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A PROJECT REPORT ON

“EMPLOYEE ENGAGEMENT”
AT

M/S. GUJARAT BOROSIL


LIMITED

SUBMITTED BY UNDER
GUIDANCE OF
MS. AARTI YOGESHCHANRA MR. RAKESH AGRAWAL
PANDYA
HEAD [HR & ADMINISTRATION]
IGNOU MBA [HR]
M/S. GUJARAT FLUROCHEMICALS
ENROLLMENT NO : 081144301
LIMITED
REGIONAL CENTER : 09

STUDY CENTER : 0913

SUBMITTED TO:
A study on Employee Engagement at M/s. Gujarat Borosil Limited

INDIRA GANDHI NATIONAL OPEN


UNIVERSITY

View of M/s. GUJARAT BOROSIL LIMITED


Ankleshwar Rajpipla Road
Village : GOVALI,

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

Taluka : JHAGADIA,

District : BHARUCH,

State : GUJARAT - INDIA

Certificate of
Originality
This is to certify that the project titled “A Study on
Employee Engagement At M/s. Gujarat Borosil Limited ( GBL ) ”
is an original work of the student and is being submitted in
partial fulfillment for the award of the Master’s Degree in
Business Administration of Indira Gandhi National Open
University. This report has not been submitted earlier either to
this University or to any other University / Institution for the
fulfillment of the requirement of a course of study.

SIGNATURE OF SUPERVISOR SIGNATURE OF


STUDENT

Place : Place :

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

Date : Date :

Declaration

I do hereby declare that this project report entitled


“EMPLOYEE ENGAGEMENT” carried out at M/s. GUJARAT
BOROSIL LIMITED has been prepared by me and is being
submitted to Indira Gandhi National Open University under the
esteemed guidance of Mr. Rakesh Agrawal Head-HR at M/s.
Gujarat Flurochemical Limited in the partial fulfillment of
requirement of the award of M.B.A.

All the particulars furnished in the project are true to the


best of my knowledge and belief. It has not been submitted by
me in part or in full to any other University/Institute.

MS. AARTI YOGESHCHANDRA PANDYA


IGNOU MBA [HR]

Enrollment No : 081144301

Regional Center : 09

Study Center : 0913

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

ACKNOWLEDGEMENT
It is my proud privilege to express my deepest gratitude to a number of
helping hands for their indefatigable cooperation that enabled me to
shape my study. Indeed this page of acknowledgement shall never be able
to touch the horizon of generosity of those, who rendered help to me.

It’s my utmost pleasure to extend my sincere gratitude to GBL for offering


me an opportunity to do project work in this esteemed organization.

I offer my sober and earnest regards to MR. Anil Krishali DGM (HR),
and Colonel D. Singhal(retd.) GM (ADMN.) from M/s. Gujarat
Borosil Limited & my guide MR. Rakesh Agrawal - Head (HR) from
M/s. Gujarat Flurochemical Limited, for their scholarly guidance & kind
cooperation. Their keen interest and encouraging words at every step
were a source of inspiration that enabled me to broaden my sphere of
domain knowledge.

I acknowledge special thanks to all the employees and staff members of


different departments in GBL for their ready to help attitude and support
extended during the course of programme.

I am also grateful to my family and friends for their continuous


encouragement and appreciation which helped me in the successful
completion of this project.

This report is a reflection of the knowledge acquired by me during


the training period at M/s. Gujarat Borosil Limited.

AARTI PANDYA
Enrollment No : 081144301

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

ABSTRACT
Employee Engagement is the level of commitment and involvement an
employee has towards their organization and its values. An engaged
employee is aware of business context, and works with colleagues to improve
performance within the job for the benefit of the organization. It is a positive
attitude held by the employees towards the organization and its values. The
project focuses on how employee engagement is an antecedent of job
involvement and what should company do to make the employees engaged.
The project also looks at the Gallup 12 point questionnaire, twelve-question
survey that identifies strong feelings of employee engagement and the steps
which shows how to drive an engaged employee.

It will be appropriate to apprise to the reader that the cardinal objective of my


project is to carry out an extensive survey which will not only reinforce and
magnify the awareness level of “EMPLOYEE ENGAGEMENT” survey in GBL
but also help the Company to improve its overall efficacy of business. From
the day on which GBL witnessed my presence witnessed my presence, till
date I ceaselessly yet relentlessly kept on imbibing and garnering the basics
of employee engagement in different departments of GBL like Production,
Maintenance, Finance, Administration, HRD etc. Owing to the fact that before
one sets out for the survey he/she should have a thorough knowledge of the
topic he/ she is assigned with , I as a survey person spent my considerable
time in knowing about the GBL’s Employee engagement survey previously
conducted by the company and company policies, vision and mission etc.
After being reasonably conversant with the employee name and departments
I slowly started the task of setting the ball of employee interaction rolling.
Employees’ interaction was in the shape of Questionnaire. I distributed the
questionnaire to each department and after three days I started collecting
them. Data analysis & interpretation was followed by Findings &
Recommendations.

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

TABLE OF CONTENTS

CHAPTER 1 INTRODUCTION

 OBJECTIVE

 SCOPE

 RESEARCH METHODOLOGY

 SAMPLING PROCESS

 DATA COLLECTION

 METHODOLOGY

CHAPTER 2 COMPANY PROFILE

CHAPTER 3 LITERATURE REVIEW

CHAPTER 4 CONCEPT OF EMPLOYEE ENGAGEMENT IN TRL

CHAPTER 5 DATA ANALYSIS & INTERPRETATION

CHAPTER 6 OBSERVATIONS

CHAPTER 7 FINDINGS &RECOMMENDATION

CHAPTER 8 INFERENCE

ANNEXURE

• BIBLIOGRAPHY

• QUESTIONNAIRE

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

CHAPTER 1 - INTRODUCTION

INTRODUCTION

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

Human resource executives in India continue to struggle with talent


management issues, particularly retention. The quest to find the best way
to retain employees has taken HR pundits through concepts such as
employee review, employee satisfaction and employees delight. The latest
idea is “Employee Engagement”, a concept that holds, that, it is the
degree to which an employee is emotionally bonded to his organization
and passionate about his work that really matters.

Engagement is about motivating employees to do their best. An


engaged employee gives his company his hundred percent. The quality of
output and competitive advantage of a company depends upon the quality
of its people.

It has been proved that there is an intrinsic link between employee


engagement, customer loyalty and profitability.

When employees are effectively and positively engaged with their


organization 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.

Most organizations realize today that a satisfied employee is not


necessarily the best employee in terms of loyalty and productivity. It is
only an engaged employee who is intellectually and emotionally bound
with the organization, feels passionately about its goals and is committed
towards its values who can be termed thus. He goes the extra mile beyond
the basic job responsibility and is associated with the actions that drive
the business. Moreover, in times of diminishing loyalty, employee
engagement is a powerful retention strategy. The fact that it has a strong
impact on the bottom line adds to its significance.

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

A successful employee engagement helps create a community at the


workplace and not just a workforce. 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. Especially in Indian culture this
becomes more relevant given the community feeling which organization
provide in our society.

There are a lot of HR things. They are called fads. Those are the
bandwagons upon which we hop. Perhaps its time to evaluate whether
employee engagement is a fad or a new knowledge domain for which HR
executives can help make their companies a better place to work.

OBJECTIVES

 RESEARCH OBJECTIVES

Employee engagement is a critical ingredient of individual and


organizational success. Engagement is strongly influenced by leadership
quality, as well as by job and organization features. This research was
designed to determine if the potential for employees to be engaged in
work can be predicted at the time of their initial application for work.
These studies also provide additional evidence about the impact of
employee engagement on important business outcomes. Three specific
objectives were set:

• Construct and evaluate a measure for predicting Employee


Engagement.

• Examine the effect of engagement on individual outcomes such


as job effectiveness and retention likelihood.

