| Title : | Profit Sharing and Employee Engagement: Can Profit Sharing Improve Employee Engagement in Companies within The Irish Services Sector? | | Material Type: | printed text | | Authors: | Butler, Darren, Author ; Kennedy, Jackie, Author ; IBAT College Dublin, Author | | Publisher: | Unpublished Thesis | | Publication Date: | 2015 | | Pagination: | pp. 73 | | ISBN (or other code): | DISS22 | | Keywords: | Profit Sharing, Employee Engagement, Irish Services Sector | | Class number: | 658:DBUT | | Contents note: | Enhancing employee engagement has been established by many companies and human resource experts as the key ingredient for increasing competitiveness and improving performance in business. There are countless numbers of human resource agencies across the globe, carrying out annual surveys and producing annual reports on employee engagement with little improvement to show for it. Profit Sharing which dates back to the 19th century, has long been touted by governments and companies as a means of improving both performance and competitiveness. While high level executives and management have for a long time had profit sharing as a mandatory part of their own contracts this has not been so widely available to most employees.
This research aims to discover if profit sharing can improve employee engagement within companies in the Irish services sector. The role of leaders in successful engagement and profit sharing has been widely written about and will be looked at. A comparison of two companies in the Irish service sector will also be looked at to compare engagement in a company with and without profit sharing. This will be conducted through mixed method research using both quantitative and qualitative research.
The findings of this research show that introducing profit sharing can improve employee engagement, but this is neither universal nor a simple case of cause and effect. The actual monetary reward offered through profit sharing is not the most significant factor in improving engagement, rather it is the ancillary benefits of a more open communication culture with a direct line of sight between the employee and the company results, which have been shown as the biggest benefits. |
Profit Sharing and Employee Engagement: Can Profit Sharing Improve Employee Engagement in Companies within The Irish Services Sector? [printed text] / Butler, Darren, Author ; Kennedy, Jackie, Author ; IBAT College Dublin, Author . - [S.l.] : Unpublished Thesis, 2015 . - pp. 73. ISSN : DISS22 | Keywords: | Profit Sharing, Employee Engagement, Irish Services Sector | | Class number: | 658:DBUT | | Contents note: | Enhancing employee engagement has been established by many companies and human resource experts as the key ingredient for increasing competitiveness and improving performance in business. There are countless numbers of human resource agencies across the globe, carrying out annual surveys and producing annual reports on employee engagement with little improvement to show for it. Profit Sharing which dates back to the 19th century, has long been touted by governments and companies as a means of improving both performance and competitiveness. While high level executives and management have for a long time had profit sharing as a mandatory part of their own contracts this has not been so widely available to most employees.
This research aims to discover if profit sharing can improve employee engagement within companies in the Irish services sector. The role of leaders in successful engagement and profit sharing has been widely written about and will be looked at. A comparison of two companies in the Irish service sector will also be looked at to compare engagement in a company with and without profit sharing. This will be conducted through mixed method research using both quantitative and qualitative research.
The findings of this research show that introducing profit sharing can improve employee engagement, but this is neither universal nor a simple case of cause and effect. The actual monetary reward offered through profit sharing is not the most significant factor in improving engagement, rather it is the ancillary benefits of a more open communication culture with a direct line of sight between the employee and the company results, which have been shown as the biggest benefits. |
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Profit Sharing and Employee Engagement: Can Profit Sharing Improve Employee Engagement in Companies within The Irish Services Sector?
