| Titre : |
Reviving Employee Engagement Post Covid: A case study of the creative industry in Dubai |
| Type de document : |
Mémoire |
| Auteurs : |
Amr ABDALLA, Auteur |
| Année de publication : |
2022 |
| Importance : |
68 p. |
| Note générale : |
Pour accéder aux fichiers PDF, merci de vous identifier sur le catalogue avec cotre compte Office 365 via le bouton CONNEXION en haut de la page. |
| Langues : |
Anglais (eng) |
| Mots-clés : |
Management
CULTURE ORGANISATIONNELLE ; EMPLOYE ; LEADERSHIP ; PSYCHOLOGIE DU TRAVAIL
|
| Résumé : |
This research study was motivated by the need to understand drivers for the higher-than-average turnover rates among junior executives employed for a creative agency in Dubai, UAE. The objective was to examine and survey perceptions of this target group regarding aspects of their work and the workplace to which they experience engagement. To achieve this goal, a qualitative research inquiry was developed to gage their views using open-ended questions that target their perceptions regarding what they believe would be the ideal workplace to work for. A total number of eight interviews was conducted with four participants who were employed in three different departments within the examined agency. A thematic coding method was followed in the analysis of data stemming from this study, allowing for the emergence and development of key engagement categories that drives the participants’ engagement with their roles and the workplace environment. Results indicated by the data analysis suggest that participants’ experience of work and the workplace have evolved remarkably compared to previous generations preceding this target group. In this respect, findings reveal that this organizational group is keen on continuous learning and development, while they anchor their entire work reality around workplace relationships, with a management that provides excessive support using a more human and personal
interaction approach. More importantly, results stemming from this study indicate that this generation’s main driver is not monetary rewards or status, rather the interest on belonging to an organizational community that shares their values, beliefs, and way of living. Also, participants in this study exhibited clear tendencies towards working for a leadership that values open, transparency, coupled with a more informal/human and personal communication approach. They indicated their interest towards more flexible working arrangements, and clear communication regarding their future career path progress right at the outset of their career. A unique feature of this generation is their keen interest in corporate social responsibility, diversity, and inclusion, and the expectation that they have towards their organization to come up with ways to engage them around these interests.
The challenge for HR departments working with this generation would be to take these preferences into consideration and find ways to create working conditions that enable their engagement with the workplace, which will translate into improved retention and productivity |
| Programme : |
MSc Human Resources Consulting |
| Permalink : |
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