Shailja Pandey 09020441101 D 49 HR

2009-2011
DISSERTATION REPORT
SIMS
Employee Engagement: The Key to Realizing Competitive Advantage
Under the Guidance of Brig. Rajiv Divekar (Retd) Director, SIMS Submitted By Shailja Pandey HR CORE SECTION D (49) PNR No. 09020441101 SYMBIOSIS INSTITUTE OF MANAGEMENT STUDIES
Table of Contents
Acknowledgement........................................................................................................3 Abstract ........................................................................................................................... 4 Introduction ................................................................................................................... 5 DDI Survey Report9 MERCER Survey Report..16 Literature Review ...................................................................................................... 18 Research Methodology ............................................................................................. 23 Data Analysis and Interpretation ......................................................................... 26 Conclusion .................................................................................................................... 37 Findings and Recommendations........................................................................... 42 Limitations..44 Reference & Bibliography : ..................................................................................... 45 Appendices (1) Questionnaire for Employees47 (2) Questionnaire for Executives.49
Shailja Pandey (D 49)
Page 2
ACKNOWLEDGEMENT Towards my efforts for this project, I required a direction to that place. This direction has been provided by many people, all of whom Id like to thank. I wish to acknowledge my deep gratitude to Mr. Rajiv Divekar for his guidance and support & also for the initial planning of my project, and provided insights as to how I should approach this task. I wish to thank the Employees from different companies for their valuable inputs and for their support at every step of my project. Shailja Pandey HR D Roll No. 49 Symbiosis Institute of Management Studies Pune
Page 3
ABSTRACT
OBJECTIVE: To prove that Employee engagement is one of the important key to indicate the competitive advantage of any organization. Overview: Employee Engagement has been defined differently by different authors. As per DDI (DEVELOPMENT DIMENSIONS INTERNATIONAL): The extent to which people enjoy and believe in what they do and feel valued for doing it. In general, 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 colleagues to improve performance within the job for the benefit of the organization. It is a positive attitude held by the employees towards the organization and its values. The project report focuses on how employee engagement is an antecedent of job involvement and what should company do to make the employees engaged so that they can have a competitive advantage. On the surface, a workforce composed of employees who are satisfied with their jobs may seem like a desirable and even optimal state for an organization. But in todays global business environment, it is becoming clear that job satisfaction is not enough to help forge the link between employee performance and positive business results. Over the last two decades, employers needs and interests have moved from creating conditions and programs that result in employees who are merely satisfied with pay, benefits and working conditions, to employees who are committed to the organization and not considering a move, to those who are genuinely engaged in the work and mission of the organization. For employers, engagement has become the search for the Holy Grail of the 21st century.
Shailja Pandey (D 49) Page 4
INTRODUCTION Engagement is the state in which individuals are emotionally and intellectually committed to the organization as measured by three primary behaviors: Say, Stay and Strive. If we look at it closely we will find three key words in every definition of Employee Engagement: (a) Enjoyment: People tend to receive more pleasure and satisfaction from what they do if they are in jobs or roles that match both their interests and their skills. Look, for example, at the high failure rate of sales managers who were promoted because they were excellent salespeople. Some fail because they do not have the skills to manage, but we find a greater number stumbling because they discover that they derive more enjoyment from selling than they do from coaching others to sell. And its not just the functional tasks that add to or detract from enjoyment. Some individuals thrive in a team environment versus one in which they work more independently. Some people like jobs that require travel, while some prefer not to travel at all. Others like a high-risk/high-reward bonus plan, where others prefer a more stable, predictable salary. (b) Belief: If people feel they are making meaningful contributions to their jobs, their organizations, and society as a whole, they tend to be more engaged. The connection between, what people do every day and the goals and mission of the organization is crucial to engagement. Walk into any childrens hospital, and you will find caregivers who passionately believe in their roles and the mission of the hospital. You also will find high disdain for anything that gets in the way of providing quality care.
Page 5
Likewise good trainers believe in what they do and like having opportunities to see others grow and develop. A CFO might derive satisfaction from the organizations financial integrity or by helping the organization grow by maximizing its investments. (c) Value: People want to be recognized and rewarded for their contributions. Rewards and recognition come in many forms, including competitive compensation packages, a healthy work/life balance, and V.I.P. sales trips. But perhaps more important is the heightened sense of worth employees feel when their leaders take just a few minutes to let them know that they are doing a great job and that their contributions are valued and appreciated. Categories of Employee Engagement: According to the Gallup the Consulting organization there are there are different types of people:(1) Engaged -- "Engaged" employees are builders. They want to know the desired expectations for their role so they can meet and exceed them. They're naturally curious about their company and their place in it. They perform at consistently high levels. They want to use their talents and strengths at work every day. They work with passion and they drive innovation and move their organization forward. (2) Not Engaged -- Not-engaged employees tend to concentrate on tasks rather than the goals and outcomes they are expected to accomplish. They want to be told what to do just so they can do it and say they have finished. They focus on accomplishing tasks vs. achieving an outcome. Employees who are not-engaged tend to feel their contributions are being overlooked and their potential is not being tapped. They often feel this way because they don't have productive relationships with their managers or with their coworkers.
Page 6
(3) Actively Disengaged -- The "actively disengaged" employees are the "cave dwellers." They're "Consistently against Virtually Everything." They're not just unhappy at work; they're busy acting out their unhappiness. They sow seeds of negativity at every opportunity. Every day, actively disengaged workers undermine what their engaged coworkers accomplish. As workers increasingly rely on each other to generate products and services, the problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization's functioning. Importance of Engagement:
Engagement Value Proposition
An organizations capacity to manage employee ENGAGEMENT DRIVERS engagement is closely related to its ability to > Right Employees in the Right Jobs > Exceptional Leadership achieve high performance levels and superior > Organizational Systems and Strategies business results. Some of the advantages of Engaged employees are: Engaged employees will stay with the WORK ENVIRONMENT company, be an advocate of the company and > Aligned Effort and Strategy its products and services, and contribute to > Empowerment bottom line business success. > Teamwork/Collaboration > Growth and Development They will normally perform better and are > Support and Recognition more motivated. There is a significant link between employee engagement and profitability. ENGAGED EMPLOYEES They form an emotional connection with the > Greater Loyalty > Enhanced Effort company. This impacts their attitude towards the companys clients, and thereby improves customer satisfaction and service levels ORGANIZATIONAL SUCCESS It builds passion, commitment and alignment > Satisfied/Loyal Customers with the organizations strategies and goals > Increased Retention > Higher Profits and Profitability Increases employees trust in the organization > Revenue Growth 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
Page 7
WHY ONE SHOULD CARE HR practitioners believe that the engagement challenge has a lot to do with how employee feels about the 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 Finally, when organizations have engaged employees, the long-term benefits appear in the bottom line. Organizations have more satisfied and loyal customers, increased profits, better-quality products or services, and greater growth potential. The State of Workforce Engagement
Page 8
