MIDLANDS STATE UNIVERSITY

FACULTY OF SOCIAL SCIENCES

DEPARTMENT OF HUMAN RESOURCE MANAGEMENT

ENGAGEMENT DRIVERS ON A DISTRESSED WORK ENVIRONMENT. A CASE STUDY OF

.GWERU CITY COUNCIL

BY

DELIGHT CHIKATO

)R187341R(

SUPERVISOR: MRS R MUBANGA

SUBMITTED IN PARTIAL FULFILMENT OF A BSC HUMAN RESOURCE

MANAGEMENT HONOURS DEGREE

November 2022
 FACULTY OF SOCIAL SCIENCES

DEPARTMENT OF HUMAN RESOURCE MANAGEMENT

RELEASE FORM
NAME OF AUTHOR: DELIGHT CHIKATO REG NO: R187341R

TITLE OF THE DISSERTATION: ENGAGEMENT DRIVERS ON A DISTRESSED

WORK ENVIRONMENT. A CASE STUDY OF GWERU CITY COUNCIL.

DEGREE TO WHICH DISSERTATION WAS PRESENTED: Bachelor of Science Honours

Degree in Human Resource Management.

Permission is hereby granted to Midlands State University Library to create copies of this
dissertation and to lend or sale such copies for academic research. The author reserves other
publication rights and the dissertation or wide-ranging extracts from it may be printed or
otherwise produced without the author’s permission.

SUPERVISOR……………………………………………..DATE……...../………../2023

(Signature)

STUDENT………………………………………………..DATE……...../………../2023

(Signature)

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 MIDLANDS STATE UNIVERSITY
Private Bag 9055 Tel: 263 54 260331,260337,
Gweru 260404,260409,260417,260450
Zimbabwe Fax 263 54 260233

APPROVAL FORM

The undersigned certifies that he/she has read and recommends to the Midlands State University
for acceptance; a dissertation entitled: Engagement drivers on a distressed work environment.
A case study of Gweru city council.

Submitted by DELIGHT CHIKATO (R187341R) in partial fulfilment of the requirements of

the Bachelor of Social Science Honours Degree in Human Resource Management

SUPERVISOR: MRS R MUBANGA

Signed ………………………………………… Date ……………………………………….

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TURNITIN SUMMARY REPORT

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DEDICATION

I would like to devote this research to my aspiration (Charlotte Nota) for my higher education.
Her support was an inspiration for the success of this study. God bless you.

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ACKNOWLEDGEMENTS

So much is indebted to the Almighty God for with him everything is possible. I would like to
thank my parents and family members for their support and inspiration in completing this study.
Thanks to my parents (Charlotte Nota and Misheck Chikato) for their prayers and words of
encouragement. I thank you all for what you sacrificed to get through the university.

I am sincerely grateful to my supervisor Mrs R Mubanga for her leadership in supervision of this
study. Her constant support inspired me to put my best effort in this study. Thank you for being
kind to us may the Lord bless you Mrs Mubanga. I also want to thank lecturers in Human
Resource Management for their intellectual support.

I also appreciate my classmates and my friends (Munashe and Nyashadzashe) for the intellectual
and moral support I receive. I am grateful for their support and encouragement for these four
years and whenever I felt like breaking down you guys have always been there for me. May the
dear Lord bless you.

I would also like to thank Gweru City Council for their support, help and permission to carry out
my research in their organization. I would also like to thank all the participants who have
sacrificed their time to answer my questionnaires.

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 ABSTRACT

The research was done to measure levels of engagement. Poor service delivery in the municipal
sector was the research problem, and Gweru City Council was used as the case study. The AON-
Hewitt theory and the Self-Determination theory serve as the foundation for the study. Rather
than the anticipated 35 participants, a sample size of 25 participants was chosen in this
qualitative research study. Open-ended questionnaires and semi-structured interviews with
management and human resources personnel were utilized as research instruments to gather
data. Nevertheless, 25 workers participated in the survey, which is a (86%) response rate.
Purposive sampling was utilized by the researcher together with the non-probability sampling
strategy. A descriptive study strategy and thematic analysis of the data were employed to acquire
a deeper knowledge of the phenomena. The levels of employee engagement, the strategies
employed to improve employee engagement, and the challenges in doing so were the study's
main findings. The study also identified three issues that contribute to employee disengagement
at Gweru City Council: poor communication, a lack of clarity, and inadequate managerial
training. The study came to the conclusion that the Council's employee engagement strategies,
which lack significant employee engagement techniques, are insufficient to improve employee
engagement levels. The Council should improve salaries, working conditions and implement
employee engagement surveys, as per the major recommendations.

Table of Contents

vi
APPROVAL FORM..................................................................................................................................ii
DEDICATION..........................................................................................................................................iv
ACKNOWLEDGEMENTS......................................................................................................................v
ABSTRACT..............................................................................................................................................vi
DEFINITION OF TERMS........................................................................................................................x
ACRONYMS AND ABBREVIATIONS.................................................................................................xi
LIST OF TABLES...................................................................................................................................xii
LIST OF FIGURES................................................................................................................................xiii
1.1. INTRODUCTION.........................................................................................................................1
1.2. Background of the study...............................................................................................................1
1.3. Problem statement..............................................................................................................................3
1.4. Objectives of the study.......................................................................................................................3
1.4.1. Main objective................................................................................................................................3
1.4.2. Specific objectives..........................................................................................................................3
1.5. Research questions.............................................................................................................................3
1.6. Justification of the study....................................................................................................................4
1.7. Limitations..........................................................................................................................................5
1.8. Delimitation.........................................................................................................................................5
1.9. Organization of chapters....................................................................................................................5
1.10. Chapter summary.............................................................................................................................5
CHAPTER TWO: LITERATURE REVIEW.........................................................................................6
2.1. Introduction........................................................................................................................................6
2.2. Conceptualizing employee engagement.............................................................................................7
2.2.1. What is employee engagement?....................................................................................................7
2.2.2 Lack of engagement signs...............................................................................................................7
2.2.3. The relationship between employee engagement and service delivery.....................................8
2.2.4. Engagement Drivers......................................................................................................................9
2.2.5. Employee engagement strategies................................................................................................10
2.2.6. Challenges faced in promoting employee engagement.............................................................12
2.2.7. Measuring engagement levels.....................................................................................................14
2.3. Theoretical Framework....................................................................................................................15
2.3.1 The AON-Hewitt Theory..............................................................................................................15
2.3.2. SELF-DETERMINATION THEORY (SDT)...........................................................................17
2.3.2.1. Organismic integration theory...........................................................................................18

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 2.3.2.2. Causality orientation theory. (COT).................................................................................18
2.3.2.3. Basic psychological needs theory.......................................................................................18
2.3.2.4. Goal contents theory. (GOT)..............................................................................................19
2.3.2.5. Cognitive evaluation theory. (CET)...................................................................................19
2.4. Conceptual Framework....................................................................................................................19
2.5. Chapter Summary............................................................................................................................21
CHAPTER 3: RESEARCH METHODOLOGY...................................................................................22
3.1 Introduction.......................................................................................................................................22
3.2. Research approach...........................................................................................................................22
3.3. Research design................................................................................................................................22
3.4. Sampling............................................................................................................................................23
3.4.1. Sample frame................................................................................................................................23
3.4.2. Sample size....................................................................................................................................23
3.4.3. Sampling methods........................................................................................................................24
3.5. Data collection methods...................................................................................................................24
3.6. Data analysis method........................................................................................................................24
3.7. Establishing trustworthiness (qualitative study)............................................................................25
3.9. Chapter Summary............................................................................................................................27
CHAPTER 4: FINDINGS AND DISCUSSIONS..................................................................................28
4.1. Introduction......................................................................................................................................28
4.2. Demographic information................................................................................................................28
4.2.1. Response rate................................................................................................................................28
4.2.2. Demographic summary- sex, age, qualifications, employment status etc...............................29
4.2.3. Gender...........................................................................................................................................29
4.2.4. Age distribution.....................................................................................................................30
4.2.5. Qualifications.........................................................................................................................30
4.2.6 Length of Service....................................................................................................................30
4.3. DATA PRESENTATION.................................................................................................................31
4.3.1 Engagement levels at GCC...........................................................................................................31
4.3.2. Strategies employed to improve employee engagement...........................................................36
4.3.3. Challenges faced in promoting employee engagement.............................................................37
4.4. Data Analysis....................................................................................................................................37
4.4.1. Engagement levels at GCC..........................................................................................................37
4.4.2. Strategies employed to improve employee engagement...........................................................40

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 4.4.3. Challenges faced in promoting employee engagement.............................................................41
4.5. Chapter Summary............................................................................................................................42
CHAPTER 5: SUMMARY OF FINDINGS, RECOMMENDATIONA AND CONCLUSION.........43
5.1 Introduction......................................................................................................................................43
5.2 Summary of findings.......................................................................................................................43
5.3. RECOMMENDATIONS................................................................................................................44
5.3.1. Improve salaries.....................................................................................................................44
5.3.2. Increase employee participation in decision making..........................................................44
5.3.3. Improve working environment/conditions..........................................................................44
5.3.4. Employee engagement surveys..............................................................................................44
CONCLUSION........................................................................................................................................45
REFERENCES / BIBILIOGRAPHY.....................................................................................................46
APPENDICIES........................................................................................................................................49
APPENDIX 1..........................................................................................................................................49
APPENDIX 2..........................................................................................................................................52
APPENDIX 3..........................................................................................................................................53

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DEFINITION OF TERMS
Employee disengagement
Kahn (1990:701) defines employee disengagement as simultaneously, the withdrawal one’s
preferred self in behaviours that promote a lack of connections, physical, cognitive and
emotional absence and passive, incomplete role performance. And in this case, those workers in
an organisation who are subjected to an unhappy working environment are referred to as
disengaged employees.
Employee engagement
Employee engagement is the strength of the mental and emotional bond that employees feel with
the work they do, their team, and their organization (Kristin Ryba, 2021).

x
ACRONYMS AND ABBREVIATIONS

HRM Human Resource Management

HR Human Resources

GCC Gweru City Council

xi
LIST OF TABLES

Table 1......................................................................................................................................................24
Table 2......................................................................................................................................................29
Table 3......................................................................................................................................................29
Table 4......................................................................................................................................................34

xii
LIST OF FIGURES

Figure 1 Aon-Hewitt Theory of engagement...........................................................................................18

Figure 2 : Researcher’s own.....................................................................................................................21

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1.1. INTRODUCTION
Employees have it in their minds that management team has the most control over their work
environments. Employees' deep-seated attitudes and emotions about their roles, managers, and
organizations serve as engagement drivers. They are in line with the person's deeper needs and
help them feel better, have more energy, and be more passionate about all they do. In this case,
workers continually strive to produce their best work when leaders effectively manage these
drivers and transform them into good experiences. Employees are every company's most
valuable asset, and how engaged they are with their work says a lot about how well that company
is doing. Hence, the employer can create an engagement strategy to address any areas of
declining employee engagement by monitoring employee engagement.