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

• Examine the effect of supervisor engagement on their


subordinates.

 OTHER OBJECTIVES:

• Develop an understanding of what Job Engagement is?

• Explore the difference between Job Engagement and Job


Satisfaction

• Discuss the research into why engagement is important

• Identify the Diagnostic Tools for Employee Engagement

• Highlight the “Top” Best Practices

• Explore HR actions for developing engaged employees

• Key Outcomes

• Cost of disengagement

 OBJECTIVES AT GUJARAT BOROSIL LTD.

• To examine the strategies adopted and practices followed in GBL


regarding employee engagement system

• To examine the importance given by employees to their work & the


level of their satisfaction.

• To find out whether the changes in technology in GBL have been


properly matched by training & development of its manpower.

• To study the effectiveness of free flow of information between the


management and the employees.

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

• To examine the effects of work culture/environment and ethos in


GBL on employees .

• To find out whether the employees are being adequately


compensated for their service and labour.

• To examine the quality of work-life of the employees in GBL.

• To examine whether the welfare measures provided truly reflect the


management’s philosophy and policy.

• To check whether the employee engagement survey outcome is


being implemented or not.

• To suggest measures for improvement.

SCOPE
Scope of my study is limited to employees who are designated
at staff and above covering up to the managerial level. I have
studied 180 employees of M/s. Gujarat Borosil Limited Company.

Embarking upon the scope of the project assigned to me I was first


briefed by our HEAD HR and GM Administration on the day one and during
that session a well planned agenda was formulated.

• It suggested that first I ought to observe every minute activity


going in the GBL.
• Following the above was the task to be aware about the
structure, functioning and products of the GBL.
• After that I undertook the job of employee interaction- the most
important part of my project.
• Employee interaction was in the form of questionnaire fill up.
• Report generation was the ultimate ramification of the
questionnaire administration in the survey.

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

RESEARCH METHODOLOGY

SOURCE
“Mr. Rakesh Agrawal” my respected external guide, was the sole
source of everything which was important for my easier-said-than-done
project to materialize. He guided my footsteps whenever and wherever I
stumbled on the way to my objective and not only this he was also my
torchbearer and gave me all the moral and material support.

Available with me was the employees’ database which was a reliable


and authentic source of employees address. And from those documents
maintained by HR department I used to distribute the questionnaire to the
employees.

Primary data

It consisted of the first hand source of data collected through the


questionnaires from the respondents.

Secondary data

The theoretical foundation of the study is based on various secondary


sources such as:

• Annual Reports (2005-06 to 2009-10)


• Magazines and Journals of GBL.
• Various Manuals and Modules available in the library at GBL

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

METHODS
“SURVEY” as we know jolly well, is the keyword around which the
whole magic of my project revolves hence, this calls for the urgency of
following the below mentioned steps which can be considered as the
methods I have followed in doing the survey.

• The first and foremost thing that I did was the task of formulating a
well framed questionnaire which could aptly help me in eliciting
the essential information from the respondents.
• The questionnaire was designed on a four point Likert scale where
1 represented low extent and 4 represented very high extent.
• Now I was equipped with the required weapon in the form of
questionnaire and the next step was to circulate the questionnaire to
the employees which I did.
• A sample size of 165 respondents were chosen out of 180
employees.
• The sampling type was a probability sampling based on
systematic random sampling.
• Altogether 170 questionnaires were distributed out of which 140
were usable.
• The scores of individual items are summated to produce a total
score for the respondent. The higher the respondent’s score, the
more favorable is the attitude.
• After recollecting the questionnaire which was a very tough job to
carry out I interpreted it and jotted down the queries and complaints
welling up in my mind.

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

LIMITATIONS

As far as the LIMITATION of the project is concerned, I faced many


a problem and adversities in course of my project duration.

1. Because of the size of the organization, the contract workmen are


more. Therefore I decided to study only staff and above
employees who are working as permanent employees over the
GBL premises in different departments. It was very tough on my
part to conduct the survey by going to them personally.
2. It was also very disappointing for me at times when the feedback
given by the employees were below expectation.
3. New Project plant expansion were on going during my project
study therefore lack of cooperation by the departmental heads to
which the responsibility of handling the questionnaire was given
was one of the most important factor which leaded to
demotivation and exhortation.

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

CHAPTER 2- COMPANY
PROFILE

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

COMPANY PROFILE

M/s. Gujarat Borosil Limited the Group of BOROSIL

The Borosil Group comprises two independent companies – Borosil Glass


Works Ltd and Gujarat Borosil Ltd. Borosil Glass Works is the market
leader for laboratory glassware and microwavable kitchenware in India.
Gujarat Borosil is India’s only manufacturer of low iron textured solar
glass.

INTRODUCTORY PROFILE OF GUJARAT BOROSIL LIMITED

Gujarat Borosil Limited was promoted by Borosil Glass works, in the year
1994, to manufacture a wide range of high quality flat glass with proven
Pittsburgh process glass technology. The state-of-the-art plant is located
at Govali village, District Bharuch in the State of Gujarat. As part of its
diversification programme, GBL has set up a solar glass plant in December
2009, one of its kinds in India, for producing Solar Glass. GBL is in the
process of setting up a tempering line in the same premises.

Over the years, the company’s sales have grown rapidly and, today,
company’s flat glass is amongst the best in the glass industry. The
Company is catering mainly to the automobile, mirroring, photo framing
and construction industry. The company also exports its products to
Europe, Australia Middle East, African countries and also in South East
Asia.

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

Scope of Study at Gujarat Borosil Limited:

o Total strength of the Organization:

Workme Permanent Base Total 274


n: Contract Labour Total 270
Including Technical staff and Total 193
above
Employe
e:

Total Strength of the Organization is 737 people

Total Strength of the Organization is 737 people. Apart from this I have
studied the project on ‘Employee Engagement’ for 180 employees
including staff, officer and covering up to the managerial level.

o Total Turnover:

In the year of 2009-10, total turnover of the BOROSIL Group is Rs. 195
crores per annum.

In the year of 2009-10, total turnover of the Gujarat Borosil Limited


is Rs.106 crores per annum.

Why is the particular topic chosen?

 Employee engagement is the latest buzzword in Human


Resource Management. As an OFFICER in HR department of
M/S. Gujarat Borosil Limited (GBL) I have chosen this topic for
the study of our 180 employees who are working with this
Organization. I have mentioned some technical, analytical reports
and done with different kind of survey report to justify my subject
with the Borosil. I have included staff, Officer and covering up to
the manager level of employees in this Project.

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

 This study included 180 Employees of M/S. Gujarat Borosil


Limited

ORGANISATION CULTURE

Passion and commitment exemplify the Borosil culture. Whether it is


the glass blower on the floor, or the quality assurance manager –
every member of the Borosil team is dedicated to ensuring that each
product lives up to the Borosil standards of quality, performance and
dependability.

This passion stems from the knowledge that our products touch our
customer’s lives in many ways.

Our LABWARE is used in school laboratories across the world to help


ignite curious minds by allowing them to experience the magic of
chemistry. Our products are used in all major research centers and
pharmaceutical laboratories for cutting edge experiments, which
help develop life saving drugs. Our laboratory ware is also used by
the “Bhabha Atomic Research Centre” and other nuclear and
defense research institutes, where accuracy is of paramount
importance. Borosil microwavable kitchenware has simplified the
lives of generations of Indian housewives. Our recent foray into the
solar sector is yet another example of our commitment and passion
for making products that positively impact lives.

We compete with the best in the world, and the Borosil brand is
recognized and respected globally as one that is dedicated to quality
and value addition in every undertaking.

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

Consistent with BOROSIL Group's philosophy, GUJARAT BOROSIL


LIMITED has developed a unique culture, which is articulated in its
vision, mission and values.

VISION, MISSION AND CORE VALUES

VISION STATEMENT

To be India's leading flat glass Company.