As per DDI SURVEY: ENGAGEMENT DRIVERS: Organizations drive engagement by proactively leveraging three sources of influence for change: Employees Leaders Organizational systems and strategies These three drivers work in concert to build an engaging work environment. Although engagement has multiple drivers, the ultimate ownership of engagement rests within the individual employee. (1) EMPLOYEE: Organizations hoping to drive engagement must tap into employees passion, commitment, and identification with the organization. This is accomplished by having the right employees working in the right jobs, which is our first engagement driver. When we say the right employees we mean that individuals have the skills to do the job (can do) and that their jobs tap into their personal motivators (will do). Organizations can ensure high job fit by effectively deploying employees talents when making selection, placement, and promotion decisions. Research has repeatedly shown that when job fit is high; an employee performs better and is more likely to stay with the organization. In addition to having a motivational match, some employees are more likely than others to be inherently engaged in their work. This has implications for driving engagement levels because organizations can benefit from hiring employees with a greater tendency for engagement before they even begin to work. DDI has been conducting groundbreaking research on what we call engagement propensity. We have found that some people have a set of personal characteristicsregardless of their jobsthat correlate with higher levels of engagement. DDI conducted 10 studies across six client organizations and seven job families correlating a number of our proprietary test items with employee engagement survey scores.
We found that engagement was significantly correlated to these six factors: Attachment to the job Agreeableness Emotional stability Openness to experience Achievement orientation Self-efficacy
These findings show that, in addition to assessing motivational job fit when hiring new employees, organizations can use cost-effective tests to identify employees who are more likely to be engaged on the job. (2) EXCEPTIONAL LEADERSHIP:
The second engagement driver is exceptional leadership. Many of the work environment factors of our model are directly affected by the quality of leadership. Leaders have the influence and power to serve as catalysts for higher levels of engagement, not only in one or two areas, but in all aspects of leadership. Even more compelling, our own assessment and testing research show that: More engaged managers have more engaged direct reports. The direct reports of engaged managers are less likely to leave the organization. Higher-performing managers have direct reports who are more highly engaged. Changes in leader behaviors can have a real impact on employee engagement. For example, a study of pre- and post training engagement scores showed that when leaders improved their skills through training, employees became more engaged in their work. Engaging leaders understand that their role is not to take charge of all the decisions, but to be more like cheerleaders. Its about recognition for a job well done; its about giving people the room and encouragement to grow.
Its also about being tough when necessary, holding people accountable for their performance. (3) SYSTEMS AND STRATEGIES: Organizations need strong systems and strategies that support and foster engagement. Examples of systems are hiring, promotion, performance management, recognition, compensation, training, and career development. Together, these systems provide a firm foundation upon which to accelerate engagement. A shaky or incomplete foundation will make your efforts to build engagement more difficult, if not impossible. AN ENGAGING WORK ENVIRONMENT The second component of our model, an engaging work environment, consists of five key elements: 1. Aligning effort with strategy Engagement begins with employees clear understanding of what they should be doing on the job. Each employee needs a solid job description and a clear set of performance expectations. Even more critical is their understanding that their individual goals are connected directly to the organizations goals. Unfortunately, less than half of employees (47 percent) are satisfied with their organizations system for managing their performance. Some organizations do an especially good job of creating alignment early in an employees tenure with the organization. For example, new team members at Toyota are given a thorough orientation that clearly defines how their roles and the decisions they make tie into Toyotas overall approach and manufacturing philosophy. To attain this alignment, leaders need to help all employees see the bigger picture and understand their roles relative to it. They also need to show how an individual employees actions affect other departments and external customers. Building a strong sense of alignment with strategy requires a good communication system and strong accountability.
Page 11
Employees should be kept well informed about the changes that affect their work groups so that they arent confused or surprised when those changes are introduced. Additionally, when organizations provide a clear sense of direction and keep employees well informed, employees are able to make the best use of their time, resources, and budgets, and, therefore, dont get off track when setting priorities or spin their wheels when taking action. Effective performance management is the backbone of employee engagement. It drives accountability, serves as the basis for individual development, and shows everyone that the organization has a clear focus and direction. It also enables leaders to pinpoint and address poor performance. Few things are more frustrating to a high-performing team than a leader who refuses to handle the occasional member who is not measuring up. And many managers dont have the confidence to address poor performance. 2. Empowerment Empowerment is a feeling of job ownership and commitment brought about through the ability to make decisions, be responsible, be measured by results, and be recognized as a thoughtful, contributing human being rather than a pair of hands doing what others say. It implies having the authority to make decisions, follow through, and get things done. Organizations build empowerment by choosing employees who take personal pleasure in the work they do and by giving employees the ability to make important decisions about their work. Employees feel empowered when a task appears to have a specific goal or purpose that is of value to the individual. Employees working in health care and nonprofit organizations often point to the rewarding qualities of their work and the alignment between their personal beliefs and the goals of the organization in spite of lower pay or stressful work tasks. In other industries, the value of employees work may be less apparent, and it is more difficult to develop a sense of purpose or see the impact of ones efforts.
Page 12
Using good measures of motivational fit and job fit during the employee hiring process can ensure that organizations are selecting the kind of people who find meaning in their work. Organizations also foster empowerment when employees have the perception that their actions are self-determined rather than directed by others. Leaders play a key role in developing a sense of empowerment in their direct reports. Empowering leaders trust their employees and give them the opportunity to make decisions without micromanaging or taking over tasks when the going gets tough. 3. Teamwork/Collaboration Even the Lone Ranger had a partner, is a truism in todays business environment. Few employees can do their work without the support and input of others. When employees have the support and cooperation of their coworkers, they are able to accomplish more and share ideas to come up with creative solutions. In the context of engagement, teamwork and collaboration require good relationships both within the work group and across work groups. Many organizations have strong teams with members who work well with each other. However, these teams or work groups must also work effectively with other teams or work groups in the organization. Many organizations have silos or competing work groups that fail to recognize the need to unite their efforts toward a common goal. When work groups become insulated from other groups, they can develop an us vs. them mentality that ends up hurting the organization in small ways each and every day, and in big ways in the long run. Studies have shown that teamwork and collaboration within and between groups can predict an organizations shareholder value and long-term team productivity and effectiveness. Additionally, the level of support and teamwork plays an important role in determining whether employees choose to leave or stay with an organization in the long term.
In spite of the importance of teamwork, DDIs 20032004 Leadership Forecast showed that, according to employees, only 41 percent of leaders have strong teambuilding skills A key ingredient in developing and maintaining high levels of cooperation and teamwork is a work environment built on trust. Trust means employees have confidence that others actions are consistent with their words, that leadership is concerned about their welfare and interests apart from what they can do for the organization, that the skills they have developed are respected and valued, and that each employee uniquely matters in the workplace. Many studies have indicated that trust is a critical success factor in organizations and plays a key role in fostering high levels of teamwork and collaboration. 4. Growth and development DDIs 2004 Selection Forecast study found that many employees leave their jobs for better growth and development opportunities, often offered by other organizations. Most employees want to keep their jobs fresh and interesting by learning new approaches and building new skills. Organizations can create engagement in their workforce by building a learning culture and creating individual development plans for every employee. Promoting employee growth and development requires focused attention in several areas of the organization. First, organizations need to select employees who have a willingness to learn and can adapt their behaviors to a changing work environment. This willingness to grow and learn promotes innovation and creativity in the workforce. Second, leaders need to work with employees to understand strengths and development needs, and provide opportunities to leverage or build skills and knowledge. Most employees want to use their best skills and will feel engaged when organizations recognize and capitalize on their unique strengths, rather than placing emphasis on fixing weaknesses. Third, organizations also need to provide meaningful development plans and opportunities that include programs such as training, succession management, special projects and assignments, and mentoring.
