Johnson Controls, Inc. (NYSE: JCI) is a company, based in Milwaukee, Wisconsin, USA. It was founded in 1885 by professor Warren S. Johnson, inventor of the first electric room thermostat.
It is a Fortune 100 diversified, multi-industrial company with 142,000 employees in 1,300 locations across six continents.
In 1883, Warren S. Johnson, a professor at the State Normal School in Whitewater, Wisconsin, received a patent for the first electric room thermostat. His invention helped launch the building control industry and was the impetus for a new company.
Johnson and a group of Milwaukee investors incorporated the Johnson Electric Service Company in 1885 to manufacture, install and service automatic temperature regulation systems for buildings. The company was renamed Johnson Controls in 1974.
Between 1885 and 1911, Professor Johnson delved into many other areas, including electric storage batteries, steam and gas powered automobiles, huge pneumatic clock towers and wireless telegraph communication. But at his death in 1911, the company decided to focus solely on its temperature control business for nonresidential buildings.
Johnson Controls continued to develop new control technologies to help customers better manage their increasingly larger and more complex buildings. By the 1950s, for example, it was common for a large building to have hundreds of thermostats, valves, dampers and other temperature control devices installed throughout the facility, all of which had to be individually checked several times a day. To improve the efficiency of building operations staff, Johnson Controls introduced its Pneumatic Control Center, for the first time enabling a building operator to monitor and operate all the temperature control devices in a facility from a single, central site.
The company that helped found the controls industry has remained one of its technological leaders. In 1972, it built the industry's first minicomputer dedicated to building control-the JC80. In the 1980s, Johnson Controls adopted digital control technology with its JC85, which gave customers faster and more precise control of building systems. In the 1990s, the company pioneered open communication protocols, which allows control devices from various manufacturers to share data directly for the first time. Today, its Metasys Facilities Management System is reducing energy costs and improving indoor comfort in thousands of buildings around the world.
Service of facilities management systems has long been a staple of the company's offerings. Since the mid-1980s, it has expanded its scope to cover mechanical and electrical equipment to help customers reduce the number of service suppliers they need. The company created Integrated Facilities Management (IFM) to give customers a single source for operations and maintenance of all building systems and functions, and to ensure maximum building efficiency and reliability. Johnson Controls now provides full-time, on-site IFM staff for more than 600,000,000 square feet (56,000,000 m2) of building space around the world, including IBM's facilities in 20 countries, and U.S. Government facilities in Cape Canaveral.
Vehicle production is the second biggest industry in South Africa's manufacturing
sector (South Africa’s automotive industry, 2008:1). Overall, the automotive industry,
including manufacturing, distributing, and servicing of vehicles and components, is the
third largest sector in the economy. After mining and financial services, the industry
contributes seven percent to the gross domestic product (South Africa’s automotive
industry, 2008:1).
There are more than 200 automotive component manufacturers in South Africa (South
Africa’s automotive industry, 2008:1). Johnson Controls Uitenhage forms part of this
automotive component supply base, contributing to the economy by supplying seat
covers to local and overseas automobile manufacturers.
The manufacturing of automotive seat covers are labour intensive and very little can be
done to automate processes. Product quality is therefore largely dependent on operators
having pride in their work, which lead to better quality products, and reduces quality
costs. The degree to which these employees are engaged is therefore critically important
for business success.
Employee engagement is defined as the extent that an employee believes in the mission,
purpose, and values of an organisation. It demonstrates commitment through their
actions as employees and their attitude towards the employer and customers (Stockley,
2007:1).
Employees who are engaged want to contribute, have a sense of belonging, defend the
organisation, work hard and are not interested in moving to other employers.
Employees, who are not engaged, caused a gap between employees’ effort and their
organisational effectiveness (Does your organisation have an “Engagement Gap”?,
2007:8). This significantly affects an organisation’s financial performance (Minton-
Eversole, 2007:20).
Primary objective
The primary objective of this study is to investigate employee engagement and the
possible impact engagement has on business success.
1.3.2 Secondary Objectives
To achieve the primary objective, the following secondary goals will be investigated.
(i) To highlight the nature and degree of employee engagement
(ii) To empirically assess the factors that influence employee engagement
(iii)To empirically assess the outcomes of employee engagement
(iv)To determine the key actions that can be taken to improve the level of employee
engagement
4
1.4 RESEARCH QUESTIONS
The study will attempt to answer the following research questions in the context of
Johnson Controls Uitenhage:
What is the degree of employee engagement, or disengagement?