MISSION STATEMENT

Gujarat Borosil's mission is to be a competitive organization providing


value to its stakeholders through a sustained delivery of high quality
products and services, at competitive prices.

QUALITY POLICY

It is the policy of Gujarat Borosil Ltd. to supply high quality glass products
to its customers and to achieve total quality performance in meeting these
requirements by:

• Knowing the customers’ requirements


• Meeting those requirements without error, on time, every time
• Continually improving effectiveness of related processes and quality
systems

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

SOCIAL CONCERN

The Company accords high priority to social concerns such as protection of


environment and spreading of education in backward areas.

CKG SCHOOL

To impart quality education to the rural population, the Company has been
giving liberal assistance in running a School via “Champakali Kheruka
Prathamik Vidyalaya” in ‘Govali’ village imparting education both in
English and Gujarati medium.

The Company in its resolve to meet its social obligations works closely
with local authorities and social welfare agencies to promote community
development, by undertaking various welfare programmes in and around
Bharuch.

ENVIRONMENT

There is no waste material in the form of toxic gases or solid waste


generated from the factory operations. We are fully committed to the
protection of environment and in this direction; we have planted large
number of trees and created a green belt in the factory land/housing
colony.

CORE VALUES

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

• RESPECT AND VALUE THE OPINION OF OTHERS

• OPEN DOOR POLICY

• PERSONAL INTEGRITY

• OWNERSHIP

• COMMITMENT TO EXCELLENCE

• TRANSPARENCY

• PRIDE IN THE ORGANISATION

• INNOVATIVENESS

LOCATIONS

GBL is located at Village Govali in the Jhagadia taluka in Bharuch district of


Gujarat.

The company has its registered office in Govali, Bharuch and the Head
Office is at Mumbai.

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

GBL has Regional Marketing Office and Area Sales Centers at all major
cities in the country, and all the offices are connected to each other to
ensure smooth running of operations. Currently the Regional Marketing
Office is located at Mumbai and the Sales centers are at Delhi, Collate and
Hyderabad.

PRODUCT PROFILE

Sheet Glass: Sheet Glass is manufactured at the plant commissioned in


1994 through the Pittsburg Process in which the glass is drawn vertically
from Furnace to the Top Floor where finally the glass is cut into sheets of
the desired size and packed for dispatch. The entire process is automated
and is controlled by Programmable Logic Controller (PLC) systems.

Solar Glass: The Company has a commitment of providing a clean and


green environment. As a step towards this commitment, the company has
embarked on the production of solar glass. Is being manufactured at the
company’s latest plant located at Govali. This plant boasts of the latest
technology available in this field. The plant has been commissioned in
Dec- 2009.

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

CHAPTER 3
-LITERATUREREVIEW

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

LITERATURE REVIEW

EMPLOYEE ENGAGEMENT
An organization’s productivity is measured not in terms of employee
satisfaction but in terms of employee engagement. Employees are said to
be engaged when they show a positive attitude towards the organization
and express a commitment to remain with the organization. It is the level
of commitment and involvement an employee has towards the
organization and its values. An engaged employee is aware of the
business context and works with colleagues to improve performance
within the job for the benefit of the organization.

Engagement at work was conceptualized 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).He
defines ‘Flow’ as the holistic sensation that people feel when they act with
total involvement .Flow is the state in which there is little distinction
between the self and environment. When individuals are in flow state little
conscious control is necessary for their actions. Employee engagement is
thus the level of commitment and involvement an employee has towards
their organization and its value. The organization must work to develop
and nurture engagement which requires a two way relationship between
employer and employee. Thus employee engagement 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).Job Involvement is defined
as the degree to which the job situation is central to the person and
his/her identity. Kanungo (1982) maintained that job involvement is
thought to depend on need saliency and the potential of a job to satisfy
these needs. Thus job involvement results from a cognitive judgment
about the need satisfying abilities of the job. Jobs in this view are tied to
one’s self image. 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

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

roles should come to identify with their jobs. When Khan talked about
employee engagement he gave importance to all three aspects, physical,
cognitive and emotional. Whereas in job satisfaction importance has been
more given to cognitive side.

According to the study of Watson Wyatt, the profit chain establishes


relationship between profitability, customer loyalty and employee
satisfaction, loyalty and productivity.

The links in the chain (which should be regarded as propositions) are


as follows; profit and growth are stimulated primarily by customer loyalty.
Loyalty is a direct result of customer’s satisfaction. Satisfaction is largely
influenced by the services provided to customers. Satisfied, loyal and
productive employee create value. Employee satisfaction in turn results
primarily from high quality support services and policies that enable
employees to deliver results to customers.

HR practioners believe that the engagement challenge has a lot to


do with how employee feels about the work experience and how he/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.

Employee engagement represents an alignment of maximum job


satisfaction with maximum job contribution. By plotting a given population
against these two axes, five distinct employee segments are identified-
fully engaged, almost engaged, honeymooners & hamsters, crash & burn
and disengaged.

According to BW-HR global survey 34% of the employees in India are


fully engaged and 13% disengaged. As many as 29% are almost engaged.

FOCUS ON EMPLOYEE ENGAGEMENT

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

Engagement by industry- With the exception of government sector


which has relatively low engagement levels some high tech industries
( pharma, biotech) score low whereas some service focused industries
(retail, consumer products) score high.

Engagement by level- Studies show that people higher up in the


organization experience higher engagement. However there is a drop in
engagement past the vice-president level.

Engagement by gender- the survey reveals a larger disparity


between men and women. Men count 8%more fully engaged and 6%less
disengaged than women.

Taking global figures into account, it can be said that Indian workers are
among the most focused and satisfied in the world.

BASIC ASPECTS OF EMPLOYEE ENGAGEMENT


There are three basic aspects of employee engagement:

• The employees and their own unique psychological makeup and


experience.

• The employers and their ability to create the conditions that


promote employee engagement.

• Interactions between employees at all levels.

Thus employee engagement is a partnership between a company and its


employee where everyone works together to achieve the business
objectives of the company and fulfill their personal aspirations. It is
therefore largely the organization’s responsibility to create an
environment and culture conducive to this partnership and a win-win
equation.

CATEGORIES OF EMPLOYEES

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

There are three different types of employees. They are engaged, not
engaged, actively disengaged.

1. ENGAGED - Engaged employees are builders. They want to know


the desired expectations for their role so that they can meet and
exceed them. They are naturally curious about their company and
their place in it. They perform at consistently high levels. They want
to use their talents and strengths at work everyday. They work with
passion and they drive innovation and move their organization
forward.

2. NOT ENGAGED - Not engaged employees tend to concentrate in


tasks rather than the goals and outcomes they are expected to
accomplish. They want to be told what to do just so that they can do
it and say they have finished. They focus on accomplishing tasks vs
achieving an outcome. Employees who are not engaged tend to feel
their contributions are being overlooked and their potential is not
being tapped. They often feel this way because they don’t have
productive relationships with their managers or with their co-
workers.

3. ACTIVELY DISENGAGED- The actively disengaged employees are


the cave dwellers. They are consistently against ‘virtually
everything’. They are not just unhappy at work they are busy acting
out their unhappiness. They sow seeds of negativity at every
opportunity. Everyday actively disengaged workers undermine what
their engaged co-workers accomplish. The problems and tensions
that are fostered by actively disengaged workers can cause great
damage to an organization’s functioning.

THE ROLE THEORY

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

Employee engagement can be defined in terms of what people do at


work something called the role theory. Role theory reviews different roles
that people engage in at work, and it explains reasons why people engage
in certain roles and not in others.

The five work related roles that exist in any company are:

• Job holder role- Employees come to work and do the job that is
listed in their job description

• Team member role- Employees go “above and beyond” to help


members of their team work towards common goals.

• Entrepreneur role- Employees come up with new ideas and


processes and try to get those ideas implemented.

• Career role- Employees do things to enhance their career


in the organization; they learn, they adapt new skills, and more.

