Analysis of UIT Hong Kong Sales Team Poor Performance

and High Staff Turnover

By Vincent Low Hock Mun

MBA Student

Henley Business School,

University of Reading

Henley, UK
Assignment for Managing People and Performance

December 20, 2009

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Contents
Analysis of UIT Hong Kong Sales Team Poor Performance ...............................................................1

and High Staff Turnover.......................................................................................................................1

...............................................................................................................................................................1

1 Abstract..............................................................................................................................................5

2 Introduction........................................................................................................................................5

3 Analysis of the Issues.........................................................................................................................6

3.1 External Realities.........................................................................................................................6

3.2 Structure and Culture within UIT.................................................................................................7

3.3 HRM in UIT & the role of Line Managers...................................................................................8

3.4 Psychological Contract between UIT and the Hong Kong Sales Team........................................9

3.5 The Importance of Psychological Contract and Discretionary Behaviour....................................9

3.6 Breach of the Psychological Contract........................................................................................10

3.7 Wrong Performance Measurement leading to Poor Reward System..........................................12

3.8 Poor Training and Development................................................................................................13

4 ACTION PLAN................................................................................................................................14

5 Justification, Benefits and Implications............................................................................................14

5.1 Applying the Bath Model to UIT...............................................................................................14

5.2 Devolving some HR Functions to the Line Manager.................................................................15

5.3 Train Line Managers to manage the employee engagement.......................................................16

5.4 Managing the Psychological Contract and Discretionary Behaviour.........................................17

5.5 Setting Performance Measures and designing a total reward system.........................................18

6 Reflection and Learning....................................................................................................................20

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1 Abstract

This paper will examine why UIT’s Hong Kong Sales Team is suffering from poor performance and
high staff turnover with emphasis on the Human Resource functions.

Data for the analysis was gathered via interviews with the Sales Manager, and members of the Hong
Kong Sales Team. However, quantitative data is not available as the HR department has refused my
request for access.

The paper will examine the various interdependencies between the Psychological Contract, Employee
Engagement and Performance.

The results of this paper indicate that there is a close connection between breaches in the
psychological contract with the high turnover rate. Various theories and Frameworks were applied to
arrive at a plausible solution to resolve UIT’s Hong Kong performance issues.

2 Introduction

United Information Technology, Co. Ltd., (UIT) was setup in 2000 by 5 Individuals, all with
substantial experience doing business in China. By the end of 2007, UIT had become the top Chinese-
owned company providing Data Storage Solutions in China according to International Data
Corporation (IDC) (IDC, 2008). The market in which UIT operated in is one where the competition
is intense, from well known international brands like EMC, HP and IBM, to small Taiwanese
manufacturers like Promise and Infortrend. Within China, UIT had a well established brand, but
outside of China, the brand was an unknown and untested entity.

UIT had its main office in Beijing, where all the administrative functions are headquartered. It also
has sales offices in Shanghai, Shenzhen and Hong Kong. The Hong Kong Sales office also housed its

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international sales team, where this author, as the Regional Sales Director for South Asia, shares an
office with the Hong Kong Sales Team. The Hong Kong Sales team consist of 1 Sales Manager, 2
Sales Executive, 2 Technical Engineers and 1 Sales Administrator. The Sales Manager reported to the
Sales Director, who is based in Beijing. Unfortunately, the Hong Kong sales team, which was set up
in January 2008, is suffering from a high staff turnover rate. The Sales Manager post has already
been refilled twice and both sales executive positions have been refilled once in 2009. Only the 2
technical engineers and the sales administrator positions remained unchanged. This led to the
inevitable low morale in the Hong Kong Sales Team, manifesting itself in the way the technical and
administrative staff would eat lunch as a group (citation needed), while the sales staff typically
lunched alone. There was little bonding between the sales staff and the support staff. The high sales
staff turnover also meant that the Hong Kong Sales Office had not met any of its revenue and profit
targets to date and it was the only sales office in UIT’s China operations that is consistently under-
performing. It has also become a concern to the Board as the Hong Kong sales team was dragging
down revenue and profit for the enterprise as a whole.

Although there are other factors contributing to the poor performance of the Hong Kong Sales team,
this author believes that the factors that directly can be attributed to the HR functions are:

• Lack of HR Policies and Line Management.

• Breach in the Psychological Contract.
• Wrong Performance Measurement.
• Poor Training and Development plans.

