Employee Satisfaction and Engagement
TO: Members of the Organization
FROM: Executive leader
SUBJECT: Worker Engagement and Satisfaction
Survey findings
I am writing to you based on employee participation, commitment, and satisfaction research conducted in our industry. The survey highlighted the challenge, and it was unfortunate to realize that forty percent of our workers were either unengaged or unsatisfied with their working environment. Therefore, executive leadership is working on a drastic plan to salvage the situation and improve all employees’ general welfare.
Micro and macro level adjustments
Our industrial leadership plays a fundamental role in achieving the set objective because of its working relationship with laborers. Consequently, industrial leadership should willingly accept and adjust to fulfill the future course of action and better employee engagement and satisfaction. The micro engagement changes to be undertaken by leadership include inspiring innovation, which the leaders can do through worker training to create an environment of possibility reasoning for laborers. Additionally, management should initiate reward achievement to appreciate our staff’s hard work and motivate others to put more effort into work. Another leadership change should entail initiatives to build trust with subordinates by involving them in decision-making for employees’ issues (University of Notre Dame, 2019).
On the other hand, macro engagement should be altered to ensure that the industries strategies, protocols, and plan assist in providing a perfect and rewarding surrounding for laborers to work effectively and efficiently. Therefore the company’s mission, vision, and rules should integrate employee satisfaction and engagement (Brown, 2016).
Significance of organization culture
The social exchange theory is utilized to understand the relationship between Myers Industries’ culture and employee engagement. The theory suggests that social conduct is a consequence of an exchange procedure. Thus exchange should purpose to maximize benefits and reduce costs. The organizational culture is a significant competitive edge source since it positively or negatively impacts organizational conduct and performance. Hence, an ideal organization culture should guarantee a great employee engagement level, which would result in increased worker morale, better retention, and higher productivity (Brenyah, 2017).