1

CHAPTER-I

INTRODUCTION

EMPLOYEE ENGAGEMENT

The project work “Employee Engagement with special reference to PepsiCo India
Holdings Pvt Ltd Mamandur” is conducted to understand the employee commitment
towards their job and the factors governing their full involvement in doing their work.
Management‟s basic job is the effective utilization of human resources for achievements of
organizational objectives. So a totally engaged employees shows that total job satisfaction
and also helps in achieving the maximum output by the optimum utilization of the resources.

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 organization must work to develop and nurture engagement, which requires a
two-way relationship between employer and employee.‟ Thus Employee engagement is a
barometer that determines the association of a person with the organization.

Engaged employees are not just committed. They are not just passionate or proud.
They have a line-of-sight on their own future and on the organization‟s mission and goals.
They are “enthused” and “in gear” using their talents and discretionary effort to make a
difference in their employer‟s quest for sustainable business success. It is the modern version
of job satisfaction in which the employees future of the company and are willing to invest the
discretionary effort. Engaged employees feel a strong emotional bond to the organization that
Employees them.
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OBJECTIVES OF THE STUDY

Primary Objective:

• To study the effectiveness of Employee Engagement in PepsiCo India Holdings Pvt Ltd.

Secondary Objective:

• To find out whether the full potential of employees are utilized.

• To find whether employees are satisfied with the job in the organization.

• To provide practical suggestion for the improvement of employees engagement.

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NEED FOR THE STUDY

 The study enables the organization to know the degree to which the employee is

engaged.

 The study helps in improving employee loyalty and motivation.

 The study also helps in understanding whether the engaged employee is satisfied or

not.
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SCOPE OF THE STUDY

 The study helps to understand the effectiveness of employee engagement. Effectively

engaged employees will stay with the company, be an advocate of the company and

its products and services, and contribute to bottom line business success.

 This study will help the management to see whether the full potential of employees

are utilized or not.

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LIMITATIONS OF THE STUDY

 The limitations of the study are the following

 The data was collected through questionnaire. The response from the respondents may

not be accurate.

 The sample size for the study was only 100 and from only one project site.

 Time-span of the project was very limited.

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INDUSTRY PROFILE

A soft drink (also called soda, pop, coke, soda pop, fizzy drink, tonic, or carbonated
beverage) is a non-alcoholic beverage that typically contains carbonated water, a sweetener,
and a flavoring agent. The sweetener may be sugar, high-fructose corn syrup, or a sugar
substitute (in the case of diet drinks). A soft drink may also contain caffeine or fruit juice.

Soft drinks are called "soft" in contrast to "hard drinks" (alcoholic beverages). Small amounts
of alcohol may be present in a soft drink, but the alcohol content must be less than 0.5% of
the total volume. Widely sold soft drink flavors are cola, lemon-lime, root
beer, orange, grape, vanilla, fruit, and sparkling lemonade. Soft drinks may be served chilled
or at room temperature. They are rarely heated.

Soft Drinks has become part and parcel of the lifestyle of Indians, irrespective of middle aged
people or kids. Particularly, after the arrival of a number of fast food joints in India, soft
drinks have gained more and more popularity. Foods like French fries, burgers and pizzas go
hand in hand with soft drinks. Gone are the days when soft drinks were preferred only during
sunny days, nowadays soft drinks are enjoyed with almost every meal that is had by people
outside their home. In spite of several issues that crept up with respect to ingredients used in
the manufacture of soft drinks, the market remained stable.

Categorization of soft drink Industry

The industry of soft drinks is divided into two main categories namely non-carbonated and
carbonated drinks. The non-carbonated drink segments include mostly mango flavors,
squashes and fruit juices, while carbonated drinks include orange, lemon and lemon flavors.
Some of the top brand names in the soft drinks sector in India are Thumps Up, Pepsi and
Coco-cola, Limca, Sprite, Miranda, 7UP, etc… With a view to meet the requirements of
different segments of the society, these soft drinks are being offered in varied sizes.

2.1.2 Commendable growth of soft drinks in India

In 2010, soft drinks registered its highest off-trade value growth rate for the review period.
This growth was helped by high double-digit volume sales growth in most categories as well
as appreciably higher unit prices in 2010. Sports and energy drinks, bottled water, ready to
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drink (RTD) tea and fruit/vegetable juice all maintained bullish growth even as abundant
rainfall seemed to halt the spectacular recovery of carbonates witnessed in 2009.

2.1.3 National brands engage in rebranding strategies to revive sales growth

Several leading soft drinks brands made use of extensive marketing campaigns to revive
fledging volume sales in 2010. Parle Agro rolled out widespread advertising of its flagship
brand Frooti, while Hamdard Laboratories followed nuances of modern marketing for
RoohAfza. Carbonates brands 7-Up and Coca-Cola also invested in excessive marketing to
achieve higher brand visibility. Pioma Industries concentrate brand Rasna also shifted
product positioning, while continuing to target its products towards children.

2.1.4 Carbonates majors maintain dominance of soft drinks

Soft drinks players Coca-Cola and PepsiCo were the leaders in overall soft drinks off-trade
value sales in 2010. Although domestic players, such as Parle Bisleri, Parle Agro and Dabur,
also held notable shares, they remained some distance behind Coca-Cola or PepsiCo. While
Coca-Cola entered two high growth categories in the shape of energy drinks and lemon-
flavored juice drinks in 2010, PepsiCo launched its carbonates brand Pepsi Max. As the value
sales of both of these companies came primarily from carbonates in 2010, they are expected
to experience a reduction in their share of soft drinks in the forecast period. Domestic players
will benefit from this development as consumers will opt for health-orientated soft drinks.

2.1.5 Supermarkets/Hypermarkets recover as a Retail channel

After an indifferent 2009, consumers returned to shop for their grocery needs at modern retail
formats. Emphasis on health and wellness helped drive sales of soft drinks categories
primarily retailed through such channels. These included 100% juice, sports and energy
drinks, and RTD tea. The convenient shopping environment and promotions offered by
supermarkets/hypermarkets attracted consumers to this channel. As the country‟s major
retailers plan to expand their footprints over the forecast period, the channel‟s contribution to
soft drinks sales is expected to increase gradually.
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Rosy outlook for soft drinks over the forecast period

Emerging categories of soft drinks, such as bottled water and fruit/vegetable juice, will have
significant influence on soft drinks volume sales in the forecast period, which will achieve
double-digit growth rates. Increasing demand for healthy and hygienic products is expected
to fuel this growth. Increasing penetration in rural areas will also contribute to considerable
sales increments. Sports and energy drinks, however, will retain its status as the fastest
growing soft drinks category as its popularity will develop among young Indians.
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COMPANY PROFILE

About PepsiCo

PepsiCo India Region: Leadership through Performance with Purpose

PepsiCo entered India in 1989 and in a short period of 20 years has grown into the largest and
one of the fastest growing food & beverage business in the country. PepsiCo India‟s growth
has been guided by PepsiCo‟s global vision of “Performance with Purpose”. This means that
while businesses maximize shareholder value, they have a responsibility to all the
stakeholders including the communities in which they operate, the consumers they serve and
the environment whose resources they use.

