Analysis of Employee Engagement

at Company XYZ

by

Aron A. Beazley

A Research Paper

Submitted in Partial Fulfillment of the Requirements for the

Master of Science Degree In

Training and Development

The Graduate School

University of Wisconsin-Stout

December, 2010

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The Graduate School University of Wisconsin-Stout

Menomonie, WI

Author: Beazley, Aron A.

Title: Analysis of Employee Engagement at Company XYZ

Graduate Degree/ Major: MS Training and Development

Research Adviser: Katherine Lui, Ph.D.

Month/Year: December, 2010

Number of Pages: 51

Style Manual Used: American Psychological Association, 6th edition

Abstract

This study gathers feedback from employees at Company XYZ to evaluate the results

from a culture and engagement survey delivered in the fall of 2008. Company XYZ contracted

the researcher to conduct focus groups to gather additional findings in regards to the top two

highest and the top two lowest scoring questions on the survey. A subsequent survey was also

administered in the focus group sessions to measure the effectiveness of their current awards

programs.

There are a number of benefits from building a highly engaged culture. This study brings

to light feedback regarding: Why employees are proud to work for the company, why they

recommend the company’s products, how employees receive recognition, how they would like to

be rewarded, and elements that lead to them being the most productive at their jobs.

Through being aware of and addressing these items Company XYZ is building a culture

that embraces engagement, and is building a company that will combat tough economic times

and excel in delivering a quality product to its customers through its high performing employees.

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The Graduate School University of Wisconsin Stout

Menomonie, WI

Acknowledgments

I would like to thank so many people for all of their support as I went through the journey

of completing this project.

Thank you to an incredible instructor, Dr. Katherine Lui, for developing an amazing

program at UW-Stout, her support, and helping me manage my timeline.

Thank you to my sister for her help throughout this paper. Thank you to my stepfather

for all of your incredible advice, assistance, guidance, and keeping me moving forward.

Most of all I have to thank my wonderful family. Without the support, and prodding

from all of my parents, Midwest and west coast I could never have come this far. First and

foremost, I have to thank my wonderful wife. Without her there is no way I could have come to

this point in life, without her support of my dreams, goals, and being a outstanding mother to two

of the most incredible people in my life, Ariana and Riley. Thank you so much.

“Once you make a decision, the universe conspires to make it happen.” -Ralph Waldo Emerson

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Table of Contents

.................................................................................................................................................... Page

Abstract ............................................................................................................................................2

List of Figures ..................................................................................................................................6

Chapter I: Introduction ....................................................................................................................7

Statement of the Problem .....................................................................................................7

Introduction to Company XYZ ............................................................................................8

Purpose of the Study ............................................................................................................8

Assumptions of the Study ....................................................................................................8

Definition of Terms..............................................................................................................9

Limitations ...........................................................................................................................9

Methodology ......................................................................................................................10

Chapter II: Literature Review ........................................................................................................11

Why we work .....................................................................................................................11

Current Economic Condition and the Effects on the Labor Market ..................................12

Rewarding Employees .......................................................................................................13

Measurement of Employee Engagement Programs ...........................................................16

Employee Rewards in the Future .......................................................................................18

Chapter III: Methodology ..............................................................................................................21

Subject Selection and Description .....................................................................................21

Data Collection Procedures ................................................................................................12

Data Analysis .....................................................................................................................24

Chapter IV: Results ........................................................................................................................25

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Item Analysis ....................................................................................................................25

Chapter V: Discussion ...................................................................................................................42

Introduction .......................................................................................................................42

Limitations ........................................................................................................................42

Findings.............................................................................................................................43

Recommendations .............................................................................................................44

Summary ...........................................................................................................................46

References ......................................................................................................................................47

Appendix A: Focus Group Supplemental Survey ..........................................................................49

Appendix B: Implied Consent Statement, IRB Approval ..............................................................50

Appendix C: Introductory Letter ...................................................................................................51

Appendix D: Organizational Intelligence Model ...........................................................................52

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List of Figures

Figure 1: Why employees are proud they work for the company .................................................. 25

Figure 2: Quality Product ............................................................................................................. 26

Figure 3: Why it is a Good Company to Work for ........................................................................ 27

Figure 4: Things to Enhance Loyalty ............................................................................................ 28

Figure 5: Communication Concerns ............................................................................................. 29

Figure 6: Apple Certificate Perceptions ....................................................................................... 30

Figure 7: Apple Certificate use Inconsistency .............................................................................. 31

Figure 8: Ideas for New Reward Programs .................................................................................. 32

Figure 9: Past: When Employees Were Most Productive ............................................................. 33

Figure 10: Production Schedule Changes..................................................................................... 34

Figure 11: Methods to be More Productive .................................................................................. 36

Figure 12: Perfect Attendance Awards (for hourly personnel only) ............................................. 37

Figure 13: Apple Reward Program ............................................................................................... 38

Figure 14: Birthday Apple Certificates ......................................................................................... 38

Figure 15: Service Awards at 5, 10, 15 etc. Years of Service ....................................................... 39

Figure 16: Verbal “Thank You” From Your Supervisor .............................................................. 40

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Chapter I: Introduction Statement of the Problem

The focus of this study was to obtain in-depth feedback from associates at a food

manufacturing company regarding their responses to a culture and engagement survey completed

in the fall of 2008. The company requested that their actual name not be disclosed.

Consequently, for the remainder of the study, the company will be referred to as Company XYZ.

In October 2008, Company XYZ contracted an external consultant to conduct a culture

and engagement survey. The goal of this study was to identify strengths and opportunities as

measured against the Company XYZ Leadership Framework. This survey was distributed to

64% of the plant reaching 282 employees. The survey was based on a likert scale from one to

five, with five being the highest. The overall average score for the survey was 3.80. From this

survey the top scoring category was the company and engagement. The lowest scoring category

was management and work processes. From this data Company XYZ requested that further

investigation into these top scoring categories be researched further.

Company XYZ contacted this researcher to gather more information about the results.

The results from the top two highest scoring and two lowest scoring questions were analyzed

through the use of focus groups to gain more insight. Focus group questions were formed by the

researcher and the sponsor to gain a greater level of insight into why these questions scored

positively in the area of Company and Engagement, and negatively in the area of Management

and Work processes.

To further explore Company XYZ’s current rewards program a secondary survey was

distributed in each focus group to look into the effectiveness of the plant’s current employee

rewards programs. From this feedback Company XYZ is hoping to reassess their rewards and

recognition programs, in hopes of increasing the level of employee engagement.

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This study surveyed the components of successful employee engagement programs, and

the current programs in place at Company XYZ. The participants were made up of hourly, non-

exempt, and exempt workers throughout the plant. The findings will aid in assessing current

programs and developing future programs designed to increase the level of employee

engagement.