3 Analysis of the Issues.

In order to get a better understanding of the issues involved, let first understand the context in which
the Hong Kong Sales Team is operating in.

3.1 External Realities

With China’s one party rule providing the necessary stable political platform for economic
development (Younis et al, 2008), China’s economy continues to grow during a time when
most other developed economies are still recovering from the financial crisis of a year ago. This
is also reflected in UIT’s revenue stream, where revenue generated in China still accounts for

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 95% of its total revenue. The China “indigenous innovations” rule, where a product must
contain some elements of intellectual property that is owned by indigenous Chinese, effectively
provides a level of protectionism for UIT products. Almost all of UIT’s customers come from
the Central Government, provincial government, state-owned-enterprises, or medium to large
local Chinese companies that would typically follow the purchasing policies set by the Chinese
Central Government. This created a very strong “China first” focus within the company, even
among its top managers.

Unfortunately, the advantages enjoyed by UIT in China did not apply to the Hong Kong Sales
team. Hong Kong, due to its history, has its own laws and governance, and the protection and
stability that was found in the mainland did not extend into Hong Kong. Hong Kong was
suffering from a bad recession in 2008 and 2009 and many enterprises and organisations had
reduce, frozen or delayed purchases of external storage solutions. Also, Hong Kong was a
mature market for external data storage, where large multi-national competitors of UIT have
already been entrenched for many years. With the recession, many IT managers were also
cautious of buying new and untested brands, preferring to stick with brands that were stable and
familiar. UIT products also did not contain any significant technological advantage over its
competition, as all the equipment are build to industry standards. All these contributed to slow
sales, which exacerbated the sales team feeling of inadequacy.

3.2 Structure and Culture within UIT

UIT’s corporate structure closely reflects it organisational culture. UIT structure can be
described as a mechanistic organisational (Burns and Stalker, 1995) which is characterised by
highly centralised management control, with clearly defined formal roles for both managers
and staff, and a narrow span of control with an average of 3 to 4 staff per level. This form of
hierarchy sits well with the Chinese as it also reflects the values and management style of the
current set of top managers, which is still heavily influenced by Confucian ethics. Expert
knowledge is quite often subjugated to power of position. This leads to little dissent, but also
does not encourage creativity or initiative from staff.

UIT’s mechanistic organisation would fit in Charles Handy’s culture model as a an orgnastion
with “Role Culture” (C. Handy, 1985); where there is a clearly defined role for managers and
staff, and that power comes from the person’s title rather from his expertise. This cultural
model of UIT is further supported if we apply Hofstede’s cultural dimension (Hofstede, 2001)

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 to UIT. We find that the cultural measurement for China and Hong Kong share very similar
cultural views, with great tolerance for Power inequality as indicated by their Power Distance
scores. This also fits with UIT management style and culture.

3.3 HRM in UIT & the role of Line Managers

Although UIT has over 400 staff, its HR functions are rather limited. UIT’s Human Resource
department is located in Beijing and the department is only responsible for:

• Non-managerial Recruitment
• Performance Management and Appraisals
• Training of new non-managerial Staff, in co-ordination with Product Department

Legge, K. (1989), according to her article, would have classified UIT’s HR functions as
primarily that of Personnel Management and would suggest that UIT’s HR function does not
encompass a strategic nature. Majority of the personnel functions resides with the Sales
Director, who was responsible for job design, managerial recruitment, approval of new hires,
dismissal, setting of performance indicators, performance evaluation and benefits and
communications with employees. It can be also be argued that the current HR strategy would
be that of the “Best Fit” model (Boxall and Purcell, 2003a) where UIT cost leadership strategy
fits into the description of Cost Leadership in a High Technology manufacturing environment.

Unfortunately, the Hong Kong Sales Manager had neither power nor influence apart from
setting local sales targets for his 2 sales executives, which in itself is subset of his targets, as
assigned to him by his Sales Director. According to Purcell et al (2003a), Line Managers bring
HR policies to live. In this case, the Hong Kong Sales Manager is hampered by the fact the
position did not confer any control over recruitment, development and remuneration of his
people. The accepted tradition of HR Management has been for HR specialist to provide
support and services to line managers but with the control of majority of the HR functions
being either in the hands of the HR department or with the Sales Director, the Hong Kong Sales
Manager capacity to manage these resources effectively is greatly diminished (Armstrong, M.,
2001).