The key to a successful development program is to ensure that all employees have a plan for development and clear accountabilities for making progress on their plans. The value of investing in a strong and diverse development program is clear. For example, studies have found that investments in development programs are significantly related to financial success in the organization. 5. Support and recognition Employees who feel they are listened to, supported, and recognized for their contributions are likely to be more engaged. People like to be recognized for their unique contributions. In the Walker Information study Halfway out the Door, care and concern for employees emerged as one of the most important factors influencing employee commitment to their employers. The U.S. Department of Labor confirms that lack of employee appreciation plays a critical role in employees decisions to leave their organizations. Support and recognition can mean several things in the context of creating an engaging work environment. In one sense, support means that employees are appreciated for their ideas and efforts. Instead of treating employees as pawns, engaging organizations support contributions from employees by listening to them and responding to their ideas and concerns. Although many organizations provide formal rewards and recognition programs for employee ideas and contributions, many employees are hungry for more day-to-day informal recognition. Employees who are unaccustomed to recognition for their work often remember a single pat on the back from a coworker or boss for weeks or even months. Support and recognition in an engaging environment is a daily occurrence that builds employee self-esteem and creates strong partnerships. Each employee has unique skills and perspectives that add to the organizations ability to generate and analyze ideas. These ideas, in turn, yield a positive benefit for the organizations bottom line.
Page 15
For example, Watson Wyatt found that when employees have input into how work gets done and can share ideas with senior leaders, there is a corresponding increase in a companys market value. Support and recognition also mean that employees receive regular feedback about how well they are doing. DDIs Selection Forecast study found that only a little more than half (58 percent) of employees feel that they get enough feedback about how well they are doing. Employees need and expect feedback as a way of supporting their work and recognizing their progress. Ongoing feedback serves as a motivator for action by creating focus and shaping action. Unfortunately, some leaders and employees see the opportunity to provide feedback as an open invitation for criticism, often delivered after the work is done. They have a hard time providing feedback that is specific, timely, and balanced. While leaders should work to address problems, they often forget that employees need encouragement and reinforcement for a job well done. Still, many leaders continue to struggle with providing honest and open feedback on performance. Engagement requires good feedback skills among employees and between employees and leaders. This open flow of information ensures that employee behaviors stay focused on the right priorities.
As per MERCER Survey Report
Drivers of employee engagement vary widely: In US: 1. Confident can achieve career objectives 2. Sense of personal accomplishment 3. Confident organization will be successful 4. Quality is a high priority 5. Opportunity for growth/development 6. Information/assistance to manage career
7. Flexibility to provide good customer service In UK: 1. Sense of personal accomplishment 2. Confidence in senior management 3. Opportunities for training 4. Paid fairly, given performance 5. Good reputation for customer service 6. Regular feedback on performance 7. Comparable benefits to industry 8. Cooperation between groups In China: 1. Sense of personal accomplishment 2. Paid fairly, given performance 3. Comparable benefits to industry 4. Confidence in senior management 5. IT systems support business needs 6. Opportunities for training 7. Regular feedback on performance In Brazil: 1. Sense of personal accomplishment 2. Confidence in senior management 3. Opportunities for training 4. Paid fairly, given performance 5. Good reputation for customer service 6. Comparable benefits to industry Going through all the surveys and data I come to one conclusion about the drivers of employee engagement:
1. 2. 3. 4. 5.
Rewards & Recognition Challenging Job Opportunities to learn and grow Team Leaders Cooperativeness & Continuous Work related feedback Communication System
Page 17
LITERATURE REVIEW Employee Retention in the New Millennium: Today's labor force is different. Supervisors must take responsibility for their own employee retention. If they don't, they could be left without enough good employees. A wise employer will learn how to attract and keep good employees, because in the long run, this workforce will make or break a company's reputation. New supervisors must be prepared to be collaborative, supportive, and nurturing of their people. The old style of "my-way-or-the-highway" style of management is a thing of the past. Most new supervisors need training to understand what it really takes to retain employees. Employee retention involves being sensitive to people's needs and demonstrating the various strategies in the five families detailed in Roger Herman's classic book on employee retention, Keeping Good People. 1. 2. 3. 4. 5. Environmental Relationship Support Growth Compensation What Drives Employee Engagement In India? Mercer Human Resource Consulting did Whats Working studies which provide insight into workers attitudes and the factors that drive their engagement. The results are based on data collected from a statistically valid sample from a broad cross section of industries, weighted to represent the Indian workforce.
Page 18
Survey category scores for India ranked by favorability: (1) Quality & customer focus ............. = 85 % (2) Work processes ........................... = 85 % (3) Ethics & Integrity......................... = 84 % (4) Satisfaction................................. = 83 % (5) Work life balance. = 83 % (6) Communication............................ = 82 % (7) Immediate Manager...................... = 81 % (8) Leadership & direction................... = 81 % (9) Job security & career growth.......... = 81 % (10) Employee Engagement................ = 81 % (11) Teamwork & Cooperation............. = 80 % (12) Training & Development............... = 80 % (13) Benefits..................................... = 79 % (14) Compensation............................ = 79 % A Closer Look:
Drivers of Engagement Above Average Rating (% Favorable) Below Average Rating (% Favorable)
Top Half Positions Senior Leadership Quality and Customer Focus Work/Life Balance Work Processes Bottom Half Positions Fairness & Integrity Involvement Company Image and Direction Teamwork & Cooperation Information Technology Job Fulfillment Compensation Talent Management or People Development Performance Management Benefits
Communication
So, as per the survey the top 7 factors which ensures employee engagement & commitment to the organization are as follows:
Confidence n senior management Paid fairly, given Performance Organizational reputation for customer service Sense of personal accomplishment Comparable benefits to industry Regular performance feedback Reasonable Workload Employee Engagement
TOP FIVE DRIVERS IN INDIA
INDIA
3% 15% 36% Engaged Enrolled Disenchanted Disengaged 46%
TOP ATTRACTION DRIVERS Career advancement opportunities Challenging work Learning and development opportunities Competitive base pay Reputation of the organization as a good employer
TOP RETENTION DRIVERS Manager inspires enthusiasm for work Satisfaction with the organizations business decisions Positive impact of technology on work/life balance Competitive performance management Can impact quality of work/product/service
TOP ENGAGEMENT DRIVERS Input into decision making in my department Senior managements actions consistent with our values Organizations reputation for social Responsibility Seek opportunities to develop new knowledge/skills Have excellent career advancement opportunities
Page 20
MODELS REFFERED
(1) Mercers Employee Engagement Model:
SATISFIED Enjoys job Is not dissatisfied with terms and conditions Content to work alone Does not go above and beyond Not necessarily a team player Often externally focused COMMITTED Loyal to organization, optimistic for the future Sees the bigger picture, with a sense of how job fits in Collaborates to achieve team goals Openly ambitious for self, team and company Believes the organization will enable his/her good performance Has a sense of belonging to organization;
MOTIVATED Contributes energetically Strives to achieve personal goals Values achieving personal goals more than team/organizational goals Focused individual contributor More loyal to personal professional goals than to the organization ADVOCATE Contributes discretionary effort Proactively seeks opportunities to serve the mission of the organization Speaks positively about the organizations products and services Recommends organization as an employer Is willing to withhold criticism and/or be constructively critical for the good of the organization
Page 21
feels valued and involved at work and expresses views freely
Resilient to short-term dissatisfies.
(2) Hewitt Employee Engagement Model: According to this model - What is an Engaged Employee? An engaged employee is one who willingly self-describes him/herself as exhibiting three key sets of behaviors. Best Employersthose with highly engaged employeeshave people on board who, according to measurements taken: Speak positively about the organization to co-workers, potential employees, and customers (We call this the Say element) Have an intense desire to be part of the organization (We call this the Stay element) Exert extra effort and are dedicated to doing the very best job possible to contribute to the organizations business success (We call this the Strive element) The Engagement Model: Showing the 18 Engagement Driver areas and 6 work environment categories identified as having the highest impact on engagement
Page 22
Methodology including approaches attempted and discarded, problems experienced.

