Académique Documents
Professionnel Documents
Culture Documents
Session-2011-2012
Batch-2010-2012
Submitted in the partial fulfillment for the award of the degree of Master of Business Administration (MBA) To
GLA
Institute of Business Management, Mathura
FACULTY GUIDE Mr.Kushagere Kulshrestha Designation: - Assistant Professor GLAIBM Mathura CORPORATE GUIDE Ms.Surbhi Dixit Designation HR Manager India Yamaha Motors Pvt. Ltd
SUBMITTEB BY
Guru Pratap Giri
CERTIFICATE
This is to certify that the dissertation entitled EMPLOYEE ENGAGEMENT AT INDIA YAMAHA MOTORS Pvt. Ltd. submitted by Guru Pratap Giri ,is an original and independent work done by her under my supervision, in the partial fulfillment for the award of Degree of Master of Business Administration (MBA) Session 2011-12, Batch 2010-12 of Mahamaya Technical University, Noida.
Place: Mathura Date: Mr.Kushagere Kulshrestha GLA Institute of Business Management 17th K.M Milestone, NH # 2 Mathura (U.P.) - 281406
UNDERTAKING
I, Guru Pratap Giri student of MBA 3rd semester, GLA Institute of Business Management , Mathura, do hereby solemnly declare that the Research Project Report on EMPLOYEE SATISFACTION AT INDIA YAMAHA MOTORS Pvt. Ltd. is the outcome of my own efforts and submitted by me in the partial fulfillment for the award of Degree of Master of Business Administration (MBA) Session 2011-12, Batch 2010-12 of Mahamaya Technical University, Noida. The same has not been submitted to any other university or institute for the award of any degree or diploma. Place: Date:
ACKNOWLEDGEMENT
First & foremost I offer my Gratitudes to the almighty who gave me strength, courage and blessing to carry out a successful study. I am extremely thankful to Director of GLAIBM for such a magnanimous support by way of extending exemplary infrastructure facilities at the Institute. I am also thankful to my project guide Mr.Kushagere Kulshrestha for helping me to formulate this project and guiding me in its analysis and implementation.Equal thanks also goes to all Faculty & Staff members of the Institute for extending open support. I convey my sincere gratitude to my parents and friends for their encouragement and support.
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CONTENTS
Executive Summary...5 Chapter 1 -Introduction to Yamaha motors..........9-15 o Corporate Profile and Facts about Yamaha Motors o Corporate Philosophy Of Yamaha Motor
Chapter 2 Introduction to Employee Engagement................................19-23. Chapter 3 Objectives and Rationale.........24-25 Chapter 4- Review of Literature..26-45 Chapter 5 Research Methodology...46-63 4.1 Research Design..47 4.2 Sample Design.....47 4.3 Action Plan for Data Collection.48 4.4 Data Analysis..50 Chapter 6 Research Findings ...64-66 Chapter 7 Conclusion and Suggestions....67-69 Chapter 8 - Bibliography70-75 Annexure...73
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EXECUTIVE SUMMARY
Employee engagement is associated with many desirable outcomes such as job satisfaction, intention to stay and job performance. Companies with a greater number of engaged employees typically have lower operating costs, higher customer satisfaction and higher profits. There is a tangible monetary benefit to companies investing time and resources in fostering higher engagement within their employees. The task of precisely defining employee engagement is still ongoing, but it is most often defined in terms of behaviors exhibited in the workplace. Engaged employees are prepared to go the extra mile in pursuit of workplace excellence. They are ambassadors for their organizations, who will speak highly of the company and its people, even when they are not in a work setting. An engaged employee is identifiable by workplace behaviors such as losing track of time as they are so absorbed in the task at hand. This is distinct from excessive overtime in order to give the impression of hard work. Both look the same, but one is productive for the employer-employee relationship and one is not! Academics would say that not enough is understood about what drives employee engagement as most research in the area has tended to focus on business outcomes without investigating underlying causes. As the impact of engagement on business has been positive and has been linked with higher profitability, practice has raced ahead of the underpinning research in pursuit of creating a more engaged and hence profitable workforce. The objective of performing an employee satisfaction survey is to identify the key areas which are hindering work, reducing effectiveness and which might generate unexpected costs in the near future. The idea is not to simply perform an academic exercise, but to critically examine them to see where the company and its employees might be finely tuned to generate higher levels of performance. The results would be extremely valuable from the point of view of the organization in streamlining its efforts towards certain areas, which need more attention than the others. The overall results as well as the category wise results of each question would give us an insight to the problem areas to bring under focus.
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PROJECT REPORT ON
EMPLOYEE SATISFACTION AT INDIA YAMAHA MOTORS Pvt. Ltd.
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THE MORE HEARTS YOU REACH, THE MORE HEARTS YOU TOUCH
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COMPANYS PROFILE
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Hiroyuki Yanagi 52,184 (as of December 31, 2010) Parent :10,302 (as of December 31, 2010)
Sales (Consolidated)
1,294,131 million yen (from January 1, 2010 to December 31, 2010) Parent: 470,134 million yen (from January 1, 2010 to December 31, 2010)
Sales Profile
Lines of Businesses
Manufacture and sales of motorcycles, scooters, electrically power assisted bicycles, boats, sail boats, personal watercrafts, pools, utility boats, fishing boats, outboard motors, diesel engines, 4-wheel ATVs, side-by-side vehicles, racing
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kart engines, golf cars, multi-purpose engines, generators, water pumps, snowmobiles, small-sized snow throwers, automobile engines, intelligent machinery, industrial-use unmanned helicopters, electrical power units for wheelchairs, helmets. Import and sales of various types of products, development of tourist businesses and management of leisure, recreational facilities and related services.