Recently, the phrase "employee engagement" has become frequently used in businesses and
consulting firms, especially in light of the reliable evidence linking engagement to interests
(Czarnowsky, 2008). Employee engagement is defined by Saks (2005) as an explicit and
distinctive component of the cognitive, emotional, and behavioral components linked to the
accomplishment of particular activities. Saks (2006) went on to say that motivated workers
frequently have strong, positive emotional ties to their jobs and may devote their attention and
minds to them. And such employees are referred to as engaged employees.

1.2. Background of the study

A happy worker is always said to be a productive worker. Globally, employee satisfaction is the
key element in maintaining high productivity and efficiency in the organization. Employee
engagement cannot be determined only by an individual employee's physical presence in an
organization. This is the case because they must also psychologically explain how they perceive
their roles at work. Workers may be present but absent from the workplace, which directly
affects both the productivity of the company and the productivity of the employees. One can
draw the conclusion that the workers are disengaged in this situation. Strong favorable
correlations exist between high engagement levels and improved business performance (Kang
and Sung, 2015; Mishra et al., 2015).

Additionally, there have been claims of widespread employee disengagement on a global scale.
Mann and Harter's 2016 study gave it that only 32% of US workers are reported to be engaged.
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They also stated that an increase in employee engagement in an organization is thought to
increase productivity by 21%. It was calculated that employee disengagement costs the US
economy $11 billion a year.

Employee engagement was first mentioned in Kahn (1990), who defined it as "the simultaneous
involvement and expression of a person's positive self" in task behaviors that link with work,
enhance personal existence, and positive complete performance. Khan's personal engagement
and disengagement continued until early 2001, when Maslach, et al. (2001) focused on why
employees develop burnout at work. Employee engagement was discovered as a positive
antithesis to burnout and employee engagement was defined as a "sustainable positive emotional
state.”. Khan (1990) and Maslach et al. (2001) provided two earliest theoretical frameworks for
understanding the employee engagement.

The importance of rewarding employees for their efforts was emphasized (Theories of
Management, 2020). Employees in this situation need to feel appreciated for the work they do in
addition to receiving cash compensation. It has also been mentioned that work overload may
cause employees to lose commitment and that there should be a motivating component, such as a
reward system, to minimize employee disengagement. It has also been acknowledged that
Maslow's hierarchy of needs, which highlights the need to meet employees' self-esteem needs in
order to foster employee engagement, has also been acknowledged.

A Gallup survey conducted in 2017 articulated that 9% of South African employees are engaged
in their work (Engagement, 2017). According to research, there is an active disengagement rate
of 45% among South Africa's workforce. According to a Gallup poll, fewer than 20% of South
African workers reported feeling inspired about their career advancement and well-being. Major
weaknesses in leadership and communication were the main reasons for South Africa's low
levels of engagement. 60% of South African employees say they lack both autonomy and
opportunities to influence work-related issues (Gallup, 2016). The border Two-thirds of the
Africans polled felt no attachment to their work.

The index of employee engagement in Zimbabwe is said to have changed from 72% in 2019 to
74% in 2020 according to a report by (Nguwi 2020). It was further argued that seven in 10
Zimbabweans are engaged. A slight change has been noticed within a year, but it still remains
with some organizations that are excluded from the trend analysis because of management styles

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that have strict adherence to rules. This can depress the innovation of employees hence
destroying a sense of belongingness towards the organization. Therefore, it is the duty of senior
management to ensure that issues such as these do not emerge within a workplace.

1.3. Problem statement

Lack of engagement in most organizations has resulted in poor service delivery, leading to
employee disengagement and the long-term effects they have on productivity and sustainability.
For the past few months, the City of Gweru has been in hot soup for failing to deliver city
services. Chitumba (2022) reported in the Chronicle newspaper that the GCC is failing to meet
its duties for providing services. In light of this circumstance, the researcher made the decision to
carry out research to measure level of employee engagement at Gweru City Council (GCC) and
to develop engagement drivers for the problematic workplace. Due to the fact that society as a
whole depends on their municipality for city services, poor service delivery by City Council has
an impact not only on the organization's reputation or efficiency. Also due to poor service
delivery, resources are exhausted, there are no job opportunities, jobs are lost, and general living
conditions are terrible. Hence, municipal organizations must put a lot of effort into offering high-
quality, cost-effective services that meet societal needs.

1.4. Objectives of the study

1.4.1. Main objective
To investigate the Municipal industry in Zimbabwe, case of Gweru City Council, and evaluate
the engagement levels.

1.4.2. Specific objectives

• To measure the engagement levels at GCC.

• To establish strategies employed to improve employee engagement.

• To determine the challenges faced in promoting employee engagement.

1.5. Research questions

• What are the engagement levels at GCC?

• What are the strategies employed to improve employee engagement?

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• What are the challenges faced in promoting employee engagement in the organization?

• What recommendations can be given to Gweru City Council?

1.6. Justification of the study

To the researcher

The goal of this study is to deepen the researcher's understanding of both the idea of employee
engagement and its application in Zimbabwe. Since this is the first time such a study has been
conducted, the researcher will also receive vital experience in conducting the research. Such
skills and expertise enable the researcher to serve as a resource for research projects, particularly
in the field of employee engagement. The researcher will assess the GCC's engagement levels
and develop suggestions for reducing the dissatisfied workplace.

To the University

The authors of this study, Midlands State University as an academic institution, and the
Municipal Industry in Zimbabwe are just a few of the domains that will benefit from it. First off,
by using empirical research, this study will improve the authors' research abilities. The Midlands
State University will benefit from having a copy of this research study. The study will serve as a
source of information for several researchers.

To other students

This research will serve as a jumping off point for anyone who desire to conduct related
research. This study will serve as a model for other students who might be interested in doing a
related study.

To Gweru City Council

If this copy is read by policy implementers at Gweru City Council (GCC), it will help them on
how to employ the engagement drivers for the betterment of the organization.

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1.7. Limitations
Since the research would be time-limited, the problem of time will hinder the researcher's
discoveries and could jeopardize the outcomes. Since compliance with COVID-19 standards is
required, that issue appears to be the main obstacle.

The financial issue will be another major issue. Since it is a personal funding, the amount will
not be sufficient for the researcher to carry out an effective study.

1.8. Delimitation
The research will only take place at the Human Resource Department and Gweru Town House,
both of which are in the city of Gweru. It includes every division inside the company.

1.9. Organization of chapters

The study's background is highlighted in this chapter after the introduction. Clarification is
provided for the research's problem statement. Both the research's goals and its specific research
topics are stated. Additionally, noted is the study's importance. Also highlighted are the
restrictions and boundaries. An overview of each chapter follows. The literature review, the
conceptual and theoretical framework on employee engagement and engagement drivers, as well
as a summary of the chapter will all be included in Chapter 2. In Chapter 3, "Research
Methodology," the research approach, design, sampling, and sampling techniques are
highlighted. Additionally, analysis, establishing credibility, ethical consideration, and a summary
follow. Chapter 4: Findings and Discussions will present and discuss the chapter's findings. A
summary of the results will be presented in Chapter 5, followed by a proposal for
recommendations and a conclusion.

1.10. Chapter summary

This chapter introduced the research giving an introduction to and a background of the study that
gave rise to the phenomenon of employee engagement. The research problem has also been
given which needs to be addressed by this research work. Objectives of the study have been
clearly given which also are the main elements of this research. These are some of the key
elements addressed in this chapter.

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CHAPTER TWO: LITERATURE REVIEW

2.1. Introduction
In order to determine what prior studies have found regarding the connection between employee
engagement, performance and service delivery, this chapter will undertake a literature review. A
literature review as expressed by David Lamb (2014), is a piece of scientific writing that includes
the most recent data on a particular topic, as well as theoretical and methodological
advancements as well as substantive knowledge. The definitions of the two constructs, employee
engagement and service delivery as well as the conceptual underpinnings of the study's
background will be discussed in the first section. The review of the literature will also include
qualitative investigations. A global perspective on employee engagement as well as research on
employee engagement surveys will be presented. Previous research that looked at the elements
influencing employee engagement will be examined after a discussion of the relationship
between employee engagement and organizational outcomes. The challenges to employee
engagement and the appropriate engagement strategies are also covered. The summary comes to
a conclusion based on the key research discoveries from the in-depth literature reviews. A
conceptual framework is then used to show how the independent and dependent variables relate
to one another.

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2.2. Conceptualizing employee engagement.
2.2.1. What is employee engagement?
Following Khan's (1990) introduction of the employee engagement idea, numerous academics
were able to demonstrate their expertise in the linked field of engagement. Wong (2020) defines
employee engagement as the emotional bond and dedication your employees have to your
business. Employees that are motivated and engaged tend to be personally invested in the
success of the business. The most motivated workers start to merge their personal and
professional ambitions.

Khan’s idea of employee engagement became a common phenomenon in the world of business
and a cause of concern in most organizations. Employees are said to perform better in
organizations if they are engaged. In this case, many scholars have in most of their researches
aligned employee engagement to performance. O'donnell (2020) is of the view that
organizational culture and employee engagement are essential to maintaining a high level of
employee performance because skills and experience alone do not ensure exceptional employee
performance. She went on to say that encouraging employee engagement requires more than just
a fancy pool table in the staffroom or flashy benefits like flexible work schedules or the ability to
bring your dog to work. Truly motivated workers will stay with a company that takes employee
engagement seriously and strive to do their best work each and every day. As a result, providing
quality services is positively impacted by good performance.