# People - Senior Leadership - Manager - Coworkers # Work/Motivation - Intrinsic Motivation - Resources - Wok tasks
# Total Rewards - Pay - Benefits/ retirement Savings - Recognition
Engagemen t
# Opportunities - Career Opportunit ies - Learning & Developm ent
# Procedures - People/ HR Practices - Managing Performance - Work Processes
# Quality of life/ Values - Work/ Life Balance - Physical Work Environment - Organizational reputation - Employee Wellbeing & Health
RESEARCH METHODOLOGY SCOPE OF THE STUDY: There are many sources of competitive advantage to companies and industries. Every Company is having different departments and every department is working towards the growth of company and hence giving it an extra edge over others i.e. Competitive Advantage. Here I tried to highlight the role of HR practices in providing Competitive Advantage to companies and one of those practices which Ive focused specifically is Employee Engagement.
SIGNIFICANCE OF STUDY: There is a lot of variation in terms of factors providing competitive advantage to an organization. While doing the study I realized the same and found out various parameters that can decide the competitive edge of an organization. PURPOSE OF THE STUDY: The objective of the study is to analyze the effect of HR practices, employee engagement to be precise; on competitive edge of an organization. And also how Employee Engagement is the key to Competitive Advantage? METHODOLOGY: The study is carried on in a proper planned and systematic manner. This methodology includes Identifying the industry for study. Observation and collection of data. Analysis of data. Conclusion based on analysis. HYPOTHESIS: Employee Engagement: The Key to Realizing Competitive Advantage SAMPLING: Industry: (1) (2) Company: (1) Manufacturing: Atlas Copco Pvt. Ltd. Cummins India Ltd. Manufacturing Alcohol & Beverage Industry
Page 24
(2)
Alcohol & Beverage Industry:
Allied Blenders & Distillers Pvt. Ltd. Bacardi Sample Size: Managerial Level: Ive taken 10 Employees per Company, hence 20 employees per Industry and 40 Employees in all as respondents. Executive level: Ive taken 5 executives per company, hence 10 executives per industry, and so 20 executives in all as respondents Techniques: 1. QuestionnaireThere are two questionnaires designed both for employees and executives to study in detail about what they feel regarding the process and how effective it is. 2. InterviewsInterviews were taken from few executives to get some confidential data and were unbiased. 3. ObservationsObserving Industry trends through scholarly articles and DATA COLLECTION METHODOLOGY The primary as well as the secondary sources was used for collection of data. In primary source of data collection the Unstructured interviews and Benchmarking study was used and in secondary source of data collection relevant records, books, Scholarly Articles, Blogs, Journals and magazines were used. Thus the sources of data collection were as follows:
(1) Secondary Data: Scholarly Articles. Blogs. Journals. Surveys done earlier
(2) Primary Data: Direct unstructured interview with different sector employees and executive of those companies. Benchmarking Employee engagement processes with different organizations. DATA ANALYSIS AND INTERPRETATION As per our hypothesis i.e. Employee Engagement: The Key to Realizing Competitive Advantage we have two variables: (1) (2) Employee Engagement Competitive Advantage
Further Division: (1) Employee Engagement is further divided into: (a) Rewards & Recognition (R & R) (b) Communication System (c) Challenging Work (d) Opportunities to learn and grow (e) Team Leader's Cooperativeness & regular Feedback Competitive Advantage: (a) Productivity (b) Lowering of Operational Expenses (c) Low Attrition Rate (d) Low Absenteeism
(2)
Page 26
CHOICE OF ANALYTICAL TOOLS: Since our data is non parametric (not normal), so we cant use ANOVA. DATA Parametric Parametric Non Parametric Non Parametric Non Parametric TEST Correlation Regression ANOVA Kruskal Wallis Moods Median Mann Whitney INPUT REQUIRED Continuous Any Discontinuous Discontinuous Discontinuous OUTPUT REQUIRED Any Continuous Discontinuous Discontinuous Discontinuous
Hence, we chose to use: (a) Kruskal Wallis Test: This test lets us know that if there is a difference in result, but it does not tell us about the nature of difference (b) Moods Median Test: This test lets us know about the nature of difference i.e. whether it is more or less. ANALYSIS OF PARAMETERS FOR EMPLOYEE ENGAGEMENT
REWARDS & RECOGNITION Null Hypothesis There is no difference in the satisfaction level for Rewards & Recognition in two industries (1.1) Kruskal-Wallis Test: R & R versus INDUSTRY
INDUSTRY 1 2 Overall H = 10.89 N 20 20 40 Median 3.000 4.000 Ave Rank 14.4 26.6 20.5 Z -3.30 3.30
DF = 1
P = 0.001
Page 27
H = 11.64
DF = 1
P = 0.001
(adjusted for ties)
By looking at the results we can say with 99.999 % (p value = 0.001) confidence level that the Null Hypothesis is wrong and hence, There is a considerate amount of difference in satisfaction level of employees for Rewards & Recognition in two industries People are happier in Alcohol Beverage Industry (i.e. 2) with Median 4 than in Manufacturing Industry (i.e. 1) with Median 3 (1.2) Mood Median Test: R & R versus INDUSTRY
Mood median test for R & R Chi-Square = 10.10 DF = 1 INDUSTRY 1 2 N<= 16 6 N> 4 14 Median 3.00 4.00 P = 0.001 Individual 95.0% CIs +---------+---------+---------+-----(---------* (-------*---------) +---------+---------+---------+-----2.0 3.0 4.0 5.0
Q3-Q1 1.00 2.00
Overall median = 3.00 A 95.0% CI for median (1) median (2): (-3.00,-1.00)
By looking at the results we can say with 99.999 % (p value = 0.001) confidence level that the Null Hypothesis is wrong and hence, There is a considerate amount of difference in satisfaction level of employees for Rewards & Recognition in two industries People are happier in Alcohol Beverage Industry (i.e. 2) with 14 people out of 20 choosing 4 than in Manufacturing Industry (i.e. 1) with 16 people choosing 3. In Alcohol & Beverage Industry Employees are more satisfied with Rewards & Recognition given over there, Hence Alcohol & Beverage Industry is Better than Manufacturing Industry CHALLENGING JOB Null Hypothesis There is no difference in the satisfaction level for Challenging work in two industries
(2.1) Kruskal-Wallis Test: Challenging Job versus INDUSTRY