Introduction to Company XYZ:

Company XYZ is one of the largest manufacturers in the food industry, with more than

470 factories. They are a multinational company present in more than 80 countries with over

265,000 employees. This study took place at one manufacturing facility in the United States.

This division is in 100 different countries employing over 20,000 employees. The location

being analyzed is made up of over 550 associates in a unionized facility located in the Midwest.

Purpose of the Study

This study explored the components of successful employee engagement programs, and

the current programs in place at company XYZ. The participants were hourly, non-exempt, and

exempt workers from throughout the plant. The findings were used to assess the company’s

current programs and develop the current level of employee engagement within the Company.

Assumptions of the Study

A substantial element of this study was conducted as a follow-up to a previous study

conducted by an outside consulting firm. It was assumed that the data from the initial study were

an accurate representation of the true feelings of the participants and thus provided an accurate

foundation for the follow-up data gathered for this research.

Definition of Terms

Appreciative Inquiry. A particular way of asking questions and envisioning the future

that fosters positive relationships and builds on the basic goodness in a person, a situation, or an

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organization. In so doing, it enhances a system's capacity for collaboration and change.

Appreciative Inquiry utilizes a cycle of four processes focusing on: Discover, Dream, Design,

and Destiny (or) Deliver (Whitney 2002).

Employee Engagement. Also called work engagement or worker engagement;

employees who are mentally and emotionally invested in their work and in contributing to their

employer’s success (ASTD 2008).

Limitations

The population selection process was executed by the Company XYZ sponsor.

Participation was voluntary and the subjects had the choice to participate or not participate.

The participants were drawn away from their current duties and tasks. This impact is

unknown as to their responses positive, or negative depending on the individual subject.

The entire study took place during a time of nationwide economic strain on the work

force. This probably influenced the responses of the subjects. The researcher was challenged to

keep the information specific to the study being researched. The responses to questions are time

sensitive due to current affairs: plant closings, layoffs, and cutbacks.

To collect data in each focus group session a digital recording device was used to gather

responses. It is unknown if the recording device directly influenced the response or lack of

response of the subjects in each session.

Methodology

This research was a descriptive study made up of focus groups designed to clarify responses

from a previous study. A subsequent survey was also administered to group members to gain

new information concerning the current employee rewards and recognition program. The study

concluded with a presentation of the results followed by a discussion of indicators and findings.

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Chapter II: Literature Review

This chapter will discuss the reasons people go to work, as well as the current economic

condition and its effects on the labor market. The chapter will also include thoughts on

rewarding employees in today’s economic environment before concluding with some discussion

on measuring engagement, and the future of rewards in the workplace.

Why People Work

For many, work has always meant much more than just a paycheck. Work is a vital

aspect of peoples’ lives. It can provide friends, gossip, networking opportunities, fun, creative

moments, and a sense of purpose, comfort, belonging and identity (Reeves, 2001). Reeves

(2001) stated that “most of us would work whether we needed the money or not” (p.60). The

intrinsic rewards and satisfaction we receive from going to work are often more important to our

sense of wellbeing than a paycheck. We gain more out of our work than other facets of our lives.

Work is how we identify ourselves, where we continue to gain knowledge and make friends.

Our career path plays a significant role in our identity, who we know, where we live, our

standard of living, and even how we use our leisure time. Reeves (2001) implied that it is

through our work that we realize who we are and what we might become. Work as also been

credited as providing employees with amazing opportunities that would not have been possible

except through their careers.

The feeling of pride and accomplishment we receive from work is just as significant as a

paycheck. People tend to be very proud of the work they accomplish and subsequently feel good

about themselves for successfully accomplishing it. We seek approval of our actions and our

work (Nelson, 1991). “Most of us will admit that while in our culture we must be paid for our

work in order to live in our society, at the same time we want to know that our efforts are

noticed, appreciated and of value to others” ( p. 7). Nelson (1991) noted at times supervisors get

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so involved in assuring their own needs are met on the job such as getting favorable notice or

promotions that they become blind to the needs of those whose efforts they depend on in order to

reach their goals.

Nelson (1991) stated that supervisors “are overlooking the use of one of the most

effective supervisory tools available to supervisors. That approach is the simple and inexpensive

one of the giving praise to those who deserve it” (p. 7). A simple thank you can have a long

lasting impression on a person.

Current Economic Condition and the Effects on the Labor Market

Despite the fact that the U.S. economy has improved on several fronts since the

beginning of the current economic downturn, the labor market continues to remain remarkably

weak (Schramm, 2010). According to Sudeep Reddy (2010) “14.6 million Americans are still

searching for work” (p. A.1). Employers are vigilant in adding jobs without a strong indication

that the economy will not take another turn downward. Companies are just not willing to risk

hiring new employees, in spite of signs that could indicate better times are ahead (Irwin, 2009).

Americans who have remained employed in this economy have expressed discontent and

frustration with their jobs. “A recent survey found job satisfaction rates are at the lowest they

have been in two decades, and the youngest group of employees has the highest level of

dissatisfaction. Low satisfaction with jobs negatively affects employee behavior and retention”

(Anonymous, 2010, p.13). Employees are forced to take major pay cuts in order to make a

living. Employees are settling and giving up on their dream jobs in order to make ends meet.

Jennifer Schramm (2008) reports that economists seem to agree that the U.S. economy is

in recession and the unemployment rate has increased however, the rise in underemployment has

become a significant issue that is not discussed as frequently. Schramm (2008) stated

“underemployment” includes people who work part time but want full-time employment, and

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people classified as “marginally attached” want fulltime employment but have given up looking

for it and therefore are not officially categorized as unemployed” (p. 72). According to

Schramm (2008) “a rise in underemployment is important for several reasons: It may affect key

HR activities and concerns such as recruiting, employee engagement, motivation and job

satisfaction” (p. 72). Schramm (2008) also suggested that “employee engagement may also be

affected if a greater number of employees feel unchallenged by their work. Employee burnout

could occur for employees juggling multiple part-time jobs” (p. 72). Human resource employees

are now dealing with many new challenges while we are experiencing recession,

underemployment and economic hardship.

Economic challenges have forced managers to look for ways to reduce overall operating

expenses. The current economy has greatly affected the benefits employers are able to offer to

their employees. A number of employers are now cutting or scaling back on company social

events, health and wellness benefits, special office perks, incentive trips and charitable activities.

Several companies are exploring cost effective incentives such as flexible work schedules,

increased telecommuting opportunities, employee recognition programs, public transportation

discounts and compressed workweeks.

Rewarding Employees

As we continue to experience economic recession, underemployment and budget cuts,

human resource professionals are feeling the pressure to keep employees content and motivated.