2.2.2 Lack of engagement signs

A productive workplace can be greatly impacted by high employee engagement levels. Projects
move more quickly from the idea stage to execution as productivity soars and communication is
more open. Employees do, however, occasionally become disengaged, whether as a result of
work-related annoyances or unpleasant personal situations. In this case, spread of this could
harm not only their work but also the work of the rest of the team. In order to take meaningful
action to buck the trend, it's critical to identify the warning signals of employee disengagement
as soon as feasible. Employees who are not subjected to engagement are referred to as
disengaged employees. Following are 3 signs which can be as a sign of lack of employee
engagement.

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  Poor quality of work: Feldmann (2018) gave it that, a drop in productivity or quality of
work, as well as a pattern of arriving late or missing deadlines, are two of the most
blatant indications of disengagement. He went on to say that when symptoms continue,
HR should speak with the employee right away to find out what's causing them. Hence if
it's the outcome of disengagement, management ought to consult with the person in
question to figure out what's required for re-engagement.
 Avoiding actions that suggest a stake in the business: Smedley (2021) asserts that
those who are not actively involved prefer to steer clear of actions that suggest a stake in
the organization. An engaged worker is eager to contribute more than just the bare
minimum chores needed to do their job. They frequently offer their time as volunteers for
events that support the culture of the team or business. Withdrawing from these kinds of
activities and concentrating on accomplishing only what is necessary to get by are two
indicators of poor employee engagement. This might also be a sign that an employee is
about to leave. After all, why would someone offer their assistance to the group or
business if they weren't going to stick around?

 Lack of participation: Disengagement, as expressed by Wright (2018), can manifest as a

lack of interest in taking part. By making sure workers have a cause to engage and are
aware of how to do so, leaders can respond. With some difficulty, leaders can work with
employees to jointly develop goals that are important, quantifiable, and attainable, and
they can also make clear how goals relate to the prosperity of the business. As well as
sharing success stories, leaders can also act as examples of acceptable behavior.

2.2.3. The relationship between employee engagement and service delivery.

Every organization's core function is service delivery. A service delivery interaction is any
interaction with the public service in which clients, citizens, residents, or businesses look for or
supply data, manage their affairs, or perform their tasks. Such services must be offered in a way
that is efficient, foreseeable, dependable, and considerate of clients.

Performance and service delivery may be closely related because they both aim to maximize the
effectiveness of the organization. Delivery of high-quality services is positively impacted by
effective employee engagement. Most scholars have shown a strong correlation between most

8
dimensions of employee engagement and performance (O'donnell, 2020). Service delivery must
be linked to employee engagement despite being partially correlated with performance.

Strategies for increasing employee engagement, such as creating a happy work atmosphere, can
promote employee confidence and their sense of ownership of the company, which will improve
service delivery and overall performance (Robinson, 2006, cited in Ngumbao, 2018). Hence,
service delivery is triggered by the implementation of efficient employee engagement strategies.
Municipal organizations are required to provide the society with high-quality services; therefore,
this calls for good employee performance that results in high-quality service delivery.

2.2.4. Engagement Drivers

Engagement driver relates to how effectively employees believe their skills are being utilized by
the company. Engagement levels are directly impacted by how much workers believe their
everyday duties utilize their knowledge and abilities. Drivers are poll questions or items,
according to Strange (2020), that have a more significant influence on engagement results than
other survey items. Drivers have access to information on a variety of subjects, including
communication, individual requirements, manager effectiveness, change management, and trust
in leadership.

Numerous elements, such as workplace culture, organizational communication, and managerial

approaches, as well as trust and respect, leadership, and brand reputation of the company, have
an impact on employee engagement. In this case, external factors mostly are the one that have
impact on employee engagement and act as drivers of engagement. Some of the key engagement
drivers are the following:

 Career growth and development: Employees at organizations with the highest levels of
engagement perceive their employers care about their success as individuals. In this case,
the key drivers in this would be how employees respond to how the organization treat
them. It is believed that employees vow to stay in an organization if their careers are
uplifted and developed (Strange, 2020)

 Feeling valued: Additionally, as asserted by Strange (2020), treating your staff as your
most valuable resource will have a positive impact on engagement. Performance is

9
 increased if employees feel that they belong to the organization and hence efficiency in
service delivery.

 Opportunity to give and receive feedback: Direct feedback is a strong engagement

booster for both the person providing the feedback and the one receiving it (Marcova,
2019). Employees that provide anonymous feedback are emboldened by the chance to
discuss their actual work experiences and gain professional value from other people's
input. Feedback supports productive action and validates employees' experiences, both of
which contribute to a more engaged workforce.

 Rewards: When a reward is being provided, humans are hardwired to become aroused.
This is typical human nature, but it may be used to your benefit at work as a means to
merely express gratitude to your workers for the excellent work they performed for you
for the greatest amount of time. Hence, this encourages the workers to remain on the job
and put in extra effort and deliver quality services.

2.2.5. Employee engagement strategies.

While it may be difficult to distinguish between employee engagement drivers and strategies, it
is nonetheless crucial to understand what the terms "drivers and strategies" represent in a
professional context and a business manner. As given by Heubel (2021), a company's success is
based on how well its plan works. A company's strategy outlines how it wants to expand
profitably and compete in a market. He goes on to say that a business strategy is a plan of action
that directs decision-making processes in order to better the organization's financial stability in a
competitive market and achieve the vision and stated objectives of the organization. On the other
hand, business drivers are the crucial inputs and actions that influence a company's operational
and financial outcomes. Salespeople, the number of stores, internet traffic, the quantity and cost
of the products sold, production units, etc. are typical illustrations of business drivers (CFI Team,
2022).

The goal of employee engagement methods is to foster an atmosphere where engagement is more
likely to succeed. The phrase "employee engagement strategy" basically means making it more
likely for staff members to form a strong emotional bond with your business. Hence an

10
organization should implement strategies that will act as a springboard to improve employee
engagement. Following are some of the strategies of employee engagement by various scholars:

1. CREATING EMPLOYEE RECOGNITION AND REWARD PROGRAMS

For the growth of involvement, psychological meaningfulness is just as important as safety. A

sense of receiving a return on one's self-investments in the form of physical, mental, or
emotional energy had been given as what makes something meaningful (Kahn, 1990, p.703–704,
in McManus and Mosca, 2015). Either intrinsic or extrinsic returns on investment are required
for staff to feel engaged and motivated in their work (Macey and Schneider, 2008). As a result, it
is necessary to commend and thank personnel for their efforts. Recognition of workers in an
organization is said to be the main factor influencing employee engagement (HR Solutions,
2011). Hence it is also more likely for workers to quit their jobs and develop an I don’t care
attitude if they don't feel valued at work which directly affects service delivery.

An ongoing evaluation mechanism is necessary for a successful reward and recognition program.
The system's effectiveness depends on management's dedication to it. Additionally, it must
appear fair and not like a favoritism-based game. Otherwise, the incentive scheme would just
breed animosity among coworkers, eroding confidence and decreasing productivity thereby
affecting quality service delivery. A one-size-fits-all reward program is doomed to failure
because, as managers must keep in mind, people have varied needs that their jobs help them to
meet (McManus and Mosca, 2015). Therefore, for an organization to convey a sense of
significance, rewards must be customized to meet individual demands. It is also noteworthy that
some of the workers seem to want public recognition while others would be driven on by new
obligations, independence, a flexible schedule, or career chances. And in this case, managers
must be very aware of the elements that satisfy the particular demands of each employee and
endeavor to meet those needs as efficiently as possible.

2. WORK-LIFE BALANCE

A work environment that is healthy includes a good work-life balance. Work-life balance is one
of the variables that the millennial generation's employee engagement is impacted by (Larasati
and Hanasati, 2019). Keeping a healthy work-life balance lowers stress and prevents burnout at
work. Lack of flexibility in the workplace might result in disengagement and a greater staff

11
turnover rate. Salary, individual recognition, flexible work schedules, and career advancement
are crucial components of millennial generations' work-life balance (Huybers, 2011, in Larasati
and Hanasati, 2019). Work-life balance is an individual's attempt to strike a balance between
their personal and professional lives (Larasati and Hanasati, 2019). In some ways, work-life
balance can satisfy a number of critical needs for millennial generations. The benefits realized by
workers who have attained work-life balance include decreased absenteeism, quality service
delivery, increased productivity, decreased stress, and higher employee retention.

3. EMPLOYEE ENGAGEMENT SURVEYS

The organization needs to understand what is desired by the employees and what is important to
them when developing a company strategy for employee engagement. It is not about top officials
and human resources coming up with ideas and plans without considering their viewpoints. This
is why it is crucial to conduct employee surveys. Ask them questions (or create an online poll or
questionnaire) to learn more about their desires and attitudes toward work (Vintage Circle,
2022). It was further asserted that, if there is anything disturbing them that they feel the company
should investigate. You could learn a lot about your employees' needs and wants from this data,
which will also give you numerous previously unknown insights. Remember that every company
has a unique culture, so select the questionnaires that are most appropriate for your business.

2.2.6. Challenges faced in promoting employee engagement.

Being one of the most crucial elements in organizations, employee engagement requires
execution that is genuine, effective, and efficient. All members of the organization should be
knowledgeable of engagement initiatives and movements so that they may work together toward
a common goal. According to Wickham (2020), employee engagement results in contented
workers. She continued by saying that highly engaged firms do not need to use employee
motivational strategies like peer pressure, firing, or other high-stress actions. Instead, to improve
performance, these firms adopt techniques like employee appreciation, one-on-one meetings, and
360-degree feedback. Employees are happier when their supervisors don't threaten them, and
happier employees cost their companies less money. According to the American Psychological
Association, stress at work costs the nation more than $500 billion annually (Wickham, 2020).
However, a number of problems, such as a lack of clarity, a lack of insight and commitment from

12
the management, a lack of education on the subject, and a lack of communication, may prevent
an organization from promoting employee engagement techniques.