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3.4 Psychological Contract between UIT and the Hong Kong
Sales Team

When an employer hires an employee, most employees would be offered a formal contract of
employment, stating the terms of their hire. This is an example of a formal employment
relationship. However, contemporary HR practitioners also believe that an unwritten contract
also exists between the Employer and the Employee and this is called the Psychological
Contract.

The psychological contract was described by Schein (Schein, E. 1965) as:

“The unwritten expectations operating at all times between every member of an

organisation and the various managers and others in that organisation... Each
employee has expectations about such things as salary or pay rate, working
hours, benefits and privileges that go with a job… the organisation also has more
implicit, subtle expectations that the employee will enhance the image of the
organisation, will be loyal, will keep organisational secrets and will do his or her
best.”

The Psychological Contract is also defined by Armstrong (Armstrong, M., 2001) as “…the
combination of beliefs held by an individual and his or her employer about what they expect of
one another”.

3.5 The Importance of Psychological Contract and

Discretionary Behaviour.

We need to understand why a breach of the psychological contract can lead to a decline in
performance and commitment from the employee. Purcell (Purcell, J., 2002) describes
discretionary behaviour as

“…making the sort of choices that often make up a job such as the way the job is
done, the speed, care, innovation and style of job delivery. Discretionary
behaviour is at the heart of the employment relationship since it is hard for the
employer to define and then monitor and control the amount of effort, innovation
and productive behaviour required.”

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 Employee chooses how conscientiously to they should undertake their job but this choice of
how, and how well to do things may be an unconscious choice and can be withdrawn at any
time, usually when the employee perceived that the organisation has breached its part
psychological contract with the employee. The employee may feel that the organisation no
longer cares about employee, or the employee’s future, or opinions. Ultimately, no matter what
incentives or remedial actions the organisation may use to encourage positive discretionary
behaviour from the employee, it is up to the employee whether to give it or not, as the case may
be. And when there is collective withdrawal of positive discretionary behaviour, the morale
and performance of the organisation will suffer. Our own experience tells us there are times
when morale is low, or the ‘buzz’ has gone, or everyone just wants to go home as soon as
possible as is the case with the Hong Kong Sales Team.

3.6 Breach of the Psychological Contract

From the Hong Kong Sales Team point of view, they believed that the company has failed to
fulfil some of the aspects listed by Armstrong (Armstrong, M. 2001). The team has the
following grievances:

• Unfairly treated in terms of their benefits

o Benefits like phone allowances, transportation allowances for sales, per diem
and travel and lodging allowances are based on rates for mainland China where
such expenses were much lower than that of Hong Kong’s. The staff felt that
they are being “cheated” of their benefits, and that the company is perceived as
being “Cheap”.

• Failed to provide clear career expectations and the opportunity to develop skills
o For some unknown reason, No performance reviews were ever conducted for
the Hong Kong Staff. This was the responsibility of the Sales Director, but
even when no appraisals were submitted to HR for the Hong Kong sales team,
no action was taken by HR to address this matter.
o Sales and Technical Training that was provided were held in Mandarin and the
training materials were all in simplified Chinese. This made it difficult for
some of the team members to understand what was being taught, leading to
poor testing results.

• Involvement and influence

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 o The Hong Kong Sales Team is not consulted in any decision that affects them
directly. All decisions are made in Beijing and the team is expected to accept
and follow all such orders and decisions. They feel that they have zero
influence on the direction and policies that affect them directly, as these are all
set in Beijing and usually without consultation with them.
o The team is also usually not invited to any of the activities that their mainland
counterparts takes part in. There is no feeling of involvement from the Hong
Kong team with their mainland counterpart.

• Trust in the management of the organisation to keep their promises.

o All staffs were promised during their recruitment interviews that they will be
“entitled” to a raise after their probation period but no such raises have ever
been made.
o All staffs that had completed 1 year of service were promised stock options,
but, again, so far none has been given.

The Hong Kong Sales Team feels the company has not given them any clear direction with
regards to pay, benefits and performance and the unfulfilled promises has led to loss of trust
in the organisation. The Hong Kong Sales Team perceived that the company has breached the
psychological contract with them and “…a company staffed by ‘cheated’ individuals who
expect more then they get is heading for trouble.” (Armstrong, M. 2001).