Blyth (2008) stated that “the pressure will be on HR professionals to cut costs, so they will need

to find innovative, cost effective rewards that genuinely motivate employees” (p. 20). Some

professionals believe that employee benefits will be severely cut as organizations look to reduce

their costs. “Other companies might approach things differently, but according to a survey

completed by the American Productivity Center and the American Compensation Association,

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three-fourths of the businesses in this country offer some type of innovative reward system.”

(Woodruff, 1992, p. 3). Woodruff (1992) stated that “in order to be effective, a reward should be

specifically tied to an accomplishment” (p. 4). Sometimes it is the small gestures that mean the

most. Rewards do not have to be immense to be valuable. A few words of verbal praise or a

simple note of praise and recognition are exceptional rewards. Informing an employee that a

letter of recognition will be placed in their file will have a lasting impression on the employee,

especially if this is done in front of co-workers. According to Woodruff (1992) the best reward

programs are tailor-made to fit the needs of the company and its employees. This means that it is

not always the best practice to offer the same award to all employees or copy an existing reward

program from another company. Some companies are forming a committee comprising of

management and employees to customize an agreeable rewards system.

Denka (2009) believes it is more imperative now than ever to keep your employees as

satisfied and engaged as possible. Denka (2009) noted that “companies that focus now on

keeping staff members engaged improve their chances of retaining their most talented

contributors over the long term” (p. 16). Denka (2009) suggested that managers should start by

recognizing that many of the things employees value the most are not linked to money at all. “If,

like most firms, you’re not in a position to increase compensation and benefits at this time, there

are still a number of useful ways to inspire and instill confidence in your employees without

breaking the budget” (p. 17). Denka (2009) recommended that managers must first focus on

effective communication. “Good lines of communication with staff are always important, but

they become especially critical during uncertain times” (p. 17). This statement is of utmost

importance to managers as the labor market and economy continue to fluctuate. According to

Blyth (2008) “you can spend all the money you like on a generous, innovative and well-

communicated benefits package, but if it isn’t what your staff want, it will have no impact on

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recruitment, retention or productivity” (p. 21). Denka (2009) suggested that managers ask

employees to suggest ways to address the realities their company is confronting. Mangers must

to be accessible to staff and also need to let employees know they are available for private

discussions when questions and concerns transpire. Another way to motivate and instill

confidence in employees is for managers to delegate appropriate tasks to staff. This method

allows employees to take ownership of their projects and feel a sense of pride and

accomplishment in their work. Denka (2009) considers recognition to be one of the simplest and

cost effective strategies for inspiring employees. “Even a substantial pay raise may not sustain

enthusiasm for long if the employee does not receive regular reinforcement” (p. 18). Denka

(2009) suggested that companies that have experienced downsizing need to reprioritize and

modify tasks of some jobs to attain greater efficiency. Training and professional development

opportunities provide employees with the opportunity to update their skills and develop new

ones. Providing employees with these opportunities is an effective approach to make staff

members feel appreciated. According to Denka (2009) “when professionals feel their company

cares about their careers, they are less likely to jump ship when conditions improve” (p. 19).

With the current economic conditions many people are grateful to just be employed. To

some, rewarding employees in today’s economy may appear to be an unproductive and

unnecessary approach to boost employee morale. However, according to Denka (2009) the truth

is that it is more important now than ever to keep your team as satisfied and engaged as possible.

Top performing employees are especially important during a business downturn; when you can

least afford to let quality and customer service slip. Limited budgets, reduced staff and increased

workloads can take their toll on a work force. Even when a business is doing relatively well,

negative chatter from outside the workplace can cause concerns about job security and the ability

of any given business to preserver over the tenacity of a drawn out recession.

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Measurement of Employee Engagement Programs

One of the most important and widely discussed topics in organizations today is

employee engagement. It is directly linked to employee satisfaction, organizational

performance, and bottom-line business results (Bingham, 2008). According to ASTD/Dale

Carnegie Training/i4cp Learning and Employee Engagement Study, engaged employees are

defined as those who are “Mentally and emotionally invested in their work and in contributing to

their employer’s success.” (p. 4) One challenge facing companies concerned about engagement

is how to measure engagement. Measurement can also be a challenge because no consensus

exists about how to do it. ASTD (2008) reported the top three most used methods for measuring

levels of engagement are: exit interviews at 57%, tracking turnover with 53%, and regular

employee surveys with 45%. ASTD’s recommendations for a current method of measurement

is a survey that measures variables such as job satisfaction, understanding of organizational

objectives and strategy, understanding of contributions to strategy, alignment with organizational

values, and rates of retention may be an effective way to capture data on engagement (p. 4). A

recommended approach for measuring employee engagement is to focus on two areas of

engagement: Cognitive affective, and behavioral levels. The Cognitive engagement refers to

employees’ rational commitment to and beliefs about the organization; or what they think.

Engagement at the affective level refers to how employees feel about their organization-their

emotional attachment and connection to their hobs, direct managers, co-workers, and the

organization. Behavioral domain refers to how employees act-the discretionary energy and

effort employees exert on behalf of the organization they work for (Falletta, 2008).

Falletta (2008) recommends the Organizational Intelligence Model to better understand the

process of developing a engagement survey (Appendix D) Marcus Buckingham (1999)

recommends that top leaders apply metrics that enable them to identify practices they need to

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reinforce to increase employees’ engagement. Regular reviews of all engagement programs, the

goals driving them, and the effectiveness of the techniques in use can help ensure that

organizations are achieving their desired ends and gaining the maximum return on their

investments in worker engagement (ASTD). ASTD’s study lists the top practices of engagement

measurement as:

• Clearly define engagement.

• Establish metrics to capture it.

• Integrate engagement into the performance management process for managers.

• Regularly review all engagement programs, the goals driving them, and the effectiveness

of the techniques.

To manage engagement well, companies must measure it well. Some companies use

Accenture’s five variables in involved in measuring engagement:

• Employees’ contentment with their jobs and employers.

• Workers’ grasp of organizational objectives and strategy.

• Workers’ understanding of their contribution to the business mission.

• The degree to which workers’ values match organizational values.

• Employees’ willingness to remain with the employer.

(Cantrell & Benton, 2005)

Typical means of measuring such variables, and thus engagement levels, involve the use of

employee surveys, focus groups, exit interviews, and other methods of contact (Cantrell &

Benton, 2005). Measuring employee engagement is clearly important in the success of building

a culture that is composed of employees that are mentally and emotionally invested in the

success of the company. Now more than ever this is a important element in the puzzle of

building a successful organization.