Headquarters
Group Companies
Consolidated subsidiaries: 106 Non-consolidated subsidiaries: 6 (by the equity method) Affiliates: 26 (by the equity method) (as of March 31, 2011)
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Corporate Philosophy
Creating kando with products and services that exceed your expectations
For over 50 years, Yamaha Motor group has endeavored to create diverse value through products and services since its founding. We have worked based on three ideas which constitute our Corporate Philosophy. One is our Corporate Mission, that is our core identity, values, purpose and visionary goals. The second is Management Principles - the guiding management principles for achieving our corporate mission. The third is Action Guidelines, the guidelines each individual should follow to realize our corporate mission. Being the Kando* creating company is our goal to offer new excitement and a more fulfilling life for people all over the world. We strive to use our ingenuity and passion to realize peoples' dreams and always be the ones they look up to for the next Kando*.
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Offering new excitement and a more fulfilling life for people all over the world Yamaha Motor strives to realize peoples' dreams with ingenuity and passion, and to always be a company people look to for the next exciting product or concept that provides exceptional value and deep satisfaction.
1. Creating value that surpasses customer expectations To continue to produce value that moves people, we must remain keenly aware of the customer's evolving needs. We must strive to find success by always surpassing customer expectations with safe, high-quality products and services. 2. Establishing a corporate environment that fosters selfesteem We must build a corporate culture that encourages enterprise and enhances corporate vitality. The focus will be on nurturing the creativity and ability of our employees, with an equitable system of evaluation and rewards. 3. Fulfilling social responsibilities globally As a good corporate citizen, we act from a worldwide
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perspective and in accordance with global standards. We must conduct our corporate activities with concern for the environment and communities and fulfill our social responsibility with honesty and sincerity.
Acting with Speed Meeting change with swift and informed action Spirit of Challenge Courage to set higher goals without fear of failure Persistence Working with tenacity to achieve desired results, and then evaluating them *Kando is a Japanese word for the simultaneous feelings of deep satisfaction and intense excitement that we experience when we encounter something of exceptional value
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Yamaha made its initial foray into India in 1985. Subsequently, it entered into a 50:50 joint-venture with the Escorts Group in 1996. However, in
August 2001, Yamaha acquired its remaining stake becoming a 100% subsidiary of Yamaha Motor Co., Ltd, Japan (YMC). In 2008, Mitsui & Co., Ltd. entered into an agreement with YMC to become a joint-investor in the motorcycle manufacturing company "India Yamaha Motor Private Limited (IYM)". IYM operates from its state-of-the-art manufacturing units at Surajpur in Uttar Pradesh and Faridabad in Haryana and produces motorcycles for both domestic and export markets. With a strong workforce of more than 2,000 employees, IYM is highly customer-driven and has a countrywide network of over 400 dealers. Presently, its product portfolio includes VMAX (1,679cc), MT01 (1,670cc), YZF-R1 (998cc), FZ1(998cc), YZF-R15 (150cc), Fazer (153cc), FZ-S (153cc), FZ16 (153cc), SZ-R(153cc), SZ & SZ-X (153cc), SS125 (123cc), YBR 125 (123cc), YBR 110 (106cc) and Crux (106cc).
Vision
We will establish YAMAHA as the "exclusive & trusted brand" of customers by "creating Kando" (touching their hearts) - the first time and every time with world class products & services delivered by people having "passion for customers".
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Be the Exclusive & Trusted Brand renowned for marketing and manufacturing of YAMAHA products, focusing on serving our customer where we can build long term relationships by raising their lifestyle through performance excellence, proactive design & innovative technology. Our innovative solutions will always exceed the changing needs of our customers and provide value added vehicles. Build the Winning Team with capabilities for success, thriving in a climate for action and delivering results. Our employees are the most valuable assets and we intend to develop them to achieve international level of professionalism with progressive career development. As a good corporate citizen, we will conduct our business ethically and socially in a responsible manner with concerns for the environment. Grow through continuously innovating our business processes for creating value and knowledge across our customers thereby earning the loyalty of our partners & increasing our stakeholder value.
Challenging Spirit
We strive for excellence in everything we do and in the quality of goods & services we provide. We work hard to achieve what we commit & achieve results faster than our competitors and we never give up.
Team-work
We work cohesively with our colleagues as a multi-cultural team built on trust, respect, understanding & mutual co-operation. Everyone's contribution is equally important for our success.
Frank & Fair OrganizationWe are honest, sincere, open minded, fair &
transparent in our dealings. We actively listen to others and participate in healthy & frank discussions to achieve the organization's goals.
