INTRODUCTION

Employee engagement, also called work engagement or worker engagement, is a

business management concept. An "engaged employee" is one who is fully involved in,
and enthusiastic about, his or her work, and thus will act in a way that furthers their
organization's interests. Employee engagement is one step ahead of employee
satisfaction. Employee is not only satisfied with the management decisions, salary and
things but also giving back to the organization in terms of commitment, dedication, and
loyalty.

Employee Engagement is the level of commitment an employee has towards the

organization. The primary behaviors of engaged employees are: speaking positively
about the organization to coworkers, potential employees and customers, having a strong
desire to be a member of the organization, and exerting extra effort to contribute to the
organization’s success. A fully engaged employee is intellectually and emotionally bound
with the organization, gives 100 percent, feels passionately about its goals and is
committed to live by its values. This employee goes beyond the basic job responsibility
to delight the customers and drive the business forward. Moreover, in times of
diminishing loyalty, employee engagement is a powerful retention strategy.

“People are our most important asset” is one of the oldest aphorisms in business. A
survey conducted by Gallup points that on an average only 20% of the people in a team
are fully engaged and passionate about their work. This presents a huge opportunity in
potential productive power waiting to be harnessed and exploited. So, how can one tap
this 80% of potential? What can one do to scale up performance in the short term, and
more importantly, sustain it over the long term? The answer lies in, ‘EMPLOYEE
ENGAGEMENT’.

Research report shows that engaged employees: perform better, put in extra efforts to
help get the job done, show a strong level of commitment to the organization, and are
more motivated and optimistic about their work goals. Employers with engaged
employees tend to experience low employee turnover and more impressive business
outcomes.

EMPLOYEE ENGAGEMENT – DEFINITION

Employee engagement definitions vary from “a positive emotional connection to an
employee’s work” to “engaged employees are inspired to go above and beyond the call of
duty to help meet business goals”

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Robinson, Perryman and Hayday (2004) define engagement as “a positive attitude held
by the employee towards the organization and its values. An engaged employee is aware
of the business context, works with colleagues to improve performance within the job for
the benefit of the organization. The organization must develop and nurture engagement,
which is a two-way relationship between employer and employee”. They say that
engagement overlaps with commitment and organizational citizenship behavior, but it is
two-way relationship. They say it is “one step up” from commitment.‚

Wellins and Concelman (2004) call employee engagement “the illusive force that
motivates employees to higher levels of performance” “This coveted energy” is similar to
commitment to the organization, job ownership and pride, more discretionary effort (time
and energy), passion and excitement, commitment to execution and the bottom line. They
call it “an amalgam of commitment, loyalty, productivity and ownership”. They also refer
to it as “feelings or attitudes employees have toward their jobs and organizations”

Schaufeli and Bakker (2004) defined engagement as "a positive, fulfilling, work-related
state of mind that is characterized by vigor, dedication, and absorption"

Lucey, Bateman and Hines (2005) interpret the Gallup Engagement Index as measuring
“how each individual employee connects with your company and how each individual
employee connects with your customers”.
Dimensions International’s DDI (2005) uses the definition “The extent to which people
value, enjoy and believe in what they do”. DDI also states that its measure is similar to
employee satisfaction and loyalty.

Institute for Employment Studies: define it as ‘A positive attitude held by the employee
towards the 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.’

The Work Foundation’s definition: “Employee engagement describes employees’

emotional and intellectual commitment to their organization and its success. Engaged
employees experience a purpose and meaning in their work and give of their discrete
effort to advance the organization’s objectives.”

Engagement is the energy, passion, or fire in the belly employees have for their employer

Stay : Desire to be a member of the organization

Say : Speak positively about the organization

Strive : Go beyond what is minimally required

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ASPECTS OF EMPLOYEE ENGAGEMENT

Three basic aspects of employee engagement according to the global studies are:-
 The employees and their own unique psychological make-up 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.
ELEMENTS OF ENGAGEMENT
Some researchers conclude that personal impact, focused work, and interpersonal
harmony comprise engagement. Each of these three components has sub-components that
further define the meaning of engagement.

 Personal Impact- Employees feel more engaged when they are able to make a
unique contribution, experience empowerment, and have opportunities for
personal growth. Past research (e.g., Conger and Kanugo, 1988; Thomas and
Velthouse, 1990) concurs that issues such as the ability to impact the work
environment and making meaningful choices in the workplace are critical
components of employee empowerment. Development Dimensions
International’s (DDI) research on retaining talent (Bernthal and Wellins, 2000)
found that the perception of meaningful work is one of the most influential factors
determining employees’ willingness to stay with the organization.

 Focused Work- Employees feel more engaged when they have clear direction,
performance accountability, and an efficient work environment. Aside from the
personal drive and motivation to make a contribution, employees need to
understand where to focus their efforts. Without a clear strategy and direction
from senior leadership, employees will waste their time on the activities that do
not make a difference for the organization’s success. Additionally, even when
direction is in place, employees must receive feedback to ensure that they are on
track and being held accountable for their progress. In particular, employees need
to feel that low performance is not acceptable and that there are consequences for
poor performance. Finally, employees want to work in an environment that is
efficient in terms of its time, resources, and budget. Employees lose faith in the
organization when they see excessive waste. For example, employees become
frustrated when they are asked to operate without the necessary resources or waste
time in unnecessary meetings.

 Interpersonal Harmony- Employees feel more engaged when they work in a

safe and cooperative environment. By safety, it means that employee trust one
another and quickly resolve conflicts when they arise. Employees want to be able
to rely on each other and focus their attention on the tasks that really matter.
Conflict wastes time and energy and needs to be dealt with quickly. Some
researchers also find that trust and interpersonal harmony is a fundamental
underlying principle in the best organizations. Employees also need to cooperate

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 to get the job done. Partnerships across departments and within the work group
ensure that employees stay informed and get the support they need to do their
jobs.

PRINCIPLES OF EMPLOYEE ENGAGEMENT

1. Employee engagement is a human Endeavour. Engagement is depersonalized when

we refer to employees as human capital or human resources.

2. Employee engagement must create results that matter. This means results that are
important to the employee, manager, leaders, organization, and customers. There is little
point in having engaged employees if they are not contributing and creating significant
results. In addition, if the results only matter to the organization and not the employee –
or the employee and not the organization – employee engagement will not be sustained
over time.

3. Employee engagement is connection. Connection is the key. Authentic employee

engagement involves connection to our work, others, our organizations and us. When we
disconnect we disengage.

4. Employee engagement is fueled by energy. We must pay close attention to mental,

emotional, and spiritual energy at work. In addition we need to enhance organizational
energy through meaningful connection and high quality interactions.
5. Employee engagement is more encompassing than motivation. Employee
engagement embraces our emotions about work, how hard we work, how much we care
about the organization, etc. I think it is a richer and more complex concept than simply
using motivation to look at work.

6. Employee engagement is specific. We cannot sustain engagement all the time and
everywhere. When we talk about engagement we need to ask: Who is engaged, with
what, for how long, and for what reason?

7. Employee engagement requires purposeful disengagement. We need periods of

rest, recovery, and rejuvenation to sustain engagement over the long term. Theoretically
we may be able to work 24/7 but practically we work best when periods of full
engagement are punctuated with periods of disengagement from specific work or tasks.

8. Employee engagement makes a difference. Employee engagement can improve

organizational performance while also contributing to individual performance and
satisfaction.

9 Employee Engagement is vital in recruitment, retention, and satisfaction. I believe

the majority of workers want to be engaged and look for work that will engage them.
People will often leave organizations when they feel disengaged. It may even be worse
for all if they remain when they are disengage

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CATEGORIES OF EMPLOYEE ENGAGEMENT
According to the authors of the Closing the Engagement Gap, the connection occurs at
three levels
 Rational: How well employees understand their roles and responsibilities, the
thinking part of the equation.

 Emotional: How much passion and energy they bring to their work, the feeling
part of the equation.

 Motivational: How well they perform in their roles, the acting part of the
equation.

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're naturally
curious about their company and their place in it. They perform at consistently
high levels. They want to use their talents and strengths at work every day. They
work with passion and they drive innovation and move their organization forward

 Not Engaged---Not-engaged employees tend to concentrate on tasks rather than

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

 Actively Disengaged--The "actively disengaged" employees are the "cave

dwellers." They're "Consistently against Virtually Everything." They're not just
unhappy at work; they're busy acting out their unhappiness .They sow seeds of
negativity at every opportunity. Every day, actively disengaged workers
undermine what their engaged coworkers accomplish. As workers increasingly
rely on each other to generate products and services, the problems and tensions
that are fostered by actively disengaged workers can cause great damage to an
organization's functioning.

WHAT EMPLOYEE ENGAGEMENT DOESN’T MEAN

Job satisfaction and happiness are not synonymous with employee engagement. They are,
however, noble ambitions and are important drivers of employee engagement. A person
can be happy at work or satisfied with their job and not actually do any meaningful work.
Job satisfaction and happiness do not in themselves create high performance.

Employee engagement is sometimes used to describe ‘engaging with’ employees.

Effective internal communication, consultation with employees and employee
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representation are all important elements of employee engagement. But an effective
communication plan, or a successful consultation exercise does not amount to employee
engagement in the context of this resource.

An organization’s productivity is measured not in terms of employee satisfaction but by

employee engagement. Employees are said to be engaged when they show a positive
attitude toward the organization and express a commitment to remain with the
organization.

EMPLOYEE ENGAGEMENT- DIFFERENCE

The difference between employee satisfactions, employee effectiveness and employee

engagement is as follows

Satisfaction, effectiveness, and engagement are all inter-related in an upward

progression. Each item has different drivers, but they build on one another to increase
performance in the workplace.

Just because employees are satisfied with their job does not mean they are effective or
engaged. It is possible for an employee to be completely satisfied with his or her job, and
not be fully engaged. To further complicate matters, an employee can be both engaged
and satisfied, yet not be effective. All three components work together to create an
environment where employees are highly motivated and committed to giving their best
performance.

Higher
Business Performance

Engagement
Positive Correlation

How much people want—and actually do—improve business re

With

How much
Commitment people want to improve business results

How much people

Satisfaction
like it here

Lower
Employee Research over Time

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THE NEED TO FOCUS ON EMPLOYEE ENGAGEMENT
Current studies show that organizations are focusing on the meaning of employee
engagement and how to make employees more engaged. Employees feel engaged when
they find personal meaning and motivation in their work, receive positive interpersonal
support, and operate in an efficient work environment. What brought engagement to the
forefront and why is everyone interested in it? Most likely, the tight economy has
refocused attention on maximizing employee output and making the most of
organizational resources.

When organizations focus attention on their people, they are making an investment in
their most important resource. You can cut all the costs you want, but if you neglect your
people, cutting costs won’t make much of a difference. Engagement is all about getting
employees to “give it their all.” Some of the most successful organizations are known for
their unique work environments in which employees are motivated to do their very
best.These great places to work have been recognized in such lists as Fortune’s 100 Best
Companies to Work For.
The concept of engagement is a natural evolution of past research on high-involvement,
empowerment, job motivation, organizational commitment, and trust. All of these
research streams focus on the perceptions and attitudes of employees about the work
environment. In some ways, there are variations on the same fundamental issue.

WHAT IS ALTERNATE TO EMPLOYEE ENGAGEMENT?

Conditions that prevent employee engagement seldom alleviate themselves. They should
be assessed and addressed as soon as possible. Left to multiply, negative employee
satisfaction issues can result in:

 Higher employee turnover - Employees leave, taking their reservoir of

knowledge and experience to another workplace
 Diminished performance - Competency of the workforce is reduced, at
least short term, until new employees are trained
 Lost training dollars - Time and money invested in training and
development programs for departing workers is wasted
 Lower morale - Remaining employees can be overburdened with new
duties, in addition the unresolved issues that already prevent their full
engagement

IMPORTANCE OF ENGAGEMENT
One of life’s pure joys is working in an organization where most of the employees
believe in the mission and are doing their fair share of work and are fully engaged.
People look forward to coming to work each day with a sense of pride because they feel
they are part of a community; there is a feeling of energy and electricity in the air. Most

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of individuals at some point in our professional careers have experienced the other,
darker side of the street where it takes only one disengaged employee to send a work
group spiraling downward towards dysfunction. When that one wayward employee isn’t
pulling their weight or continually ridicules the organization, the result is similar to a
virus that infects the workplace.
Engagement is important for managers because disengagement or alienation is central to
the problem of workers’ lack of commitment and motivation (Aktouf). Meaningless work
is often associated with apathy and detachment from ones works (Thomas and
Velthouse). In such conditions, individuals are thought to be estranged from their selves
(Seeman, 1972). Other Researchers using a different resource of engagement
(involvement and enthusiasm) have 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.
 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

There is a significant link between employee engagement and profitability. The benefits
of high employee engagement to the organization are:
 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

A highly engaged employee will consistently deliver beyond expectations. In a research

on employee engagement (Harter, Schmidt & Hayes, 2002) the employees have been
repeatedly asked ‘whether they have the opportunity to do what they do best every day.
One in five employees strongly agrees 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 have 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

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environment, there is a greater need to connect and engage with employees to provide
them with an organizational ‘identity.’

ENGAGEMENT PREDICTS ORGANIZATIONAL SUCCESS

Many studies have shown that investments in people (i.e., HR-related practices) have a
reliable impact on the performance of organizations. The Bureau of Labor conducted a
comprehensive review of more than 100 studies and found that people practices have
significant relationships to improvements in productivity, satisfaction, and financial
performance. Research has shown that when engagement scores are high, employees are
more satisfied, less likely to leave the organization, and more productive.

Each organization is different and there are many factors that affect bottom-line
outcomes; however, engagement scores can serve as meaningful predictors of long-term
success. Some organizations use engagement scores as lead measures in their HR
scorecards. When an organization can show the relationship between engagement scores
and bottom-line outcomes, everyone pays attention to the engagement index. Establishing
this critical link between people and performance helps HR professionals prove that
people-related interventions are a worthwhile investment.

Employee engagement is more than just the current HR 'buzzword'; it is essential. In

order for organizations to meet and surpass organizational objectives, employees must be
engaged. Research has proven that wholly engaged employees exhibit,

 Higher self-motivation.
 Confidence to express new ideas.
 Higher productivity and Morale.
 Higher levels of customer approval and service quality.
 Reliability.
 Organizational loyalty; less employee turnover.
 Lower absenteeism.
 Increased passion for, commitment to and alignment with the organization’s
strategies and goals.
 Boosted business growth.
 Employees become effective brand ambassadors for company.

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Factors Leading to Employee Engagement-
Studies have shown that there are some critical factors which lead to Employee
engagement. Some of them identified are

Career Development- Opportunities for personal

development
Career Development –
Effective Management of
talent
Leadership- Clarity of
company values
Leadership – Respectful
treatment of employees Feeling
Leadership – Company’s
standards of ethical behavior valued
Empowerment
Image
&Involved
Equal opportunities & fair
treatment
Performance Appraisal
Pay & benefits Communication
Health & Safety Family
friendliness
Job satisfaction Co-operation

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  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. Career development influences engagement for employees and retaining the
most talented employees and providing opportunities for personal development.
Employees need to feel that the core values for which their companies stand are
unambiguous and clear.