• Organization member role- Employees do things that


promote and help the company even if its not part of their jobs or
their team’s duties

In general we find that most employees have a sense of fairness and


even if their employer treats them poorly most will show up to work and
do the job role but having employee show up at work simply doing their
jobs gets an employer nowhere in terms of long term competitiveness.

If all your employees show up and only do their jobs, then you are
not building organizational strength and long term competitiveness
through people because anyone can hire those same employees and
duplicate what you are doing.

It is the synergy that comes from people working together and


gathering creative ideas that leads to long term organizational wealth
creation. That synergy and above and beyond behavior is evidence of
employee engagement.

EINSTEIN’S THEORY ON EMPLOYEE ENGAGEMENT

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

Einstein’s theory was based on the formulae that is


E=MR2

ENGAGEMENT= MEANINGFUL RELEVANT RECOGNITION

K-A-B MODEL
According to K-A-B MODEL for the success of employee engagement, the
company must follow three steps i.e.

• Knowledge
• Attitude
• Behaviour

• KNOWLEDGE:-Stakeholder must be aware of what is happening,


what the change or engagement effort is, and what they will see
happening across the organization, to and by whom ,over what time
period .this is the “launch” part of engagement programmes, and is
also where much of the effort is focused-often to the detriment of
the subsequent stages.

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• ATTITUDE:-Once the stakeholders have internalized the knowledge,


they need to form an attitude about what they know .generally this
means that they must see tangible, positive evidence that the
organization is serious about and committed to the programme
.Evidence of behavior change emerges in key leaders, managers
and employees as, for example, process begin to evolve and
changes are made.

• BEHAVIOUR:-Once stakeholders have internalized the information


and formed an attitude about the change and what it means to
them, it is essential that they are given the tools, guidance and
support needed to change their behaviors and must be visibly
intolerant of behaviors that do not align with achieving the
objectives behind the overall engagement efforts.

THE TEN C’S OF EMPLOYEE ENGAGEMENT


How can leaders engage employees’ heads, hearts, and hands? The
literature offers several avenues for action; we summarize these as the
Ten C’s of employee engagement.

1.Connect: Leaders must show that they value employees. Employee-


focused initiatives such as profit sharing and implementing work–life
balance initiatives are important.

However, if employees’ relationship with their managers is fractured, then


no amount of perks will persuade employees to perform at top levels.
Employee engagement is a direct reflection of how employees feel about
their relationship with the boss. Employees look at whether organizations
and their leader walk the talk when they proclaim that, “Our employees
are our most valuable asset.”

2. Career: Leaders should provide challenging and meaningful work with


opportunities for career advancement. Most people want to do new things
in their job. For example, do organizations provide job rotation for their top
talent? Are people assigned stretch goals?

Do leaders hold people accountable for progress? Are jobs enriched in


duties and responsibilities? Good leaders challenge employees; but at the
same time, they must instill the confidence that the challenges can be
met.

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3.Clarity: Leaders must communicate a clear vision. People want to


understand the vision that senior leadership has for the organization, and
the goals that leaders or departmental heads have for the division, unit, or
team. Success in life and organizations is, to a great extent, determined
by how clear individuals are about their goals and what they really want to
achieve.

4. Convey: Leaders clarify their expectations about employees and


provide feedback on their functioning in the organization. Good leaders
establish processes and procedures that help people master important
tasks and facilitate goal achievement. Good leaders work daily to improve
the skills of their people and create small wins that help the team, unit, or
Organization performs at its best.

5.Congratulate:Business leaders can learn a great deal from Woo den’s


approach. Surveys show that, over and over, employees feel that they
receive immediate feedback when their performance is poor, or below
expectations. These same employees also report that praise and
recognition for strong performance is much less common. Exceptional
leaders give recognition, and they do so a lot; they coach and convey.

6.Contribute: People want to know that their input matters and that they
are contributing to the organization’s success in a meaningful way. First,
an employee understands of the connection between her work – as
operational zed by specific job-relevant behaviors – and the strategic
objectives of the company had a positive impact on job performance.
Second, an employee’s attitude towards the job and the company had the
greatest impact on loyalty and customer service than all the other
employee factors combined. Third, improvements in employee attitude led
to improvements in job-relevant behavior; this, in turn, increased
customer satisfaction and an improvement in revenue growth. In sum,
good leaders help people see and feel how they are contributing to the
organization’s success and future.

7. Control: Employees value control over the flow and pace of their jobs
and leaders can Create opportunities for employees to exercise this
control A feeling of “being in on things,” and of being given opportunities
to participate in decision making often reduces stress; it also creates trust
and a culture where people want to take ownership of problems and their
Solutions.

8. Collaborate: Studies show that, when employees work in teams and


have the trust and cooperation of their team members, they outperform

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individuals and teams which lack good relationships. Great leaders are
team builders; they create an environment that fosters trust and
collaboration. Surveys indicate that being cared about by colleagues is a
strong predictor of employee engagement. Thus, a continuous challenge
for leaders is to rally individuals to collaborate on organizational,
departmental, and group goals, while excluding individuals pursuing their
self-interest.

9. Credibility: Leaders should strive to maintain a company’s reputation


and demonstrate high ethical standards. People want to be proud of their
jobs, their performance, and their

10. Confidence: Good leaders help create confidence in a company by


being exemplars of high ethical and performance standards. Practitioners
and academics have argued that Competitive advantage can be gained by
creating an engaged workforce.

Leaders should actively try to identify the level of engagement in


their organization, find the reasons behind the lack of full engagement,
strive to eliminate those reasons, and implement behavioral strategies
that will facilitate full engagement. These efforts should be ongoing.
Employee Engagement is hard to achieve and if not sustained by leaders it
can wither with relative ease.

THE LOYALTY FACTOR


The key to employee engagement is creating greater motivation for their
work and commitment to their organization. It is not possible to retain
professionals only by paying high salaries and offering attractive benefits.
We need to create enthusiasm for their roles, their work and the
organization and ensure they are well integrated.

Employee engagement relates to the employee’s commitment to the


organization’s success. Engaged employees who are inspired and guided
by the leadership equipped with the right tools and managed by the right
systems and process deliver superior performance. Employee engagement
today encompasses training, development, work environment, leadership,
performance management, work-life balance, communication,
compensation, benefits, commitment, fun and social activities.

The quality of output and competitive advantage of a company depends


on the quality of people. Employees want to work for an organization that
is-successful, legal, provides opportunities to grow, has managers who
help employees and is socially responsible.

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FACTORS LEADING TO EMPLOYEE ENGAGEMENT


The critical factors which lead to employee engagement are;

1. Career development

Opportunities for personal development - Organizations with high levels of


engagement provide employees with opportunities to develop their
abilities, learn new skills, acquire new knowledge and realize their
potential. When companies plan for the career paths of their employees
and invest in them, then they prove to be the assets of the organization.

Effective management of talent - Career development influences


engagement for employee and retaining the most talented employees and
providing opportunity for personal development.

2. Leadership

Clarity of company values - Employees need to feel that the core values
for which their company stands are unambiguous and clear.

Respectful treatment of employees - Successful organizations show


respect for each employees’ qualities and contribution regardless of their
job level.

3. Empowerment

Employees want to be involved in decisions that affect their work. The


leaders of high engagement work places create a trustful and challenging
environment in which employees are encouraged to dissent from the
prevailing orthodoxy and to input and innovate to move the organization
forward.

4. Image

How much the employees are prepared to endorse the products and
services which their company provides its customers depends largely on
their perception of the quality of those goods and services. High levels of
employee engagement and are inextricably linked with high levels of
customer engagement.

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5. Equal opportunity and fair treatment

The employee engagement levels would be high if their superiors provide


equal opportunities for growth and advancement to all the employees.

6. Re- enforcement of people focused policies

Continuous re-enforcement exists when senior management provides staff


with budgets and resources to accomplish their work and empowers them.

