Employee Engagement Project Report

ATHARVA INSTITUTE OF MANAGEMENT STUDIES

FACTORS AFFECTING THE EMPLOYEE ENGAGEMENT

Submitted to – Prof. Kinnari Singh

MMS

:

SEMISTER II

DIVISION :

B

NAME

ROLL NO

VINEATA SRIVASTAVA

42

RUTH SERRAO

29

ARPITA THAKOR

50

NILESH PRABHU

20

1

ACKNOWLEDGMENTS At the very outset, we would like to express our gratitude to our guide Prof. Mrs. Kinnari Singh, who has been a constant source of inspiration, while guiding us during the tenure of this project. We would also like to acknowledge UDHE INDIA PVT. LTD. who has been instrumental in getting us acquainted with the participants of this study and our colleagues who have provided vital information regarding the concepts of the study. This report bears the imprint of all the respondents of the questionnaires who were covered for the purpose of the project. Our heartfelt thanks to all the respondents who agreed to be a part of this study and spared their valuable time for it.

……………………………... (Prof. Mrs. Kinnari Singh)

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DECLARATION

We have conducted the work presented in this Research Project under the academic guidance of Prof. Mrs. Kinnari Singh, Adjunct faculty, Atharva Institute of Management Studies, Atharva Educational Trust. The observations, analysis, interpretations and conclusions in this study are entirely arrived at by us and have not been submitted in part or entirely for any other degree or diploma in any other University or Institution. To the best of our knowledge, the work reported here is an original study and is free from any kind of manipulation.

………………………. (Prof. Mrs. Kinnari Singh)

Signature of the student’s

---------------------------(NileshPrabhu -20)

-----------------------------(Ruth Serrao -29)

-----------------------------(Vineata Srivastava -42)

-----------------------------(Arpita Thakor-50)

Date: ………………

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TABLE OF CONTENTS SR. NO.

PAGE NO.

PARTICULARS

1

ACKNOWLEDGEMENT

2

2

DECLARATION

3

3

EXECUTIVE SUMMARY

5

4

PROBLEM STATEMENT

6

5

RESEARCH OBJECTIVES

7

6

HYPOTHESIS

7

7

BENEFITS OF THE STUDY

7

8

IMPORTANCE OF THE STUDY

7

9

LITERATURE REVIEW

8-18

10

SAMPLING

19

11

ERRORS IN SAMPLING

20

12

DATA ANALYSIS

21-32

13

INTERPRETATION

33-34

14

CONCLUSION

35

15

BIBLIOGRAPHY

36

16

APPENDIX

37-40

4

EXECUTIVE SUMMARY Employee engagement refers to a condition where the employees are fully engrossed in their work and are emotionally attached to their organization. If the employees sit ideal then conflict may occur as they try to interfere in others work. It talks about the need of employee engagement & its importance where communication, motivation, rewards and recognition etc. makes employees to work enthusiastically & which also increases the productivity. Today most organisations are focussing on employee engagement initiatives. Some keep their employees engaged through learning and initiatives, some by practising innovative HR initiatives and some others by passion. The ability of the organization to attain its goals largely depends upon the effectiveness of its Employee Engagement Programme. Therefore it deserves great planning and care to formulate and implement Employee Engagement strategies. The flow of the research will comprise of a survey comparison that would be conducted between 2 organisations or more. This would be done in order to understand the effects of the factors on employee engagement for each organization. The objectives of employee engagement are organizational culture which helps the employee to work as per standards & also with proper rules & regulation. When it comes for proper communication organisation should take the responsibility to communicate properly what needs to be done to engage each employee & if not how the company would take action. Study also focus on rewards & recognition which tries to motivate the employees to work more efficiently & effectively by which the organization can benefit & also the employees. The Organisation tries to control and curb attrition rate so as to be cost effective as the organisation invests a large amount of capital in training their employees.

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PROBLEM STATEMENT To study the factors affecting Employee Engagement

6

OBJECTIVES 1. 2. 3. 4.

To study Organizational Culture as a predictor of Employee Engagement. To study Good Communication as a predictor of Employee Engagement. To study Rewards and Recognition as a predictor of Employee Engagement. To study Attrition Rate as a predictor of Employee Engagement.

NULL HYPOTHESIS 1. 2. 3. 4.

