Employee Engagement

A Project On Employee Engagement

1

TABLE OF CONTENTS

CHAPTER

TITLE LIST OF TABLES LIST OF CHARTS

PAGE NO I II

INTRODUCTION I

1.1 Company Profile

1

1.2 Need for the Study

5

II

REVIEW OF LITERATURE

6

III

OBEJECTIVES

14

IV

RESEARCH METHODOLOGY

15

V

DATA ANALYSIS AND INTERPRETATION

19

6.1 FINDINGS OF THE STUDY

38

6.2 SUGGESTION AND RECOMMENDATIONS

39

VI

2

VII VIII

CONCLUSIONS 8.1 SCOPE FOR THE FURTHER STUDY 8.2 LIMITATIONS ANNEXURE

40 41

Annexure – 1

42

Annexure - 2

46

LIST OF TABLES Table No. 6.1 6.2 6.4 6.5 6.6 6.7 6.8 6.9 6.10 6.11 6.12 6.13 6.14 6.15

TABLE NAME Employees personal opinion about the birthday bashes Celebration Employees frequency of attending the birthday bashes celebrations Employees preference if there are increases entertaining programs in the celebrations Employees opinion on external agencies giving presentations/Seminar at EFD Employees preference on topics presented by external agencies Employees ratings for the external agencies presentation skills & ability to hold the interest of the audience Employee’s opinion on the usefulness of the contents of the induction program. Employees opinion on the celebration of major festivals at EFD Employees opinion on the happenings of sport events periodically at EFD Employees opinion on the approachability of the HR Employees opinion on the Skip level meeting & town hall meetings happens at regular interval Employees opinion regarding the statement “I understand what EFD as a company, is trying to achieve” Employees opinion on employee engagement activities boosting up their morale Employees opinion on having fun at work place

Page No 19 20 21 22 23 24 25 26 27 28 29 30 31 32 3

6.16 6.17 6.18 6.19 6.20

Employees opinion on that they have been given a realistic job preview Employee’s opinion on that they have been given equal opportunities & fair treatment within EFD. Employees opinion on that they feel their basic health & safety is taken care within EFD Employees opinion on the employee engagement activities has been motivated me to work towards the organizational goals. Coefficient of Variation

33 34 35 36 37

4

LIST OF CHARTS Table No. 6.1 6.2 6.4 6.5 6.6 6.7 6.8 6.9 6.10 6.11 6.12 6.13 6.14 6.15 6.16 6.17 6.18 6.19

TABLE NAME Employees personal opinion about the birthday bashes Celebration Employees frequency of attending the birthday bashes celebrations Employees preference if there are increases entertaining programs in the celebrations Employees opinion on external agencies giving presentations/Seminar at EFD Employees preference on topics presented by external agencies Employees ratings for the external agencies presentation skills & ability to hold the interest of the audience Employee’s opinion on the usefulness of the contents of the induction program. Employees opinion on the celebration of major festivals at EFD Employees opinion on the happenings of sport events periodically at EFD Employees opinion on the approachability of the HR Employees opinion on the Skip level meeting & town hall meetings happens at regular interval Employees opinion regarding the statement “I understand what EFD as a company, is trying to achieve” Employees opinion on employee engagement activities boosting up their morale Employees opinion on having fun at work place Employees opinion on that they have been given a realistic job preview Employee’s opinion on that they have been given equal opportunities & fair treatment within EFD. Employees opinion on that they feel their basic health & safety is taken care within EFD Employees opinion on the employee engagement activities has been

Page No 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 5

6.20

motivated me to work towards the organizational goals. Coefficient of Variation

37

CHAPTER – 1 6

1.1 COMPANY PROFILE EFD – Efunds Corporation (P) Ltd. Paving the way for more trusted business transactions With more than 30 years of enterprise payments and data & decisioning expertise, EFD delivers flexible, innovative solutions to the world's leading businesses. Leveraging missioncritical business insight, EFD enables financial services companies, retailers, and government organizations to grow their businesses while reducing transaction and infrastructure costs, detecting potential fraud and building long-term customer value. EFD's flexible delivery model means solutions can be run in-house, outsourced or anything in between, helping customers balance the need for control with operational efficiency and low cost of ownership. From the point of account opening to the settlement of every transaction -- debit, credit, or prepaid – EFD helps businesses win more of the right customers, serve them more efficiently and keep them. •

5,000+ associates in 17 locations across the globe

•

30 years of expertise in payments and financial risk management

•

More than 10,000 clients across 80 countries

EFD builds flexible solutions to help you manage and optimize your financial transaction accounts - from account acquisition and origination to transaction processing, retention and customer care with the confidence to conduct trusted commerce by adding value to every stage of the integrated account and transaction lifecycles.