7. Communication

The company should follow the open door policy. There should be both
upward and downward communication with the use of appropriate
communication channels in the organization. If the employee is given a
say in the decision making and has the right to be heard by his boss then
the engagement levels are likely to be high

8. Quality of working relationships with peers, superiors &


subordinates

If employees’ relationship with their managers is fractured, then no


amount of perks will persuade the employees to perform at top levels.
Employee engagement is a direct reflection of how employees feel about
their relationship with the boss.

9. Perception of the ethos and values of the organization

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‘Inspiration and values’ are the most important factors that influence
engagement. Inspirational leadership is the ultimate perk. In its absence it
is unlikely to engage employees.

10. Performance appraisal –

Fair evaluation of an employee performance is an important criterion for


determining the level of employee engagement. The company which
follows an appropriate performance appraisal technique (which is
transparent and not biased) will have high levels of employee
engagement.

11. Pay and benefits

The Company should have a proper pay system so that the employees are
motivated to work in the organization. In order to boost his engagement
levels the employee should also be provided with certain benefits and
compensation.

12. Health and safety –

Research indicates that the engagement levels are low if the employee’ do
not feel secure while working. Therefore every organization should adopt
appropriate methods and systems for the health and safety of their
employees.

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13. Job satisfaction –

Only a satisfied employee can become an engaged employee.


Therefore it is very essential for an organization to see to it that the job
given to the employee matches his career goals which will make him
enjoy his work and he would ultimately be satisfied with his job.

14. Family friendliness –

A person’s family life influences his work life. When an employee


realizes that the organization is considering his family’s benefits also,
he will have an emotional attachment with the organization which leads
to engagement.

15. Co-operation-

If the entire organization works together by helping each other i.e., all
the employees as well as superiors co-ordinate well then the employees
will be engaged.

DOES ENGAGEMENT REALLY MAKE A


DIFFERENCE?
Should executives be concerned about these findings? Perhaps a
more interesting question to executives is: “Is there a strong relationship
between, say, high scores on employee engagement indices and
organizational performance?” It seems obvious that engaged employees
are more productive than their disengaged counterparts. For example, a
recent meta-analysis published in the Journal of Applied Psychology

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concluded that, “… employee Satisfaction and engagement are related to


meaningful business outcomes at a magnitude that is important to many
organizations.” A compelling question is this: How much more productive
is an engaged workforce compared to a non-engaged workforce? Several
case studies shine some light on the practical significance of an engaged
workforce. For example, New Century Financial Corporation, a U.S.
specialty mortgage banking company, found that account executives in
the wholesale division who were actively disengaged produced 28 percent
less revenue than their colleagues who were engaged. Furthermore, those
not engaged generated 23 percent less revenue than their engaged
counterparts. Engaged employees also outperformed the not engaged and
actively disengaged employees in other divisions. New Century Financial
Corporation statistics also showed that employee engagement does not
merely correlate with bottom line results – it drives results.

BENEFITS TO THE ORGANISATION


• Employee engagement builds passion, commitment and alignment
with the organization’s strategies and goals.

• Attracts more people like existing employee.

• Increases employees’ trust in organization.

• Creates a sense of loyalty in a competitive environment.

• Lowers attrition rate.

• Increases productivity and improves morale.

• Provides a high energy working environment.

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• Improves overall organizational effectiveness.

• Boosts business growth.

• Makes the employee effective brand ambassadors for the company.

Employee
Business
Engagement
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Performance
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(BOROSIL GROUP) Companies with HIGH employee engagement


saw:

13.2% improvement in net income growth

19.2% improvement in operating income

27.8% improvement in Earnings per Share

(BOROSIL GROUP) Companies with LOW employee engagement


saw

3.8% decline in net income

32.7% decline in net income growth

11.2% decline in EPS

Engaged employees:

• Perform up to 20% better than less-engaged employees

• Are 87% less likely to leave the organisation than employees with
low levels of engagement

• Are more innovative

• Are more committed to customer satisfaction

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• Contribute more to their organisation than their less engaged


peers

• Consistently go the extra mile

EMPLOYEE ENGAGEMENT IN VIRTUAL ENVIRONMENT


Keeping remote employees engaged is a critical challenge for
managers. Employees need to be engaged through various forums and
interactions to build excitement and passion through various
communication channels and events.

For example, at Sun Microsystems, employees are treated with


utmost importance. The senior management team interacts with the
employees through the intranet where the employees are engaged in
active dialogue on corporate goals and directions and also solicits their
feedback. Management members engages with the employees on
technological directions through personal blog. (holding six town halls with
employees every year).The company also reaches out the employees’
family by inviting and involving them in some events. The internal website
of the company is updated daily, thus keeping employees abreast of the
happenings and developments in their organization.

MEASURING EMPLOYEE ENGAGEMENT


Employee engagement can be measured from two dimensions;

How employees feel (their emotions towards the company, the


leadership, the work environment etc).

How they intend to act in the future (will they stay, give extra effort
etc).

• Employee engagement can be revealed in several ways, including


‘pulse’ to annual surveys, tracking changes in the attrition rate,
increase in the number of employee referrals and growth in
productivity and business.

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In many organizations the age old employee satisfaction


surveys were considered the most popular method for measuring
how happy an employee was in the organization. This is slowly being
replaced by surveys that can effectively measure employee
engagement. For example Employee opinion survey.

• The analyzed results help us gauge the level of employee


engagement within the company. It also helps to identify the weak
areas. After each survey Action Planning Group is formed within the
organization that comprises a cross-section of people from across
the company; all departments and all levels are fairly represented.
This group then works on different projects leveraging the strengths
identified by the survey.

• Conducting a survey without planning how to handle the results can


lead employees to disengage. It is therefore to feel the pulse, the
action plan is just as essential.

• Employee engagement should be measured at regular intervals in


order to track its contribution to the success of the organization.

HOW TO MEASURE EMPLOYEE ENGAGEMENT

Step 1- Listen

The employer must listen to his employees’ and remember that this
is a continuous process. The information employees supply will provide
direction. This is the only way to identify their specific concerns. When
leaders listen, employees respond by becoming more engaged. This
results in increased productivity and employee retention. Engaged
employees are much more likely to be satisfied in their positions, remain
with the company, be promoted and strive for higher levels of
performance.

Step2- Measure current level of employee engagement

Employee engagement survey let us know what level of engagement


the employees are operating. Customizable employee survey will provide
with a starting point towards the efforts to optimize employee

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engagement. This kind of survey is a diagnostic tool of choice in the battle


for the hearts of employees.

Step3- Identify the problem areas

Identifying the problem areas helps to see which are the exact
areas, which lead to disengaged employees.

Step4- Taking action to improve employee engagement by acting


upon the problem areas

Nothing is more discouraging to employees than to be asked for


their feedback and see no movement toward resolution of their issues.
Even the smallest actions taken to address

Concerns will let the staff know how their input is valued. Feeling
valued will boost morale, motivate and encourage future input. Taking
action starts with listening to employees’ feedback and a definitive action
plan will need to be put in place finally.

IMPORTANCE OF ENGAGEMENT
Engagement is important for managers to cultivate, given that
disengagement or alienation is central to the problem of worker’s lack of
commitment and motivation. Meaningless work is often associated with
apathy and detachment from ones works (Thomas & Velthouse. In such
conditions, individuals are thought to be estranged from theirselves. An
organization’s capacity to manage employee engagement is closely
related to its ability to achieve high performance levels and superior
business results.

In the workplace research on employee engagement (Harter,


Schmidt & Hayes ,2002) have repeatedly asked employee whether they
have the opportunity to do what they do best everyday. While one in five
employees strongly agree with this statement. These 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.

As organizations globalize and become more dependent on


technology in a virtual working environment, there is a greater need to

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connect and engage with employees to provide them with an


organizational identity.