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The new Surajpur plant has been inaugurated by Mr. T.Kazikawa C.E.O & MD Yamaha Global on 6th July 2009, which have capacity to produce 6 lakh motorcycles annually including Fazer followed by FZ-16, FZ-S, YZF-R15 and other models. The plant capacity can be augmented up to 1 million units. This fully integrated assembly plant is built on the lines of Yamahas globally tried, tested and successfully implemented standards and meets the global quality benchmarks. At the core are the 5-S and TPM activities that fuel its Manufacturing Processes. The plant has 3 vehicle assembly lines and 4 engine assembly lines including one dedicated for export engines. The engine and vehicle assembly lines are synchronized and incorporate concepts of Unit Assurance i.e. Complete Product Assurance, Parts Assurance through 100% kit supply on lines and synchronization of parts storage, supply and production. The innovative production processes along with high tech final assurance processes are aimed to achieve Zero Claims at our dealers and thus, a highly satisfied customer base.
Manufacturing Process
IYM's Manufacturing facilities comprises of 2 state-of-the-art Plants at - Faridabad (Haryana) and Surajpur (Uttar Pradesh). Currently 10 models roll out of the two Yamaha Plants. The infrastructure at both the plants supports production of motorcycles and it's parts for the domestic as well as oversees market. At the core are the 5-S and TPM activities that fuel our agile Manufacturing Processes. We have In-house facility for Machining, Welding processes as well as finishing processes of Electroplating and Painting till the assembly line. The stringent Quality Assurance norms ensure that our motorcycles meet the reputed International standards of excellence in every sphere. As an Environmentally sensitive organization we have the concept of "Environmentfriendly technology" ingrained in our Corporate Philosophy. The Company boasts of effluent Treatment plant, Rain water - Harvesting mechanism, a motivated forestation drive. The IS0-14001 certification is on the anvil - early next year. All our endeavors give us reason to believe that sustainable development for Yamaha will not remain merely an idea in pipeline. We believe in taking care of not only Your Motoring Needs but also the needs of Future Generations to co
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CHAPTER- 2
INTRODUCTION TO EMPLOYEE ENGAGEMENT
EMPLOYEE ENGAGEMENT
Employee engagement is the level of commitment and involvement an employee has towards their organization and its values. An engaged employee is aware of business context, and works with
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colleagues to improve performance within the job for the benefit of the organization. The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee. Thus Employee engagement is a barometer that determines the association of a person with the organization. Engagement is most closely associated with the existing construction of job involvement (Brown 1996) and flow (Csikszentmihalyi, 1990). Job involvement is defined as the degree to which the job situation is central to the person and his or her identity (Lawler & Hall, 1970). Kanungo (1982) maintained that job involvement is a Cognitive or belief state of Psychological identification. Job involvement is thought to depend on both need saliency and the potential of a job to satisfy these needs. Thus job involvement results form a cognitive judgment about the needs satisfying abilities of the job. Jobs in this view are tied to ones self image. Engagement differs from job in as it is concerned more with how the individual employees his/herself during the performance of his / her job. Furthermore engagement entails the active use of emotions. Finally engagement may be thought of as an antecedent to job involvement in that individuals who experience deep engagement in their roles should come to identify with their jobs. Employee engagement is about the employees experience of work. It is about the combination of factors that make the individual feel involved and willing to behave in ways that go beyond the day to day minimum and to work towards the longer term objectives of the organisation. HR practitioners believe that the engagement challenge has a lot to do with how employee feels about the about work experience and how he or she is treated in the organization. It has a lot to do with emotions which are fundamentally related to drive bottom line success in a company. There will always be people who never give their best efforts no matter how hard HR and line managers try to engage them. But for the most part employees want to commit to companies because doing so satisfies a powerful and a basic need in connect with and contribute to something significant.
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Engagement is important for managers to cultivate given that disengagement or alienation is central to the problem of workers lack of commitment and motivation. Meaningless work is often associated with apathy and detachment from ones works. In such conditions, individuals are thought to be estranged from their selves .Other Research using a different resource of engagement (involvement and enthusiasm) has linked it to such variables as employee turnover, customer satisfaction loyalty, safety and to a lesser degree, productivity and profitability criteria . An organizations capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. High levels of employee engagement have been shown to have a number of positive outcomes: Higher productivity and organisational performance Increased operating and net profit Improved customer focus Lower levels of absenteeism and Higher levels of staff retention. Engaged employees will stay with the company, be an advocate of the company and its Products and services, and contribute to bottom line business success. They will normally perform better and are more motivated. There is a significant link between employee engagement and profitability. They form an emotional connection with the company. This impacts their attitude towards the Companys clients, and thereby improves customer satisfaction and service levels It builds passion, commitment and alignment with the organizations strategies and goals Increases employees trust in the organization Creates a sense of loyalty in a competitive environment Provides a high-energy working environment Boosts business growth Makes the employees effective brand ambassadors for the company
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Workplace research on employee engagement (Harter, Schmidt & Hayes, 2002) has repeatedly asked employees whether they have the opportunity to do what they do best everyday. Thus employee engagement is critical to any organization that seeks to retain valued employees. The Watson Wyatt consulting companies has been proved that there is an intrinsic link between employee engagement, customer loyalty, and profitability. As Organizations globalize and become more dependent on technology in a virtual working Environment, there is a greater need to connect and engage with employees to provide them with an organizational identity.
Thus it is largely the organizations responsibility to create an environment and culture conducive to this partnership, and a win-win equation.
Step I: Listen
The employer must listen to his employees and remember that this is a continuous process. The information employees supply will provide direction. This is the only way to identify their specific concerns. When leaders listen, employees respond by becoming more engaged. This results in increased productivity and employee retention. Engaged employees are much more likely to be satisfied in their positions, remain with the company, be promoted, and strive for higher levels of performance.