 Lack of clarity: The first obstacle that arises is a lack of understanding between the
management and the workers. People often equate engagement with many ideas, such as
pleasure, strong employee morale, and job satisfaction, but it actually encompasses much
more. An engaged workforce is highly productive, satisfied with their jobs, and loyal to
the company. They feel a connection to both their place of employment and the act of
referring others. Employ methods like training sessions, seminars, group discussions,
etc. to inform management and the workforce on the idea of employee engagement and
what it entails (Content Editor, 2019).
 Lack of commitment or insight from top management: It might be challenging to give
ideas like employee engagement precedence over other, more pressing problems because
running a corporation is so labor-intensive. The infrastructure necessary may not be in
place, and it takes a lot of work to maintain consistent and dependable communication
between different organizational levels. Align the top executives behind a unified
business plan while keeping in mind employee satisfaction and the value of a supportive
workplace environment.

 Lack of communication: Employers routinely rank communication abilities as one of

the most valuable skill sets (Choren, 2015). According to Srivastava (2019), good
communication can foster a sense of belonging among staff members, raise output at
work, and promote company expansion. The basis of a motivated workforce is
communication, most crucial investment made by a business is in its employees, who
ultimately make the difference between success and failure. When designing methods for
promoting employee engagement, this is something that the majority of organizational
leaders lack. The importance of providing employees with important information on
ongoing programs or employee engagement should not be underestimated. Employee
disengagement results from a lack of communication, which breeds mistrust within an
organization. Owoeye and Dahunsi (2014) are of the view that, if information and
communication cannot flow from lower levels of management to the top, the organization

13
 may be on the verge of autocracy, effective communication may be challenging to
achieve, and all of these factors will have a negative impact on the delivery of services.

2.2.7. Measuring engagement levels.

As claimed by Brown (2020), in order to increase employee engagement, you must be aware of
your organization's strengths and areas for development. The first step in changing your
engagement strategy is understanding how to measure employee engagement. He continued by
saying that some things can be measured easily since they are specific, concrete notions, such as
how long it takes you to go to work or the number of red flags you can pass without being late.
Engagement among employees, however, is more challenging. It is not fixed, and a variety of
things influence it.

Why measuring engagement levels?

Measuring employee engagement levels has several advantages, including its ability to reveal
strengths, weaknesses, and "hidden realities." Measuring engagement on a regular basis enables
you to overcome challenges before they become issues. Use engagement data to highlight
successes and link underperforming teams and departments with stronger ones (Brown, 2020).

How to create a measuring plan.

It is more likely that most companies are capable of creating survey questions, launching
surveys, and receiving high participation rates. In this case, what occurs, however, when the
survey has ended? Many times, organizations feel stalled or unsure about where to go and the
survey could likely have been generated without a clear measuring plan if this sounds familiar
(Brown, 2020). He went on to say, organizations should start at the end when creating an
engagement survey, working backwards from the affects you would like the survey to have
before making your decision. As suggested by Brown (2020), following questions were an area
of concern prior to survey: Who will be responsible for monitoring the outcomes of this survey?
Who will respond to these survey results by taking action? What does that behavior entail?

How to measure engagement levels.

There is no place for irrational inquiries or idle curiosity in an engagement survey (Brown,
2020). It is a measurement mechanism that has been designed with various significant parts. The

14
following are some of the elements to consider when measuring engagement levels according to
Brown (2020) study:

 Performing drivers’ analysis: Which drivers are most detrimental to your firm is
determined via a driver analysis. An organization might learn from a drivers' analysis that
workers who have higher engagement levels tend to have drivers that they view more
favorably. Hence, an organization must understand what motivates employee engagement
in your company, spotting weak spots within those top motivators, and putting programs
in place to strengthen those motivators are your best bets (Brown, 2020).

 Identifying what is important to employees: Employee engagement levels are

determined via actionable survey questions called engagement drivers. Employees'
thoughts on teamwork, professional growth, communication, change management, and
personal requirements like remuneration are frequently gauged through engagement
surveys (Brown, 2020).

2.3. Theoretical Framework

2.3.1 The AON-Hewitt Theory

Engagement, as claimed by Aon Hewitt, is the mental and emotional state that drives workers to
produce their best work. The Aon Hewitt theory looks at both organizational antecedents and the
individual's level of participation which has effects on the organization’s outcomes such as
service delivery. It has been articulated that over 15 years of study on millions of employees
from various firms and industries in Asia Pacific, Europe, Latin America, and North America
have tested and verified this employee engagement model. Numerous studies in the field of
organizational psychology have backed the approach (Aon Hewitt, 2012)

The AON-Hewitt theory of engagement takes into account a number of elements that are of need
to achieve peak performance and productivity. These consist of deliberate thought, feelings,
intentions, and deeds. The concept is based on three outcomes and six drivers of employee
engagement (the areas over which employers have the most influence) (Thompson, 2021)
Following are the drivers by the Aon-Hewitt Theory of engagement.

15
Basics Drivers

Aon-Hewitt included compensation, benefits, job security, work environment, and work-life
balance as the engagement drivers under the "basics" category. Employees all share the need for
care and a good work-life balance. Having access to needs improves retention. Employees place
a higher emphasis on incentives and their safety than they do on recognition.

Work Drivers

Collaborative work, as recommended by the Aon-Hewitt theory, it enables team members to

communicate ideas while learning how to think, act, and function as a unit. In this case, workers
are then able to capitalize on their talents and learn from their peers. Collaboration thus shows to
be advantageous to both the organization outcomes and its workers (Kissflow, 2020). According
to the Aon-Hewitt theory, one of the causes of engagement in the context of work drivers is
employee empowerment. Leonard (2020) asserts that people prefer working with those who can
complete the task at hand. A happier workforce results from giving employees the freedom to
strike certain agreements, offer specific discounts at their discretion, or offer other customer
service options.

Company practices – communications, talent, staffing, and supportive infrastructure; diversity

and inclusion

Brand Drivers- corporate social responsibility, employee value proposition, and reputation

Leadership Drivers- accessibility and direction

Performance Drivers- career possibilities, education and training, performance management,

personnel administration, awards and recognition

Engagement results that are reliant on the drivers' success.

SAY -As a result, employees will be pleased to recommend the company to coworkers, potential
employees, and clients.

16
 STAY-Employees will possess a feeling of connectedness and would not even leave the
company without a struggle.

STRIVE - Employee will be inspired to work hard and achieve success at work.

The Aon-Hewitt Theory is illustrated in the following diagram:

https://employeeengagementanditsbenefits.blogspot.com/2019/11/1-introduction.html?m=1
Figure 1 Aon-Hewitt Theory of engagement.

2.3.2. SELF-DETERMINATION THEORY (SDT)

Self Determination Theory has been used to examine human willpower, personality, and optimal
functioning. According to the literature, motivational quality rather than quantity is the key to
predicting good outcomes. The Self-Determination Theory is motivated by both inner and
external factors and is based on three psychological requirements (Cherry, 2016). People have to
feel competent, connected, and independent in order to engage. According to the study, when
people find a sense of meaning and purpose, they are more driven to do well because they feel
psychologically linked, competent, and autonomous. People seek a sense of connection in their

17
organizations in addition to a wage, and when they find it, they are more engaged and
productive.

During the engagement process, the employee develops self-motivation, is motivated and
energized to work, and as a result, productivity rises (Bhuvanaiah and Raya, 2014). Employee
engagement is a predictor of organizational outcomes as well as a source of incentive. The self-
determination theory has been pushed to justify organizational success and employee
engagement. The self-determination theory offers a foundation for this study's investigation of
employee engagement at GCC. The theory asserts that people are frequently driven by outside
variables like reward systems, assessments, grades or other people's perceptions of them. It goes
on to explain that these extrinsic factors interact with intrinsic motivations and personal
demands.

Following are the self-determination theory’ five sub-theories:

2.3.2.1. Organismic integration theory.

Extrinsically motivated behavior is said to be controlled in several ways, according to the theory.
It further suggests that employees internalize their work tasks when they can link them to
themselves and feel competent in their roles.

2.3.2.2. Causality orientation theory. (COT)

The idea explains individual variations in how people prefer to orient toward situations and
control their behavior. Three different causality orientations are described and evaluated by
COT: the autonomy orientation, where people act out of curiosity about and value what is
happening; the control orientation, where rewards, benefits, and approval are prioritized; and the
impersonal or motivated orientation, which is characterized by concerns about competence.
2.3.2.3. Basic psychological needs theory
According to this theory, humans have three basic psychological needs which are: a need for
competence, relatedness and autonomy. Satisfying needs is essential for people's healthy
development, engagement and motivation (Deci and Ryan, 2014). Deci and Ryan (2014)
emphasized that, these three basic needs are there and must be met at overall levels of human
functioning, including the specific-task level required for a certain job activity, the domain level
required for work or family, and the overall level required for personality.

18
2.3.2.4. Goal contents theory. (GOT)
According to Self Determination Theory, the goal contents theory’ notion is based on the
differences between intrinsic and extrinsic objectives and how they affect wellbeing and
motivation. Goals are thought to be differently connected with wellbeing because they offer
distinct basic need satisfactions. Extrinsic goals like monetary gain, physical attractiveness, and
prominence have been compared with intrinsic goals like community, intimate connections, and
personal development, with the former being more likely to be linked to poorer wellness and
more ill-being.

2.3.2.5. Cognitive evaluation theory. (CET)

Theories of cognitive evaluation distinguish between internal and external motivation. According
to the hypothesis, various motivational factors trigger various responses in relation to labor.
Employees who are intrinsically motivated, as opposed to those who are motivated primarily by
external factors like money or recognition, will be more engrossed, interested, and innovative in
their work.

2.4. Conceptual Framework

19
A proposed engagement drivers and engagement strategies model.

Engagement Drivers Employee engagement strategies

Employees feeling
valued Work-life balance

Rewards
EMPLOYEE Recognition and
ENGAGEMENT reward programs

Opportunity to give Employee

and receive feedback engagement surveys

Career Growth and SERVICE DELIVERY

development

20
Figure 2 : Researcher’s own.

Employees must be seen as assets who make significant contributions to the organization's
success. When working conditions are good, employees will want to take on more responsibility,
and once they do, they'll be dedicated to the goals of the organization and use self-direction. This
is only possible if workers are allowed to participate in all organizational decision-making,
reward structures, and favorable working circumstances.