High Organizational Culture leads to high employee engagement. Increased level communication leads to high employee engagement. High Rewards & Recognition leads to high employee engagement. Low Attrition rate leads to High employment engagement.

ALTERNATE HYPOTHESIS 1. 2. 3. 4.

High Organizational Culture does not lead to high employee engagement. Increased level communication does not lead to high employee engagement. High Rewards & Recognition does not lead to high employee engagement. Low Attrition rate does not lead to High employment engagement.

BENEFITS OF THE STUDY     

To understand the various reasons for keeping employee engaged and its effect on company’s performance Helps us to analyse various factors of employee engagement. Recognition of your organizations strengths and weakness in key areas such as overall employee satisfaction, supervisory effectiveness and performance management. Opportunity to improve employee engagement by offering useful feedback on areas for improvement. Helps us to understand organizational culture.

IMPORTANCE OF THE STUDY    

They will perform better and are more motivated There is a significant link between employee engagement and profitability 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. Creates a sense of loyalty in a competitive environment.

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  

Provides a high energy working environment. Engaged employees serve as a brand ambassador of the organisation. Employees engaged with their employer are happier and more productive. ..

LITERATURE REVIEW Employee engagement definition The extent that an employee believes in the mission, purpose and values of an organization and demonstrates that commitment through their actions as an employee and their attitude towards the employer and customers. Employee engagement is high when the statements and conversations held reflect a natural enthusiasm for the company, its employees and the products or services provided. (Derek Stockley 2005) What is Employee Engagement? Employee engagement refers to a condition where the employees are fully engrossed in their work and are emotionally attached to their organization. One can’t achieve anything unless and until one is serious about it. An employee must be dedicated towards his work and should take it as a challenge. Work should never get monotonous as it would then be a burden for the individual. Problems arise when individuals have nothing creative to do and sit idle the whole day. They start interfering in each other’s work and tend to become negative for the organization. They start finding reasons to fight with their fellow workers and crib about almost everything. The employees must be assigned challenging assignments as per their interests and expectations so that they devote their maximum time to work rather than loitering and gossiping around. The team leaders or the managers must ensure to review their team member’s performance on a weekly basis to find out whether they are enjoying their work or not? An employee must not treat his organization as a mere source of earning money only. An organization is a place where employees go to upgrade their skills and learn something new every day. One must respect and love his job to expect the same. Never talk ill of your organization in front of anyone Qualitative or Soft Benefits • Greater flexibility to meet organisational needs • More inclined to share knowledge • Less likely to suffer stress • Less likely to commit fraud or sabotage

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• New forms of dialogue with employees leading to new ideas and innovation • Stronger training and development programs • Reduced loss of core skill sets In addition there are a range of customer related benefits from longer employee tenure and Higher motivation leading to improved perceptions by customers and stakeholders • Improved customer experience • Increased customer satisfaction with service which in turn give rise to • Increased customer loyalty and repurchase behavior Employee Engagement Strategies

Developing a strategy for improving employee engagement first requires understanding what employee engagement looks like. Fully engaged employees – who typically represent between one-quarter and one-third of the workforce, according to Gallup research surveys – have a positive attitude about work. Disengaged employees, on the other hand, have a glass-half-empty attitude about every aspect of their employment, from the company they work for to the type of work they perform. Strategy that encompasses these two opposites focuses on recognition, motivation and relationship building.



Recognition

Employees who are fully engaged in their work are often enthusiastic about the jobs they perform. They realize how much their work impacts the organization overall, and they are excited about seeing the fruits of their labor. However, it’s difficult to create enthusiasm about work when routine job functions are anything but exciting. A key strategy involves adding another element to employees’ job functions through recognition. One way to create enthusiasm about even the most mundane tasks is through challenging employees to improve new processes for performing their job functions and rewarding employees whose suggestions for improvement save the company money and resources.

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

Motivation

Workplace motivation, according to professor and management consultant Frederick Herzberg, comes from nonmonetary recognition, such as promotion, advancement or assigning more complex duties to employees who demonstrate expertise. Employees who receive recognition for their expertise are often motivated to perform at even higher levels. Employer strategy for improving engagement includes creating opportunities for leadership roles for deserving employees whose performance exceeds the company expectations. 