 Empowerment

Employees want to be involved in decisions that affect their work. The leaders of high
engagement workplaces 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.

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

 Equal Opportunities and Fair Treatment

The employee engagement levels would be high if their bosses (superiors) provide equal
opportunities for growth and advancement to all the employees

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  Performance appraisal
Fair evaluation of an employee’s 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.

 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 employees should
also be provided with certain benefits and compensations.

 Health and Safety

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

 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 than the engagement levels are likely to be high.

 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

 Co-operation
If the entire organization works together by helping each other i.e. all the employees as
well as the supervisors co-ordinate well than the employees will be engaged.

HOW TO MEASURE EMPLOYEE ENGAGEMENT?

Step I: Listen
The employer must listen to his employees and remember that this is a continuous
process. The information employee’s 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

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employees are much more likely to be satisfied in their positions, remain with the
company, be promoted, and strive for higher levels of performance.

Step II: Measure current level of employee engagement

Employee engagement needs to be measured at regular intervals in order to track its
contribution to the success of the organization. But measuring the engagement (feedback
through surveys) without planning how to handle the result can lead employees to
disengage. It is therefore not enough to feel the pulse—the action plan is just as essential.

Knowing the Degree in which Employees Are Engaged?

Employee engagement satisfaction surveys determine the current level of employee
engagement. A well-administered satisfaction survey will let us know at what level of
engagement the employees are operating. Customizable employee surveys will provide
with a starting point towards the efforts to optimize employee engagement. The key to
successful employee satisfaction surveys is to pay close attention to the feedback from
the staff. It is important that employee engagement is not viewed as a one-time action.
Employee engagement should be a continuous process of measuring, analyzing, defining
and implementing.

Step III: - Identify the problem areas

Identify the problem areas to see which are the exact areas, which lead to disengaged
employees

Step IV: 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
employee feedback and a definitive action plan will need to be put in place finally.

IMPROVING EMPLOYEE ENGAGEMENT

The organizations don’t talk about retaining employees or binding them to their duties,
rather they believe that employee should be engaged to their tasks and duties. Thus there
arises the need of improving and increasing the engagement amongst the employees.
Following are some of the ways to increase the employee engagement amongst the
employees.

 Communicate clear goals and expectations to your employees. A Gallup poll

revealed that 58% of U.S. workers couldn't strongly agree with the statement, "I
know what is expected of me at work." These employees don't understand the big
picture or their part in it. For these people, the problem is exacerbated by the
performance evaluation process. It's a mystery, since it isn't based on pre-agreed
upon performance expectations.
 Balancing & giving appropriate work. It begins with hiring the right people then
matching their temperaments and talents to the job. Mismatching people in their

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 jobs is a lot like trying to teach a hog to sing. It's a waste of time and it annoys the
hog.
 Encourage employees to find a personal fit with the company culture. "Do what
you love, love what you do, and have fun." This is the thing which should be
promoted by the today’s managers. An employee can't be engaged if your job
violates his or her personal principles.

 Encourage innovation. Engaged employees are innovative. They're always

looking for a better way. To keep the employees engaged they should be provided
with the freedom of innovation.

 Empowerment: Empowerment is the ability to make decisions within the work

environment without having to get prior approval. Empowered employees feel
ownership for their jobs and their roles in them.

 Incentives that are matched to accountability and results: Managers, who want
their employees to be engaged, recognize that incentives must be allocated based
on objective criteria. There should be a proper incentive scheme which must be
formed so that the employees are encouraged to perform effectively.

 Create a simple and focused index of workplace engagement-Many organizations

are using very short, simple, and easy to use measures that focus on the
fundamentals of a great workplace. Instead of conducting broad culture/climate
surveys with 100 or more questions, organizations are opting for a focused
approach that measures fundamental qualities of the workplace that likely will be
important 10 years from now (e.g., feedback, trust, cooperation).

 Allow for benchmarking-Most organizations want to know how they compare to

other organizations. Using a standard measure of engagement allows
organizations to see how they compare to other companies along a simple set of
fundamental work qualities.

 Direct action-Engagement measures tend to be very actionable. This means that

the organization can alter practices or policies to affect employees’ responses to
every item in the measure.

 Show relationship to company performance: Without a link to company

performance or other critical outcomes, measures of engagement have little value.
The whole idea behind engagement is that it leads to enhanced performance. The
link to performance outcomes is a necessary underlying assumption of all
engagement measures.

MAKING USE OF ENGAGEMENT

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Measurement of employee engagement can have many applications in the organization.
Earlier, it is mentioned that engagement could serve as a general index of HR
effectiveness in an HR scorecard. Also, engagement measures serve as an easy way to
benchmark the work climate against other organizations.
Other uses include:

Needs Analysis-The fundamental issues measured in engagement provide a quick index

of what leaders and HR need to do to make things better. In addition, items in
engagement surveys tend to be very actionable. This means that leaders or others in the
organization can take action that will affect the score on a single item.

Evaluation-Many learning and performance interventions are designed to impact some

aspect of engagement. When an engagement measure is used as a pre-implementation
baseline, the impact of the intervention can be gauged by measuring post-implementation
changes in engagement.

Climate Survey-Some organizations like to use engagement measures as simple indexes

of the workplace culture. While more extensive surveys are valuable, sometimes it’s
easier to focus attention on a few simple and proven factors.

Leader or Department Feedback-Depending on the demographic information collected

when the engagement measure is implemented, one can create breakout reports by
department or leader. This means departments and leaders can gain a better
understanding of how engagement in their groups differs from the rest of the
organization. This information can be used to create development plans or plans for
larger-scale interventions.

RESEARCH METHODOLOGY

TITLE

“A Research report of Employee Engagement”

SUBTITLE

“A Research report of opinions of 50 Middle Level Management employees at

Panasonic Energy India Company ltd. Makarpura, Vadodara.”

SIGNIFICANCE AND NEED OF THE STUDY:

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It is very important for every organization to utilize the Knowledge, Skills & Abilities
(KSA) of employees in the best possible way to gain competitive advantage over others.
At the same time, it is equally important to remember that human beings are emotional
beings. It is very much important to satisfy their needs and wants to secure their cent
percent efforts and turn into commitment. Only motivation does not work here, it is very
important to inculcate a sense of oneness among the employees for the organization’s
mission and vision. This can be possible only when their efforts are successfully
converted into commitment. And this demands for what is called ‘Employee
Engagement’.

The organization should look forward to develop and nurture engagement, which requires
a two-way relationship between employer and employee. Engaged employees here means
that the employee goes through each work day putting not only time but also passion into
his work. The theory is - engaged workforce is motivated, self-improving, and productive
giving a competitive edge. An engaged employee is the one who is positive about his job.
They believe in an identity with the organization. They work actively to make things
better; they treat others with respect & help colleagues to perform more effectively. Thus
engagement is about motivating to their best. So most organization today realize that a
‘satisfied” employee may be good but not the best in terms of loyalty and productivity.

This research is powerful not only for organizations seeking to ensure their financial
success, but also for those seeking to harness their people power. Although there is a
growing body of business oriented literature that describes how engaged employees
contribute to the overall success of an organization, little academic and empirical
research in the human services field has been conducted on the topic. More research is
needed to determine levels of engagement for workers in the human services field, to
describe the benefits of engagement, and to identify what factors may predict it.
Therefore, it was felt necessary to study the level of employee engagement in the
organization.

OBJECTIVES

 To find the levels of employee engagement among the middle level managers.

 To find the perception of employee’s regarding motivation and job satisfaction

and its impact on employee engagement.

 To find the views of employees on work environment, feedback &

communication, career advancement, resources, values & inspiration, rewards and
role clarity in the organization.

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  To understand how the level of employee engagement is affected by Age, Work
Experience & Department of the employee and suggests measures of
improvement thereafter.

RESEARCH DESIGN

The study is descriptive & exploratory in nature. Such a design would help in giving an
overall picture of employee engagement at Panasonic Battery India Company Ltd.
Makarpura Vadodara.

Primary Data: A questionnaire was used as a tool for primary data collection, which
consisted of close ended questions. It was a structured questionnaire designed by
referring to various problems related to employee engagement from books, Internet,
Journals.

Secondary Data: The secondary data was collected through a list of websites, books,
journals, and newspaper and news magazines articles and such sources are as given at the
end of this project in references, webliography.

RESEARCH SETTING
The organization considered for the data collection is Panasonic Battery India Company
Ltd. Makarpura ,Vadodara.
UNIVERSE:

The universe of study comprises of Middle Level managers & executives of the
Panasonic Energy India Company Ltd. Makarpura ,Vadodara.

SAMPLING AND SAMPLING PROCEDURE:

Out of the above mentioned universe, Stratified Random sampling was carried out and 50
employees were chosen as the respondents randomly.

REFERENCE PERIOD:

The Reference period for data collection was from January 2011 to April 2011.

17
LIMITATIONS OF THE STUDY:

 The respondent’s findings are related to a particular organization so the results

cannot be generalized.
 The data for the present study was collected by approaching respondents at work
place and therefore their work pressures would have affected their responses.
 The personal prejudices of the respondent towards the organization are likely to
influence his remark.
 Time has been a major constraint while working on this research.
 Researcher is a fresher so there can be a mistake in some steps.

Review of Literature

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, 1990). Csikzentmihalyi (1975) 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.

18
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. When Kahn talked about employee
engagement he has given important to all three aspects physically, cognitively and
emotionally, whereas 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”.

EMPLOYEE ENGAGEMENT – WHAT EXACTLY IS IT?

Enter The Conference Board, a prestigious, non-profit business membership and research
organization located in the U.S. This group provides its members — top executives and
industry leaders from the most respected corporations in the United States and around the
world — with vital business intelligence and forward-looking best practices.

In 2006, The Conference Board published "Employee Engagement, A Review of Current

Research and Its Implications". According to this report, twelve major studies on
employee engagement had been published over the prior four years by top research firms

19
such as Gallup, Towers Perrin, Blessing White, the Corporate Leadership Council and
others.

Each of the studies used different definitions and, collectively, came up with 26 key
drivers of engagement. For example, some studies emphasized the underlying cognitive
issues, others on the underlying emotional issues.

The Conference Board looked across this mass of data and came up with a blended
definition and key themes that crossed all of the studies. They define employee
engagement as "a heightened emotional connection that an employee feels for his or her
organization, that influences him or her to exert greater discretionary effort to his or her
work".

At least four of the studies agreed on these eight key drivers.

 Trust and integrity – how well managers communicate and 'walk the talk'.
 Nature of the job –Is it mentally stimulating day-to-day?
 Line of sight between employee performance and company performance – Does
the employee understand how their work contributes to the company's
performance?
 Career Growth opportunities –Are there future opportunities for growth?
 Pride about the company – How much self-esteem does the employee feel by
being associated with their company?
 Coworkers/team members – significantly influence one's level of engagement
 Employee development – Is the company making an effort to develop the
employee's skills?
 Relationship with one's manager – Does the employee value his or her
relationship with his or her manager?

Other key findings include the fact that larger companies are more challenged to engage
employees than are smaller companies, while employee age drives a clear difference in
the importance of certain drivers. For example, employees under age 44 rank
"challenging environment/career growth opportunities" much higher than do older
employees, who value "recognition and reward for their contributions".
But all studies, all locations and all ages agreed that the direct relationship with one's
manager is the strongest of all drivers. In the final analysis, one wonders whether
employee engagement is just another trendy concept, or really a big deal?

According the report, employee engagement is a very big deal. There is clear and
mounting evidence that high levels of employee engagement keenly correlates to
individual, group and corporate performance in areas such as retention, turnover,
productivity, customer service and loyalty. And this is not just by small margins. While
differences varied from study to study, highly engaged employees outperform their
disengaged counterparts by a whopping 20 – 28 percentage points!

Finally, there is some evidence that companies are responding to this employee
engagement challenge - by flattening their chains of command, providing training for
first-line managers and with better internal communications. Changes won't happen

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overnight, but with such significant upside to the bottom line - they might happen more
quickly than you think.
DEFINITIONS OF EMPLOYEE ENGAGEMENT
When engagement is talked about, it refers to a multidimensional concept that involves
some kind of two-way interaction between the employee and the organisation. Employees
can be motivated and committed to their jobs, without necessarily engaging with the
overall strategies and objectives of the organization, or without really feeling the wider
impact of their efforts.
Most of the literature employs a multidimensional approach to defining employee
engagement, where the definition encapsulates several elements required in order to
achieve ‘true engagement’.
Schmidt (2004) defines engagement as bringing satisfaction and commitment together.
Whilst satisfaction addresses more of an emotional or attitudinal element, commitment
brings in the motivational and physical elements. Schmidt (2004) contends that while
satisfaction and commitment are the two key elements of engagement, neither on their
own is enough to guarantee engagement.
Right Management (2006) defines true engagement as every person in the organisation
understanding and being committed to the success of the business strategy, and that this
goes beyond more than just simple job satisfaction and incorporates aspects of
commitment, pride and advocacy about the organization’s products and brand. Whilst the
onus is on the organisation to manage communication effectively to involve employees
and align them with the organisation, this clearly requires input and feedback from
employees as well to make the process work.

The CIPD Annual Survey report (2006c) defines engagement in terms of three
dimensions of employee engagement:
• Emotional engagement – being very involved emotionally in one’s work;
• Cognitive engagement – focusing very hard whilst at work; and
• Physical engagement – being willing to ‘go the extra mile’ for your employer.
The survey report states that the very engaged will go one step further and speak out as
advocates of their organisation, in what they describe as a ‘win-win’ situation for the
employee and the employer.

Some authors discuss the varying degrees of engagement employees can experience.
Meere (2005) describes three levels of engagement:

 Engaged - employees who work with passion and feel a profound connection
to their organisation. They drive innovation and move the organisation
forward;
 Not engaged – employees who attend and participate at work but are
timeserving and put no passion or energy into their work; and
 Disengaged – employees who are unhappy at work and who act out their
unhappiness at work. According to Meere (2005), these employees undermine
the work of their engaged colleagues on a daily basis.

21
Ellis and Sorenson (2007) point to the inconsistent way in which the term engagement
has been applied by business leaders and human resource (HR) professionals over the last
20 years. They highlight the inconsistency of using the term to refer to attitudes or to
employee perceptions of specific elements of their work environment or benefits, which
they feel have ‘little’ to do with engagement. They endorse a two dimensional definition
of engagement that defines an engaged employee as one who 1) knows what to do at
work and 2) wants to do the work. It is their strong view that engagement should always
be defined and assessed within the context of productivity, and that the two elements of
engagement noted above are necessary for driving productivity.

The CIPD (2007a) defines employee engagement as a combination of commitment to the

organisation and its values plus a willingness to help out colleagues. According to this
view, engagement is about more than job satisfaction and is a more complex concept than
motivation.

EVOLUTION OF THE CONCEPT

‘Employee engagement’ is a relatively new term in HR literature and really started
tocome to prominence from 2000 onwards. Melcrum Publishing (2005) found that from
aglobal survey of over 1,000 communication and HR practitioners 74% began to
formallyfocus on the issue between 2000 and 2004.

