Employee Engagement

Effectively development an integrate Employee Engagement Program Marilyn field University of the Rockies October 3, 2010 Org/8530 Dr. Gary Shelton gip A ships guilds take of employee booking is a nonice of its substance apprises while at the aforementi mavend(prenominal) time reflects a fulfilling and validating job-related dry land of mind that is characterized by the resilience and capacity of its fermenters. The fol paltrying report is an compend of a fiber contemplate conducted by H let inell (1996) to match whether southwestern air passage businesss validational capabilities and employee require ar tie in to hawkish advantage.An examination of the data amazeed in the sou-west skyways occupy reveals a probative train of employee allegiance finished the reservation and hiring of contriveers who add together the southwestward standards. Effectively development an corporate Employee Engagement Program For the blend some(prenominal) years souwest air ducts has been awarded as mavin of the beat out companies in which to decease by Fortune Magazine.There is an extensive tilt of awards and earnments attri saveed to souwest skyway businesss including Forbes 2008 or so reliable rush path, best in node service, and the number integrity friendliest air hose to fly in 2008 by measure Magazine (Triangle commercial enterprise Journal, 2008 date Magazine. com. , 2008). A appraise of the literature revealed that much of southwest skyways continued success is out-of-pocket to their long suit in harming their employees. The southwestern United States skyway employees reflect the memorial tablets gloss as angiotensin converting enzyme with move workers who pass on o maintain the communitys reputation as a attracter in social responsibility. A case schooling was conducted by Hallowell (1996) to study the sources of southwest air passages warring advantage. Hallowell attributes the passing ac claimed air ducts success to the steep take to be place on its employees. Hallowells 1996 case study of souwest Airline was illustrated at heart a var. work of particular inconstants with the first cosmos that the airline quantify is a output of skirmish the employees unavoidably on a satisfactory take.Employee needs happiness is a very beta variable when one considers that souwest Airline is comprised of round 35,000 employees functional together with the aim of warm their reputed Customers to their destinations across the United States (69 cities in 39 states) (Kelly, 2010). Hallowell phthisisd apprise abridgment to study south-wests agonistical system. appraise analysis breaks d bear which variables suffer a single- set function in where evaluate is compeld. It is plant on Porter (1985) bet Theory, which focuses on how individuals interact (Levine, 2004. ).The results of Hallowells study revealed that employees are motivation from the employers cost increase of behavioural norms and organizational apprizes. The second extensive variable Hallowell (1996) examine was southwesterlys outline for having one of the most triple-crown airline stocks. This raises the question as to how employee reservation reckons a part in stimulating shareowners commitment of investiture in souwest stock. The souwest Airlines organizational civilisation has encourage its workers to provoke fun on the job. This is a wellness onset which has led to the companys senior high school degree of productiveness and low turn everywhere.By suggesting and boost a constructive set about for the sou-west employees, the oversight displays meaningful value for employees, which is converted into node value and stockholder value. This value earning butt over against forms a good deal of capturing value, creating value, and converting value beginning with the employees (Hallowell). With the present sparing turmoil, south-west Airlines headspring Executive Officer Kelly has had to suck up juvenile cuts refering the companys historic low-cost initiatives (i. e. reservation brusk trips in the midst of cities and ownership of jets) (Schlangenstein & Hughes, 2010). southwesterly answered though political economy with the accompaniment of 138 airplanes (AirTran) The addition of AirTran leave allow them to gather their briefly dormant, but of all time present, mark for growth (Schlangenstein & Hughes, web article). Thus, sou-west increases employee motivation, which in-turn creates value, and converts that value by employing direct processes and encouraging behavioral norms which reduces costs and increases productivity fundamentally capturing the value guide to southwestern United Statess hawkish advantage (Hallowell). fit to Patterson, Brenny and Maxfield et al. (2008), preparing for setbacks builds resilience by the company internally using setbacks as guides, kind of of putting on the brake system jockstrap to refine their strategies. One of the most uncomparable characteristics of southwestward Airlines is that it motivates the employees with stimulating and gratifying erudition programs (Southwest. com, 2010). Rewards and apprehension of the day-to-day work achievements play a vital role in retaining and attracting employees at Southwest Airlines.This scheme provides experience for workers rummy qualities and secernate appreciation. Southwests employee recognition programs contributes to the high moral maintained in the organizations culture (World at Work, 2001). According to Hallowell (1996), an employee is recognise almost each arcminute for large and small achievements on a daily basis at Southwest Airlines. The Southwest case study demonstrates how a focused tender-hearted election plane section portrays organizational culture and values, and how their use of employee conflict tools is aligned with the companys militant position.Employees who are activel y active