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Employee Engagement

  1. A Critical Analysis & Comparison of Employee Engagement Practices at McDonalds and Marriot Hotels
  2. This presentation critically analyzes the employee engagement practices adopted by two of the top twenty-five big companies selected by The Sunday times, United Kingdom. The criteria of selection by the magazine team is the extent and style (intensity) of human resource best practices implemented and as a result, the ones who are most suitable for career and are suggested to be joined as workplace are included in the list.
  3.  The presentation will be focusing the comparison of employee engagement practices, adopted and practiced at McDonalds Restaurants, UK and Marriot Hotels, UK.  McDonalds has been selected for the analysis because it has improved its results as compared to 2015 and is now listed on No.8 on the list of Sunday Times, top twenty five Big Companies, 2016.  Marriot Hotels have been selected on the basis of downfall as it was on No. 4 in the 2015 list but this year it is recorded to be settled on No. 9(Global Senior Executive Jobs | The Times & The Sunday Times, 2016)
  4.  Employee engagement is a concept of involving the employees in the work tasks at the workplace. It has been also defined as the level of motivation, passion and enthusiasm that an employee holds for his job as a result of various organizational factors impacting his behavior and his work(Brajer-Marczak, 2014).  It is an approach that makes the employees productive and committed towards their organizational goals. It is of sheer importance as other human resource management practices are because without if an employee will not have the required interest in his work or is uncomfortable at his work place, it will be highly difficult for the employers to keep him on track and to obtain the best of the performances out of hi. As a result overall organizational performance will be affected because employees are the main asset and the backbone of any organization, no matter what(Chandani et al., 2016) .
  5.  It has been stated by (Kumar and Swetha, 2011) and (McBain, 2007) that employee engagement is a factor influencing the employee satisfaction at a workplace.  (Neault and Pickerell, 2011) claim that employee engagement proves to be hidden tool behind brand image and organizational competitiveness.  Moreover, (Saran, 2014) in the research paper mentioned that it is the responsibility of an employer to fully engage the employees and then also keep a constant check and balance on their level of commitment through various techniques.  (Vestal, 2012) also stated that employee engagement is a two process i.e. even if the employer tries hard, if the employee is not career oriented or is serious towards his job then obviously, the efforts of employer will not be fruitful and vice versa.
  6.  Employee engagement is equally important as any other human resource management practice is because (Haski-Leventhal, 2012) states that it has a direct impact on organizational growth.  Product or service delivery also lies a great deal on employee engagement as well as product quality is up to some extent dependent on employee engagement as mention by (Hoxsey, 2010) in research paper.  Not only organizational growth, employee engagement has a direct impact on the relationships with shareholders as well as suppliers or distributors.  Furthermore, (Ibrahim and Al Falasi, 2014) also observed that employee engagement results into lower rates of employee absenteeism and a definite decrease in employee turnover rate.
  7.  McDonalds UK CEO , Jill McDonalds, prioritize the employee engagement as the most critical HR practice required for growth and success.  McDonalds realizes that a highly skilled and a highly motivated workforce is as equally significant to organization’s growth as the product or the quality of product can be.  The company thrives hard to engage a workforce constituted of 80,000 employees and dispersed around 12,000 restaurants around the country(Editorial, 2016) .
  8.  To enhance the employee engagement, the company started a scheme of saving funds for the employees which perked up to 2 million pounds. 60% of the staff registered themselves for this saving scheme. This strategy was awarded “The Outstanding Employee Engagement Strategy” by the HR Excellence awards.  The company has also devised a discount scheme for the employees which is regarded to be one of the best benefit plans by the employees. it has proved to be the central pillar of employee engagement as highlighted by the Senior Vice President of the company, Mr. Jez Langhorn.  McDonalds put reward based strategies at the heart of benefit plans. It gives a bonus of 50p per hour to the top ten employees working in all the restaurants. This not only enhances the employee engagement aspect but also keep the employees motivated towards working efficiently and fulfilling organizational goals and aims(Editorial, 2016) .
  9.  Marriot believes that employee empowerment is a main factor leading employee engagement. It takes both the factors equally important for organizational growth and success.  Marriot focuses on open door policies which helps in giving voice to the employees regarding their any workplace related issues. This comfort level adds up to their engagement and involvement level.  It greatly frames the employee talent and gives value to the ideas and innovations brought forward by the employees. this is the way of the company giving respect to the employees and at the same time giving them a sense of being valued and involved in the company tasks(Gallagher, 2015) .