2.2.2 Large investor: One of the largest US multinational investors in the country with an
investment of over $1 billion, PepsiCo India provides direct and indirect employment to over
1,50,000 people across the country. It‟s beverage and snack food business is supported by 36
beverage bottling plants, (13 company and 23 franchisee owned) and three food plants.
PepsiCo India‟s diverse portfolio includes iconic brands like Pepsi, Lay‟s, Kurkure,
Tropicana 100%, Gatorade, Quaker and young but immensely popular and fast growing
brands such as Nimbooz and Aliva.

No.1 food & beverage business in India: PepsiCo India has not only grown to become the
country‟s largest food and beverage business but has also become a powerful and consistent
driver of PepsiCo‟s global growth. Over the last two years, India's beverage and foods
businesses have been the largest volume growth contributors to PepsiCo across the globe.
PepsiCo India has been frequently recognized for its industry-leading human resource
practices, „innovations‟, corporate values, and talent, and was one of the five top marketers of
the country in 2009.
A third of PepsiCo India's portfolio today comprises healthier products: PepsiCo‟s
portfolio reflects its commitment to nourish consumers with a diverse range of fun and
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healthy products, making the healthful choice an easier choice. As PepsiCo grows, the
portfolio transformation will continue with a systematic plan to reduce added sugar, sodium
and saturated fats in its products. Today, the portfolio includes several healthier treats like
Quaker Oats, Tropicana juices, rehydrator Gatorade, Pepsi Max and Cheetos Whoosh.
PepsiCo was the first in India to introduce the use of healthier oils for its snacks -- Lays
Potato chips, Kurkure and Cheetos.

Model partnership with over 22,000 farmers: PepsiCo has pioneered and established a
model of partnership with farmers and now works with over 22,000 happy farmers across ten
states. More than 45% of these are small and marginal farmers with a land holding of one
acre or less. PepsiCo India‟s farming program has improved their livelihoods and incomes by
providing assured buy back of their produce at pre-agreed prices thus insulating them from
open market price fluctuations. PepsiCo provides 360 degree support to the farmer through
quality seeds, extension services, disease control packages, bank loans, weather insurance,
and latest technological practices.

Global leader in water conservation: In 2009, PepsiCo India achieved a significant

milestone, by becoming the first business in the PepsiCo system to achieve „Positive Water
Balance‟ (PWB). This means that it replenishes more water than it consumes in its
manufacturing operations. This has been validated by Deloitte Consulting. PepsiCo is leading
a pioneering initiative to replace transplanting of paddy with direct seeding technology which
has helped reduce water consumption in paddy cultivation by over 30% and has also cut
down GHG emissions by 75%. In 2010, PepsiCo India saved 10.1 billion litres of water
through various initiatives. For water related environment initiatives, PepsiCo India has
received numerous awards such as CII National award for water management, Water Digest
award for water practices and Golden Peacock award for water conservation among others.
Care for the environment: Following its success in water conservation, the company is now
focused on reducing its carbon footprint. Nearly 30% of its energy is today generated from
renewable sources such as rice husk boilers and wind turbines. Initiatives such as agriculture
waste boilers in our plants, installation of wind turbines, reduction of use of chemicals,
reduction in weight of packaging and film used in product packaging, reduction in weight of
metal crowns/polypropylene caps for plastic bottles, conversion of potato waste into bio gas
help reduce load on the environment. PepsiCo India also partners NGOs and local
administrations in three states of India to recycle household solid waste in an endeavor to
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keep cities clean. Its award-winning "waste to wealth" recycling program reaches 450,000
families.
Exemplary employment practices: PepsiCo India believes in providing employment and
growth opportunities to local talent. Its „College of Leadership‟, ensures early identification
of talent, and employees‟ focused development through critical experiences. PepsiCo strongly
believes in “Winning with Diversity and Inclusion”. PepsiCo has been offering employment
to women employees at the same employment terms and equal growth opportunities as men.
Today women comprise more than 25% of the company‟s leadership team in India. PepsiCo
India currently employs over 100 differently-abled people and has won the prestigious Hellen
Keller award from the National Centre for Promotion of Employment for Disabled People
(NCPEDP).

Our Mission and Vision

Our Mission
Our mission is to be the world's premier consumer Products Company focused on convenient
foods and beverages. We seek to produce financial rewards to investors even as we provide
opportunities for growth and enrichment to our employees, our business partners and the
communities in which we operate. And in everything we do, we strive for honesty, fairness
and integrity.

Our Vision
PepsiCo's responsibility is to continually improve all aspects of the world in which we
operate – environmental, social, economic – creating a better tomorrow than today.
Our vision is put into action through programmers and a focus on environmental stewardship,
activities to benefit society and a commitment to build shareholder value by making PepsiCo
a truly sustainable company.
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Performance with Purpose

At PepsiCo, we're committed to achieving business and financial success while leaving a
positive imprint on society – delivering what we call Performance with Purpose.
Our approach to superior financial performance is straightforward – drive shareholder value.
By addressing social and environmental issues, we also deliver on our purpose agenda, which
consists of human, environmental, and talent sustainability.

PepsiCo Values & Philosophy

Our values and philosophy are a reflection of the socially and environmentally responsible
company we aspire to be. They are the foundation for every business decision we make.

Our Commitment
We are committed to delivering sustained growth through empowered people acting
responsibly and building trust.

What it Means

Sustained Growth is fundamental to motivating and measuring our success. Our quest for
sustained growth stimulates innovation, places a value on results and helps us understand
whether today's actions will contribute to our future. It is about the growth of people and
company performance. It prioritizes both making a difference and getting things done.

Empowered People means we have the freedom to act and think in ways that we feel will
get the job done, while adhering to processes that ensure proper governance and being
mindful of company needs beyond our own.
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Responsibility and Trust form the foundation for healthy growth. We hold ourselves both
personally and corporately accountable for everything we do. We earn the confidence others
place in us as individuals and as a company. By acting as good stewards of the resources
entrusted to us, we strengthen that trust by delivering on our promises and remaining
committed to succeeding together.