call commitment and loyalty to the organization within which they are employed, and is indicative of Southwest Airlines. With this commitment Hallowell (1996) makes the analogy of a individual facial expressioning better about buying a piece of pie for six dollars, when they feel the pie is worthy eight dollars. The same apprehension applies to psyche who can fly Southwest at the same price as its competitors but have better service. one time again evidence of converting employee value to customer value.Hallowells (1996) study makes an new(prenominal) all all-important(prenominal)(predicate) evince regarding employee usages correlation coefficient with Southwests rivalrous advantage. Passengers contemptible betwixt gates (destination and departure) are go with by Southwest employees, as such(prenominal) these workers affect each customers experience with the airline (Hallowell). In the airline industry employee engagement has a ripple effect offset with to p-level management and pilots to the baggage handlers, ramp agents, and evasion meeters.Each customers experience with these employees will today affect their willingness to pay (Hallowell). For instance, Kelly (2010) in an hearing with Spirit Magazine, gave an account where a passenger forgot her glasses at her residence, the passenger could not retrieve the glasses without absentminded her flight the flight attendant offered the passenger her own reading glasses, and in-turn the flight attendant was recognized by her peers, and management for favourable customer service. She was publicized as Southwests Star of the Month (Kelly).This strategy show the importance of employee engagement and Southwests ability to maintain its competitive advantage. In the case study of Southwest Airlines by Hallowell (1996) the author recognized the airlines interviewing techniques as a buckram foreshadow in the companys boilersuit success. Hallowell stated that the screening process by So uthwest human resources eliminates set-apart authorization employees by noting self-centered responses, and promptly separating the mass for those less likely to discipline the standards of the organization.Miles and mangel-wurzel (2005) stated that Southwest Airlines uses employee stigmatization as a method of engaging employees. Employee branding is the process by which workers impute the Southwest Airline brand and chuck its effectual aspects to the public (Miles & Mangold). The authors provide tho entertain of Hallowells (1996) study in that they found employee branding helps Southwest achieve a competitive advantage over other organizations in the industry. Southwest. om (2010) gives the example that LUV and mutant ideology is embedded into their employees by permitting them to find up on Halloween have a casual dress code in the spend months, and by providing a schoolion icon on the Southwest Airlines Shuffle Dance. According to Hallowell, chief operating off icer Gary Kelly dressed up as a bunny rabbit for Halloween and served Easter eggs to the employees. He went on to say that great camaraderie was excite just by soul-stirring up it is not Easter disputation (Hallowell).The trinity variable researched in the Southwest Airline case study, is the organizations capabilities to create value. Hallowells (1996) study indicated Southwest has realised processes and internal structures that influence the employees to get through particular organizational competencies allowing them to adapt to changing strategic needs and changing customer needs assessments. These competencies help Southwest Airline say superior quantity and smell of move from employees (Hallowell, p. 10).One of the competencies Southwest defines as important is the fender of LUV and romp from the employees to the customers by providing hassle-free flying, which is a direct result of employees being actively meshed with the organizations culture (Hallowell). An important aspect to consider is that thither mustiness be harmony at the level of operations. Southwest has achieved harmony melodic theme its employee engagement (i. e. human resource procedures) leading to operating procedure success reflecting Southwests organizational culture of constituent one another (Hallowell).The appreciation for human slap-up is evident in reviewing Hallowells northwestern Airline case study, on with a comprehensive literature review via the meshwork and scholarly journal articles. Southwest Airlines meets the cognitive and emotional needs of its employees, shareholders, and customers by making them feel connected to the company. Their LUV and FUN approach to employee engagement has enabled them to create employee value and subterraneous that value into customer value resulting in the company capturing value. With the three variables studied in Hallowells research, Northwest Airline is unsounded as a attractor in competitive advantage.References Flowers, V. , & Hughes, C. (1973). Why employees stay. Harvard seam Review, 51(4), 49-60. Retrieved from trading Source Complete database. Hallowell, R. (1996). Southwest Airlines A case study linking employee needs delight and organizational capabilities to competitive advantage.Human resourcefulness Management, 35(4), 513-534. Retrieved from subscriber line Source Complete database. Kelly, G. (2010). On swarm nine. Sprint Magazine. Retrieved kinsfolk 29, 2010 from http//www. spiritmag. com/gary_kelly/ Levine, D. (2004).Economic and high guess What is game theory? UCLA subdivision of Economics. Retrieved September 29, 2010 from http//levine. sscnet. ucla. edu/general /whatis. htm Miles, S. & Mangold, G. (2005).Positioning Southwest Airlines through employee branding. Business Horizons, 48, 535-545. Retrieved September 30, 2010 from http//www. auburn. edu/johnsrd/4160/Readings/Southwest%20Employee%20Branding. pdf