Mba Project

INTRODUCTION
Employee Engagement has become a hot topic which is commanding the attention of an ever increasing number of companies. It is somewhat surprising therefore that, as yet, there is no generally accepted single definition of employee engagement. Many companies and HR managers are talking about it, but very few define it. So our purpose here is to provide a succinct review of the research into employee engagement, and to offer a range of definitions, including our own working definition. One of the most comprehensive reviews of the research is "Employee Engagement. The Conference Board offers a synthesised definition which sees employee engagement as "A heightened emotional connection that an employee feels for his or her organization, that influences him or her to exert greater discretionary effort to his or her work." Employee Engagement: "A combination of commitment to the organisation and its values, plus a willingness to help out colleagues (organisational citizenship). It goes beyond job satisfaction and is not simply motivation. Engagement is something the employee has to offer: it cannot be 'required' as part of the employment contract."
The question is: what circumstances or conditions are needed before a person can feel that heightened emotional connection or sense of commitment and organisational citizenship? In other words, what are the key ingredients of employee engagement? Digital Opinion's own research points to the following:

The nature of the work Support Recognition Loyalty Advocacy Values
In our view these are the pre-requisites for employee engagement. They inform our definition: "Engaged employees enjoy their work and are proud to tell people that they work for the Company. They go the extra mile to help their customers and colleagues, and they want to stay and develop a career with the Company. In the long run they are the real contributors." And they are the key factors which underpin our approach to conducting employee engagement surveys and helping companies to raise the level of engagement.
Why does employee engagement matter?
Employee engagement matters because engaged employees create loyal customers who, in turn, drive profitable growth. That is the simple conclusion at the heart of "Putting the Service-Profit Chain to Work", a seminal study of successful service organizations published in the Harvard Business Review in 1994. Based on an analysis of major US corporations such as Banc One, Intuit Corporation, Southwest Airlines, ServiceMaster, USAA, Taco Bell, and MCI, the Harvard study established the links in the Service-Profit Chain: Profit and growth are stimulated primarily by customer loyalty. Customer loyalty is a direct result of customer satisfaction. Customer satisfaction is largely influenced by the value they attach to the services provided. Value is created by satisfied, loyal, and productive employees. Employee satisfaction, loyalty and productivity are in turn stimulated by policies, practices and support services which inspire employees to deliver results to customers.
In other words, how employee engagement impacts on customer satisfaction and profitability. And it shows management the importance of focusing on the factors which drive engagement: investment in recruitment, training and development, and the technology that supports people, together with performance management systems which properly link performance and pay. For other business leaders the statistics are not necessary. To them the relationship between employee engagement and profitable growth is self-evident. When asked which measurements "give the best sense of a company's health" in a recent Business Week advice column, former GE Chairman and CEO Jack Welch replied: "Employee engagement first. It goes without saying that no company, small or
large, can win over the long run without energized employees who believe in the mission and understand how to achieve it. That's why you need to take the measure of employee engagement at least once a year through anonymous surveys in which people feel completely safe to speak their minds." And as Richard Branson says: "We embarked on consciously building Virgin into a brand which stood for quality, value, fun and a sense of challenge. We also developed these ideas in the belief that our first priority should be the people who work for the companies, then the customers, then the shareholders. Because if the staffs are motivated then the customers will be happy, and the shareholders will then benefit through the company's success." Summary shows what some of the world's most respected business leaders already know: the links between employee engagement, customer satisfaction and organisational performance are beyond question. However, it also shows that high levels of engagement are far from being the norm. Indeed, recent research from Towers Perrin1 describes employee disengagement as a global epidemic. Therefore, the challenge for many companies is to properly measure engagement, identify its key drivers and create a culture is which engagement becomes "the way we do things around here". How do we measure employee engagement? There is no generally accepted definition of employee engagement. So it is not really surprising that there is no definitive methodology for measuring it. Most research organizations favor the use of a survey, and have developed distinctive approaches: The Gallup Organisation is well known for its Q12 approach and Towers Perrin-ISR for its cognitive - affective - behavioral engagement model, but none can claim to offer the last word on the subject. Nevertheless, any organisation
seeking to measure and raise the level of engagement does need to employ a structured approach based on a tried and tested model. Below we explain Digital Opinion's engagement model and our approach to measuring engagement. We define employee engagement as follows: "Engaged employees enjoy their work and are proud to tell people that they work for the Company. They go the extra mile to help their customers and colleagues, and they want to stay and develop a career with the Company. In the long run they are the real contributors." This definition forms the basis for our model, which reduces the inherent complexity to measurable proportions. Figure 1 Engagement model
In the model, employee engagement has two dimensions: the first relates to the satisfaction that people get from the individual jobs that they do. The second relates to the commitment and loyalty they feel towards their employer. Each dimension has three facets which form the basis for six key questions.
The satisfaction dimension focuses on: The extent to which people feel that they are doing the job they want to do and are equipped to do The extent to which people feel supported in their efforts by their manager and colleagues
Work
Support
Recognition
The extent to which people feel that their efforts and contribution are recognised and valued