Major Domains of EFD 7

•

Financial Services

•

Retail

•

Government

•

Telecommunications

Financial Services  Open more accounts  Simplify operations  Process more payment types Retail  Minimize fraud & losses 

Build loyalty



Attract profitable customers

Government  Process EBT 

Prevent Fraud



Reduce back office overhead

“EFD’s” Commitment 8

 Innovation 

Results



Respect



Integrity



Customer focus



Honesty/Candor

 Team work Team EFD Driven by shared purpose, vision and core values Team EFD is the core of eFunds Corporation and is bound by a shared purpose, vision and set of core values. The information below offers insight into these key components, along with additional information on EFD organization, including our customer base, global resources, recognition programs and management team. Our Purpose To enable a better way for trusted commerce. Our Vision A global, customer-centric, and innovative solutions company. Our Values Recognition Programs EFD Employee Excellence (E3) Award The E3 award acknowledges significant contributions and leading examples of 'living' the Team EFD core values.

9

Chairman's Award Chairman's Award winners are selected annually by the CEO, Paul Walsh, and the Executive Leadership Team from the pool of quarterly E3 winners. Solutions Overview  Offers real-time information from the world's largest debit database, pioneering expertise and technology in payments, retail and financial risk management .



Take your company from where it is today to where you want to be tomorrow - all without interruption to your existing operations.

Principal Locations  USA 

Canada



Australia



Asia pacific(Chennai ,Gurgaon, Mumbai, Singapore)



UK

Press Room Paul F. Walsh Chairman and Chief Executive Officer George W. Gresham Chief Administrative Officer, Chief Financial Officer and Executive Vice President, Finance Kay Nichols Executive Vice President, Strategy, Marketing and Product Development Clyde L. Thomas Chief Information Officer and Executive Vice President, Global Technology and Operations Laura De Cespedes Executive Vice President, Human Resources

10

1.2 NEED FOR STUDY 1)

Studying employee engagement in an organization provides clue for the employers to contribute to bottom line business success

2)

To understand & identify the problematic areas and make a plan and take action towards improvement.

3)

This study helps not only to retain valued employees, but also to increase its level of performance

4) 5)

Study helps to Improve the overall organizational effectiveness The study helps to estimate the organization’s capacity to manage employee engagement that is closely related to its ability to achieve high performance levels and superior business results.

11

CHAPTER -2 REVIEW OF LITERATURE 2.1 Employee Engagement It is a concept that is generally viewed as managing discretionary effort, that is, when employees have choices, they will act in a way that furthers their organization’s interests. An engaged employee is a person who is fully involved in, and enthusiastic about, his or her work Most organizations today realize that a ‘satisfied’ employee is not necessarily the ‘best’ employee in terms of loyalty and productivity. It is only an ‘engaged employee’ who is intellectually and emotionally bound with the organization, feels passionate about its goals and is committed towards its values who can be termed thus. He goes the extra mile beyond the basic job responsibility and is associated with the actions that drive the business. Moreover, in times of diminishing loyalty, employee engagement is a powerful retention strategy. The fact that it has a strong impact on the bottom-line adds to its significance. “Employee engagement is a barometer that determines the association of a person with the organization.” Atul Kunwar Managing Director EFunds International India The key ingredients of an engaged employee seem to be: •

Tenure with the organization

•

Display of emotional involvement in what he does

•

Doing more than what is expected

•

Displaying pride in the place he work

12

2.2 Studies •

Engaged employees care about the future of the company and are willing to invest the discretionary effort.

•

Engaged employees feel a strong emotional bond to the organization that employs them.

•

This is associated with people demonstrating a willingness to recommend the organization to others and commit time and effort to help the organization succeed.

•

It suggests that people are motivated by intrinsic factors (e.g. personal growth, working to a common purpose, being part of a larger process) rather than simply focusing on extrinsic factors (e.g., pay/reward).

2.3 A Matter of Partnership Global studies suggest that there are three basic aspects of employee engagement: •

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

2.4 A Road Map for Employee Engagement •

Enhance leadership.

•

Involve your people and value their input.

•

Look after the organization’s reputation.

•

Managers do not see communication as part of their day job.

•

A manifesto for outstanding organizational performance

13

2.4 Factors Influencing Employee Engagement •

A culture of respect where outstanding work is valued

•

Availability of constructive feedback and mentoring

•

Opportunity for advancement and professional development

•

Fair and appropriate reward, recognition and incentive systems

•

Availability of effective leadership

•

Clear job expectations

•

Adequate tools to complete work responsibilities

•

High levels of motivation

2.5 The Keys to Employee Engagement Getting and keeping your employees engaged comes down to three simple factors: •

Leadership by example

•

A willingness to listen

•

Being prepared to learn.

2.6 Importance of Employee Engagement •

An organization’s capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results.

•

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.

•

Engaged employees also normally perform better and are more motivated.

•

There is a significant link between employee engagement and profitability.

•

Employee engagement is critical to any organization that seeks

•

Not only to retain valued employees, but also increase its level of performance.

14

2.7 Ways to Attain Employee Engagement •

Listen to your employees and remember that this is a continuous process.

•

The information your employees supply will provide direction.

