【正文】 ts and in 2020 introduced the “outstanding awards” for employees that were presented on a quarterly basis at a panywide town hall meeting. These awards were presented by the CEO and were for either individual or team contributions. To ensure the awards gained employee support, the nominations came direct from employees, rather than purely from senior management. The winners were provided with a certificate and a gift, which provided them with a range of choices, from days out to balloon flights or a pampering weekend at a health spa. In addition, employees are rewarded with the “Kia thank you” – a simple card and a little present for a job well done. This is informal recognition ing from the respective line manager, with the employee returning to their desk to find a thank you card and present. The idea was inspired by the brand tagline of “the power to surprise,” something Kia wanted to reflect internally. 3. Internal munications To support the improvement of internal munications, a number of tools to facilitate greater organizational munications were introduced. These included quarterly employee briefings and a more rigorous use of performance management to ensure appraisals were pleted 100 percent across the organization by all employees – something that was achieved for the first time in 2020. A new corporate intra, Kia Vision, was also launched. This was very much positioned around being an enabling tool to improve munications across the organization. The content was a bination of key business information, presentations and provision of some more lighthearted mentary to help build a sense of togetherness across the various departments. Following some focus groups with employees, it was also decided to set up an employee forum that consisted of at least one representative from each department. This in particular has proven to be a useful tool to support employees in raising items of concern. To further ensure transparency the minutes and agreed conclusions of the meeting are published for all to see. 4. Organizational development This intervention was in many ways the mostwide ranging. One of the most significant changes made in early 2020 was the removal of all employee bonuses. HR led the negotiations with the relevant employees, gaining universal support for the removal of bonuses with a collective offer of a fixed rate percentage increase to employees39。中文 3716 字 本科畢業(yè)論文（設計） 外文翻譯 外文題目 Building a culture of high employee engagement 外文出處 Strategic HR (3):p2531 外文作者 Gary Tomlinsoon 原文： Building a culture of high employee engagement 作者： Gary Tomlinson Kia Motors is part of the HyundaiKia Automotive Group – the fourth largest automotive manufacturer in the world – with its headquarters in Seoul, Korea. The pany employs over 40,000 employees in over 167 countries. This case study centers on Kia Motors (UK), which is a wholly owned subsidiary of Kia Motors Corporation that is based in the south of England and employs over 2,500 people through is HQ and dealership work. The engagement strategy that was formulated in the UK is now being be rolled out on a PanEuropean level and shared with the global HR team at the pany39。s managers who had line management responsibility. All members of the management team were sent on a series of training courses to improve their management skills. In order to measure their behavioral change, all managers were tested through a 360degree assessment tool before and after attending the training. To support the implementation of the training all managers received a management “toolkit” that included a set of management techniques built around the core petencies required of the role. To gain buyin to the training, it was sponsored by the CEO, all delegates signed up to learning contracts an