Figure 2: Conceptual Framework illustrates the conceptual framework that was created. The
results of the empirical research demonstrate that factors such as work-life balance, reward
systems, employee valuing, effective communication, career advancement and development,
benefits, and engagement surveys have a favorable impact on organizational productivity.
Additionally, an employee's positive mood and devotion to the company were connected with
effective internal communication and leadership style.

2.5. Chapter Summary

The literature review, theoretical framework, and conceptual framework were the main topics of
this chapter. In the literature review section, crucial elements like service delivery, employee
engagement, and employee engagement techniques were considered. The chapter also covered
more research on employee engagement strategies, highlighting important aspects of those
studies. The Aon-Hewitt Theory and the Self-Determination Theory are just a couple of the
theories included in the theoretical framework, which is also covered. This framework focuses
on theories about employee engagement. The conceptual framework, which reflects the
important study variables, is the chapter's last focus.

21
CHAPTER 3: RESEARCH METHODOLOGY

3.1 Introduction
This section presents the data collection methodology that was employed, the research design,
population and sample, as well as how the collected data was analyzed. The aim of this research
was to construct the engagement drivers and strategies in a distressed working environment. The
research also made an analysis on the challenges faced in improving employee engagement.

3.2. Research approach

The research approach which was used in this research qualitative, deductive and partly
inductive. Risk (2013) is of the view that qualitative data may involve presenting data from a
single person, as in a case study. Therefore, qualitative research is all about seeking answers to
questions of ideas, phenomena, attitudes, decisions, feelings, reactions, views and so forth. The
reason why qualitative methods were chosen as the methods of collecting primary data are
interviews and questionnaire. This helped the researcher to find explanation and description on
employee engagement at Gweru City Council. In contrast to the inductive technique, which aids
in the formation of new theories and generalizations, the deductive approach, according to
Dudovskiy (2015), examines the veracity of the assumption or hypothesis that the study presents.

3.3. Research design

Braise (2013) define a research design as “a blueprint for conducting a study with maximum
control over factors that may interfere with the validity of the findings”. This study was carried
out in form of a case study.

22
Kothari (2013) describes a research design as the process of setting up the conditions for data
collection and analysis in a way that aims to strike a balance between relevance to the study
objective and technique efficiency. According to Kothari, a research design facilitates the smooth
operation of the various research processes, optimizing knowledge generation with the least
amount of effort, expense, and time.

3.4. Sampling
Is the act, process or technique of selecting a suitable sample or a representative part of a
population for the purpose of determining parameters of characteristics of the whole population
(Braise, 2013).
3.4.1. Sample frame
It is a list of individuals from which a sample is actually selected (Braise, 2013). The writer
obtained information from five senior managers, four HR personnel, and twenty employees to
make a total of 29 participants.
3.4.2. Sample size
The researcher conducted this research under the category of senior management since they are
the ones with the final say in the implementation of employee engagement programs. The
supervisors were informed because they are the ones who are responsible to the day-to-day
affairs of the employees and understands employees better than the senior management. The
employees themselves were also involved since issue of engagement also affects their work
lives. Employee representatives such as workers committee were also incorporated since they
play a pivotal role in representing the voiceless employees to voice. The category, sample frame
and sample size are illustrated in the table below.
Table showing the category, sample frame and sample size
Table 1

Category Sample frame Sample size

Senior management 5 3

Human Resources Personnel 2 1

23
Gweru Town House employees 28 21
Total 35 25

3.4.3. Sampling methods

Stratified random sampling was used because the sampling frame is not homogeneous
and the sample contained sub-groups (managers, and employees and the HR) thus
warranting a fair representation of these sub-groups in the sample size (Ahuja, 2005 in
Nalule, 2011). Stratified random sampling technique which was used during the study
saves time. Sampling procedures like simple random sampling, accidental sampling, and
quota sampling were not used because: simple random sampling requires a homogeneous
sample yet the sample was categorical (not homogeneous). Quota sampling may lead to
inability of generalizing the finds to the whole population, yet the research is aimed at
generalization of the research findings.

3.5. Data collection methods

Primary sources of data were used during the course of research. The primary research was
conducted through interviews and questionnaire. This research applied the semi-structured
interview method for the collection of empirical data. Semi-structured interviews were conducted
and this enabled the researcher to gather huge amount of data owing to the fact that the
interviewees provided the researcher with in-depth information (Allen-Ile, 2010:12 cited in
Tamen, 2013) The researcher also conducted the interviews face to face meeting as such
interviews captured the most detail information through verbal and observation. The information
was collected for the thrust of data analysis.

3.6. Data analysis method

The questionnaires were distributed to employees at Gweru City Council, city of Gweru.
Structured interviews were also used in collecting information. Questionnaires were preferred by
the researcher because they are inexpensive to administer, they allow respondents to fill them at
their own convenience and solicit information from several respondents within a very short time
(Gupta and Proctor, 2007 in Nalule 2011). Personal interviews complemented questionnaires
because they are a more personal form of research, interviewers work directly with the

24
respondents, they offer an interviewer the opportunity to probe or ask follow-up questions and
they are generally easier for respondents especially in seeking respondent’s opinions.

3.7. Establishing trustworthiness (qualitative study)

In an investigation, it was given that qualitative researchers must show that data analysis was
carried out accurately, consistently, and thoroughly by documenting, categorizing, and disclosing
the methods of analysis in sufficient detail to enable the reader to assess the process's credibility
(Nowell et al., 2017).

Transferability

Transferability tries to simplify research results and apply them to other scenarios and conditions
(Devault, 2019). The author went on to say that although it cannot be demonstrated clearly,
transferability of outcomes based on the data analysis can be demonstrated to be likely. Readers
connect the elements of the study issue to those of a setting or situation they are familiar with
(Consultores, 2020). If there are enough similarities between the two scenarios, readers can infer
that the research's conclusions would relate to their own circumstances. They accomplish this by
extrapolating from one study's findings to another.

Dependability

Most qualitative researchers, according to Devault (2019), think that once credibility has been
established, proving dependability is unnecessary. In spite of this, the author notes that if a
researcher permits the concepts to be decoded, credibility seems to be more closely tied to
validity and dependability seems to be more closely associated to reliability. In this situation, a
data audit may be employed on occasion to assess the data accuracy. Therefore, if the data
collection is sufficient and effective, an auditor can decide if the research situation relates to their
specific situation.

Confirmability

When conducting qualitative research to replicate previous work, it is critical to ensure that the
data categories are internally consistent. When it comes to confirmability, one should be able to
show that their qualitative research was conducted objectively and without bias (Farnsworth,
2021). An accurate representation of the data acquired from participants is what should come out

25
of credible research. In other words, the researcher should let the data speak for itself.
Confirmability is frequently established by providing an audit trail that outlines each step of the
data analysis process and shows that the conclusions are not influenced by conscious or
unconscious bias but rather accurately reflect the responses of the participants. Each researcher
contributes a distinct perspective to the topic, which is the underlying premise of qualitative
research. Conformability is the extent to which the findings may be verified or corroborated by
others. There are numerous ways to improve conformability. The researcher kept track of the
processes for validating and revalidating data throughout the study.

Credibility

Credibility and trustworthiness are enhanced by triangulation and member verification (Devault
2019). The writer goes on to say that triangulation entails posing the very same research
questions to numerous study subjects and gathering information from diverse sources using
varied techniques in order to address the same questions. When conducting member checks,
researchers ask participants to evaluate the information gathered by interviewers, including their
interpretations of that information. Participants often welcome the member check procedure
since it gives them the chance to confirm their claims and fill in any blanks from earlier
interviews.

According to another claim, a credibility criterion involves assessing the veracity of qualitative
research's conclusions from the perspective of the study's participants (Consultores, 2020). Since,
in this view, the purpose of qualitative research is to understand or characterize phenomena of
interest from the participants' perspectives. The reliability of the findings can only be genuinely
assessed by participants.

The outcome of the research depends heavily on how ethical issues are handled during the data
collection procedure. The scope research will continue to use all the information gathered during
the procedure. According to Tamen (2013), complete participant anonymity must be guaranteed
when gathering data. Throughout the process, everyone's privacy will be respected. All
participants will be given the opportunity to withdraw from the study whenever they choose to
do so without the researcher's remorse. Participation in this research will be completely
voluntary. Additionally, no participant will suffer any injury or experience any issues as a result

26
of this study. The information that will be gathered for the study must be kept private. Before
conducting this research, permission from the appropriate authority must be acquired.

3.9. Chapter Summary

In this chapter, the research approach was described. The research approach and the research
design were covered in the first section. The research design serves as the foundation for data
collection, measurement, and analysis. The researcher selected the qualitative research approach
and explained why. Descriptive research design was chosen by the researcher because it was
appropriate for the study. The sample section that followed described the sampling technique,
sampling frame, and sampling size. The non-probability sampling method was applied, and the
researcher selected a sampling frame of 25 participants. The next section of the chapter covered
research tools and data collection techniques. For this chapter, the researcher used semi-
structured questionnaires and interviews as well as primary and secondary sources of information
for data collection. This chapter's final section deals with evaluating the reliability and validity of
the research as well as ethical issues. The researcher ensured that the data gathered was reliable
and valid for the study, and they also adhered to ethical standards by getting participants'
agreement and informing them of how the data would be used.

27
CHAPTER 4: FINDINGS AND DISCUSSIONS

4.1. Introduction
The data, study findings, and analysis are presented in this chapter. The majority of the data
collected provided answers to the study questions; the results will be categorized into themes and
interpreted. To get information from GCC participants, the researcher used interviews and
questionnaires. A summary providing a rundown of the entire chapter will conclude the chapter.

4.2. Demographic information

4.2.1. Response rate
The research was done at Gweru Town House, which is where the main offices of the GCC are,
it targeted all employees from different grades, departments, managers and HR personnel.