  10.  Employee engagement is enabled through transparency at Marriot. It is believed at the company that if an employee is fully aware with all the operations and strategies of the company it will help him in having a clear thinking process about how he can add benefit and value to the company processes, thus enhancing the engagement and motivation level as well.  Empowering the employees regarding their tasks give them a level of self confidence and a sense of ownership. They feel responsible for the actions they take so they take it carefully as they have in mind that these tasks are representatives of their own behavior and style. Marriot lets the employees connect with the situations instead of having hard and fast rules or regulations or policies.  Listening is the heart of employee engagement. It is essential for the employers to have employee centered policies so that the employees feel valued and have a sense that their organization is thriving hard for their growth and improvement. As a result the responsible workforce will never let the organization fail at any level of business competitions and industrial development(Gallagher, 2015) .
  11. Marriot McDonalds Employees are considered as family Employees are dispersed and shifted among chains regularly. Innovation and Creativity is welcomed Policies are flexible and employee centric Employee Empowerment is critical Employee Performance is critical No concept of reward based strategies Reward based strategies are highly recommended Transparency is integral Mission is integral Philosophy “Take care of the associates, associates will take care of you” Philosophy “Employees are the backbone of growth as the product quality is” Strives to enhance employee behavior Strives to enhance employee loyalty and retention
  12.  For the analysis all secondary data was collected.  Latest research papers created by management scholars were considered for employee engagement, its review and its significance.  Annual reports and critiques articles were considered for the company reviews.  Sunday Times, UK is the main source of information collection
  13. The analysis of both the companies' employee engagement policies have ended up in this conclusion that no policy or strategy can entirely be wrong. It depends on the scenario, nature of business and the way of implementing policies. McDonalds strategies are best fro their employee growth and development because the employees are satisfied in that framework while on the same page Marriot has enhanced the employee satisfaction and contentment through its practices. No organization can have same policies, its impossible because each business is different at any level. The chief factor is to focus on employee engagement and never overlook it. Both the companies tae it on a serious note and are constantly thriving hard for a better framework to improve employee engagement at the work place(Vitt, 2014) .
  14.  Brajer-Marczak, R. (2014). Employee engagement in continuous improvement of processes. Management, 18(2).  Chandani,  A., Mehta, M., Mall, A. and Khokhar, V. (2016). Employee Engagement: A Review Paper on Factors Affecting Employee Engagement. Indian Journal of Science and Technology, 9(15).  Editorial, H. (2016). HR Excellence Awards 2011 - Outstanding Employee Engagement Strategy: McDonald's. [online] Available at: outstanding-employee-engagement-strategy-mcdonalds [Accessed 12 Aug. 2016].  Gallagher, L. (2015). Why employees love staying at Marriott. [online] Fortune. Available at: [Accessed 12 Aug. 2016].  Haski-Leventhal, D. (2012). Employee Engagement in CSR: The Case of Payroll Giving in Australia. Corp. Soc. Responsib. Environ. Mgmt., 20(2), pp.113-128.  Hoxsey, D. (2010). Are happy employees healthy employees? Researching the effects of employee engagement on absenteeism. Canadian Public Administration, 53(4), pp.551-571.  Ibrahim, M. and Al Falasi, S. (2014). Employee loyalty and engagement in UAE public sector. Employee Relations, 36(5), pp.562-582.
  15.  Kumar, D. and Swetha, G. (2011). A Prognostic Examination of Employee Engagement from its Historical Roots. International Journal of Trade, Economics and Finance, pp.232-241.  McBain, R. (2007). The practice of engagement: Research into current employee engagement practice. Strategic HR Review, 6(6), pp.16-19.  Neault, R. and Pickerell, D. (2011). Career engagement: bridging career counseling and employee engagement. Journal of Employment Counseling, 48(4), pp.185-188.  Saran, S. (2014). Employee Engagement: Leveraging Strengths and Underpinning Weaknesses (Identifying the Factors Underlying Employee Engagement Levels in an Organization). JHRM, 2(3), p.47.  Global Senior Executive Jobs | The Times & The Sunday Times. (2016). The Sunday Times 100 Best Companies. [online] Available at: [Accessed 12 Aug. 2016].  Vestal, K. (2012). Which Matters: Employee Satisfaction or Employee Engagement?. Nurse Leader, 10(6), pp.10-11.  Vitt, L. (2014). Raising Employee Engagement Through Workplace Financial Education. New Directions for Adult and Continuing Education, 2014(141), pp.67- 77.