Guest, et al (1996) states that the psychological contract, if managed positively, has been
linked to higher commitment by employees to their work, registers higher satisfaction from
employees, and enjoys better employment relationships between employers and employee.
However, the negative effects of the above statement have been observed in the Hong Kong
Sales Team. All the team members were showing negative Organisation Citizenship
Behaviours (OCB), discretionary behaviour and Morale.

This author feels that the breach of the psychological contract is the single most damaging
reason for the poor performance in the Hong Kong Sales Team.

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3.7 Wrong Performance Measurement leading to Poor
Reward System

Kessler (Kessler, I., 1995:254) states that “the way employees are rewarded is central to the
regulation of the employment relationship”. An employee reward system should be a
representation of the value that the organisation places on that employee (Armstrong, M.
2001:620). In the Bath Model (Purcell et al, 2003), Pay satisfaction is a component that will
determine performance outcomes. Given the importance of the Reward System to the
employment relationship, let examine the reward system for the Hong Kong Sales Team.

The Hong Kong Sales Team was given a typical reward system for Hong Kong. Compensation
for Sales staff is divided into 3 tranches, Base Pay, Commission, and Bonuses. Compensation
for the 2 technical and 1 support staff is also divided into 3 tranches, Base pay, Incentives, and
Bonuses. The Base Pay range is determined by the HR department in Beijing, which does an
annual survey of the current market rate for equivalent positions in the industry in China, by
regions. The actual base pay is determined by the Hiring manager and must be within a pre-
determined budget, subject to the CEO’s approval. Commissions and Incentives are 40% and
15% a percentage of Base Pay respectively. Commission for Sales staff is payable upon
achieving 100% of revenue targets and sales staff bonuses are payable upon achieving 100% of
profit target only. No commission or bonus targets are paid if it is below 100%. For the support
staff, incentives are paid if they meet their individual performance targets, as set by their
immediate managers, and bonuses are paid if the Hong Kong Sales team achieves 100% of its
profit targets. There are no other rewards for performance.

The sales staffs were extremely unhappy with the performance measures used for their reward
systems. The biggest issue the sales team was that the sales targets, which were set by the
Sales Director in Beijing, were unrealistic and unachievable. Both the Revenue target and the
Profit targets for the Hong Kong Team were set without consultation with the Hong Kong Sales
Manager, and were primarily based on the amount of Revenue and profit the Hong Kong office
had to make in order to be profitable, and not set according to the actual business environment
that the office was currently in. The sales staff again felt that the company was ‘cheating’ them
of their commissions by being given unrealistic and unachievable targets. No explanation was
given ever by the Sales Director on how the targets were arrived at.

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 To make matter worse, the support team found that their incentives, instead of being based in
individual performance measures as they were told during their interviews, had been changed
by the Sales Director, to tie into the sales team sales targets. This means that only if the Sales
team were able to achieve 100% of their targets would the support team be entitled to their
incentives. And since the sales team were not achieving their targets, the support team blamed
the sales team for losing them their incentives. UIT HR department again did not address this
matter. According to Lance Berger (Berger, L., 2008); performance measures should be “…a
measurement of actual results achieved within those areas for which the employee is held
accountable”. The support staff rightly felt that they were note being given the appropriate
measures.

3.8 Poor Training and Development

Armstrong (Armstrong, M. 2001) states that the fundamental aim of training is to add value to
an organisation employee so that they can better perform their jobs. McBain, R (2006) noted
that some organisations do not consider training and development as critical to the
organisation. Furya (Furuya, T. 1988) also states that “Training is one of the major processes
contributing to employee development, career development and self development”.

All the staffs were promised internal training when they joined. The 2 Technical engineers
were fresh graduates from Universities. They were hired because they were “inexpensive” and
the HR Department and the Sales Director felt that internal classroom and “On-the-Job”
training would be sufficient to bring them up to par to support customers. All sales staffs were
required to attend product and sales training conducted by the Product Marketing department.

Unfortunately, the training was held in Mandarin and the materials were all in simplified
Chinese which made it difficult for some of them to understand what is being taught. The On-
the-Job training also lacked any form of direction, and was usually in the form of an email from
the Technical Manager in Beijing telling the 2 engineers to “play” with the machines and to call
him if they encounter any issues. The training needs of the staff were not identified as per
Furya Table 2.1 (Furaya, T, 1988:11). The Sales team felt they could not trust the technical
team to do any but the simplest of installations. This certainly did not help to build a team
spirit or trust between Sales and their support teams.