Kruskal-Wallis Test on Challenging Job INDUSTRY 1 2 Overall H = 6.40 H = 7.22 N 20 20 40 Median 3.000 4.000 Ave Rank 15.8 25.2 20.5 Z -2.53 2.53
DF = 1 DF = 1
P = 0.011 P = 0.007
(adjusted for ties)
By looking at the results we can say with 99.989 % (p value 0.011) confidence level that the Null Hypothesis is wrong and hence, there is a considerate amount of difference in satisfaction level of employees for Challenging Work in two industries. People are happier in Alcohol Beverage Industry (i.e. 2) with Median 4 than in Manufacturing Industry (i.e. 1) with Median 3. (2.2) Mood Median Test: Challenging Job versus INDUSTRY
Mood median test for Challenging Job Chi-Square = 5.01 DF = 1 P = 0.025 INDUSTRY 1 2 N< 12 5 N>= 8 15 Median 3.00 4.00 Q3-Q1 2.00 0.75 Individual 95.0% CIs -----+---------+---------+---------+(--------------*-------------------) * -----+---------+---------+---------+2.50 3.00 3.50 4.00
Overall median = 4.00 A 95.0% CI for median(1) - median(2): (-1.00,0.00)
By looking at the results we can say with 99.975 % (p value = 0.025) confidence level that the Null Hypothesis is wrong and hence, There is a considerate amount of difference in satisfaction level of employees for Challenging Job in two industries People are happier in Alcohol Beverage Industry (i.e. 2) with 15 people out of 20 choosing 4 than in Manufacturing Industry (i.e. 1) with 12 people choosing 3
Page 29
In Alcohol & Beverage Industry Employees have more Challenging Work than in Manufacturing Industry. Hence Alcohol & Beverage Industry is Better than Manufacturing Industry
OPPORTUNITIES TO LEARN AND GROW Null Hypothesis There is no difference in the satisfaction level for Opportunities to learn & grow in two industries (3.1) Kruskal-Wallis Test: Opportunities to Learn and Grow versus INDUSTRY
Kruskal-Wallis Test on opportunities to learn and Grow INDUSTRY 1 2 Overall H = 8.46 H = 9.14 N 20 20 40 Median 3.000 4.000 Ave Rank 15.1 25.9 20.5 Z -2.91 2.91
DF = 1 DF = 1
P = 0.004 P = 0.002
(adjusted for ties)
By looking at the results we can say with 99.996 % (p value 0.004) confidence level that the Null Hypothesis is wrong and hence, there is a considerate amount of difference in satisfaction level of employees for Opportunities to Learn & Grow in two industries. People are happier in Alcohol Beverage Industry (i.e. 2) with Median 4 than in Manufacturing Industry (i.e. 1) with Median 3.
(3.2) Mood Median Test: opportunities to learn and Grow versus INDUSTRY
Mood median test for opportunities to learn and Grow Chi-Square = 4.91 DF = 1 P = 0.027 INDUSTRY 1 2 N< 13 6 N>= 7 14 Median 3.00 4.00 Q3-Q1 3.00 1.75 Individual 95.0% CIs -----+---------+---------+---------+(---------------------*------------) (---------* -----+---------+---------+---------+1.60 2.40 3.20 4.00
Page 30
By looking at the results we can say with 99.973 % (p value = 0.027) confidence level that the Null Hypothesis is wrong and hence, There is a considerate amount of difference in satisfaction level of employees for Opportunities to Learn & Grow in two industries People are happier in Alcohol Beverage Industry (i.e. 2) with 14 people out of 20 choosing 4 than in Manufacturing Industry (i.e. 1) with 13 people choosing 3 In Alcohol & Beverage Industry Employees have more Opportunities to Learn & Grow than in Manufacturing Industry, Hence Alcohol & Beverage Industry is Better than Manufacturing Industry
TEAM LEADERS COOPERATIVENESS Null Hypothesis There is no difference in the satisfaction level for Team Leaders Cooperativeness & Regular work related Feedback in two industries (4.1) Kruskal-Wallis Test: Team Leaders Cooperativeness & versus INDUSTRY
Kruskal-Wallis Test on Team Leaders Cooperativeness & INDUSTRY 1 2 Overall H = 5.54 H = 6.08 N 20 20 40 Median 3.000 4.000 Ave Rank 16.2 24.9 20.5 Z -2.35 2.35
DF = 1 DF = 1
P = 0.019 P = 0.014
(adjusted for ties)
By looking at the results we can say with 99.981 % (p value 0.019) confidence level that the Null Hypothesis is wrong and hence, there is a considerate amount of difference in satisfaction level of employees for their Team Leaders Cooperativeness in two industries.
Page 31
People are happier in Alcohol Beverage Industry (i.e. 2) with Median 4 than in Manufacturing Industry (i.e. 1) with Median 3. (4.2) Mood Median Test: Team Leaders Cooperativeness versus INDUSTRY
Mood median test for Team Leaders Cooperativeness Chi-Square = 8.29 DF = 1 P = 0.004 INDUSTRY 1 2 N< 13 4 N>= 7 16 Median 3.00 4.00 Q3-Q1 1.00 1.00 Individual 95.0% CIs +---------+---------+---------+-----*-------------------) *--------------) +---------+---------+---------+-----3.00 3.50 4.00 4.50
By looking at the results we can say with 99.996 % (p value = 0.004) confidence level that the Null Hypothesis is wrong and hence, There is a considerate amount of difference in satisfaction level of employees for their Team Leaders Cooperativeness in two industries People are happier in Alcohol Beverage Industry (i.e. 2) with 16 people out of 20 choosing 4 than in Manufacturing Industry (i.e. 1) with 13 people choosing 3 In Alcohol & Beverage Industry Employees are more happy with their Team Leaders than in Manufacturing Industry, Hence Alcohol & Beverage Industry is better than Manufacturing Industry
COMMUNICATION SYSTEM Null Hypothesis There is no difference in the satisfaction level for Communication System in two industries (5.1) Kruskal-Wallis Test: communication system versus INDUSTRY
Kruskal-Wallis Test on communication system
Page 32
INDUSTRY 1 2 Overall H = 19.44 H = 21.20
N 20 20 40
Median 3.000 4.000
Ave Rank 12.4 28.7 20.5
Z -4.41 4.41
DF = 1 DF = 1
P = 0.000 P = 0.000
(adjusted for ties)
By looking at the results we can say with 100 % (p value 0.000) confidence level that the Null Hypothesis is wrong and hence, there is a considerate amount of difference in satisfaction level of employees Communication System in two industries. People are happier in Alcohol Beverage Industry (i.e. 2) with Median 4 than in Manufacturing Industry (i.e. 1) with Median 3.
(5.2) Mood Median Test: communication system versus INDUSTRY