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Employee Rewards in the Future

Employee reward and benefit packages are going to look very different in the future. It is

essential for employers to acknowledge that effective rewards and benefits packages of the past

might not be what employees will be seeking in the future. In the past, businesses have been

able to rely on the ability of multiple generations to work together to make the business a success

(Reese, Rowings, & Sharpley, 2007). On average, there have been at least two or three

generations working simultaneously in the labor force. In the near future, businesses will have

four generations working together in the labor force. The generations are commonly known as

the “Traditionalists,” “Baby Boomers,” “Generation X,” and “Generation Y”. Generally

speaking the “Traditionalists were born prior to 1946, the Baby Boomers were born between

1946 and 1964. Generation X-ers were born between 1965 and 1977, and Generation Y-ers were

born between 1978 and 1989” (Reese et al., 2007, p. 21).

The Traditionalists are known for their stability, thoroughness, loyalty and hard work.

Most Traditionalists appreciate security and are expected to be retired within the next five years.

Baby Boomers are typically known as hard workers and busy growing their organizations and

their individual careers. They are often depicted as “service-oriented, driven, willing to “go the

extra mile,” good at relationships, eager to please and good team members” (p. 22). Generation

X is smaller than the Baby Boomer generation and has generally struggled more with the attempt

to achieve the family, work and life balance. This generation tends to be creative, independent,

adaptable and unthreatened by authority. According to Reese et al., (2007) generation Y is

projected to very shortly outnumber Generation X and perhaps the Baby Boomer generation in

the labor force. This generation understands and knows how to use technology. Even though this

generation needs considerable supervision, they are optimistic, and expect to change jobs

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repeatedly over the course of their careers. They also take pride in spending more time with

family and less time at work.

Each of these generations brings a unique set of skills to the labor force. Reese et al.

(2007) stated that “benefits should be designed and communicated to address the different

generations’ needs and desires. The “one size fits all” approach of the past will not be effective

for such diverse generations” (p. 22). In spite of their differences, “a common characteristic of

all generations of workers is a desire for more flexibility” (p. 22). Technology has made it

possible for many to perform the duties of their jobs without physically being in the office one or

more days per week. Some employers are looking at adding some unique benefits to their

reward systems. Reese et al. (2007) suggest that if employers are seeking to draw and retain

younger workers they may want to consider free food or beverages on a daily or weekly basis,

casual dress day, movie tickets, small gift certificates, and tuition reimbursement. If employers

want to draw and retain older workers they many want to offer free financial planning, elder care

assistance, and wellness programs. Reese et al. (2007) recommend that “organizations should no

longer rely on the traditional benefit plan structure and features. To be competitive and attract

the best and brightest workforce, employers must create innovative benefit packages that appeal

to a broad range of workers” (p. 25).

As we continue to experience economic recession, underemployment and budget cuts,

human resource professionals are feeling the pressure to keep employees content and motivated.

Economic challenges have forced employers to look for ways to reduce overall operating

expenses. The current economy has greatly impacted the benefits employers are able to offer

their employees. As human resource professionals are searching to find innovative and cost

effective rewards that genuinely motivate employees, it is imperative that we turn to employees

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in the work force for their perspectives on what they deem to be an effective employee reward

system.

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Chapter III: Methodology The purpose of this study was to take a focused look at the top two highest scoring

questions and the two lowest scoring questions from a survey conducted by an outside consulting

firm in the fall of 2008. A survey specifically addressing the company’s current rewards

program was administered along with the focus group sessions activities which were part of this

current study. Company XYZ’s goals for this project were to gain a better understanding of

statistical survey results, determine reasons behind response to certain items, and involve

employees in action planning regarding the results.

Subject Selection and Description

The population is made up of a random sample of hourly, non-exempt, and exempt

workers throughout the plant. A sample size goal of 12% of the plant was set by the sponsor.

The final sample size was made up of 16% of the total plant. The top three departments of the

sample population were: Production 35%, Quality 25% and Maintenance 17%. The total sample

was made up of 29.17% exempt employees, 52.78% hourly employees, and 18.06% non-exempt

employees.

Instrumentation

A review of similar research designs suggested that an appreciative inquiry approach

would be the best method to gather feedback and data. Appreciative inquiry is an invitation to

have an open conversation about employee engagement and the areas of employee rewards and

recognition. It is defined as a way of asking questions in a format that fosters envisioning, and

are built around a positive situation or statement (Whitney, Cooperrider, Trosten-Bloom, Kaplin,

2002). Producing focus group questions based on this method will minimize the uprising of

confrontation and deliver quality of feedback and data.

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The use of focus groups was determined to be the best method to gather more quality data

that a survey could not quantify. In a focus group setting the ability to ask additional questions to

probe deeper into a response will produce more qualitative data. Open ended focus group

questions were developed by the researcher and approved by the sponsor. The questions were

developed around the two most favorable responses, and the two least favorable responses from

the previous survey listed below.

The highest scoring survey questions were as follows:

• Q02 I am proud to recommend my Operating Company’s products and series to my

friends and family.

• Q01 I am proud to say I work for my Operating Company.

The lowest scoring survey questions were as follows:

• Q09 I regularly receive recognition for doing good work.

• Q24 The work process in my Operating Company allows me to be as productive as

possible.

A five question survey instrument (Appendix A) was developed through a cooperative

effort between the researcher and the sponsor. To best meet the objectives of the survey, a likert

scale was used to provide measurable data. The questions were designed to address the current

employee rewards programs. The survey was made up of five statements to be rated on a scale

from one to five, with one being “not important” and five being “important.” Each member of

the group was encouraged to fill out the entire survey and provide any additional comments at

the base of the page. Contact information regarding the researcher was also provided for those

who had additional comments or feedback that they wished to share privately.

To maintain confidentiality, no names were attached to the survey documents. The only

population indicators were provided by the sponsor addressing what employment classification

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and department the attendees of each session were from. The research for this study was

approved by the University of Wisconsin-Stout IRB (Institutional Review Board) before any data

could be collected (Appendix B).

To reward members of the sessions for attending and filling out the subsequent survey

each member was entered into a random drawing for a twenty dollar gift certificate to local

chamber of commerce businesses.

Data Collection Procedures

Before the focus groups were conducted, the sponsor contacted each member of the

group by email to notify them of the meeting and its purpose. This email stressed that the

responses would be keep confidential, and it included a consent statement for the subjects to

review (Appendix C). On the day of the focus group the research sponsor emailed a reminder to

participants of the sessions. To ensure that the participants read and understood the consent

statement, the researcher verbally reiterated the importance of confidentiality, and a written copy

of the confidentiality statement was provided to each participant. Each participant was verbally

informed that participation was involuntary.

The researcher met with subjects on all shifts of Company XYZ’s 24-hour a day, seven

day a week operation. The focus group meetings were conducted in one of two conference

rooms in the administrative section of the plant. Each session lasted approximately 45 minutes

to produce the smallest amount of disruption to the daily operation of the plant. Eight sessions

were conducted over two days. The sessions were scheduled during both day shifts and night

shifts to ensure that a good cross section of the population was allowed to participate. They were

also scheduled over two days to minimize the sharing of information between subjects

concerning the proceedings, and insure a high level of validly in the data captured.