Guiding Principles
We uphold our commitment with six guiding principles. We must always strive to:
Care for our customers, our consumers and the world we live in.

We are driven by the competitive spirit of the marketplace, but we direct this spirit toward
solutions that benefit both our company and our constituents. Our success depends on a
thorough understanding of our customers, consumers and communities. To foster this spirit of
generosity, we go the extra mile to show we care.
Sell only products we can be proud of.

The true test of our standards is that we are able, without reservation, to consume and
personally endorse the products we sell. Our absolute endorsement extends to every part of
the business, from the purchase of ingredients to the point where our products reach
consumers.
Speak with truth and candor.

We tell the whole story, not just what is convenient to our individual goals. In addition to
being clear, honest and accurate, we take responsibility for ensuring that our communications
are understood.
Balance the short term and long term.

In every decision, we weigh both short-term and long-term risks and benefits. Maintaining
this balance helps sustain our growth and ensures that our ideas and solutions are relevant
both now and in the future.
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Win with diversity and inclusion.

We embrace people with diverse backgrounds, traits and ways of thinking. Our diversity
brings new perspectives into the workplace and encourages innovation, helps us identify new
market opportunities, develop new products and sustain our commitment to growth through
empowered people.

Respect others and succeed together.

We depend on people who can work together, whether in structured teams or through
informal collaboration. Mutual success depends on mutual respect, for both those within and
outside the company. While our company is built on individual excellence, the value we
attach to teamwork and mutual respect turns our goals into accomplishments.

Our Worldwide Code of Conduct

PepsiCo is committed to 'Performance with Purpose'. Simply put, this means doing business
the right way: operating responsibly with integrity and with high ethical standards.
Our Worldwide Code of Conduct embodies those principles. It is PepsiCo's statement of how
we expect our employees to do business. The Code of Conduct provides guidance for dealing
with other employees, customers, suppliers, our shareholders, the public and our competitors
in an ethical and appropriate manner.
The Code of Conduct, by its very nature, cannot describe every possible situation that our
employees may experience. What it does provide is the foundation for the Purpose behind our
Performance.

Our Worldwide Code of Conduct is available is 34 languages and can be found here. Our
Code is a blueprint for living our Values. Our Code reflects our commitment to protecting
Human Rights. We encourage all employees, vendors, contractors and customers to speak up
about business situations that might conflict with the Code.
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Speak Up
At PepsiCo, our Speak Up hotline provides employees, consumers, business partners and
others with a means to report potential violations of the Pepsi Code of Conduct, our policies
or of applicable law.
Speak Up Hotline
We invite employees to take an active role in identifying situations that may affect our
reputation for ethical excellence and high integrity. Our Speak Up hotline can be used to raise
concerns about any business situation that may be inconsistent with our Code of Conduct, our
Values, our policies or applicable law. The calls to Speak Up may be made anonymously.
PepsiCo handles these reports confidentially.
Contacting Speak Up
The Speak Up hotline is available worldwide on a 24/7 basis. Reports may be made either by
phone to our Speak Up line at 000-800-100-1038 in India or to dedicated phone lines in other
countries throughout the world.
Reports may also be made electronically by using the Speak UpWebline at the same
protections of anonymity and confidentiality provided through our telephone Speak Up
process are also provided through our Web line.
Non-Retaliation
PepsiCo is committed to protecting the rights of those individuals who report issues to
PepsiCo. We prohibit retaliation against any individual who, in good faith, reports a
suspected violation of the law or the Code of Conduct. Any instance of retaliation against an
employee for reporting a concern in good faith is itself a serious violation of our Code of
Conduct, and should be reported. Any employee found to have engaged in such retaliation
will be subject to appropriate discipline.
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CHAPTER-II

LITERATURE REVIEW

Engagement at work was concept utilized by Kahn, (1990) as the „harnessing of

organizational members‟ selves to their work roles. In engagement, people employ and
express themselves physically, cognitively, and emotionally during role performances. The
second related construct to engagement in organizational behavior is the notion of flow
Advanced by Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975) defines flow as the
„holistic sensation‟ that, people feel when they act with total involvement Employee
engagement is the thus 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. The organization must work to develop and nurture engagement, which requires
a two-way relationship between employer and employee. „Thus Employee engagement is a
barometer that determines the association of a person with the organization.

Engagement is most closely associated with the existing construction of job involvement
(Brown 1996) and flow (Csikszentmihalyi, 1990). Job involvement is defined as „the degree
to which the job situation is central to the person and his or her identity (Lawler & Hall,
1970). Kanungo (1982) maintained that job involvement is a „Cognitive or belief state of
Psychological identification. Job involvement is thought to depend on both need saliency and
the potential of a job to satisfy these needs. Thus job involvement results form a cognitive
judgment about the needs satisfying abilities of the job. Jobs in this view are tied to one‟s self
image. Engagement differs from job in as it is concerned more with how the individual
employees his/her self during the performance of his / her job. Furthermore engagement
entails the active use of emotions. Finally engagement may be thought of as an antecedent to
job involvement in that individuals who experience deep engagement in their roles should
come to identify with their jobs.
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When Kahn talked about employee engagement he has given important to all three aspects
physically, cognitively and emotionally. Where as in job satisfaction importance has been
more given to cognitive side. HR practitioners believe that the engagement challenge has a
lot to do with how employee feels about the about work experience and how he or she is
treated in the organization. It has a lot to do with emotions which are fundamentally related to
drive bottom line success in a company. There will always be people who never give their
best efforts no matter how hard HR and line managers try to engage them. “But for the most
part employees want to commit to companies because doing so satisfies a powerful and a
basic need in connect with and contribute to something significant”.

ASPECTS OF EMPLOYEE ENGAGEMENT

Three basic aspects of employee engagement according to the global studies are:-
• The employees and their own unique psychological makeup and experience.
• The employers and their ability to create the conditions that promote employee engagement.
• Interaction between employees at all levels.
Thus it is largely the organization‟s responsibility to create an environment and culture
conducive to this partnership, and a win-win equation.