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Employee engagement needs to be measured at regular intervals in order to track its contribution to the success of the organization. But measuring the engagement (feedback through surveys) without planning how to handle the result can lead employees to disengage. It is therefore not enough to feel the pulsethe action plan is just as essential.
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towards the organization. 3. Identifying organizational strengths and areas for improvement.
Secondary objective
In addition to the collection and analysis of survey data, this initiative also serves a number of essential functions, which include the following: Providing leaders and managers with information that will facilitate ongoing planning and Policy development activities. Providing employees with the opportunity to share their attitudes and opinions regarding the Workplace. To identify the key areas of focus in the Organization to generate higher levels of Performance.
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am dedicated to the success of what I am doing), and fascinated (I love what I am doing).Engaged employees care about the future of the company and are willing to invest the discretionary effort exceeding dutys call to see that the organization succeeds. In his book, Rutledge urged managers to implement retention plans so that they could keep their top talent. The need to do so is supported by a 1998 McKinsey & Co. study entitled The War for Talent that reported that a shortage of skilled employees was an emerging trend. Today, there is widespread agreement among academics and practitioners that engaged employees are those who are emotionally connected to the organization and cognitively vigilant. How employees feel about their jobs, their supervisors, their peers, top management, and many other factors affects their individual productivity, and collectively the ability of the organization to achieve its objectives. Without a formal process, finding out about employee attitudes usually relies on the manager's instincts or the employee's own willingness to communicate upward. But managerial instinct rarely provides the kind of hard data needed for decision-making. And most employees are hesitant to communicate anything but positive information to their supervisors.
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The following processes are suggested as the dimensions of employee engagement for the survey:
ROLE CLARITY:
Most organizations have very weak role clarity. It is usually not clear for whom employees are really working and what their job duties and accountabilities really are. Without clarity of roles, people's thinking, actions, and accountabilities are much led.
MORALE
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Morale is an intangible term used for the capacity of people to maintain belief in an institution or a goal, or even in oneself and others Morale will improve through employees being led and managed well, given regular performance feedback and recognition, a pleasant work environment, customer focus and a clear direction for their organization.
DIRECTION/STRATEGY
Business strategy is one of the most important things for a company. Some companies have a vision statement, a mission statement, followed by strategies to achieve the mission and implemental tactics to meet the strategy. The basic premise is that people understand what they are working towards and why. Focus and clarity are the keys.
CAREER DEVELOPMENT
Employees are provided with adequate training/development opportunities to improve their professional skills. The emergence of "career plateau" phenomenon, along with the flattening of the enterprise hierarchy, correlates with the idea and mechanism of career development. It's the effective way of preventing and solving the problem of "career plateau" to construct the three-dimensional (3D) model of career development, to choose the rational career management target and management center, to design width, length and frequent nests of career ladder.
COMMUNICATION
Leaders clarify their expectations about employees and provide feedback on their functioning in the organization. Good leaders establish processes and procedures that help people master important tasks and facilitate goal achievement. There is a great anecdote about the legendary UCLA basketball coach, John Wooden. He showed how important feedback positive and constructive is in the pursuit of greatness. Among the secrets of his phenomenal success was that he kept detailed diaries on each of his players. He kept track of small improvements he felt the players could make and did make. At the end of each practice, he would share his thoughts with
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the players. The lesson here is that good leaders work daily to improve the skills of their people and create small wins that help the team, unit, or organization perform at its best.
FAIRNESS
Engage the "middle." Pay special attention to building intrinsic motivation for people in the middle ranges the large group that is only somewhat engaged. If you are able to move their intrinsic rewards to the high range, they will combine with the people who already highly engaged to form a large majority of highly engaged, energized people the critical mass needed to support a culture of high engagement.
RESPECT
Employee engagement also affects the mindset of people. Engaged employees believe that they can make a difference in the organizations they work for and hence demand due respect. Confidence in the knowledge, skills, and abilities that people possess in both themselves and others is a powerful predictor of behavior and subsequent performance.
FEED BACK
Leaders should strive to maintain a companys reputation and demonstrate high ethical standards. People want to be proud of their jobs, their performance, and their organization. WestJet Airlines is among the most admired organizations in Canada. The company has achieved numerous awards. For example, in 2005, it earned the number one spot for best corporate culture in Canada. On September 26, 2005, WestJet launched the Because Were Owners! campaign. Why do WestJet employees care so much about their organization? Why do over 85 percent of them own shares in the company? Employees believe so strongly in what WestJet is trying to do and are so excited about its strong performance record that they commit their own money into shares.
TEAM WORK
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Studies show that, when employees work in teams and have the trust and cooperation of their team members, they outperform individuals and teams which lack good relationships. Great leaders are team builders; they create an environment that fosters trust and collaboration. Surveys indicate that being cared about by colleagues is a strong predictor of employee engagement. Thus, a continuous challenge for leaders is to rally individuals to collaborate on organizational, departmental, and group goals, while excluding individuals pursuing their self-interest.