What are the influences and business outcomes of employee engagement?
Is there a relationship between the influences and outcomes of employee
engagement, and the degree of employee engagement?
What actions can be taken to improve the degree of employee engagement?
1.5 RESEARCH DESIGN OBJECTIVES
To achieve the above objectives, the following research design objectives will be
pursued:
A secondary literature review will be conducted using articles, books, journals, and
internet sources. The objective of this review will be to establish what engagement
models are currently used.
A further objective of the review will be to establish what relationships exist
between employee engagement and the business success of organisations.
Interviews with key role players will also be conducted. These may include HR
professionals, Financial, and Quality leaders.
A questionnaire will be constructed and employees will be surveyed to establish
their level of engagement, and whether they perceive how the influences and
outcomes of engagement have an impact on business success.
The results of the survey will be analysed to understand the extent of employee
engagement and the key factors that influence engagement in Johnson Controls.
After the investigation of engagement models, literature and interviews, the key
influences and outcomes will be selected and empirically assessed in Johnson Controls.
The conclusion of the study will test the validity of the key influences and outcomes in
JCI. The study will also investigate whether relationships exist between the degree of
employee engagement, the factors that influence engagement and business successPrimary objective
The primary objective of this study is to investigate employee engagement and the
possible impact engagement has on business success.
1.3.2 Secondary Objectives
To achieve the primary objective, the following secondary goals will be investigated.
(i) To highlight the nature and degree of employee engagement
(ii) To empirically assess the factors that influence employee engagement
(iii)To empirically assess the outcomes of employee engagement
(iv)To determine the key actions that can be taken to improve the level of employee
engagement
4
1.4 RESEARCH QUESTIONS
The study will attempt to answer the following research questions in the context of
Johnson Controls Uitenhage:
What is the degree of employee engagement, or disengagement?
What are the influences and business outcomes of employee engagement?
Is there a relationship between the influences and outcomes of employee
engagement, and the degree of employee engagement?
What actions can be taken to improve the degree of employee engagement?
1.5 RESEARCH DESIGN OBJECTIVES
To achieve the above objectives, the following research design objectives will be
pursued:
A secondary literature review will be conducted using articles, books, journals, and
internet sources. The objective of this review will be to establish what engagement
models are currently used.
A further objective of the review will be to establish what relationships exist
between employee engagement and the business success of organisations.
Interviews with key role players will also be conducted. These may include HR
professionals, Financial, and Quality leaders.
A questionnaire will be constructed and employees will be surveyed to establish
their level of engagement, and whether they perceive how the influences and
outcomes of engagement have an impact on business success.
The results of the survey will be analysed to understand the extent of employee
engagement and the key factors that influence engagement in Johnson Controls.
After the investigation of engagement models, literature and interviews, the key
influences and outcomes will be selected and empirically assessed in Johnson Controls.
The conclusion of the study will test the validity of the key influences and outcomes in
JCI. The study will also investigate whether relationships exist between the degree of
employee engagement, the factors that influence engagement and business successPrimary objective
The primary objective of this study is to investigate employee engagement and the
possible impact engagement has on business success.
1.3.2 Secondary Objectives
To achieve the primary objective, the following secondary goals will be investigated.
(i) To highlight the nature and degree of employee engagement
(ii) To empirically assess the factors that influence employee engagement
(iii)To empirically assess the outcomes of employee engagement
(iv)To determine the key actions that can be taken to improve the level of employee
engagement
4
1.4 RESEARCH QUESTIONS
The study will attempt to answer the following research questions in the context of
Johnson Controls Uitenhage:
What is the degree of employee engagement, or disengagement?
What are the influences and business outcomes of employee engagement?
Is there a relationship between the influences and outcomes of employee
engagement, and the degree of employee engagement?
What actions can be taken to improve the degree of employee engagement?
1.5 RESEARCH DESIGN OBJECTIVES
To achieve the above objectives, the following research design objectives will be
pursued:
A secondary literature review will be conducted using articles, books, journals, and
internet sources. The objective of this review will be to establish what engagement
models are currently used.
A further objective of the review will be to establish what relationships exist
between employee engagement and the business success of organisations.
Interviews with key role players will also be conducted. These may include HR
professionals, Financial, and Quality leaders.
A questionnaire will be constructed and employees will be surveyed to establish
their level of engagement, and whether they perceive how the influences and
outcomes of engagement have an impact on business success.