CATEGORIES OF EMPLOYEE ENGAGEMENT

According to the Gallup the Consulting organization there are there are different types of
people:-
Engaged--"Engaged" employees are builders. They want to know the desired expectations
for their role so they can meet and exceed them. They renaturally 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
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 over
looked, 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 co-workers.
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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 co-workers 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 are functioning
IMPORTANCE OF ENGAGEMENT
Engagement is important for managers to cultivate given that disengagement or Alienation is
central to the problem of workers‟ lack of commitment and motivation (Aktouf). Meaningless
work is often associated with a pathy and detachment from ones works (Thomas and
Velthouse). In such conditions, individuals are thought to be estranged from their selves
(Seeman, 1972).Other Research using a different resource of engagement (involvement and
enthusiasm) has linked it to such variables as employee turnover, customer satisfaction –
loyalty, safety and to a lesser degree, productivity and profitability criteria (Harter, Schnidt &
Hayes, 2002). An organization‟s capacity to manage employee engagement is closely related
to its ability to achieve high performance levels and superior business results.
Some of the advantages of Engaged employees are:-
• Engaged employees will stay with the company, be an advocate of the company and
its products and services, and contribute to bottom line business success.
• They will normally perform better and are more motivated.
• There is a significant link between employee engagement and profitability.
• They form an emotional connection with the company. This impacts their attitude
towards the company‟s clients, and thereby improves customer satisfaction and
service levels.
• It builds passion, commitment and alignment with the organization‟s strategies and
goals.
• Increases employees‟ trust in the organization.
• Creates a sense of loyalty in a competitive environment.
• Provides a high-energy working environment
• Boosts business growth.
• Makes the employees effective brand ambassadors for the company
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A highly engaged employee will consistently deliver beyond expectations. In the workplace
research on employee engagement (Harter, Schmidt &Hayes, 2002) have repeatedly asked
employees „whether they have the opportunity to do what they do best everyday‟. While one
in five employees strongly agree with this statement. Those work units scoring higher on this
perception have substantially higher performance. Thus employee engagement is critical to
any organization that seeks to retain valued employees. The Watson Wyatt consulting
companies has been proved that there is an intrinsic link between employee engagement,
customer loyalty, and profitability. As organizations globalize and become more dependent
on technology in a virtual working environment, there is a greater need to connect and engage
with employees to provide them with an organizational „identity.‟
FACTORS INFLUENCING EMPLOYEE ENGAGEMENT
1. Benefits: The degree to which employees are satisfied with their benefit package overall
and comparison to those offered in other companies.
2. Communication: The level of comfort employees has expressing their ideas to supervisors
and other leaders in the company and the degree to which leaders communicate pertinent
information to associates in the company.
3. Customer and Quality Orientation: The degree to which employees perceive that they,
their co-workers and their leaders work to satisfy customers and provide quality products and
services.
4. Empowerment: The degree to which employees perceive they can make decisions that
affect their work and perceive their ideas are used when decisions are made that affect the
company.
5. Identification with the Company: The degree to which employees like working at the
company and believe that the company‟s futures important to them.
6. Management: The degree to which employees perceive their leaders as honest, fair and
ethical.
7. Advancement Opportunities: The degree to which employees believe there are
opportunities to grow and advance into a job with more responsibility.
8. Participation: The level of involvement and input employees perceive they have in the
way work is done.
9. Pay: The degree to which employees believe their compensation is satisfactory and fair
compared to that of employees in the same company and other similar companies.
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10. Recognition: The degrees to which employees feel their leaders recognize and provide
positive feedback for work well done.
11. Supervision: The degrees to which employees feel their supervisors treat them fairly and
help them perform their work effectively.
12. Survey Reaction: Perceptions regarding the usefulness of the survey for communicating
with management and the likelihood of positive change resulting from the survey.
13. Teamwork: The degree to which employees feel they work together, and the degree to
which team work is evident in the company.
14. Training: Perceptions about the adequacy of job-related training and the opportunities to
learn additional skills.
15. Work Demands: The degree to which employees perceive that the work load is fair and
reasonable.
16. Working Conditions: The level of satisfaction with the area in which employees work
and the resources with which they have to do it.
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LITERATURE SURVEY

Kahn, (1990) employee engagement “engagement as the harnessing of organizational

member selves to their work roles. In engagement, people employee and express themselves
physically, cognitively, and emotionally during role performances.

Put simply, employee engagement exists “when the employee feels:

 Physically
 Intellectually
 Emotionally...attached to their work”.

The Gallup organization “Employee engagement is the involvement with and enthusiasm
for work”

The conference board employee engagement is “a heightened emotional connection that an

employee feels for his or her organization, that influence him or her to exert greater
discretionary effort to his or her work”.

Hewitt Associates “Engagement is the energy, passion, or fire in the belly employees have
for their employer. It is the state of emotional and intellectual commitment to an organization
or group producing behavior that will help fulfill an organization‟s promises to customers –
and, in so doing, improve business result”.

Marshland defined employee engagement as “commitment an emotional outcome to the

employee resulting from the critical components of the workplace. Miles described it as
intensively involving all employees in high – engagement cascades that understanding,
dialogue, feedback and accountability, empower people to creatively align their subunits,
team and individual jobs with the major transformation of the whole enterprise”.

Harter, Schmidt & Hayes described it as the individual‟s involvement and satisfaction with
as well as enthusiasm for work. Later, Harter and Schmidt, together with Keyes re-defined ei
as “cognitive and emotional antecedents in the workplace”.

Towers Parrin “the extent to which employees put discretionary effort into their work, in the
form of extra time, brainpower and energy”.
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CHAPTER-III

RESEARCH METHODOLOGY

According to Sandra Harding “a Research Method is a technique for gathering

evidence & information” or methods or techniques that are used for conduction for research.
“Methodology is a theory and analysis of how research does or should proceed” or
way to systematically solve problem.

DEFINITION OF RESEARCH
“Systematized efforts to gain new knowledge”.
_Redman and Moray

RESEARCH DESIGN
Research Design is the plan, structure and strategy of investigation. Conceived, so as
to obtain answer, to research questions.

DESCRIPTIVE RESEARCH METHOD USE FOR THIS PROJECT:

DESCRIPTIVE RESEARCH
More formalized and structure describing of phenomenon on characteristics
associated with subject population (who, what, where, when, and how – but not Why) -
estimates the proportions of a population that have these characteristics-discovery of
association among different variables.
This study involves the descriptive research design. It includes the survey and facts
finding enquires of different kings. The main purpose of the research design is to describe the
state of affairs as it exists at present. It has no control over the variables. This research design
gives only report what has happened and what is happening.
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4.3 SOURCE OF DATA

Collection of information is called as data. Data is of two types

 Primary data
 Secondary data

PRIMARY DATA
Primary data are those which are collected a fresh and for the first time and
thus happen to be original in character. Under primary of data collection several methods are
available. For this project study questionnaire method is used.