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4 ACTION PLAN
It is too much to expect UIT to adopt a strategic approach to HRM overnight. Its current culture
would not allow for too much devolution of power from the senior managers to line managers, and as
such, this author believes that we will have to address the issues at a tactical level rather than from
any major change in the firm’s cultural mindset to include strategic goals for HRM.

In order to address the issues above, this author recommends that UIT should focus on the following
areas:

• Use the Bath Model to look for HR processes that can be devolved to the Line Manager to
address the lack of HR Policies and poor Line Management.
• Train Line Managers on how to build and maintain trust, commitment, employee engagement
and to manage the psychological contract through processes such as recruitment, coaching
and appraisal (Henley, 2008)

• Take the necessary steps to mend the current breach in the Psychological Contract.

• Set tangible measures and appropriate use of key performance indicators to measure
performance and the use the Rating Scale for performance appraisals.

5 Justification, Benefits and Implications

5.1 Applying the Bath Model to UIT

Purcell’s Bath Model shows a direct link between people and performance and by applying the
model to UIT, we are able identify various areas where it is possible to devolve some HR
functions to the Sales Manager so as to enable the Sales Manager to better manage his team’s
behaviour. The model is also able to address the issue of fixing the breach in the psychological
contract and for aligning training and development with the expectations of the employee.

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5.2 Devolving some HR Functions to the Line Manager

In the study conducted by Hutchinson and Purcell ( Hutchinson, S and Purcell, J., 2003) for
CPID, they found that line managers plays a major role in ensuring that HR policies are
properly implemented and acted upon. They also found that

“…where employees feels positive about their relationship with their front line
managers they are more likely to have higher levels of job satisfaction,
commitment and loyalty which are associated with higher levels of performance
or discretionary behaviour. Discretionary behaviour is defined as that which
goes beyond the requirements of the job to give that extra performance which
can boost the bottom line.”

The study also found that line managers can significantly influencing how their employees
view their jobs. The study also noted that the areas where line managers make a significant
difference to people management practices include:

• performance appraisal

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 • training, coaching and guidance

• employee engagement (involvement and communication)

• openness – how easy is it for employees to discuss matters with front line manager

• work-life balance

• recognition – the extent to which employees feel their contribution is recognised.

By transferring the implementation of these functions to the Sales Manager, the same functions
that HR will have difficulty in implementing by itself as it is located in Beijing, the Sales
Manager will have a method to maintain high employee engagement and is also able to have
some influence over the discretionary behaviour of his staff, which may lead to the preferred
outcome of improved performance.

5.3 Train Line Managers to manage the employee

engagement

The Institute of Employment Studies (IES) defines engagement as:

“a positive attitude held by the employee towards the organisation 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 organisation. The
organisation must work to develop and nurture engagement, which requires a
two-way relationship between employer and employee.”

Robinson (Robinson, D. et al, 2004) states that in an IES’ 2003 attitude survey of over 10,000
employees in 14 organisations in the National Health Service (NHS) in the United Kingdom, it
found that positive responses to the engagement statements in their survey indicate:

• a positive attitude towards, and pride in, the organisation

• belief in the organisation’s products/services

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 • a perception that the organisation enables the employee to perform well

• a willingness to behave altruistically and be a good team player

• an understanding of the bigger picture and a willingness to go beyond the

requirements of the job.

One can reason from the findings that being able to fully engaged employee would lead to a
higher performance and positively discretionary behaviour.

The Bath model agrees with these findings and suggests that in order to encourage positive
discretionary behaviour from the team, the Sales Manager needs to learn how to engage the
employee by:

• Build a good working relationship with his colleagues.

• Help and support employees to take more responsibility for how they do their jobs by
coaching and guidance.

• Build effective teams.

By being able to devolve some HR functions to the line manager, it will allow the Hong Kong
Sales manger to have some control over the team performance. This will also allow team to feel
that they have a conduit to senior management via their line manager. The Sales Manager
would be able to engage his employees in order to better manage the psychological contract.

5.4 Managing the Psychological Contract and Discretionary

Behaviour

Purcell wrote in this paper “Sustaining the HR and Performance link in Difficult times”
(Purcell, J., 2002) that if “…employees believe or feel that their boss, or their firm, has broken
or breached their expectations about work and career opportunities, they feel less committed to
the organisation and job satisfaction sometimes falls too.”