Mood median test for communication system Chi-Square = 25.60 DF = 1 P = 0.000 INDUSTRY 1 2 N<= 18 2 N> 2 18 Median 3.00 4.00 Q3-Q1 1.00 1.00 Individual 95.0% CIs --------+---------+---------+-------(----------* *----------) --------+---------+---------+-------2.80 3.50 4.20
Overall median = 3.50 A 95.0% CI for median(1) - median(2): (-1.00,-1.00)
By looking at the results we can say with 100 % (p value = 0.000) confidence level that the Null Hypothesis is wrong and hence, There is a considerate amount of difference in satisfaction level of employees with their Communication System in two industries People are happier in Alcohol Beverage Industry (i.e. 2) with 18 people out of 20 choosing 4 than in Manufacturing Industry (i.e. 1) with 18 people choosing 3 In Alcohol & Beverage Industry Employees are more happy with their Communication System than in Manufacturing Industry, Hence Alcohol & Beverage Industry is better than Manufacturing Industry
Page 33
ANALYSIS OF PARAMETERS FOR COMPETITIVE ADVANTAGE OPERATIONAL EXPENSE Null Hypothesis There is no difference in the Operational Expense reduction with employee engagement in two industries (1.1) Kruskal-Wallis Test: Operational Expense versus Industry
Kruskal-Wallis Test on Operational Expense Industry 1 2 Overall H = 2.06 H = 2.34 N 10 10 20 Median 3.500 4.000 Ave Rank 8.6 12.4 10.5 Z -1.44 1.44
DF = 1 DF = 1
P = 0.151 P = 0.126
(adjusted for ties)
By looking at the results we can say with 99.849 % (p value 0.151) confidence level that the Null Hypothesis is wrong and hence, there is a considerate amount of difference in Operational Expense reduction with employee engagement in two industries. People have more Operational Expense reduction with employee engagement in Alcohol Beverage Industry (i.e. 2) with Median 4 than in Manufacturing Industry (i.e. 1) with Median 3. (1.2) Mood Median Test: Operational Expense versus Industry
Mood median test for Operational Expense Chi-Square = 3.81 DF = 1 P = 0.051 Industry 1 2 N< 5 1 N>= 5 9 Median 3.50 4.00 Q3-Q1 1.25 1.00 Individual 95.0% CIs +---------+---------+---------+-----(-------*-------------) *---------------) +---------+---------+---------+-----3.00 3.60 4.20 4.80
Overall median = 4.00 A 95.0% CI for median (1) median (2): (-2.00,0.00)
By looking at the results we can say with 99.949 % (p value = 0.051) confidence level that the Null Hypothesis is wrong and hence, There is a considerate amount of difference in Operational Expense reduction with employee engagement in two industries
People have more Operational Expense reduction with employee engagement in Alcohol Beverage Industry (i.e. 2) with 9 people out of 10 choosing 4 than in Manufacturing Industry (i.e. 1) with 5 people choosing 3 In Alcohol & Beverage Industry there is more reduction of Operational Expense with employee engagement than in Manufacturing Industry, Hence Alcohol & Beverage Industry is better than Manufacturing Industry ATTRITION RATE Null Hypothesis There is no difference in the Operational Expense reduction with employee engagement in two industries (2.1) Kruskal-Wallis Test: Attrition Rate versus Industry
Kruskal-Wallis Test on Attrition Rate Industry 1 2 Overall H = 1.29 H = 1.73 N 10 10 20 Median 3.000 4.000 Ave Rank 9.0 12.0 10.5 Z -1.13 1.13
DF = 1 DF = 1
P = 0.257 P = 0.189
(adjusted for ties)
By looking at the results we can say with 99.743 % (p value 0.257) confidence level that the Null Hypothesis is wrong and hence, there is a considerate amount of difference in Attrition Rate reduction with employee engagement in two industries. People have more Attrition Rate reduction with employee engagement in Alcohol Beverage Industry (i.e. 2) with Median 4 than in Manufacturing Industry (i.e. 1) with Median 3. (2.2) Mood Median Test: Attrition Rate versus Industry
Mood median test for Attrition Rate Chi-Square = 1.82 DF = 1 P = 0.178 Industry 1 2 N<= 7 4 N> 3 6 Median 3.00 4.00 Q3-Q1 1.00 1.00 Individual 95.0% CIs +---------+---------+---------+-----*--------------------------------) (--------------------------------* +---------+---------+---------+------
Page 35
3.00 Overall median = 3.00
3.30
3.60
3.90
A 95.0% CI for median(1) - median(2): (-1.00,1.00)
By looking at the results we can say with 99.822 % (p value = 0.178) confidence level that the Null Hypothesis is wrong and hence, There is a considerate amount of difference in Attrition Rate reduction with employee engagement in two industries People have more Attrition Rate reduction with employee engagement in Alcohol Beverage Industry (i.e. 2) with 6 people out of 10 choosing 4 than in Manufacturing Industry (i.e. 1) with 7 people choosing 3 In Alcohol & Beverage Industry there is more reduction of Attrition Rate with employee engagement than in Manufacturing Industry, Hence Alcohol & Beverage Industry is better than Manufacturing Industry ABSENTEEISM Null Hypothesis There is no difference in the Absenteeism reduction with employee engagement in two industries
(3.1) Kruskal-Wallis Test: Absenteeism versus Industry
Kruskal-Wallis Test on Absenteeism Industry 1 2 Overall H = 3.16 H = 3.73 N 10 10 20 Median 3.000 4.000 Ave Rank 8.2 12.9 10.5 Z -1.78 1.78
DF = 1 DF = 1
P = 0.076 P = 0.053
(adjusted for ties)
By looking at the results we can say with 99.743 % (p value 0.257) confidence level that the Null Hypothesis is wrong and hence, there is a considerate amount of difference in Absenteeism rate reduction with employee engagement in two industries. People have more Absenteeism rate reduction with employee engagement in Alcohol Beverage Industry (i.e. 2) with Median 4 than in Manufacturing Industry (i.e. 1) with Median 3.
(3.2) Mood Median Test: Absenteeism versus Industry