•

Insist upon increased engagement at the managerial level and create and deploy a customized employee satisfaction survey from alpha measure to assess your current level of employee engagement.

•

Identify problem areas, make a plan and take action towards improvement.

2.8 Organization Initiatives for Employee Engagement Most organizations have a range of programs to improve the engagement level of their employees. Below are the lists of initiatives can be made by the organization, starting right at the selection stage: •

Choosing the right fit and giving a realistic job preview

•

Strong induction and orientation program

•

Rigorous training and development, from technical to soft skills to leadership development programs.

•

To keep up the morale of people and drive them towards excellent performance, through various incentives such as recognition letters, profit sharing schemes, long performance awards, ESOPS, building assets like own home.

•

Regular feedback to all people

•

Communication forums like the in-house magazine, In touch, an e-forum to develop entrepreneurship, and regular surveys and conferences

•

To maintain the quality of work-life and a balance between personal/professional lives, there are recreational activities like festivities, get-togethers, sports, etc

•

An open and transparent culture to empower its people and develop entrepreneurs.

15

2.9 Benefits to the organization •

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

•

Attracts more people like existing employees Increases employees’ trust in the organization

•

Creates a sense of loyalty in a competitive environment

•

Lowers attrition rate

•

Increases productivity and improves morale

•

Provides a high-energy working environment

•

Improves overall organizational effectiveness

•

Boosts business growth

•

Makes the employees effective brand ambassadors for the company.

2.10 Measuring Employee Engagement Employee engagement can be revealed in several ways, including ‘pulse’ to annual surveys, tracking changes in the attrition rate, increase in the number of employee referrals, and growth in productivity and business. .“E-Funds measures employee engagement by conducting an Employee Engagement Survey (EES) once every two years in association with a leading global consultant. The survey is conducted at the same time across all eFunds sites worldwide. “This exercise is also supplemented by conducting dipsticks on several issues concerning employee engagement and morale,” informs Kunwar.” Conducting a survey 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”

16

2.11 Signs of Low Employee Engagement •

The turn over rate is high

•

Productivity is down

•

Deadlines are being missed

•

Morale is low

•

Conflicts are happening frequently

•

Absenteeism is up

•

Punctuality is a problem

•

Miscommunication is happening frequently

•

Theft is a problem

2.12 Remedies •

Hire a team-building expert and arrange a one-day retreat

•

Host a meeting where you listen to feedback and ideas. Promise to implement at least one of the recommendations – the one that is chosen as the most critical and there is a clear, reasonable solution that can be implemented without putting a high demand on resources.

•

Create an anonymous feedback mechanism

•

Meet daily for very short meetings (10 minutes maximum) and share daily priorities and news. Keep the agenda the same every day – 5-6 items.

•

Create a code of conduct and a set of values as a team and reward staff for demonstrating the code or the values.

•

Create an incentive plan to encourage positive behavior

•

Provide feedback and guidance

•

Make real time to discuss problems

•

Seek ideas and input from everyone

•

Provide the resources to solve problems or to do a job well

•

Give real recognition and/or reward

•

Provide opportunities for people to develop their potential

17

•

Keep the pressure to perform and achieve more with less realistic

•

Provide opportunities for social interaction

•

Train people how to resolve interpersonal conflicts

•

Promote joy and appropriate humor within the office

•

Be flexible; help people to actively balance work and home responsibilities

2.13 Engagement Challenges •

Engagement levels decline as employees get older – until they reach the oldest

group (60 plus), where levels suddenly rise, and show this oldest group to be the most engaged of all •

Minority ethnic respondents have higher engagement levels than their white

colleagues •

Managers and professionals tend to have higher engagement levels than their

colleagues in supporting roles, although people in the latter group appear to owe greater loyalty to their profession than to the organization in which they practice their craft •

Engagement levels decline as length of service increases

•

Having an accident or an injury at work, or experiencing harassment (particularly

if the manager is the source of the harassment) both have a big negative impact on engagement •

Employees who have a personal development plan, and who have received a

formal performance appraisal within the past year, have significantly higher engagement levels than those who have not.

18

2.14 Engagement Activities Learning and Development Opportunities •

Leadership Development Programs

•

Technical Training

•

Behavioral Training

•

Brown Bags & Quests

Awards & Recognition Programs •

Performance Management

•

Awards

Work Life •

Integration within the Company o

Buddy Programs

o

Induction Programs

•

Fun at wok place

•

Birthday bashes

19

CHAPTER -3 OBJECTIVES

3.1 Primary Objective To check the effectiveness of employee engagement activities in the organization. 3.2 Secondary Objectives •

To evaluate the effectiveness of the employee welfare activities.

•

To measure the employee perception of the team – HR

•

To assess the employee satisfaction towards the workplace.

20

CHAPTER-4 RESEARCH METHODOLOGY 4.1 Research: Research is a process in which the researcher wishes to find out the end result for a given problem and thus the solution helps in future course of action. The research has been defined as “A careful investigation or enquiry especially through search for new facts in any branch of knowledge.

