A System Approach Model Development of Employee Engagement Factors Which Impact an Organization's Productivity

Abstract

In recent years, the global employment market has been subject to a growing body of theories in favor of allocating resources in both an instructive and applicable structure as to meet an increased trend in employee workplace commitment and productivity. Such theories propose that an unhealthy working environment may cause employee disengagement. It is implied that disengagement rates among employees result in lower rates of productivity and profitability. As such, it is of no surprise that this topic is viewed as one of the most controversial matters among accredited companies and organizations. Contrary to the above idea, employee disengagement is reported as one of the most striking objections in a system which crucially affected a company resulted in drawback and futility. On closer examination, with the help of the Gallup Employee Engagement Hierarchy pyramid, this research breaks down how distinguished and imperative factors such as workforce engagement, feelings of trust and happiness, and commitment to the workplace environment can foster improvement, growth, and productivity within a company or organization. This qualitative description study involves exploring employee engagement strategies that have been used within Toyota Production Systems (TPS) to implement programs which have encouraged and contributed towards solving employee engagement issues within the organization. The conceptual framework of the study utilizes employee-focused design theory. The major purpose of this research was to conduct statistical analysis and evaluate the organizational productivity level, as well as how it was affected by the engagement of employees. More importantly, this research helped to determine if there was any correlation between engagement and productivity.