Employee Engagement and Empowerment as Gateway towards Retention: The Case of Volkswagen Group

Abstract

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. This research paper utilized a qualitative-descriptive design through secondary sources of data collection, which centered 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 of 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.

Understanding the effects of toxic leadership on expatriates' readiness for innovation: an Uzbekistan case

“…Therefore, strained leaderfollower dyads adversely affected participants' participation and readiness for innovation. Hence, the findings concur with academicians that social skills are imperative to develop inspiring workplace environments (Aasland et al, 2014;Goldman, 2008;Sergio & Rylova, 2018).…”

“…Therefore, workplace distress could last for long periods that can negatively affect expatriates' motivation, job satisfaction, and organizational competitiveness (Schyns & Schilling, 2013;Too & Harvey, 2012). Thus, job dissatisfaction and toxic workplaces can decrease productivity and increase followers' turnover intentions (Sergio & Rylova, 2018).…”

“…Thus, for innovation to survive, followers need to feel inspired, confident, and competent to participate in driving innovative initiatives. Correspondingly, employees' innovative work behaviors can enhance effective decisionmaking and organizational competitiveness (Sergio & Rylova, 2018). A positive and enthusiastic state of mind is necessary to drive innovative organizational competitiveness (Abdullatif, Johari, & Adnan, 2016;Al-Madadha & Koufopoulos, 2014).…”

Impact of Trust on Employees' Engagement: The Mediating Role of Conflict Management Climate

“…Previous research on employee engagement focused on the consequences of it for the organisation. The most important consequences of employee engagement are higher productivity and profitability, organisational commitment, better job performance, lower job absence, intention to quit, and higher OCB (Macey and Schneider, 2008;Dajani, 2015;Saks, 2006;Sergio and Rylova, 2018). On the other hand, other studies tried to focus on some antecedents of employees' engagement.…”

Quantifying factors affecting MNE's Human Resource Management: Evidence from an emerging economy and implications for HR managers

“…Dowling et al, 2008). The Human Resource function is indeed a critical dimension as it is given high importance by many existing companies, as well as various other programs to enhance the work environment (Sergio and Rylova, 2018) Strategic HR decisions are characterized by more uncertainty in the decision-making process since future changes within the environment of organizations are uncertain (Purcell Ahlstrand, 1994). The role of HR department has become more central, particularly in the strategic decision-making process of the organization (Miller, 1989 andAnaloui, 1998).…”