MBA 530 GROW Model Template - Rashunda Wills 8/10

MBA 530 GROW Model Template Name: Rashunda Wills Date: 8/10/2024 Identified Trends

The provided data and observations reveal key trends within the organization’s employee engagement and satisfaction metrics over a four-year period. These trends are categorized into significant declines, steady areas, and interlinked focus areas that collectively inform strategic HR interventions aimed at improving employee morale, retention, and overall organizational health.

Paper For Above instruction

The decline in employee perceptions regarding organizational care and recognition signifies a troubling erosion of trust and engagement within the workforce. Over the past four years, the percentage of employees who feel that the company cares about them has decreased from 75% to 60%, indicating a significant drop in perceived organizational support. Simultaneously, satisfaction related to how well the organization utilizes employee skills has fallen from 48% to 35%, further emphasizing a disconnect between employee capabilities and their roles. Recognition and praise scores have also experienced a downward trend, with employees feeling less acknowledged for their contributions. The overall sense of being valued and appreciated is crucial as it directly impacts motivation, productivity, and commitment (Kuvaas, 2006).

Despite these declines, certain areas such as the organization’s commitment to providing value to clients and maintaining safe working conditions remain stable and high—both averaging around 80-90%. These steady areas suggest that core operational priorities are maintained effectively, though employee engagement initiatives lag behind. Respect for diversity and fair compensation also remain consistent, reflecting ongoing human resource policies that support inclusion and equitable pay. However, the underlying concern remains: the declining perception of organizational care and recognition correlates with decreased job satisfaction and engagement, potentially leading to higher turnover rates and lower productivity (Saks, 2006).

The interlinked focus areas identified through survey data reveal that low recognition and appreciation directly contribute to diminished job satisfaction. Employees feeling undervalued via recognition and praise also report lower satisfaction with their jobs and underutilization of skills, creating a negative feedback loop that undermines workforce morale. The perception that the company does not care enough further exacerbates these issues, potentially impacting long-term loyalty and organizational culture. These insights align with research indicating that recognition, meaningful work, and feeling valued are critical drivers of employee engagement (Brunetto et al., 2012).

Given the current state, the organization faces several challenges. Employees believe that their skills are underutilized, and supervisors provide limited support, which hampers motivation and innovation. The low scores in recognition and praise undermine efforts to foster a motivated workforce, and the perception that the company cares less about employees could threaten organizational stability if not addressed promptly. These issues underline the importance of implementing targeted strategies to reverse negative trends and foster a more positive work environment.

The future state goals focus on addressing these areas by increasing job satisfaction from 35% to around 55%, enhancing recognition scores from below 50% to at least 60%, and elevating the percentage of employees who feel valued by the company from current levels to 70%. Achieving these goals requires comprehensive interventions including leadership training, improved communication channels, recognition programs, and skills development initiatives. These strategies are supported by organizational behavior theories emphasizing the importance of recognition and support in fostering engagement (Deci & Ryan, 2000).

In conclusion, the analysis highlights a critical need for the organization to prioritize employee recognition and perceived care. By doing so, the organization can improve morale, retention, and productivity, thereby creating a more engaged and loyal workforce. Focusing on enhancing employee perceptions through strategic interventions will be vital for achieving the desired future state, ultimately driving organizational success amid competitive market pressures.

References

• Brunetto, Y., Teo, S. T., Xerri, M., & Farr-Wharton, R. (2012). The impact of job satisfaction and workplace trust on employee engagement: A structural equation modelling approach. The International Journal of Human Resource Management, 23(10), 2024–2041.
• Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
• Kuvaas, B. (2006). Work performance, affective commitment, and work motivation: the roles of pay administration and pay level. Journal of Organizational Behavior, 27(3), 365–385.
• Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619.
• Ng, T. W. H., & Feldman, D. C. (2010). The impact of organizational and personal values on employee engagement. Journal of Organizational Behavior, 31(1), 191–213.
• Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279.
• Fisher, C. D. (2010). Happiness at work. International Journal of Management Reviews, 12(4), 384-402.
• Maslach, C., & Leiter, M. P. (2016). Understanding the burnout experience: recent research and its implications for psychiatry. World Psychiatry, 15(2), 103-111.
• Pink, D. H. (2009). Drive: The surprising truth about what motivates us. Riverhead Books.
• Robinson, D., Perryman, S., & Hayday, S. (2004). The drivers of employee engagement. Brighton: Institute for Employment Studies.