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Shaping employee engagement in a multinational organization : insights from a GALLUP Q12 analysis
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Com base no modelo Job Demands-Resources (JD-R) e na teoria da liderança baseada em forças (Strengths-Based Leadership – SBL), este projeto analisa de que forma intervenções de liderança direcionadas – estruturadas através do modelo Q12 da Gallup – contribuíram para a melhoria progressiva do engagement dos colaboradores numa equipa multinacional de Customer Experience (CX) da A.P. Møller Mærsk. Este projeto operacionalizou os resultados do Q12 da Gallup como base para reflexões da equipa e ações de desenvolvimento da liderança. Ao combinar dados quantitativos provenientes de três rondas do inquérito de engagement Q12 com insights qualitativos de entrevistas individuais e discussões em grupos focais, o projeto aplicou uma abordagem mista e longitudinal que permitiu uma compreensão rica e contextualizada das dinâmicas de engagement num contexto multicultural e geograficamente disperso. Os resultados revelam melhorias substanciais nas quatro dimensões centrais do engagement: Necessidades Básicas, Contributos Individuais, Trabalho em Equipa e Crescimento. O projeto demonstra como os dados dos inquéritos – quando estrategicamente interpretados e traduzidos em ação – podem evoluir de um feedback estático para uma ferramenta dinâmica de desenvolvimento organizacional. Os resultados sublinham igualmente o papel fundamental do apoio da gestão, da comunicação aberta e da tomada de decisão inclusiva na promoção da segurança psicológica e na sustentação da motivação dos colaboradores em ambientes de trabalho culturalmente diversos. Adicionalmente, este projeto fornece insights práticos para estratégias de gestão de recursos humanos, a partir da perspetiva da liderança, com o objetivo de reduzir o burnout e elevar o desempenho das equipas, contribuindo assim tanto para o conhecimento académico como para aplicações práticas na gestão industrial e na estratégia organizacional.
Grounded in the Job Demands-Resources (JD-R) model and Strengths-Based Leadership (SBL) theory, this project analyses how targeted leadership interventions-structured through Gallup’s Q12 framework-contributed to the progressive enhancement of employee engagement within a multinational Customer Experience (CX) team at A.P. Møller Mærsk. This project operationalised the Gallup Q12 results as a foundation for team reflections, and leadership developmental actions. By combining quantitative data from three rounds of the Q12 engagement survey with qualitative insights from individual interviews and focus group discussions, the project applied a mixed-methods and longitudinal approach that enabled a rich, contextualised understanding of engagement dynamics in a multicultural and geographically dispersed setting. Findings reveal substantial improvements across the four core dimensions of engagement: Basic Needs, Individual Contributions, Teamwork, and Growth. The project demonstrates how survey data-when strategically interpreted and translated into action-can evolve from static feedback into a dynamic tool for organisational development. The findings also underscore the critical role of managerial support, open communication, and inclusive decision making in fostering psychological safety and sustaining employee motivation in culturally diverse workplace settings. Moreover, this project provides actionable insights for human resource management strategies, from a leader's perspective, aimed at reducing burnout and elevating team performance, thereby contributing to both academic knowledge and practical applications in industrial management and organizational strategy.
Grounded in the Job Demands-Resources (JD-R) model and Strengths-Based Leadership (SBL) theory, this project analyses how targeted leadership interventions-structured through Gallup’s Q12 framework-contributed to the progressive enhancement of employee engagement within a multinational Customer Experience (CX) team at A.P. Møller Mærsk. This project operationalised the Gallup Q12 results as a foundation for team reflections, and leadership developmental actions. By combining quantitative data from three rounds of the Q12 engagement survey with qualitative insights from individual interviews and focus group discussions, the project applied a mixed-methods and longitudinal approach that enabled a rich, contextualised understanding of engagement dynamics in a multicultural and geographically dispersed setting. Findings reveal substantial improvements across the four core dimensions of engagement: Basic Needs, Individual Contributions, Teamwork, and Growth. The project demonstrates how survey data-when strategically interpreted and translated into action-can evolve from static feedback into a dynamic tool for organisational development. The findings also underscore the critical role of managerial support, open communication, and inclusive decision making in fostering psychological safety and sustaining employee motivation in culturally diverse workplace settings. Moreover, this project provides actionable insights for human resource management strategies, from a leader's perspective, aimed at reducing burnout and elevating team performance, thereby contributing to both academic knowledge and practical applications in industrial management and organizational strategy.
Descrição
Trabalho Final de Mestrado, Industrial Management and Strategy, ISEG, 2025.