Relationship Building

Workplace relationships are too often complicated by lack of confidence and trust in leadership. Rebuilding employee trust and confidence in the company’s leadership team is an infallible strategy for improving employee engagement. Employees who believe the company’s managers are far removed from front-line employees or too distant from what happens in the day-to-day operations are likely to become disengaged. Encouraging the leadership team to establish a connection with all of the company’s employees can have measurable effects on employee engagement. Building an employer-employee relationship on trust and confidence involves creating an interest in the daily challenges employees face. In some cases, putting leaders in employees’ shoes to witness firsthand what employees encounter on a daily basis can be very effective. The television series “Undercover Boss” uses this employee engagement strategy by disguising top executives as front-line employees to experience work from a perspective outside the boardroom. In fact, the series’ producer, Eli Holzman, of Studio Lambert, acknowledges that producing the show put him on the front line, making him realize his own employees’ daily challenges as a team. Holzman stated the series filming made him recognize: “the importance of appreciating and acknowledging the contributions of every member of a team.” 

Valued Input

Employee engagement is directly tied to employees’ sense of value and the ability to give feedback about working conditions and their workplace relationships, particularly those involving employee-supervisor interaction. Therefore, an effective strategic includes developing an employee opinion survey or enabling another method for employees to voice their opinions and concerns. The most important component of an employee opinion survey is an action plan, which can be another factor in the employee engagement strategy. Involving employees in action plan steps provides another outlet for employee engagement.. 

Flexibility

Businesses with employees who take care of dependents should provide them with flextime or a compressed workweek and generous leave benefits to increase engagement, according to the Families and Work Institute. Flextime allows employees to modify the hours they work and a compressed workweek allows them to accomplish weekly work in four days instead of five.

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

Trust

Employers should provide openness and transparency when dealing with workers, even when they have to disclose bad news such as reduced hours. Employees trust executives who live by example, so business owners should hold themselves to the same standard of conduct as they do their employees. 

Compensation

Employees expect fair compensation for their work and business owners should provide producing employees with bonuses. This compensation should also include pay increases and better positions for employees who consistently exceed expectations. Employers should offer compensation that involves employees in the future of the company, such as offering stock options and profit sharing. 

Games

Business owners should work competitions into their business models to engage employees. Splitting employees into groups and keeping score of their accomplishments breaks up the monotony of work, gives them focus and increases productivity. Social recognition of employee victories further develops engagement. 

Recreation

Employees appreciate recreational activities their employer offers, such as a company barbeque and volunteer activities in which management and business owners participate. These activities allow management to form a personal bond with employees, which increases the emotional satisfaction of their workers.

IMPLEMENTATION OF EMPLOYEE ENGAGEMENT Over the last decade, employers focus has moved away from employees who are satisfied with their working conditions, to those who are committed to the organization and not considering a move, to those who are genuinely engaged in the work and mission of the organization and willing to expend extra effort to help it succeed. Various ways to implement employee engagement 1. Employee confidence that they can do their job properly and will be allowed to do so with minimal oversight. 2. The nature and quality of the job itself. 3. Career development and opportunities for growth.

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4. Ongoing communication and feedback from management. 5. A clear understanding of the company's goals, and why employee contributions matter. 6. Trust in the company's integrity, and pride in their place in it.

1. Employee confidence comes in two flavours, and both need to be present to maximize an employee's engagement level:  Confidence that they can do their job properly, and  Confidence that they’ll be allowed to do so with minimal oversight.

2. The nature and quality of the job itself. Some jobs are less glamorous than others. There's no shame in hard,  Similarly, some jobs generate enormous amounts of stress: think about what firefighters and inner-city school teachers have to go through.  If you expect employees in such jobs to maintain any level of engagement, you've got to do things to offset the negative qualities of those jobs.  Excellent benefits and liberal time-off policies can work miracles, and so can honest efforts to connect with these employees.  Let them know that you appreciate their efforts, when the job is well done. In addition, you should always be there to offer coaching and counselling whenever it's necessary. 3. Career development and opportunities for growth. With a few notable exceptions, most employees want a chance to get ahead. Give them that chance, because the only other option is for them to stagnate in place  There are many ways that you can accomplish this, starting with a willingness to provide any training necessary to help your employee to better fit their existing role, above and beyond what they need just to be satisfied with their competence .  Sit down with them, and ask them what they think they need and where they want to go.  One way to keep them interested is to allow them to shadow a competent employee in the type of job they'd like to work their way up to. That is, let them follow that person through their day, watching how they handle their tasks, without actually doing the work itself. 4. On-going communication and feedback from management. Question: if you never heard a peep from your supervisor, how would you know whether you were doing your job right? This is the quandary that many people find themselves in. that’s a great way to destroy any employee's sense of engagement, and you'd have to be pretty short-sighted to run your team that way. Keep communicating with your