4.2 Research Methodology: The procedure using, which researchers go about their work of describing, explaining and predicting phenomena, is called Methodology. Methods compromise the procedures used for generating, collecting and evaluating data. Methods are the ways of obtaining information useful for assessing explanations.

4.3 Type of Research: The type of research used in this project is descriptive in nature. Descriptive research is essentially a fact-finding related largely to the present, abstracting generations by cross sectional study of the current situation. The descriptive methods are extensively used in the physical and natural science, for instance when physics measure, biology classifies, zoology dissects and geology studies the rocks. But its use in social science is more common, as in socio economic surveys and job and activity analysis.

Descriptive research aims at 1

To portray the characteristics of a particular individual situation, or group (with or without specific initial hypothesis about the nature of these characteristics).

1

To determine the frequency with which something occurs or with which it is associated 21

with something else (usually, but not always, with a specific initial hypothesis). The descriptive methods have certain limitations; one is that the research may make description itself an end itself. Research is essentially creative and demands the discovery of facts on order to lead a solution of the problem. A second limitation is associated whether the statistical technique dominates. The desire to over emphasis central tendencies and to fact in terms of AVERAGE, correlation, means and dispersion may not always be either welcome. This limitation arises because statistics, which is partly a descriptive tool of analysis, can aid but not always explain casual relations.

4.4 Design of Descriptive Studies: Descriptive studies aim at portraying accurately the characteristics of a particular group or solution. One may under take a descriptive study about the work in the factory, health, safety and welfare. A descriptive study may be concerned with the right to strike, capital punishment, prohibition, etc. A descriptive study involves the following steps: 1

Formulating the objectives of the study.

2

Defining the population and selecting the sample

3

Designing the method of data collection

4

Analysis of the data

5

Conclusions and recommendations for further improvements in the practices.

4.5 Description of statistical tools used •

Percentage method

• Coefficient of Variation

4.6 Data Collection Method: 22

Survey method is considered the best method for data collection of data and the tools used for data collection are Questionnaire. This method is quite popular particularly in case of big enquires. Private individuals, research works, private and public organizations and even government are adopting it. In this method a questionnaire is sent to the persons concerned with a request to answer and return the questionnaire. A questionnaire consists of a number of question involves both specific and general questions relating to consumer behavior.

4.7 Benefits availed through this method: i.

There is low cost even when the universe is large and is widely spread geographically.

ii.

It is free from the bias of the interviewer; answers are in respondents own words.

iii.

Respondents, who are not easily approachable, can also be reached conveniently.

iv.

Large samples can be made use of and thus the results can be made more dependable and reliable.

v.

Respondents have adequate time to give well thought out answers.

4.8 Limitations of this system: i.

Low rate of return of the duly filled in questionnaires; bias due to no-response is often indeterminate.

ii.

It can be used only when respondents are educated and cooperating.

iii.

The control over questionnaire may be lost once it is sent.

iv.

It is difficult to know whether willing respondents are truly representative.

v.

This method is likely to be the slowest of all.

4.9 Sources of Data: The two sources of data collection are namely Primary & Secondary.

4.9.1 Primary Data:

23

Primary data are fresh data collected through survey from the employees using the questionnaire. Questionnaire helps to recognize the employee’s perception regarding the employee engagement & their problematic areas.

4.9.2 Secondary Data: Secondary data are collected from the past records & books and various journals, magazines etc. regarding the Employee engagement.

4.10 Research Design: Research design is the specification of the method and procedure for acquiring the information needed to solve the problem. The research design followed for this research study is descriptive research design where we find a solution to an existing problem. The problem of the study is to find out the “effectiveness of the employee engagement”. 4.11 Period of the Study The period is from August’07 to November’07

4.12 Sample Design: Universe

: 800

Sample Element

: Employees

Sample Size

: 30 samples

Sample Test

: Percentage Method and Coefficient of variation

Sample Media

: Questionnaire

CHAPTER – 5 24

DATA ANALYSIS AND INTERPRETATION Table No: 5.1 Employees personal opinion about the birthday bashes Celebration S.No 1

Opinion Entertaining

No. of Respondents 26

Percentage 86.68

2

Can be Improved

2

6.66

3

No Comments

2

6.66

Total

30

100

Inference: 86.68% of the employees feel the birthday bashes celebration is entertaining, 6.66 % of the employees feel the celebration can be improved and another 6.66% employees have no comments. Chart No: 5.1 Employees personal opinion about the birthday bashes Celebration

100 90 80

86.68

70 60 50 40 30 20 10

6.66

6.66

Can be Improved

No Comments

0 Entertaining

Table No: 5.2 25

Employee’s frequency of attending the birthday bashes celebrations S.No

Frequency

No. of Respondents

Percentage

1

Regularly

15

50

2

Sometimes

8

26.67

3 4

Never On my Birthday

0 5

0 16.67

5

My friend’s Birthday

2

6.66

Total

30

100

Inference: 50% of the employees attend regularly the birthday bashes celebration, 26.67 % of the employees attend sometimes, 16.67% of the employees attend on their birthdays and 6.66% attend on their friend’s birthday. Chart No: 5.2 Employees frequency of attending the birthday bashes Celebrations