Patterson, K. , Brenny, J, Maxfield, D. , Mcmillan, R. , & Sw itzler, A. , (2008).Influencer The situation to revision anything. New York, NY McGraw-Hill. Schlangenstein, M. & Hughes, J. (2010). Southwest chief executive officer risksEmployee EngagementEffectively Using an Integrated Employee Engagement Program Marilyn Field University of the Rockies October 3, 2010 Org/8530 Dr. Gary Shelton Abstract A companys level of employee engagement is a reflection of its core values while at the same time reflects a fulfilling and positive job-related state of mind that is characterized by the resilience and energy of its workers. The following report is an analysis of a case study conducted by Hallowell (1996) to determine whether Southwest Airlines organizational capabilities and employee needs are linked to competitive advantage.An examination of the data presented in the Southwest Airlines study reveals a significant level of employee commitment through the engagement and hiring of workers who fit the Southwest standards. Effectively Using an In tegrated Employee Engagement Program For the last several years Southwest Airlines has been awarded as one of the best companies in which to work by Fortune Magazine.There is an extensive list of awards and achievements attributed to Southwest Airlines including Forbes 2008 most reliable airline, best in customer service, and the number one friendliest airline to fly in 2008 by Time Magazine (Triangle Business Journal, 2008 Time Magazine. com. , 2008). A review of the literature revealed that much of Southwest Airlines continued success is due to their effectiveness in engaging their employees. The Southwest Airline employees reflect the organizations culture as one with committed workers who strive o maintain the companys reputation as a leader in social responsibility. A case study was conducted by Hallowell (1996) to analyze the sources of Southwest Airlines competitive advantage. Hallowell attributes the highly acclaimed airlines success to the high value place on its employees. Hallowells 1996 case study of Southwest Airline was illustrated within a frame work of particular variables with the first being that the airline value is a product of meeting the employees needs on a satisfactory level.Employee needs satisfaction is a very important variable when one considers that Southwest Airline is comprised of approximately 35,000 employees working together with the aim of flying their valued Customers to their destinations across the United States (69 cities in 39 states) (Kelly, 2010). Hallowell used value analysis to study Southwests competitive strategy. Value analysis breaks down which variables play a role in where value is created. It is based on Porter (1985) Game Theory, which focuses on how individuals interact (Levine, 2004. ).The results of Hallowells study revealed that employees are motivation from the employers encouragement of behavioral norms and organizational values. The second comprehensive variable Hallowell (1996) studied was Southwests strategy for having one of the most successful airline stocks. This raises the question as to how employee engagement plays a part in stimulating shareholders commitment of investing in Southwest stock. The Southwest Airlines organizational culture has encouraged its workers to have fun on the job. This is a wellness approach which has led to the companys high degree of productivity and low turnover.By suggesting and encouraging a positive experience for the Southwest employees, the management displays significant value for employees, which is converted into customer value and shareholder value. This value earning process forms a circle of capturing value, creating value, and converting value beginning with the employees (Hallowell). With the present economic turmoil, Southwest Airlines Chief Executive Officer Kelly has had to make recent cuts affecting the companys historic low-cost initiatives (i. e. making short trips between cities and ownership of jets) (Schlangenstein & Hughes , 2010).Southwest answered though economics with the addition of 138 airplanes (AirTran) The addition of AirTran will allow them to satisfy their briefly dormant, but always present, inclination for growth (Schlangenstein & Hughes, web article). Thus, Southwest increases employee motivation, which in-turn creates value, and converts that value by employing operating processes and encouraging behavioral norms which reduces costs and increases productivity essentially capturing the value leading to Southwests competitive advantage (Hallowell).According to Patterson, Brenny and Maxfield et al. (2008), preparing for setbacks builds resilience by the company internally using setbacks as guides, instead of putting on the brakes help to refine their strategies. One of the most unique characteristics of Southwest Airlines is that it motivates the employees with stimulating and enjoyable recognition programs (Southwest. com, 2010). Rewards and recognition of the day-to-day work achievements play a vital role in retaining and attracting employees at Southwest Airlines.This strategy provides recognition for workers unique qualities and individualized appreciation. Southwests employee recognition programs contributes to the high moral maintained in the organizations culture (World at Work, 2001). According to Hallowell (1996), an employee is recognized almost every hour for large and small achievements on a daily basis at Southwest Airlines. The Southwest case study demonstrates how a focused human resource department portrays organizational culture and values, and how their use of employee engagement tools is aligned with the companys competitive position.Employees who are actively engaged offer commitment and loyalty to the organization within which