The results of the survey will be analysed to understand the extent of employee
engagement and the key factors that influence engagement in Johnson Controls.
After the investigation of engagement models, literature and interviews, the key
influences and outcomes will be selected and empirically assessed in Johnson Controls.
The conclusion of the study will test the validity of the key influences and outcomes in
JCI. The study will also investigate whether relationships exist between the degree of
employee engagement, the factors that influence engagement and business successPrimary objective
The primary objective of this study is to investigate employee engagement and the
possible impact engagement has on business success.
1.3.2 Secondary Objectives
To achieve the primary objective, the following secondary goals will be investigated.
(i) To highlight the nature and degree of employee engagement
(ii) To empirically assess the factors that influence employee engagement
(iii)To empirically assess the outcomes of employee engagement
(iv)To determine the key actions that can be taken to improve the level of employee
engagement
4
1.4 RESEARCH QUESTIONS
The study will attempt to answer the following research questions in the context of
Johnson Controls Uitenhage:
What is the degree of employee engagement, or disengagement?
What are the influences and business outcomes of employee engagement?
Is there a relationship between the influences and outcomes of employee
engagement, and the degree of employee engagement?
What actions can be taken to improve the degree of employee engagement?
1.5 RESEARCH DESIGN OBJECTIVES
To achieve the above objectives, the following research design objectives will be
pursued:
A secondary literature review will be conducted using articles, books, journals, and
internet sources. The objective of this review will be to establish what engagement
models are currently used.
A further objective of the review will be to establish what relationships exist
between employee engagement and the business success of organisations.
Interviews with key role players will also be conducted. These may include HR
professionals, Financial, and Quality leaders.
A questionnaire will be constructed and employees will be surveyed to establish
their level of engagement, and whether they perceive how the influences and
outcomes of engagement have an impact on business success.
The results of the survey will be analysed to understand the extent of employee
engagement and the key factors that influence engagement in Johnson Controls.
After the investigation of engagement models, literature and interviews, the key
influences and outcomes will be selected and empirically assessed in Johnson Controls.
The conclusion of the study will test the validity of the key influences and outcomes in
JCI. The study will also investigate whether relationships exist between the degree of
employee engagement, the factors that influence engagement and business successPrimary objective
The primary objective of this study is to investigate employee engagement and the
possible impact engagement has on business success.
1.3.2 Secondary Objectives
To achieve the primary objective, the following secondary goals will be investigated.
(i) To highlight the nature and degree of employee engagement
(ii) To empirically assess the factors that influence employee engagement
(iii)To empirically assess the outcomes of employee engagement
(iv)To determine the key actions that can be taken to improve the level of employee
engagement
4
1.4 RESEARCH QUESTIONS
The study will attempt to answer the following research questions in the context of
Johnson Controls Uitenhage:
What is the degree of employee engagement, or disengagement?
What are the influences and business outcomes of employee engagement?
Is there a relationship between the influences and outcomes of employee
engagement, and the degree of employee engagement?
What actions can be taken to improve the degree of employee engagement?
1.5 RESEARCH DESIGN OBJECTIVES
To achieve the above objectives, the following research design objectives will be
pursued:
A secondary literature review will be conducted using articles, books, journals, and
internet sources. The objective of this review will be to establish what engagement
models are currently used.
A further objective of the review will be to establish what relationships exist
between employee engagement and the business success of organisations.
Interviews with key role players will also be conducted. These may include HR
professionals, Financial, and Quality leaders.
A questionnaire will be constructed and employees will be surveyed to establish
their level of engagement, and whether they perceive how the influences and
outcomes of engagement have an impact on business success.
The results of the survey will be analysed to understand the extent of employee
engagement and the key factors that influence engagement in Johnson Controls.
After the investigation of engagement models, literature and interviews, the key
influences and outcomes will be selected and empirically assessed in Johnson Controls.
The conclusion of the study will test the validity of the key influences and outcomes in
JCI. The study will also investigate whether relationships exist between the degree of
employee engagement, the factors that influence engagement and business successPrimary objective
The primary objective of this study is to investigate employee engagement and the
possible impact engagement has on business success.
1.3.2 Secondary Objectives
To achieve the primary objective, the following secondary goals will be investigated.