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employees. Let them see you care. Inform your people about what they need to know. It may take a little more effort than an email or a phone call, but it's more personal. While you're at it, ask them if they have everything they need or want, and urge them to be honest with you. You can also use this time to give them feedback on how they're doing. 5. A clear understanding of the company's goals, and why employee contributions matter: having a solid idea of what's going on can help them stay engaged or become more engaged. That's what Ford Motor Company does. Employees at all levels are made aware of the company’s mission, strategy, process, and infrastructure, and precisely where their contributions fit into that framework. 6. Trust in the company's integrity and pride in their place in it. It's hard to become actively engaged when you don't feel you can trust the company you work for and you're embarrassed to work there anyway. Now, these things don't always coincide; it's possible to be assured of a company's integrity and still not be proud of working there but generally, these factors do occur hand in glove. Maintain the highest possible level of integrity within your team or organization. If you're above reproach, it'll give your employees a handhold to cling to. You must lead by example, and even then you have to be willing to reach out to each employee and show them how much you value their work, and how much it really is worth to the company.

FACTORS AFFECTING EMPLOYEE ENGAGEMENT The term “ORGANISATIONAL CULTURE” refers to the norms and values of an organization, which together make the personality of the company. Improving organizational culture is the need of the hour, as people want to work for a company that enables them to maintain a balance between their work life and personal life and organizations who give importance to organizational culture have increased its productivity and lower are the attrition rates. Organizational Culture & Employee Engagement The culture of your organization can have a powerful impact on your employees. A positive, open culture can create trust and loyalty among employees, giving them passion for their job and a dedication to the company. Employees who feel comfortable in the culture are more likely to be engaged in their jobs and companies, which can inspire enthusiasm and productivity. By investing time and money to create a strong culture, you can make your company more competitive and profitable.

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 Communication Communication is an important part of creating a strong corporate culture. When your staff feels comfortable and safe while expressing their opinions, they are more likely to speak up instead of letting resentments boil beneath the surface. In turn, management must respect each staff member by listening, letting them know they are heard, and being transparent in their own motives and operations. A culture that invites open communication can also encourage participation, engagement and sharing of innovative ideas.

 Authority When an employee feels helpless in his job, he can begin to resent the company and detach from work life. By giving your staff some measure of power over their work, such as allowing them to set their own hours or choose projects, it can prevent the "us vs. them" mind-set that cracks away at a strong business foundation. When staff have power to choose, they can select things that are interesting rather than dealing just with what's handed to them. While it is often impossible to allow total control for each employee, some measure of authority can help improve morale.  Safety An employee who doesn't feel safe at work is not likely to be engaged in work. Whether they are worried about job security, harassment by another employee, it can undermine everything they try to do, even when it is done with the best intentions. To create a comfortable, safe environment, build a corporate culture that does not tolerate harassment in any form. Give your staff reporting procedures and take complaints seriously so they feel protected and able to focus on their work.  Opportunities for Growth A company that provides opportunities for growth and development can prevent boredom and keep its employees engaged. Depending on your organizational structure, you might provide opportunities for job promotion, additional responsibilities, career development or increasing financial improvement. By allowing your staff the chance to grow as professionals, you can keep them from stagnating in their jobs. With new challenges, employees can find renewed energy and interest to keep them engaged. COMMUNICATION Good communication is always important and a key driver for employee engagement. In the current economic climate a strategic approach is the only way to move beyond superficial engagement into trust and into creating the authentic organization employees, clients, customers and society demand today. While certain practices can help, without the right climate of openness and transparency underpinning communication, sustained engagement cannot be achieved. Because communication is about behavior and is not an output, it will only build trust if it is consistent.

