This study is based on a single case of a key manufacturing company of medium and large electrical equipments. It is a market leader in India and henceforth referred to as Kitler Electrical Ltd. (KEL). It was directed towards understanding employee engagement, organizational culture, communication and interpersonal dynamics. KEL, operated in a highly fragmented market, was beset with various problems like environmental sustainability issues, dependence on government projects, economic growth rate, etc. Employee engagement was studied by analyzing quantitatively the Organizational Culture Assessment Instrument (OCAI) survey and interviewing workers, leaders, managers in conjunction with observation and official documents such as the Gallup survey results, company magazines, and office reports.
Engagement is an individual’s involvement with, satisfaction with, and enthusiasm for the work he or she does (Robins, Judge, and Sanghi, 2009). Employee group is an important stakeholder in achieving organizational purpose. Moreover, things have changed due to the pervasive influence of knowledge economy that makes employees more critical than capital (Drucker, 2001). Employees’ attitude, opinion and expectations were not homogeneous and massive organizational changes in culture, work, and wage-determination method could adversely impact performance, productivity and profit. The case study focuses on how employees perceived change and adapted to the changing norms throwing light on the dynamics of internalization of new norms among Indian workers. The case analyzes employees’ attitude towards changes in policies and culture and probes whether the cultural shift is worth the effort.
The case explores how top leadership engage employees and usher in an organizational transformation, impacting team cohesiveness, performance, productivity and its morale. It discusses variety of contemporary issues confronting KEL and the role of its leaders and employees in making meaningful sense of the sweeping changes and direction. It elaborates the ethical and moral imperatives of the problem context, shrinking business fortune, and the power of engaged employees in forging collaborative management-union relationship. Value-based management action unfolds the miraculous story of trust and bonding which transcends class-conflict and scripts successful partnership. Engaged employees positively affected the firm’s bottom-line triggering a whole series of contingent responses implying readaptation of workers’ commitment to changing norms of output evaluation.
A few learning objectives are as follows:
- The case highlights how a perceptive leader can turn a problem into opportunity to engage his work-force for higher performance and productivity
- The case is about creative engaging the work-force through innovative informal forums and use of internal communication
- The case elucidates ways of institutionalizing changes notwithstanding historicity of circumstances, the pre-existing structural and cultural characteristics
- In a skewed age profile of an organization, where 60% of the senior workers are in middle ages, the case is an example in aggressively engaging the executives and workers in embracing new roles and responsibilities
- The case illustrates how employee engagement is achieved successfully by the leadership and how a myopic uncritical implementation of changing norms without regard to specific local contingent context can expose vicissitudes of scientific innovation
Case Positioning and Setting
The case study illustrates the nature and concept of employee engagement, management-union relationship and role of commitment, passion and innovation behavior. Organizational commitment and affirmative employee engagement requires an ethically sensitive and committed leadership. The case can be taught in MBA, Executive MBA, and Executive Development programs for courses related to organizational development, corporate HR policy, General Management, and public sector business.
* GSMC 2017, IIM Raipur
This Case Pack Includes: - Abstract- Case Study- Teaching Note (**ONLY for Academicians)