What are the tactics (actions steps) that could help improve the

work environment and subsequently create a culture of em-

ployee engagement? The result of which could increase sales

to maintain the financial sustainability of the business.

case study Engaged Employees Make for Better Business By Michael Lysaght and Robert O'Halloran Introduction Being engaged is critical in our industry, as there is a direct rela- tionship between engagement and productivity. With productivity comes increased sales and efficiencies in the business leading to cost savings and increased profits. Passion is a great attribute to have in our customer-driven business. You can have passion if you are engaged, but you are not necessarily engaged just because you are passionate Therefore, engagement is critical When hired, a two-way dialogue begins and this continuous discussion needs to always revolve around engagement of the employee. leading to success for everyone. How does employee engagement affect the new "Gen Z' employee? It is theorized that an enhanced sense of their own well-being is critical for Gen Z. Gen Z employees want customization, convenience and community (Aramark, 2017). If the industry does not address this issue now, it will have major implications in the future. Roth (2013) posted an article in Training by Freifeld, Engagement Starts with Your Leaders: Create a culture of high energy and commitment throughout your organization by first setting an example through the Four Levels of Leadership. When focusing on engagement it's important to under stand who in the organization is really ready and who may need some help moving forward. The post also points out while leaders are look ing forward, employees function in the present working day to day and that energy, not time, is the currency of engagement, Engagement is the combination of the perception of changes and events happening around you, and the level of energy experi- enced. Highly engaged people have a positive perception of changes going on around them, so they put a high level of energy into their work and everything else they do. Roth, in his organization, advocates for the Choke Model identifying three decision stages for employees Proactive-fully committed, Reactive hesitant but comply and finally Inactive-disengaged employees. As a leader, it is critical that one understands the concept of the Choice Model, and then assess where employees are and help move them to proactively committing their energy to the organization and themselves. This case study probles a long operating restaurant that is the flagship of a small franchise system. The flagship restaurant is losing sales and employee performance is also in decline. The Brown Fran- chise Company (BFO is a buffet style restaurant that has been very successful over the past 30 years. The owners, the Brown family have observed that the employees are not engaged in their jobs and some have lost interest. One observer noted that times and people have changed, but perhaps the restaurant has not changed with the times. The owners wonder what the restaurant can do to regain its success and be the model for their system. A family member asked could an employee engagement plan help this restaurant? Literature Review Employee engagement is not a new subject but a continually perplexing one. Robinson et al. (2004, p. 91 defined engagement as. "A positive attitude held by the employee towards the organization and its values. An engaged employee is aware of business context and works with colleagues to improve performance within the job for the benefit of the organization. Welch and Welch, (2006) suggest that "Employee engagement first, it goes without saying that no company, small or large, can win over the long run without energised employees who believe in the mission and understand how to achieve it Saks (2006, p. 612) also describes employee engagement as a new and emerging area. Consequently, employee engagement has emerged as a critical element for business success. However, there seems to be a gap of knowledge with respect to this critical element. This is a concept that that most people can agree with. But how does a business achieve a high level of employee engagement or have employees develop a passion for their work? Engaged employees have more to do with overall work quality experience. Other drivers like financial benefits, can influence the attraction toward a job and reten tion. It is important to note that engaged employees have improved companies' productivity Laupi & Lliaci, 2014). One study illustrated that American workers were more engaged at the peak of an eco- nomic crisis (Stawiski et al, 2010). Employee engagement rises as the economy weakens. One supportive argument might be that during economic crises, with an increasing unemployment rate or decreas- ing of income per capita, people are more committed with their job as they have not many options to fall on Paupi & Llaci.2014). Attridge (2009) and Gallup (2006) argue that employee engagement presents a level of involvement and enthusiasm Engaged employees are enthusiastic about their work - they go Michael Lysaght aiated with Hospitality Professional Robert O'Halloran is affiated with East Carolina University 34 Volume & Number above minimum job requirements. As a result, engaged employees allow the organization to succeed (Lavigna, 2015). Employee engage ment affects both the micro and macro level of one organisation from different perspectives Clapul & Laci 2014). In recent years, there has been a shop increase of interest in the concept of employee engage ment and its role in work performance and competitive advantage Kula et al, 2008, in particular, various studies have noted that en ployee engagement is able to predict employee turnover intention, employee productivity financial performance, customer satisfaction and so forth Richman 2006 Organizations that achieve high levels of engagement outper form organisations with low levels of engagement. Measures include achievement of strategic goals, customer service, innovation, em ployee retention, and attendance Lavigna, 20151. Lavigna (2015) aho stated that engagement efforts fail when enga is a project rather than a core values when it lacks leadership support and or lack of support from frontline managers. Additionally, if leadership fails to muke decisions based on available data or rush to solutions without data engagement efforts are difficult. Finally, the ability to commun cate and link engagement with the organization's goals are key links to making employee engagement efforts succeed Kahn defines personal engagement as