SECONDARY DATA

The secondary data are those which have already been collected by someone else
and which have already been passed through statistical process. Secondary data may be
published or unpublished data. Secondary data collection method consist of

I. Various publication of central, state or local government

II. Various publications of foreign government or of international bodies and their
subsidiary organization.
III. Book magazines & report
IV. Reports and publications of various associations connected with business and
industry, bank, stock exchanges etc.

For the project study following secondary data is used.

 Company profile
 Previous report

4.4 RESEARCH TOOLS

The questionnaire was found to be the suitable research instrument to collect the
primary data from the employees. The types of questionnaire used are structured and
undisguised. Are direct questions are used in the questionnaire.
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SAMPLE UNIT

Research carried out among the various units/plant of co-operative PepsiCo India Holdings
Pvt Ltd.

SAMPLE SIZE

The data was collected from 100 employees in co-operative PepsiCo India Holdings Pvt Ltd.

N=100

SAMPLING METHOD

Simple random sampling method was used to select the sample from the population.

STATISTICAL TOOL

These are tools, which helps to analysis the collected data. This analysis contains
various approaches like comparisons, detecting, accuracy, estimation etc.

The applied statistical method tools are:

 Chi square method

 Correlation
 Factor analysis

PERCENTAGE METHOD

Percentage refers to a special kind of ratio. It is used to May comparison between

two or more serious of data. They can be used to compare the relative item, the distribution of
two or more series of data, since the percentages reduces everything to a common base and
there by allow meaningful comparisons to be made.

No of Respondent

Percentage of the Respondent = ------------------------------- X 100

Total of Respondent
 25

KARL-PEARSON’S CO-EFFICIENT OF CORRELATION:

 The quantity r, called the linear correlation co-efficient, measures the strength
and the direction of a linear relationship between two variables.

 The linear correlation co-efficient is sometimes referred to as the Pearson

product moment correlation coefficient in honour of its developer Karl
Pearson.

 The mathematical formula for computing r is,

∑n (X-X) (Y-Y)

i=1

r= ------------------------------------------

∑ n (X-X) 2∑ n (Y-Y) 2

i=1 i=1

Where n is the number of pairs of data. The value of r is such that -1<= r<=+1. The +
and – signs are used for positive linear correlations and negative linear correlations,
respectively.

CHI-SQUARE ANALYSIS
Chi-Square can be used to determine if categorical data shows dependently or the two
classifications are independent. It can also be used to make comparison between theoretical
populations and actual data when categories are used.

(𝑜 − 𝐸)2
𝐶ℎ𝑖 − 𝑆𝑞𝑢𝑎𝑟𝑒(𝜑2) =
𝐸
 26

Where

O- The observed frequency

E- The expected frequency

Expected frequency formula

𝑅𝑜𝑤 𝑡𝑜𝑡𝑎𝑙 (𝐶𝑜𝑙𝑢𝑚𝑛 𝑡𝑜𝑡𝑎𝑙 )
𝐸= 𝐷𝑟𝑎𝑛𝑑 𝑡𝑜𝑡𝑎𝑙

Degree of freedom: (r-1) (c-1)

Where

R-Number of rows

C- Number of column

Rules

 If the chi-square value is less then table values then accept the Null hypothesis.
 If the chi- square value is greater than table values then reject the Null hypothesis.

FACTORS ANALYSIS

Factor analysis is a method for investigating whether a number of variable of interest are
linearly related to small number of unavoidable factors. The observed variables are modeled
as linear combination of the factor, plus “error terms”. The information gained about the
interdependencies can be used later to reduce the set of variables in the data set. Factor
analysis originated in psychometrics and is used in behavioral sciences, social sciences,
marketing, product management, operations research and other applied sciences that deal
with large quantities of data.
 27

CHAPTER-IV

ANALYSIS AND INTERPRETATION

5.1 PERCENTAGE ANALYSIS

TABLE NO: 4.1.1

GENDER

PARTICULARS NO OF RESPONDENT PERCENTAGE

Male 75 75%

Female 25 25%

Total 100% 100%

GENDER

75%

80
70
60
50
25%
40
30
20
10
0
Male Female

INFERENCE: From the above table it is found that 75% of respondents are male, 25% of
Female employees.
 28

TABLE NO: 4.1.2

AGE WISE CLASSIFICATION

PARTICULARS NO OF PERCENTAGE
RESPONDENT

Less than 20 years 5 5%

Between 20 to 25 years 40 40%

Between 25 to 30 years 45 45%

Between 30 to 40 years 7 7%

More than 40 years 3 3%

Total 100 100%

AGE WISE CLASSIFICATION

45%
50% 40%
40%
30%
20% 5% 7%
3%
10%
0%
Less than years Between 20-25 Between 25-30 Between 30-40 More than 40
20 years years Years year

INFERENCE: The above table it is found that 5% of respondents are age of less than 25
year, 40% of respondents are age of between 20 to25 years, 45% respondents is age of
between 25 to 30 years, and 7% respondents is age of between 30 to 40 years and 3% of
respondents are age of more than 40 years employees.
 29

TABLE NO: 4.1.3

EDUCATIONAL QUALIFICATION

PARTICULARS NO OF PERCENTAGE
RESPONDENT

Below +2 7 7%

Degree 53 53%

Engineering 20 20%

Diploma 30 30%

Total 100 100%

EDUCATIONAL QUALIFICATION

60 53%

50

40
30%

30 20%

20
7%

10

0
Below +2 Degree Engineering Diploma

INFERENCE: The above table it is found that 53% of respondents belong to Degree
courses and 30% of respondents belong to Diploma qualification and 20% of respondents are
engineering courses and 7% of respondents are below +2.
 30

TABLE NO: 4.1.4

LIST OF EXPERIENCE

PARTICULARS NO OF RESPONDENT PERCENTAGE

Below 2 years 23 23%

2 -3 years 43 43%

3 – 4 years 27 27%

Above 4 years 7 7%

Total 100 100%

LIST OF EXPERIENCE

43%
45
40
35
27%
30 23%
25
20
15
7%
10
5
0
Below 2 years 2 - 3 years 3 - 4 years Above 4 years

INFERENCE: The above table it is found that 43% of respondents are belongs to
Experience in 2-3 years and 27% of respondents are experience in 3-4 years and 23% of
respondents are experience in 7% above 4 years.
 31

