Influence of Organizational Culture on Employee Engagement
Employee retention has become an essential concern for large and small companies in the current scenario. Individuals once being inducted or trained have the propensity to shift to other organizations for superior prospects. Employee retention strategies however undergo significant transitions in motivating and retaining employees to engage to the organizations for maximum period and further offer substantial production (Aguenza & Som, 2018). Majority of current workforce comprises of millennials and thus is important for companies to adjust to this generation in order to magnetize and retain their talent. The following report is purposed for the top leadership team of a medium-sized customer service organization named Mega Serve based in Atlanta, Georgia that is currently facing a critical attrition of young employees engaged in handling customer services department.
The millennial generation born between years 1980-2000 currently has been entering employment in substantial numbers and is anticipated to shape the corporate domain in the prospective years (Cloutier et al., 2015). Thus magnetizing most efficient employees is critical to the future of any business. Sledge, (2016) has reported that increasing need of millennials in organizations lies on the variance from the Baby Boomer generation. Furthermore, data state that millennials already have constituted around one-fourth of the American labor force and account for over half of the populace in India. Calk & Patrick, (2017) indicate an expectation that by 2020, young employees of 24-35 years of age will constitute around 50% of the global workforce. As millennials are identified as the first generation to enter into the workplace with an improved command and expertise of key business tool in comparison to senor work force they typically exhibit exasperation towards rigid organizational culture and structures. Drawing significance to the ideas of Sledge, (2016), it has been revealed that several medium-sized organizations like MegaServe have been encountering losing several higher ranked employees to its competitors regardless of providing intensive training, lucrative remuneration package and incentives to its employees.
Recent studies of Cravens et al., (2015) have stated that young workforce show greater degree of inclination towards rapid progression along with a diverse and dynamic profession and constant feedback. This type of workforce specifically emphasize on effective management techniques along with a thriving corporate culture that is embarked different from the past generations and successfully accomplish their needs and demands (Calk & Patrick, 2017). According to reports by Stewart et al., (2017), there can be identified certain myths about professional conduct of millennials. However, Cravens et al., (2015) have noted that millennials constitute similar workplace expectations like senior workforce such as job security and organizational stability. With many companies like MegaServe facing a critical retention crisis, they should fundamentally focus on strong company culture and give value and significance to the work performed by them in order to successfully drive high revenue.
Importance of Millennials in Business
According to Cloutier et al., (2015), wide-ranging labor force across generations values collaboration and further demands such collaboration to be embedded within the corporate culture. It has been revealed that around 40% of young employees fail to receive adequate collaboration and teamwork in the work environment that MegaServe delivers. However, as per the view of Barbuto Jr & Gottfredson, (2016), key to efficiently execute exceptional organizational culture is to form sustainable, routine collaboration among different units of the company. These strategies however will facilitate young employees to attain ideas of activities taking place in other units and further use digital connectedness in order to proficiently share new and improved ideas to solve problems or challenges which the company tends to encounter (Cravens et al., 2015). Furthermore, digital tools and equipments are further required to attain the goal of sustainability by empowering employees amplify the level of commitment across varied operational areas. Meanwhile, Sledge, (2016) is of the opinion that social learning further augments collaboration by making its undemanding to share information and form an open communication between management and the whole world team. However the United States in recent times witness wide range of employers who have been posing great avenues and flexibility to millennials to increase their commitment towards their company. Capital One, a bank holding company offers its young employees to try new things and develop (Capitalone.com, 2018). Employees are not constrained to a single unit or line of business. Furthermore, the company permits its young workers to foster curiosity and develop their mindset in order to attain knowledge of other parts of the business and shift or expand their skills to other units as per their passion towards specific areas of operation (Capitalone.com, 2018).
