THE ROLE OF THE DIFFERENT ACTORS IN

EMPLOYMENT RELATIONS WITH REFERENCE TO

EMPLOYEE ENGAGEMENT

KINGSLEY OKOH
COURSE CODE: MBH7004M
COURSE TITLE: EMPLOYMENT RELATIONS IN THE COMTEMPORARY
ORGANIZATION

WORD COUNT 1370

 
 Executive Summary

This critical analysis examines the roles of different actors in employment relations with regard to
employee engagement. The analysis focuses on four key actors: employees,
employers/management, human resources, and unions/employee representatives. Employee
engagement is a vital aspect of organizational performance and employee well-being, and
understanding the roles of these actors is crucial for creating a supportive work environment that
promotes engagement.

The analysis highlights the importance of employees in actively participating in engagement

initiatives by providing feedback, collaborating with colleagues, and taking ownership of their
work and development. Employers/management have a critical role in creating policies, practices,
and a positive organizational culture that fosters engagement, including setting clear expectations,
providing resources, recognizing and rewarding contributions, and leading by example.

Human resources professionals are responsible for developing and implementing HR policies and
practices that align with the organization's goals and values, and supporting managers and
employees in understanding and improving engagement levels. Unions/employee representatives
can advocate for policies that promote engagement, negotiate on employment terms, and provide
feedback to employers on improving engagement in the workplace.

Real-world examples from companies such as Zappos, Southwest Airlines, Hilton Worldwide and
Ford Motor Company demonstrate the importance of employee engagement in achieving business
success.

By working together, these actors can contribute to creating a work environment that promotes
employee engagement, leading to increased commitment, motivation, and productivity, as well as
improved job satisfaction and retention. Organizations that prioritize employee engagement can
benefit from improved organizational performance and employee well-being, ultimately leading
to greater success in today's competitive business landscape.
Introduction

Employee engagement, defined as the emotional and intellectual commitment that an employee
has towards their work and organization, is recognized as a critical factor in driving
organizational success (Saks, 2006). The roles of various actors in employment relations,
including employees, employers/management, human resources, and unions/employee
representatives, have a significant impact on employee engagement levels in the workplace. This
critical analysis draws textbooks and academic sources to provide a comprehensive and balanced
overview of the roles of these actors in promoting employee engagement.

Researchers have provided insights into the topic of employee engagement. For example, studies
by Harter, Schmidt, and Hayes (2002) have shown the positive relationship between employee
engagement and business outcomes, while Truss, Soane, and Edwards (2006) have explored the
impact of employee attitudes and engagement on working life. It also provide theoretical
frameworks and conceptual frameworks that help in understanding the complexities of employee
engagement in the context of employment relations. For instance, Boxall and Macky (2007) have
discussed the link between high-involvement work processes, work intensification, and employee
well-being.

By examining the perspectives and contributions of various stakeholders, this analysis aims to
provide a robust and evidence-based understanding of the topic.
Key Actor 1: Employees

Employees are major actor in employment relations, particularly in relation to employee

engagement. They are responsible for carrying out the day-to-day operations of the organization
and are the primary beneficiaries of policies and programs that promote engagement. Research
suggests that employees can contribute to engagement by providing feedback, participating in
training and development opportunities, and supporting their colleagues (CIPD, 2016).
According to research, engaged employees tend to be more productive and committed to their
organization, leading to improved performance and better organizational outcomes (Saks, 2006).
In a study by Gallup, it was found that companies with engaged employees outperform those
without by 202% (Gallup, 2016).
For instance, at Zappos, employees are encouraged to provide feedback, participate in decision-
making processes, and take ownership of their work, resulting in high levels of engagement
(Hsieh, 2010). Similarly, at Google, employees are given the freedom to work on projects they
are passionate about, leading to a sense of purpose and engagement (Duhigg, 2016).
Organizations should create a work environment that empowers and motivates employees to
actively participate in the workplace and contribute to the organization's success.
Key Actor 2: Employers/Management
Another major actor are the Employers and Management and they also are pivotal in managing
employment relations, especially in terms of promoting employee engagement. They are
responsible for creating a positive work environment, providing development opportunities, and
advocating for employee interests. Management should aim to create a work environment that
fosters engagement by providing support, recognition, and opportunities for growth and
development. Research indicates that effective leadership, open communication, and employee
involvement are crucial factors in enhancing engagement (Rich et al., 2010).

