The effect of organisational realignment of client service teams on employee engagement at Nedbank Lesotho

Abstract

The objective of this study was to assess the impact organisational realignment of Client Service Teams at Nedbank Lesotho has had on employee engagement at the bank since implementation of Project Genesis. The research was conducted against the backdrop that whenever there is a change initiative introduced in work environments, that change, regardless of the nature of its implementation, is likely to affect employees either negatively or positively. Resultantly, this impact will translate into employee outputs and ultimately overall performance of the organisation. A descriptive research design which followed a quantitative research methodology using a non-probability sampling technique was adopted. A total of 102 respondents participated. The questionnaires interrogated ten (10) employee engagement strategies assessing whether employees perceive these strategies to be attributable to their level of engagement to the bank or whether they serve as detractors to their engagement to the bank. The study reveals that, out of the ten (10) employee engagement strategies tested, namely Health and Safety, Fairness of Remuneration, Job Security, Promotion and Advancement, Manager Competence, Policies and Procedures, Reward and Recognition, Strategic Alignment, Change Management, and Work-Life Balance, the bank performs poorly on three Strategies: Strategic Alignment, Job Security and Fairness of Remuneration. This necessitates management intervention per recommendations made in the closing chapter in order to safeguard interests of the bank. This will also ensure that negative effects of employee disengagement are ameliorated as left unchecked they lead to poor performance and high staff turnover.