The commitment dimension focuses on: The extent to which people want to stay and develop a career with the company The extent to which people are willing to recommend their company to family and friends The extent to which people feel that managers and colleagues "walk the talk" in terms of the company's values
Loyalty
Advocacy
Values
The combined scores for these six questions enable us to construct an Engagement Matrix which describes the level of engagement in a Company or any part of that company.
Engaged employees are those who get satisfaction from their work and are committed to their employer. They are the real contributors. Disaffected employees are those who are negative on both counts. They can be expected to make a minimal contribution, have a negative impact on their colleagues, or leave the Company. The two most interesting categories are the uncommitted and the frustrated. The former are those who take satisfaction from their individual jobs but have little sense of commitment to the company. The latter are those who are committed to the Company Having established a measure of engagement we then look at how each of the other issues covered by the survey affects those two dimensions, and identify the things that matter most to its people - the key drivers of engagement. Those are the issues that need to be focused on to raise the level of engagement.
The engagement process At Digital Opinion we see raising employee engagement as an ongoing business improvement process which needs to be directed by senior management but driven by line managers and team leaders working with their teams. Our recommended approach to managing an engagement survey and post-survey actions depends on which stage of the process the client is at.
Year one: Company-wide focus For the first year we recommend a top level company-wide approach. Senior management and HR assume direct responsibility for promoting the survey, maximizing the response, championing post-survey actions and ensuring that they are followed through. Analysis and reporting are conducted at a company widelevel and the focus is on the big engagement issues rather than departmental or team level concerns. This company-wide approach reduces concerns about confidentiality and helps to maximize the response. Positioning the senior team as
the principal engagement champions helps to raise the profile of employee engagement throughout the company. Year two: Divisional/departmental focus For the second year we recommend a more in-depth approach. Senior management and HR continue to play a part in promoting the survey, and monitoring the rollout of post-survey actions. However, direct responsibility for the survey and the broader engagement process is delegated to the next management tier such as divisional/departmental heads. It is now their responsibility to maximize the response, champion post-survey actions and ensure that they are followed through. Analysis and reporting are conducted at a divisional/departmental as well as at a Companywide-level, and the focus is now on the generation of divisional/departmental solutions to the key engagement issues. The tangible improvements which followed the first survey should help to ensure a high level of involvement in the survey and commitment to the engagement process. Year three: Team focus After two surveys and two rounds of the engagement process it is time to delegate responsibility for engagement down to line managers and team leaders. It is their task to maximize the response, champion post-survey actions and ensure that they are followed through. Analysis and reporting are now conducted at a team level as well as at a divisional/departmental and Companywide-level, and the focus is on line managers and team leaders working with their teams to the generate team solutions to the key engagement issues. It is at this level - line managers and team leaders working with the own teams - that engagement really takes root and becomes an integral part of the company's culture. And in that context it is useful
to recall the point made by the CIPD: Engagement is something the employee has to offer: it cannot be "required" as part of the employment contract.
The role of the line manager in employee engagement The link between employee engagement and business performance is well documented. However, the link between the line manager and employee engagement is rather less well understood. That is one of the principal conclusions of a 2003 study into the relationship between organisational performance and the way people are managed, conducted by the Bath University School of Management for the CIPD1. It makes the point that while senior managers and HR play the lead part in policy design, it is usually the line manager or team leader who is responsible for translating policy into company practice. Figure 1, below, shows the influence that line managers have over both performance and engagement. In our view line managers and team leaders do, indeed, play a key role in determining how effectively desired practices become embedded within the organisation and, through that, how engaged people are. Our data indicates that, in many respects, line managers appear to be doing a good job. As a rule they appear to approachable and willing to listen, they provide guidance, are supportive and treat people with dignity and respect. Not surprisingly most employees report a good working relationship with their line manager. However, when we look at how well line managers translate specific company policies into practice we tend to see a rather different picture, particularly in the
area of performance management. Our data shows that very few line managers or team leaders are good at setting specific personal performance targets for their people or conducting useful performance appraisals or training reviews. Most notably, few are able to deal effectively with individuals who do not perform well. The reasons are not hard to find. Line managers or team leaders might be expected to play a key role in people management but they seldom receive adequate training in that area. Nor is their own performance measured on the basis of how effective they are as people managers, or how well they engage their teams. As the Bath School of Management/CIPD report says: line managers are a critical but neglected resource in the delivery of performance. Therefore, companies seeking to properly engage their people need to recognize the importance of line managers and team leaders in that process and review the time and resources they commit to developing their people management skills. They also need to start thinking about linking line managers' and team leaders' pay to people performance and engagement metrics. For many companies that would be a major step, but if we believe the evidence linking engagement to business performance, the rewards are potentially very high.
CHAPTER-III RESEARCH METHODOLOGY