Long, (2017) has revealed that millennial employee exhibit a propensity to thrive in a workplace environment which facilitates multitasking and the significant opportunity to work in self-regulation. Thus leadership which emphasize on proper deliverable rather than focusing on the process will fundamentally facilitate employees to perform within organizations from which they can select their work preferences and successfully deliver accurate results to increase organizational success (Sledge, 2016). Such a corporate culture will be identified as an optimal environment for millennial workforce. Thus at this juncture, employers like MegaServe who has been encountering critical attrition rate of young employees must change their current leadership techniques to efficiently supervise the newly developed employee base.
Value of Thriving Workplace Culture
The theory of transformational leadership founded by James Burns deals with supervising and stimulating employees to buy-in and accomplish organizational aims thus has emerged as a popular theory across current globalized sectors (Barbuto Jr & Gottfredson, 2016). The prominence of transformational leadership techniques has developed due to the revelation of millennial employees regarding the association. As the transformational leader’s individualized leadership approach essentially seek the expectation variations from the millennial employee in relation to other generational employees. Furthermore, Long, (2017) has noted that transformational leaders tend to assertively relate to the millennial employee’s needs and expectations for sincerity and transparency.
Meanwhile, Campione, (2015) is of the perspective that in alignment with social learning theory, transformational leaders will enable its employees to advance towards increased efficacy. As assertive associations usually exist between transformational leaders and their subordinates the top management team of MegaServe to proficiently create an ambiance of motivation as well as high performance. Furthermore, author has explored that transformational leaders of companies like Deloitte and Starbucks tend to acknowledge individualized approach towards leadership. Through an individualized leadership technique, transformational leaders will be able to proficiently set up communication base with employees as multilevel (Sledge, 2016). Furthermore, strategies must be implemented by companies like MegaServe to accomplish emotional needs and expectations of its employees and further form trust within corporate relationship.
Conclusion:
Hence to conclude, it can be stated that MegaServe must successfully implement this leadership approach whereby COO and leadership team of the company must operate with high level of integrity and reliability. The report comprehensively evaluate the way leaders of MegaServe must apply sustainability approach and transformational leadership techniques to create assertive work environment where its young aged workforce can openly communicate with each other and increase their job engagement towards the company.
References:
Aguenza, B. B., & Som, A. P. M. (2018). Motivational factors of employee retention and engagement in organizations. IJAME.
Barbuto Jr(Jay), J. E., & Gottfredson, R. K. (2016). Human capital, the millennial’s reign, and the need for servant leadership. Journal of Leadership Studies, 10(2), 59-63.
Calk, R., & Patrick, A. (2017). Millennials through the looking glass: Workplace motivating factors. The Journal of Business Inquiry, 16(2), 131-139.
Campione, W. A. (2015). Corporate Offerings: Why Aren’t Millennials Staying?. Journal of Applied Business & Economics, 17(4).
Capitalone.com. (2018). Capital One Credit Cards, Bank, and Loans – Personal and Business. Retrieved from https://www.capitalone.com/
Cloutier, O., Felusiak, L., Hill, C., & Pemberton-Jones, E. J. (2015). The Importance of Developing Strategies for Employee Retention. Journal of Leadership, Accountability & Ethics, 12(2).
Cravens, K. S., Oliver, E. G., Oishi, S., & Stewart, J. S. (2015). Workplace culture mediates performance appraisal effectiveness and employee outcomes: A study in a retail setting. Journal of Management Accounting Research, 27(2), 1-34.
Long, S. (2017). Exploring Which Leadership Styles are Effective with Millennial Employees.
Sledge, C. L. (2016). Influence, Power, And Authority: Using Millennials’ Views To Shape Leadership Practices. Air War College, Air University Maxwell AFB United States.
Sledge, C. L. (2016). Influence, Power, And Authority: Using Millennials’ Views To Shape Leadership Practices. Air War College, Air University Maxwell AFB United States.
Stewart, J. S., Oliver, E. G., Cravens, K. S., & Oishi, S. (2017). Managing millennials: Embracing generational differences. Business Horizons, 60(1), 45-54.
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