Mood median test for Absenteeism Chi-Square = 5.05 DF = 1 P = 0.025 Industry 1 2 N< 7 2 N>= 3 8 Median 3.00 4.00 Q3-Q1 1.00 0.25 Individual 95.0% CIs +---------+---------+---------+-----*--------------------------------) (----------* +---------+---------+---------+-----3.00 3.30 3.60 3.90
By looking at the results we can say with 99.822 % (p value = 0.178) confidence level that the Null Hypothesis is wrong and hence, There is a considerate amount of difference in Absenteeism rate reduction with employee engagement in two industries People have more Absenteeism rate reduction with employee engagement in Alcohol Beverage Industry (i.e. 2) with 8 people out of 10 choosing 4 than in Manufacturing Industry (i.e. 1) with 7 people choosing 3 In Alcohol & Beverage Industry there is more reduction of Absenteeism rate with employee engagement than in Manufacturing Industry, Hence Alcohol & Beverage Industry is better than Manufacturing Industry Hence, we can say with reference to the above analysis that Alcohol & Beverage Industry is Better than Manufacturing Industry and hence has Competitive advantage over Manufacturing Industry. CONCLUSION Employee Engagement is the buzz word term for employee communication. It is a positive attitude held by the employees towards the organization and its values. It is rapidly gaining popularity, use and importance in the workplace and impacts organizations in many ways. Employee engagement emphasizes the importance of employee communication on the success of a business. An organization should thus recognize employees, more than any other variable, as powerful contributors to a company's competitive position.
Therefore employee engagement should be a continuous process of: (b) Learning (c) Improvement (d) Measurement (e) Action We would hence conclude that raising and maintaining employee engagement lies in the hands of an organization and requires a perfect blend of time, effort, commitment and investment to craft a successful endeavor. Some of the parameters that ensure employee engagement: (1) Strong Leadership: Engagement has to be a leadership-driven initiative from the most senior level all the way to the front line. No one affects an employees engagement as much as his or her immediate leader. Engaged leaders coach proactively for success, inspire loyalty and trust, and build an environment in which employees are motivated and engaged. (2) Strong Systems & Strategies: To foster an environment of engagement, organizations need strong systems and strategies that promote and support engagement. Hiring and selection systems that measure motivation and the propensity for engagement, leadership training in certain skills (coaching, influencing others, managing change), performance management and accountability systems that provide direction, support, and objective assessmentsall work together to provide a foundation and environment in which engagement can flourish. (3) Creating Job Fit: Ultimately, engagement lies in the heart of the employee. Measuring motivational and job fit during the hiring process ensures that you select people who can and want to find meaning in their work.
Some people have personal characteristics that correlate with higher levels of engagement, and those characteristics can be screened for during the hiring process. Once youve hired the right people, engagement can be either fueled or hampered by the work environment and quality of leadership. Finally, when organizations have engaged employees, the long-term benefits appear in the bottom line. Organizations have more satisfied and loyal customers, increased profits, better-quality products or services, and greater growth potential. In the end, the rewards are many. A fully engaged workforce is a loyal workforceexpect turnover to drop. In addition, an engaged workforce will give the extra effort your organization needs to remain competitive. RELATIONSHIP BETWEEN EMPLOYEE ENGAGEMENT AND ORGANISATIONAL SUCCESS ENGAGED EMPLOYEES: The right work environment should, of course, lead to a heightened sense of employee motivation, which, in turn, leads to enhanced or discretionary effort. Enhanced effort is not just putting in the extra time; its also getting things right the first time and going out of ones way for the customer. The factors determining satisfaction in Herzbergs work are surprisingly similar to the elements of employee engagement. According to Herzberg, the true motivators at work include achievement, recognition, work itself, responsibility, advancement, and personal growth. The same things that drive motivation and enhanced effort also increase employee loyalty to the organization. Many studies have shown that employees base their decisions to stay or leave on factors related to employee engagement. It is not uncommon for employees to leave high-paying or high-status jobs because they dont feel fulfilled. D DIs Leadership Forecast study found that about one-quarter of leaders have considered dropping out of their leadership positions, largely because they want to pursue other personal or career goals.
Building an engaging work environment is key to making sure that employees find fulfillment in their current jobs. Organizations that lose employees by failing to create engagement will pay the price. Past studies have shown that in an organization of 10,000 employees, the cost of a single percentage point of turnover can exceed $366,000 ORGANIZATIONAL SUCCESS: The power of employee engagement is that it is closely connected to business results. The results are overwhelming, and its clear that employee engagement plays a strong role in business success. In particular, engagement can find support in the Service Profit Chain and the Balanced Scorecard. Both of these conceptual models demonstrate the power and impact of people practices and human capital on company performance. For employee engagement, we classify the primary business outcomes into four categories. When employees work in an environment in which they can focus their attention on their work and have a drive to do their best, organizations experience higher levels of productivity and profitability. Engaged employees look for better ways to do their work, spend less time on wasted activities, and make effective use of resources. In the end, companies deliver better products or services and have more resources left to invest in further improvements. Although it is an important consideration, high financial compensation is not the only driver of increased employee retention. As addressed previously, employees decide to stay with organizations for other reasons, such as growth and development opportunities, strong leadership, and meaningful work. Turnover costs organizations millions of dollars each year, and engagement has a proven relationship to employee retention. No one likes going into a store where the sales clerks are sullen, absent, or uncooperative. Its easy to see why customers notice engaged employees and are more satisfied and willing to purchase again. For example, Tom Labadie, director of training and development at Comp USA states, When you walk into a store with high engagement scores, you can sense the positive tone. Employees whistle and smile,
they approach customers, and the store gives off that elusive approachable feeling that customers appreciate. Organizations with engaged employees have more satisfied customers, but its not just because employees have better interactions with customers. Engaged employees are more likely to improve other critical factors affecting customer satisfaction, such as responsiveness, product quality, thought leadership, innovation, etc. Finally, higher engagement translates into higher and faster revenue growth. Engaged employees are more innovative and place more emphasis on meeting customer needs. The what can I do better or differently attitude of engaged employees versus the its not in my job description attitude of the unengaged simply leads to better financial performance.
Page 41
RECOMMENDATIONS Using the research to enhance engagement: (1) Leveraging the global drivers:
The emergence of the four global influencers helps orient a global employer toward areas with the greatest potential impact on workforce engagement. Throughout their operations, multinationals should look for both common threads of engagement across countries and distinct or unique drivers in each major cluster or location. This can provide the framework for a global engagement strategy, lending cohesiveness, consistency and efficiency to engagement initiatives. Strategic HR management practices across the organization also support a global employer brand, a sense of common corporate culture, a consistent basis for leadership training, more permeable internal boundaries for employees cross-unit moves, and other benefits. Some of the hallmarks of organizations that excel in leveraging these four global drivers to enhance engagement: (a) The work itself, including opportunities for development:
Engagement-focused companies have found ways to make work an effective driver of employee engagement. For example, although these companies may have flattened their organizations, limiting the opportunities for traditional promotions and upward advancement, they allow employees to grow within a job through expanded training opportunities and to move laterally within the organization. Particularly important in these companies is explaining how jobs fit into the overall mosaic of the functions and activities that bring services and products to customers, so employees can map out and understand how their contributions fit into the larger scheme of things. These factors are in addition to the work itself, which may have intrinsic appeal to each employee. (b) Confidence and trust in leadership:
Page 42
Engaged employees see and experience their leaders acting in accord with the expressed values of the organization and allocating resources in ways that support strategy. Strong leaders believe in acting in visible and transparent ways that generate involvement with customers and employees. Leaders who can help employees see how strategy relates to various processes and procedures build engagement. (c)Recognition and rewards: Recognizing individual and group performance and contributions in tangible and immediate ways enhances an employees sense of the organizations appreciation and support of his or her efforts. While competitive pay and cash bonuses are not, in and of themselves, engagement drivers, they should be structured so as to be internally fair and externally competitive and, therefore, not de-motivators. Nonmonetary rewards, both formal and informal, are an effective part of a reward mix that supports engagement. (d) Organizational communication:
In organizations with engaged workforces, information cascades from top management to employees in a timely and orderly fashion, with processes established to build upward flow of information from employees to top management. Supervisors are trained to actively disseminate information, handle questions and provide feedback effective ways to build awareness, understanding and cooperation. Communication is planned, yet it is flexible enough to meet the day today needs of information-thirsty employees and crafted to take into account the various learning styles within the organization and the communication vehicles preferred by employees (for example, face-toface meetings, e-mail, intranets, print newsletters or regular home mailings).
Page 43
LIMITATIONS Every research study has certain limitations and the present study is no more exception. These are: Interviewing of the executive of top echelon position who are involved in decision making busy in the Organization State of affair. So it is not possible to contact all of those every busy executives. The terminology used in the subject is highly technical in nature and creates a lot of ambiguity. Confidentiality of the management is the strongest hindrance to the collection of data and scientific analysis of the study. All the secondary data are required were not available. Respondents were found hesitant in revealing opinion about their engagement level. In spite of all these limitations, I have made a humble attempt to present an analytical picture of the study with some suggestion for the long run implementation.
Page 44
REFERANCE AND BIBLIOGRAPHY