The purpose of research methodology is to describe the research procedure. It includes the overall research design, the sampling procedures, the data collection methods & analysis, and interpretation of data. Research is a systematized effort to gain new knowledge in the area of study .In shorts the search for knowledge through objective and systematic method findings solution to a problem in research.
3.1 RESEARCH DESIGN

A research design is the arrangement of conditions for collection and an analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. In fact the research design is the blue print for collection, measurement and analysis of data.
DESCRIPTIVE STUDY
It is undertaken in order to ascertain and be able to describe the characteristics of variables of in a situation.
PILOT STUDY
Pilot study is in fact the replica and rehearsal of the main survey. It brings to the light weakness of the questionnaire
3.2 Sampling technique:

In convenience sampling is used in this study.
Convenience sampling:
This sampling refers to the collection of information from members of the population who are conveniently available to provide it. The most easily accessible members are chosen as subjects.(it is quick convenient,& less expensive.)
Instrument design:
The research instrument in this case was questionnaire. It was framed with open-ended; close ended and multiple choice questions.
Questionnaire:
Collection of data through questionnaire: The questionnaire is sent to the persons concerned with a request to answer the question & return the questionnaire after a particular time, a questionnaire consists of a number of questions printed in a definite order. The questionnaire is sent to respondents who are expected to read & understand the questions and write down the reply in the space meant for the purpose in the questionnaire itself.
Merits of questionnaire:
Respondents have adequate time to give well though answers.
Large samples can be made use of & thus the results can be made more dependable & reliable
De-merits of questionnaire:
It is difficult to know whether respondents are truly representative.
This method is likely to be the slowest of all. Questions can be classified in various ways one way of classification is as follows.
Open ended question Closed ended questions Dichotomous questions Multiple-choice questions
Open- ended questions:

In these questions, the respondents are given freedom to express their views, as there is wide range choice.
Closed-ended questions
These types of questions do not allow the respondent to give answer freely.
Dichotomous questions:
The Dichotomous questions have only two answers, yes or no; true or false.
In these two attractive are given, a positive and a negative one.
Multiple choice questions:

These questions consist of many answers the respondents have selected any one of these just tick the best one among the options given. .
3.3 DATA COLLECTION METHOD Sources of data

The present study is based on both
Primary Data Secondary data
Primary data:
The data which are collected at first hand either by researcher or someone else for the purpose of study is known as primary data
Secondary data:
The data those are already available. I referred to the data which have already been collected & analyzed by someone. I browsed internet to get the secondary data
Sampling method:
Sampling method is non-probability sampling method is used in this study.
3.4 TOOLS FOR DATA ANALYSIS

