Best Buy Employee Engagement

In the world of work we are all looking to find engagement in what we do. Organizations are trying to increase their bottom line using human capital. In order to increase their bottom line and get employees to buy into the organizations goal, employee engagement is a must. Employee engagement can lead to productivity along with innovation and a competitive advantage. Leadership plays a vital role in engaging employees and the purpose of this literature review is to explore what engagement is and if employee engagement increase productivity. It will also explain the leadership’s impact in enhancing engagement. Literature has been written and research has been done to explain this in more detail.

Employee engagement is defined in different ways

Best Buy increased employee engagement by one-tenth of a point, using a 5-point rating, increased store-level sales by $100,000 over the course of a year. Molson Coors the beverage company was able to save 1.7 million in safety-related cost by increasing employee engagement by a companywide initiative. These are just two concrete examples of employee engagement leading to productivity.

In the article Performance management at the wheel: driving employee engagement in organizations, it discussed performance management and its use in assisting employee engagement. An example of performance management is setting goals and helping employees develop those goals. Stretch goals or difficult goals is mentioned by Mone et el, 2011. Setting difficult goals can enhance motivation by providing a sense of challenge in a person’s work. If leadership do not notice if difficult goals is causing engagement if could have the opposite effect which is burnout.

Providing feedback as a performance management style can help motivate and engage employees. Providing feedback and recognition can increase job performance and lead to a more engaged workforce. Mone, et el, 2011 recommended that managers get to know each individual needs and wants to determine the answer to what, how, when and how often when it comes to promoting increased

Mone, et al, 2011 found a predictor of employee engagement is when employees are satisfied with their opportunity for career progression and promotion. To what extent does informal learning have on engagement is something that needs to be researched in depth.

Conducting fair appraisals at least twice a year has a positive impact on engagement. Nurturing engagement can be felt by the employee if they are overall satisfied with the quality of the appraisal discussion. Appraisals and middle and end year evaluations should be objective, transparent, petition the employee’s input, contain clear performance criteria and metrics, have a clear linkage to administrative outcomes such as promotion and compensation, and are aligned with overarching corporate objectives, the more they tend to be observed as fair (Mone et.