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Fundamentally, communication is about managing relationships and needs to be built into the fabric of organizational life Communication is an important aspect of employee engagement. The two most important drivers of employee engagement identified by CIPD research into engagement levels emphasize this need for dialogue. They are:      

Having opportunities to feed upwards Feeling well-informed about what is happening in the organisation. These, in turn, promote better performance, employee retention and positive emotions towards work. This factsheet looks at internal communication rather than external communication (for example, with customers, investors or other stakeholders). Two-way communication involves management talking to employees, and listening to responses and taking action in relation to those responses. Good two-way communication can help to build the psychological contract, in which employees feel valued by their employer, and the employer values (and is seen to value) their employees’ contributions.

REWARDS AND RECOGNITION Rewards and Recognition, these days, is a familiar concept and is being used by most organizations as a tool for employee motivation and engagement. Understanding what motivates an employee has always been a key challenge for managers, but considering the importance of it for an organization’s success, one has to continuously attempt to understand it better. With human capital gaining prominence over financial capital in the recent times, it becomes all the more important. Today, the competitive advantage of a business is determined by its people. Hence, the use of Rewards and Recognition is becoming more and more critical for employee engagement Recognition mostly refers to non-monetary ways of saying thank you and can take the form of thank you notes, pins, plaques, award ceremonies, company products, gift vouchers, employee photograph in the company newsletter or on “the wall of fame” , to name just a few. They cater to the psychological need of the employees of being appreciated and have high intrinsic value Rewarding aims at strategically designing ways to compensate employees for their efforts and contribution towards the organisation. Some of the areas included under Rewards & Recognition are: 1. Assured compensation/salary 2. Special or annual increases in assured compensation/salary

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3. Increases in compensation and benefits on account of promotions/grade change/position enhancement 4. Performance based variable pay/incentive/bonus, etc., that may be monthly, quarterly, half yearly, annual or even long term 5. Performance based retention rewards 6. Rewards in cash/kind for specific actions/behavior’s/efforts and contribution/results 7. Public and sometimes even personal recognition/appreciation for desirable actions/behaviours/efforts and contribution/results The Institute has been studying these practices in various organizations across several industries. It is with this understanding and knowledge that Great Place to Work® Institute has conceptualized the study in Rewards and Recognition. ATTRITION One of the biggest challenges in the modern workplace is employee engagement. An organization that struggles to keep employees engaged faces an onset of cognitive or mental attrition Gallup does a survey every year on employee engagement, identifying three types of employees.       

The Gallup Research shows that “business units in the top quartile of Gallup's engagement database have 37% less absenteeism, 25% less turnover in high-turnover organizations (such as retail), 49% less turnover in low-turnover organizations, 27% less shrinkage, 49% fewer safety incidents, and 60% fewer product defects when compared to business units in the bottom quartile. Top-quartile business units also have 12% higher customer metrics, 18% higher productivity, and 16% higher profitability than business units in the bottom quartile.”

 The cognitive attrition that comes with a lack of engagement is an area where businesses can improve, and learning how to engage a generationally diverse audience can lead to growth in the marketplace.  Looking only at the age of the workforce, it’s likely that 50 per cent of the current workforce would prefer to retire in the next 10 years. Another problem we’ve found at many companies that folks are often staying longer instead of retiring, since their needs as Veterans are not being adequately addressed, they are not fully engaged.

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It is clear that we face some significant challenges with engaging both these segments of the workforce. SWOT ANALYSIS

STRENGTH

WEAKNESS

ROBUST RECRUITMENT & SELECTION PROCESS

POOR INDUCTION PROCESS INCONSISTENT IMPLEMENTATION OF PERFORMANCE REVIEWS

GOOD TEAMWORK TEAM MEETING’S KEEP EMPLOYEE INFORMED THREAT

SWOT

HIGH PERCENTAGE OF EMPLOYEES WHO LEAVE

OPPORTUNITIES

CONSISTENT IMPLEMENTATION OF ONE TO ONE REVIEWS

COMPETITORS WITH MORE ATTRACTIVE BENEFITS PACKAGES

CREATION OF PERSONAL DEVELOPMENT PLANS

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SAMPLING Target population Target population is senior, middle and junior management Sampling Sampling refers to the technique by which a sample is drawn from the population. The different sampling techniques available can be divided into two groups. Probability samples and non-probability samples Probability samples are based on each case in the population having an equal chance of being selected. Non-probability samples are used when it is difficult to verify all potential cases in the population Survey Sampling Sample size 50 16 from senior management- V.P’s, D.G.M 16 from middle management- Manager’s & Asst. Manager 18 from Junior Management- Supervisor’s

Sampling methods 1. 2. 3. 4.

