An investigation into the drivers of employee self-engagement through the application of Police High Performance Framework
Author: Masoud Mansouri Garakani
Supervisors: Sean Quifors, James Harrison
Mansouri Garakani, M. (2021). An investigation into the drivers of employee self-engagement through the application of Police High Performance Framework. (Unpublished document submitted in partial fulfilment of the requirements for the degree of Master of Professional Practice). Otago Polytechnic | Te Pūkenga, New Zealand.
Abstract
This research project was aimed at investigating the drivers of Employee Self-Engagement through the application of Police High Performance Framework at New Zealand Police. Identify effective methods for using Police High Performance Framework to achieve self-engagement at work, analyse the effectiveness of the identified methods, plan how to test the proposed framework in practice based on a valid research method, document the metrics and measuring approaches used to evaluate the impact of the framework.
The secondary aim of this research project was to achieve the theoretical knowledge of Mahi Tahi (working together) approach, related methods and tools for engaging employees, practical knowledge of how to translate theory into practice and how to enhance engagement from the staff perspective, skills in designing practical improvements, leading people through an implementation phase and test theories in practice and finally develop capability as a facilitator to enhance individual staff engagement.
This literature review found there were seven main drivers to employee engagement. They are work environment, leadership, team and co-worker relationships, training and career development, compensation, organisational policies, and workplace wellbeing. The researcher investigated these drivers through one-to-one interview with seven members of staff across the three roles within New Zealand Police.
The study found that out of the seven main drivers there were three, that were significant facilitators for engagement levels at Police. They are working environment, relationship with one’s co-workers and trust with leaders. This study proved that it is possible for employees to be engaged at work even if the main facilitators coined by academics as important are not in fact present. The research puts forward the idea that there are certain components to employee engagement and that they do not all have to be present in order to have an engaged workforce.
This study also found that the Police High Performance Framework would help Police to create a more collaborative, performance-oriented environment that focusses on helping their employees be their best in Police. It also helps them to build a more supportive, engaging culture so their employees feel empowered to make the right call based on what they encounter. Therefore, the researcher endorsed this framework.
Keywords
Nil.
Licence
Thesis has been embargoed. A copy of the thesis is not publicly available.