TABLE NO: 4.1.5

RESPONSE ABOUT THE AWARENESS OF THE ROLES

PARTICULARS NO OF PERCENTAGE
RESPONDENT

Fully aware 90 90%

To some extent 10 10%

Not aware 0 0%

Total 100 100%

RESPONSE ABOUT THE AWARENESS OF THE ROLES

0%
10%

Fully aware
To some extent
Not aware

90%

INFERENCE: From the above table it is found that 90%of the employees are fully aware
of their roles to be performed at their work and 10% are aware to some extent.
 32

TABLE NO: 4.1.6

SATISFACTION TO THE CURRENT ASSIGNMENT

PARTICULARS NO OF PERCENTAGE
RESPONDENT

More than Expectation 10 10%

Satisfied 60 60%

Good 25 25%

Not Satisfied 5 5%

Total 100 100%

SATISFACTION TO THE CURRENT ASSIGNMENT

5% 10%

25% More than Expectation

Satisfied
Good
Not Satisfied

60%

INFERENCE: From the above table it is found that 60% of the employees are satisfied
with their current assignment and 25% of the employees think that it is good as compared to
any other Company.
 33

TABLE NO: 4.1.7

GOOD INFRASTRUCTURE

PARTICULARS NO OF RESPONDENT PERCENTAGE

Yes 63 63%
No 37 37%
Total 100 100%

GOOD INFRASTRUCTURE

63%
80
70
60 37%
50
40
30
20
10
0
Yes No

INFERENCE: From the above table it is found that 63% of the respondents accepted that
the company has been providing good infrastructure for doing their job and 37% did not
accept this statement.
 34

TABLE NO: 4.1.8

SAFE AND CLEAN WORK ENVIRONMENT

PARTICULARS NO OF RESPONDENT PERCENTAGE

Yes 92 92%
No 8 8%
Total 100 100%

SAFE AND CLEAN WORK ENVIRONMENT

92%
100
90
80
70
60
50
40
30
20 8%
10
0
Yes No

INFERENCE: From the above table it is found that 92% of the respondents are of the
opinion that the company is providing Safe and Clean Work Environment at PepsiCo.
 35

TABLE NO: 4.1.9

INTRODUCTION AND ORIENTATION PROGRAM

PARTICULARS NO OF RESPONDENT PERCENTAGE

Yes 88 88%
No 12 12%
Total 100 100%

INTRODUCTION AND ORIENTATION PROGRAM

88%
90
80
70
60
50
40
30 12%
20
10
0
Yes No

INFERENCE: From the above table it is found that 88% of the respondents state that the
company offered introduction and orientation program.
 36

TABLE NO: 4.1.10

AVAILABILITY OF SUPERIOR

PARTICULARS NO OF RESPONDENT PERCENTAGE

Yes 80 80%
No 20 20%
Total 100 100%

AVAILABILITY OF SUPERIOR

20%

Yes
No

80%

INFERENCE: From the above table it is found that 80% of the respondents are of the
opinion that their superiors are available whenever help is needed.
 37

TABLE NO: 4.1.11

SUPERIOR FEEDBACK AND GUIDANCE

PARTICULARS NO OF RESPONDENT PERCENTAGE

Yes 70 70%
No 30 30%
Total 100 100%

SUPERIOR FEEDBACK AND GUIDANCE

70%

70

60

50 30%
40

30

20

10

0
Yes No

INFERENCE: From the above table it is found that 70% of the respondents say that their
Supervisors provide regular Feedback and guidance.
 38

TABLE NO: 4.1.12

PRACTICAL SUGGESTION

PARTICULARS NO OF PERCENTAGE
RESPONDENT

Strongly agree 30 30%

Agree 44 44%

Disagree 16 16%

Strongly Disagree 10 10%

Total 100 100%

PRACTICAL SUGGESTION

44%
45%
40%
35% 30%
30%
25%
20% 16%
15% 10%
10%
5%
0%
Strongly Agree Agree Disagree Strongly Disagree

INFERENCE: From the above table it is found that 44% of the respondents agree to the
statement that the PepsiCo give Practical Suggestion, 30% strongly agree, 16% disagree and
10% strongly disagree.
 39

TABLE NO: 4.1.13

INCREASE OF EMPLOYEE RESPONSIBILITY

PARTICULARS NO OF PERCENTAGE
RESPONDENT

Strongly agree 50 50%

Agree 33 33%

Disagree 10 10%

Strongly Disagree 7 7%

Total 100 100%

INCREASE OF EMPLOYEE RESPONSIBILITY

Strongly agree Agree Disagree Strongly Disagree

7%
10%

50%

33%

INFERENCE: From the above table it is found that 50% of the respondents agree to the
statement that their responsibility has been increased, 33% strongly agree, 10% disagree and
8% strongly disagree.
 40

TABLE NO: 4.1.14

CHALLENGEABLE TARGET

PARTICULARS NO OF PERCENTAGE
RESPONDENT

Strongly agree 42 42%

Agree 25 25%

Disagree 21 21%

Strongly Disagree 12 12%

Total 100 100%

Challengeable Target

Strongly agree Agree Disagree Strongly Disagree

42%

25%
21%

12%

Strongly agree Agree Disagree Strongly Disagree

INFERENCE: From the above table it is found that 42% of the respondents strongly
agree to the statement that target framed is very challengeable to meet, 25% agree, 21%
disagree and 12% strongly disagree.
 41

TABLE NO: 4.1.15

RELATIONSHIP WITH COLLEAGUES

PARTICULARS NO OF PERCENTAGE
RESPONDENT

Strongly agree 5 5%

Agree 15 15%

Disagree 28 28%

Strongly Disagree 52 52%

Total 100 100%

RELATIONSHIP WITH COLLEAGUES

5%
15%
Strongly Agree
Agree
52% Disagree
Strongly Disagree
28%

INFERENCE: From the above table it is found that 52% of the respondents strongly
disagree to the statement that colleagues are co-operative, 28% Disagree, 15% agree and 5%
strongly agree.
 42

TABLE NO: 4.1.16

CONFLICT

PARTICULARS NO OF PERCENTAGE
RESPONDENT

Strongly agree 43 43%

Agree 40 40%

Disagree 7 7%

Strongly Disagree 10 10%

Total 100 100%

CONFLICT

Strongly agree Agree Disagree Strongly Disagree

10%
7%

43%

40%

INFERENCE: From the above table it is found that 43% of the respondents strongly
agree to the statement that conflict arise among employee, 40% agree, 10% disagree and 7%
strongly disagree.
 43