Random Sampling Systematic Sampling Convenience Sampling Quota Sampling

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ERRORS IN SAMPLING I.

Random sampling error Incorrect selection of Employees which would be picked randomly.

II.

Systematic Error

1. Respondent Error A. Non Response Bias- Targeted employees who refuse to co-operate during the survey because of busy schedule. B. Response Bias- Targeted Employees, who give incorrect information, mislead the survey due to fear of speaking the truth. 2. Administrative Error A. Data processing Error- Error caused while entering data into the system. B. Sample Selection Error- Improper sample structure and execution. C. Interviewer Error- Considering the errors caused by the interviewer during the field survey. D. Interviewer Cheating- In order to complete the survey on time interviewer tends to fill fake, false, and incorrect data on behalf of the employee.

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DATA ANALYSIS The below mentioned data is provided on the basis of the sample collected from UHDE INDIA PRIVATE LIMITED. UHDE INDIA PRIVATE LIMITED is a Premier Indian Engineering Company for EPCM / EPC-LSTK implementation of Chemical and Industrial Plants. Operating from Mumbai and Pune with a workforce of over 1,000 specialists, it’s solutions encompass the entire range of services for Fertiliser, Petrochemical, Refinery, Electrolysis, Metallurgical, Pharmaceutical and Industrial projects. UHDE’s experience spans four decades and in excess of 500 contracts globally. Flagship subsidiary of ThyssenKrupp Uhde GmbH of Germany and the lead entity for group projects in India, Middle East and Egypt, UHDE is a group company in the ThyssenKrupp Industrial Solutions Area of ThyssenKrupp AG.

TOTAL SAMPLE SIZE – 50 EMPLOYEE’S

32%

36%

SR MANAGER MIDDLE MANAGER JUNIOR MANAGER

32%

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Q.1. I receive the recognition I deserve for my work contributions.

REWARDS SR. MANAGER STRONGLY AGREE 4 AGREE 8 NEUTRAL 3 DISAGREE 1 STRONGLY DISAGREE 0

MIDDLE MANAGER 8 6 2 0 0

20 18 16 14 12 10 8 6 4 2 0

JUNIOR MANAGER 5 4 6 2 2

STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE

SR. MANAGER

MIDDLE MANAGER

JUNIOR MANAGER

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Q.6 Information provided by the senior leadership team is straightforward and honest.

COMMUNICATION SR. MANAGER STRONGLY AGREE 4 AGREE 5 NEUTRAL 5 DISAGREE 2 STRONGLY DISAGREE 0

MIDDLE MANAGER 1 8 6 1 0

JUNIOR MANAGER 2 5 7 3 0

18 16 14

STRONGLY DISAGREE

12

DISAGREE

10 8

NEUTRAL

6

AGREE

4

STRONGLY AGREE

2 0 SR. MANAGER

MIDDLE MANAGER

JUNIOR MANAGER

22

Q.11 People are treated with respect in this company, regardless of level or position. CULTURE SR. MANAGER STRONGLY AGREE 2 AGREE 8 NEUTRAL 2 DISAGREE 4 STRONGLY DISAGREE 0

MIDDLE MANAGER 4 8 3 1 0

JUNIOR MANAGER 1 9 6 1 0

18 16 14

STRONGLY DISAGREE

12

DISAGREE

10 8

NEUTRAL

6

AGREE

4

STRONGLY AGREE

2 0 SR. MANAGER

MIDDLE MANAGER

JUNIOR MANAGER

23

Q.14 In the morning, does your job make you jump out of bed or hit the snooze button? ATTRITION SR. MANAGER STRONGLY AGREE 1 AGREE 8 NEUTRAL 7 DISAGREE 0 STRONGLY DISAGREE 1 16

MIDDLE MANAGER 2 3 8 2 1 16

JUNIOR MANAGER 3 4 7 1 2 17

18 16 14

STRONGLY DISAGREE

12

DISAGREE

10 8

NEUTRAL

6

AGREE

4

STRONGLY AGREE

2 0 SR. MANAGER

MIDDLE MANAGER

JUNIOR MANAGER

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Q.15 Which factor is more important to retain you with us? VERY