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In the focus groups sessions the researcher met with eight to eleven people in each

session. To insure that the most data could be collected accurately the researcher used a digital

tape recording device for each session. Due to the use of a recording device the researcher made

an additional verbal notification of confidentiality in the study.

Data Analysis

The survey delivered in the focus group sessions was of a likert scale design, and thus the

data were processed quantitatively. All of the responses from each of the eight sessions were

analyzed individually, and the data were totaled into one result for each question.

The data showed how many from the population selected each response; one through five for

each of the questions asked. Frequency response rates and item means where determined for

each of the five survey questions.

The responses to the open ended questions asked during the focus group sessions were

analyzed qualitatively. The recordings from the sessions were outsourced to a third party to be

transcribed. The transcriptions were analyzed through thematic analysis by the researcher. After

identifying themes the data was compiled so that themes could be analyzed across all groups.

This allowed the researcher to provide a more in-depth meaning to the responses from the

subjects to the questions.

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Chapter IV: Results The purpose of this study was to take a focused look at the top two highest scoring

questions and the two lowest scoring questions from a survey conducted by an outside consulting

firm in the fall of 2008. A survey specifically addressing the company’s current rewards

program was administered along with the focus group sessions activities which were part of this

current study. Company XYZ’s goals for this project were to gain a better understanding of

statistical survey results; determine reasons behind response to certain items, and involve

employees in action planning regarding the results.

Item Analysis

As mentioned, the two most favorable responses from the previously administered survey

were question two which was “I’m proud to recommend my company’s products to friends and

family and I am proud to say I work for my company” (mean score of 4.56) and question one

which was “I am proud to say I work for my company” (mean score of 4.38).

Focus group question 1a. The resulting focus group question 1a was “What were the

most significant thing(s) that this organization did to make you feel this way? As indicated in

Figure 1, four themes emerged from the responses of the members of the groups: Having good

co-workers, pay / benefits, strong level of pride in the company, and making a quality product.

25

Figure 1 Why employees are proud to say they for the company

The top theme to come out of this category was the level of quality involved in the

process of making the company’s products (45%). This level of quality comes from knowing

that the product is going to children, and many use the product without any hesitation because of

knowing the SOP (Standard Operating Procedure) that takes place to produce them. Figure 2

breaks down this theme into subthemes.

Co-Workers12%

Pay / Benefits16%

Good Company27%

Quality Product45%

26

Figure 2 Quality Product

The next most common theme simply that Company XYZ was a good company at 27%.

One of the major themes within this category is that Company XYZ is a people oriented

company. This is expressed by the following reasons: flexibility in scheduling and working in

different departments, pride in the company and its nationally recognized brands, and working

for a company that is people-oriented.

2

2

6

13

Pride: If it were easy everyone would be doing it

Quality: giving child the best

Quality process: SOPs

Quality product

27

Figure 3 Why Company XYZ is a Good Company to Work for

Pay and benefits was the third highest theme at 16%. Participants felt that they worked

for a company that supplied them with the area’s best benefits and pay. It was stated that this

factor was an important part of working for this company rather than going to other jobs in the

area. Within the Pay / Benefits category the wages and benefits were almost equally split.

Twelve percent of the participants felt that they worked alongside good people. These

people do a good job, carry with them a strong work ethic, and interpersonal respect for each

other. This was best expressed by: “We have high quality people working here; if they weren’t,

they would be out, or not even make it in the door.”

Focus group question 1b. The next focus group question was “Could you choose just

three things that this company could do more of, or do differently, to enhance your loyalty?”

1

1

1

2

2

2

2

3

Fair company to work for

Diversity

Company: Strong company

Company people oriented

Nationally recognized brands

Proud of the company

Flexibility in working in different departments

Flexibility in scheduling

28

Figure 4 Things to Enhance Loyalty

As indicated in Figure 4, the responses of the members of the groups can be reduced to

three major themes: communication, economy, and employee/management relations.

It is important to note that this theme is also a product of current events rather than directly

related to the survey questions, which were delivered in the fall of 2008. There was a need to

express their concerns regarding the current economic situations and events at the plant.

The communication theme (53%) was made up of the following sub-themes, which are

also shown in Figure 5: collaborative input, verbal thank you, and communication about

situations occurring with the company. The need to receive more verbal recognition seemed

important to a few of the subjects. Monetary rewards seemed to be less important when

compared to a verbal thank you. Many people working on the lines expressed the need to be

involved in the process of making changes on the plant floor. They felt that based on their

knowledge and experience from working with the current lines they would be able to offer some

Employee / MGMT Relations

17%

Economy30%

Communication53%

29

suggestions that could make the transition more effective, and productive. Another subject that

arose was dealing with changes involving an expansion of the plant. There were many that felt

that they were kept in the dark, and were frustrated to hear information from the local media and

people outside of the plant rather than from their superiors.

Figure 5 Communication Concerns

Concerns of the economy (30%) were made up of the following sub-themes: Glad to be

employed, concerned about the layoffs, and concerned with their own job security. This topic

was also due to current events, and the status of the economy, cutbacks, and layoffs.

The following sub-themes came out of the employee/management relations (17%) : A

barrier between the employees and management, and some concerns about rewards and

appreciation. This category could also be linked to the aspect of communication.

Focus group question 2a. As mentioned, one of the two least favorable responses from

survey were question nine “I regularly receive recognition for doing good work” (mean score of

3.11). This relates to focus group question 2a, which was “Tell about a time when you received

recognition, appreciation, or acknowledgement for your work. Describe the situation. What did

you do? How were you recognized? How did it make you feel?” The following is a explanation

1

1

2

4

5

19

Communication: Floor status

Communication: Schedule changes

Communication: State of company

Communication: Rewards / Recognition

Communication: Tasks

Communication: Production schedule changes

30

of the major themes as indicated in Figure 6: inconsistency, process, positive, negative, and only

time receive one is birthday.

Figure 6: Apple Certificate Perceptions

According to the respondents, there are areas within the Apple reward system that they

felt contained inconsistencies (36%). These inconsistencies fall into the following sub-themes:

frequency, differences between departments, underutilization, inconsistently, and differences

between the frequencies between supervisors.

Inconsistency36%

Negative6%

Only time receive one is Bday

6%

Positive17%

Process35%

31

Figure 7 Apple Certificate use Inconsistency

Some constructive input was given regarding how to improve the process involved in the

Apple reward system (35%). These suggestions were made up of the following sub-themes:

need for standardization, limits on the amount that can be given out, do not know how to

distribute them, and the process is too involved.