(i) To highlight the nature and degree of employee engagement
(ii) To empirically assess the factors that influence employee engagement
(iii)To empirically assess the outcomes of employee engagement
(iv)To determine the key actions that can be taken to improve the level of employee
engagement
4
1.4 RESEARCH QUESTIONS
The study will attempt to answer the following research questions in the context of
Johnson Controls Uitenhage:
What is the degree of employee engagement, or disengagement?
What are the influences and business outcomes of employee engagement?
Is there a relationship between the influences and outcomes of employee
engagement, and the degree of employee engagement?
What actions can be taken to improve the degree of employee engagement?
1.5 RESEARCH DESIGN OBJECTIVES
To achieve the above objectives, the following research design objectives will be
pursued:
A secondary literature review will be conducted using articles, books, journals, and
internet sources. The objective of this review will be to establish what engagement
models are currently used.
A further objective of the review will be to establish what relationships exist
between employee engagement and the business success of organisations.
Interviews with key role players will also be conducted. These may include HR
professionals, Financial, and Quality leaders.
A questionnaire will be constructed and employees will be surveyed to establish
their level of engagement, and whether they perceive how the influences and
outcomes of engagement have an impact on business success.
The results of the survey will be analysed to understand the extent of employee
engagement and the key factors that influence engagement in Johnson Controls.
After the investigation of engagement models, literature and interviews, the key
influences and outcomes will be selected and empirically assessed in Johnson Controls.
The conclusion of the study will test the validity of the key influences and outcomes in
JCI. The study will also investigate whether relationships exist between the degree of
employee engagement, the factors that influence engagement and business success
Gebauer (2008) indicates that engagement is not only part of a person’s genetic makeup
from birth, but can be created if the key factors that influence engagement in an
organisation is understood and effectively managed. The key influences identified by
Gebauer (2008) are shown in Table 2.1 below. The author reports that the factors that
attract people to an organisation are different to those factors that retain them, and
different factors maintain their engagement while employed.
Gebauer (2008) maintains that senior management should take a sincere interest in
employees not only at work but also beyond the workplace. Employees are engaged
when they get opportunities to improve their capabilities and advance their careers
through learning and growth. Employees are increasingly aware of the organisation’s
social responsibility and want to be associated with organisations that have a good
reputation of social responsibility. Furthermore, employees are engaged through the
organisation’s focus on the customer. They want to contribute to making customers
happy by meeting customer expectations and resolving their concerns quickly.
It is a Fortune 100 diversified, multi-industrial company with 142,000 employees in 1,300 locations across six continents.
In 1883, Warren S. Johnson, a professor at the State Normal School in Whitewater, Wisconsin, received a patent for the first electric room thermostat. His invention helped launch the building control industry and was the impetus for a new company.
Johnson and a group of Milwaukee investors incorporated the Johnson Electric Service Company in 1885 to manufacture, install and service automatic temperature regulation systems for buildings. The company was renamed Johnson Controls in 1974.
Between 1885 and 1911, Professor Johnson delved into many other areas, including electric storage batteries, steam and gas powered automobiles, huge pneumatic clock towers and wireless telegraph communication. But at his death in 1911, the company decided to focus solely on its temperature control business for nonresidential buildings.
Johnson Controls continued to develop new control technologies to help customers better manage their increasingly larger and more complex buildings. By the 1950s, for example, it was common for a large building to have hundreds of thermostats, valves, dampers and other temperature control devices installed throughout the facility, all of which had to be individually checked several times a day. To improve the efficiency of building operations staff, Johnson Controls introduced its Pneumatic Control Center, for the first time enabling a building operator to monitor and operate all the temperature control devices in a facility from a single, central site.
The company that helped found the controls industry has remained one of its technological leaders. In 1972, it built the industry's first minicomputer dedicated to building control-the JC80. In the 1980s, Johnson Controls adopted digital control technology with its JC85, which gave customers faster and more precise control of building systems. In the 1990s, the company pioneered open communication protocols, which allows control devices from various manufacturers to share data directly for the first time. Today, its Metasys Facilities Management System is reducing energy costs and improving indoor comfort in thousands of buildings around the world.
Service of facilities management systems has long been a staple of the company's offerings. Since the mid-1980s, it has expanded its scope to cover mechanical and electrical equipment to help customers reduce the number of service suppliers they need. The company created Integrated Facilities Management (IFM) to give customers a single source for operations and maintenance of all building systems and functions, and to ensure maximum building efficiency and reliability. Johnson Controls now provides full-time, on-site IFM staff for more than 600,000,000 square feet (56,000,000 m2) of building space around the world, including IBM's facilities in 20 countries, and U.S. Government facilities in Cape Canaveral.