Table 2

questionnaires questionnaires Percentage %

issued returned

Non managerial 23 21 91.3%

Targeted Sample Actually Percentage

to be interviewed respondents

Managerial 5 3 60%

HR personnel 1 1 100%

3 Managers were interviewed due to availability and their willingness. These responses show
that the total number of participants who gave responses from non-managerial to top
management is 25 out of whole population.

28
 4.2.2. Demographic summary- sex, age, qualifications, employment status etc.
Table 3

GROUPING GEND AGE (YEARS) YEARS SERVED IN ORGANISATION

ER

10-15 YEARS
5-10 YEARS

15+ YEARS
BELOW 5
18-25

25-35

35-45

45-55

55+
M F M F M F M F M F M F M F M F M F
MALES

MANAGEME 2 1 0 0 0 0 2 1 0 0 0 0 0 0 2 1 0 0 0 0
NT

NON- 16 6 1 0 3 1 5 4 7 1 0 0 1 0 7 3 5 5 1 0
MANAGEME
NT

TOTAL 18 7 1 1 3 1 7 5 7 0 0 1 0 9 4 5 5 1 0

GRAND 25 25 25
TOTAL

4.2.3. Gender
Seventeen (17) of the twenty-five (25) respondents were male employees, while eight (8) were
female employees, accounting for 68% and 32%, respectively. One manager came from the
Human Resource Management section, one from the Engineering department and one from the
ICT department. Seven (7) non-managerial female employees came from the housing
department, the finance department, and the engineering section. Fifteen of the remaining male
employees were also drawn from the engineering department, finance and the housing
department. Among the managerial employees at the Council, there are less females as the

29
organization are male dominated. Among the non-managerial respondents that’s where most of
the females feature and the researcher managed to get 4 female respondents and 6 males. The
2022 State of the Gender Pay Gap report gave it that females are subjected to lesser jobs, mostly
on the assumption that women do not need to work and the job they do should be related to
childcare, housework, and caring, therefore less women in managerial post.

4.2.4. Age distribution

Amongst the twenty-five (25) respondents, only one (1) employee was among the age bracket of
18-25 resulting in 4%. Four (4) employees including one female fell in between the age bracket
of 25-35 constituting 16%. The age bracket of 35-45 had twelve (12) employees which resulted
in 48%. Eight (8) employees were in the bracket age of 45-55 which made up 32%. Age bracket
of 55+ none of the employees which resulted in 14.3%. The Council is dominated by employees
that are middle aged. It is quite infrequent to find more young workers at Councils as young
workers are determined and target working in big companies, it is seen as the Municipality is full
of employees between the age group of 36 going up to 55+ years. Young employees tend to work
for a short period at Councils and look for other bigger jobs when they reach middle age.

4.2.5. Qualifications
Six (6) of the respondents, or 24% of the total, have a National Diploma as their highest
educational achievement. Ten (10) respondents, or 40%, have bachelor's degrees as their highest
level of education. Three (3) management personnel, or 12% of the workforce, stated that they
had master's degrees. Three (3) workers have O' Levels, providing 12%, while two (2)
employees have an A' level as their highest qualification, contributing 8%. The other employee
who was still present made no mention of their schooling. Given that they were able to
understand the research's issues, this shows that the majority of GCC employees are
educated. Evidence from studies has demonstrated that academic credentials improve social
outcomes, foster engagement, and increase dependability, which is why academic qualification is
important (Rodrigues et al, 2017).

4.2.6 Length of Service

Only one (1) respondent, or 4%, has been employed by the Council for fewer than five (5) years.
There are thirteen (13) employees, or 52%, in the 5–10-year bracket. Ten (10) employees have
been with the Council for 10-15 years and account for 40% of the staff. Only one (1) respondent

30
has been with the organization for more than fifteen (15) years, constituting 4% of the total. Four
(4) categories—below 5 years, between 5 and 10 years, between 10 and 15 years, and beyond 15
years—were used in the study to classify the length of service. Respondents fit into all of the
categories, and this was done to collect various points of view. 52% of the population fell into
the category that was the most occupied. In this case, it should be noted that the respondents had
several years working for the Council, hence their opinions were very much vital. Sayon (2021)
asserted that job security is the reason why most of the workers have been in public sectors for
long.

4.3. DATA PRESENTATION

4.3.1 Engagement levels at GCC
The main objective of this study was to measure engagement levels at GCC. In an attempt to
come out with reliable results, the researcher used interviews and questionnaires to acquire the
level of engagement at GCC. The researcher used interviews for managerial employees and
questionnaires for non-managerial employees. In this case, for management, the researcher
managed to come out with 3 interviews out of the 5 expected interviews. The question was asked
in general if managers understood what employee engagement was. One of the managers from
the Engineering department had to say:

‘I think employee engagement is a two-way phenomenon, firstly it might be a process of

recruiting workers into the company and the other definition is that engagement of
employees is like valuing employees in your organization’

The ICT manager had to say the following;

‘From my own understanding, employee engagement is when employees in an

organization feel a sense of belonging to the organization where it is characterized by
their work performance. So, if the employees are happy, the organization is also
prospering and vice-versa”

In a bid to measure the engagement levels at GCC, the researcher also asked some questions on
whether the management do practice the engagement drivers as a way of promoting efficiency
and sustainability of their organization. The management were asked on how often they consult
their employees on issues to do with the organization. The Engineering manager had to say this;
31
 ‘Uh, normally the GCC works with orders meaning to say that there are direct orders
from the top officials for example the Town Clerk, Mayor and Chamber secretary. So, we
as managers we just do as asked and our subordinates do the same. In short, I don’t think
there is a room for us to consult employee except for in Works Council meetings and I'm
not a member of that.'

The female ICT manager also said;

‘To be honest, as a manager I don’t consult my employees on those issues not because I
do not want to but because orders are from the top officials and they expect their orders
to be followed without questioning’

The HR manager was also asked the same question and he had to say the following;

‘We have a Works Council meeting which is practiced every month as a way of trying to
hear our employee grievances. Employees have their worker representatives who are
also employees from the GCC. They come with their grievances and we do everything
possible to address their queries. And also, as the GCC top managers we also ask of them
on how they want things to be handled in the organization so yeah, we do consult the
employees on how to run the businesses.

Feedback is also another way of promoting and increasing employee engagement levels within
an organization. The researcher had an interview question to managers if they value feedback
and encourage it to their employees. The male Engineering manager had to say this;

“It depends with the situation at hand. Uh, for instance if we send our workers to do a
survey obviously there will be exchanged feedback between the management and the
employees. And we do encourage feedback so that we know what is taking place in the
field work and address areas of need. Some situations do not need feedback because
these will be a daily general routine. Thank you!

The HR manager said the following;

‘Feedback is very important because we will be aware of what needs to be done and
improved so yeah, we do value feedback and encourage it to our employees.

32
The last interview question for the managerial employees was if they do recognize their
employees for the work they do and reward them accordingly. The HR manager had to say the
following;

‘To be honest, no. Of course, there are hardworking employees that are easily identified
through their daily work. We don’t award the best employees for their hard work but
what can happen is that they can be promoted to supervisors or foremen. Some vacancies
are as a result of recommendations from us the managers where we can say torai nhingi
anoshanda zvakanaka (translation: Promote this person for he/she is a hardworking
person). So that’s the advantage of good performance here at GCC you might get
promoted quickly we don’t have tangible rewards. No.’

The other two managers’ responses were in line with the above response that there are no
tangible rewards for best employees but rather promotional advantage.

The employees also had to give their view on reward-based performance. On the employee’s
questionnaire, they were asked on how the organization can clearly express employee
appreciation. In their responses, which most were the same they had to mention the following
statements;

‘They have to give us bonuses for our hard work’

Seventeen (17) of the employees had quite similar responses which emphasized their need for
salary increment and promotion. like the following;

‘We need pay increases and promotions as a token of appreciation.

In order to avoid bias and to have balanced answers, the researcher also had some questionnaires
for employees as a way of measuring engagement levels at GCC. Employees are the ones on the
ground and they are the ones with the need to be engaged for the prosperity and sustainability of
the organization. In this case, the researcher used fill-in questionnaires where the employees had
to agree, disagree and be neutral on issues to do with their engagement at GCC. The following
table illustrates the responses by the employees as a way of measuring their engagement levels.

KEY: A-Agree SA-Strongly Agree N-Neutral D-Disagree SD-Strongly Disagree

Table 4
33
Statement A SA N D SD TOTAL
In the past month I have received praise and recognition for a job 1 0 0 15 5 21
well done.

I am satisfied with the opportunities there to develop my career. 5 0 4 11 1 21

I receive appropriate pay and benefits for the job I do. 0 0 0 5 16 21

0 0 2 15 4 21
I feel appropriately involved in decision making

Managers In this company encourage a two-way communication 4 2 3 7 5 21

that promotes open and honest dialogue and understanding.

