Employee Engagement in Multinational Organizations

 

Employee engagement should be viewed as a continual activity in global corporations. When employee engagement and its influence on performance are regularly assessed, the results are maximized (Blazi & Awolusi, 2020). Essentially, managers may evaluate employee survey results to learn how employees perceive issues that affect them. Employee commitment and engagement are inextricably linked. Furthermore, surveys aid in the monitoring of behavioral changes as well as the identification of training and development requirements (Stanley et al, 2017). The results of the employee survey can also help a multinational multinational firm take the required steps to engage personnel.

Training and development are other important techniques for keeping staff interested. Training, in particular, helps to close knowledge gaps while also developing staff strength to achieve high performance (Blazi & Awolusi, 2020). Performance and standards are seen as critical components of corporate success. Coaching and development are critical characteristics of highly engaged employees. Multinational corporations that boost employee confidence and provide effective coaching boost employee engagement.

As a firm expands its operations internationally, the bond that unites coworkers can deteriorate, resulting in departments functioning in isolation and employees being isolated from one another (Patro, 2013). Unless a multinational multinational firm has an international communication staff, communication should be handled by human resource management. Ideally, the international firm should start communicating more consciously and regularly whenever employees spend time in person or online (Patro, 2013).

Employee burnout is a concern in a company with high involvement but low well-being. Employees may be satisfied but disengaged from the company objective if there is high well-being but low engagement (Dhir & Shukla, 2019). Multinational corporations should embrace efforts such as employee support programs, encourage exercise and good diet, and teach employees on mental health first aid. However, organizations should take a step further and investigate the corporate culture and behaviors that they want their staff to exhibit (Dhir & Shukla, 2019). This may entail doing research to determine the causes of mental and physical sickness inside the multinational company and adopting effective ways to address the concerns discovered.

Employees who believe they contribute significantly to the mission of the multinational firm and use their knowledge and talents to execute tasks are more engaged and enthusiastic about their professions (Akanpaadgi & Binpimbu, 2021). As a result, bringing enthusiasm to the workplace is critical for employee motivation. Employees' willingness to engage in creative workplace behavior is influenced by a number of factors, including managers' capacity to foster a culture of sharing and learning and the ability to build an open information network inside the multinational firm. Being inventive is regarded an extra-role behavior rather than a work necessity (Akanpaadgi & Binpimbu, 2021).

List of references

Akanpaadgi, E., & Binpimbu, F. (2021). Employee Engagement and Organizational Performance. Business, Management and Economics Research, pp 93-100.

Blazi, C., & Awolusi, O. (2020). Employee Engagement in Multinational Diverse Organization in Difficult Terrain: A Study of Non-Family Station Organization. Information Management and Business Review. 12, pp 45-62.

Dhir, S., & Shukla, A. (2019). Role of organizational image in employee engagement and performance. Benchmarking: An International Journal. 26, pp 12-90.

Patro, C. (2013). The Impact of Employee Engagement on Organization's Productivity, pp 12-89.

Stanley, T., & Matthews, J., & Davidson, P. (2017). Dimensions of Employee Engagement in a Global Organisation. Academy of Management Proceedings, pp 34-89.