60 50

50

40 26.67

30

16.67

20

6.66

10 0

0 Regularly

Sometimes

Never

On my Birthday

My friend’s Birthday

Table No: 5.3

26

Employee’s preference if there are increases entertaining programs in the celebrations S.No 1 2 3 4 5

Preference Excellent Very Good Fair

No. of Respondents 23 7 0

Percentage 76.67 23.33 0

0 0 30

0 0 100

Poor Very Poor Total

Inference: 76% of the employees prefer it’s excellent to increase the entertaining programs, 23.33 % of the employees feel it’s very good to increase the entertaining programs. Chart No: 5.3 Employee’s preference if there are increases entertaining programs in the celebrations

90 80

76.67

70 60 50 40 30

23.33

20 10 0 Excellent

Very Good

0

0

0

Fair

Poor

Very Poor

Table No: 5.4

27

Employee’s opinion on external agencies giving presentations/Seminar at EFD S.No 1 2 3 4 5

Preference Excellent Very Good Fair

No. of Respondents 24 6 0

Percentage 80 20 0

0 0 30

0 0 100

Poor Very Poor Total

Inference: 80% of the employees

prefer

it’s excellent on external agencies

giving

presentations/Seminar at EFD, 20 % of the employees feel it’s very good on external agencies giving presentations/Seminar at EFD Chart No: 5.4 Employee’s opinion on external agencies giving presentations/Seminar at EFD

90 80

80

70 60 50 40 30

20

20 10 0 Excellent

Very Good

0

0

0

Fair

Poor

Very Poor

Table No: 5.5 Employee’s preference on topics presented by external agencies

28

S.No

Preference

No. of

Percentage

Respondents 10

33.33

1

Personality Development

2

Health Care

5

16.67

3

Financial Enhancements

6

20

4

Stress Management

5

16.67

5

Individual Social Responsibility

4

13.33

Total

30

100

Inference: 33.33% of the employees prefer Personality Development, 16.67 % of the employees prefer Health Care, 20% prefer Financial Enhancements, 16.67 % prefer Stress Management, and 13.33 % prefer Individual Social Responsibility. Chart No: 5.5 Employee’s preference on topics presented by external agencies

33.33

13.33

Individual Social Responsibility

16.67

Stress Management

20

Financial Enhancements

Health Care

16.67

Personality Development

35 30 25 20 15 10 5 0

Table No: 5.6 Employee’s ratings for the external agencies presentation skills & ability to hold the interest of the audience

29

S.No 1 2 3 4 5

Ratings Strongly Agree Agree No Comments Disagree Strongly Disagree Total

No. of Respondents 8 22 0 0 0 30

Percentage 16.67 73.33 0 0 0 100

Inference: 16.67% of the employees rates Excellent for the presentation and 73.33 % rates Very Good for the presentation. Chart No: 5.6 Employee’s ratings for the external agencies presentation skills & ability to hold the interest of the audience

80

73.33

70 60 50 40 30 20

16.67

10 0 Strongly Agree

Agree

0

0

0

No Comments

Disagree

Strongly Disagree

Table No: 5.7 Employee’s opinion on the usefulness of the contents of the induction program. S.No 1 2

Ratings Strongly Agree Agree

No. of Respondents 15 14

Percentage 50 46.67

30

3 4 5

No Comments Disagree Strongly Disagree Total

1 0 0 30

3.33 0 0 100

Inference: 50% of the employees strongly agree that the contents of the induction program was useful to them, 46.67 % agree it was useful and 3.33% have no comments. Chart No: 5.7 Employees opinion on the usefulness of the contents of the induction program.

60 50

50

46.67

40 30 20 10

3.33

0 Strongly Agree

Agree

No Comments

0

0

Disagree

Strongly Disagree

Table No: 5.8 Employees opinion on the celebration of major festivals at EFD S.No 1 2 3 4 5

Ratings Strongly Agree Agree No Comments Disagree Strongly Disagree

No. of Respondents 19 10 1 0 0

Percentage 63.34 33.33 3.33 0 0 31

Total

30

100

Inference: 63.34% of the employees strongly agree that the major festivals are celebrated well at EFD, 33.33 % agree it’s well celebrated and 3.33% have no comments. Chart No: 5.8 Employees opinion on the celebration of major festivals at EFD

70

63.34

60 50 40

33.33

30 20 10

3.33

0 Strongly Agree

Agree

No Comments

0

0

Disagree

Strongly Disagree

Table No: 5.9 Employees opinion on the happenings of sport events periodically at EFD S.No 1 2 3 4 5