Vehicle production is the second biggest industry in South Africa's manufacturing
sector (South Africa’s automotive industry, 2008:1). Overall, the automotive industry,
including manufacturing, distributing, and servicing of vehicles and components, is the
third largest sector in the economy. After mining and financial services, the industry
contributes seven percent to the gross domestic product (South Africa’s automotive
industry, 2008:1).
There are more than 200 automotive component manufacturers in South Africa (South
Africa’s automotive industry, 2008:1). Johnson Controls Uitenhage forms part of this
automotive component supply base, contributing to the economy by supplying seat
covers to local and overseas automobile manufacturers.
The manufacturing of automotive seat covers are labour intensive and very little can be
done to automate processes. Product quality is therefore largely dependent on operators
having pride in their work, which lead to better quality products, and reduces quality
costs. The degree to which these employees are engaged is therefore critically important
for business success.
Employee engagement is defined as the extent that an employee believes in the mission,
purpose, and values of an organisation. It demonstrates commitment through their
actions as employees and their attitude towards the employer and customers (Stockley,
2007:1).
Employees who are engaged want to contribute, have a sense of belonging, defend the
organisation, work hard and are not interested in moving to other employers.
Employees, who are not engaged, caused a gap between employees’ effort and their
organisational effectiveness (Does your organisation have an “Engagement Gap”?,
2007:8). This significantly affects an organisation’s financial performance (Minton-
Eversole, 2007:20).
Primary objective
The primary objective of this study is to investigate employee engagement and the
possible impact engagement has on business success.
1.3.2 Secondary Objectives
To achieve the primary objective, the following secondary goals will be investigated.
(i) To highlight the nature and degree of employee engagement
(ii) To empirically assess the factors that influence employee engagement
(iii)To empirically assess the outcomes of employee engagement
(iv)To determine the key actions that can be taken to improve the level of employee
engagement
4
1.4 RESEARCH QUESTIONS
The study will attempt to answer the following research questions in the context of
Johnson Controls Uitenhage:
What is the degree of employee engagement, or disengagement?
What are the influences and business outcomes of employee engagement?
Is there a relationship between the influences and outcomes of employee
engagement, and the degree of employee engagement?
What actions can be taken to improve the degree of employee engagement?
1.5 RESEARCH DESIGN OBJECTIVES
To achieve the above objectives, the following research design objectives will be
pursued:
A secondary literature review will be conducted using articles, books, journals, and
internet sources. The objective of this review will be to establish what engagement
models are currently used.
A further objective of the review will be to establish what relationships exist
between employee engagement and the business success of organisations.
Interviews with key role players will also be conducted. These may include HR
professionals, Financial, and Quality leaders.
A questionnaire will be constructed and employees will be surveyed to establish
their level of engagement, and whether they perceive how the influences and
outcomes of engagement have an impact on business success.
The results of the survey will be analysed to understand the extent of employee
engagement and the key factors that influence engagement in Johnson Controls.
After the investigation of engagement models, literature and interviews, the key
influences and outcomes will be selected and empirically assessed in Johnson Controls.
The conclusion of the study will test the validity of the key influences and outcomes in
JCI. The study will also investigate whether relationships exist between the degree of
employee engagement, the factors that influence engagement and business successPrimary objective
The primary objective of this study is to investigate employee engagement and the
possible impact engagement has on business success.
1.3.2 Secondary Objectives
To achieve the primary objective, the following secondary goals will be investigated.
(i) To highlight the nature and degree of employee engagement
(ii) To empirically assess the factors that influence employee engagement
(iii)To empirically assess the outcomes of employee engagement
(iv)To determine the key actions that can be taken to improve the level of employee
engagement
4
1.4 RESEARCH QUESTIONS
The study will attempt to answer the following research questions in the context of
Johnson Controls Uitenhage:
What is the degree of employee engagement, or disengagement?
What are the influences and business outcomes of employee engagement?
Is there a relationship between the influences and outcomes of employee
engagement, and the degree of employee engagement?
What actions can be taken to improve the degree of employee engagement?
1.5 RESEARCH DESIGN OBJECTIVES
To achieve the above objectives, the following research design objectives will be
pursued:
A secondary literature review will be conducted using articles, books, journals, and
internet sources. The objective of this review will be to establish what engagement
models are currently used.