Having reviewed an extensive amount of literature, the commentary on the evolution of

employee engagement is summarized by the following points:

• It builds upon and goes further than ‘commitment’ and ‘motivation’ in the management
literature (Woodruffe, 2006 as cited in CIPD, 2006a)
• A desk review undertaken by Rafferty et al (2005) indicates that it originated from
consultancies and survey houses rather than academia
• The level of interest it has generated indicates that it is more than a passing
management fad and a considerable amount of research and analysis has been conducted
in the last 10 years or so building up our understanding of the term.
As pointed out in Rafferty et al (2005), the concept of employee engagement has as its
foundation, two well-researched precursors – employee commitment and organizational
citizenship behavior.

Commitment literature - Silverman (2004) discusses the different directions the study
of employee organizational commitment has taken over the previous decade, noting that
more recent research emphasizes the multidimensional nature of commitment that implies
commitment cannot be realized through one single human resource (HR) policy. In other
words, people are motivated by a range of factors, and these differ from person to person.

The earlier commitment literature, which discusses the various kinds of commitment and
the impacts of a committed workforce, lays the foundation for understanding of
engagement and the evolution of the concept. In the later part, commitment and
engagement are not considered to be one and the same. Whilst commitment is an

22
important element of engagement, engagement is considered to be more than just
employee commitment.

Tamkin (2005) reviews commitment in the literature and highlights an early model by
Allen and Meyer (1990), which defines three types of commitment:

• Affective commitment – employees feel an emotional attachment towards an

organisation;
• Continuance commitment – the recognition of the costs involved in leaving an
organisation; and
• Normative commitment – the moral obligation to remain with an organisation.

As noted by Tamkin (2005), not all of these forms of commitment are positively
associated with superior performance – employees who feel high continuance
commitment for whatever reason, but lower levels of affective and normative
commitment are unlikely to produce huge benefits for the organisation.

The closest relationship with engagement is ‘affective’ commitment as explained by

Silverman (2004). This type of commitment emphasizes the satisfaction people get from
their jobs and their colleagues, and the willingness of employees to go beyond the call of
duty for the good of the organisation.

It also goes some way towards capturing the two-way nature of the engagement
relationship, as employers are expected to provide a supportive working environment.
This point is expanded upon by Meere (2005), who highlights that organisations must
look beyond commitment and strive to improve engagement, as it is engagement that
defines employees’ willingness to go above and beyond designated job responsibilities to
promote the organisation’s success.

Organisational Citizenship Behavior (OCB) literature – This predates employee

engagement, but is highly relevant to it. The review of OCB literature by Barkworth
(2004) defines its key characteristic as behaviour that is discretionary or ‘extra-role’, so
that the employee has a choice over whether they perform such behaviour. These
behaviours include voluntarily helping of others, such as assisting those who have fallen
behind in their work, and identifying and stopping work-related problems in the first
place. As these types of behaviour are not normally part of the reward system, absence of
such behaviours is therefore not punishable by the organisation but performance of them
should lead to effective running of it.

Over 30 different forms of OCBs have been identified and defined and these have been
classified by Podsakoff et al. (2000) in Barkworth’s paper (2004) into seven themes:

•Helping behaviour – voluntarily helping others

•Sportsmanship – being able to carry on with a positive attitude in the face of adversity
and being willing to set aside personal interests for the good of the group

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•Organizational loyalty – promoting the organisation to the outside world, and staying
committed to it, even when doing so could involve a personal sacrifice

•Organizational compliance – following organizational rules even when not being

monitored

•Individual initiative – demonstrating performance over and above what is expected

•Civic virtue – macro-level interest in the organisation as a whole, such as a loyal citizen
would display towards their country

•Self-development – voluntarily improving one’s own knowledge, skills and abilities in

such a way as to be helpful to the organisation.

OCB links very strongly to employee engagement as it focuses on securing commitment

and involvement which lies outside contractual parameters – often referred to as the
individual ‘going the extra mile’.

In terms of the impact of OCBs on organisational effectiveness, three behaviours: helping

behaviour, sportsmanship and civic virtue, appear to lead to performance gains. The fact
that helping behaviour was not beneficial in all studies raises the issue of the context in
which the behaviours are to occur, as they will not be suitable in all situations.

As it may be the case that whilst it may improve the performance of those receiving help,
it takes up the time of the person helping, thus reducing their potential output.

Further, Barksworth (2004) (paper presented as Appendix 2 in Robinson et al 2004) notes

research by Organ and Ryan (1995), which found that attitudinal variables such as job
satisfaction, organizational commitment, fairness and leader supportiveness all have a
positive relationship with OCB. Task-related variables are also identified in this literature
as important antecedents to OCB. Barksworth (2004) (paper presented as Appendix 2 in
Robinson et al 2004) quotes Podsakoff’s (2000) findings that such variables as feedback
and satisfying tasks are significantly correlated to altruism, courtesy, conscientiousness,
sportsmanship and civic virtue.

Variables that have a negative relationship include breach of the psychological contract,
abusive supervision and task routinisation. All of these issues are, in some way, linked to
leadership style and behaviour, either directly or more subtly. Therefore, the obvious
starting point in trying to harness OCB should be from the top-down, as the impact made
by leaders and managers does seem to affect the demonstration of OCB. This finding
links strongly to the role of management in securing engagement.

How does employee engagement differ? It appears that engagement, although sharing
strong characteristics with each of these two concepts is about more than commitment
and/or OCB on their own. Rafferty et al (2005) draw the distinction on the basis that
engagement is a two-way mutual process between the employee and the organisation.

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Sharpley (2006) (as cited in Harrad 2006) also points out that it is important to
distinguish between motivation and engagement, as it is possible to be motivated in one’s
job without necessarily feeling an attachment to the organisation. In Sharpley’s (2006)
(as cited in Harrad 2006) definition of engagement there must be a mutual feeling of
support between the employee and the organisation.

Buchanan (2004) describes the difference between rational commitment and emotional
commitment. Rational commitment results when a job serves employees’ financial,
developmental or professional self-interest. In contrast, emotional commitment, which
has four times the power to affect performance as its more pragmatic counterpart, arises
when workers value, enjoy and believe in what they do. According to the figures of the
Corporate Leadership Council quoted by Buchanan (2004), about 11% of the workforce
are classified as ‘true believers’ and demonstrate very high levels of both commitment
types; another 13% at the other end of the normal distribution curve demonstrate little
commitment and are classified as the ‘disaffected’.

IMPACT OF EMPLOYEE ENGAGEMENT

“There are clear links between employee engagement and effectiveness, which, in turn,
affect productivity. Employee engagement goes to the heart of organisational capability
issues” Briggs (2005), Australian Government Public Service Commissioner as cited in
Meere (2005)

“High levels of engagement have been found to be associated with a whole range of
beneficial outcomes, including high levels of performance” CIPD (2006c)

“There appears to be a general willingness to accept the underpinning finding: the higher
the level of employee commitment, the better the business outcome. If employee
engagement is indeed one step beyond commitment, the reward should be even greater”
Robinson et al (2004)

“It takes little persuasion on a theoretical level to convince a business leader that
employees who are more committed, work harder and smarter will be better for the
company than those who turn up, do merely what they are obliged to do and leave”
Melcrum Publishing (2005)

“Your organisation’s success depends on people’s true engagement” Right Management

(2006)

“Employers want engaged employees because they deliver improved business

performance” CIPD (2007a)

The mechanism by which employee engagement can feed into overall organisational
performance is very important to be known. It follows that if employees are not engaged

25
with the overall strategies and objectives of an organisation then their day-today activities
will not be focused on achieving these objectives. Following are the evidences to
determine the extent to which these effects can be described and quantified.

Productivity and organizational performance

The Corporate Leadership Council (CLC) (2004) completed a study of engagement
levels of over 50,000 employees across the globe and found that those employees who
are most committed Perform 20% better, which CLC (2004) claims infers that moving
from low to high engagement levels will induce an increase in employee performance of
20 percentile points; and are 87% less likely to leave the organisation, which CLC (2004)
states indicates the significance of engagement to organisational performance.

On the other hand, in reporting on the costs of employee disengagement, Meere (2005)
discusses a survey carried out by ISR on 360,000 employees from 41 companies in the
world’s 10 largest economies and finds that in companies with low engagement both
operating margin and net profit margins reduced over a three year period, whilst in
companies with high levels of engagement both these measures increased over the same
time period.

Melcrum Publishing (2005) also report that in the US, Gallup estimates that disengaged
workers cost US business between $270 and $343 billion per year due to low
productivity. Meere (2005) also reports evidence that close to one-third of CEOs
identified engaging employees in the company’s vision, values and goals, as one of the
three factors most important to their organisation’s success.

Customer outcomes
Customer focus is one organisational objective that does apply across both the private
and public sectors, although it may manifest itself in a slightly different form. In this
regard, a survey by Right Management (2006) found that 70% of engaged employees
indicated they had a good understanding of how to meet customer needs, whilst only 17%
of non-engaged employees scored high on this measure. As definitions of engagement
would suggest, the engaged employees were found to have a better understanding of how
their actions contributed to the organisation’s overall customer focus.

Employee retention
Similarly, employee retention is an issue for the private and public sector alike. Right
Management (2006) found that 75% of engaged employees planned to stay with the
organisation for at least five years, whilst only 44% of non-engaged employees planned
to stay. On this issue Towers Perrin (2003) also found that a highly engaged workforce
is a more stable workforce – in their survey two thirds of highly engaged employees had
no plans to leave their jobs versus just 12% of the disengaged. According to Towers
Perrin (2003), whilst high engagement does not guarantee retention, it does increase the
chances of retaining the very people who are probably going to be most attractive in a
competitive labour market.

26
With regard to retention, Towers Perrin (2003) highlights an important impact related to
the disengaged. Whilst organisations can potentially lose key employees through not
successfully engaging them, there is also a risk to the organisation from the disengaged
who are not actively looking for other employment and continue in their current
employment but are disaffected and unproductive. Towers Perrin (2003) note that
retaining the disengaged can have as serious consequences for performance as losing the
highly engaged. The literature tends to focus on identifying the disengaged and outlining
the potential negative impacts the disengaged can have on other employees and overall
organisational performance.

This may represent a significant gap in the literature where further discussion and
research could perhaps be undertaken on how to reach the most disengaged, the extent to
which it is worth trying to reach the most disengaged, and how the costs of these
interventions weigh against any potential benefits of engaging these members of staff.

Meaning at work
Penna (2007) presents the results of research carried out in 2005 on 1,765 British
employees to identify what creates meaning at work for UK employees, the effectiveness
of employers in creating meaning and what an employer who creates meaning can
reasonable expect in return.

The headline result is that organisations that devote resources towards creating meaning
at work can anticipate increased motivation, loyalty, pride, and productivity. On the other
hand, a proportion of respondents did not experience meaning at work and as a result
15% of employees surveyed would not recommend their organisation as a place to work
and 7% would actively discourage others from joining. As the report highlights, pride
taken in working for an employer, and willingness of employees to recommend their
employer as a place to work to friends, are excellent barometers of engagement.

Advocacy of the organisation

CIPD (2006c) classifies three types of engagement (cognitive, emotional and physical)
but states that engaged employees may also go one step further and act as advocates of
their organisation. Advocacy can be in terms of recommending the organisation as a
place to work, or in terms of believing in and recommending the products and services of
the organisation. An interesting result that came out of the CIPD’s annual employee
attitudes and engagement survey (CIPD 2006c) is that public sector workers are more
critical of their organisation than their private sector counterparts. The survey concludes
that employees who are more engaged are more likely to be advocates of the
organisation. In the survey 37% of employees could be described as ‘Champions’ who
willingly promote the organisation as an employer (potentially reducing recruitment costs
by recommending/introducing key personnel) and its products/services, which in effect is
free marketing and enhances the public image of the organisation.

Melcrum Publishing (2005) reports similar results and from their survey finds that only
3% of disengaged employees would advocate the organisation as a place to work,
compared to 67% of engaged employees. Penna (2007) included similar measures in its

27
‘meaning at work’ research report, and finds that nearly a quarter of those surveyed
would not recommend their organisation as a place to work. The report also notes a small
hardcore of ‘corporate terrorists’ – the most disengaged - would actively discourage
friends from joining their current organisation.

Organisational climate
CIPD (2006a) discusses the impact that engagement has on the sense of community
within an organisation. Whilst managerial actions are important, the results of the CIPD
survey (CIPD 2006c) suggest that relationships among fellow workers are important in
contributing towards job satisfaction. In turn, the impact of the organisational climate and
the extent to which engagement is embedded in the organisation (or the individual team
or department) is critical for employees in their willingness to stay working with their
employer and the extent to which they advocate their organisation. This “affective
engagement” is found to be strongly related to positive discretionary behaviour – or
“going the extra mile”.

MEASUREMENT AND MONITORING OF EMPLOYEE ENGAGEMENT

As highlighted by Robinson et al (2004) it makes sense for organisations to monitor the

engagement levels of employees and to take action to increase these if necessary. CIPD
(2007a) also highlights the importance of monitoring levels of employee engagement as a
key element in managing the organisation’s human capital.

Measurement at the recruitment stage

The Schmidt (2004) model presented on the organisational dynamics of the public sector
noted that the foundation of the model on which workplace well-being, employee
engagement and ultimately organisational performance and the furtherance of the public
good was based, was recruiting and retaining the right workforce.

Penna (2007) recommends that employers don’t just hire for competence but hire for
attitude and alignment with the organisation’s values. On this basis, McGee (2006)
discusses research by Development Dimensions International (DDI) which involved over
4,000 employees in a variety of industries and revealed six characteristics that predict the
likelihood of individuals becoming engaged employees:

 Adaptability;
 Passion for work;
 Emotional maturity;
 Positive disposition;
 Self-efficacy; and
 Achievement orientation.
According to the research, it is these factors that can help to predict which candidates will
perform effectively, derive satisfaction from what they do and become engaged. McGee
(2006) purports that taking time to screen applicants for ‘engagement readiness’ will
yield a far greater return in the medium term than hiring solely for skills and knowledge.

28
Gallup's Research-Based Approach
The world's top-performing organizations understand that employee engagement is a
force that drives performance outcomes. In the best organizations, engagement is more
than a human resources initiative -- it is a strategic foundation for the way they do
business.

Research by Gallup and others shows that engaged employees are more productive. They
are more profitable, more customer-focused, safer, and more likely to withstand
temptations to leave. The best-performing companies know that an employee engagement
improvement strategy linked to the achievement of corporate goals will help them win in
the marketplace.
Gallup's employee engagement work is based on more than 30 years of in-depth
behavioral economic research involving more than 17 million employees. This research
has appeared in prestigious business and scientific publications, including the Journal of
Applied Psychology and the Harvard Business Review, and in our bestselling books First,
Break All the Rules and 12: The Elements of Great Managing. Through rigorous
research, we have identified 12 core elements -- the Q 12 -- that link powerfully to key
business outcomes. These 12 statements emerged as those that best predict employee and
workgroup performance.
Gallup supports organizations to systematically improve employee engagement using
proven interventions at the local and enterprise level. Beyond setting the proper strategy,
this process includes finding the right performance metrics that drive accountability,
creating a comprehensive communication strategy, and designing development
opportunities for every employee, manager, and leader.

