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Title: Building an emotional capital to enhance engagement in low paid jobs : a case study of the UK's food and beverage retail sector
Author: Ahammed, Istiak
ISNI:       0000 0004 7968 0570
Awarding Body: University of Bolton
Current Institution: University of Bolton
Date of Award: 2018
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The effective management of human resources has become more important since organisations have seen fit to introduce management approaches that are based on and seek to enhance commitment and engagement. This is all aimed at improving performance, productivity and quality as well as the efficiency necessary to maintain a strategic edge in a highly competitive environment. Notably, employee engagement, which enables employees to participate and get more involved in planning, decision-making and other aspects of the organisation is perceived as important. Notably, it is believed that engaged employees feel that their opinions count and are cared about. Such an approach builds trust and a willingness to ensure that an organization's objectives are met. Furthermore, engaged employees foster a 'win-win' situations where both the organisation and the employee benefit. Employees get greater rewards, security and satisfaction while the organisation sees an increase in commitment which leads to an improvement in quality, productivity and efficiency required for competition. Against this background, there is high employee disengagement in the UK's food and beverages retail sector. Within this sector employees' are earning minimum wages and often lower which also causes lower levels of output. As this study evidences disengagement increases for various different reasons in the food and beverages retail sector. The research demonstrates the dominant factors of disengagement from a large sample study (Compass Group UK). Faced with many different challenges, the UK's food/beverage retail sector needs to emphasise high engagement due to better performance and quality service in the organization. To that end, this study secures to understand how to improve employees' engagement levels and to create an emotional connection with management, thereby contributing to organisational efficiency. The main purpose of this study is to explore whether employees' physiological motivation (emotional capital) can influence employees' behaviours that motivate employees to enhance their engagement levels in the UK's food/beverage retail sector. The theoretical framework for this study drew from employee engagement theory, in order to predict the relationship between emotional capital and disengagement; and to determine how these elements and their relationship to each other are influenced in terms of engagement. This study included 341 participants working in Compass Group (UK). This study's findings are important for understanding the roles of emotional capital and helping engagement in the UK's food/beverage retail sector. While the concepts of physiological motivation (emotional capital) have been applied to food/beverage retail management in recent years, these concepts still need to be well-researched from different perspectives. Further studies are needed to develop a theoretical model that can systematically investigate psychological motivation and employee engagement within the food/beverage retail industry. Overall, this study's findings evidence the direct and indirect relation among employee disengagement and their preferred motivation process in the organization. This study also assesses that building emotional capital with the employees is an effective way to reduce disengagement and enhance engagement in the UK's food beverages and retail sector. Findings also provide management with the understanding of how emotional abilities contribute to employee engagement and inform appropriate strategies to improve engagement in the UK's food/beverage retail sector. The findings also help employees better understand their emotions and engagement in the workplace enabling them to achieve career success. In conclusion, recommendations from the study provide the steps needed to be followed by the UK's food beverage and retail sector to become more effective. Guidance has been provided to develop employee engagement across the UK's food/beverages and retail sector. Finally, the positive employee engagement implication of this study is that Compass Group UK's managers could use the results in order to reduce disengagement and enhance engagement level within the organization and the UK's retail sector.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available