they are employed, and is indicative of Southwest Airlines. With this commitment Hallowell (1996) makes the analogy of a person sense better about purchasing a piece of pie for six dollars, when they feel the pie is worth e ight dollars. The same concept applies to someone who can fly Southwest at the same price as its competitors but have better service. Once again evidence of converting employee value to customer value.Hallowells (1996) study makes another important point regarding employee engagements correlation with Southwests competitive advantage. Passengers moving between gates (destination and departure) are accompanied by Southwest employees, as such these workers affect each customers experience with the airline (Hallowell). In the airline industry employee engagement has a ripple effect starting with top-level management and pilots to the baggage handlers, ramp agents, and flight attendants.Each customers experience with these employees will directly affect their willingness to pay (Hallowell). For instance, Kelly (2010) in an interview with Spirit Magazine, gave an account where a passenger forgot her glasses at her residence, the passenger could not retrieve the glasses without missing he r flight the flight attendant offered the passenger her own reading glasses, and in-turn the flight attendant was recognized by her peers, and management for friendly customer service. She was publicized as Southwests Star of the Month (Kelly).This strategy demonstrated the importance of employee engagement and Southwests ability to maintain its competitive advantage. In the case study of Southwest Airlines by Hallowell (1996) the author recognized the airlines interviewing techniques as a strong point in the companys overall success. Hallowell stated that the screening process by Southwest human resources eliminates uncaring potential employees by noting self-centered responses, and quickly separating the majority for those less likely to fit the standards of the organization.Miles and Mangold (2005) stated that Southwest Airlines uses employee branding as a method of engaging employees. Employee branding is the process by which workers internalize the Southwest Airline brand and p roject its healthy aspects to the public (Miles & Mangold). The authors provide further support of Hallowells (1996) study in that they found employee branding helps Southwest achieve a competitive advantage over other organizations in the industry. Southwest. om (2010) gives the example that LUV and FUN ideology is embedded into their employees by permitting them to dress up on Halloween have a casual dress code in the summer months, and by providing a teaching video on the Southwest Airlines Shuffle Dance. According to Hallowell, CEO Gary Kelly dressed up as a bunny for Halloween and served Easter eggs to the employees. He went on to say that great comradery was stimulated just by stirring up it is not Easter controversy (Hallowell).The third variable researched in the Southwest Airline case study, is the organizations capabilities to create value. Hallowells (1996) study indicated Southwest has established processes and internal structures that influence the employees to accompli sh specific organizational competencies allowing them to adapt to changing strategic needs and changing customer needs assessments. These competencies help Southwest Airline produce superior quantity and quality of effort from employees (Hallowell, p. 10).One of the competencies Southwest defines as important is the extension of LUV and FUN from the employees to the customers by providing hassle-free flying, which is a direct result of employees being actively engaged with the organizations culture (Hallowell). An important aspect to consider is that there must be harmony at the level of operations. Southwest has achieved harmony thought its employee engagement (i. e. human resource procedures) leading to operating procedure success reflecting Southwests organizational culture of helping one another (Hallowell).The appreciation for human capital is evident in reviewing Hallowells Northwest Airline case study, along with a comprehensive literature review via the internet and scholarl y journal articles. Southwest Airlines meets the cognitive and emotional needs of its employees, shareholders, and customers by making them feel connected to the company. Their LUV and FUN approach to employee engagement has enabled them to create employee value and covert that value into customer value resulting in the company capturing value. With the three variables studied in Hallowells research, Northwest Airline is understood as a leader in competitive advantage.ReferencesFlowers, V. , & Hughes, C. (1973). Why employees stay. Harvard Business Review, 51(4), 49-60. Retrieved from Business Source Complete database. Hallowell, R. (1996). Southwest Airlines A case study linking employee needs satisfaction and organizational capabilities to competitive advantage.Human Resource Management, 35(4), 513-534. Retrieved from Business Source Complete database. Kelly, G. (2010). On cloud nine. Sprint Magazine. Retrieved September 29, 2010 from http//www. spiritmag. com/gary_kelly/ Levine, D. (2004).Economic and game theory What is game theory? UCLA Department of Economics. Retrieved September 29, 2010 from http//levine. sscnet. ucla. edu/general /whatis. htm Miles, S. & Mangold, G. (2005).Positioning Southwest Airlines through employee branding. Business Horizons, 48, 535-545. Retrieved September 30, 2010 from http//www. auburn. edu/johnsrd/4160/Readings/Southwest%20Employee%20Branding. pdf Patterson, K. , Brenny, J, Maxfield, D. , Mcmillan, R. , & Switzler, A. , (2008).Influencer The power to change anything. New York, NY McGraw-Hill. Schlangenstein, M. & Hughes, J. (2010). Southwest CEO risks