & Karumuri, 2018).
- Time and Motion Study: Breaking tasks into smaller goals helps employees focus and work efficiently, making their roles clearer (Coplan et al., 2018).
- Social Exchange Theory: Engagement is about give-and-take. Employees stay loyal when they feel benefits outweigh risks. Tesco balances this to build trust and loyalty (Yin, 2018).
CONCLUSION
This essay shows that employee engagement is at tesco for better performance, morale, and retention. Tesco’s strategies, supported by motivation theories and stakeholder input, help employees feel empowered and productive. Strong engagement leads to lasting growth and happier customers.
