Employee Engagement

Effectively Using an Integrated Employee Engagement Program Marilyn scope University of the Rockies October 3, 2010 Org/8530 Dr. Gary Shelton Abstract A companys level of employee date is a beamion of its core sets while at the same metre ruminates a fulfilling and positive job-related state of mind that is characterized by the resilience and goose egg of its workers. The fol minoring report is an psycho abridgment of a fortune check conducted by Hal piteousell (1996) to determine whether southwestern Airlines institutional capabilities and employee ineluctably atomic number 18 linked to private-enterprise(a) advantage.An examination of the data presented in the southwesterly Airlines claim reveals a hearty level of employee commitment through the action and hiring of workers who cope with the south-west standards. Effectively Using an Integrated Employee Engagement Program For the go several years souwest Airlines has been awarded as maven of the best compani es in which to work by Fortune Magazine.There is an extensive list of awards and achievements attributed to sou-west Airlines including Forbes 2008 intimately reliable air lane, best in node service, and the number unity friendliest air hose business to fly in 2008 by sentence Magazine (Triangle stock Journal, 2008 clip Magazine. com. , 2008). A review of the literature revealed that much of southwestern Airlines continued winner is due to their effectiveness in engaging their employees. The Southwest Airline employees reflect the giving medications nuance as unmatchable with committed workers who extend o contain the companys reputation as a leader in social responsibility. A shift select was conducted by Hallowell (1996) to analyze the sources of Southwest Airlines free-enterprise(a) advantage. Hallowell attributes the highly acclaimed flight paths mastery to the high evaluate place on its employees. Hallowells 1996 expression cartoon of Southwest Airline wa s illustrated within a found work of particular variables with the first being that the airline determine is a product of meeting the employees necessitate on a fine 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 momentary their comfortd Customers to their destinations across the United States (69 cities in 39 states) (Kelly, 2010). Hallowell used respect analysis to get wind Southwests agonistical system. Value analysis breaks down which variables play a business office in where cherish is created. It is found on Porter (1985) Game Theory, which focuses on how individuals interact (Levine, 2004. ).The results of Hallowells adopt revealed that employees argon motivation from the employers encouragement of behavioural norms and organizational values. The bite comprehensive variable Hallowell (1996) studied was Southwests dodge for having one of the to the highest degree successful airline stocks. This raises the question as to how employee engagement plays a part in stimulating shareholders commitment of spend in Southwest stock. The Southwest Airlines organizational enculturation has encouraged its workers to have fun on the job. This is a wellness fire 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 meaningful value for employees, which is converted into guest value and shareholder value. This value earning do by 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 late cuts affecting the companys historic low-cost initiatives (i. e. fashioning slight trips in the midst of cities and ownership of jets) (Schla ngenstein & Hughes, 2010).Southwest answered though economics with the addition of 138 airplanes (AirTran) The addition of AirTran ordain allow them to satisfy their briefly dormant, but always present, inclination for reaping (Schlangenstein & Hughes, web article). Thus, Southwest increases employee motivation, which in-turn creates value, and converts that value by employing operating care fores and encouraging behavioural norms which reduces costs and increases productivity essentially capturing the value leading to Southwests agonistical advantage (Hallowell). tally to Patterson, Brenny and Maxfield et al. (2008), preparing for setbacks builds resilience by the company internally development setbacks as guides, instead of putting on the brakes help to round off their strategies. One of the most unique characteristics of Southwest Airlines is that it motivates the employees with stimulating and enjoyable scholarship programs (Southwest. com, 2010). Rewards and light of th e day-to-day work achievements play a vital procedure 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 clean-living keep abreasted in the organizations glossiness (World at Work, 2001). consort to Hallowell (1996), an employee is recognized almost every hour for large and small achievements on a daily basis at Southwest Airlines. The Southwest result study demonstrates how a focused clement resource department portrays organizational gloss 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 feeling better about purchasing a mem ber of pie for six dollars, when they feel the pie is worth eight dollars. The same concept applies to person 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 oral sex regarding employee engagements correlation with Southwests competitive advantage. Passengers moving mingled with gates (destination and departure) are accompanied by Southwest employees, as such these workers affect each customers experience with the airline (Hallowell). In the airline attention employee engagement has a ripple effect starting with top-level management and pilots to the luggage handlers, ramp agents, and flight attendants.Each customers experience with these employees depart straight off affect their willingness to pay (Hallowell). For instance, Kelly (2010) in an interview with Spirit Magazine, gave an account where a passenger forgot her spect acles at her residence, the passenger could not retrieve the spectacles without missing her flight the flight attendant offered the passenger her own schooling 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 object lesson study of Southwest Airlines by Hallowell (1996) the originator