What is your organization’s ratio of engaged to not engaged employees?

Gallup's engagement ratio is a macro-level indicator of an organization's health that

allows executives to track the proportion of engaged to actively disengaged employees.
 In world-class organizations, the ratio of engaged to actively disengaged
employees is 9.57:1.
 In average organizations, the ratio of engaged to actively disengaged employees is
1.83:1.
Actively disengaged employees erode an organization's bottom line while breaking the
spirits of colleagues in the process. Within the U.S. workforce, Gallup estimates this cost
to be more than $300 billion in lost productivity alone. In stark contrast, world-class
organizations with an engagement ratio near 8:1 have built a sustainable model using our
approach. As organizations move toward this benchmark, they greatly reduce the
negative impact of actively disengaged employees while unleashing the organization's
potential for rapid growth.

29
LINKING EMPLOYEE ENGAGEMENT TO CRITICAL BUSINESS
OUTCOMES
Gallup's latest meta-analysis (an analysis of data from more than 152 organizations)
shows dramatic differences between top- and bottom-quartile workgroups on key
business outcomes. Beyond the significant differences engaged workgroups show in
productivity, profitability, safety incidents, and absenteeism versus disengaged
workgroups, we have proven that engaged organizations have 3.9 times the earnings per
share (EPS) growth rate compared to organizations with lower engagement in their same
industry.
Proven Return on Investment
Increasing employee engagement correlates directly with a positive impact on key
business metrics. A partnership with Gallup enables your organization to design,
implement, and execute an employee engagement strategy. At the same time, your
organization will gain concrete evidence of the impact of this strategy on the bottom line.
Gallup's proof of ROI goes beyond the case-study level. By continually validating the
effect of increasing employee engagement through meta-analyses and business impact
studies, we can observe trends across hundreds of clients. The observed net gain in key
business outcomes for work units that grow employee engagement provides a direct
linkage to ROI. Gallup's approach blends strategic analysis with practical steps and
advice to change how leaders view their work, their employees, and their customers.

A quick “tour” of some of the research conducted by various organizations over the
past five years is as follows:

1. The Gallup Organization has done the most work on measuring employee
engagement, having shown relationships between engagement and a range of measures,
such as turnover, sales growth, customer service, revenue, etc. In a landmark study across
multiple companies, it showed that business units that reported employee engagement
above the median had a 70 percent higher likelihood of success than those below the
median. Success was a composite measure combining customer loyalty, turnover, and
financial metrics.

2. DDI (DEVELOPMENT DIMENSIONS INTERNATIONAL) has compiled an

engagement database of thousands of employees across 200 organizations. Analysis of
this database has shown that those employees with higher engagement scores are more
satisfied with their jobs, less likely to leave their companies, and more capable of
achieving their performance goals. We estimate that in an organization of 10,000
employees, moving a workforce from low to high engagement can have an impact of
over $42 million. For example, in a Fortune 100 manufacturing company, turnover in
low-engagement teams averaged 14.5 percent, and absenteeism hovered around 8
percent. For highly engaged teams, absenteeism was only 4.8 percent, and turnover came
down to 4.1 percent. Quality errors (as measured by external and internal parts per
million) stood at 5,658 for the low-engagement group and only 52 for the high-
engagement group.

30
In a services organization, there is a strong relationship between sales performance and
employee engagement. Highly engaged employees achieved an average of 99 percent of
their sales goals, while disengaged sales reps averaged 91 percent.

3. Michael Treacy, author of Double-Digit Growth—

How Great Companies Achieve It No Matter What, worked with Hewitt Associates to
demonstrate the relationship between doubledigit growth companies and engagement.
Employee engagement scores were 21 percent higher in double-digit versus single-digit
growth companies. Hewitt showed similar results with its Employee Engagement and
Best Employer Database of 1,500 companies. In companies where 60 to 70 percent of
employees were engaged, average total shareholder’s return (TSR) stood at 24.2 percent.
In companies with only 49 to 60 percent of their employees engaged, TSR fell to 9.1
percent. Companies with engagement below 25 percent suffered negative TSR.12

4.Towers Perrin, looking at over 35,000 employees across dozens of companies, showed
a positive relationship between employee engagement and sales growth, lower cost of
goods sold, customer focus, and reduced turnover. For example, highly engaged
employees are almost three times more likely to feel that their company really cares about
customers and has the ability to serve them better than their competitors. Companies with
highly engaged employees beat average revenue growth in their sector by 1 percent while
companies with low engagement were behind their sector’s revenue growth by an
average of 2 percent.

5. The Corporate Executive Board surveyed 50,000 employees in 59 organizations

worldwide. Employees with lower engagement are four times more likely to leave their
jobs than those who are highly engaged. Even more important, moving from low to high
engagement can result in a 21 percent increase in performance.

6. ISR has one of the largest databases on employee engagement: 41 companies across
10 geographical markets. Looking over three years of data, change in operating margin in
low engagement companies was 2.1 percent and net profit margin was a dismal -1.38
percent. Compare this to their high-engagement counterparts, where operating margin
was up to a positive 3.75 percent and net profit margin up 2.06 percent.

7.Melcrum, a U.K. Instead of correlating levels of engagement with organizational

performance, Melcrum, a U.K. research organization, completed 40 in-depth case
histories along with a survey of over 1,000 HR practitioners. More than 50 percent of the
survey respondents and case studies report improvement in customer retention and
satisfaction as a result of engagement initiatives, and over one-third report improvements
in productivity.

The Employee Engagement 2010: The Leader’s Role global study

31
The Global Study reflects tens of thousands of responses to an online survey and in-depth
interviews conducted during August to November 2010. India made up 21% of the global
data pool from individuals in North America, China, South East Asia, UK/Europe,
Australia & New Zealand and India.

The study was designed to re-evaluate and build on lessons learned from past Blessing
White research into employee engagement (previous studies have been completed in
2000, 2004, 2006 and 2008), providing insights into what employees are looking for at
work, the factors that drive engagement and what people believe makes for a ‘good’
career.
This 2010 study reveals a particular emphasis on the essential role of leaders in
determining and either enhancing or reducing engagement not just with their own direct
reports but also across the organization they work with. We obtained input on both the
direct manager and senior leaders’ performance revealing significant insights into where
leaders are failing to solve the engagement equation and where they should be focusing
their efforts.

The study provides an insight into what employees are looking for at work; the factors
that drive engagement and what people believe makes for a ‘good’ career. This 2010
study showcases and emphasizes the essential Role of Leaders in companies today. The
report unveils the impact of leader’s role in determining, enhancing and reducing
engagement of their direct reports as well as across the organization. The study captures
both the direct manager and senior leaders’ performance revealing significant insights
into where leaders are failing to solve the engagement equation and where they should be
focusing their efforts.

Indians are Highly Engaged vis-à-vis their Global Counterparts

 The global survey ranks India as No. 1 country with 37% fully engaged
employees (a little over 1 in every 3 employees).
 Close to another one third of employees (30%) are Almost Engaged - with
reasonably high levels of both Contribution and Satisfaction.
 However, more than 1 in 10 (12%) are actively Disengaged – unhappy and a drain
on the organization’s success.
 Almost 1 in 10 (9%) are Honeymooners & Hamsters, made up about equally of
4% Honeymooners – still new in their job, feeling satisfied and ready but as yet
not capable of maximum contribution and 5% Hamsters – happily spinning.
 In addition, more than 1 in 10 (12%) are Crash & Burners, currently maintaining a
high level of Contribution while feeling ‘used’, taken advantage of or bored and
not challenged. In any event, these employees are likely to quit and leave – taking
their high level contribution with them in search of a ‘better’ job, or quit but stay
– withdrawing their discretionary effort and contributing less.

32
 India Tops the Chart
India has the highest number of engaged employees in the world (equal with Australia /
New Zealand) and the lowest level of disengaged employees, whereas China has highest
number of disengaged employees. India ranks no.1 along with Australia in Fully engaged
category and with least number of disengaged employees. China scoring the least number
of engaged employees and maximum disengaged employees.

Younger Employees are Less Engaged

In terms of future organization success Generation Y respondents, the youngest
employees (born 1978 – 1994) show significantly lower levels of Engagement and higher
Disengagement as compared to Generation X (born 1965 – 1977) and then Baby
Boomers (born 1946 – 1964) and this is true across the globe.
Males are More Engaged
Men are almost 40% more Engaged (11% more are ‘Fully Engaged’ and 3% less are
‘Disengaged’) compared to the female population. While this difference in engagement
levels between males and females is even more apparent in China, where overall
engagement levels are significantly lower, this is not so much the case in Australia, USA
or UK/Europe. Females are more disengaged than the males in India.

Things Look Rosier at the Top

More than half of vice presidents or above are fully engaged – compared to about a
quarter of individual contributors such as administrative staff or specialists.
So if you think of the generational differences – the question is: How much of younger
employees’ disengagement results from being low man on the totem pole? (Or bottom of
the food chain). Another factor to consider… Are the individuals who are more engaged
the ones who are getting promoted and continue to be engaged regardless of their
position?
From another perspective, organizations need to consider this aspect with caution as this
also indicates that the other half of the senior executives might be instable and are sitting
on the fence. We have already established that Leaders drive engagement and if 50% of
them are not fully engaged, younger managers might be at a loss.
DATA ANALYSIS & INTERPRETATION

Table 1: Age Of the respondents.

Age Frequency Percentage

0-10 0 0
11-20 0 0
21-30 6 12
31-40 21 42
41-50 15 30
51-60 8 16
Total 50 100

33
The above table shows the age group of the employees in the organization. There are 6
(12%) employees aged between 20 -30 years. 21 (42%) employees are aged between 30 –
40. 15(30%) employees are aged between 40 -50 while 8 (16%) employees are aged
between 50 - 60.Thus is can be inferred that there are a lot of middle aged employees
among the staff category.

Table 2: Experience in Years of the Respondents.

Experience Frequency Percentage

0-10 24 48
11-20 13 26
21-30 9 18
31-40 4 8
41-50 0 0
Total 50 100

The above table shows the years of experiences of the employees in the organization.
There are 24 (48%) employees having an experience between 0 – 10 years. 13 (26%)
employees are having 11 - 20 years of experience, 9 (18%) employees are having 21 -30
years of experience and 4 (8%) employees are having more than 30 years of experience.
Hence along with less experienced employees the company also has a few well
experienced employees.

Table 3: Gender of the respondents.

Gender Frequency Percentage

Male 44 88
Female 6 12
Total 50 100

The above table shows the gender of the employees in the organization. There are 44
(88%) employees that are male while only 6 (12%) employees are females. Hence it can
be inferred that the company is a male dominant one.

Table 4: Departments at the Organization according to the respondents.

Depts. Frequenc Percentag

34
 y e
IT 6 12
Finance 6 12
Purchase 6 12
Marketing 6 12
Personnel 2 4
Quality 6 12
Project 7 14
Store 3 6
Manufacturin
g 3 6
Maintenance 3 6
Production 2 4
TOTAL 50 100

The above table shows the distribution of the workforce as per the departments. As the
research requires a lot of views from different people of various depts. and plants, 11
depts. were taken. It can be inferred that out of a of total 50 respondents, 6 (12%) belong
to the Information Technology, 6 (12%) belong to the Finance department, 6 (12%)
belong to the Purchase Department, 6 (12%) belong to the Marketing department, 2 (4%)
belong to the Personnel department, 6 (12%) belong to the Quality department, 7 (14%)
belong to the project, 3 (6%) belong to the Store, 3 (6%) belong to the Manufacturing,
while 3 (6%) belong to the Maintenance and 2 (4%) belong to the Production. We can
infer from the above data that a proper balance has been maintained in the sample of the
research.

Table 5: Designation of the respondents at the organization.

Designation Frequency Percentage

Supervisor 9 18
Asst Manager 8 16
Officer 6 12
Manager 11 22
Engineer 5 10
Asst/Executive 11 22
Total 50 100

The above table shows the list of different designations of employees covered in the staff
category. It shows that out of total 50 respondents 9 (18%) were supervisors, 8 (16%)
were Assistant Managers; 6 (12%) were Officers; 11 (22%) were Managers, 5(10%) were
35
Engineers and 11 (22%) were assistants or executives. Hence we can see that there are a
majority of supervisors in the staff category.

Resources

Table 6 : Access to the tools and Equipments needed to do the work.

Frequenc Percentag
Response y e
Strongly Agree 19 38
Agree 20 40
Neutral 11 22
Disagree 0 0
Strongly
Disagree 0 0
TOTAL 50 100

Chart A

36
 100%
90%
80%
70%
60%
50% Percentage
40%
30% Frequency
20% 19 20 11
10%
0% 0 0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

The above table represents the perceptions of the respondents regarding the their access
to the tools and equipment needed to do the work effectively. It shows that out of total 50
respondents 19 (38%) agrees strongly to the point that organization provides them with
the required tools and equipments needed to do the work effectively another 20 (40%)
respondents also agree on that point. On the other hand only 11 respondents (22%) were
neutral to the point. Hence it can be inferred that the organization does help in making
employees understand the needs and priorities of the company.

Table 7: Information needed to do the job effectively.

Frequenc Percentag
Response y e
Strongly Agree 10 20
Agree 28 56
Neutral 12 24
Disagree 0 0
Strongly Disagree 0 0
TOTAL 50 100

37
The above table represents the perceptions of the respondents regarding the information
needed to do the job effectively by the employees. It shows that out of total 50
respondents 10 (20%) agrees strongly to the point that organization provides appropriate
information to add value to their work in the organization. Almost half of the respondents
28 (56%) also agree on that point. On the other hand 12 respondents (24%) were neutral
to the point.

Table 8: Right tools and resources to do the job well

Frequenc Percentag
Response y e
Strongly Agree 13 26
Agree 20 40
Neutral 6 12
Disagree 11 22
Strongly Disagree 0 0
TOTAL 50 100

The above table shows that out of total 50 respondents, 13(26%) said they strongly
agreed and were satisfied with organization helping in facilitating the tools and resources
to do the job well while 20(40%) agree to a less extent with this statement, also 6 (12%)
were neutral and there were a total of 11 (22%) that disagreed with the statement. It can
be inferred that the majority of the respondents feel that organization is taking care in
providing amenities to work for the employees.

Table 9: The Training and skills needed to do an excellent job.

Frequenc Percentag
Response y e
Strongly Agree 11 22
Agree 26 52
Neutral 13 26
Disagree 0 0

38
 Strongly Disagree 0 0
TOTAL 50 100

The above table shows that out of total 50 respondents, 11 (22%) said they strongly
agreed to the statement while majority of 26 (52%) only agreed to it as well. 13(26%)
were neutral to the statement. We can conclude that majority of the respondents feel that
the training and skills needed to do excellent job are provided to them in the organization.

Rewards

Table 10: Satisfaction with the level of pay received.