Feedback from the sessions did bring about positive reasons for liking the Apple program

(17%). Some of the themes within this are: Receiving them on a birthday, Reward from HR for

training, Fixing a problem, and for doing a good job or going over and above. Overall people

who received an Apple reward did like receiving them. There was however a correlation

between those who only received them only on a birthday did not see much value in the program.

Some other responses and concerns that came from the members were the spirit award,

perfect attendance award, food rewards, and performance indicator payout (PIP).

• The Spirit Award: There was some uncertainty if it was still active and how and who

rewards it.

2

3

4

5

5

Inequality between supervisors and recognition

No consistency

Under utilized

Different in each department

Frequency is different

32

• Perfect Attendance Award: This award was felt my many to be unobtainable. The way

that the timing system is set up in relation to arriving early and being asked to clock out

early.

• Food Rewards: Rewards in the form of food scored highly. The summer picnic, and the

Christmas party was viewed as a nice reward. Also being awarded “pizza parties” for

reaching a goal or a level of quality/safety was also ranked high.

• PIP Award: (Performance Indicator Payout) This was viewed as a component that they

did not fully have control over. It was looked at favorably, however they felt that they

did not have a full direct control or influence over the outcome. It was reliant on other

factors that were not in their control.

Focus group question 2b. The next question was “If there were no restrictions, how

would you like to receive recognition? How often? What is it like?” The theme was “ideas for

new programs.” Figure 8 and the following paragraphs will discuss the subthemes.

Figure 8 Ideas for New Reward Programs

3

3

8

Food Rewards

Save company Money = Incentive

Thank you (verbally)

33

Many respondents said that the need for a “monetary” reward was unnecessary. A verbal

or written thank you would mean more to them.

The idea of trying to convert saving the company money in some way should be referred

back to the team member who came up with the idea. It could be related in a ratio or percentage

of the money saved. This would also be applied in the case of “saving a batch of product from

being lost” or catching a mistake before there is a great deal of product lost to waste.

Food rewards would be applied as a reward for situations including but not limited to 100

days of safety, thank you dinner/lunch, and pizza parties.

Focus Group Question 3a. The other least favorable response from the previous survey

was “The work process in my Operating Company allows me to be as productive as possible”

(mean score of 3.39). This relates to focus group question 3a, which was “In the past, when you

were most productive, what was happening?” Discussing when in the past when they were most

productive resulted in the following sub-themes: production schedule changes, communication,

and being self managed as indicated in Figure 9.

Figure 9 Past: When Employees Were Most Productive

10

13

19

Self Managed

Communication

Production schedule changes

34

Production schedule changes (29%) were the largest theme to come from the question

regarding past productivity. Subthemes are indicated in Figure 10. The line workers felt that

they were most productive when they were running a full schedule on the line. Having stops and

starts in the lines, and having the floor running and staffed 24 hours made them feel like they

were being more productive. Many of the responses seem to revolve around the need to better

understand the production process, how it is followed, and changed. Educating the team

members about supply chain management could make team members more comfortable with the

changes to production.

Figure 10 Production Schedule Changes

Communication in relation to their productivity was the second largest area (13%). Here

the team members felt that they were more productive when they had a clear list of tasks to

follow, and clear expectations of what needed to be done were established, and a time line.

There was some indication that there may be a communication disconnect with the teams

working at night and the amount of communication that they are receiving during the change-

1

2

3

5

6

Plant productive I am productive

Everything working properly

Better understanding of the supply chain re: production changes

Production schedule stop starts

Full schedule

35

over from day to night shifts. Information regarding changes in the line, expectations, and a

general status of the floor would be helpful at the time of change over. And a method to

communicate this information would help facilitate this.

Responses indicated that team members felt that they were more productive when they

were able to work at their own pace, or be self managed on tasks (15%).

Additional themes that lead to them being productive in the past were the following:

• Strong Team (8%): Some of the characteristics of a strong team were: being

knowledgeable, positive attitudes, teamwork skills.

• Materials available (8%)To be productive the team members needed materials available

that they needed. This ranged from having raw materials to run their station, to having

materials to fix and maintain the line.

• Computer/negative (8%): There was some discussion regarding the new computer

system and the amount of steps involved to complete a task, compared to the previous

system.

• Deadlines increase productivity (5%): When team members were given a deadline or a

goal they felt it increased their productivity.

Focus group question 3b. This question also relates to the low rated productivity item

identified in the previous survey. The focus group question asked was “If there were no

restrictions, how do you think you could be more productive? What would have to happen?

How would it feel? If you were given full access, what would you do to increase productivity?”

The overall theme was methods to be more productive.

36

Figure 11 Methods to be More Productive

Suggestions that were given to make team members more productive also revolved

around the concept of communication in the form of why changes have been made, expectations,

and an increase in two-way communication.

Forms of communication that respondents thought would be helpful are:

• Use of whiteboards: At each department, and where all employees will be able to see it.

• Email: Being able to ask questions to anyone about what is currently on their minds

regarding the plant.

• TV monitors: Displaying up to the date information about the plant, and the workers.

• Operator input: Gathering operator input regarding changes to the lines. Having workers

involved from the beginning of the change process. “We are the ones running the lines;

we know what will work and what won’t.” Being involved in the process gives them a

sense of ownership in the processes that take place.

• Departmental cooperation: Having the departments work closer together could have a

positive impact on the production on the production floor and off.

2

3

5

6

7

Cross training

Computer / Negative Globe

Departments work better together

Operator input on changes

Communication = More Productive

37

Secondary focus group survey results. Members of the focus groups were given a

supplemental survey to get their feedback specifically on the current rewards and recognition

programs currently being used.

Question one asked the participants to rate how they feel about the importance of the

perfect attendance awards. The perfect attendance award is based on employees punching in

and out on time, over a period of one quarter. As seen in Figure 12, a majority of the participants

see some form of importance in the being rewarded for perfect attendance.

Figure 12 Perfect Attendance Awards (for hourly personnel only)

Question two addressed the Apple rewards program. This is a program that allows

rewards to be given to co-workers, and subordinates, for doing exceptional work. The Apple

certificates can be used to purchase items in the company store. Most of the employees felt that

the Apple program was important. Figure 13 illustrates the results.

0 2 4 6 8 10 12 14 16 18 20

Not Important

Not As Important

Neither Important/Unimportant

Somewhat Important

Important

Number of Responses

38

Figure 13 Apple Reward Program

When an employee has a birthday they are given an Apple certificate that can be used as

money in the company store. Figure 14 displays the results relating to this item.