TABLE NO: 5.1.17

EQUAL JOB OPPORTUNITY

PARTICULARS NO OF PERCENTAGE
RESPONDENT

Strongly agree 37 37%

Agree 47 47%

Disagree 13 13%

Strongly Disagree 3 3%

Total 100 100%

EQUAL JOB OPPORTUNITY

Strongly Disagree
3%
Disagree
13%
Strongly agree
37%

Agree
47%

INFERENCE: From the above table it is found that 47% of the respondents agree to the
statement that the PepsiCo give Equal Job Opportunity, 37% strongly agree, 13% disagree
and 3% strongly disagree.
 44

TABLE NO: 4.1.18

CARRIER DEVELOPMENT

PARTICULARS NO OF PERCENTAGE
RESPONDENT

Strongly agree 35 35%

Agree 48 48%

Disagree 17 17%

Strongly Disagree 0 0%

Total 100 100%

CARRIER DEVELOPMENT

48%
50
45
35%
40
35
30
25 17%
20
15
10 0%
5
0
Strongly agree Agree Disagree Strongly
Disagree

INFERENCE: From the above table it is found that 48% of the respondents agree to the
statement that opportunities are giving for carrier development, 35% strongly agree and 17%
disagree.
 45

TABLE NO: 4.1.19

LEARNING OPPORTUNITY

PARTICULARS NO OF PERCENTAGE
RESPONDENT

Strongly agree 45 45%

Agree 40 40%

Disagree 8 8%

Strongly Disagree 7 7%

Total 100 100%

LEARNING OPPORTUNITY

7%
8%

Strongly agree
45%
Agree
Disagree
Strongly Disagree
40%

INFERENCE: From the above table it is found that 45% of the respondents agree to the
statement that they get opportunity to learn 40% strongly agree, 8% disagree and 7%strongly
disagree.
 46

TABLE NO: 4.1.20

FEEL ABOUT LEARNING OPPORTUNITY

PARTICULARS NO OF PERCENTAGE
RESPONDENT

Good 45 45%

Better 38 38%

Bad 17 17%

Total 100 100%

FEEL ABOUT LEARNING OPPORTUNITY

45%

Good
17% Better
Bad

38%

INFERENCE: From the above table it is found that 45% of the respondents feel that
learning opportunity is good, 38% feel that it is better and 17% feel bad to the learning
opportunity provided by the company.
 47

TABLE NO: 4.1.21

WAGES AND SALARY

PARTICULARS NO OF PERCENTAGE
RESPONDENT

Highly Satisfied 35 35%

Satisfied 60 60%

Dissatisfied 5 5%

Highly dissatisfied 0 0%

Total 100 100%

WAGES AND SALARY

60 60%

50

40 35%

30

20 5%

10
0%
0
highly satisfied satisfied Dissatisfied Highly
agree dissatisfied

INFERENCE: From the above table it is found that 60% of the employees are satisfied
with their wage and salary, 35% are highly satisfied and 5% are dissatisfied.
 48

TABLE NO: 4.1.22

GREAT PLACE TO WORK

PARTICULARS NO OF RESPONDENT PERCENTAGE

Yes 85 85%
No 15 15%
Total 100 100%

GREAT PLACE TO WORK

0% 0%

No
15%

Yes
85%

INFERENCE: From the above table it is found that 85% of the respondents‟ recommend
that the organization is a great place to work and 15% of respondent do not recommend that.
 49

CHI SQUARE

OBJECTIVE: To find out the difference between Educational Qualification and satisfied
with wage and salaries provide to the organization.

Null Hypothesis (HO): There is no significance difference between the Education

qualification and satisfied with wage and salary provide to the organization.

Alternative Hypothesis (H1): There is significance difference between the Educational

Qualification and satisfied with wage and salaries provide to the organization.

COMPARISION OF THE EDUCATIONAL QUALIFICATION AND WAGE AND SALARIES

Chi-Square Tests

Value Df Asymp. Sig. (2-sided)

Pearson Chi-Square 34.708a 16 .000
Likelihood Ratio 43.871 16 .000
Linear-by-Linear
.696 1 .404
Association
N of Valid Cases 100

The value of Pearson chi-square is 34.708 and associated significant value is .000(which is
less than 0.05). Therefore the null hypothesis is rejected.

INFERENCE:

There is no significance difference between the Educational Qualification and satisfied with
wage and salaries provide to the organization.

.
 50

CORRELATION

Karl pearsons correlation

AIM:

To find out relationship between the target and conflict of the employees in the organization.

Correlations
Target is Conflict arise
Very between an
Challengeable employee in
to meet Organization
Target is Very Pearson
1 .015
Challengeable to meet Correlation
Sig. (2-tailed) .879
N 100 100
Conflict arise between Pearson
.015 1
an employee in Correlation
Organization Sig. (2-tailed) .879
N 100 100

INFERENCE:

Since r =0.879 the target and conflict of the employees are correlated hence the target and
conflict were highly correlated.

`
 51

FACTOR ANALYSIS

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling
.760
Adequacy.
Bartlett's Test of Approx. Chi-Square 61.112
Sphericity Df 28
Sig. .000

Kaiser-Meyer-Olkin (KMO) value is 0.760 it is higher than 0.6 and Bartlett‟s Test of
Sphericity significant value is 0.000 (Less than 0.05). So Factor analysis can be under taken
using this dataset.

Communalities

Initial Extraction
Pay and Benefits Offered 1.000 .823
Training and Development 1.000 .437
Teamwork 1.000 .858
Relationship Between Employee and
Employer 1.000 .628

Recognition and Reward 1.000 .829

Job Securities 1.000 .733
Job Satisfaction 1.000 .425
Decision Making Process 1.000 .462

Most of the reduce dataset Chewing tobacco habits F=0.823, Fear towards your job
F=0.829, taking sleeping pills F=0.858.
 52

Total Variance Explained

Extraction Sums of Rotation Sums of Squared

Initial Eigenvalues Squared Loadings Loadings
Com % of
pone % of Cumulative Varian Cumulat % of Cumulati
nt Total Variance % Total ce ive % Total Variance ve %
1 1.584 19.806 19.806 1.584 19.806 19.806 1.416 17.698 17.698
2 1.407 17.589 37.395 1.407 17.589 37.395 1.403 17.543 35.242
3 1.156 14.451 51.846 1.156 14.451 51.846 1.193 14.909 50.151
4 1.046 13.075 64.921 1.046 13.075 64.921 1.182 14.769 64.921
5 .972 12.146 77.066
6 .809 10.110 87.177
7 .632 7.902 95.079
8 .394 4.921 100.000