A further objective of the review will be to establish what relationships exist
between employee engagement and the business success of organisations.
Interviews with key role players will also be conducted. These may include HR
professionals, Financial, and Quality leaders.
A questionnaire will be constructed and employees will be surveyed to establish
their level of engagement, and whether they perceive how the influences and
outcomes of engagement have an impact on business success.
The results of the survey will be analysed to understand the extent of employee
engagement and the key factors that influence engagement in Johnson Controls.
After the investigation of engagement models, literature and interviews, the key
influences and outcomes will be selected and empirically assessed in Johnson Controls.
The conclusion of the study will test the validity of the key influences and outcomes in
JCI. The study will also investigate whether relationships exist between the degree of
employee engagement, the factors that influence engagement and business successPrimary objective
The primary objective of this study is to investigate employee engagement and the
possible impact engagement has on business success.
1.3.2 Secondary Objectives
To achieve the primary objective, the following secondary goals will be investigated.
(i) To highlight the nature and degree of employee engagement
(ii) To empirically assess the factors that influence employee engagement
(iii)To empirically assess the outcomes of employee engagement
(iv)To determine the key actions that can be taken to improve the level of employee
engagement
4
1.4 RESEARCH QUESTIONS
The study will attempt to answer the following research questions in the context of
Johnson Controls Uitenhage:
What is the degree of employee engagement, or disengagement?
What are the influences and business outcomes of employee engagement?
Is there a relationship between the influences and outcomes of employee
engagement, and the degree of employee engagement?
What actions can be taken to improve the degree of employee engagement?
1.5 RESEARCH DESIGN OBJECTIVES
To achieve the above objectives, the following research design objectives will be
pursued:
A secondary literature review will be conducted using articles, books, journals, and
internet sources. The objective of this review will be to establish what engagement
models are currently used.
A further objective of the review will be to establish what relationships exist
between employee engagement and the business success of organisations.
Interviews with key role players will also be conducted. These may include HR
professionals, Financial, and Quality leaders.
A questionnaire will be constructed and employees will be surveyed to establish
their level of engagement, and whether they perceive how the influences and
outcomes of engagement have an impact on business success.
The results of the survey will be analysed to understand the extent of employee
engagement and the key factors that influence engagement in Johnson Controls.
After the investigation of engagement models, literature and interviews, the key
influences and outcomes will be selected and empirically assessed in Johnson Controls.
The conclusion of the study will test the validity of the key influences and outcomes in
JCI. The study will also investigate whether relationships exist between the degree of
employee engagement, the factors that influence engagement and business successPrimary objective
The primary objective of this study is to investigate employee engagement and the
possible impact engagement has on business success.
1.3.2 Secondary Objectives
To achieve the primary objective, the following secondary goals will be investigated.
(i) To highlight the nature and degree of employee engagement
(ii) To empirically assess the factors that influence employee engagement
(iii)To empirically assess the outcomes of employee engagement
(iv)To determine the key actions that can be taken to improve the level of employee
engagement
4
1.4 RESEARCH QUESTIONS
The study will attempt to answer the following research questions in the context of
Johnson Controls Uitenhage:
What is the degree of employee engagement, or disengagement?
What are the influences and business outcomes of employee engagement?
Is there a relationship between the influences and outcomes of employee
engagement, and the degree of employee engagement?
What actions can be taken to improve the degree of employee engagement?
1.5 RESEARCH DESIGN OBJECTIVES
To achieve the above objectives, the following research design objectives will be
pursued:
A secondary literature review will be conducted using articles, books, journals, and
internet sources. The objective of this review will be to establish what engagement
models are currently used.
A further objective of the review will be to establish what relationships exist
between employee engagement and the business success of organisations.
Interviews with key role players will also be conducted. These may include HR
professionals, Financial, and Quality leaders.
A questionnaire will be constructed and employees will be surveyed to establish
their level of engagement, and whether they perceive how the influences and
outcomes of engagement have an impact on business success.
The results of the survey will be analysed to understand the extent of employee
engagement and the key factors that influence engagement in Johnson Controls.
After the investigation of engagement models, literature and interviews, the key
influences and outcomes will be selected and empirically assessed in Johnson Controls.
The conclusion of the study will test the validity of the key influences and outcomes in
JCI. The study will also investigate whether relationships exist between the degree of
employee engagement, the factors that influence engagement and business successPrimary objective
The primary objective of this study is to investigate employee engagement and the
possible impact engagement has on business success.