PERSONAL EXPRESSION
To ensure managers are effective in their role, it is essential that they themselves are engaged, that they are empowered to support their team members' professional development and that they are successful in coordinating their teams' efforts to align with their companies' objectives. People want to know that their input matters and that they are contributing to the organizations success in a meaningful way. This might be easy to articulate in settings such as hospitals and educational institutions. But what about, say, the retail industry? Sears Roebuck & Co. started a turnaround in 1992. Part of the turnaround plan was the development of a set of measures known as Total Performance Indicators which gauged how well Sears was doing with its employees, customers,
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and investors. The implementation of the measurement system led to three startling conclusions. First, an employee understanding of the connection between her work as operationalized by specific job-relevant behaviors and the strategic objectives of the company had a positive impact on job performance. Second, an employees attitude towards the job and the company had the greatest impact on loyalty and customer service than all the other employee factors combined. Third, improvements in employee attitude led to improvements in job-relevant behavior; this, in turn, increased customer satisfaction and an improvement in revenue growth. In sum, good leaders help people see and feel how they are contributing to the Organization success and future.
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The most common factors influencing job satisfaction are: More opportunities to use talents Career development and training. This holds true across engagement levels, intent to stay, generations, and job titles. Drivers of increased contribution vary. Employees who are aligned and already expending discretionary effort are looking for more resources. Greater clarity about what the organization needs me to do and why was the top response for employees who, although their level of satisfaction may vary, are at the lowest levels of contribution. Tales of bullying bosses are exaggerated, but the bad managers out there are cited as the third most common reason for leaving (trailing lack of career growth and dislike of the actual work). Three in four (75%) employees trust their immediate managers. This finding is consistent across generations, functions, and, for the most part, job titles. 44% of disengaged employees actually trust their managers. Consistent with findings from past studies, managers fall short in encouraging and rewarding their employees use of talents. Although two-thirds of managers overall appear to do this, employees at the lowest engagement levels clearly lack their managers support in leveraging their unique capabilities. Only about half (53%) of employees trust their organizations senior leaders the people who set the tone for organizational culture and need to inspire high-performance and commitment.
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Those best practices include: Maximize managers - they are the main connection in the employee engagement equation.. Align, align, align - clarify strategy and organizational goals. Redefine career - employees need line-of-sight on their future to be truly engaged. Pay attention to culture - culture and employee motivation go hand-in-hand. Survey less, act more - don't rely purely on an employee engagement survey to drive your strategy
What is engagement?
The first step in our research was to investigate what HR professionals understood or meant when they used the term engagement. A clear view of the behaviours demonstrated by the engaged employee emerged:
belief in the organisation desire to work to make things better understanding of business context and the bigger picture respectful of, and helpful to, colleagues willingness to go the extra mile Keeping up to date with developments in the field.
Engagement has clear overlaps with the more exhaustively researched concepts of commitment and organisational citizenship behavior, but there are also differences. In particular, engagement is two-way: organisations must work to engage the employee, who in turn has a choice about the level of engagement to offer the employer.
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Measuring Engagement
Our analysis used data from IES 2003 attitude survey of over 10,000 employees in 14 organisations in the NHS. Twelve attitude statements representing engagement were tested; all were found to sit together reliably, to comprise a single indicator of engagement. Although tested within the NHS, the statements are not NHS-specific; they can be transferred to other organisations and sectors. If attitude survey space is at a premium, and organisations feel unable to include 12 statements, an engagement subset of five statements can be used instead. This subset can be safely used, as it represents the essence of engagement and has been tested for reliability. Positive responses to the engagement statements indicate:
a positive attitude towards, and pride in, the organisation belief in the organizations products/services a perception that the organisation enables the employee to perform well a willingness to behave altruistically and be a good team player an understanding of the bigger picture and a willingness to go beyond the Requirements of the job.
Engagement challenges
Further in-depth analysis of our NHS case study data revealed that engagement levels can vary, in association with a variety of personal and job characteristics and with experiences at work. Some key findings were:
Engagement levels decline as employees get older until they reach the oldest group
(60 plus), where levels suddenly rise, and show this oldest group to be the most engaged of all
Minority ethnic respondents have higher engagement levels than their white colleagues Managers and professionals tend to have higher engagement levels than their colleagues
in supporting roles, although people in the latter group appear to owe greater loyalty to their profession than to the organisation in which they practise their craft
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Engagement levels decline as length of service increases Having an accident or an injury at work, or experiencing harassment (particularly if the
manager is the source of the harassment) both have a big negative impact on engagement
Employees who have a personal development plan, and who have received a formal
performance appraisal within the past year, have significantly higher engagement levels than those who have not. The above findings show that organisations need to work hard to prevent, and minimise the impact of, bad experiences. They also need to ensure that employees development needs (including the special needs of professionals) are taken seriously; pay attention to, and value the roles of, support staff; and to maintain the interest of longer-serving employees. The relatively high levels of engagement of the oldest employees, and of minority ethnic staff, suggest sources of untapped potential within some organisations.
Involvement in decision making The extent to which employees feel able to voice their ideas, and managers listen to
The opportunities employees have to develop their jobs The extent to which the organisation is concerned for employees health and wellbeing.
The line manager clearly has a very important role in fostering employees sense of involvement and value an observation that is completely consistent with IES research in many different
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areas of HR practice and employment, all of which point to the critical importance of the employee-manager relationship.