Rotated Component Matrixa

Component
1 2 3 4
Relationship Between Employee
.790 .037 .032 .024
and Employer
Training and Development .641 .083 .034 .131
Job Satisfaction .368 .286 .305 .338
Recognition and Reward .066 .837 .350 .037
Decision Making Process .093 .608 .288 .021
Teamwork .050 .007 .924 .034
Pay and Benefits Offered .132 .001 .054 .896
Job Securities .460 .493 .186 .494
INFERENCE:
From above table most of employee engaged to important factors was Pay and Benefits
Offered (0.896).
 53

CHAPTER V

SUMMARY OF FINDINGS SUGGESTIONS AND CONCLUSIONS

FINDINGS
 75% of the Respondents are Male.
 50% of the respondents are 20-25 years.
 53% of the respondents have Degree
 43% of the respondents have 2-3 years.
 90% of the employees are fully aware of their roles to be performed.
 60% of the employees are satisfied with their current assignment.
 63% of respondents accept that the company provided good infrastructure to do their
job.
 92% of respondents accept that the PepsiCo provided safe and clean work
environment.
 88% of respondents accept that they got strong induction and orientation program.
 80% of respondents accept that their supervisors are available whenever they need
help.
 70% of respondents accept that the superiors provide feedback and guidance about
their work.
 50% of respondents feel that they are given more responsible jobs.
 67% of respondents agree to the statement that target framed is very challengeable to
meet.
 67% of respondents agree that colleagues working in the organization are co-
operative.
 43% of respondents agree that conflict arise between employees in organization.
 47%of respondents agree that the PepsiCo give equal job opportunity to all
employees.
 48% of the respondents agree to the statement that opportunities are given for carrier
development.
 85% of the respondents agree to the statement that they get opportunity to learn.
 45% of the respondents feel that learning opportunity is good.
 95% of respondents are satisfied about the wages provided by the organization.
 85% of the respondents recommend that the organization is a great place to work.
 54

SUGGESTION

 Management has to include the employee in the decision making process.

 The employee may be recognized and rewarded for the work they have done as
recognition promotes the increase of level of engagement.
 Management may communicate with employees frequently on what is expected from
them and why they are in the organization.
 In future to improve the safe and clean work environment.
 To give a additional infrastructure to do the job to the employee.
 The management can provide residential quarters; school benefit for their children.
 55

CONCLUSION

This study shows that the organization takes necessary steps to improve the employee

engagement level in the organization.

The organization is focusing on measure like providing learning opportunities, ensuring job

security ,well designed training program, better reward system etc. to enhance the

engagement level.

However there are very few areas where the employees have dissatisfaction such as the

residential facilities and loans and advance. If the company concentrates more on these weak

areas the company can further improve the employee engagement level.
 56

QUESTIONNAIRE

A STUDY TO ANALYSIS THE EMPLOYEE ENGAGEMENT IN PEPSICO INDIA

HOLDINGS PVT LIMITED AT MAMANDUR

1. Name :
2. Gender

a) Male □ b) Female □
3. Age

a) Less than 20 years □

b) Between 20 to 30 years □
c) Between 30 to 35 years □
d) Between 35 to 40 years □
e) More than 40 years □

4. Educational qualification:

a) Graduate □ b) Post Graduate □ c) Engineering □ d) MBA/MCA □

e) Others □
5. Experience

a) Below 2 years □ b) 2 – 3 years □ c) 3 – 4 years □

d) Above 4 years □

6. To what extend are you aware of your role in your work?

a) Fully Aware □ b) To Some Extend □ c) Not aware □

7. Comparing to your qualification, are you satisfied with the current assignment?

a) More than expectation □ b) Satisfied □ c) Good □ d) Not satisfied □

8. Hope that the company provide good infrastructure to do your job?

a) Yes □ b) No □
9. Does co-operative PepsiCo provide safe and clean work environment?
 57

a) Yes □ b) No □
10. Hope you have got strong introduction and orientation program when you are joining
in the organization?

a) Yes □ b) No □
11. Is the superior available whenever the help is needed?

a) Yes □ b) No □
12. Does your superior provide you feedback and guidance about your work?

a) Yes □ b) No □
13. Is the PepsiCo developed your self-Interest to increase your responsibility?

a) Strongly agree □ b) Agree □ c) Disagree □ d) Strongly disagree □

14. Is the framed target is very challengeable to meet?

a) Strongly agree □ b) Agree □ c) Disagree □ d) Strongly disagree □

15. Are you agree that colleague working with you co-operative?

a) Strongly agree □ b) Agree □ c) Disagree □ d) Strongly disagree □

16. Does there is conflict arise between an employees in organization?

a) Strongly agree □ b) Agree □ c) Disagree □ d) Strongly disagree □

17. Does co-operative PepsiCo gives equal opportunity to all employees?

a) Strongly agree □ b) Agree □ c) Disagree □ d) Strongly disagree □

18. The opportunity to learn in co-operative PepsiCo?

a) Strongly agree □ b) Agree □ c) Disagree □ d) Strongly disagree □

19. Is there any opportunity to learn to co-operative PepsiCo?

a) Strongly agree □ b) Agree □ c) Disagree □ d) strongly disagree □

20. How do you feel about that learning opportunity?

a) Good □ b) Better □ c) Bad □

21. Are you satisfied with wages salaries provided by organization?

a) Highly Satisfied □ b) Satisfied □ c) Dissatisfied □ d) Highly dissatisfied

□
 58

22. Would you recommend the organization as a great place to work?

a) Yes □ b) No □
23. Maintain factors which made you say in PepsiCo Holding India Pvt Limited?

Factors Highly Satisfied Neutral Dissatisfied Highly

satisfied Dissatisfied

Pay & Benefits

Offered

Training &
Development

Teamwork

Relationship
between employee
and employer

Recognition &
Rewards
Job Securities

Job Satisfaction

Decision making
Process
 59

BIBLOGRPHY

REFERENCES

Books and Journals

 K. Aswathppa (2006), Human Resources and Personnel Management, TATA.

 Dr. Subbarao (2004) Human Resources Management, (Text and cases), Himalaya
publishing house, Chennai.
 Dr. C.B Gupta (2004) Human Resources Management, Sultan chand publications.
New Delhi.
 Kothari C.R (2005) Research Methodology, New age international publisher New
Delhi.

WEBSITES

WWW.google.com

WWW.hr.com

WWW.Intecc.co.in

WWW.Wikipedia.com

WWW.Managementparadise.com
60