To analysis the result certain tools are used Percentage Analysis
Percentage analysis:
Percentage analysis refers to a specific kind of ratio, percentage are used in making comparisons two or more series of data percentage are used to describe the relationship. Percentage analysis = Number of respondents 100
Total Number of respondents x 2.Arithmetic mean :
The arithmetic mean set of N observation X1, X2, X3, ..N is defined by
FX AM = _________ N 3. CHI- SQUARE TEST METHOD:
It is a statistics tools for comparison of observed frequencies and expected frequencies is called chi square.
(O-E) = ___________ E 4.standard deviation method : It is a defined as the positive square root of the A.M. of the square of all deviation of the observation from that AM.
X
SD =__________
(X) 2 __________
DATA ANALYSIS AND
INTERPRETATION
TABLE-1 GENDER OF THE RESPONDENTS
S.NO 1 2
RESPONSE Male Female Total
NO. OF RESPONDENTS 70 30 100
PERCETNAGES 70% 30% 100%
CHART-1
TABLE-2 AGE OT THE RESPONDENTS
S.NO 1 2 3 4
RESPONSE 18 to 26 26 to 35 36to 44 45 and above Total
NO. OF RESPONDENTS 45 20 15 20 100
PERCETNAGES 45% 20% 15% 20% 100%
CHART-2
TABLE-3
QUALIFICATIONS OF THE RESPONDENTS
S.NO
RESPONSE
NO. OF
PERCETNAGES
1 2 3 4 5
10 12th
Diploma/polytechnic Under graduate Post graduate
th
RESPONDENTS 10 15 55 14 8 100
10% 15% 55% 14% 8% 100%
Total
CHART-3
TABLE-5
EXPERIENCE OF THE RESPONDENTS
S.NO 1 2 3 4 5
RESPONSE
Below 1year 2 to 4 years 5 to 8 years 8 to 15 years 16 and above
NO. OF RESPONDENTS 35 27 10 15 13 100
PERCETNAGES 35% 27% 10% 15% 13% 100%
Total
CHART-5
TABLE-6
MATERIAL AND EQUIPMENT NEED FOR EFFICIENT WORK
S.NO 1 2 3 4 5
RESPONSE
Completely agree Agree Partly agree Disagree Completely disagree
PERCETNAGES 70% 20% 7% 3% 0% 100%
Total
CHART-6
TABLE-7
INFORMATION AND COMMUNICATION NEED FOR A JOB
S.NO 1 2 3 4 5
RESPONSE
PERCETNAGES 33% 27% 5% 16% 19% 100%
Total
CHART-7
TABLE-8
RECEIVE REGULARLY RECOGNITION FOR EVERY GOOD JOB
S.NO 1 5
RESPONSE
Yes No
Total
CHART-8
TABLE-9 BENEFITS OFFERED BY THE COMPANY IS FARE AND REASONABLE TO EMPLOYEES
S.NO 1 2 3 4 5
RESPONSE
PERCETNAGES 65% 17% 03% 07% 08% 100%
Total
CHART-9
TABLE-10
EMPLOYEE COMFORTABLE TO WORK
S.NO 1 2 3
RESPONSE
Individual A team Either ways if necessity demands
NO. OF RESPONDENTS 15 75 10 100
PERCETNAGES 15% 75% 10% 100%
Total
CHART-10
TABLE-11
EMPLOYEES MOSTLY LIKE TO BE TYPES OF RECOGNIZED
S.NO 1 2 3
RESPONSE
Monetary benefits
NO. OF RESPONDENTS 67
PERCETNAGES
67% 7%
Opportunity to work on interesting assignment Opportunity to participate in professional or career development activities
8%
An award ,certificate or gift from an organization
Total
18 100
18% 100%
CHART-11
TABLE-12
EMPLOYEES PLEASANT AND CO-OPERATIVE TO WORK WITH EACH OTHERS
S.NO 1 2 3 4 5
RESPONSE
PERCETNAGES 48% 18% 2% 15% 17% 100%
Total
CHART-12
TABLE-13
EMPLOYEE ENCOURAGEMENT IN WORKPLACE
S.NO 1 2 3 4 5
RESPONSE
PERCETNAGES 37% 23% 7% 19% 14% 100%
Total
CHART-13
TABLE-14
EMPLOYEE HAVE BEST FRIENDS IN WORKPLACE
S.NO 1 2 3 4 5
RESPONSE
PERCETNAGES 32% 18% 5% 35% 15% 100%
Total
CHART-14
TABLE-15
THE EMPLOYEE RECOMMEND COMPANY TO THEIR FAMILY AND FRIENDS
S.NO 1 2 3 4 5
RESPONSE
PERCETNAGES 74% 10% 2% 14% 0% 100%
Total
CHART-15
TABLE-16
EACH DEARTMENT CO-OPERATE WITH EACH OTHER DEPARTMENTS
S.NO 1 2 3 4 5
RESPONSE
PERCETNAGES 52% 22% 3% 13% 10% 100%
Total
CHART-16
TABLE-17
UPDATION ON THE DEVELOPMENT OF EMPLOYEES
S.NO 1 2
RESPONSE
Completely agree Agree
NO. OF RESPONDENTS 30 25
PERCETNAGES 30% 25%
3 4 5
Partly agree Disagree Completely disagree
Total
CHART-17
14 10 21 100
14% 10% 21% 100%
TABLE-18
SUPERVISOR PROVIDES FEEDBACK AND GUIDANCE TO EMPLOYEES
S.NO
RESPONSE
NO. OF RESPONDENTS
PERCETNAGES
1 2 3 4 5
Total
51 17 10 13 10 100
51% 17% 10% 13% 10% 100%
CHART-18
TABLE-19
SUPERVISOR CARES ABOUT YOU AS A EMPLOYEES
S.NO 1 2 3 4 5
RESPONSE
PERCETNAGES 24% 37% 5% 19% 15% 100%
Total
CHART-19
TABLE- 20
EMPLOYEES SATISFIED WITH THEIR JOB
S.NO 1
RESPONSE
Completely agree
PERCETNAGES 27%
2 3 4 5
Agree Partly agree Disagree Completely disagree
Total
23 15 9 16 100
23% 15% 9% 16% 100%
CHART-20
TABLE-21
EMPLOYEES COMPACTABLE FOR TRAINING PROVIDED BY COMPANY
S.NO 1 2 3 4 5
RESPONSE
PERCETNAGES 14% 16% 4% 26% 40% 100%
Total
CHART-21
TABLE-22 EMPLOYEE SHARES INFORMATION AND NEW IDEAS WITH EACH OTHERS
S.NO
RESPONSE
NO. OF
PERCETNAGES
1 2 3 4 5
Total
RESPONDENTS 25 15 10 35 15 100
25% 15% 10% 35% 15% 100%
CHART-22
TABLE-23
COMMUNICATION BETWEEN EMPLOYEE AND IMMEDIATE SUPERVISOR
S.NO 1 2 3 4 5
RESPONSE
PERCETNAGES 20% 17% 6% 26% 31% 100%
Total
CHART-23
TABLE-24
COMPANY CARES FOR EMPLOYEE SECURITY AND HEALTH
.NO 1 2 3 4 5
RESPONSE
PERCETNAGES 85% 10% 0% 2% 3% 100%
Total
CHART-24
TABLE-25
THE RECREATIONAL ACTIVITIES MAKE EMPLOYEE LOOK FORWARD THE WORK
S.NO 1 2 3 4
RESPONSE
Completely agree Agree Partly agree Disagree
NO. OF RESPONDENTS 42 28 6 13
PERCETNAGES 42% 28% 6% 13%
Completely disagree
Total
CHART-25
11 100
11% 100%
TABLE-26
COMPANY PROVIDING HOUSING FACILITIES TO EMPLOYEES
S.NO 1 2
RESPONSE Yes No Total