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 However, Purcell, citing Robinson (Robinson, S., 1996) also says that the negative
consequences that follow a breach in the psychological contract are less like to appear if there
exist a high level of trust between employees and their managers and the firm, and that “there is
good communication, which is believable, on why the problem occurred which triggered the
action.” Purcell also notes that at some time, most firms will inevitably break the
psychological contract and that what is really important is that when such a break does occur, is
understood or “forgiven” by the employees, without leading to any drop in performance. If the
Sales Manager is able to create an environment where it encourages positive discretionary
behaviour, then there is a good chance that it would help alleviate the current situation of
negative OCB.

By allowing the line manager to manage the psychological contract through engagement, UIT
would be able to start mending the current breach. Armstrong (Armstrong, M., 2006) suggest
that the following steps be taken to mend the breach:

• Define expectations during recruitment and induction programs

• Communicate and agree on expectations as part of an ongoing dialogue

• Adopt a policy of transparency on company policies, procedures and on management

proposals and decisions as they affect people.

• Generally treating people as stakeholders, relying on consensus and cooperation rather

than control and coercion

5.5 Setting Performance Measures and designing a total

reward system

UIT does have a performance measurement system. However, it would seem to be the fault of
the Sales Director that this was not implemented correctly for the Hong Kong Sales team. The
Team feels that the current KPIs are not representative of their individual performance and in
the case of the support staffs, using sales targets as part of their performance measures is
definitely not appropriate.

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In designing Performance measures, Armstrong (Armstrong, M., 2001) suggest that the
following guidelines be used:

• Measures should relate to results, not efforts.

• Measures should be within the job holder’s control.

• Measures should be objective and observable.

• Data must be available for measurement.

• Existing measures should be used or adapted whenever possible.

This should tie in with UIT HR’s devolving the performance appraisal role for the staff to the
line manager and not have it in the hand of the Sales Director nor with the HR department. The
HR department should also ensure that the Sales Director, as the line manager for the Hong
Kong Sales manager, conduct regular performance appraisals for him. UIT HR department
should ensure that line managers follow Armstrong’s (Armstrong, M., 2001:486) 5 key
elements of performance review, consisting of:

• Measurement - Assess results against agreed targets and standards

• Feedback – Give the staff information on how they are performing

• Positive Reinforcement – emphasize on jobs done well

• Exchange of views – allow full, free and frank exchange of views

• Agreement to an Action Plan – for individuals to implement alone or with support from
management.

The performance appraisal method should use the Rating Scale Method. Although the method
has many disadvantages, it one key advantage is that it is structured and standardised. This
allows ratings to be easily compared and contrasted. As each employee go through the same

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 appraisal process and rating criteria, and range of responses, this creates a feeling of fairness
and equality in treatment for all appraises and imposes standard measures of performance
across all parts of the organization. It is also simple to implement and manage, which, with
UIT HR department limited scope, should be able to create and manage.

Once appropriate measures have been set for the team and the appraisal method is in place, UIT
can apply elements from each quadrant of Higg’s Total Reward Framework and to tie in Pay
and Benefits, with Learning and Development, and positive working environment. Higgs has
argued in this research note (Higgs, M, 2006 04) using a total reward framework seems to offer
a better approach to building stronger employment engagement and organisation performance.
This again ties in with our goal of reducing staff turnover and improving performance through
employee engagement.

6 Reflection and Learning

It is obvious to author that there were clear interdependencies between the various functions of
Human Resource Management. I am amazed to learn what a strong impact the psychological
contract has on performance and how employee engagement can be used to manage the
psychological contract. The fact that a breach in the psychological contract between and
employee and his firm. It is apparent to this author that the un-written contract between a firm
and its employees is more important than the written one. There are obvious and immediate
remedies for breaches of a written contract, but for breaches in the psychological contract, it can
either be a non-issue, if employee engagement is positive, or it could fester within the individual,
team or even the organisation until it grinds the organisation to a halt.

The concept of employee engagement and how it can affect organisation performance is also
something new to this author and it is clear to me that today’s managers must be fully aware of,
and be able to manage, the relationship between the engaged employee, performance and the un-
written contract.

WORD COUNT = 5214

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