Ratings Strongly Agree Agree No Comments Disagree Strongly Disagree Total

No. of Respondents 21 8 1 0 0 30

Percentage 70 26.67 3.33 0 0 100

Inference: 32

70% of the employees strongly agree that the Sport events happen periodically at EFD, 26.67 % agree it happens periodically and 3.33% have no comments. Chart No: 5. 9 Employees opinion on the happenings of sport events periodically at EFD

80 70

70

60 50 40 26.67

30 20 10

3.33

0 Strongly Agree

Agree

No Comments

0

0

Disagree

Strongly Disagree

Table No: 5.10 Employees opinion on the approachability of the HR S.No 1 2 3 4 5

Ratings Strongly Agree Agree No Comments Disagree Strongly Disagree Total

No. of Respondents 29 1 0 0 0 30

Percentage 96.67 3.33 0 0 0 100

Inference: 96.67% of the employees strongly agree that the HR is approachable and 3.33 % of the employees agree. 33

Chart No: 5. 10 Employees opinion on the approachability of the HR

120 100

96.67

80 60 40 20

3.33

0

0

0

Agree

No Comments

Disagree

Strongly Disagree

0 Strongly Agree

Table No: 5.11 Employee’s opinion on the Skip level meeting & town hall meetings happens at regular interval S.No 1 2 3 4 5

Ratings Strongly Agree Agree No Comments Disagree Strongly Disagree Total

No. of Respondents 23 6 1 0 0 30

Percentage 76.67 20 3.33 0 0 100

Inference: 76.67% of the employees strongly agree that the Skip level meeting & town hall meetings happen at regular interval, 20% agree and 3.33 % of the employees have no comments.

34

Chart No: 5. 11 Employee’s opinion on the Skip level meeting & town hall meetings happens at regular interval 90 80

76.67

70 60 50 40 30

20

20

3.33

10 0 Strongly Agree

Agree

No Comments

0

0

Disagree

Strongly Disagree

Table No: 5.12 Employees opinion regarding the statement “I understand what EFD as a company, is trying to achieve” S.No 1 2 3 4 5

Ratings Strongly Agree Agree No Comments Disagree Strongly Disagree Total

No. of Respondents 18 12 0 0 0 30

Percentage 60 40 0 0 0 100

Inference: 60% of the employees strongly agree to the statement and 40% of the employees agree to the statement. Chart No: 5. 12

35

Employees opinion regarding the statement “I understand what EFD as a company, is trying to achieve”

70 60

60

50

40

40 30 20 10 0 Strongly Agree

Agree

0

0

0

No Comments

Disagree

Strongly Disagree

Table No: 5.13 Employees’ opinion on employee engagement activities boosting up their morale S.No 1 2 3 4 5

Ratings Strongly Agree Agree No Comments Disagree Strongly Disagree Total

No. of Respondents 15 14 1 0 0 30

Percentage 50 46.67 3.33 0 0 100

Inference: 50% of the employees strongly agree that the employee engagement activities boost up their morale, 46.67% of the employees agree and 3.33 % have no comments Chart No: 5. 13 Employee’s opinion on employee engagement activities boosting up their morale

36

60 50

50

46.67

40 30 20 10

3.33

0 Strongly Agree

Agree

No Comments

0

0

Disagree

Strongly Disagree

Table No: 5.14 Employee’s opinion on having fun at work place S.No 1 2 3 4 5

Ratings Strongly Agree Agree No Comments Disagree Strongly Disagree Total

No. of Respondents 25 5 0 0 0 30

Percentage 83.33 16.67 0 0 0 100

Inference: 83.33% of the employees strongly agree that they have fun at work place and 16.67% of the employees agree. Chart No: 5. 14 Employee’s opinion on having fun at work place

37

90

83.33

80 70 60 50 40 30

16.67

20 10 0 Strongly Agree

Agree

0

0

0

No Comments

Disagree

Strongly Disagree

Table No: 5.15 Employee’s opinion on that they have been given a realistic job preview S.No 1 2 3 4 5

Ratings Strongly Agree Agree No Comments Disagree Strongly Disagree Total

No. of Respondents 24 6 0 0 0 30

Percentage 80 20 0 0 0 100

Inference: 80% of the employees strongly agree that they have been given a realistic job preview and 20% of the employees agree. Chart No: 5. 15 Employee’s opinion on that they have been given a realistic job preview

38

90 80

80

70 60 50 40 30

20

20 10 0 Strongly Agree

Agree

0

0

0

No Comments

Disagree

Strongly Disagree

Table No: 5.16 Employee’s opinion on that they have been given equal opportunities & fair treatment within EFD. S.No 1 2 3 4 5

Ratings Strongly Agree Agree No Comments Disagree Strongly Disagree Total

No. of Respondents 19 10 1 0 0 30

Percentage 63.34 33.33 3.33 0 0 100

Inference: 63.34% of the employees strongly agree that they have been given equal opportunities & fair treatment within EFD, 33.33% of the employees agree and 3.33% have no comments. Chart No: 5.16 Employees opinion on that they have been given equal opportunities & fair treatment within EFD.