CHART-26
TABLE-27
COMPANY PROVIDING TRAVELING FACILITIES TO EMPLOYEES
S.NO 1 2
RESPONSE Yes No Total
CHART-27
INTERPRETATION: From the above analysis 50% of employees completely agree what is expected out of them in work. Where 33% agree, and 17% disagree what is being expected from out of them in work.
2. I have the materials and equipment to do my work right.
S.NO 1 2 3 4 5
RESPONSE COMPLETELY AGREE AGREE PARTLY AGREE DISAGREE COMPLETELY DISAGREE TOTAL
PERCETNAGES 23 60 17 0 0 100
INTERPRETATION: From the above analysis 23% of employees completely agree that they have materials and equipment to do work. Where 60% agree, and 17% partly agree that they have materials and equipment to do work.
3. At work, I have the opportunity to do my best every day.
S.NO 1 2 3 4 5
PERCETNAGES 43 37 7 0 13 100
INTERPRETATION: From the above analysis 43% of employees completely agree that they have an opportunity to do their best. Where 37% agree, and 13% completely disagree to do their best.
4. I have a best friend (team) at work.
S.NO 1 2 3
RESPONSE COMPLETELY AGREE AGREE PARTLY AGREE
PERCETNAGES 27 40 13
4 5
DISAGREE COMPLETELY DISAGREE TOTAL
3 3 30
10 10 100
INTERPRETATION: From the above analysis 27% of employees completely agree that they have best friends at work. Whereas 40% agree, 13% partly agree and 20% disagree.
5. In the last one year, I had opportunities at work to learn and grow.
S.NO
RESPONSE
NO. OF RESPONDENTS
PERCETNAGES
1 2 3 4 5
COMPLETELY AGREE AGREE PARTLY AGREE DISAGREE COMPLETELY DISAGREE TOTAL
10 11 5 0 4 10
33 37 17 0 13 100
INTERPRETATION: From the above analysis 33% of employees completely agree that they have opportunities at work to learn and grow. Whereas 37% agree, 17% partly agree and 13% disagree.
6. My superior, or someone at work, cares about me as a person.
S.NO 1 2 3 4 5
PERCETNAGES 43 47 10 0 0 100
INTERPRETATION: From the above analysis 43% of employees completely agree that they my superior, or someone at work, cares about me. Whereas 47% agree and 10% partly agree.
7. At work, my opinions seem to count.
S.NO 1 2 3 4 5
PERCETNAGES 13 50 27 7 3 100
INTERPRETATION: From the above analysis 13% of employees completely agree that their opinions seem to be count. Whereas 50% agree, 27% partly agree and 10% disagree.
8. Our Mission / purpose of our company make me feel that my job is important.
S.NO 1 2 3 4 5
PERCETNAGES 33 47 13 7 0 100
INTERPRETATION: From the above analysis 33% of employees completely agree that their Mission / purpose of their company make them feel that their job is important. Whereas 47% agree, 13% partly agree and 7% disagree.
9. Our salary is competitive when compared to other companies in Market?
S.NO 1 2 3 4 5
PERCETNAGES 7 47 26 10 10 100
INTERPRETATION: From the above analysis 7% of employees completely agree that their salary is competitive when compared to other companies in Market. Whereas 47% agree, 26% partly agree and 20% disagree.
10. The employee feels that their efforts are recognized and valued.
S.NO 1 2 3 4 5
PERCETNAGES 27 40 20 13 0 100
INTERPRETATION: From the above analysis 27% of employees completely agree that feel that their efforts are recognized and valued. Whereas 40% agree, 20% partly agree and 13% disagree.
11. The employee is willing to recommend our company to their family and friends.
S.NO 1 2 3 4 5
PERCETNAGES 23 57 13 7 0 100
INTERPRETATION: From the above analysis 23% of employees completely agree that willing to recommend our company to their family and friends. Whereas 57% agree, 13% partly agree and 7% disagree.
12. I feel that I am a responsible person in the organization.
S.NO 1 2 3 4 5
PERCETNAGES 37 43 13 0 7 100
INTERPRETATION: From the above analysis 37% of employees completely agree that they are responsible person in the organization. Whereas 43% agree, 13% partly agree and 7% disagree.
13. I am given an adequate and fair compensation for the work I do?
S.NO 1
RESPONSE COMPLETELY AGREE
PERCETNAGES 27
2 3 4 5
AGREE PARTLY AGREE DISAGREE COMPLETELY DISAGREE TOTAL
14 6 0 2 30
46 20 0 7 100
INTERPRETATION: From the above analysis 27% of employees completely agree that they are given an adequate and fair compensation for the work they do. Whereas 46% agree, 20% partly agree and 7% disagree.
14. The other departments in our company co-operate with each other?
S.NO 1 2 3 4 5
PERCETNAGES 10 67 20 0 3 100
INTERPRETATION: From the above analysis 10% of employees completely agree that the other departments in our company co-operate with each other. Whereas 67% agree, 20% partly agree and 3% disagree.
15. I could able to balance my work and family matters.
S.NO 1 2 3 4 5
PERCETNAGES 10 53 33 0 4 100
INTERPRETATION: From the above analysis 10% of employees completely agree that they could able to balance their work and family matters. Whereas 53% agree, 33% partly agree and 4% disagree.
16. I am continuously updated on the developments taking place in the organization.
RESPONSE
NO. OF RESPONDENTS
PERCETNAGES
S.NO 1 2 3 4 5
COMPLETELY AGREE AGREE PARTLY AGREE DISAGREE COMPLETELY DISAGREE TOTAL
6 12 12 0 0 30
20 40 40 0 0 100