For example, at Southwest Airlines, management places a significant emphasis on creating a

positive work culture that empowers employees to take ownership of their work. This approach
leads to high levels of engagement among employees (Ferrell and Hartline, 2014). Similarly, at
Patagonia, management encourages employee involvement in decision-making processes,
resulting in a sense of purpose and engagement (Senge et al., 2010). Overall, employers and
management should strive to create a work environment that fosters engagement by providing
support, recognition, and opportunities for growth and development. This, in turn, will lead to a
motivated and satisfied workforce.
Key Actor 3: Human Resources Professionals
Human Resource (HR) professionals also hold a primary responsibility in managing employment
relations, with a particular emphasis on promoting employee engagement. They are accountable
for designing and implementing policies and programs that foster engagement and create a
conducive work environment. Research indicates that HR professionals can significantly
contribute to promoting engagement by providing opportunities for training and development,
offering fair compensation and benefits, and supporting work-life balance (CIPD, 2016).
Real-life instances demonstrate the critical role played by HR professionals in enhancing
employee engagement. For example, at Hilton Worldwide, HR professionals conduct regular
engagement surveys to identify areas of improvement and implement programs to address
employee concerns (Hilton, 2021). Similarly, at Unilever, HR professionals provide a range of
employee benefits, including flexible work arrangements and career development opportunities,
to promote engagement (Unilever, 2021). Overall, HR professionals should implement policies
and programs that promote engagement and create a positive work environment to foster a
motivated and satisfied workforce.
Key Actor 4: Unions and Employee Representatives
Unions and employee representatives are essential in managing employment relations and
promoting employee engagement. According to Gollan and Wiessner (2014), unions can facilitate
engagement by providing employees with a collective voice, negotiating fair salaries and benefits,
and supporting employee development. At the Ford Motor Company, for instance, the United
Auto Workers union negotiated a labour agreement that incorporated job security and profit-
sharing provisions, leading to increased engagement levels among employees (Henderson, 2017).
Similarly, at the John Lewis Partnership, representatives from the employee council are involved
in decision-making processes, creating a sense of ownership and engagement among employees
(Burgess, 2019).

These examples demonstrate the important role that unions and employee representatives can
play in promoting employee engagement. By advocating for employee rights and concerns and
working towards ensuring that management adopts strategies and policies that encourage
engagement, these groups can benefit all employees in the organization. Ultimately, their efforts
can lead to a positive work environment that fosters engagement and increases employee
satisfaction and productivity. Therefore, it is crucial for organizations to consider the role of
unions and employee representatives in promoting employee engagement.
Conclusion
In conclusion, employee engagement is a critical aspect in employment relations, and many
workplace players play an important role in developing it. Employers must prioritize employee
engagement by offering competitive pay, safe working conditions, and opportunity for
advancement. Human resource professionals must develop and implement HR policies and
procedures that encourage employee engagement, resulting in a healthy work culture and
enhanced organizational outcomes. Employees' rights and interests must be advocated for by
unions and employee representatives, and contracts must include provisions for employee
engagement initiatives. Overall, companies, HR experts, unions, and employee representatives
may collaborate to establish a workplace climate that promotes employee engagement, resulting
in better employee well-being and organizational success.

It is crucial to emphasize that many viewpoints and methods to employee engagement exist, and
more study and analysis are required to properly comprehend its influence on employment
relations and organizational outcomes. Nonetheless, it is clear that employee engagement is a
critical factor in achieving a successful and sustainable workplace, and all actors in the
employment relationship must work together to promote it.
References

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CIPD. (2016). Employee engagement: An evidence-based review. Available at

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Duhigg, C. (2016). ‘What Google learned from its quest to build the perfect team’. The New York
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Ferrell, O. C., and Hartline, M. D. (2014). Marketing Strategy. South-Western Cengage Learning.

Gallup. (2016). Employee Engagement on the Rise in the US. Available at

https://www.gallup.com/workplace/236927/employee-engagement-rise.aspx

Gollan, P. J., and Wiessner, F. (2014). ‘Union participation and employee engagement: An
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Senge, P., Hamilton, H., and Kania, J. (2010). The dawn of system leadership. Stanford Social
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