Frequenc Percentag
Response y e
Strongly Agree 20 40
Agree 17 34
Neutral 10 20
Disagree 2 4

39
 Strongly Disagree 1 2
TOTAL 50 100

Chart B
70

60

50

40
Percentage
30
Frequency
20

10

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

The above table & chart represents the perceptions of the respondents whether they are
satisfied with the level of pay received. It shows that out of total 50 respondents 20(40%)
agrees strongly to the point, 17(34%) employees also agree on that point. On the other
hand only 10(20%) respondents were neutral while 2 (4%) disagreed and only 1 (2%)
employee strongly disagreed to the statement.

Table 11: The Organization accommodates the personal circumstances.

Frequenc Percentag
Response y e
Strongly Agree 11 22
Agree 30 60
Neutral 9 18
Disagree 0 0
Strongly Disagree 0 0

40
 TOTAL 50 100

The above table shows that out of total 50 respondents, 11 (22%) strongly agreed that the
company accommodates the personal circumstances while 30 (60%) agreed to it which
covers major part of the response. Only 9 (18%) answered that neutral.

Table 12: Fair Rewards for the work done.

Frequenc Percentag
Response y e
Strongly Agree 6 12
Agree 13 26
Neutral 24 48
Disagree 7 14
Strongly Disagree 0 0
TOTAL 50 100

The above table shows that out of total 50 respondents, 6 (12%) agreed strongly, 13
(26%) agreed to it as well while 24 (48%) of employees were neutral to the statement.
There were also 7 (14%) who disagreed with the statement.

Table 13: Fair Returns i.e job satisfaction towards the efforts.

Frequenc Percentag
Response y e
Strongly Agree 18 36
Agree 22 44

41
 Neutral 10 20
Disagree 0 0
Strongly Disagree 0 0
TOTAL 50 100

The above table represents the opinions of the respondents whether they are satisfied
with the job against the efforts they put in to perform their job. It shows that out of total
50 respondents 18 (36%) agrees strongly to the point. More than half of the respondents
22 (44%) also agree on that point. On the other hand 10(20%) respondents were neutral
to the point.

Table 14: Satisfaction towards the rewards received.

Frequenc Percentag
Response y e
Strongly Agree 17 34
Agree 20 40
Neutral 13 26
Disagree 0 0
Strongly Disagree 0 0
TOTAL 50 100

The above table represents the perceptions of the respondents regarding the reward
system in the organization and their level of satisfaction towards it. It shows that out of
total 50 respondents 17(34%) agrees strongly to the point, 20 (40%) also agree on that
point. On the other hand 13 (26%) respondents were neutral to the point.

Table 15: Organizations recognition award scheme that rewards achievement of

each individual.

Frequenc Percentag
Response y e

42
 Strongly Agree 13 26
Agree 25 50
Neutral 11 22
Disagree 1 2
Strongly Disagree 0 0
TOTAL 50 100

Chart C

80
70
60
50
40 Percentage
30 Frequency
20
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

The above table and chart represents the perceptions of the respondents regarding the
recognition scheme of the organization.
It shows that out of total 50 respondents 13(26%) strongly agree with the point. 25 (50%)
also agree on that point. On the other hand 11 (22%) respondents were neutral to the
point, while only 1(2%) employee showed their disagreement.

Career Growth and advancement

Table 16: Required training needed to do the job effectively.

Response Frequenc Percentag

43
 y e
Strongly Agree 16 32
Agree 20 40
Neutral 11 22
Disagree 3 6
Strongly
Disagree 0 0
TOTAL 50 100.0

The above table represents the perceptions of the respondents whether they are getting
required training and development to do the job in the company. It shows that out of total
50 respondents 16(32%) agrees strongly to the point. A majority of 20 (40%) also agree
on that point. On the other hand 11 (22%) respondents were neutral to the point. 3
respondents also disagreed with the point.

Table 17: Organizations interest in the well-being of the employee.

Frequenc Percentag
Response y e
Strongly Agree 14 28
Agree 22 44
Neutral 10 20
Disagree 4 8
Strongly
Disagree 0 0
TOTAL 50 100

The above table represents the perceptions of the respondents regarding the scope for
their career development in the company. It shows that out of total 50 respondents 14
(28%) agrees strongly to the point. 22 (44%) also agree on that point. On the other hand
10 (20%) respondents were neutral to the point. 4 respondents disagreed with the point.

Table 18: Opportunities to advance in career.

44
 Frequenc
Response y Percentage
Strongly Agree 22 44
Agree 18 36
Neutral 10 20
Disagree 0 0
Strongly Disagree 0 0
TOTAL 50 100.0

Chart D

70
60
50
40
30 Percentage
Frequency
20
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

The above table shows that out of total 50 respondents, 22(44%) strongly agreed, while a
close 18 (36%) also agreed with them. 10 (20%) Neutral to the point. It can be concluded
that majority feels that their company provides with the career opportunities to them.

45
Table 19: Effective Support to Develop Skills and Talents.

Frequenc
Response y Percentage
Strongly Agree 17 34
Agree 23 46
Neutral 10 20
Disagree 0 0
Strongly Disagree 0 0
TOTAL 50 100

Chart E
80
70
60
50
40 Percentage
30 Frequency
20
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

The above table shows that out of total 50 respondents, 17 (34%) strongly agreed, while a
close 23 (46%) also agreed with them. 10 (20%) neutral to the point. It can be concluded
that majority feels that their company provides them with effective support to develop
skills and talents.

46
Table 20: Attractive Opportunities for growth and improvement

Frequenc
Response y Percentage
Strongly Agree 18 36
Agree 22 44
Neutral 8 16
Disagree 2 4
Strongly Disagree 0 0
TOTAL 50 100

The above table shows that out of total 50 respondents, 18 (36%) strongly agreed, while
22 (44%) only agreed with them. On the other hand there were 8(16%) who were neutral
to the statement while only 2 (4%) disagreed with the statement. It can be concluded that
majority feel that their Organization provides attractive opportunities for growth and
development.

Feedback and Communication

Table 21: Feedback on satisfaction level from users of services.

Frequenc Percentag
Response y e
Strongly Agree 10 20
Agree 25 50
Neither Agree
nor Disagree 14 28
Disagree 1 2
Strongly Disagree 0 0
TOTAL 50 100

The above table represents the opinions of the respondents to the statement whether they
are completely satisfied with the feedback system or not. It shows that out of total 50
respondents 10(20%) agrees strongly to the point, almost half of the employees 25 (50%)
also agree on that point. On the other hand 14 (28%) respondents neutral to the point
while only 1(2%) employee showed their strong disagreement.

47
Table 22: Information about the matters effecting one’s work

Frequenc Percentag
Response y e
Strongly Agree 12 24
Agree 16 32
Neutral 14 28
Disagree 5 10
Strongly Disagree 0 0
TOTAL 50 100

The above table represents the perceptions of the respondents whether they are informed
about the matters affecting their job or not. It shows that out of total 50 respondents
12(24%) agrees strongly to the point. 16 (32%) also agree on that point. On the other
hand 14 (28%) respondents neutral to the point while only 5(10%) employees showed
their strong disagreement.

48
Table 23: Regular feedback on the work performance.

Frequenc Percentag
Response y e
Strongly Agree 10 20
Agree 28 56
Neutral 11 22
Disagree 1 2
Strongly
Disagree 0 0
TOTAL 50 100

Chart F

90
80
70
60
50
40 Percentage
Frequency
30
20
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

The above table represents the perceptions of the respondents whether the organization is
providing regular feedback on the work performance of the employees. It shows that out
of total 50 respondents 10(20%) agrees strongly to the point. Almost half of the
employees 28 (56%) also agree on that point. On the other hand 11 (22%) respondents
were neutral to the point. Only 1 (2%) employee showed disagreement with the
statement.

49
Table 24 : Satisfaction level with the communication level in the organization.

Frequenc Percentag
Response y e
Strongly Agree 10 20
Agree 30 60
Neutral 8 16
Disagree 2 4
Strongly
Disagree 0 0
TOTAL 50 100

Chart G

100
90
80
70
60
50 Percentage
40 Frequency
30
20
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

The above table shows that out of total 50 respondents, 10 (20%) strongly agreed to the
statement while a majority of 30 (60%) answered in affirmation to them. 8 (16%)
answered in Neutral and disagreement while 2 (4%) disagreed. This concludes that
majority feels that an organization follows a effective channel of communication.

50
Values and Inspiration

Table 25: Organization behavior according to the Public Service Ethics.

Frequenc Percentag
Response y e
Strongly Agree 11 22
Agree 33 66
Neutral 3 6
Disagree 3 6
Strongly Disagree 0 0
TOTAL 50 100

Chart H
120

100

80

60 Percentage
Frequency
40

20

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

The above table shows that out of total 50 respondents, 11 (22%) strongly agreed with the
statement, also a majority of 33 (66%) agreed to them. While 3 (6%) were neutral to the

51
statement and only 3 (6%) disagreed to the statement that the organizations behavior is
according to the Public Service Ethics.

Table 26: Treatment with respect as an individual.

Frequenc Percentag
Response y e
Strongly Agree 21 42
Agree 13 26
Neutral 14 28
Disagree 2 4
Strongly
Disagree 0 0
TOTAL 50 100

The above table represents the perceptions of the respondents whether the company treats
them with respect as an individual. It shows that out of total 50 respondents 21(42%)
agrees strongly to the point. 13(26%) employees also agree on that point. On the other
hand 14 (28%) respondents were neutral to the point while 2 employees showed their
disagreement to the same.

52
Table 27: Fair and unbiased treatment to all employees.

Frequenc
Response y Percentage
Strongly Agree 10 20
Agree 18 36
Response 20 40
Disagree 2 4
Strongly Disagree 0 0
TOTAL 50 100

Chart I

70

60

50

40
Percentage
30
Frequency
20

10

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

The above table shows that out of 50 respondents, 10 (20%) strongly agreed to the point
while 18 (36%) also agreed to the same. On the other hand 20 (40%) were neutral and
53
lastly 2 (4%) disagreed to the statement that fair and unbiased treatment is given to all
employees by the organization.

Table 28: The organization services are delivered effectively.

Frequenc Percentag
Response y e
Strongly Agree 17 34
Agree 28 56
Neutral 4 8
Disagree 1 2
Strongly
Disagree 0 0
TOTAL 50 100

The above table represents the perceptions of the respondents regarding the Services
delivery by the organization. It shows that out of total 50 respondents 17(34%) agrees
strongly to the point. 28 (56%) employees also agree on that point. On the other hand 4
(8%) respondents were neutral to the point while 1(2%) showed disagreement with the
statement.

Table29: Organization constantly encourages development and efficient work.

Frequenc Percentag
Response y e
Strongly Agree 19 38
Agree 18 36
Neither Agreed
nor Disagreed 11 22
Disagree 1 2
Strongly
Disagree 1 2
TOTAL 50 100

54
 The above table represents the perceptions of the respondents regarding the
organization’s constant encouragement towards development and efficient work. It shows
that out of total 50 respondents 19(38%) agrees strongly to the point. 18 (36%) also agree
on that point. On the other hand 11 (22%) respondents were neutral to the point. 1 (2%)
employee showed disagreement with the statement and only 1(2%) employee showed his
strong disagreement.

Table 30: Mistakes are considered as learning.

Frequenc Percentag
Response y e
Strongly Agree 15 30
Agree 21 42
Neither Agree
nor Disagree 11 22
Disagree 3 6
Strongly
Disagree 0 0
TOTAL 50 100

The above table represents the perceptions of the respondents regarding the organizations
look out towards mistakes done by employees. It shows that out of total 50 respondents
15(30%) agrees strongly to the point. Half of the employees 21 (42%) also agree on that
point. On the other hand 11 (22%) respondents were neutral to the point and 3(6%)
employees showed disagreement with the statement.

Table 31: Management Expectation towards high level of performance from their
employees.

Frequenc Percentag
Response y e
Strongly Agree 24 48
Agree 15 30
Neither Agree
nor Disagree 11 22

55
 Disagree 0 0
Strongly
Disagree 0 0
TOTAL 50 100

The above table represents the perceptions of the respondents regarding the management
expectation towards employee performance. It shows that out of total 50 respondents 24
(48%) agrees strongly to the point. 15 (30%) employees also agree on that point. On the
other hand 11 (22%) respondents were neutral to the point.

Table 32: Organizations impact on the society.

Frequenc
Response y Percentage
Strongly Agree 19 38
Agree 21 42
Neither Agree
nor Disagree 6 12
Disagree 3 6
Strongly Disagree 1 2
TOTAL 50 100

The above table shows that out of 50 respondents, 19 (38%) said that they were satisfied
with the organizations impact on the society, while 21 (42%) also agreed with the
statement. 6(12%) were neutral while 3(6%) were dissatisfied and rest 1(2%) respondents
was highly dissatisfied.

Job Satisfaction

Table 33: Job provides with the opportunities to experience a real sense of personal
accomplishment.

Response Frequency Percentage

Strongly Agree 12 24
Agree 20 40

56
 Neither Agree
nor Disagree 12 24
Disagree 4 8
Strongly Disagree 2 4
TOTAL 50 100

The above table represents the perceptions of the respondents regarding the existing
opportunities in the organization to experience a real sense of personal accomplishment.
It shows that out of total 50 respondents 12 (24%) agrees strongly to the point. 20 (40%)
employees also agree on that point. On the other hand 12 (24%) respondents were neutral
to the point, while 4 (8%) were disagreeing with the statement and 2 (4%) were strongly
disagreeing to the statement.

Table 34: Comfortability towards the amount of work to be expected to be done.

Frequenc Percentag
Response y e
Strongly Agree 9 18
Agree 27 54
Neutral 12 24
Disagree 2 4
Strongly
Disagree 0 0
TOTAL 50 100

The above table represents the perceptions of the respondents regarding the amount of
work to be expected to be done by them in the organization. It shows that out of total 50
respondents only 9(18%) agrees strongly to the point. 27(54%) employees also agree on
that point. On the other hand 12 (24%) respondents were neutral to the point that they are
comfortable with the amount of work expected to do by an individual.

Table 35: Expression of concerns regarding work.

Frequenc Percentag
Response y e

57
 Strongly Agree 10 20
Agree 17 34
Neither Agree
nor Disagree 15 30
Disagree 8 16
Strongly
Disagree 0 0
TOTAL 50 100

The above table represents the perceptions of the respondents whether they are able to
express their concerns about work in the organization or not. It shows that out of total 50
respondents 10(20%) agrees strongly to the point. 17(34%) employees also agree on that
point. On the other hand 15 (30%) respondents were neutral to the point while 8(16%)
employees showed their disagreement.

Table 36: Payment system is good compared to similar jobs in the organization is
good.

Frequenc Percentag
Response y e
Strongly Agree 15 30
Agree 13 26
Neutral 19 38
Disagree 3 6
Strongly
Disagree 0 0
TOTAL 50 100

Chart J

58
 60

50

40

30 Percentage
Frequency
20

10

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

The above table and chart represents the perceptions of the respondents whether company
has a good payment system as compared to similar jobs in other organization. It shows
that out of total 50 respondents only 15 (30%) agrees strongly to the point. 13(26%)
employees also agree to that point. On the other hand 19 (38%) respondents were neutral
to the point and lastly 3 (6%) were disagreeing to the point.