INTERPRETATION: From the above analysis 20% of employees completely agree that they continuously updated on the developments taking place in the organization. Whereas 40% agree, 40% partly agree and 0% disagrees.
\
17. My company takes care of my safety and welfare.
S.NO 1 2 3 4 5
RESPONSE COMPLETELY AGREE AGREE PARTLY AGREE DISAGREE COMPLETELY DISAGREE
NO. OF RESPONDENTS 10 13 4 1 2
PERCETNAGES 34 43 13 3 7
TOTAL
30
100
INTERPRETATION: From the above analysis 34% of employees completely agree that the company takes care of their safety and welfare. Whereas 43% agree, 13% partly agree and 11% disagree.
FINDINGS AND SUGGESTIONS
FINDINGS AND SUGGESTIONS
THE DEPARTMENTS IN IVRCL CO-OPERATE WITH EACH OTHER.
MOST OF THE EMPYOLEES KNOWS WHAT IS EXPECTED FROM THEM IN WORK.
EVERY EMPLOYEE IS SATISIFED BY THEIR MATERIALS AND EQUIPEMENTS ARE PROVIDED
AT WORK, THE EMPLOYEE HAS EVERY OPPORTUNITY TO DO THEIR BEST.
THERE IS A FRIENDLY RELEATION IN BETWEEN THE EMPLOYER AND EMPLOYEE.
THERE IS NO PRESSURE ON WORK FOR THE EMPLOYEES DROM THE SUPERIORES
THE EMPLOYEER ACCEPTS THE IDEAS OF HIS SUBORDINATE.
MAXIUM NUMBER OF EMPLOYEES ARE WILLING TO RECOMMEND IVRCL TO THEIR FAMILY AND FRIENDS.
MANY NUMBERS OF EMPLOYEES FEEL THAT THEY ARE RESPONSIBLE FOR THE ORGANISATION.
EMPLOYEES ARE ABLE TO BALANCE THEIR WORK AND FAMILY MATTERS.
MOST OF THE EMPLOYEES KEEP THEMSELVES UPGRADED.
SUGGESTIONS
CAN IMPROVE THE SALARIES OF THE EMPLOYEES AS SALARY NOT COMPETITIVE WHEN COMPARED TO OTHER COMPANIES IN MARKET.
MANY OF THE EMPLOYEES FEEL THAT THEIR EFFORTS ARE NOT MUCH RECOGNIZED AND VALUED.
THE COMPANY CAN IMPROVE IN TAKING CARE OF EMPLOYEES SAFETY AND WELFARE.
TRAINING AND DEVELOPMENT SHOULD BE GIVEN MORE PRIOR FOR THR BETTER EMPLOYEE ENGAGEMENT.
Some other suggestions from my experience while I was doing my project (1 month) in IVRCL: Arranging television in the canteen: which helps in relaxing the employee for half an hour (his / her lunch time), which gains more refreshment , or we can also introduce a pleasant music for an hour (in their lunch time) where it helps to improve employee performance in the job for the next complete session or remaining half day.
Fixing the dryers in the toilets: as there is maintaince of single towel for the whole day, its becoming wet at 11am, hence its is better to fix hand dryers for the employees instead of using the same wet towel. Or we shall change the wet towel at lunch time and keep a dry one.
Recreation facility can be improved by increasing the time, even in the lunch hours.
Canteen plays an vital role in IVRCL, I have observed many of the employees are not satisfied with the present quality food provided by the management. Hence I request to verify the canteen management committee for providing the better lunch for our employees.
We can also introduce some special items such as sweets for immediate satisfaction of the employees.
Why dont the management introduce an shops / bakery items for the employees at tea time with a subsidized price, which can be opened at ground floor or can be served at the pantry
I have known that, there are some disciplinary actions are being taking for employees who are late to the office, and there are no rewards for employees who are in time, we can motivate the late coming employees to come in time by giving some kind of prizes/rewards to those employees who are in time regularly. These prizes can be awarded at the time of annual functions.
CONCLUSION
CONCLUSION
The present study in IVRCL focused on employee engagement. Employee engagement, also called work engagement or worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their organization's interests. The researcher has adopted stratified random sampling method and collected data from primary source such as through personal interviews, questionnaire as well as secondary source such as company brochures, internet.
The objective of the present study includes, Monitoring of workforce profiles, Respect the contribution of employees and become an employer of choice,
Ensure a good balance between work and family life for our employees, Offer a learning environment for the employees, Offer competitive rewards and compensation for our employees, Enable a health conscious lifestyle among our employees, Promoting health and wellbeing in the workplace, Zero tolerance of accidents in the workplace.
A majority of the respondents positively responded that materials and equipment are available in doing a work. Respondents have been satisfied with companys policies and procedures.
Employee engagement in IVRCL is well versed as there is a good relationship between the employer and the employee which will lead to better growth of the company. There is a huge advantage in sharing the knowledge in between the departments can raise to employee engagement.
BIBILOGRAPHY
BIBILOGRAPHY
BOOKS:
Kothari C R Aswathappa P. V. Subba Rao T V Rao Research Methodology. Human Resource Management. Personnel & Human Resource Management. Performance Appraisal.
WEBSITES:
www.google.com www.humanlinks.com www.hrvillage.com www.ivrcl.com
JOURNALS:
GITAM journal of management NHRD review Labour law