SOMEWHAT NOT TOO IMPORTANT

IMPORTANT IMPORTANT

Remuneration

___________

___________

___________

Flexible working Hours

___________

___________

___________

Participation in Decision

___________

___________

___________

Rewards & Recognition

___________

___________

___________

Organization Culture

___________

___________

___________

SR.MANAGER VERY IMPORTANT REMUNERATION 10 FLEXIBLE WORKING 9 HRS PARTICIPATION IN 9 DECISION REWARDS & 4 RECOGNITION ORGANIZATION 5 CULTURE

SOME WHAT NOT TOO IMPORTANT IMPORTANT 6 0 6 1 7

0

11

2

10

1

12 10

REMUNERATION

8

FLEXIBLE WORKING HRS

6

PARTICIPATION IN DECISION

4

REWARDS & RECOGNITION

2

ORGANIZATION CULTURE

0 VERY IMPORTANT

SOME WHAT IMPORTANT

NOT TOO IMPORTANT

25

MIDDLE MANAGER VERY IMPORTANT REMUNERATION 12 FLEXIBLE WORKING 7 HRS PARTICIPATION IN 11 DECISION REWARDS & 9 RECOGNITION ORGANIZATION 4 CULTURE

SOME WHAT NOT TOO IMPORTANT IMPORTANT 3 0 8 2 3

0

5

2

9

3

14 12

REMUNERATION

10 FLEXIBLE WORKING HRS

8 6

PARTICIPATION IN DECISION

4

REWARDS & RECOGNITION

2

ORGANIZATION CULTURE

0 VERY IMPORTANT

SOME WHAT IMPORTANT

NOT TOO IMPORTANT

26

JUNIOR MANAGER VERY IMPORTANT REMUNERATION 9 FLEXIBLE WORKING 7 HRS PARTICIPATION IN 3 DECISION REWARDS & 12 RECOGNITION ORGANIZATION 4 CULTURE

SOME WHAT NOT TOO IMPORTANT IMPORTANT 5 3 8 2 9

2

4

1

10

3

14 12

REMUNERATION

10 FLEXIBLE WORKING HRS

8 6

PARTICIPATION IN DECISION

4

REWARDS & RECOGNITION

2

ORGANIZATION CULTURE

0 VERY IMPORTANT

SOME WHAT IMPORTANT

NOT TOO IMPORTANT

27

REWARDS

STRONGLY AGREE AGREE TOTAL

SR. MANAGER 4 8 12

MIDDLE MANAGER 8 6 14

JUNIOR MANAGER 5 4 9

35

REWARDS

26%

34%

SR. MANAGER MIDDLE MANAGER JUNIOR MANAGER

40%

28

COMMUNICATION

STRONGLY AGREE AGREE TOTAL

SR. MANAGER 4 5 9

MIDDLE MANAGER 1 8 9

JUNIOR MANAGER 2 5 7

25

COMMUNICATION

SR. MANAGER

28%

36% MIDDLE MANAGER JUNIOR MANAGER 36%

29

CULTURE

STRONGLY AGREE AGREE TOTAL

SR. MANAGER 2 8 10

MIDDLE MANAGER 4 8 12

JUNIOR MANAGER 1 9 10

32

CULTURE

32%

32%

SR. MANAGER MIDDLE MANAGER JUNIOR MANAGER

36%

30

ATTRITION

STRONGLY AGREE AGREE TOTAL

SR. MANAGER 1 8 9

MIDDLE MANAGER 2 3 5

JUNIOR MANAGER 3 4 7

21

ATTRITION

SR.MANAGER

33%

43%

MIDDLE MANAGER JUNIOR MANAGER

24%

31

INTERPRETATION 







Rewards-It is observed that according to survey conducted rewards is an essential predictor of employee engagement where rewards played a very important role for middle manager followed by Senior and junior manager. Communication -It is also observed that communication is an essential predictor of employee engagement where it played a very important role for middle manager followed by Senior and junior manager. Organisation Culture -It is also observed that organisation culture is an essential predictor of employee engagement where it played a very important role for middle manager followed by Senior and junior manager. Attrition -It is finally observed that attrition is an essential predictor of employee engagement where it played a very important role for senior manager followed by junior and middle manager. With reference to Question No. 15   

It was observed that based on five factors Remuneration played very important criteria for retaining employee according to Sr. Manager. Remuneration played very important criteria for retaining employee according to Middle Manager Rewards & Recognition played very important criteria for retaining employee according to Junior Manager

Findings of the survey based on objective: 

REWARDS: As stated in null hypothesis that rewards is an important predictor of employee engagement it plays an important role for middle manager in the organisation about 40% followed by 34% and 26% Sr and junior managers.