Human Resource Management, R P Mohanty. K Ashwathappa, (1997) Human Resource and Personnel Management, Tata McGrawHill John M. Ivancevich, Human Resource Management, Tata McGraw- Hill, 2004 http://en.wikipedia.org/wiki/Employee_engagement http://retention.naukrihub.com/increase-employee-engagement.html http://www.infosys.com/iengage/platforms/Pages/employeeengagement-platform.aspx http://www.opcuk.com/downloads/examples_of_employee_engageme nt_approaches.pdf http://www.thomsons.asia/page/18008/asia/reward-newsknowledge/employee-rewards-and-benefits-news/articles/pooremployee-engagement-damaging-to-organisations?fromSearch=true Harter, J.K., Schmidt, F.L. & Hayes, T.L. (2002). Business-unit-level Relationship between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-Analysis. Journal of Applied Psychology, 87(2), 268-279
Page 45
APPENDICES
(1)
QUESTIONNAIRE FOR EMPLOYEES
Page 46
A STUDY ON EMPLOYEE ENGAGEMENT

DEMOGRAPHIC DETAILS: (1) NAME (Optional): (2) AGE: (A) 20-25 yrs yrs (3) DEPARTMENT: (B) 26-30 yrs (C ) 31-35 yrs (D) 36 or more
Please rate on a scale of 1-5 (Where 1 is Very Bad and 5 is Excellent) against each question:
(1) Rate your satisfaction level with the rewards and recognition given at your
Company
(2) Please rate the challenge and motivation level in your job responsibility
(3) Rate as in the number of opportunities you had to learn and Grow
(4) Rate your Team Leader in terms of his/her cooperativeness & providing
regular work related feedback
(5) You feel that your company has open communication system, rate on a scale
of 1-5
THANK YOU
Page 47
(2)
QUESTIONNAIRE FOR EXECUTIVES
A STUDY ON EMPLOYEE ENGAGEMENT Shailja Pandey (D 49) Page 48
DEMOGRAPHIC DETAILS: (1) NAME (Optional): (2) AGE: (A) 20-25 yrs yrs (3) DEPARTMENT: (B) 26-30 yrs (C ) 31-35 yrs (D) 36 or more
Rate the following statements on a scale of 1-5 (Where 1 is Very Bad and 5 is Excellent):
(1) Rate the effect of Rewards and Recognition on employees productivity (2) Rate the effect of giving more challenging work on productivity (3) Rate the effect of opportunities to learn & grow on Productivity
(4) Rate the effect of a cooperative & caring team leader on productivity of team members (5) Rate the effect of engagement level of employees towards reduction of operational expense
(6) Rate the effect of engagement level of employees towards attrition rates (7) Rate the effect of engagement level of employees towards absenteeism
THANK YOU
Page 49

Shailja Pandey 09020441101 D 49 HR

Transféré par

Informations du document

Description originale:

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Shailja Pandey 09020441101 D 49 HR

Transféré par

Droits d'auteur :

Formats disponibles

2009-2011

Employee Engagement: The Key to Realizing Competitive Advantage

Shailja Pandey (D 49)

Shailja Pandey (D 49)

Shailja Pandey (D 49)

Shailja Pandey (D 49)

Engagement Value Proposition

Shailja Pandey (D 49)

Shailja Pandey (D 49)

Shailja Pandey (D 49)

Shailja Pandey (D 49)

Shailja Pandey (D 49)

As per MERCER Survey Report

Shailja Pandey (D 49)

Shailja Pandey (D 49)

TOP FIVE DRIVERS IN INDIA

Shailja Pandey (D 49)

(1) Mercers Employee Engagement Model:

feels valued and involved at work and expresses views freely

Resilient to short-term dissatisfies.

Shailja Pandey (D 49)

Methodology including approaches attempted and discarded, problems experienced.

# Total Rewards - Pay - Benefits/ retirement Savings - Recognition

# Opportunities - Career Opportunit ies - Learning & Developm ent

# Procedures - People/ HR Practices - Managing Performance - Work Processes

Shailja Pandey (D 49)

Alcohol & Beverage Industry:

Shailja Pandey (D 49)

Shailja Pandey (D 49)

(adjusted for ties)

Q3-Q1 1.00 2.00

(2.1) Kruskal-Wallis Test: Challenging Job versus INDUSTRY

(adjusted for ties)

Overall median = 4.00 A 95.0% CI for median(1) - median(2): (-1.00,0.00)

Shailja Pandey (D 49)

(adjusted for ties)

Shailja Pandey (D 49)

Overall median = 4.00 A 95.0% CI for median(1) - median(2): (-2.00,0.00)

(adjusted for ties)

Shailja Pandey (D 49)

Overall median = 4.00 A 95.0% CI for median(1) - median(2): (-1.00,0.00)

Shailja Pandey (D 49)

INDUSTRY 1 2 Overall H = 19.44 H = 21.20

Median 3.000 4.000

Ave Rank 12.4 28.7 20.5

(adjusted for ties)

(5.2) Mood Median Test: communication system versus INDUSTRY

Overall median = 3.50 A 95.0% CI for median(1) - median(2): (-1.00,-1.00)

Shailja Pandey (D 49)

(adjusted for ties)

(adjusted for ties)

Shailja Pandey (D 49)

3.00 Overall median = 3.00

A 95.0% CI for median(1) - median(2): (-1.00,1.00)

(adjusted for ties)

(3.2) Mood Median Test: Absenteeism versus Industry

Overall median = 4.00 A 95.0% CI for median(1) - median(2): (-1.00,0.00)

Shailja Pandey (D 49)

Shailja Pandey (D 49)

Shailja Pandey (D 49)

Shailja Pandey (D 49)

REFERANCE AND BIBLIOGRAPHY