Engaged employees are more likely to stay and be an advocate of


the company’s product and services. They contribute to the overall
success of the organization. A greater number of loyal employees ensure
low recruitment and training costs, in effect enhancing the productivity of
the organization. They are also more willing to put in extra effort when the
organization needs it. Their impact on the working environment is also
significant as they are more focused on organizational benefit than
personal goals. This consequently reduces feelings of acrimony and
internal rivalries. They also project a positive image to new recruits and
this motivates the latter to perform better and assimilate themselves in
the office culture. Research also shows that engaged employees in
customer-facing roles are more likely to treat customers in ways that
positively influences customer satisfaction.

ORGANISATIONAL INITIATIVES
Most organizations have a range of programmes to improve the
engagement level of their employee. It should start right at the selection
stage.

• Choosing the right fit and giving a realistic job preview.

• Strong induction and orientation programme.

• Rigorous training and development from technical to soft skills to


leadership development programme.

• To keep up the morale of people and drive them towards excellent


performance, incentives can be given such as recognition letters,
profit sharing schemes, long performance awards, ESOPs, building
assets like own home.

• Regular feedback to all people.

• Communication forums like the in-house magazine and regular


surveys and conferences.

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• To maintain the quality of work-life and a balance between


personal/professional lives, there are recreational activities like
festivities, get-togethers, sports etc.

• An open and transparent culture to empower its people and develop


entrepreneurs.

INCREASING EMPLOYEE ENGAGEMENT


• Provide Variety - Tedious, repetitive tasks can cause burn out and
boredom over time.

• If the job requires repetitive tasks, look for the ways to introduce
variety by rotating duties, areas of responsibility, delivery of service
etc.

• Conduct periodic meetings with employees to communicate good


news, challenges and easy-to-understand company’s financial
information. Managers and supervisors should be comfortable
communicating their staff and able to give and receive constructive
feedback.

• Indulge in employee deployment if he feels he is not on the right


job .Provides an open environment.

• Communicate openly and clearly about what’s expected of


employee at every level-your vision, priorities, success measures
etc.

• Get to know employee interests, goals, stressors etc. Show an


interest in their well being and do what it enables them to feel more
fulfilled and better balanced in work life.

• Celebrate individual, team and organizational success. Catch


employee doing something right and say, “Thank-You”.

• Be consistent in your support for engagement initiatives. If you start


one and then drop it, your efforts may backfire. There’s a strong

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connection between employees’ commitment to an initiative and


management’s commitment to supporting it.

REAL EMPLOYEE ENGAGEMENT RULES


We often think that super important corporate initiatives will
transform our organization into places where everyone will come to work
and want to be more engaged. Corporate initiatives can’t make the magic.
Employee engagement happens only when you remove barriers to work
and these barriers are unique to every work group. The people who deliver
the corporate initiatives have to make engagement happen, i.e., the
managers.

HOW TO MOVE OWNERSHIP TO MANAGERS AND


EMPLOYEES
In order to move the employee engagement process from ownership by
corporate HR to ownership by and employees, several things must happen-

1. Measurement of employee engagement must be done more than once in a


year. We need multiple ways to assess engagement, the engagement
metrics must include performance measures.

2. You can’t have engaged employees without super engaged managers.

Engagement improving efforts must start at top and work their way
down. The most senior executive must be assured that they are engaging their
senior team and that team has to work on creating a high engagement
environment for its direct reports & so on. Engagement must be done by
leadership through example. This process of top down engagement is owned by
each level of management. Each manager himself benefits from the process, and
then they share the benefits with their own employees. In this learning process
managers “own” employee engagement.

3. Engagement is about getting rid of things that block productivity.

We bring people to work, then put lots of obstacles in the way


of their being able to succeed. Creating an engaged workforce means
getting barriers out of the way for your employees to be effective. We
cannot create a magic set of 20, 40, 80 survey questions that will assess
the things that are getting in the way of productivity and performance.
These things can be lumped into categories but they differ from company
to company, department to department and employee to employee. These
productivity blockers and DE motivators are not taught in a basic

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introduction to management book. They are not going to disappear with


the purchase of some new technology or from hiring the latest
management guru. Engagement will happen when each individual
manager learns what’s getting in the way of his/her employees’
performance and each manager chooses to take action.

4. The process of engagement is the process, you can’t get it right at the
year end. You have to create a continuous learning, continuous
improvement, continuous measurement and continuous action process to
maximize productivity.

C O NC L U S I O N

Employee engagement is the buzz word term for employee


communication. It is a positive attitude held by the employees
towards the organization and its values. It is rapidly gaining
popularity, use and importance in the workplace and impacts
organization in many ways. Employee engagement emphasizes
the importance of communication on the success of business. An
organization should thus recognize employees more than any
other variable, as powerful contributors to a company’s
competitive position. Therefore employee engagement should be
a continuous process of learning, improvement, measurement and
action. Research studies have thus made a contribution in adding
an additional ‘P’ to the 4Ps of marketing i.e., Product, Price, Place,
Promotion and now People to the mix.

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CHAPTER- 4

CONCEPT OF EMPLOYEE ENGAGEMENT IN GUJARAT


BOROSIL LIMITED.

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CONCEPT OF EMPLOYEE ENGAGEMENT IN


GBL

The people are the most important assets and through their
capabilities and use of their knowledge, GBL has been able to maintain the
leadership position in the market. Gujarat Borosil Limited belongs to
Borosil group of companies and it is leader in Indian Glass industries. The
human resource department of GBL experiments and conducts surveys to
develop new concepts relating to employee well being, satisfaction and
organizational Behaviors for the development of the employees in the
organization.

Engagement of an employee is an important factor of consideration


for every organization for the prosperity and integrity of the organization.
Satisfied knowledgeable workforce is therefore instrumental in achieving
organizational success. If an employee is not satisfied in any of the factors
which are basic ,prior and unavoidable like good and secured job, working
environment ,salary, proper and effective interpersonal communication
among all the level of the organization, scope of development ,recruitment
policy, reward and appraisal system ,organizations discipline, training
facility, recreation facility, complete understanding of the work, goals and
values, decisions making policies then they will feel demotivated to work
and the organization will not get the desired output even from the best
employee working within it. In other words, job dissatisfaction leads to
psychological withdrawal, dispensary visits, poor mental health, poor
performance, lower attractiveness of the job and absenteeism. They will
find opportunities elsewhere, where they can avail a better job that can
satisfy all their needs. This will in fact lead to the increase in the level of
absenteeism.

Hence the human resource management conducts a survey on the


employee satisfaction, every year, to find out the various factors of sin
whish employee feels satisfied. This survey also helps them to find out in
which an employee feels satisfied. survey also helps them to find out new
factors apart from the standardize factors that are usually being
prescribed as factors of satisfaction. Therefore these factors eventually
help the department and the management to take proper action in future
for the well being, motivation, satisfaction and development of the
employees working within it from the human relations and organizational
behavior point of view.

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Employee training & development, competency mapping through


HRRA, career progression, succession planning is given utmost attention
by top management for developing a world class workforce. HR programs
are tailored to meet these objectives.

WORKFORCE FOCUS
In alignment with the company's vision, mission and values, GBL's
workforce focus aims at creating a flexible, knowledgeable & satisfied
workforce. The company achieves high performance by creating agile &
flexible organization design, understanding workforce needs through
various listening and learning posts, promoting innovation and creativity
through Cross Functional Teams, motivating employees through
performance management and professional development and providing a
safe and supportive environment.

WORKFORCE ENGAGEMENT

Determination of workforce engagement and satisfaction

Determination of key factors for employee engagement and


satisfaction starts with classifying employees into appropriate groups
based on hierarchical, functional levels etc. and capturing workforce needs
through different listening and learning posts. The identified factors for
workforce satisfaction and engagement are validated through reviews in
the HR Council meetings correlating the same with the organizational
results.