Figure 14 Birthday Apple Certificates

0 5 10 15 20 25 30

Not Important

Not As Important

Neither Important/Unimportant

Somewhat Important

Important

Number of Responses

0 5 10 15 20 25

Not Important

Not As Important

Neither Important/Unimportant

Somewhat Important

Important

Number of Responses

39

At company XYZ when an employee as worked five, 10, or 15 years, they are given

acknowledgement of the time that they have worked. Figure 15 displays the results from this

item.

Figure 15 Service Awards at 5, 10, 15 etc. Years of Service

Question five addressed the importance of receiving a verbal thank you from the

employee’s direct supervisor. Figure 16 displays the results.

0 5 10 15 20 25 30 35 40 45

Not Important

Not As Important

Neither Important/Unimportant

Somewhat Important

Important

Number of Responses

40

Figure 16 Verbal “Thank You” From Your Supervisor

0 10 20 30 40 50 60

Not Important

Not As Important

Neither Important/Unimportant

Somewhat Important

Important

Number of Responses

41

Chapter V: Discussion Introduction

There is a great deal of benefits to building an organization around employee

engagement. Engagement is directly linked to employee satisfaction, organizational

performance, and bottom-line business results. With economic uncertainty the topic in most

businesses, now more than ever it is imperative to a company’s success to address and manage

the levels of engagement. Company XYZ recognizes the benefits of measuring the levels of

engagement throughout the organization when it implemented the Culture and Engagement

Survey in the fall of 2008.

Overall the survey results from the culture and engagement survey results were above

average. The average score of their results on a five point likert scale was 3.80. The lowest

scoring question was a 3.11. Based on a five point scale this is still not considered a negative

score. This affirms that the organization is supporting its employees, and has an engaged culture.

Shortly after receiving the results of the engagement survey, Company XYZ contracted

the researcher to address the two highest and two lowest scoring items in the survey. Through

the use of focus groups made up of all levels of the organization the researcher was able to gather

findings that looked at what the organization is doing right and areas where improvement can be

made. This chapter summarizes those findings and makes recommendations for Company XYZ

to form a roadmap for developing a high performance culture made up of highly engaged team

members.

Limitations

The population selection process was executed by the sponsor, Company XYZ. The

participation was voluntary and the subjects had the choice to participate or not participate.

42

The participants were drawn away from their current duties and tasks. This impact is

unknown as to their responses positive, or negative depending on the individual subject.

The entire study takes place during a time of nationwide economic strain on the work

force. This probably influenced the responses of the subjects. The researcher was challenged to

keep the information specific to the study being researched. The responses to questions are time

sensitive due to current affairs: plant closings, layoffs, and cutbacks.

To collect data in each focus group session a digital recording device was used to gather

responses. It is unknown if the recording device directly influenced the response or lack of

response of the subjects in each session.

Survey results

In the survey conducted in the focus group sessions the highest scoring method of reward

was a verbal thank you: 4.47. This finding is confirmed by Denka (2009) suggesting that

managers should start by recognizing that many of the things employees value the most are not

linked to money at all. When employees were asked for ideas for new reward program the top

scoring idea was verbal thank you (see Figure 8).

In times when there are more and more things being taken away from all levels of the

organization it is important to realize that one of the most requested forms of recognition is in the

form of a thank you. Sometimes it is the small gestures that mean the most. Rewards do not

have to be immense to be valuable. A few words of verbal praise or a simple note of praise and

recognition are exceptional rewards. Informing an employee that a letter of recognition will be

placed in their file will have a lasting impression on the employee, especially if this is done in

front of co-workers (Woodruff, 1992).

43

Recommendations

Based on the review of literature, looking at the results of the responses of the focus

groups, and the supplementary survey, the researcher can make the following recommendations.

Increase Communication

As Denka (2009) stated having good lines of communication are important, and even

more so when economic times are uncertain. Clearly from the findings from the focus group

question: “If you could choose just three things that this company could do more of, or do

differently, to enhance your loyalty?” 53% of the responses wanted better communication, 30%

of the responses felt concerned about the economy and how it is affecting the company, and 17%

of the employees wanted a better relationship with the employees and management (see Figure

4).

A recommended solution to these findings is the organization needs to be transparent to

its employees. With a higher level of transparency from all levels of the organization, loyalty

and engagement will increase. The frequency of communication and information needs to flow

from in-house first and foremost. Employees should not be hearing of cutbacks, expansions and

layoffs through the media rather than from the organization. Any time an organization can be

based on open and honest communication, given in a timely manner, can only benefit the

company.

Apple Rewards Program Revamp

Putting together a rewards program for employees is not an easy task. There are many

logistical components that need to be addressed and input form many different parts of the

company.

44

When employees were asked about the importance of the Apple Certificate program 64%

felt that it was an important, and a needed program (see Figure 13). However the program itself

needs some changes. When looking at the overall perceptions of the Apple Program the data

shows the following areas could be improved on: process of giving certificates out, and the

program lacks constancy (see Figure 6).

The process of awarding someone with an Apple certificate has some areas of

improvement. Employees felt that the process needed to be standardized so that everyone was

distributing them the same way, and at the same frequency. Inconsistency was also another area

where employees felt they would like to see some improvements. The data showed

inconstancies in how often awards are given out, differences between departments, and they felt

that it was an underutilized tool in the organization (see Figure 6).

According to Woodruff (1992) the best reward programs are tailor-made to fit the needs

of the company and its employees. This means that it is not always the best practice to offer the

same award to all employees or copy an existing reward program from another company. From

the review of literature and the data collected from the focus group study when tailoring a

rewards program the following things need to be kept in mind to make it successful:

• Different age groups and how they like to be rewarded. Reese et al, (2007) suggest that if

employers are seeking to draw and retain younger workers they may want to consider

free food or beverages on a daily or weekly basis, casual dress day, movie tickets, small

gift certificates, and tuition reimbursement.

• The “one size fits all” approach of the past will not be effective for such diverse

generations” (p. 22).

• Involve the entire company in formulating new programs.

45

Summary

So much of any organization’s success is achieved through its people. Having a highly

engaged organization is defined as having employees who are mentally and emotionally invested

in their work consequently; they are contributing to their employer’s success. In economic times

where job security is uncertain, and we are asking our people to do more with less, having an

engaged workforce is, now more than ever, the key to building and having a successful

organization.

The feedback collected from the employees at Company XYZ will prove invaluable as

they can apply this information and focus on building an organization made up of highly

engaged employees.

46

References

Anonymous. (2010). U.S. job satisfaction rates hit 20-year low. Quality Progress, 43(2), 13.

ASTD. (2008). Learning's role in employee engagement: An ASTD research report. (Research

Study American Society for Training & Development.

Bingham, T. (2008). Learning's role in employee engagement: An ASTD research report.

American Society for Training & Development.

Blyth, A. (2008), Rewarding in a recession. Personnel Today, (Vol. 2), 20.