QUESTIONNAIRE ON EMPLOYEE ENGAGEMENT
-------------------------------------------------------------------------------------------------------------------1.Name: 2.Gender: 3.Age: (A)18 to 26 (B). 27 to 35 (C). 36 to 44 (D). 45 and above 4.Qualification: (A) 10th (B). 12th (C). Diploma/polytechnic(D). under graduate(E) post graduate 5. Experience: (A).below 1year (B). 2 to 4 years (C). 5 to 8 (D). 8 to 15 years (E) 16 and above 6.Do you have the materials and equipment you need to do your job efficiently? (A) Completely agree (B) Agree (C) Partly agree (D) Disagree (E) Completely disagree
7. Do you receive the information and communication you need to do your job? (A) Completely agree (B) Agree (C) Partly agree (D) Disagree (E) Completely disagree
8. You regularly receive recognition for doing good job? (A) Yes (B) No
9.The benefits offered here are fair and reasonable? (A) Completely agree (B) Agree (C) Partly agree (D) Disagree (E) Completely disagree
10.You comfortable to work as ? 1. individual 2. A team 3. Either ways if necessity demands . 11.how would you most like to be recognized ? 1. monetary benefits 2. Opportunity to work on interesting assignment 3. opportunity to participate in professional or career development activities 4. An award ,certificate or gift from an organization 12.The employees here are pleasant and co-operative to work with each others ? (A) Completely agree (B) Agree (C) Partly agree (D) Disagree (E) Completely disagree
13. There is someone at work who encourages my development ? (A) Completely agree (B) Agree (C) Partly agree (D) Disagree (E) Completely disagree
14.I have a best friends at work. (A) Completely agree (B) Agree (C) Partly agree (D) Disagree (E) Completely disagree
15.The employee is willing to recommend our company to their family and friends? (A) Completely agree (B) Agree (C) Partly agree (D) Disagree (E) Completely disagree
16.The other departments in our company co-operate with each other?
(A) Completely agree (B) Agree (C) Partly agree (D) Disagree (E) Completely disagree
17.I am continuously updated on the developments taking place in the organization (A) Completely agree (B) Agree (C) Partly agree (D) Disagree (E) Completely disagree
18. your supervisor provides feedback and guidance ? (A) Completely agree (B) Agree (C) Partly agree (D) Disagree (E) Completely disagree
19.Your supervisor cares about you as a person ? (A) Completely agree (B) Agree (C) Partly agree (D) Disagree (E) Completely disagree
20. Are you satisfied with job ? (A) Completely agree (B) Agree (C) Partly agree (D) Disagree (E) Completely disagree 21.Are you compactable for training provided by company? (A) Completely agree (B) Agree (C) Partly agree (D) Disagree (E) Completely disagree
21.You aware of the promotion opportunities in your company ? (A) Completely agree (B) Agree (C) Partly agree (D) Disagree (E) Completely disagree
22. Your co-workers and you share information and new ideas ? (A) Completely agree (B) Agree (C) Partly agree (D) Disagree (E) Completely disagree
23. There is good communication between you and your immediate supervisor ? (A) Completely agree (B) Agree (C) Partly agree (D) Disagree (E) Completely disagree
24. PED cares for your security and health? (A) Completely agree (B) Agree (C) Partly agree (D) Disagree (E) Completely disagree
25. The recreational activities make you look forward to work ? (A) Completely agree (B) Agree (C) Partly agree (D) Disagree (E) Completely disagree
26. Company providing housing facilities to employees ?