1.3.2 Secondary Objectives
To achieve the primary objective, the following secondary goals will be investigated.
(i) To highlight the nature and degree of employee engagement
(ii) To empirically assess the factors that influence employee engagement
(iii)To empirically assess the outcomes of employee engagement
(iv)To determine the key actions that can be taken to improve the level of employee
engagement
4
1.4 RESEARCH QUESTIONS
The study will attempt to answer the following research questions in the context of
Johnson Controls Uitenhage:
What is the degree of employee engagement, or disengagement?
What are the influences and business outcomes of employee engagement?
Is there a relationship between the influences and outcomes of employee
engagement, and the degree of employee engagement?
What actions can be taken to improve the degree of employee engagement?
1.5 RESEARCH DESIGN OBJECTIVES
To achieve the above objectives, the following research design objectives will be
pursued:
A secondary literature review will be conducted using articles, books, journals, and
internet sources. The objective of this review will be to establish what engagement
models are currently used.
A further objective of the review will be to establish what relationships exist
between employee engagement and the business success of organisations.
Interviews with key role players will also be conducted. These may include HR
professionals, Financial, and Quality leaders.
A questionnaire will be constructed and employees will be surveyed to establish
their level of engagement, and whether they perceive how the influences and
outcomes of engagement have an impact on business success.
The results of the survey will be analysed to understand the extent of employee
engagement and the key factors that influence engagement in Johnson Controls.
After the investigation of engagement models, literature and interviews, the key
influences and outcomes will be selected and empirically assessed in Johnson Controls.
The conclusion of the study will test the validity of the key influences and outcomes in
JCI. The study will also investigate whether relationships exist between the degree of
employee engagement, the factors that influence engagement and business successPrimary objective
The primary objective of this study is to investigate employee engagement and the
possible impact engagement has on business success.
1.3.2 Secondary Objectives
To achieve the primary objective, the following secondary goals will be investigated.
(i) To highlight the nature and degree of employee engagement
(ii) To empirically assess the factors that influence employee engagement
(iii)To empirically assess the outcomes of employee engagement
(iv)To determine the key actions that can be taken to improve the level of employee
engagement
4
1.4 RESEARCH QUESTIONS
The study will attempt to answer the following research questions in the context of
Johnson Controls Uitenhage:
What is the degree of employee engagement, or disengagement?
What are the influences and business outcomes of employee engagement?
Is there a relationship between the influences and outcomes of employee
engagement, and the degree of employee engagement?
What actions can be taken to improve the degree of employee engagement?
1.5 RESEARCH DESIGN OBJECTIVES
To achieve the above objectives, the following research design objectives will be
pursued:
A secondary literature review will be conducted using articles, books, journals, and
internet sources. The objective of this review will be to establish what engagement
models are currently used.
A further objective of the review will be to establish what relationships exist
between employee engagement and the business success of organisations.
Interviews with key role players will also be conducted. These may include HR
professionals, Financial, and Quality leaders.
A questionnaire will be constructed and employees will be surveyed to establish
their level of engagement, and whether they perceive how the influences and
outcomes of engagement have an impact on business success.
The results of the survey will be analysed to understand the extent of employee
engagement and the key factors that influence engagement in Johnson Controls.
After the investigation of engagement models, literature and interviews, the key
influences and outcomes will be selected and empirically assessed in Johnson Controls.
The conclusion of the study will test the validity of the key influences and outcomes in
JCI. The study will also investigate whether relationships exist between the degree of
employee engagement, the factors that influence engagement and business success
Gebauer (2008) indicates that engagement is not only part of a person’s genetic makeup
from birth, but can be created if the key factors that influence engagement in an
organisation is understood and effectively managed. The key influences identified by
Gebauer (2008) are shown in Table 2.1 below. The author reports that the factors that
attract people to an organisation are different to those factors that retain them, and
different factors maintain their engagement while employed.
Gebauer (2008) maintains that senior management should take a sincere interest in
employees not only at work but also beyond the workplace. Employees are engaged
when they get opportunities to improve their capabilities and advance their careers
through learning and growth. Employees are increasingly aware of the organisation’s
social responsibility and want to be associated with organisations that have a good
reputation of social responsibility. Furthermore, employees are engaged through the
organisation’s focus on the customer. They want to contribute to making customers
happy by meeting customer expectations and resolving their concerns quickly.