COMMUNICATION: Similarly communication is an important predictor of employee engagement it plays an important role both for Sr& middle manager in the organisation about 36% followed and 28% by junior managers.



CULTURE: As stated in null hypothesis that culture is an important predictor of employee engagement it plays an important role for middle manager in the organisation about 36% followed by 32% both by Sr and junior managers.



ATTRITION: As stated in null hypothesis that attrition is an important predictor of employee engagement it plays an important role for Senior manager in the organisation about 43% followed by 33% and 24% junior and

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CONCLUSION Rewards, Communication, Organizational Culture and Attrition are the personal interpretation of every individual in terms of engagement factors which implies that each individual will not press the same weightage to the above mention attributes equally. Thus, from the research conducted it can be concluded that the above mentioned factors are certainly important predictors of employee engagement in an organization as supported by our NULL Hypothesis, of which the highest precedence is taken by REWARDS followed by ATTRITION RATE as the second most important factor and followed by COMMUNICATION & CULTURE. The levels at which the distinction was observed was highest for Senior level managers followed by Junior level managers and finally the Middle level managers. Engagement of employees therefore is essential at all levels of the organization and the factors that govern the engagement process should therefore be monitored stringently in order to avoid any valuable human capital loss to the organization.

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BIBLIOGRAPHY Websites

www.managementstudyguide.com www.hr-guide.com www.humanresource.about.com www.nationalhrd.org www.greatplacetowork.in HR Magazines PeoplesMatters Human Capital HRD Newsletter

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APPENDIX QUESTIONNAIRE:

Dear Sir/Madam, We are the students of “Atharva Institute of Management Studies”. We are presently conducting a survey on project “EMPLOYEE ENGAGEMENT”. We request you to kindly fill the questionnaire below and we assure you that the data generated shall be kept confidential.

Name: Gender:

M

F

Date of birth: Education Qualification: Occupation:

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QUESTIONNAIRE:

1. I receive the recognition I deserve for my work contributions. Strongly agree Agree Neutral Disagree Strongly disagree 2. I am fairly paid for the job I perform.

(i)

Agree

(ii) Disagree

3. The benefits programs provided by our company are? (Tick on any one)

Satisfactory

___:___:___:___:___:___:___

Dissatisfactory

4. Overall communication to employees is effective.

Strongly agree Agree Neutral Disagree strongly disagree 5. Communication between departments/work groups are? (Tick on any one)

Active

___:___:___:___:___:___:___

Passive

6. Information provided by the senior leadership team is straightforward and honest.

Strongly agree Agree Neutral Disagree Strongly disagree

7. Information I receive from my supervisor is straightforward and honest.

Strongly agree Agree Neutral Disagree Strongly disagree

8. A sincere effort is made to get the opinions and thinking of people in our company.

IS

___ : ___ : ___ : ___ : ___ : ___ : ___ :NOT

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9. I believe our company overall is headed in the right direction. Strongly agree Agree Neutral Disagree Strongly disagree 10. I have a clear understanding of our company's business objectives.

2. CAN’T SAY

1. YES

3. NO

11. People are treated with respect in this company, regardless of level or position.

Strongly agree Agree Neutral Disagree Strongly disagree

12. People with diverse backgrounds are treated with respect in this company. 1. Yes 2. No 3. Can’t Say

13. If you suddenly became financially independent, what would you miss most about your job? Strongly agree Agree Neutral Disagree Strongly disagree

14. In the morning, does your job make you jump out of bed or hit the snooze button?

Strongly agree Agree Neutral Disagree Strongly disagree

15.Which factor is more important to retain you with us? VERY

SOMEWHAT NOT TOO IMPORTANT

IMPORTANT IMPORTANT

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Remuneration

___________

___________

___________

Flexible working Hours

___________

___________

___________

Participation in Decision

___________

___________

___________

Rewards & Recognition

___________

___________

___________

Organization Culture

___________

___________

___________

Any Comments:______________________________________________________________________________ ______________________________________________________________________________ Thank you for your input.

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