1. Problem Statement
The increasing level of uncertainty within the business environment surrounding needs the companies to continuously adapts with the changes along with accommodating distinct needs of its employees (Anitha, 2014). Organizations generally compete in order to sustain through decreasing prices, decreasing costs along with downsizing number of employees. However, it has been realized that new strategies to human resource management are inevitable for success and progress of the company. Focus of most of the organizations is on increasing employee engagement and satisfaction through offering competitive wages to them within the industry (Mone & London, 2018).
2. Aim and Objectives
The aim of this research is to analyze the impact and interrelation among employee engagement, wages and their performance. The objectives that are to be addressed in this research are explained under:
- To analyze the impact of employee engagement on their performance within the organizations
- To evaluate the impact of employee wages on their performance in the organizations
- To analyze the ways in which employee engagement increases organizational performance
3. Brief Research Methodology
Mixed research methodology will be employed in evaluating the impact of employee engagement and their wages on employee performance within organizations.
3.1. Literature Review
Shields et al., (2015) stated that the engaged employees are highly committed to the companies. These employees constantly perform at high levels. It has been gathered that there are certain critical factors that impacts employee engagement and performance that includes fair treatment, equal opportunities, pay and benefits and career development. Van De Voorde & Beijer, (2015) agreed that the employee engagement programs focused on these factors are deemed to result in increased employee performance. It has been realized that new strategies to human resource management are inevitable for success and progress of the company. Moreover, rewards and recognition offered to the employees are also deemed to be connected with the increased operational efficiency and productivity. In contrast, Mone & London, (2018) evidenced that high levels of employee engagement can result in increased organizational profitability, low employee turnover and consumer satisfaction. These researchers also indicated that organizational effectiveness is impacted by high worker involvement that includes power, information, recognition as well as knowledge. Research conducted by Van De Voorde & Beijer, (2015) has also revealed that there is a positive correlation among employee engagement and their safety performance within organizations.
3.2. Data Collection
Secondary data will be gathered for this research from the government data, authentic organization websites along with business articles and annual reports (Van De Voorde & Beijer, 2015).
To justify the findings gathered from the secondary data, the current research will consider conducting interviews with the managers and employees of selected organizations within Australia. The findings gathered from the interview can facilitate in analyzing the interrelationships among employee engagement, wages and their performances (Shields et al., 2015).
4. Secondary Data Collection and Analysis Methods
The research will employ secondary data from the peer reviewed journals, published articles from the companies, annual reports and government data that are variable on online medium. Literature on employee engagement, ages and their satisfaction will be gathered from the Google books in order to gather relevant variables that are to be tested in the research (Barrick, Thurgood, Smith & Courtright, 2015).
The variables will be employee engagement, satisfaction and wages and interrelations among them will be tested through employing suitable statistical tools. MS Excel will be employed in carrying out correlation analysis that will facilitate in attaining suitable results on the ways in which increasing employee engagement through pay scale can enhance their performance within the Australian organizations (Breevaart, Bakker, Demerouti & van den Heuvel, 2015).
Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International journal of productivity and performance management, 63(3), 308.
Barrick, M. R., Thurgood, G. R., Smith, T. A., & Courtright, S. H. (2015). Collective organizational engagement: Linking motivational antecedents, strategic implementation, and firm performance. Academy of Management journal, 58(1), 111-135.
Breevaart, K., Bakker, A. B., Demerouti, E., & van den Heuvel, M. (2015). Leader-member exchange, work engagement, and job performance. Journal of Managerial Psychology, 30(7), 754-770.
Mone, E. M., & London, M. (2018). Employee engagement through effective performance management: A practical guide for managers. Routledge.
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., ... & Plimmer, G. (2015). Managing employee performance & reward: Concepts, practices, strategies. Cambridge University Press.
Van De Voorde, K., & Beijer, S. (2015). The role of employee HR attributions in the relationship between high?performance work systems and employee outcomes. Human Resource Management Journal, 25(1), 62-78.