(A) YES (B) NO
27.Company providing traveling facilities to employees ?

(A) YES (B) NO

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INTRODUCTION

The nature of the work Support Recognition Loyalty Advocacy Values

Why does employee engagement matter?

CHAPTER-III RESEARCH METHODOLOGY

3.1 RESEARCH DESIGN

3.2 Sampling technique:

Open- ended questions:

In these two attractive are given, a positive and a negative one.

Multiple choice questions:

3.3 DATA COLLECTION METHOD Sources of data

Primary Data Secondary data

3.4 TOOLS FOR DATA ANALYSIS

Total Number of respondents x 2.Arithmetic mean :

FX AM = _________ N 3. CHI- SQUARE TEST METHOD:

DATA ANALYSIS AND

TABLE-1 GENDER OF THE RESPONDENTS

RESPONSE Male Female Total

NO. OF RESPONDENTS 70 30 100

PERCETNAGES 70% 30% 100%

TABLE-2 AGE OT THE RESPONDENTS

RESPONSE 18 to 26 26 to 35 36to 44 45 and above Total

NO. OF RESPONDENTS 45 20 15 20 100

PERCETNAGES 45% 20% 15% 20% 100%

QUALIFICATIONS OF THE RESPONDENTS

10% 15% 55% 14% 8% 100%

EXPERIENCE OF THE RESPONDENTS

NO. OF RESPONDENTS 35 27 10 15 13 100

PERCETNAGES 35% 27% 10% 15% 13% 100%

MATERIAL AND EQUIPMENT NEED FOR EFFICIENT WORK

NO. OF RESPONDENTS 70 20 7 3 0 100

PERCETNAGES 70% 20% 7% 3% 0% 100%

INFORMATION AND COMMUNICATION NEED FOR A JOB

NO. OF RESPONDENTS 33 27 5 16 19 100

PERCETNAGES 33% 27% 5% 16% 19% 100%

RECEIVE REGULARLY RECOGNITION FOR EVERY GOOD JOB

NO. OF RESPONDENTS 80 20 100

PERCETNAGES 80% 20% 100%

TABLE-9 BENEFITS OFFERED BY THE COMPANY IS FARE AND REASONABLE TO EMPLOYEES

NO. OF RESPONDENTS 65 17 03 07 08 100

PERCETNAGES 65% 17% 03% 07% 08% 100%

EMPLOYEE COMFORTABLE TO WORK

NO. OF RESPONDENTS 15 75 10 100

PERCETNAGES 15% 75% 10% 100%

EMPLOYEES MOSTLY LIKE TO BE TYPES OF RECOGNIZED

An award ,certificate or gift from an organization

EMPLOYEES PLEASANT AND CO-OPERATIVE TO WORK WITH EACH OTHERS

NO. OF RESPONDENTS 48 18 2 15 17 100

PERCETNAGES 48% 18% 2% 15% 17% 100%

EMPLOYEE ENCOURAGEMENT IN WORKPLACE

NO. OF RESPONDENTS 37 23 7 19 14 100

PERCETNAGES 37% 23% 7% 19% 14% 100%

EMPLOYEE HAVE BEST FRIENDS IN WORKPLACE

NO. OF RESPONDENTS 32 18 5 35 15 100

PERCETNAGES 32% 18% 5% 35% 15% 100%

THE EMPLOYEE RECOMMEND COMPANY TO THEIR FAMILY AND FRIENDS

NO. OF RESPONDENTS 74 10 2 14 0 100

PERCETNAGES 74% 10% 2% 14% 0% 100%

EACH DEARTMENT CO-OPERATE WITH EACH OTHER DEPARTMENTS

NO. OF RESPONDENTS 52 22 3 13 10 100

PERCETNAGES 52% 22% 3% 13% 10% 100%

UPDATION ON THE DEVELOPMENT OF EMPLOYEES

PERCETNAGES 30% 25%

Partly agree Disagree Completely disagree

14% 10% 21% 100%