Solution

Contents

Introduction. 2

Literature Review.. 2

Employee Engagement 2

Dimensions of Employee Engagement 3

Focus of the Engagement Strategy. 3

Issues, Problems and Challenges. 4

Cultural Differences Impact on Engagement Strategy. 5

Role of Managers in Supporting Employee Engagement 5

Training and Development Program.. 6

Recommendations. 7

Recommendations Cost 8

Responsibilities for Delivering Recommendations. 9

Conclusion. 9

References. 10

Table 1: Estimated Costs for Cross-Cultural Training. 8

Table 2: Estimated Costs for Incentive-Driven Learning Programs. 8

Table 3: Estimated Costs for Regionalized Training Delivery & Feedback Systems. 8

Introduction

Employee engagement has become a key driver of organizational success in a rapidly globalizing business environment, especially for multinational organizations like Linde. Through expanding operations into a variety of markets, Linde must ensure high levels of employee engagement in order to sustain productivity, innovation and operational efficiency. This report considers strategies for improving employee engagement in three different international locations and outlines a training and development program for managers to improve engagement in a diverse cultural context. The report explores how the combination of psychological needs and meaningful workplace experiences creates engagement using Self-Determination Theory (SDT) and Kahn’s Theory of Employee Engagement. Due to different leadership styles and cultural expectations of the respective regions, engagement strategies have to fit with the local workforce dynamics. Linde can create a motivated, productive and committed workforce by addressing cross cultural challenges, equipping managers with essential competencies, and implementing structured engagement initiatives.

Literature Review

Employee Engagement

Employee engagement is a multidimensional concept representing an employee’s psychological and emotional connection to their work (Lemon & Boman, 2022). The concept of employee engagement has been defined in many ways, reflecting different aspects of commitment and motivation. Some scholars define it as an employee’s willingness to put effort, energy, and passion into their job which leads to satisfaction and higher performance (Saks, 2022; Riyanto et al., 2021). Chanana & Sangeeta (2020) define engagement as a dynamic state in which individuals feel valued, empowered, and aligned with organizational goals. It deals with cognitive, emotional and behavioral dimensions that reveal to what extent employees connect with their roles (Rasool et al., 2021). Additionally, organizational success is often tied with employee engagement because motivated workers tend to be more productive, innovative, and less likely to leave (Al Zeer et al., 2023). Cultural differences also influence engagement strategies. Autonomy and career development are drivers of engagement in the UK while mentorship and strong hierarchical relationships are drivers in India. In China, group harmony and loyalty are the cornerstone of engagement (Syailendra & Suryawan, 2023). The ability to interpret these variations enables organizations such as Linde to formulate specific strategies that improve motivation in various international locations.

Dimensions of Employee Engagement

There are multiple dimensions of employee engagement that determine how people are connected to their work. The three core dimensions of employee engagement, as identified by Kahn’s Theory of Employee Engagement, are physical, cognitive, and emotional engagement (Huang et al., 2022). Physical engagement means the actual energy and effort employees put in their work (Mubashar et al., 2022). Their mental focus, capacity to solve problems, and ability to make decisions is reflected in their cognitive engagement (Khan et al., 2021). Emotional engagement means how connected an employee is to their work, that is driven by enthusiasm, passion and sense of purpose (Mubarak et al., 2021). The Self-Determination Theory (SDT) also underscores the importance of competence, autonomy and relatedness, as three psychological needs that influence engagement (Xia et al., 2022). When employees have the control over their work, opportunities to develop their skills and meaningful social connections, they feel engaged. These dimensions must be aligned to regional expectations so engagement strategies in the UK, India and China support the motivation and collaboration, and long-term commitment of the diverse teams (Chiu, 2021; Li et al., 2024).

Focus of the Engagement Strategy

The “Culturally Adaptive Engagement and Leadership” strategy aims to increase the motivation and commitment among Linde’s work force in the UK, India and China (Egitim, 2022; Ahsan, 2024). The strategy is grounded in Kahn’s Theory of Employee Engagement and Self Determination Theory (SDT) and tailors engagement initiatives to regional………

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