the "Hamnessing of or ganization members'selves to their work role Kahn, 1990, p. 60 According to Kahn, when they are engaged people employ and express themselves psychically, cognitively and emotionally during role performances Kahn, 1990, p. 694. Maslach and Letter (1997) argued that engagement is characterized by energy, Involvement and efficiency. For the field of hospitality, it has been argued that a ser vice employee who is engaged can be characterized as enthusiastic, energetk, motivated, and passionate about his or her work, whereas a disengaged worker is one who is apathetic robotic depersonalized estranged, and withdrawn from her or his job (Satanova Agut, & Per 2005). Zeithaml et al. (2008) state that employees in service organiza tions are the service the organizations in the customers' eyes the brand and the marketers. Therefore, employee engagement can be more meaningful in the hospitality industry than in other nonservice Industries because the hospitality industry relies uniquely on labor intensiveness. Understanding the processes or mechanisms through which employee engagement affects employee attitudes and behar lors is still in an embryonic stage Karatepe & Demir 2013 Roth. utilizing an article by Frelfield, (2013) states that leaders today. like employees, need to work through their own Choice Model and be proactive in not only deciding to engage but also in deciding to lead the organization toward a culture of engagement. An organiza tion's culture is created from a set of shared beliefs, practices, customs and behaviors. By working through the Four Levels of Leadership you can begin the process to increase your own leadership effectiveness and create a culture that works best for your organization 1. Leading oneself. It all starts with you. You need to lead your se before you can read others. It's about being clear on your own sense of purpose and why you chose to be a leader. As with the adage you don't stand for something you will fall for anything you also must have a clear sense of your values as a leader. These values guide you through decision-making and other actions you take you also must know and under stand your own leadership strengths 2 Leading Others One to One. The skills you use to facilitate the in dividual growth of others often me regarded as foundational such a communication skills goal setting and delegating You need to have these basic critical skills to effectively lead individuals 3. Leading Teams: One to Group. In addition to one-to-one skill leaders need to lead and inspire individuals to work effec tively together and achieve results as a team. As organizations have flattened by removing the middle management layer and leaders span of direct reports has increased, leading one to one is no longer efficient. Most leaders don't have the lexury of spending time on an individual basis and must move toward leading on a one-to group level. With the increase in virtual teams that act on a global basis with multiple complex rela tionships the skills of leading one to group are multifaceted and include problem solving, leading meetings, facilitating dialogue and managing conflict 4. Leading a Work Culture. The act of leading a work culture is distinct from the other levels. Many leaders focus on improv ing the one to one and one-to group skills. However, today's leader needs to understand what it takes to create a culture that enables the full engagement of all employees. Leading a work culture is about leaders understanding their responsibil- ity to engage others to commit energy to the organization. The post from Roth notes that a real opportunity exists for organi- zations to increase employee engagement and build a culture of engagement when leaders build their strength through the Four Levels of Leadership Business Dilemma The Brown Franchise Company (BFC) is a longtime restaurant business and the flagship restaurant of the of a small franchise system s having some issues. The restaurant has been very successful over the past 30 years. The BFC serves diverse buffet style food, for breakfast, lunch and dinner, no alcohol is served. The restaurant can seat approx imately 150 and is clean but, by some opinions, is somewhat outdated and has not kept pace with times. The owners, the Brown family, serve a diverse bulfet menu in a dean and what was described by a guest as a generic high volume food atmosphere. The flagship restaurant is in a 2 tier city with a population nearing 100.000. More recently employ Journal of Hospitality & Tourism Cases 35 ees are not happy at work and their performance is not as productive that there appeared to be multiple problems to address as it has been in the past. Customer satisfaction is at an all-time low. To fix the situation there would need to be some swift action The BFCX general manager, Steve Kelly a non-family members addressing employee engagement, management operations, commu. has been at the flagship restaurant for almost 20 years. Steve is well nication, and customer service. For long term success it was also noted liked, and in previous years was noted to have great customer service that the BFC Buffet needs some updating and modernization. The con skills. However, recently several customers have complained to Steve sultant noted that while the physical updates are important there were and family members about slow service and numerous service errors. more pressing matters. The consultant specifically stated that going Additionally, in a recent incident, Steve lost his temper in the dining forward, employee engagement will need to be addressed and a deci- area when interacting with employees during a busytime and created sion needs to be made about the leadership at the flagship restaurant, a bit of a scene Family owners indicate that general observations are asking is Steve up to the job? The consultant addressed the need for an that the general manager's interactions with employees appear to be employee engagement plan to be developed and then implemented less each work and only occuw if there is a problem. To some, it appears and utilized in the flagship restaurant and system wide. It was also noted that Steve knows the ropes of restaurant management but appears that the plan needs to address both management and staff employees to be most comfortable keeping things on cruise control. Steve com plies with company franchise standards but has shown minimal effort Consultant Charge soliciting guest feedback on the restaurant's performance. The Brown As a member of the consulting team, your role is to identify family see that there are issues, especially in their flagship