39

70

63.34

60 50 40

33.33

30 20 10

3.33

0 Strongly Agree

Agree

No Comments

0

0

Disagree

Strongly Disagree

Table No: 5.17 Employees opinion on that they feel their basic health & safety is taken care within EFD S.No 1 2 3 4 5

Ratings Strongly Agree Agree No Comments Disagree Strongly Disagree Total

No. of Respondents 24 6 0 0 0 30

Percentage 80 20 0 0 0 100

Inference: 80% of the employees strongly agree that they feel their basic health & safety is taken care within EFD and 20% of the employees agree. Chart No: 5. 17 Employees opinion on that they feel their basic health & safety is taken care within EFD

40

90 80

80

70 60 50 40 30

20

20 10 0 Strongly Agree

Agree

0

0

0

No Comments

Disagree

Strongly Disagree

Table No: 5.18 Employees opinion on the employee engagement activities has been motivated me to work towards the organizational goals. S.No 1 2 3 4 5

Ratings Strongly Agree Agree No Comments Disagree Strongly Disagree Total

No. of Respondents 16 14 0 0 0 30

Percentage 53.33 46.67 0 0 0 100

Inference: 53.33% of the employees strongly agree that the employee engagement activities has been motivated me to work towards the organizational goals and 46.67% of the employees agree. Chart No: 5. 18 Employees opinion on the employee engagement activities has been motivated me to work towards the organizational goals.

41

60

53.33 46.67

50 40 30 20 10 0 Strongly Agree

Agree

0

0

0

No Comments

Disagree

Strongly Disagree

5.20 Coefficient of Variation Let X be the HR approachability Let Y be the happening of Skip level & Town hall meetings] X 23 6 1 0 0

X-X = X 17 0 -5 -6 -6

X² 289 0 25 36 36

Y 29 1 0 0 0

Y-Y=Y 23 -5 -6 -6 -6

Y² 529 25 36 36 36

∑ X=30

∑ X=0

386

∑X=30

∑X=0

662

C.V. = /X * 100 X

= ∑ X/N = √X²/N

X

= 3.93

C.V. = Y

/Y * 100

= ∑ Y/N =√Y²/N

42

Y

= 5.14

Inference From the value of Coefficient of variance it is inferred that the meetings conducted by the HR is less than their Approachability Therefore the Team HR is approachable.

CHAPTER- 6 6.1 FINDINGS OF THE STUDY •

From the study it was found that, almost 90 % of the associates are highly engaged with the company both intellectually & emotionally.

•

According to the respondents 86% of the associates feel the birthday bashes celebration is entertaining, 50% of the associates attend the birthday bashes celebration regularly and 76% of the associates prefer increased entertainment programs.

•

The study found that 80% of the associates have opted excellent for the external agencies giving a presentation/seminar at EFD, 76% of the associates agree the external agencies had the ability to hold the interests of the audience.

•

In the study the topics preferred by the associates are as follows  33.33% of the employees prefer Personality Development,  16.67 % of the employees prefer Health Care,  20% prefer Financial Enhancements,  16.67 % prefer Stress Management, and  13.33 % prefer Individual Social Responsibility.

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•

It was found that 76% of the associates strongly agree that the skip level meetings & town hall meetings happen at regular intervals & 96% of the associates strongly agree that the HR is approachable

•

According to the study 80% of the associates feel the employee engagement activities boost their morale , 80% of the associates strongly agree that they have fun at work place,70% of the associates strongly agree that their basic health & safety are taken care at EFD

•

80% of the associates strongly agree that they have been given a realistic job preview & have equal and fair Opportunities within EFD.

6.2 SUGGESTIONS AND RECOMMENDATIONS From the overall study it is proved that most of the associates are highly engaged with the organization; however the associates have fewer problems with the engagement activities, those problems can be rectified by using the following measures so that employees can develop ownership of their goals, targets, and milestones, and enhance their contributions to the company and increase their impact.

•

To have a perfect response for the birthday bash celebration the organization can increase the entertainment programs with more number of games, puzzle solving, riddles & also may distribute gifts.

•

As the associates

are very

much interested

in External agencies

giving

presentations/seminars at EFD, the organization can recognize their preferred topics and made them feel that their contribution was important and to believe their values were mirrored by those espoused by senior management. •

The team HR can maintain the same regular intervals for town hall meetings & skip level meetings to ensure an healthy relationship amongst the associates & employers 44

•

Finally the organization can increase the engagement activities like hiring a teambuilding expert and arrange a one-day retreat, create an anonymous feedback mechanism, Provide feedback and guidance every now & then, provide them with various services to help them balance their work and family lives to understand the associates and to engage all the employees more actively than the present level.