recognized the airlines interviewing techniques as a strong drumhead in the companys overall success. Hallowell tell that the screening impact by Southwest charitable resources eliminates uncaring potential employees by noting self-centred responses, and quickly separating the majority for those less likely to suffer the standards of the organization.Miles and Mangold (2005) verbalize that Southwest Airlines uses employee mark as a met hod of engaging employees. Employee branding is the military operation by which workers internalize the Southwest Airline brand and tramp its healthy aspects to the public (Miles & Mangold). The references provide further support of Hallowells (1996) study in that they found employee branding helps Southwest achieve a competitive advantage over other organizations in the exertion. Southwest. om (2010) gives the example that LUV and FUN political orientation 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 flux Dance. According to Hallowell, chief operating officer Gary Kelly dressed up as a bunny for Halloween and served east wind eggs to the employees. He went on to say that great chumminess was stimulated just by stirring up it is not east wind controversy (Hallowell).The third variable researched in the Southwest Airline slip-up study, is the organizations capabilities to create value. Hallowells (1996) study indicated Southwest has launch processes and internal structures that influence the employees to accomplish specific organizational competencies allowing them to adapt to ever-ever-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 temporary, which is a check result of employees being actively engaged with the organizations culture (Hallowell). An important aspect to consider is that there must be union at the level of operations. Southwest has achieved union thought its employee engagement (i. e. homophile resource procedures) leading to operating procedure success reflecting Southwests organizational culture of helping on e another (Hallowell).The appreciation for compassionate capital is evident in reviewing Hallowells Northwest Airline case study, along with a comprehensive literature review via the internet and academic journal articles. Southwest Airlines meets the cognitive and emotional needs of its employees, shareholders, and customers by qualification them feel connected to the company. Their LUV and FUN draw near 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 terce variables studied in Hallowells research, Northwest Airline is understood as a leader in competitive advantage.ReferencesFlowers, V. , & Hughes, C. (1973). Why employees stay. Harvard pipeline Review, 51(4), 49-60. Retrieved from occupancy Source actualize database. Hallowell, R. (1996). Southwest Airlines A case study linking employee needs satisfaction and organizational capabilities to competitive advantage.Hu man Resource Management, 35(4), 513-534. Retrieved from line Source expel 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 plot of land theory What is endorse 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 chief executive officer risksEmployee EngagementEffectively Using an Integrated Employee Engagement Program Marilyn range 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 eon reflects a fulfilling and positive job-related state of mind that is characterized by the resilience and naught 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 Integrated Employee Engagement Program For the utmost 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, be st 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 distort 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 up work of particular variables with the first being that the airline value is a product of meeting the employees needs on a fitting level.Employee needs satisfaction is a very important variable when one considers t hat 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 found 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 south 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 drop in Southwest stock. The Southwest Airlines organizational culture has encouraged its workers to have fun on the job. T his 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 fresh cuts affecting the companys historic low-cost initiatives (i. e. making gip 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 maturation (Schlangenstein & Hughes, web article). Thus, Southwest increases employee motivation, whic h 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 utilize setbacks as guides, instead of putting on the brakes help to cut down 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 example maintained in the organizations culture (W orld 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 feeling better about purchasing a clean of pie for six dollars, when they feel the pie is worth eight dollars. The same concept applies to individual 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 engageme nts 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 luggage handlers, ramp agents, and flight attendants.Each customers experience with these employees will instantaneously 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 her flight the flight attendant offered the passenger her own knowledge 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-involved 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 communicate 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 political theory 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 comradeliness 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 launch processes and internal structures that influence the employees to accomplish 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. 1 0).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 identify 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 profound 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 em ployee value and covert that value into customer value resulting in the company capturing value. With the trine 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 employ ee 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