Table 37: Satisfaction with the Benefit scheme provided by the organization as
compared to other organizations.

Frequenc Percentag
Response y e
Strongly Agree 2 4
Agree 25 50
Neither Agree
nor Disagree 21 42
Disagree 2 4
Strongly Disagree 0 0
TOTAL 50 100

59
The above table shows that out of total 50 respondents, 2 (4%) strongly agreed. A major
part of 25 (50%) also agreed and 21(42%) were neutral ,2(4%) of respondents disagreed
to the statement that the organization provides a good benefit scheme as compared to
other organization.

Table 38 : Level of Job Security as compared to other Organization.

Frequenc Percentag
Response y e
Strongly Agree 12 24
Agree 16 32
Neither Agree
nor Disagree 18 36
Disagree 4 8
Strongly Disagree 0 0
TOTAL 50 100

Chart K

60
 60

50

40

30 Percentage
Frequency
20

10

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

The above table shows that out of total 50 respondents, 12(24%) strongly agree, 16 (32%)
also agree with the same. On the other hand 18(36%) were neutral to the statement and 4
(8%) had disagreed. We can conclude that majority feels that they have job security in
their organization as compared to other organization.

Table 39: Overall Job Satisfaction towards the job.

Frequenc Percentag
Response y e
Strongly Agree 17 34
Agree 20 40
Neutral 10 20
Disagree 3 6
Strongly Disagree 0 0
TOTAL 50 100

61
Chart L
70

60

50

40
Percentage
30 Frequency

20

10

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

The above table and the chart shows that out of total 50 respondents, 17 (34%) strongly
agreed to the statement 20 (40%) also agreed to the same. On the other hand 10(20%)
neutral to the statement and 3(6%) had disagreed that they are not satisfied with their
Job.

Motivation

Table 40: Opportunity to do challenging and interesting work.

Frequenc Percentag
Response y e
Strongly Agree 17 34
Agree 19 38
Neutral 12 24
Disagree 1 2
Strongly 1 2

62
 Disagree
TOTAL 50 100

Chart M

60

50

40

30 Percentage
Frequency
20

10

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

The above table shows that out of total 50 respondents, 17 (34%) strongly agreed to the
statement, almost a majority of 19 (38%) also agreed to the same. On the other hand 12
(24%) were neutral to the statement while 1 (2%) had disagreed and another 1 (2%) had
strongly disagreed that there was good scope for them in the company.

Table 41: Job makes good use of Skills and abilities.

Frequenc
Response y Percentage
Strongly Agree 12 24
Agree 21 42
Neutral 10 20
Disagree 6 12
Strongly Disagree 1 2

63
 TOTAL 50 100

The above table shows that out of total 50 respondents, 12 (24%) strongly agreed to the
statement, a majority of 21 (42%) also agreed to the same. On the other hand 10 (20%)
were neutral to the statement while 6 (12%) had disagreed and another 1 (2) had strongly
disagreed that they are able to make good use of their skills and abilities in their work at
organization.

Table 42: Satisfaction with recognition system in the organization.

Response Frequency Percentage

Strongly Agree 16 32
Agree 14 28
Neutral 10 20
Disagree 6 12
Strongly Disagree 4 8
TOTAL 50 100

The above table shows that out of total 50 respondents, 16 (32%) strongly agreed to the
statement, 14 (28%) also agreed to the same. On the other hand 10 (20%) were neutral to
the statement while 6 (12%) had disagreed and another 4 (8%) had strongly disagreed
with the satisfaction with the recognition system of the organization.

Table 43: Organization cares about the individuals.

Frequenc Percentag
Response y e
Strongly Agree 19 38
Agree 24 48
Neutral 4 8

64
 Disagree 3 6
Strongly
Disagree 0 0
TOTAL 50 100

The above table represents the perceptions of the respondents whether the organization
takes care of the individual or not. It shows that out of total 50 respondents 19 (38%)
agrees strongly to the point. A majority of 24 (48%) employees also agree on that point.
On the other hand 4 (8%) respondents were neutral to the point while 3 employees
showed their disagreement.

Job Specification and job clarity

Table 44: Clear Set of Performance objectives for doing the job are provided.

Frequenc Percentag
Response y e
Strongly Agree 11 22
Agree 17 34
Neither Agree
Nor Disagree 19 38
Disagree 3 6
Strongly Disagree 0 0
TOTAL 50 100

The above table represents the perceptions of the respondents whether their company has
a clear set of Performance objectives for doing the job or not. It shows that out of total 50
respondents 11(22%) agrees strongly to the point. 17(34%) employees also agree on that
point. On the other hand 19 (38%) respondents were neutral to the point that while only
3 (6%) employees showed strong disagreement to the point.

Table 45: Authority to do the job effectively.

Frequenc Percentag
Response y e
Strongly Agree 12 24

65
 Agree 22 44
Neutral 14 28
Disagree 2 4
Strongly
Disagree 0 0
TOTAL 50 100

Chart N
70

60

50

40
Percentage
30
Frequency
20

10

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

The above table represents the opinions of the respondents whether they have enough
authority to perform the job effectively in the organization. It shows that out of total 50
respondents 12 (24%) agrees strongly to the point. 22 (44%) employees also agree on that
point. On the other hand 14 (28%) respondents were neutral to the point while 2 (4%)
employees showed their disagreement.

Table 46: Understanding of the results expected by an individual in the

organization.

66
 Frequenc Percentag
Response y e
Strongly Agree 8 16
Agree 20 40
Neutral 19 38
Disagree 3 6
Strongly
Disagree 0 0
TOTAL 50 100

Chart O
70

60

50

40
Percentage
30
Frequency
20

10

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

The above table represents the opinions of the respondents whether they understand the
results expected by them in the organization or not. It shows that out of total 50
respondents 8 (16%) agrees strongly to the point. Half 20(40%) of the employees also
agree on that point. On the other hand 19 (38%) respondents were neither agreeing nor
disagreeing to the point while 3 (6%) employees showed their disagreement.

Table 47: Enough time to perform the tasks expected in job role.

67
 Frequenc Percentag
Response y e
Strongly Agree 16 32
Agree 20 40
Neutral 12 24
Disagree 2 4
Strongly
Disagree 0 0
TOTAL 50 100

The above table represents the opinions of the respondents whether they get enough time
to perform the tasks expected in their job role or not. It shows that out of total 50
respondents 16 (32%) agrees strongly to the point. Half 20(40%) of the employees also
agree on that point. On the other hand 12 (24%) respondents were neutral to the point
while 2 (4%) employees showed their disagreement.

68
Table 48: It is Clear how the job contributes to the success of the organization.

Frequenc
Response y Percentage
Strongly Agree 15 30
Agree 20 40
Neutral 10 20
Disagree 5 10
Strongly Disagree 0 0
TOTAL 50 100

Chart P

70

60

50

40
Percentage
30
Frequency
20

10

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

The above table represents the opinions of the respondents that they are clear how the job
contributes to the success of the organization . It shows that out of total 50 respondents
15 (30%) agrees strongly to the point. 20 (40%) of the employees also agree on that
point. On the other hand 10 (20%) respondents were neutral to the point while 5 (10%)
employees showed their disagreement.

69
Work Enviornment

Table 49: Work Progress is well organized at work.

Frequenc Percentag
Response y e
Strongly Agree 18 36
Agree 26 52
Neutral 6 12
Disagree 0 0
Strongly Disagree 0 0
TOTAL 50 100

The above table represents the perceptions of the respondents that the work progress is
well organized at work in the organization. It shows that out of total 50 respondents 18
(36%) agrees strongly to the point 26 (52%) also agree on that point. On the other hand 6
(12%) respondents were neutral to the point.

Table 50: Unnecessary procedures are kept to a minimum.

Frequenc Percentag
Response y e
Strongly Agree 14 28
Agree 18 36
Neutral 13 26
Disagree 4 8
Strongly
Disagree 1 2
TOTAL 50 100

The above table represents the perceptions of the respondents regarding the procedures in
the organization. It shows that out of total 50 respondents 14 (28%) agrees strongly to the
point. Almost 18 (36%) respondents also agreed on that point. On the other hand 13

70
(26%) respondents were neutral to the point, only 4 (8%) employees showed their
disagreement while 1 (2%) showed their strong disagreement.

Table 51: Organisation lives its value in day to day actions.

Frequenc Percentag
Response y e
Strongly Agree 19 38
Agree 20 40
Neither Agree
nor disagree 11 22
Disagree 0 0
Strongly
Disagree 0 0
TOTAL 50 100

The above table represents the perceptions of the respondents regarding the statement that
organisation lives its value in day to day actions. It shows that out of total 50 respondents
19 (38%) agrees strongly to the point. Some of the respondents 20 (40%) also agree on
that point. On the other hand 11 (22%) respondents were were neutral to the point.

71
Table 52: Support at work for employees to balance work and personal life.

Frequenc Percentag
Response y e
Strongly Agree 24 48
Agree 9 18
Neutral 14 28
Disagree 3 6
Strongly
Disagree 0 0
TOTAL 50 100

Chart Q

80
70
60
50
40 Percentage
30 Frequency

20
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

The above table represents the perceptions of the respondents regarding the company’s
support in balancing their personal and work life balance. It shows that out of total 50
respondents 24 (48%) agrees strongly to the point. 9 (18%) employees also agree on that

72
point. On the other hand 14 (28%) respondents were neutral to the point. 3 employees
showed disagreement with the statement.

Table 53: Experience of bullying in the organization in last year.

Frequenc Percentag
Response y e
Strongly Agree 0 0
Agree 0 0
Neutral 5 10
Disagree 34 68
Strongly
Disagree 11 22
TOTAL 50 100

The above table represents the perceptions of the respondents regarding the experience of
bullying in the organization in last year. It shows that out of total 50 respondents 5 (10%)
were neutral to the point. More than half of the respondents 34 (68%) disagree on that
point and 11 (22%) strongly disagree with the statement.

Table 54: Safety of the work area is as per required norms.

Frequenc Percentag
Response y e
Strongly Agree 14 28
Agree 34 68
Neutral 2 4
Disagree 0 0
Strongly
Disagree 0 0
TOTAL 50 100

The above table represents the perceptions of the respondents regarding the safety of
work area as per the required norms. It shows that out of total 50 respondents 14 (28%)

73
agrees strongly to the point. More than half of the respondents 34 (68%) also agree on
that point. On the other hand 2 (4%) respondents were neutral to the point.

Relationships and co-workers

Table 55: Co-operation between departments is good in the organization

Frequenc
Response y Percentage
Strongly Agree 27 54
Agree 13 26
Neutral 10 20
Disagree 0 0
Strongly Disagree 0 0
TOTAL 50 100

The above table represents the perceptions of the respondents regarding the co-operation
between departments in the organization. It shows that out of total 50 respondents 27
(54%) agrees strongly to the point. 13 (26%) also agree on that point. On the other hand
10 (20%) respondents were neutral to the point.

Table 56: Effective support from immediate colleagues

Frequenc Percentag
Response y e
Strongly Agree 22 44
Agree 14 28
Neutral 11 22
Disagree 3 6
Strongly
Disagree 0 0
TOTAL 50 100

74
The above table represents the perceptions of the respondents regarding receiving the
effective support from immediate colleagues. It shows that out of total 50 respondents 22
(44%) agrees strongly to the point. Moreover 14 (28%) also agree on that point. On the
other hand 11 (22%) respondents were neutral to the point and 3 (6%) showed
disagreement.

Table 57: Effective support from immediate manager

Frequenc Percentag
Response y e
Strongly Agree 12 24
Agree 22 44
Neutral 12 24
Disagree 2 4
Strongly
Disagree 2 4
TOTAL 50 100

The above table represents the perceptions of the respondents whether they get effective
support from their immediate managers or not. It shows that out of total 50 respondents
12 (24%) agrees strongly to the point. More than half of the respondents 22 (44%) also
agree on that point. On the other hand 12 respondents (24%) were neutral to the point, 2
(4%) respondents had disagreed with the point and another 2 (4%) had strongly disagreed
with the point.

Table 58: Senior leaders within the organization inspires employees to there best.

Frequenc Percentag
Response y e
Strongly Agree 11 22
Agree 15 30
Neutral 23 46

75
 Disagree 1 2
Strongly Disagree 0 0
TOTAL 50 100

The above table represents the perceptions of the respondents whether the senior leaders
within the organization inspires employees to there best. It shows that out of total 50
respondents 11 (22%) agrees strongly to the point. 15 (30%) also agree on that point. On
the other hand 23 (46%) respondents were neutral to the point while 1 (2%) employee
showed disagreement with the statement.

Table 59: Leaders of the organization are working together to make the work
success.

Frequenc Percentag
Response y e
Strongly Agree 12 24
Agree 16 32
Neutral 19 38
Disagree 3 6
Strongly
Disagree 0 0
TOTAL 50 100

The above table represents the perceptions of the respondents whether the respondents
agree that the leaders are working together to make the work success. It shows that out of
total 50 respondents 12 (24%) agrees strongly to the point. 16 (32%) also agree on that
point. On the other hand 19 (38%) respondents were neutral to the point and 3 (6%)
respondents had disagreed with the point.

Table 60: Effective coaching from colleagues to help improve the performance.

Frequenc Percentag
Response y e
Strongly Agree 13 26

76
 Agree 29 58
Neutral 8 16
Disagree 0 0
Strongly
Disagree 0 0
TOTAL 50 100

The above table represents the perceptions of the respondents whether they get effective
coaching from colleagues to help improve the performance. It shows that out of total 50
respondents 13(26%) agrees strongly to the point. 29 (58%) also agree on that point. On
the other hand 8 (16%) respondents were neutral to the point.

Table 61: Opportunity to socialize with others.

Frequenc Percentag
Response y e
Strongly Agree 12 24
Agree 22 44
Neutral 12 24
Disagree 2 4
Strongly
Disagree 2 4
TOTAL 50 100

The above table represents the perceptions of the respondents whether they get to
socialize with their colleagues or not. It shows that out of total 50 respondents 12 (24%)
agrees strongly to the point. More than half of the respondents 22 (44%) also agree on
that point. On the other hand 12 respondents (24%) were neutral to the point, 2 (4)
respondents had disagreed with the point and another 2 (4%) had strongly disagreed with
the point.

77
Table 62: Good Support from other departments upon whom they depend for work.

Frequenc Percentag
Response y e
Strongly Agree 11 22
Agree 26 52
Neutral 13 26
Disagree 0 0
Strongly Disagree 0 0
TOTAL 50 100

Chart R

78
 90
80
70
60
50
40 Percentage
Frequency
30
20
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

The above table and pie chart shows that out of total 50 respondents, 11 (22%) said they
strongly agreed to the statement while majority of 26 (52%) only agreed to it as well.
13(26%) were neutral to the statement. We can conclude that they get good support from
other departments whom they depend upon for work.

Opportunities

Table 63 : Sufficient opportunity to learn new skills and develop new talents at
work.