High performance work culture


This objective is achieved through the following factors:

MOTIVATION

Senior leaders use many formal and informal motivate workforce


through out the company. Some of the steps taken by senior leaders in
this regard are
• Creating an environment of achievement by setting challenging
targets for the subordinates,
• Giving adequate resources for enabling people to succeed,
• Personal involvement and
• Reward and recognition based on consideration on meritorious
performance.

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EMPOWERMENT
An environment of empowerment is built through:
(a) Enabling workforce through training and development to take decisions
closest to the front line.

(b) Delegations of authority with trust & support, to take actions and make
decisions, to satisfy the customers at first contact. General Managers and
Chief Managers have been given both financial powers to reward
workforce under them.
(c) Providing easy access to the senior leadership (through “open house”,
e-mail and freedom to meet informally).

(d) De-layering for more freedom to act, job enrichment through task
forces to work for special projects.

CO-OPERATION
The change in the organization design from functional orientation to SBU-
wise structure has resulted in improved cooperation and communication
amongst production, marketing, technology and support services since
these have become part of the individual SBUs. This has resulted in
improved productivity and business results. The company's vision and
strategic plan has been communicated across the organization; thus
providing a clear big picture to the entire workforce about company's
objectives and growth plans.

INFORMATION FLOW AND TWO WAY COMMUNICATION

Communication across the work units, jobs and locations is achieved


through

a) Documentation of all work procedures and instructions (in IMS) and


their communication to all employees through training
b) Availability of these on in the intranet and as hard copies, which can
be accessed by all,
c) Through positional training where a highly skilled worker/officer
trains a group assigned to him on-the-job as per the needs of his
colleagues
d) Departmental meetings for knowledge sharing.
e) Logbooks maintained by departments,
f) Job rotation.

SAFETY AND SECURITY

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GBL's work climate is governed by HR Policy, IMS (Integrated


Management System) consisting of ISO9001:2000 GBL code of Conduct,
Sexual Harassment (Prevention Policy) is improved by reviewing the
current practice sand implementation of improvement initiatives.

Central Safety Committee is the apex committee which decides the


strategy for safety and its successful implementations. Safety initiatives in
the company include hazard identification & risk analysis (HIRA),
preparation of job safety analysis, housekeeping and safety surveys, mock
drills, reporting and analysis of near miss incidents/accidents etc.
Employee's involvement in improving the safety standard is ensured
through their participation in the departmental safety committees, plant
safety committee and other forums.

WORK ENVIRONMENT

BOROSIL is the first Glass Company in India to establish a full-


fledged environment protection department. The system for air and water
pollution monitoring, measurement, corrective, preventive action &
periodic review are in place. Hospital Special programmes on 'meditation'
are also conducted by Bramha kumaris from time to time to improve
physical, mental & spiritual health of employees.

THE ASSESSMENT OF WORKFORCE


ENGAGEMENT AND SATISFACTION
This is done by an annual survey called EES (Employee Engagement
Survey). The findings are analyzed and actions are initiated in low score
areas to improve them. The absenteeism rate of 2.0% is a benchmark in
Glass industry. Method of measurement of employee well-being and
satisfaction/dissatisfaction are: absenteeism, b) grievances) loss due to
strikes (zero since last 20 years).

The assessment method takes care of segmentation of the


workforce such as employees at different levels, women employees,

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employees located at different locations. For workmen there is a separate


survey which is administered in Oriya language.

CHAPTER-5

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DATA ANALYSIS &


INTERPRETATION

DATA ANALYSIS
As stated earlier, this study is based on a survey conducted in different
departments of Gujarat Borosil Limited. An overall sample of 180
employees was taken from SEVEN different departments.

BASES ON WHICH DATA WAS ANALYZED:-

A. Grade-wise

B. Department-wise

A. Grade-wise analysis:-

There are four different grades of workmen in GBL. They are:-

 Unskilled- SW-1, 2(Attendant, Sr. Attendant)

 Semi-skilled - SW-3, 4(Jr. Technician)

 Skilled – SW-5, 6(Assistant Technician)

 Highly skilled - SW-7, 8(Technician, Sr. Technician)

B. Department-wise analysis:-

Respondents of about nine different departments have been taken into


consideration. They are;

 BASIC

 PROCESS

 MANUFACTURING

 CONTROL PANNEL PRODUCTION

 HRD

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

 FINANCE

 MATERIALS

 SECURITY

 ADMINISTRATION

ANALYSIS OF ATTRIBUTES GRADE WISE

CHART-1

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

The Percentage Average in the grade of unskilled Workmen i.e. SW-1


& SW-2 indicates that the Company attribute has been rated to 71% which
is the highest & the benefit attribute to a lowest of 46%. This shows that
the employees are proud to be associated with GBL. But at the same time
are dissatisfied with the benefit plans of the Company that does not
commensurate with the output.

CHART-2

The above Chart depicts that the Semi-Skilled Grade of workmen


have rated company attribute to a highest of 80% whereas descended on
the job attribute to a lowest of 61%. This clearly indicates that the

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

employees are not satisfied with the job assignment & delay in the
procurement of resources to perform their work on time.

CHART-3

From the above Chart it can be clearly inferred that the skilled grade
of workmen have relatively rated Company attribute to a highest of 82%

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

but are dissatisfied with the Benefit Plans & Recognition system of the
Company & So rated it to the lowest of 56%.This suggests that the credit
for the work done well on time & their suggestions are not given due
recognition by the management satisfactorily.

CHART-4

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

It seems that the grade of Highly Skilled workmen are satisfied with
the support they receive from their Supervisors & the basic amenities they
get at the workplace. So they’ve rated the Job & Work Environment at
about 78% but are again dissatisfied on the same attribute as the other
Grades i.e. benefit Plans of the Company & So rated it below 55%.

ANALYSIS OF ATTRIBUTES
DEPARTMENTWISE

CHART-1

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

The department-wise analysis of the chart shows that the employees of


HRD & Administration Department have rated goals attribute to the
highest of 87% whereas Basic & Manufacturing Departments have rated
Goals below 65%. This suggests that the employees are not clear about
the result expected from them & are not aware of the Departmental &
Company Goals.

CHART-2

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

The above Chart clearly depicts that FINANCE & BASIC Departments
have rated the job attribute below 55% whereas Administration has
rated the job at above 83%. This indicated that the employees of
Basic & Finance are not satisfied with the job assignment & the
resources they get to help perform their work.

CHART-3

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

From the above Chart it can be clearly inferred that the FINANCE as well as
BASIC Department have rated low on the Work- Environment attribute i.e.
below 56% whereas HRD has topped with 87%. This indicates that
employees of Finance & Basic do not get the required support to succeed
from the superiors as well as the basic amenities in the work place.

CHART-4

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

On communication ground, Departments like FINANCE & PROCESS


have rated below 60%. It seems that HRD Department id completely
satisfied with the communication level of the senior management & so
rated it at 100%. This suggests that employees of FINANCE & PROCESS do
not receive appropriate work instruction & feedback from the Supervisors.

CHART-5

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

It seems that the Employees of FINANCE & MATERIAL Department


are not interested with the authority to make necessary decisions & so
rated the Leadership attribute below 50% whereas HRD &
ADMINISTRATION Department have rated Leadership above 80%.

CHART-6

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

It can be clearly interpreted from the chart that among all Departments,
FINANCE has rated Recognition attribute below 40% & ADMINISTRATION at
69%. This suggests that employees of Finance do not get due recognition
by management for their work & suggestion.

CHART-7

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

On personality Development attribute Finance has again rated low with


46% whereas HRD Department has rated high at 81%. It indicates that the
employees of Finance Department are not completely satisfied with the
Training & Development programme of the company.

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

CHART-8

The Chart above depicts that the Finance Department is unable cope up
with the job stress & is not satisfied with the welfare amenities provided
by the Company, so has rated Employee Care at 42%. Here Materials
Department is leading with 77% in Employee Care attribute.