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Source: IES Survey, 2003 The IES engagement model illustrates the strong link between feeling valued and involved and engagement. In addition to the model, IES offers a diagnostic tool (above), which can be used to derive organisation-specific drivers from attitude survey data. Our findings suggest that many of the drivers of engagement will be common to all organisations, regardless of sector; however, some variability is likely, and the relative strength of each driver is also likely to be contingent upon the organisation being studied.
General lessons
Attempts to raise engagement levels are likely to founder, unless the following building blocks are in place:
Good quality line management Two-way communication Effective internal co-operation A development focus Commitment to employee wellbeing Clear, accessible HR policies and practices, to which managers at all levels are
committed. It looks easy, but of course it isnt; it requires a huge amount of effort and continuing investment to ensure that all of these basics are in place and working well. Embarking on a drive to increase engagement levels should not be undertaken lightly, bearing in mind the ease with which engagement (like the psychological contract) can be shattered.
The study
IES research into employee engagement was promoted by the interest and involvement of several IES Research Networks Member companies. It proved more complicated than first envisaged, due to the lack of existing research in the area. IES explored the concept of engagement with
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member and client organisations, before embarking on original research into measuring engagement and establishing its main drivers. The database used for the research comprises 2003 attitude survey data from 14 organisations in the NHS (10,024 completed questionnaires). The full range of employee groups and job roles were represented managerial, professional, technical and support (manual and administrative).
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The article presents a discussion of how to conduct a survey regarding employees' relationship with their affiliated organization, adapted from the article "Tools of Engagement: Employee Engagement Surveys Are only as Good as the Questions They're Built On," by Leigh Rivenbark
Employee Engagement
The article features two companies such as Scottish Water Business Stream Ltd. and London & Quadrant Housing Trust in their effort to focus on employee engagement in Great Britain. Scottish Water acquired an engagement strategy designed to provide commercial success while making a culture of decision-making and accountability. London & Quandrant has developed an internal- engagement programme for its employees.
Pulling Together
The article provides ways for credit unions to encourage employee engagement and productivity. Among the cited measures are workforce optimization to get optimal productivity from the staff, creation of a performance/talent management system to improve staff satisfaction, and competencybased trainings. It is suggested that workforce optimization and competency-based trainings are only helpful when employees help define the change process.
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companies with the highest levels of effective communication experienced a 26 per cent total return to shareholders.
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delivering superior financial outcomes, customer satisfaction, and employee performance as revealed by a global study.
Rules of Engagement.
The article focuses on First Direct, an internet banking call centre in Great Britain. It highlights its employees' engagement leading to higher job satisfaction, excellent customer service and increased brand equity for the company. It details how employee engagement is strengthened daily and how it is measured continuously.
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Engagement
The article presents a study about employee engagement in Great Britain by the Kingston Business School Employee Engagement Consortium. Findings show that recruiting and retaining talented staff and engaging them remain important in coping with difficult economic condition. High levels of engagement are found valuable in improving one's personal wellbeing, loyalty, job satisfaction, and performance. Lessons from the study include the need of managers to assess levels of engagement of their staff and value of focus on communication and management style
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RESEARCH METHODOLOGY
4.1 RESEARCH DESIGN
EXPLORATORY RESEARCH AND DESCRIPTIVE RESEARCH
Exploratory Research
We will augment our knowledge of India Yamaha Motor Pvt. Ltd. by interviewing the various executives in a focused group discussion.. Based on a thorough inventory of India Yamaha Motor Pvt. Ltd internal processes a questionnaire (Annexure 1) was developed. Descriptive Research
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The responses of the employees would be further used for statistically analysis to bring out the salient features of data and points out to the week or strong spots for further investigations.
Primary Data
In this project the primary data was collected through questionnaire method. A structured questionnaire was administered and employees were asked to fill it. A total of 80 employees responded to the questionnaire. The interview method was also considered as in it the interviewer and the interviewee can interact face to face.
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Questionnaire
The survey was designed to measure the level of agreement employees had with respect to 39 questionnaire items with two open ended questions, which represented potential factors that influence employees perception about employee engagement. Based on previous research and current literature, questionnaire items were framed to capture some, but not all information with respect to the following factors: Role Clarity Direction Morale Development Fairness Respect Feed Back Team Work Work environment and culture Communication Performance reward system Personal Expression/Innovation Work Place/ resources Welfare programs and activities
Scale Used
Likert- type Scaling technique was used for the analysis approach wherein a particular item is evaluated on the basis of how well it discriminates by adopting favorable or unfavorable attitude towards the given object. The respondent responded in any of the following ways: Strongly Agree Agree
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Secondary Data
Some data for this study was also collected from the internet (Yamaha site), written documents (magazines) that guided in taking steps further in the study. The data collected was more for reference.
Limitations
Since the whole population of employees is not considered in sampling and only a segment is considered, there is a probability of biasness. The data is not a true representative of the India Yamaha Motor Pvt. Ltd. The employees have attempted to fill the questionnaires as an act of formality. All the present employees did not fill in the questionnaires.
Mean
Std. deviation
Morale (p1)
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1.95 .679
Valid
Valid Percent
Here we can see that the mean of the parameter (Morale) is 1.95. Above table is showing is that about 58% of the employees who have responded to the questionnaire agree to it that morale is high in the organisation and around 24% of the employees strongly agree to it. Employees morale is high to work in this organization but a few employees do not find their future with this company.