restaurant relevant facts and differentiate between the symptoms and actual The Browns are concerned with the restaurant's sales decline and problems in the restaurant and recommend corrective actions. The overal service performance. When family members have asked Steve consulting charge includes for his thoughts and input, he has stated that he thinks is temporary 1. Identify the relevant facts of the situation that have been docu- decline and things wil bounce back. Mary employees seem to enjoy their mented and observed in the flagship restaurant, customer interactions but have hinted that they feel they are not a team a Research the lapse in sales volume and customer any longer and are disconnected from management. In the past, employ satisfaction ees had been well trained and knew what they must do to get the job Consider some questions employees at the restaurant may done, but job expectations are not formally set or we communicated. be asking themselves and discussing with others Why should I get excited about work? Additionally, when employee performance problems (complaints) What do my managers and mentors expect of me have occurred, there has been no disciplinary action taken for under- Does the restaurant culture that care about me? performing employees. Conversely high performing individuals who How do I know iflam doing well? appear to be carrying the workload, receive no recognition. When Do I work effectively with others! approached, employees are sometimes reluctant to say anything about the state of the restaurant. However, some senior employees Is leadership providing a good role model and post- have complained that the weekly meetings to review upcoming menu tive example? changes and promotions have been eliminated. It was also noted was b Are the issues related to management Leadership? As Roth that the annual holiday party was cancelled, and employees were told notes (2013), a leader placing him/herself in the employees there would be no raises this year. One long time server mentioned to shoes, is better prepared to help them move toward being a family member that "thank you' is a phrase that the employees con committed and engaged (Roth, 2013). tinue to use with their guests, but that employees have not heard that 2 Based on research conducted create a plan of action for de from managers in a long time. It has also been noted that there have velopment of a culture of engagement in the operation. Popin been numerous discussions between and among employees about (2017) provides data and direction from an employee engage their dissatisfaction and the option of looking for other jobs. If some ment survey and these data can be of assistance to create that thing is not done to improve the work environment plan of action. https://www.popinnow.com/lp/employeeen The owners called a meeting to discuss the issues and try to de gagement survey/?gclid=EAlaloobchMlyfe103c1wIV3YW.Ch cide on a course of action. One Brown family member noted he could OwKEAAYBCAAEGIZPVD BWE refer a friend to the group who was a consultant and had significant 1 What are the tacties actions steps that could help improve the customer service experience, suggesting they hire him to review the work environment and subsequently create a culture of em situation and make recommendations before things got worse. They ployee engagement? The result of which could increase sales hired the consultant and after the initial meeting the consultant noted to maintain the financial sustainability of the business 36 Volume & Manber2 Summary The goals of employee engagement are pride in workplace, sat- isfaction with leadership, the opportunity to perform well at work, satisfaction with recognition, identifying prospects for future growth and a positive work environment with some focus on teamwork (Lavi gna, 2015). The Utrecht Work Engagement Survey (Schaufeli et al. 2006) for example, concentrates on three factors: vigor, dedication, and absorption. The Gallup Workplace Audit (see Harter et al, 2002) focuses on factors such as clarity - knowing what's expected -- and control (input and opportunity. By and large practitioners and re searchers' views of engagement embody the three core concepts of attachment commitment and organizational citizenship. Employee engagement can be more meaningful in the hospitality industry than in other nonservice industries because the hospitality industry relies uniquely on labor intensiveness. Ironically, however, understanding the processes or mechanisms through which employee engagement affects employee attitudes and behaviors is still in an embryonic stage Karatepe & Demit, 2013). Robinson et al. (2004, p.share a definition of engagement as K A positive attitude held by the employee towards the organization and its values. An engaged employee is aware of business context and works with colleagues to improve performance within the job for the benefit of the organization. This Narrow Engagement approach reflects a commitment citizenship model of engagement, in which employees commitment and citizenship are seen as important factors in the overall success of the organization. The concept of full engagement rests on the principle that the beneficial impact of narrow engagement is enhanced when psychological well-being is also high- and similarly the negative ME effects of low engagement would be exacerbated when psycholog cal wellbeing is poor. The incorporation of commitment tizenship and psychological wellbeing into a single concept of full engagement Pos provides a construct that delivers benefits for both employees and or ganizations Robertson and Cooper, 2010). The factors to be considered In this construct include work relationships work life balance, work overload, job security control autonomy, resources and communica tions. Additionally, they include pay and benefits, job satisfaction, sense of purpose organizational commitment engagement, positive psycho Rob logical well being as well as physical health and psychological health Robertson Cooper 2008 The issue for hospitality businesses in general and BFC in particu Laris how to create a work environment of engagement and maintain it. Many employees would like to take some ownership of their jobs and their workplace, but in difficult social times and a changing work force, that has proven difficult. No one wants to work in a place with a Salan negative or a sometimes hostile environment. Recruiters emphasize that work ethic is a regular topic of conversation and it is connected to employee engagement and an attitude oriented towards getting the Roc Rob IC Robe En Jor w Journal of Hospitality & Tourism Com