I feel part of a family working for this organization. 0 0 2 18 1 21

I am able to voice my views to my manager 3 0 5 11 2 21

4 0 10 4 3 21
I am happy with my work-life balance

I am not over-loaded with work to do. 0 0 3 15 3 21

The researcher also issued some open-ended questions to the employees so that they explicitly
air out their views and thoughts as far as employee engagement is concerned. The first question
was on how the managers recognize the work of employees in the organization. Twenty (20)
responses were negative as some mentioned that there is no recognition at all. One of the
employees mentioned that;

‘I never got recognized’

The other employee who gave a negative response also had to say;

‘No recognition at all’

34
Only one employee gave a positive answer to this question where she mentioned that;

‘I was promoted to be a supervisor for general hand workers. That’s how my hard work
got recognized. Only that’

The second question was on the type of feedback employees receive from their managers. This
question had mixed views from the employees as some were positive, neutral and negative. Most
of the responses were negative. Thirteen (13) employees gave negative responses with five (5)
giving quite similar responses which were positive. One of the employees gave the following
response;

‘We are not given any feedback on whatsoever’

Another employee mentioned that;

‘Sometimes we are insulted and I don’t think that is feedback’

Three (3) employees were neutral about this question where one of them mentioned that;

‘Sometimes we are given constructive criticism as a feedback and we also give them
feedback. So, it depends it’s not always’

The third question was on the areas that need the most improvement in the organization. From
this question, employees had to give their desired needs from their organization. Most of the
employees had to mention the issue of salaries and safe working environment. One of the
mentioned that;

‘We need better salaries’

One of the employees also stated that;

‘Salary increase and good working conditions’

Fourteen (14) employees were on the issue of salary increment which saw their main concern
being on poor salaries. Seven (7) employees mentioned their need for better working conditions.
Employees also stated the weaknesses in their company leadership. The researcher had to ask
them the weaknesses of their leaders. There were different views from the employees with some
saying that their leaders are inconsiderate of their subordinates. One of the employees stated that;

35
 ‘Our leaders do not want us to rebuke them or correct them’

Ten (10) employees mentioned the lack of communication and clarity from their managers as the
weaknesses in their company leadership. Some mentioned the following;

‘They do not communicate on whatsoever; we won’t know what they really need us to do’

The other one wrote:

‘There is no clear information’

4.3.2. Strategies employed to improve employee engagement.

Apart from the HR Manager, the researcher also interviewed a female HR personnel who is the
HR Officer. The first question demanded her to point out the HR policies and practices that
promote employee engagement at GCC. In her response she had to say the following;

‘As the HR department, we are the ones that are supposed to make sure that our
employees are happy and satisfied with their work at GCC. We try as much to come up
with favorable policies and practices that benefit our workers in as much as employee
engagement is concerned. Not to mention the issue of salaries, employees apart from
being paid well, they also need to be treated well. We as the HR department, we have
helped to balance the employees’ home-time and work-time because prior to this, City of
Gweru employees used to knock off at 16:30 pm every day except for Wednesdays which
is a sports day which they knocked off at 3pm. Now we have adjusted the time to 3:30pm
and we reserved the sports day where employees knock at 1pm to go for sports or to go
home. So, we quite fixed the issue of work-life balance. And also, our promotion policy
gives a room for hardworking employees and that is another way of making employees
love their work if we reward them in these terms (the promotion). Thank you'

. The HR Officer was asked on how the department has helped in formulation and
implementation of employee engagement strategies. The HR personnel had to say the following;

‘The department formulate everything that has to do with the employees but when it
comes to implementing it now requires another party. We do not approve our own
policies and strategies. We formulate policies and strategies and we give them to the
HRM who then has to send them to the Chamber Secretary who gives a final approval.

36
 So, in short all I can say is that, the HR department has done so much in formulating the
strategies but as I said implementing them is another stage. Few of our formulated
strategies were implemented such as the work-life balance that I mentioned earlier.
That’s all I can say on that.

4.3.3. Challenges faced in promoting employee engagement.

When asked of the challenges they face in implementing engagement strategies at GCC, the
female HR personnel had to say the following;

‘Challenges are everywhere. GCC has a lot of managers apart from the HR manager, so
those managers have to be educated on some issues to do with employee engagement so
that they practice it in their departments. The HR department has that duty to educate the
other managers so that we carry out the strategies together in solidarity. So, the
challenge is of ignorance and communication in this organization. The other huge
challenge I have mentioned earlier is that we have limited powers. We do not approve
our policies and strategies whether they are effective or not we do not have the power to
just implement.’

The researcher also asked the HR personnel what they recommend in order to curb the
challenges faced in implementing the successful engagement strategies. The respondent had to
say the following;

‘Workshops have to be done so that we can discuss all matters arising concerning
employee engagement. And also draft those strategies together with the other
management. The HR department should educate the other managers on these strategies.
Communication should be encouraged at all costs. Clarity of these engagement issues
should also be provided. The HR department should also have its own separate powers
when it comes to policy formulation. We deal with people and we know how to do it so we
should do it without being disturbed. Thank you!’

4.4. Data Analysis

4.4.1. Engagement levels at GCC
Higher engagement levels always yield productivity and efficiency. Quality service delivery is
determined by engagement levels. This is further supported by Robinson (2006) cited in
37
Ngumbao (2018) who articulated that service delivery and overall performance are improved by
engagement strategies such as a happy working environment which promotes employee
confidence and their sense of belonging. According to a research done at GCC, the
understanding of employee engagement is neutral or rather their understanding is more
theoretical than practical. The interviewed managers showed that they understand the
engagement phenomenon. The researcher interviewed three managers including the HR
manager. The other two managers’ (one from engineering department and one from ICT
department) responses showed that they have a general understanding of the term employee
engagement. Engagement measurement enables an organization to surpass challenges before
they become issues. This is further backed by Brown (2020) who is of the view that there is need
to use engagement data so that there is highlighting of successes and linkage of underperforming
teams with the best performing. He went on to say that the engagement levels are determined by
how the management understands the engagement phenomenon and how the employees react to
their leaders’ attitudes towards them.

Feedback is also another driver of engagement that can be used to measure engagement levels in
an organization. In a situation where workers do get feedback from their managers and leaders, it
results in them feeling more valued and confident about their jobs (Betterworks, 2019). They
went on to say that feedback helps to build a culture where every employee is motivated to do
their best a culture where everyone is striving to do their best. The research revealed that most
employees do not receive feedback. One of the respondents mentioned that they do not receive
feedback at all. Thirteen (13) employees out of twenty-one (21) mentioned that they do not
receive feedback with five (3) being neutral. Five (5) employees mentioned that they receive
feedback. Betterworks (2019) further asserted that if there is feedback lacking, workers will
never understand if they are doing well in the organization or not in terms of standards thereby
decreasing their levels of engagement.

The valuing of employees as a way of improving employee engagement has been given credit by
many scholars. Those employees who work hard in the organization must be valued and they
should feel a sense of belonging to the organization (Synergita, 2019). They went on to say that
promoting engagement has a positive influence on organization’s results. The researcher had to
issue some fill in questionnaires to the GCC employees so as to clearly show how they feel

38
valued in their organization. As revealed by the research, eighteen (18) employees out of twenty-
one (21) had to disagree to the fact that they feel part of a family working for the organization. In
support of employee valuing as an engagement driver, Strange (2020) articulated that if an
organization treat their staff as their most valuable resources, they will have a positive impact on
engagement. In this case, from the acquired research, it clearly shows that the engagement levels
at GCC are very low. Only two (2) of the employees were neutral about being valued and one (1)
strongly disagreed.

Workers are driven by how their leaders appreciate and reward them in their organization. In this
case, an organization appreciates its employees through recognition and rewarding programs.
Kahn (1990) cited in McManus and Mosca (2015) postulated that receiving something in return
for one’s hard work in an organization is what makes employees motivated and engaged. This is
further supported by HR Solutions (2011) who asserted that the main factor in influencing
employee engagement is through employee recognition. The study revealed that employees are
not recognized in the organization from the researcher’s fill-in questionnaire where employees
had to show their grievances and concerns. Fifteen (15) of the respondents strongly disagreed on
being paid appropriate salaries for the jobs they do, the other five (5) just disagreed on the fact.
The interviewed HR manager also agreed that they do not reward employees based on their
performance but rather they may gain promotional advantage as evidenced by one (1) female
employee who said she was promoted for her hard work. Higher productivity, sustainability and
efficiency comes from a happy workforce. Service delivery entities should ensure that their
employees are well equipped financially, emotionally and physically so as to avoid poor service
delivery resulting from their disengagement from the organization.

Career growth and development is another engagement driver that organizations should
implement so that it increases its engagement levels thereby improving their service delivery.
Strange (2020) also supports that employees are willing to stay in organizations that uplift and
develop their carriers. The key drivers in this would be on how employees respond to their
treatment by the organization. According to Bean (2016), one of the main reasons why
employees leave companies is a lack of career development opportunities. The research revealed
that career development and growth levels at GCC are low. Only five (5) employees out of

39
twenty-one (21) agreed to the fact that there are opportunities for them to develop their carriers.
Sixteen (16) employees were in denial.

4.4.2. Strategies employed to improve employee engagement.

Many scholars have proposed a number of strategies that can be used so as to improve employee
engagement in organizations and to boost its success. This is further supported by Heubel (2021)
who states that, for an organization to succeed, it all depends on how their plans work. In this
case, the objectives of engagement strategies are to trigger an environment where engagement is
optimistic. The satisfaction and level of engagement of an organization's employees are key
factors in that organization's success. Therefore, it is crucial to establish strategies for employee
engagement that are precisely defined. An organization will greatly benefit from well-defined
employee engagement strategies since they will help to create a positive work environment that
will increase employee performance and productivity.

Recognizing employees, not only their labor, but them in general is also a key strategy in
increasing employee engagement. Employers must appreciate and trust their employees in order
to foster a workplace that is upbeat and enthusiastic. Great ideas are developed in organizations
that have a stable and appreciated relationship where departments work together in teams and
thrive because they all have the same goal in mind. Organizations should encourage a culture
where excellence is openly acknowledged and appreciated, where every worker in the company
congratulates one another on a job well done. Employee morale is greatly improved by
expressions of appreciation and recognition. According to a research conducted by the researcher
at GCC concerning employee recognition, fifteen (15) employees had to disagree about them
being recognized and praised for a job well-done and five (5) others strongly disagreed leaving
only one employee agreeing to this fact. This is further backed by Abbamonte (2022), who
claims that one of the best methods to ensure that hardworking employees remain feeling
important is through employee recognition. Hence, the organization should create employee
recognition and reward programs to increase their engagement levels so that their employees will
feel valued and work hard for their organization.

The research also revealed another engagement strategy that the GCC has put in place so as to
increase employee engagement. In this case, the HR personnel mentioned that they have adjusted
the knock-off time so as to improve work-life balance. Ten (10) out of the twenty-one (21)

40
employees were neutral about their work-life balance and four agreed to the fact that they are
happy with their work-life balance which is evidence that the Council is trying its best to provide
better work-life balance. When workers sense that their employer is more concerned about their
well-being, a psychological effect arises (Fermin, 2018). Fermin went on to state that employees
operate more effectively as a result, which ultimately improves their performance hence quality
service delivery.

