The impact of team dialogue sessions on employee engagement in an information and communication technology company

Michael A.W. Seymour,Dirk J. Geldenhuys

doi:10.4102/sajhrm.v16i0.987

Michael A.W. Seymour, Dirk J. Geldenhuys

Open Access

https://doi.org/10.4102/sajhrm.v16i0.987

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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.

Highlights

This study concerns the impact of team dialogue on employee engagement
When employees feel that they are allowed to reveal http://www.sajhrm.co.za their true selves without fearing negative consequences, they gain a sense of psychological safety; this stems from the amount of support that they perceive to be provided by their manager, their work colleagues and the organisation (Kahn, 1990; May et al, 2004; Schaufeli & Bakker, 2004)
This study investigated the influence that team dialogue intervention sessions over a period of 2 years, had on employee engagement

Summary

Introduction

The importance of employee engagement is not disputed in the literature, especially in publications in journals referring to its benefits and overall contribution to organisational effectiveness (Markos & Sridevi, 2010). Robinson, Perryman and Hayday (2004) state that engaged employees are more productive, make more money for the company and create emotional engagement by loyal customers. They contribute to good organisational climate where people are productive, ethical and accountable. They remain with the organisation for a longer period and are more committed to quality and growth than non-engaged and actively disengaged employees.

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