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Course of studies
Employee engagement is crucial for companies because of its positive influence on performance, retention, and profitability. However, the rising appearance of hybrid workplaces and generational changes have presented challenges in maintaining employee engagement. Leadership has been shown to play an important role in developing engaged employees. This paper examines the relationship between transformational leadership and employee engagement and whether gender, presented as male, diverse and female, impacts this relationship.
A sample of 118 respondents, that have worked for over one year under a leader, has been analyzed through simple and multiple regressions. The relationship between transformational leadership and employee engagement proved significantly positive, highlighting the key role leadership plays when fostering engaged employees. However, the moderating relationship of all three genders was not significant. These results suggest that companies should focus on training transformational leaders and engaging employees regardless of the employee's gender.
In the field of change management, this thesis focuses on the factor human. The
comparison of different change management concepts by Lewin, Sinek, Krüger, and
Kotter builds the basis for the subsequent work. The theory of psychological contracting
becomes evident in the human factor analysis. For the realization of the goal of customer
centricity, a new framework and within this framework a new role structure, called
Business Framework Ambassador (BFA), is created at SICK AG. To establish this new
role at SICK AG, a change management concept for the official announcement of the
role structure BFA is created in the Service department. Hereby, the focus lies on the
derivation of measures to empower the employees who took on the new role in the
organization, namely the BFAs of the Service department. In this thesis, quantitative and
qualitative methods of research are used to analyze the work environment and to realize
a successful change management campaign. The implementation of the derived
measures leads to a strengthening of the community between the employees. In
addition, the specific results of the change project BFA lead to the assumption that a
feeling of empowerment is linked to employee engagement as well as management
support. The four motives of employee engagement introduced in the theoretical part of
this paper represent an appropriate tool for the participation of employees in this change
management project. The results of this work conclude with an outlook on how further
groups of BFAs can be launched at SICK AG.