CHART-9

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

Benefit Plans is definitely an area of great concern because none of


the Departments have rated it above 64%. It indicates that the Benefit
Plans of the company are not commensurate with the output or the
productivity of the labour.

CHART-10

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

The fair distribution of assignments & accountability of team members has


not received sufficient attention by the Supervisors in Finance & Mfg.
Department and so rated below 50%. Here Process Department is leading
with 86%.

CHART-11

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

On Trust factor Manufacture Department has rated it lowest to 55%


whereas FINANCE has rated it highest at 81%. Here a reverse attitude is
seen among the employees of Finance Department which has rated almost
all the attributes very low.

CHART-12

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

Company attribute has been rated at an all time high between 75-100%.
By almost all the Departments, It can be clearly inferred that the
employees of GBL are very optimistic about the future of the company &
are proud to be associated with the company.

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CHAPTER 6 - OBSERVATION

OBSERVATION

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This place under this heading is the most appropriate place for me to pour
my heart and acknowledge my observation with due integrity and
earnestness. Here I have made up my mind to discuss my survey work
including Employee Engagement, Employee Suggestion, their opinion and
problems at length .I have segregated the different aspects of the survey
into different sub-heading. I commence with the discussion above.

OBSERVATION OF GBL
I first went through the structure and a function of the GBL whose over all
ambience was aesthetically maintained. In the process I came to know the
rationale behind the tag line of GBL “always satisfying”

After observing all the departments meticulously. I tried to elicit the


information as to which part or the aspect of the activity is taken care of
by whom. I gradually got the information of the roles and duties of each
head of the departments. (Refer chart below)

OBSERVATION OF CUSTOMER FEEDBACK


Prominent observation is made in connection to the feedback which I
received from the employees. We know jolly well that no five fingers are
same, similarly the opinions, comprehension and thoughts process of the
various employees are also diverse and many.

OBSERVATION OF EMPLOYEES ATTITUDE


I had a remarkable and flabbergasting experience when I approached the
employees and personally asked them about their suggestion, comments,
compliments or grudges, if any, which they have for their job in GBL. I
deem it appropriate and prudent to make a mention of a fact that the
attitude which the employee possessed were diverse, but I can categories
those attitude under three categories which I have learnt in my HR paper
in IST trimester. According to what we have learnt, employee attitudes, by
and large, are of three kinds:-

• Cognitive Approach – Suggests that attitudes are based on


cognitions (thoughts). It consist of beliefs, knowledge and
information held by a person regarding an object or an issue. The
knowledge comprises of the knowledge about the existence of the
product, belief about its different characteristics.

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

• Affective Approach – Suggests that attitudes are based on affect


(emotions).A person’s emotions or feelings towards an object
comprise the affective component of an attitude. Such feelings,
which are called the Affective component of attitude, may transform
themselves into emotionally charged states such as anger,
happiness, shame, distress, guilt and so on .

• Behavioral Approach-Behavioral component comprises of a


persons future actions and intentions. It is concerned with the
likelihood or tendency that an individuals will behave in a particular
fashion with regards to an attitude object.

FACTORS AFFECTING HUMAN BEHAVIOUR

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CHAPTER 7- FINDINGS &


RECOMMENDATIONS

FINDINGS

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

I. The data analysis shows that greater dissatisfaction prevailed


regarding the existing financial rewards or benefit plans in terms of
employee engagement as expressed by the employees of the
organization.

II. Significant differences were observed in terms of recognition among


different grades of employees.

III. Differences prevailed in the existing reward systems as perceived by


the employees of different departments.

IV. Findings also revealed the emphasis given by the employees to


fairness and equity in the job.

V. Department-wise analysis of data shows that Finance department


has rated almost all the attributes to low extent which is an area of
great concern.

VI. The mean scores obtained by the different grades of workers and
workers of different department relatively indicate that employees
are quite optimistic regarding the future of the company.

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

RECOMMENDATION

i. The ‘suggestion box’ programs can be sophisticatedly changed


to ‘employee involvement association’ (EIA) because it is the
keystone of organizational development, nurturing the
engagement & empowerment of people.

ii. Employees have diverse needs so this diversity requires


flexible and individually directed support. The priority must be
to offer a customizable program that can be tailored to the
specific needs of each individual.

iii. Benefit plans like cash balance plan which is a defined


contribution plan specify the amount of contribution made by
the employer towards an employees retirement account can be
implemented.

iv. Health savings plan, HAS s paired with high deductible health
plans, HDHPs help employers cope with rising health care
premiums can be implemented.

v. Incentive awards must be designed to reward employees’


ideas, suggestions and solutions that results in cost savings
and generate revenue.

vi. Cash awards or gift certificates can be awarded as per the


policy and procedures governing recognition/incentive
programs.

Examples of behavior to recognize-customer service,


team support/team building, quality control, leadership,
problem solving etc.

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

vii. On the spot citation awards may be granted for specific


behaviors.

Examples include:-

a. Catching an error that potentially may have caused

spoilage or a delay in meeting customer deadlines.

b. voluntarily shouldering an extra or emergency


assignment while maintaining own workload.

c. using personal initiative and creativity to solve an unusual

or a difficult problem.

d. Producing a work product of high quality under tight

deadlines taking a calculated risk in the face of obstacles,


successfully or unsuccessfully.

viii. Awards may be in the form of a gift card with a monetary


value.

ix. Rewards and recognition should be fair, transparent, inclusive,


timely and varied.

x. The form of recognition should be appropriate to the


contribution that was made.

xi. Recognition should be meaningful and reflect the preferences


of the recipient.

xii. Recognition or rewarding activities should be respectful of


workplace diversity.

xiii. Employees at all levels should be involved in the development,


implementation and review of recognition programs and
practices.

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

xiv. When recognition is the result of a group or team effort, all


contributing members of the team should be recognized.

xv. Employees must be given stimulating and worthwhile jobs to


feel part f a successful organization and for their work to
bottom-line.

xvi. Let the employees or the top performers know that they are
identified as high potential so that they will become invested in
remaining in the organization.

xvii. Make available to the immediate supervisors small gifts of


gratitude to be handed out on the spot to reward and reinforce
great efforts. For example -free movie ticket, free meal ticket
etc.

xviii. Workforce management technique such as automated


scheduling can help ensure that employee resources are
optimized. Even better is to implement employee self service
options so that shift bidding is handled fairly while
accommodating employee preferences.

xix. Conduct companywide contests for ideas on how to improve


operational efficiency. Winners can receive monetary rewards
equal to a percentage of the savings/benefits generated.

xx. Complete transparency is difficult, however keeping the lines of


communication open about what is happening in the market
and what the organization is doing to respond is critical to
keeping employees engaged and productive because in the
absence of information, employees assume the worst case
scenario.

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CHAPTER 8- INFERENCE

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

INFERENCE

What I infer from the feedback of the employees is that


the employees are genuinely nursing their grudges against the
bank for some reasons or the other .Others again are genuinely
complimenting the performance of the bank because they are
quite satisfied as they are getting the needful facilities and
support. But some employees were found to be passive and
when they were interrogated they, very often than not,
equivocated. I found myself at a loss in making any logic head
or tail out of the response such employee gave. There were few
employee who although faced no problems but responded like
a visionary; in other words their reply was prompted by their
whims and fancy and was replete with imaginations which
practically looked decent and noticeable in black and white.

In a nutshell I can say that the conclusion


which I have drawn once and again about the employee
engagement are purely empirical and are not influenced
in the least by the vagaries of my perception.

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ANNEXURE

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A study on Employee Engagement at M/s. Gujarat Borosil Limited

BIBLIOGRAPHY

• www.borosil.com

• www.glassmanufacturing.com

• www.wikipedia.com

• www.citehr.com

• Annual Report (20005-06 to 2009-10)

• Magazines (Published By BOROSIL Group and GBL)

External Strategic Development

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