Buckingham, M., & Coffman, C. (1999). First, break all the rules: What the world's greatest

managers do differently (1st ed.). New York: Simon & Schuster.

Cantrell, S., & Benton, J. M. (2005). Harnessing the power of an engaged workforce. Outlook,

(Vol. 3), 9.

Denka, A. (2009, September/October). Boosting employee morale: Luxury or bottom-line

concern in today's economy? Corporate Finance Review, 14, 16.

Falletta, S. (2008, June). Organizational intelligence surveys. T+D, 26(6), 52-58.

Irwin, N. (2009). Economic growth yet to hit job market. The Washington Post, September 5

Learning’s role in employee engagement: An ASTD research report. (2008). (Research Report

No. 1). 2008: American Society for Training & Development.

Nelson, R. (1999). Most people think we work just for money. SuperVison, 52(3), 6.

Reddy, S. (2010). U.S. job market loses steam. The Wall Street Journal, (August 7), A.1.

Reese, M. P., Rowings, L., & Sharpley, T. (2007). Employee benefits of the future. Employee

Benefit Plan Review, 61(7), 21.

Reeves, R. (2001). The joy of work. Management Today, (Vol. 6), 60.

Schramm, J. (2008). Jobless numbers. HRMagazine, 53(12), 72.

47

Schramm, J. (2010). Economic improvement hinges on employment. HRMagazine, 25(12), 2.

Whitney, D., Cooperrider, D., Trosten-Bloom, A., & Kaplin, B. S. (2002). Encyclopedia of

positive questions (Vol. 1). Euclid, OH: Lakeshore Communications.

Woodruff, M. J. (1992). Why companies should say thanks. SuperVison, 53(6), 3.

48

Appendix A: Focus Group Supplemental Survey Please take a moment to share your feelings regarding the following rewards and recognition currently being used at Company XYZ. On a scale of 1 to 5, with 1 being “not important” and 5 being “important” to you, rate the following:

Perfect attendance awards (for hourly personnel only) 1 2 3 4 5 Apple certificate program 1 2 3 4 5

Birthday Apple certificates 1 2 3 4 5

Service awards at 5, 10, 15, etc years of service 1 2 3 4 5

A verbal “thank you” from your supervisor 1 2 3 4 5

** Your feedback and opinion is very important to us. Thank you for your participation.

49

Appendix B: Implied Consent Statement, IRB Approval

Implied Consent Statement For Research Involving Human Subjects

Consent to Participate In UW-Stout Approved Research

Title: Company XYZ culture and engagement Focus Group

Investigator: Aron Beazley, beazleya@uwstout,edu (715-556-9422), PO Box 811, Meno., WI

Research Sponsor: Dr. Katherine Lui luik@uwstout.edu Office 263 Tech Wing, (715-232-5634)

Description: The objective of this study is to obtain feedback from employees at company XYZ in Eau Claire, Wisconsin; who participated in a Culture and Engagement Survey in the fall of 2008. By discussing the responses in a focus groups setting, of the least favorable response scores, the researcher will hope to gain further feedback from the participants.

Risks and Benefits: A potiential risk involved here is associated with the pricacy of sensitive information shared in focus groups. Focus group transcriptions will not have identifying information from participants documented. All information on participants will be destroyed at the completion of the research process. This study will be conducted with the intention of providing company XYZ with helpful information that will provide them with a clear direction to help improve their employees work life and their company as a whole.

Time Commitment and Payment: Each subject will continue to be paid for their time by company XYZ during the focus group meetings.

Confidentiality: Your name will not be included on any documents. We do not believe that you can be identified from any of this information.

Right to Withdraw: Your participation in this study is entirely voluntary. You may choose not to participate without any adverse consequences to you. However, should you choose to participate and later wish to withdraw from the study, there is no way to identify your anonymous document after it has been turned into the investigator.

IRB Approval: This study has been reviewed and approved by The University of Wisconsin-Stout's Institutional Review Board (IRB). The IRB has determined that this study meets the ethical obligations required by federal law and University policies. If you have questions or concerns regarding this study please contact the Investigator or Advisor. If you have any questions, concerns, or reports regarding your rights as a research subject, please contact the IRB Administrator.

Investigator: Aron Beazley, IRB Administrator 715-556-9422, beazleya@uwstout.edu. Sue Foxwell, Director, Research Services Advisor: Dr. Katherine Lui 152 Vocational Rehabilitation Bldg. 715-232-5634, luik@uwstout.edu 715-232-2477foxwells@uwstout.edu

Statement of Consent: By participating in the following focus group discussion you agree to participate in the project entitled, Company XYZ culture and engagement Focus Group.

50

Appendix C: Introductory Letter

Please Join Us! ______________________________________________________________________ Date: July 1, 2009 To: From: XXXXXXXX, Human Resource Manager Subject: Company XYZ Focus Groups You may recall that in the fall of 2008, Company XYZ launched a division-wide Company XYZ North America Culture and Engagement Survey and all employees were invited to participate. This survey was designed to help identify strengths and opportunities regarding the engagement of employees across the business. The results of the survey were shared in our plant wide meetings this spring and a brief summary is attached as a reminder. At that time, we mentioned that focus groups would be scheduled to dive deeper into some of the key topics. Our focus groups have now been scheduled and you have been randomly selected to participate in the following session: Date: ___________________ Time: _______________ Place: _______________ We already have your TA/ Mgr commitment to giving you the time to attend, and we look forward to your feedback. Our goal is to reach at least 15% of our employees through focus groups. Here are some key things to know about the focus group you’ll be participating in:

• It will be conducted by a non-Company XYZ facilitator • Your input is confidential. The facilitator will provide Company XYZ with a summary,

but no names will be attached to any comments. • You will be with a group of 8-11 people, representing various departments and positions

within the Company XYZ facility. (Gateway has already conducted their feedback sessions.)

Because we value both your time and your commitment to sharing your thoughts, you will be given Apple certificates for your participation. In addition, one lucky participant in each focus group will win $20 in Chamber Bucks through a drawing. On behalf of both Company XYZ and Company XYZ as a whole, I thank you in advance for participating. If, for any reason, you are unable to participate, please let me know as soon as possible, so that we may find an alternate for you. I look forward to the feedback from the focus groups, which will provide us with the roadmap for building an even stronger culture across Company XYZ.

Appendix D: Organizational Intelligence Model

51

Appendix D: Organizational Intelligence Model

ORGANIZATIONAL INTELLIGENCE MODEL

Slru,lur< and od.~.bt"y

Environmental inputs

Leadership

Strategy Culture

Organizational capabi lity and execution: key indice~

I;;lorm.~ and toch oolO<Jll .J

Employee engagement

Performance outputs

~ ... "' .. ,. .nd r.word,

Growth a nd d"", lop "'" nt