Feedback (p2)
2.21 .703
Valid
Valid Percent
Cumulative Percent
56
Here we can see that mean of the parameter feedback has come out to be 2.21 which mean that most of the employees agree that feedback system of the organization is good. About 66% of the employees agree to it that they receive useful and constructive feedback that helps them improve their performance and that they receive the praise and recognition they deserve, while 17% of the employees are not satisfied with the feedback system of the organization.
Fairness (p3)
2.14 .808
Valid Percent Valid Strongly agree Agree Disagree Strongly disagree Total 18.8 56.3 17.2 7.8 100.0
Cumulative Percent
57
Here we can see that the mean of the parameter fairness has come out to be 2.14 which mean that most of the employees agree to it that they are treated fairly in the organization. Around 56% of the employees agree to it that organizations promotion policies and employee performance evaluation are fair, they are treated fairly by their superiors and there is no favoritism. Around 19% of employees strongly agree about it. Small percentage of employees feel that their manager does not treat them fairly and there is an issue of favoritism.
Teamwork (p4)
1.88 .439 Valid Percent Valid Strongly agree 16.3 79.4 4.4 100.0 Cumulative Percent 16.3 95.6 100.0
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Here we can see that the mean of the parameter teamwork has come out to be 1.88 and also we can see from the above table that around 79% of the employees agree to it that team work is encouraged and practiced in the organization and there is strong feeling of teamwork and cooperation in the organization.
Direction (p5)
1.90 .466 Valid Strongly agree Agree Disagree Total Valid Percent
16.3 77.5 6.3 100.0
Cumulative Percent
16.3 93.8 100.0
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Here we can see that mean of the parameter direction has come out to be 1.90 which mean employees are well aware and have understanding of mission and goals of the organization. Around 77% of the employees agree to it and 16% of the employees strongly agree about it.
Valid
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Here we can see that the mean of the parameter has come out to be 2.12 that mean most of the employees agree that they have clarity about there role. Around 72% of the employees agree about it while 20% disagree about it.
2.35 .682
Valid
Valid Percent
Strongly agree Agree Disagree Strongly disagree Total
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Here we can see that mean of the parameter performance/Reward system is 2.35 which mean most of the employees agree that they are paid fairly and they also find there salary competitive enough with other similar kind of job profile but many employees are unaware of their benefit plan. Around 63% of the employees agree to it while small percentage (25%) of employees disagrees about it.
1.92 .397
Valid Percent Valid Strongly agree Agree Disagree Total 11.9 83.8 4.4 100.0
Cumulative Percent
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Here we can see that mean of the parameter workplace/ Resources has come out to be 1.92 which mean employees are satisfied with the workplace and the resources provided. Around 84% of the employees agree to it that they have the resources to do their job well and they find the work place to be very safe and comfortable.
Communication (P9)
1.88 .513
Valid Percent Valid Strongly agree Agree Disagree Strongly disagree Total 18.8 74.4 6.3 .6 100.0
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Mean of the parameter communication is 1.88 which means that information sharing system of the organization is strong. The managers in IYM do a good job of sharing information and most of the employees agree with it. The information system in the organization is very strong.
Development (p10)
2.38 .806
Cumulative Percent
Total
64
Here we can see that mean of the parameter development is 2.38 which means many employees do not find their professional growth in this organization. One reason for this could be that they find their work not to be challenging and stimulating.
1.92 .578
65
Here we can see that mean of the parameter work environment and culture has come out to be 1.92 which means most of the employees responses are between 1 and 2. Around 75% of the employees agree to it that the work life balance is maintained in their life and that they dont any difficulty in satisfying both job and family responsibilities together. The companys expectation with its employees is also reasonable according to the employees and work environment does not cause stress in their life.
Respect (p12)
1.90 .683
Valid Percent Valid Strongly agree Agree Disagree Strongly disagree Total 24.6 65.0 6.3 4.2 100.0
66
Here we can see that mean of the parameter Respect has come out to be 1.90 which mean most of the employees agree that they are treated with respect by their managers and co-workers in the organization. Around 65% of employees agree to it that they get respect from their colleagues adequately but few of them also have the complaint that their manager does not listen to them sometimes.
2.59 .927
Here we can see that mean of the parameter personal expression/innovation is 2.59 which mean Employees have a problem in opposing the views of their seniors. Many employees also feel that new ideas and views are not much appreciated in this company but their work and talent is valued at IYM.
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Around 36% of employees agree to it that they can freely express their views and opinions and they can disagree with their supervisor without any fear, while around 33% of the employees disagree to it.
3.18 .525
Here we can see that the mean of the parameter welfare programs and activities has come out to be 3.18 which mean that most of the employees are not satisfied with the welfare programs and activities conducted in the organisation. Around 70% of employees disagree to it that they are satisfied with the companys welfare programs, recreational activities and peoples programs and around 24% of employees strongly disagree to it.
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Research Findings:
IYMs employees believe they work for a great company, contrary to the fact that many dont find their future with this company. The Company in itself generates high levels of satisfaction, is socially responsible, and is strongly aligned to personal values.