4.4.3. Challenges faced in promoting employee engagement.

Many challenges arise in an attempt to promote employee engagement. A true, two-way
openness of communication between the employees and the management is referred to as
transparency in the workplace (Klein, 2022). He further states that, a barrier to employee
engagement that can erode confidence between workers and management is a lack of clarity.
Therefore, it's crucial to demonstrate to your workers how their efforts contribute to the overall
objectives of the business. High levels of communication and trust are generated as a result,
which in turn boosts worker engagement and productivity. The study at GCC revealed that there
is lack of clarity in the organization. Ten (10) employees when asked of the weaknesses in their
company leadership they mentioned the issue of the lack of clarity. In this case, in a study
proposed by Content Editor (2019) they emphasized on the need to employ training sessions,
group discussions and discussions as a way of informing employees and management on the
ideas that improve employee engagement.

Lack of communication is another challenge faced in promoting employee engagement

strategies. Communication is the key to harmonized workplace environment and it boost trust
and dependency within the workforce and management. Choren (2015) articulated that
employers regularly rank communication capabilities as one of the most valuable skill sets.
Srivasta (2019) is of the view that good communication triggers high productivity and a sense of
belonging amongst the staff. Lack of communication is also said to be the root cause of
employee disengagement. In a study revealed at GCC, the HR personnel mentioned that they are
facing quite a number of challenges when it comes to improving employee engagement. Lack of
communication is one of the challenges mentioned by the interviewed HR personnel. Where
communication and information are not shared and practiced effectively within the organization,
it means that there will be a negative impact on service delivery (Owoeye and Dahunsi, 2014).

41
The study also revealed that there is lack of communication in the organization as mentioned by
the employee respondents as their leadership weakness.

Another challenge faced in promoting engagement strategies is the lack of commitment and
insight from top management. When interviewed on the challenges faced in promoting
engagement strategies, the HR personnel also mentioned that the HR department has limited
powers in as much as implementing policies, practices and strategies is concerned. She
mentioned that they do not approve the proposed policies and strategies. In this case, this
challenge is rarely or not amongst the challenges that are faced in promoting engagement
strategies in the world of business. The HR personnel also mentioned the lack of education
within the management team as a challenge being faced by GCC in promoting engagement
strategies. There is need to align the top management behind an integrated business strategy
while emphasizing on employee satisfaction and the value of a supportive workplace atmosphere
(Content Editor, 2020).

4.5. Chapter Summary

This chapter presented and analyzed the findings of the research conducted by the researcher at
the Gweru City Council. The response rate was 86%, with 25 of 29 employees responding. Three
(3) interviews were conducted out of five (5), and twenty-one of the twenty-three questionnaires
distributed were returned. The study included 3 managerial and 21 non-management staff
members from GCC. One manager came from Human Resource Management, one from
Engineering, and one from ICT departments. Twenty-one non-management employees were
drawn from the Council’s Housing, ICT, engineering and HR departments. The chapter reviewed
the Council’s employee engagement levels at GCC and strategies that are being practiced. When
it comes to employee engagement, the Council is not much in line with the requirements for their
engagement levels to be higher as revealed by the study. The only employee engagement
strategy in their system seems to be the issue of work life balance as mentioned be the HR
personnel. Finally, the chapter examines the challenges faced in promoting employee
engagement which are lack of communication, clarity and commitment from the other managers.

42
CHAPTER 5: SUMMARY OF FINDINGS, RECOMMENDATIONA AND
CONCLUSION
5.1 Introduction
The chapter will summarize the findings and proffer recommendations to Gweru City Council.

5.2 Summary of findings

The first goal of this research was to measure the engagement levels at GCC. From the responses
given by the respondents, the research revealed that the engagement levels at GCC are low. The
employee engagement phenomenon is more theoretical than practical. Managers showed that
they do understand what employee engagement is but it turns out that they do not do the
practices that promote engagement. Hence, there is need for engagement drivers that promote the
organization’s employee engagement so that they will have a dedicated workforce that provide
quality service delivery.

The second objective was to establish strategies employed to improve employee engagement.
Creation of recognition and reward systems, work-life balance and employee engagement
surveys are the engagement strategies discussed in this research and the work-life balance being
the main strategy at GCC. The discussed strategies inducing employee engagement were
comprehensible with what other researchers revealed in the literature review. The strategies that
were discussed were also in line with those of scholars in chapter 2 which is the literature review.

The third objective was to determine the challenges faced in promoting employee engagement.
The challenges that were identified include ignorance, poor communication and lack of
commitment from the top managers. The challenges were consistent with the scholars in the
literature review chapter. The HR personnel emphasized on the need to educate other managers
on the issues to do with employee engagement so that they help the organization in attaining its
highest level in employee engagement.

43
5.3. RECOMMENDATIONS
5.3.1. Improve salaries
Though the country is facing economic hardships, the organization should try to pay salaries that
meet the poverty datum line. Most of the employees mentioned in their questionnaires that the
organization should improve on salaries. Therefore, GCC should keep up with the poverty
datum line. If employees are happy the work goes well. This will also improve service delivery
because if the employees are happy, they do their work with enthusiasm.

5.3.2. Increase employee participation in decision making.

Employees should be given opportunities to be part of the decision-making board. If employees
are consulted on issues to do with the organization, it improves their confidence and morale. In
this case, if they are given the chance to plan for their organization and to decide for it, it then
becomes easy for them to be engaged because they will feel valued and appreciated for their
presence. One of the managers mentioned that they do not consult the employees on
organisational issues and hence the GCC should adopt this strategy so as to improve employee
engagement thereby providing a better way for quality service delivery.

5.3.3. Improve working environment/conditions

A safe working environment is also a key in improving employee engagement. employees
mentioned in their questionnaires what they need the organization to improve on. Together with
the salary increment need, some employees also stated that they a need a safer working
environment which includes safety clothing and modern machinery that makes work easier. With
the dynamics in the world of technology, there is also need for the organizations to keep up with
the new developments in the world of business. Hence, the GCC should improve working
conditions that meet up the standards of those working in it.

5.3.4. Employee engagement surveys

This is also one of the most important aspects in improving the levels of employee engagement.
Employee engagement surveys helps to see the areas that need attention when it comes to
employee engagement. These surveys will require employees to air out or demonstrate what they
really need to be fixed. Therefore, GCC should adopt employee engagement surveys on a regular
basis so that they keep in touch with the engagement needs.

44
CONCLUSION
Succinctly, to round off the study, the main drive of the study was to make an assessment on the
levels of employee engagement at Gweru City Council. The Council’s level of engagement is
low as revealed by the study. The organization lacks major engagement strategies that promote
employee engagement. The engagement strategies currently being practiced at GCC are not
adequate to inspire employees to feel attached to the organization and to motivate employees to
work hard as they lack engagement strategies such as improving salaries, employee participation
and good working conditions. The Council seem to be implementing engagement strategies
according to what they think is good for employees rather than making employee engagement
surveys so that they know areas of improvement in as much as employee engagement is
concerned. The GCC is also facing challenges in promoting employee engagement strategies
such as lack of communication, clarity and ignorance from the other managers.

45
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APPENDICIES

APPENDIX 1

QUESTIONNAIRE FOR EMPLOYEES

My name is R187341R. I am a 4th year student at The Midlands State University studying
towards a Bachelor of Social Sciences in Human Resources Management Honors Degree. I am
conducting research on ‘Engagement drivers in a distressed working environment’ I am kindly
request you to take part in the research through completing the questionnaire. Your opinion and
responses will be used for academic purpose only and will remain confidential. Your
participation is voluntary. Do not write your name. Your cooperation is greatly appreciated.

INSTRUCTIONS

a) Please tick or fill where it is necessary.

SECTION A

1. Department
………………………………………………………………………………
2. Age/ Years 18-25 26-35 36-45 46-55
over 55

3. Sex Female Male

4. Educational Qualification O’Level A’ Level

Diploma Degree Master’s Degree PhD

5. Marital Status Single Married Widowed

Divorced
6. Length of Service (Years) Below 3 3 to 6 7 to 10
over 10

49
SECTION B

Key: 1-Agree 2-Strongly agree 3- Neutral 4-Disagree 5-Strongly disagree

2 3 4 5
1

In the past month I have received praise and recognition for a job well done.

I am satisfied with the opportunities there to develop my career.

I receive appropriate pay and benefits for the job I do.

I feel appropriately involved in decision making

Managers In this company encourage a two-way communication that

promotes open and honest dialogue and understanding.

I feel part of a family working for this organization.

I am able to voice my views to my manager

I am happy with my work-life balance

I am not over-loaded with work to do.

Section C

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1. How does your manager recognize your work within the
organization?......................................................................................................................................
................................................................................................................................................
2. What type of feedback do you receive from your manager?
………………………………………………………………………………………………………
……………………………………………………………………………………………
3. What are the areas that need the most improvement in your
organization?......................................................................................................................................
...............................................................................................................................................
4. What are the weaknesses in your company’s
leadership?.........................................................................................................................................
.................................................................................................................................................
5. Name one way in which company communication could
improve……………………………………………………………………………………………
……………………………………………………………………………………………….
6. What are some ways in which the organization can more clearly express employee
appreciation?......................................................................................................................................
...............................................................................................................................................
7. Name some ways the company could improve the process for providing quality service
delivery……………………………………………………………………………………………
……………………………………………………………………………………………….
8. Do you see yourself still working in this organization in the next 5 years? And
why?.............................................
………………………………………………………………………………………………………
…………………………………………………………..
9. Describe any tensions that arise in your personal life due to work-life
balance……………………………………………………………………………………………
……………………………………………………………………………………………….

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APPENDIX 2

SEMI-STRUCTURED INTERVIEW GUIDE FOR MANAGEMENT

1. How do you understand employee engagement?

2. How often do you consult your employees on issues of the organization?
3. Do you value feedback and do you encourage it to your employees?
4. How often do you recognize employees for their good performance and reward them?

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APPENDIX 3

SEMI-STRUCTURED INTERVIEWS FOR HUMAN RESOURCES

 What are the HR policies and practices that promote employee engagement at
GCC?
 How has the HR department helped in formulating and implementing employee
engagement strategies?
 What challenges does the Council face in terms of implementing successful
employee engagement strategies?
 What will you recommend in order to curb the challenges that are faced when
implementing employee engagement strategies?

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