Employee Engagement and Empowerment as Gateway towards Retention: The Case of Volkswagen Group
DOI:
https://doi.org/10.15549/jeecar.v5i2.242Abstract
Two themes of best human resource management practices –– employee empowerment and engagement have been considered a fundamental tool to increase the retention within any organization. The research paper utilized qualitative-descriptive design through secondary sources of data collection, which centralized on the case of Volkswagen Group, its retention rates and various programs offered to employees. The analysis establishes the link between employee retention and the two variables employee empowerment and engagement. It has been revealed that employee empowerment and engagement are significant links to retention. Moreover, both empowerment and engagement contribute to a more open, innovative environment, faster decision-making, and more importantly, create loyalty and organizational commitment. The company under study serves as an excellent example of high retention rates as well as a company that focuses a lot on its employees and their happiness within the organization despite its concerns in the past.
References
AG, V. (2016). Responsibility and Change Sustainability Report. Retrieved March 05, 2018, from http://sustainabilityreport2016.volkswagenag.com/home.html
Appelbaum, S. H., Karasek, R., Lapointe, F., & Quelch, K. (2015). Employee empowerment: Factors affecting the consequent success or failure (part II). Industrial and Commercial Training, 47(1), 23-30.
Crête, R. (2016). The Volkswagen scandal from the viewpoint of corporate governance. European Journal of Risk Regulation: EJRR, 7(1), 25-31.
Frank, J. (2015). From engagement to empowerment – employee advocacy in the social economy. Strategic HR Review, 14(4), 144.
Ghosh, A. K. (2013). Employee empowerment: A strategic tool to obtain sustainable competitive advantage. International Journal of Management, 30(3), 95.
Guaspari, J. (2015). Why employee engagement isn’t working. Strategic HR Review, 14(6)10.
H. Appelbaum, S., Karasek, R., Lapointe, F., & Quelch, K. (2014). Employee empowerment: Factors affecting the consequent success or failure – part I. Industrial and Commercial Training, 46(7), 379-386.
Henderson, R., & Reavis, C. (2009). What’s Driving Porsche?.
Increasing employee engagement: The role of interpersonal leadership. (2015). Strategic Direction, 31(2), 34.
Laddha, A., Singh, R., Gabbad, H., & Gidwani, G. D. (2012). Employee retention: An art to reduce turnover. International Journal of Management Research and Reviews, 2(3), 453.
Paillé, P. (2013). Organizational citizenship behaviour and employee retention: How important are turnover cognitions? The International Journal of Human Resource Management, 24(4), 768-790.
Prerana. (2017). Effect of employee engagement on organisational commitment. Indian Journal of Commerce and Management Studies, 8(2), 101.
Saks, A. M., & Gruman, J. A. (2014). What do we really know about employee engagement? Human Resource Development Quarterly, 25(2), 155-182.
Sandhya, K., & Kumar, D. P. (2014). Employee retention - A strategic tool for organisational growth and sustaining competitiveness. Journal of Strategic Human Resource Management, 3(3)
Ukil, M. I. (2016). The impact of employee empowerment on employee satisfaction and service quality: Empirical evidence from financial enterprizes in Bangladesh. Verslas: Teorija Ir Praktika, 17(2), 178-189.
Volkswagen Goals and Strategies. (2016). Retrieved March 05, 2018, from http://annualreport2016.volkswagenag.com/group-management-report/goals-and-strategies.html
Downloads
Published
How to Cite
Issue
Section
License
The JEECAR journal allows the author(s) to hold the copyright and publishing rights of their own manuscript without restrictions.
This journal applies the Creative Attribution Common License to works we publish, and allows reuse and remixing of its content, in accordance with a CC-BY 4.0 license.
Authors are free to: Share — copy and redistribute the material in any medium or format and Adapt — remix, transform, and build upon the material for any purpose, even commercially.
Under the following terms: Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
No additional restrictions — The author may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
The JEECAR Journal is committed to the editorial principles of all aspects of publication ethics and publication malpractice as assigned by the Committee on Public Ethics.