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Most of the employees have clarity about their roles. Employees are well aware of the organizations vision & mission. Employees morale is high to work in this organization but a few employees do not find their future with this company. Many employees do not find their professional growth in this organization. One reason for this could be that they find their work not to be challenging and stimulating. The managers in IYM do a good job of sharing information. The information system in the organization is very strong. Employees find that the policies of the company are fair enough but there is an issue of favoritism and the actual process is not that fair enough. Employees get respect from their colleagues adequately but few of them also has the complaint that their manager does not listen to them sometimes. Many employees also feel that new ideas and views are not much appreciated in this company but their work and talent is valued at IYM. This shows that employees do not have very great views about their manager. Approx. 62% employees agree that the feedback about their performance is adequate enough while 38 % feel that they are not given adequate feedback. On the other side, 81% employees accept that whatever feedback is provided to them is constructive. Teamwork is very much encouraged in this company and that most of the employees accept this.
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Employees are very much satisfied with the salary structure of this organization and they also find it competitive enough with other similar king of job profile but many employees are unaware of their benefit plan. Employees are very much satisfied with the workplace, its environment, and security Employees accept that the work life balance is maintained in their life and that they dont have any difficulty in satisfying both job and family responsibilities Most of the employees are not satisfied with the extra welfare programs and activities being conducted in the organization and they want it to be improved. Currently, the following activities are conducted: 1. 2. 3. 4. 5. 6. Lucky draws at festivals Sweets distribution Competitions like poster making competitions, diya making competitions, rangoli etc. Sports events Birthday cards via emails Training sessions like stress management training, work/life balance training etc.
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Conclusion :
On the basis of analysis, we can conclude that employees at Yamaha are satisfied with the organizations policies, workplace, resources information sharing system, work environment and culture , teamwork but there are certain dissatisfaction factors. They are: Employees at Yamaha do not find any career advancement prospects. Employees are not recognized for their efforts. Employees are bored with their job
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Employees think that they can better pay elsewhere. Managers and subordinate have poor relationship A culture of fairness/ equality among co-workers is not there Employees feel that there are fewer developmental opportunities.
Suggestions
The HR department can focus on improving the following: The company could start measuring employees' passion about work and the work .Identify What Employees Like -gather compliments through employee satisfaction
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Use Training to Increase Confidence - Managers should not cut training budgets to save Help Employees See the Big Picture - Employees want to feel that they are contributing and making a difference. Recognize Employee Contributions - Recognition from a supervisor of at least two ranks
costs as they should understand that as a result the service delivery and morale could suffer.
above an employee makes a meaningful, engaging difference in employee morale and employee Build a Supportive Environment - Employees may need help with coping skills, problem-solving skills, tactics for handling difficult situations, or expressing their personal feelings.
Conduct welfare activities and programs like department get together, Employee Benefit Packages - A key motivator for employees to work hard and remain dedicated are good benefit programs.
Chapter 8 BIBLIOGRAPHY
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Name: Age:
Questions MORALE Q1. I am optimistic about the future of IYM & I am proud to work for the company. Q2. I am optimistic about my future success with IYM & feel that working for the company will lead to the kind of future I want Q3.Doing my job well gives me a sense of personal satisfaction FEEDBACK Q4. I receive useful and constructive feedback that helps me improve my performance from my manager. Q5. I am given adequate feedback about my performance. Q6.. When I do a good job, I receive the praise and recognition I deserve. FAIRNESS Q7. Employee performance evaluations are fair and appropriate. Q8. My manager treats all his/her employees fairly. Q9. The organization's policies for promotion and advancement are always fair. Q10. Favoritism (special treatment) is not an issue in raises or promotions TEAMWORK Q11. Teamwork is encouraged and practiced in this organization. Q12 There is a strong feeling of teamwork and cooperation in this organization. ROLE CLARITY Q13. I have a good understanding of the mission and the goals of this organization. Q14 I understand how my work directly contributes to the overall success of the organization. Q15. I am paid fairly for the work I do. Q16. My salary is competitive with similar jobs I might find elsewhere. Q17. I understand my benefit plan. Q18. I have the resources I need to do my job well.
Strongly agree
Agree
Disagree
Strongly disagree
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Q19. My workplace is a physically safe & comfortable place to work. Q20. Information and knowledge are shared openly within this organization. Q21. My manager does a good job of sharing information Q22. I have adequate opportunities for professional growth in this organization. Q23. I receive the training I need to do my job well. Q24. My manager encourages learning from my mistake and supports my development. Q25. My work is challenging & Stimulating. Q26. The environment in this organization supports a balance between work and personal life. Q27. I am able to satisfy both my job and family responsibilities. Q28. The pace of the work in this organization enables me to do a good job. Q29. The organization has reasonable expectations of its employees. Q30. My job does not cause unreasonable amounts of stress in my life. Q31. My manager always treats me with respect. Q32. My manager listens to what I'm saying. Q33. My co-workers care about me as a person. Q34. I can disagree with my supervisor without fear of getting in trouble. Q35. People with different ideas are valued in this organization. Q36. My ideas and opinions count at work & My talent is valued at work. Q37.I am satisfied with the companys employee welfare programs such as rewards, incentives, insurance and health care, etc. Q38. I am satisfied with the recreational activities provided by the company, e.g. picnics and annual dinner Q39.I am satisfied with the companys people programs, such as birthday announcements, valuable employee of the month, bulletins and newsletter, etc. Q40. What is it that you like most in your job right now?
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Q41. What is it that you are not comfortable in your job right now and should be improved ?