Frequenc Percentag
Response y e
Strongly Agree 6 12
Agree 23 46
Neutral 14 28
Disagree 7 14
Strongly Disagree 0 0
TOTAL 50 100

79
The above table shows that out of total 50 respondents, 6 (12%) agreed strongly, 23
(46%) agreed to it as well while 14 (28%) neutral to the statement. There were also 7
(14%) who disagreed with the statement.

Table 64: Opportunities to learn from the people working with.

Frequenc Percentag
Response y e
Strongly Agree 23 46
Agree 15 30
Neutral 11 22
Disagree 1 2
Strongly Disagree 0 0
TOTAL 50 100

Chart S

80
 80
70
60
50
40 Percentage
30 Frequency

20
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

The above table represents the perceptions of the respondents regarding opportunities to
learn from the people working with. It shows that out of total 50 respondents 23(46%)
strongly agree with the point. 15 (30%) also agree on that point. On the other hand 11
(22%) respondents were neutral to the point, while only 1(2%) employee showed their
disagreement.

Table 65: Encouragement to take reasonable risks in the work.

Frequenc
Response y Percentage
Strongly Agree 18 36
Agree 22 44
Neutral 8 16
Disagree 2 4
Strongly Disagree 0 0
TOTAL 50 100

81
The above table shows that out of total 50 respondents, 18 (36%) strongly agreed, while
22 (44%) only agreed with them. On the other hand there were 8(16%) neutral to the
statement while only 2 (4%) disagreed with the statement.

FINDINGS, CONCLUSIONS & SUGGESTIONS

Findings

 The age group of the employees in the organization which includes the
respondents. There are 6 (12%) employees aged between 20 -30 years. 21 (42%)
employees are aged between 30 – 40. 15(30%) employees are aged between 40 -
50 while 8 (16%) employees are aged between 50 - 60.Thus is can be inferred that
there are a lot of middle aged employees among the staff category.
 There are 24 (48%) employees having an experience between 0 – 10 years. 13
(26%) employees are having 11 - 20 years of experience, 9 (18%) employees are
having 21 -30 years of experience and 4 (8%) employees are having more than 30
82
 years of experience. Hence along with less experienced employees the company
also has a few well experienced employees.
 There are 44 (88%) employees that are male while only 6 (12%) employees are
females. Hence it can be inferred that the company is a male dominant one.
 As the research requires a lot of views from different people of various depts. and
plants, 11 depts. were taken. It can be inferred that out of a of total 50
respondents, 6 (12%) belong to the Information Technology, 6 (12%) belong to
the Finance department, 6 (12%) belong to the Purchase Department, 6 (12%)
belong to the Marketing department, 2 (4%) belong to the Personnel department,
6 (12%) belong to the Quality department, 7 (14%) belong to the project, 3 (6%)
belong to the Store, 3 (6%) belong to the Manufacturing, while 3 (6%) belong to
the Maintenance and 2 (4%) belong to the Production. We can infer from the
above data that a proper balance has been maintained in the sample of the
research.
 Different designations of employees covered in the staff category. It shows that
out of total 50 respondents 9 (18%) were supervisors, 8 (16%) were Assistant
Managers; 6 (12%) were Officers; 11 (22%) were Managers, 5(10%) were
Engineers and 11 (22%) were assistants or executives. Hence we can see that
there are a majority of supervisors in the staff category.
 It was seen that out of total 50 respondents 19 (38%) agrees strongly to the point
that organization provides them with the required tools and equipments needed to
do the work effectively another 20 (40%) respondents also agree on that point. On
the other hand only 11 respondents (22%) were neutral to the point. Hence it can
be inferred that the organization does help in making employees access to the
tools and equipments required to do the job effectively.
 It was seen that out of total 50 respondents 10 (20%) agrees strongly to the point
that organization provides appropriate information to add value to their work in
the organization. Almost half of the respondents 28 (56%) also agree on that
point. On the other hand 12 respondents (24%) were neutral to the point.

 It was seen that 13(26%) said they strongly agreed and were satisfied with
organization helping in facilitating the tools and resources to do the job well while
20(40%) agree to a less extent with this statement, also 6 (12%) were neutral and
there were a total of 11 (22%) that disagreed with the statement. It can be inferred
that the majority of the respondents feel that organization is taking care in
providing amenities to work for the employees.
 As per 11 (22%) said they strongly agreed to the statement while majority of 26
(52%) only agreed to it as well. 13(26%) were neutral to the statement. We can
conclude that majority of the respondents feel that the training and skills needed
to do excellent job are provided to them in the organization.
 It was seen that out of total 50 respondents 20(40%) agrees strongly to the point,
17(34%) employees also agree on that point. On the other hand only 10(20%)
respondents were neutral while 2 (4%) disagreed and only 1 (2%) employee
strongly disagreed to the statement that they receive satisfactory level of pay by
the company.

83
 Out of 11 (22%) strongly agreed that the company accommodates the personal
circumstances while 30 (60%) agreed to it which covers major part of the
response. Only 9 (18%) answered that neutral.Hence majority of the person says
that the company accommodates their personal circumstances.
 Out of 50 respondents 6 (12%) agreed strongly, 13 (26%) agreed to it as well
while 24 (48%) of employees were neutral to the statement. There were also 7
(14%) who disagreed with the statement. Therefore less than the half employees
agree that they are fairly rewarded for the work they do and rest are neutral or
disagreed with this.
 According to the opinions of the respondents whether they are satisfied with the
job against the efforts they put in to perform their job. It shows that out of total 50
respondents 18 (36%) agrees strongly to the point. More than half of the
respondents 22 (44%) also agree on that point. On the other hand 10(20%)
respondents were neutral to the point.
 As per the perceptions of the respondents regarding the reward system in the
organization and their level of satisfaction towards it, It shows that out of total 50
respondents 17(34%) agrees strongly to the point, 20 (40%) also agree on that
point. On the other hand 13 (26%) respondents were neutral to the point.
 It was found out that the perceptions of the respondents regarding the recognition
scheme of the organization out of total 50 respondents 13(26%) strongly agree
with the point. 25 (50%) also agree on that point. On the other hand 11 (22%)
respondents were neutral to the point, while only 1(2%) employee showed their
disagreement.
 According to the perceptions of the respondents whether they are getting required
training and development to do the job in the company it showed that out of total
50 respondents 16(32%) agrees strongly to the point. A majority of 20 (40%) also
agree on that point. On the other hand 11 (22%) respondents were neutral to the
point. 3 respondents also disagreed with the point.

 It was found out that the respondents perceived that the scope for their career
development in the company out of total 50 respondents 14 (28%) agrees strongly
to the point. 22 (44%) also agree on that point. On the other hand 10 (20%)
respondents were neutral to the point. 4 respondents disagreed with the point.
 Out of total 50 respondents, 22(44%) strongly agreed, while a close 18 (36%)
also agreed with them. 10 (20%) Neutral to the point. It can be concluded that
majority feels that their company provides with the career opportunities to them.
 It was found out that out of total 50 respondents, 17 (34%) strongly agreed, while
a close 23 (46%) also agreed with them. 10 (20%) neutral to the point. It can be
concluded that majority feels that their company provides them with effective
support to develop skills and talents.
 Out of 18 (36%) strongly agreed, while 22 (44%) only agreed with them. On the
other hand there were 8(16%) who were neutral to the statement while only 2
(4%) disagreed with the statement. It can be concluded that majority feel that their
Organization provides attractive opportunities for growth and development.

84
 According to the opinions of the respondents to the statement it was found out
that they are completely satisfied with the feedback system. It shows that out of
total 50 respondents 10(20%) agrees strongly to the point, almost half of the
employees 25 (50%) also agree on that point. On the other hand 14 (28%)
respondents neutral to the point while only 1(2%) employee showed their strong
disagreement.
 The perceptions of the respondents whether they are informed about the matters
affecting their job or not showed that out of total 50 respondents 12(24%) agrees
strongly to the point. 16 (32%) also agree on that point. On the other hand 14
(28%) respondents neutral to the point while only 5(10%) employees showed
their strong disagreement.
 It shows that out of total 50 respondents 10(20%) agrees strongly to the point.
Almost half of the employees 28 (56%) also agree on that point. On the other
hand 11 (22%) respondents were neutral to the point. Only 1 (2%) employee
showed disagreement with the statement that the organization is providing
regular feedback on the work performance of the employees
 Out of 50 respondents 10 (20%) strongly agreed to the statement while a majority
of 30 (60%) answered in affirmation to them. 8 (16%) answered in Neutral and
disagreement while 2 (4%) disagreed. This concludes that majority feels that an
organization follows a effective channel of communication.
 Out of 50 respondents 11 (22%) strongly agreed with the statement, also a
majority of 33 (66%) agreed to them. While 3 (6%) were neutral to the statement
and only 3 (6%) disagreed to the statement that the organizations behavior is
according to the Public Service Ethics.
 It shows that out of total 50 respondents 21(42%) agrees strongly to the point.
13(26%) employees also agree on that point. On the other hand 14 (28%)
respondents were neutral to the point while 2 employees showed their
disagreement to the statement the company treats them with respect as an
individual.

 Out of 50 respondents 10 (20%) strongly agreed to the point while 18 (36%) also
agreed to the same. On the other hand 20 (40%) were neutral and lastly 2 (4%)
disagreed to the statement that fair and unbiased treatment is given to all
employees by the organization.
 It was found out that out of total 50 respondents 17(34%) agrees strongly to the
point. 28 (56%) employees also agree on that point. On the other hand 4 (8%)
respondents were neutral to the point while 1(2%) showed disagreement with the
statement the Services delivery by the organization.
 It was found out that out of total 50 respondents 19(38%) agrees strongly to the
point. 18 (36%) also agree on that point. On the other hand 11 (22%) respondents
were neutral to the point. 1 (2%) employee showed disagreement with the
statement and only 1(2%) employee showed his strong disagreement regarding
the statement the organization has constant encouragement towards development
and efficient work of employees.
 It was found out that out of total 50 respondents 15(30%) agrees strongly to the
point. Half of the employees 21 (42%) also agree on that point. On the other hand

85
 11 (22%) respondents were neutral to the point and 3(6%) employees showed
disagreement with the statement the organizations look out towards mistakes done
by employees.
 It was found out that out of total 50 respondents 24 (48%) agrees strongly to the
point. 15 (30%) employees also agree on that point. On the other hand 11 (22%)
respondents were neutral to the point that the management expectation towards
work performance by employees.
 It was seen that 19 (38%) said that they were satisfied with the organizations
impact on the society, while 21 (42%) also agreed with the statement. 6(12%)
were neutral while 3(6%) were dissatisfied and rest 1(2%) respondents was highly
dissatisfied.
 It was found out that out of total 50 respondents 12 (24%) agrees strongly to the
point. 20 (40%) employees also agree on that point. On the other hand 12 (24%)
respondents were neutral to the point, while 4 (8%) were disagreeing with the
statement and 2 (4%) were strongly disagreeing to the statement regarding the
existing opportunities in the organization to experience a real sense of personal
accomplishment.
 It was seen that 9(18%) agrees strongly to the point. 27(54%) employees also
agree on that point. On the other hand 12 (24%) respondents were ssneutral to the
point that they are comfortable with the amount of work expected to do by an
individual.
 It was found out that 10(20%) agrees strongly to the point, 17(34%) employees
also agree on that point. On the other hand 15 (30%) respondents were neutral to
the point while 8(16%) employees showed their disagreement that they are able to
express their concerns about work in the organization.
 It was seen that 15 (30%) agrees strongly to the point, 13(26%) employees also
agree to that point. On the other hand 19 (38%) respondents were neutral to the
point and lastly 3 (6%) were disagreeing to the point that company has a good
payment system as compared to similar jobs in other organization.
 It was found that 2 (4%) strongly agreed, 25 (50%) also agreed and 21(42%)
were neutral ,2(4%) of respondents disagreed to the statement that the
organization provides a good benefit scheme as compared to other organization.
 Out of total 50 respondents, 12(24%) strongly agree, 16 (32%) also agree with the
same. On the other hand 18(36%) were neutral to the statement and 4 (8%) had
disagreed. We can conclude that majority feels that they have job security in their
organization as compared to other organization.
 Out of total 50 respondents, 17 (34%) strongly agreed to the statement 20 (40%)
also agreed to the same. On the other hand 10(20%) neutral to the statement and
3(6%) had disagreed that they are not satisfied with their Job.
 Out of total 50 respondents, 17 (34%) strongly agreed to the statement, almost a majority
of 19 (38%) also agreed to the same. On the other hand 12 (24%) were neutral to the
statement while 1 (2%) had disagreed and another 1 (2%) had strongly disagreed that
there was good scope for them in the company.
 Out of total 50 respondents, 12 (24%) strongly agreed to the statement, a majority of 21
(42%) also agreed to the same. On the other hand 10 (20%) were neutral to the statement
while 6 (12%) had disagreed and another 1 (2) had strongly disagreed that they are able
to make good use of their skills and abilities in their work at organization.

86
 Out of total 50 respondents, 16 (32%) strongly agreed to the statement, 14 (28%)
also agreed to the same. On the other hand 10 (20%) were neutral to the statement
while 6 (12%) had disagreed and another 4 (8%) had strongly disagreed with the
satisfaction with the recognition system of the organization
 Out of total 50 respondents 19 (38%) agrees strongly to the point. A majority of
24 (48%) employees also agree on that point. On the other hand 4 (8%)
respondents were neutral to the point while 3 employees showed their
disagreement the perceptions of the respondents whether the organization takes
care of the individual or not.
 According to the perceptions of the respondents whether their company has a
clear set of Performance objectives for doing the job or not. It was seen that out of
total 50 respondents 11(22%) agrees strongly to the point. 17(34%) employees
also agree on that point. On the other hand 19 (38%) respondents were neutral to
the point that while only 3 (6%) employees showed strong disagreement to the
point.
 As per the opinions of the respondents whether they have enough authority to
perform the job effectively in the organization. It was seen that out of total 50
respondents 12 (24%) agrees strongly to the point. 22 (44%) employees also agree
on that point. On the other hand 14 (28%) respondents were neutral to the point
while 2 (4%) employees showed their disagreement.
 As per the opinions of the respondents whether they understand the results
expected by them in the organization or not. It was seen that out of total 50
respondents 8 (16%) agrees strongly to the point. Half 20(40%) of the employees
also agree on that point. On the other hand 19 (38%) respondents were neither
agreeing nor disagreeing to the point while 3 (6%) employees showed their
disagreement.

