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Original Research
The impact of team dialogue sessions on employee engagement in an information and communication technology company
SA Journal of Human Resource Management | Vol 16 | a987 |
DOI: https://doi.org/10.4102/sajhrm.v16i0.987
| © 2018 Michael A.W. Seymour, Dirk J. Geldenhuys
| This work is licensed under CC Attribution 4.0
Submitted: 08 August 2017 | Published: 14 June 2018
Submitted: 08 August 2017 | Published: 14 June 2018
About the author(s)
Michael A.W. Seymour, Department of Industrial and Organisational Psychology, University of South Africa, South AfricaDirk J. Geldenhuys, Department of Industrial and Organisational Psychology, University of South Africa, South Africa
Abstract
Orientation: Engaged employees are regarded as extremely valuable in today’s unstable economic environment. However, despite spending large amounts of money on the improvement of employee engagement, the effect thereof is seldom determined. This study was about determining the impact of team dialogue sessions on the enhancement of employee engagement in a large information and communication technology company over a 2-year period.
Research purpose: This study focused on determining the improvement of employee engagement through an organisation development intervention. The intervention was based on a social constructionist perspective, namely, team dialoguing, and was facilitated over a period of two years.
Motivation for the study: Although the matter regarding the improvement of employee engagement seems to be extensively discussed in the literature, research on the use of interventions to enhance employee engagement is to a large extent still lacking. Based on a theoretical integration, it was argued that team dialoguing could improve employee engagement.
Research design, approach and method: This was a quantitative study, employing a quasi-experimental design. An experimental group was exposed to an organisation development intervention of team dialogues over a 2-year period and then compared to a control group that had not been exposed to the intervention.
Main findings: Although with a small effect size, it was discovered that facilitating team dialogue sessions had a positive impact on employee engagement, more specifically on the exercise of discretionary effort, intention to remain, rational commitment, communication and supervisory support as dimensions.
Practical and managerial implications: The practical implication of this study is that the engagement of employees can be enhanced by involving the direct supervisor and his or her team in dialoguing sessions.
Contribution or value-add: The study contributed to the literature on employee engagement by reporting on the implementation of an intervention over a period of two years to enhance employee engagement.
Research purpose: This study focused on determining the improvement of employee engagement through an organisation development intervention. The intervention was based on a social constructionist perspective, namely, team dialoguing, and was facilitated over a period of two years.
Motivation for the study: Although the matter regarding the improvement of employee engagement seems to be extensively discussed in the literature, research on the use of interventions to enhance employee engagement is to a large extent still lacking. Based on a theoretical integration, it was argued that team dialoguing could improve employee engagement.
Research design, approach and method: This was a quantitative study, employing a quasi-experimental design. An experimental group was exposed to an organisation development intervention of team dialogues over a 2-year period and then compared to a control group that had not been exposed to the intervention.
Main findings: Although with a small effect size, it was discovered that facilitating team dialogue sessions had a positive impact on employee engagement, more specifically on the exercise of discretionary effort, intention to remain, rational commitment, communication and supervisory support as dimensions.
Practical and managerial implications: The practical implication of this study is that the engagement of employees can be enhanced by involving the direct supervisor and his or her team in dialoguing sessions.
Contribution or value-add: The study contributed to the literature on employee engagement by reporting on the implementation of an intervention over a period of two years to enhance employee engagement.
Keywords
social constructionism; organisation development; supervisory relationships; team relationships; turnover intention; organisation development intervention
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