The York Management School

Research

Title of Research Topic: Employee engagement in employee-owned companies.

Work engagement was first discussed in the 90's as a powerful concept that, if achieved, had the potential to enhance the employees' sense of self, in turn increase organisational success (Kahn, 1990). Employee owned companies are commonly perceived to have a culture of engagement because the majority of employees are not just stakeholder but in fact direct or indirect shareholders. This assumption relies on the principle that shareholders have an enhanced level of interest in the company therefore become more engaged with its activities. Although this may seem to be a reasonable claim, the evidence to substantiate it is absent. Furthermore the literature presented on employee engagement is also open to criticism. A variety of definitions available have lead to a lack of clarity as to what employee engagement fundamental means and what both employees as well as employers should expect from this interaction. An organisation may perceive that it is acting to engage its employees but if the employees have different opinions of what engagement is, the activities that aim to actively engage them may actually disengage employees therefore impacting upon the company's strategic objectives. 

There are numerous questions that need to be answered about employee engagement before the concept can be applied in the realm of employee owned organisations. Understanding how employee engagement transpires in reality forms the foundation of this research project. Subsequently of significant value to practitioners' and academics alike, is to understand how the concept of employee engagement can be best utilised in employee owned organisations for maximum effect.  

Funded by the ESRC and partnered with the Employee Owned Association, the key aims of the research are to;

• - define and operationalise employee engagement
  
• - identify levels of engagement and undertake comparisons of organisations
  
• - understand the main influences upon employee engagement in employee-ownership settings
  
• - determine whether and how employee ownership offers the potential for higher levels of engagement, and in what respects
  
• - identify obstacles to employee engagement
  
• - assess if, how, and why employee engagement may contribute to all aspects of organisational performance
  

Data is being collected from mature, young, and emergent employee owned organisations in various sectors, to formed a detailed analysis of employee engagement in different types of employee owned organisations. A qualitative research approach has been designed involving the use of interviews, focus groups, and reflective diaries. 

Supervisors: Professor Andrew Pendleton & Dr Linda Perrington.

Profile

Prior to joining TYMS in October 2009, I studied my Masters (MA Human Resources & Knowledge Management) at Lancaster University graduating in Autumn 2009. I completed my undergraduate studies at the University of Wolverhampton in 2008 (BA (Hons) Human Resource Management) and was awarded the EEF award for the Best HRM Student.

I am an active member of the post graduate community at the University of York. I currently serve as Chair of Trustees for the Graduate Students' Association, and have previously been an elected Principal Officer.