 As per the opinions of the respondents whether they get enough time to perform
the tasks expected in their job role or not. It was seen that out of total 50
respondents 16 (32%) agrees strongly to the point. Half 20(40%) of the
employees also agree on that point. On the other hand 12 (24%) respondents were
neutral to the point while 2 (4%) employees showed their disagreement.
 As per the opinions of the respondents that they are clear how the job contributes
to the success of the organization. It was seen that out of total 50 respondents 15
(30%) agrees strongly to the point. 20 (40%) of the employees also agree on that
point. On the other hand 10 (20%) respondents were neutral to the point while 5
(10%) employees showed their disagreement.
 As per the perceptions of the respondents that the work progress is well
organized at work in the organization. It was seen that out of total 50 respondents
18 (36%) agrees strongly to the point 26 (52%) also agree on that point. On the
other hand 6 (12%) respondents were neutral to the point.
 According to the perceptions of the respondents regarding the procedures in the
organization. It was found out that out of total 50 respondents 14 (28%) agrees
strongly to the point. Almost 18 (36%) respondents also agreed on that point. On
the other hand 13 (26%) respondents were neutral to the point, only 4 (8%)

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 employees showed their disagreement while 1 (2%) showed their strong
disagreement.
 As per the perceptions of the respondents regarding the statement that
organisation lives its value in day to day actions. It was seen that out of total 50
respondents 19 (38%) agrees strongly to the point. Some of the respondents 20
(40%) also agree on that point. On the other hand 11 (22%) respondents were
were neutral to the point.
 As per the perceptions of the respondents regarding the company’s support in
balancing their personal and work life balance. It was seen that out of total 50
respondents 24 (48%) agrees strongly to the point. 9 (18%) employees also agree
on that point. On the other hand 14 (28%) respondents were neutral to the point. 3
employees showed disagreement with the statement.
 As per the perceptions of the respondents regarding the experience of bullying in
the organization in last year. It was seen that out of total 50 respondents 5 (10%)
were neutral to the point. More than half of the respondents 34 (68%) disagree
on that point and 11 (22%) strongly disagree with the statement
 As per the perceptions of the respondents regarding the safety of work area as per
the required norms. It was seen that out of total 50 respondents 14 (28%) agrees
strongly to the point. More than half of the respondents 34 (68%) also agree on
that point. On the other hand 2 (4%) respondents were neutral to the point.
 As per the perceptions of the respondents regarding the co-operation between
departments in the organization. It shows that out of total 50 respondents 27
(54%) agrees strongly to the point. 13 (26%) also agree on that point. On the other
hand 10 (20%) respondents were neutral to the point.

 As per the perceptions of the respondents regarding receiving the effective

support from immediate colleagues. It was clear that out of total 50 respondents
22 (44%) agrees strongly to the point. Moreover 14 (28%) also agree on that
point. On the other hand 11 (22%) respondents were neutral to the point and 3
(6%) showed disagreement.
 The perceptions of the respondents whether they get effective support from their
immediate managers or not shows that out of total 50 respondents 12 (24%)
agrees strongly to the point. More than half of the respondents 22 (44%) also
agree on that point. On the other hand 12 respondents (24%) were neutral to the
point, 2 (4%) respondents had disagreed with the point and another 2 (4%) had
strongly disagreed with the point.
 The perceptions of the respondents whether the senior leaders within the
organization inspires employees to there best shows that out of total 50
respondents 11 (22%) agrees strongly to the point. 15 (30%) also agree on that
point. On the other hand 23 (46%) respondents were neutral to the point while 1
(2%) employee showed disagreement with the statement.
 The perceptions of the respondents whether the respondents agree that the leaders
are working together to make the work success shows that out of total 50
respondents 12 (24%) agrees strongly to the point. 16 (32%) also agree on that

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 point. On the other hand 19 (38%) respondents were neutral to the point and 3
(6%) respondents had disagreed with the point.
 The perceptions of the respondents whether they get effective coaching from
colleagues to help improve the performance shows that out of total 50 respondents
13(26%) agrees strongly to the point. 29 (58%) also agree on that point. On the
other hand 8 (16%) respondents were neutral to the point.
 The perceptions of the respondents whether they get to socialize with their
colleagues or not shows that out of total 50 respondents 12 (24%) agrees strongly
to the point. More than half of the respondents 22 (44%) also agree on that point.
On the other hand 12 respondents (24%) were neutral to the point, 2 (4)
respondents had disagreed with the point and another 2 (4%) had strongly
disagreed with the point.
 Out of total 50 respondents, 11 (22%) said they strongly agreed to the statement
while majority of 26 (52%) only agreed to it as well. 13(26%) were neutral to the
statement. We can conclude that they get good support from other departments
whom they depend upon for work.
 Out of total 50 respondents, 6 (12%) agreed strongly, 23 (46%) agreed to it as
well while 14 (28%) neutral to the statement. There were also 7 (14%) who
disagreed with the statement.
 The perceptions of the respondents regarding opportunities to learn from the
people working with shows that out of total 50 respondents 23(46%) strongly
agree with the point. 15 (30%) also agree on that point. On the other hand 11
(22%) respondents were neutral to the point, while only 1(2%) employee showed
their disagreement.

 Out of total 50 respondents, 18 (36%) strongly agreed, while 22 (44%) only

agreed with them. On the other hand there were 8(16%) neutral to the statement
while only 2 (4%) disagreed with the statement that they are encouraged to take
reasonable risk at work.

 It is found that majority of the respondents are low on motivation. The motivation
amongst the employees in the non-technical department is lower than the
employees of the technical department.
 It is found that majority of the respondents are less satisfied with the work
environment in the organization. The satisfaction towards work environment
amongst the employees in the non-technical department is lower than the
employees of the technical department.
 It is found that majority of the respondents are less satisfied with the career
growth & advancement in the organization.. The satisfaction towards career
growth & advancement amongst the employees in the non-technical department is
lower than the employees of the technical department.
 It is found that majority of the respondents are less satisfied with the feedback &
communication patterns in the organization. The satisfaction towards the feedback
& communication patterns amongst the employees in the non-technical
department is lower than the employees of the technical department.

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  It is found that majority of the respondents are less satisfied with the values &
inspiration of the organization.. The satisfaction towards the values & inspiration
amongst the employees in the non-technical department is lower than the
employees of the technical department.
 It is found that majority of the respondents are satisfied with the job. The
satisfaction towards job amongst the employees in the non-technical department is
lower than the employees of the technical department.
 It is found that majority of the respondents are less satisfied with the resources
available to them. The satisfaction towards the e available resources is less
amongst the employees in the non-technical department than the employees of the
technical department.
 It is found that majority of the respondents don’t have proper job specification
neither they have clarity towards the job. The satisfaction towards the job
specification & clarity is less amongst the employees in the non-technical
department than the employees of the technical department.
 It is found that majority of the respondents are not happy with the reward system
in the organization. The satisfaction towards the reward system is less amongst
the employees in the non-technical department than the employees of the
technical department.
 It is found that majority of the respondents don’t share good working relationship
with co-workers. Moreover it is found that more employees in the technical
department share good working relations with their co-workers than the
respondents in the technical department.

Conclusions

Resources: In resources as a parameter it can be concluded that the more of the

respondents having a moderate work experience are satisfied with the resources available
to them at work than their counter parts having high and low work experiences. Moreover
more number of respondents in the technical departments feel that they have adequate
and sufficient resources to accomplish their task than the respondents in the non-technical
departments.

Rewards and Compensation :In rewards as a parameter it can be concluded that less
aged respondents or respondents having low work experience are dissatisfied with the
reward system in the organization. Also that more number of respondents in the non-
technical departments are dissatisfied with the reward system than those in the technical
departments.

Career Growth & Advancement: In career growth & Advancement as a parameter it

can be concluded that middle aged respondents are happy with the career growth &
advancement opportunities available in the organization. More of the technical people
feel that they have good career growth opportunities in the organization while very less
number of respondents in the non-technical department feels happy with the career

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growth opportunities. From the analysis it can also be concluded that as the employee
gets more & more work experience, he feel more satisfied with the advancement
opportunities he is getting.

Feedback & Communication: In feedback & communication as a parameter it can be

concluded that majority of the respondents are not happy with the communication
patterns. More of the younger and the older aged employees are dissatisfied with the
feedback & communication patterns. More number of respondents in the non-technical
departments are satisfied with the feedback & communication patterns in the
organization.

Values & Inspiration: in values & inspiration as a parameter it can be concluded that
nearly 50% of the respondents are not happy with the values & inspirations of the
organization. The employees who have more work experience and are working in the
organization since many years feel that the organization is living by its values but the
younger generation in the organization doesn’t agree to this.

Job Satisfaction: In Job satisfaction as a parameter it can be concluded that majority of

the employees are satisfied with the job. However more number of employees with
higher work experience are satisfied with the job. Also more number of employees in the
technical departments are satisfied with the job than their counterparts in the non-
technical department.

Motivation: Motivation is one of the very critical Factors affecting the level of employee
engagement of an employee. It can be concluded that the young respondents & the
respondents with less work experience less motivation while the respondents of higher
age or with more experience feel more motivated. Moreover it is also concluded that the
respondents in the technical department experience more motivation than those in the
non-technical departments.

Job Specification & Job Clarity: In Job specification & Job Clarity as a parameter it
can be concluded that the middle the aged employees or the employees having moderate
work experience share good working relations with their co-workers. Moreover it is also
concluded from the analysis that more number of employees in the technical departments
share good working relations with their co-workers than those in the Non-Technical
departments.

Work Environment: In work environment as a parameter it can be concluded that the

younger employees are not satisfied with the work environment and the satisfaction
towards the work environment increases as the age and work experience of the employee
increases. Moreover more number of employees in the technical departments are satisfied
with the work environment rather than those in the non-technical department. This
contradicts the general belief that employees working on the shop floors or the plant site
are not much happy with the physical working environment.

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Relationship with Co-workers: In relationship with co-workers as a parameter it can be
concluded that middle aged respondents or respondents having moderate work experience
share good working relationships with their co-workers. Moreover more number of
respondents in the non-technical department have good working relationships with their
co-workers than those in the technical departments.

Opportunities : Maximum number of people are satisfied with the number of

opportunities provided to them by the organization. Respondents have moderate work
experience with equal number opportunities provided to them while working in the
organizations.

Suggestions

Resources: lack of resources to do a job can demotivate any employee. It can decrease
his/her willingness to do the job to a great extent. From the analysis it is found that
majority of the young employees feel that they do not have adequate resources to do the
job. Moreover resources don’t only mean tools & equipments but also means adequate
information. Thus the organization should see to it that there is adequate information
sharing with the employee to the extent to which he requires to do his job effectively.

Rewards: Rewards are one another factor contributing towards high motivation of the
employee. No matter if the employee is getting good salary or not, rewards given to him
for good work done by him can motivate him a lot. From the analysis it is found that
majority of the employees are not happy with the reward system in the organization.
Truly speaking there isn’t any full-fledged rewards scheme in the organization. Thus the
management should design a reward scheme based on performance and commitment to
motivate the employees.

Career Growth & Advancement: Growth is what every individual seeks. From the
analysis it is clear that the employees are not happy with the career growth &
advancement opportunities available to them. Hence the organization should provide

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proper & adequate training to the employees. The employees should be given not only
job instruction trainings but also behavioral trainings and career related trainings which
help them enhance their skills & abilities. Ample learning & development opportunities
should be provided to the employees and the employee should be given freedom to make
a choice of the trainings he wants to undergo in subordination with his supervisor.

Feedback & Communication: Communication is proving to be the back bone of the

organizations these days. As it is found from the analysis majority of respondents are not
satisfied with the communication patterns in the organization, the management need to
review the feedback system. The communication channels should be two way and there
should be a free flow of information from management to employees as well as the
employees to the management. Starting a regular weekly or monthly magazine can be
another way of improving the communication in the organization.

Values & Inspiration: In modern day business when the markets are highly competitive,
it becomes very difficult for organizations to make more profits keeping its values intact.
In the analysis it is found that majority of the young employees don’t feel that the
organization is living by its values. The organization should communicate the vision,
mission and core values to the new entrants. They should make the employees feel that
the organization is working for the betterment of the society.

Job Satisfaction: To increase the job satisfaction amongst employees, the organization
should provide real sense of personal accomplishment to the employees. The employees
should be made comfortable doing their job. They should be given opportunity to express
concerns if any. Moreover the organization should provide job security to the employees.

Motivation: Motivation comes in an individual from various things. It is know that

remuneration is not the only factor that motivates an employee. As it has been found that
less number of employees of the Non-Technical departments are motivated, it calls for
the organization to give them challenging work or assignments which make use of the
skills and abilities. Also the organization should introduce good recognition schemes to
recognize good work done by the employees. Recognition schemes even if non-monetary
in nature can motivate an employee to a large extent.

Job Specification & Job Clarity: Role clarity is one of the very basic aspect of the job.
Unless and until an employee is clear as to what he has to do, he won’t be able to perform
at his best. From the analysis it is found that more number of employees lack job clarity
and neither do they have proper job specification. The management should clearly
communicate the employee his job objectives and moreover the employee should be
communicated as to how he is contributing towards the organization.

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Work Environment: Working environment in an organization should be favorable to the
employees. As it is found in the analysis that the employees of the non-technical
departments are not satisfied with the working conditions, the management should go
into the depth of the matter and find out why the employees feel so even after having full
clean and air conditioned offices. Moreover many of the respondents felt that there are
many unnecessary procedures involved in the work which should be removed, so the
management should think of redesigning or restructuring the work procedures if needed.

Relationship with Co-workers: From the analysis it is observed that more number of
respondents do not share good working relationships with their co-workers. To improve
this, the management can go for team building or group exercises for the employees.
Such workshops should be organized which induce the feeling of oneness amongst the
employees.

Opportunities : From the analysis it is observed that a good number of people agree that
they get good opportunities to develop individually along with the organization but still
there is a need to provide for and work on providing such a work environment where
individuals get opportunities so that even the employees who do not agree can be
motivated .

BIBLIOGRAPHY

Books and Journals:

Kothari C.R (2009) : Research Methodology, New Age

Publications (Academic)

Townsend, Patrick. L. (2007) : Employee engagement programs,

Quality Press.

Krueger Jerry and Killham Emily (2005) : At work, feeling good matters-Gallup
Management Journal

K. Aswathappa, (2005) : Organisational Behaviour, Himalaya

Publishing House

P C Tripathi, P N Reddy, (2002) : Principles of Management, TATA McGraw

Hill

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K Sangeetha, ChitraMukunnan (2006) : Employee Engagement-Trends & Cases,
ICFAI Press

P C Tripathi, P N Reddy, (2002) : Principles of Management, TATA McGraw

Hill

VaziraniNitin (2005-07) : SIES College of Management Studies

Working Paper Series (the Gallup Q12).

Past Unpublished Researches:

1. Dissertation on Employee Engagement of 51 employees at Crompton Greaves by

Giriraj Mistry (April 2008)

2. Dissertation on Employee Engagement study of 60 employees in Transpek ltd by

Ruchi Desai (April 2008)

Webliography

 http://www.en.wikipedia.org/wiki/Employee_engagement
 www.gallup.com/consulting/52/employee-engagement.aspx
 www.Engaging Employees.com
 Employee engagement: the what, why and how, by Andy Parsley, 06 Dec 2005.
 DEVELOPMENT DIMENSIONS INTERNATIONAL (DDI)
o DDIWorld.com
 www.citeHr.com
 http://personnelinsights.com/Reports/WES_WorkPlace_Experience.pdf
 http://www.insala.com/Articles/employee-development/employee-engagement-a-
review-of-the-most-current-research.asp
 Decision wise Leadership Intelligence, Employee Surveys. Retrieved, 2007
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