CHAPTER-7 CONCLUSION In today’s competitive Business world, employees are expecting more and more from the employers. With increased change in needs and expectation of the employees and the employers need to be cautious in choosing the right fit and giving a realistic job preview and engage the associates through their engagement activities to build passion, commitment and alignment with the organization’s strategies and goals From the study on the employee engagement activities at EFD, it was found that the most of the associates are highly engaged with the company both intellectually & emotionally. Also the study infers that the associates are more pleased about the birthday bashes celebrations and external agencies giving presentations/seminar at EFD, however they expect more increased entertainment programs. Therefore the concern has to concentrate more on increasing the entertainment programs & recognize their personally preferred topics for external agencies presentations. With regards to the approachability of HR & meetings conducted by the HR’s at EFD are convincing for the associates. To conclude, the study explores the employee engagement activities at EFD infers that the employees have a good will within the organization and the concern has to focus on the key

45

areas where the associate’s needs has to be satisfied to lower the attrition rate , to provide a highenergy working environment and to improve the overall organizational effectiveness

CHAPTER-8 8.1 SCOPE FOR THE FURTHER STUDY 1)

The project throws light on the need for Learning Employee Engagement for successfully sustaining the associates in the organization.

2)

The project was developed to check the effectiveness of the employee engagement activities.

3)

It will be helpful for the Management to identify the needs and wants of the associates to get relaxed from their work tension through engagement activities

4)

This study would be a base for the researchers who are carrying survey in the similar topic else where.

5)

The study also helps the concern for the further enhancement for their engagement activities by elaborating the current survey.

8.2 LIMITATIONS 1)

The study is based upon small sample size of 30 samples.

2)

Inconvenience in meeting all the associates and collect data. 46

3)

The study is based on employee’s side only. It does not explore the pros and corns on the side of employers.

4)

The study has been done mainly for academic purpose and duration of the data collection period is a major constraint.

5)

The Project data can be valid up to six months, Hence there are chances for the changes in the findings and results obtained.

ANNEXURE ANNEXURE-I

Survey Form

Personal Details Name: Department: 1. What is your personal opinion about the Birthday bashes Celebration Entertaining

Can be improved

No Comments

2. Your frequency of attending the Birthday Bashes celebrations

47

Regularly Sometimes Never On my Birthday My Friend’s Birthday 3. Can you suggest a convenient time & day to celebrate the birthday bashes that could commonly favor all the other associates Time: ------------ AM/PM

Day: ---------------

4. How would you prefer the celebration, if there are increased entertainment programs. Excellent

Very Good

Fair

Poor

Very Poor

5. What is your opinion about the external agencies giving a Presentation/Seminar at EFD Excellent

Very Good

Fair

Poor

Very Poor

6. What type of topics you prefer to be presented in external agencies giving a Presentation/Seminar at EFD Personality Development Health Care Financial Enhancements (e.g. Stocks, Shares, Investments etc.) Stress Management / self Development Individual Social Responsibility Any other (Please Specify)…………………………. 48

7. How would rate the external agencies presentation skills & ability to hold the interest of the audience Strongly Agree

Agree

No Comments

Disagree

Strongly Disagree

8. The contents of the induction program was really useful to me Strongly Agree

Agree

No Comments

Disagree

Strongly Disagree

9. Major festivals are celebrated well in EFD Strongly Agree

Agree

No Comments

Disagree

Strongly Disagree

Disagree

Strongly Disagree

Disagree

Strongly Disagree

10. Sports events happens periodically Strongly Agree

Agree

No Comments

11. HR is approachable to you Strongly Agree

Agree

No Comments

12. Do you think the HR skip level & town hall meeting happens at regular intervals Strongly Agree

Agree

No Comments

Disagree

Strongly Disagree

13. Regarding the statement “ I understand what EFD,as a company, is trying to achieve” what would you say Strongly Agree

Agree

No Comments

Disagree

Strongly Disagree

49

14. Employee Engagement Activities boost my Morale Strongly Agree

Agree

No Comments

Disagree

Strongly Disagree

Disagree

Strongly Disagree

15. I have fun at work place Strongly Agree

Agree

No Comments

16. I have been given a realistic job preview Strongly Agree

Agree

No Comments

Disagree

Strongly Disagree

17. I have been given equal opportunities & fair treatment within EFD Strongly Agree

Agree

No Comments

Disagree

Strongly Disagree

18. I feel my basic health & safety is taken care within EFD Strongly Agree

Agree

No Comments

Disagree

Strongly Disagree

19. The Employee Engagement Activities has been motivated me to work towards the Organizational goals Strongly Agree

Agree

No Comments

Disagree

Strongly Disagree

20. Your Valuable comments/suggestions/observations ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

50

ANNEXURE-II

BIBLIOGRAPHY BOOKS: 1. Kothari C.R.,

“RESEARCH Methodology – Methods & Techniques “ Publishers- New Age International (P) Ltd., New Delhi, Second Edition, 2004

2. Gupta, S.P.,

“Statistical Methods”, Thirty Fourth Editions, 2005

3. Arun Monappa

“Personal Management” Second Edition

WEBSITES: 1. www.efunds.com 51

2. www.managment.org 3. www.moraleinfo.com 4. www.hrdigest.com

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