ATHARVA INSTITUTE OF MANAGEMENT STUDIES

FACTORS AFFECTING THE EMPLOYEE ENGAGEMENT

Submitted to Prof. Kinnari Singh

MMS

SEMISTER II

DIVISION :

NAME

ROLL NO

VINEATA SRIVASTAVA

42

RUTH SERRAO

29

ARPITA THAKOR

50

NILESH PRABHU

20

ACKNOWLEDGMENTS
At the very outset, we would like to express our gratitude to our guide Prof. Mrs.
KinnariSingh, who has been a constant source of inspiration, while guiding us during the tenure
of this project.
We would also like to acknowledgeUDHE INDIA PVT. LTD. whohas 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)

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 students

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

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

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

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

Date:
3

TABLE OF CONTENTS
SR. NO.

PARTICULARS

PAGE NO.

ACKNOWLEDGEMENT

DECLARATION

EXECUTIVE SUMMARY

PROBLEM STATEMENT

RESEARCH OBJECTIVES

HYPOTHESIS

BENEFITS OF THE STUDY

IMPORTANCE OF THE STUDY

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

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.

PROBLEM STATEMENT
To study the factors affecting Employee Engagement

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
companys 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.
Provides a high energy working environment.
Engaged employees serve as a brand ambassador of the organisation.
7

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 cant 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 others 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 members 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
New forms of dialogue with employees leading to new ideas and innovation
8

 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, its 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.

Motivation
9

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 companys leadership team is an infallible
strategy for improving employee engagement. Employees who believe the companys 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 companys 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.

Trust
10

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 positionsfor 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.
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.
11

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 theyll 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.
thats 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
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.
12

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
companys 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.
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

13

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.
Fundamentally, communication is about managing relationships and needs to be built into the
fabric of organizational life

14

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 organizations 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
3. Increases in compensation and benefits on account of promotions/grade change/position
enhancement
15

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/behaviors/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, its likely that 50 per cent of the current
workforce would prefer to retire in the next 10 years. Another problem weve 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.
It is clear that we face some significant challenges with engaging both these segments of the
workforce.

16

SWOT ANALYSIS

SAMPLING
Target population
17

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.Ps, D.G.M
16 from middle management- Managers & Asst. Manager
18 from Junior Management- Supervisors

Sampling methods
1.
2.
3.
4.

Random Sampling
Systematic Sampling
Convenience Sampling
Quota Sampling

ERRORS IN SAMPLING
I.

Random sampling error

18

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.

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.
19

Operating from Mumbai and Pune with a workforce of over 1,000 specialists, its
solutions encompass the entire range of services for Fertiliser, Petrochemical, Refinery,
Electrolysis, Metallurgical, Pharmaceutical and Industrial projects. UHDEs 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 EMPLOYEES

32%

36%

SR MANAGER
MIDDLE
MANAGER
JUNIOR
MANAGER

32%

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

REWARDS
20

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

SR.
MANAGER
4
8
3
1
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

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

21

COMMUNICATION

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

SR.
MANAGER
4
5
5
2
0

MIDDLE
MANAGER
1
8
6
1
0

18
16
14
12
10
8
6
4
2
0

JUNIOR
MANAGER
2
5
7
3
0

STRONGLY DISAGREE
DISAGREE
NEUTRAL
AGREE
STRONGLY AGREE

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

MIDDLE
22

JUNIOR

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

MANAGER
2
8
2
4
0

MANAGER
4
8
3
1
0

18
16
14
12
10
8
6
4
2
0

MANAGER
1
9
6
1
0

STRONGLY DISAGREE
DISAGREE
NEUTRAL
AGREE
STRONGLY AGREE

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

MIDDLE
23

JUNIOR

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

MANAGER
1
8
7
0
1
16

MANAGER
2
3
8
2
1
16

18
16
14
12
10
8
6
4
2
0

STRONGLY DISAGREE
DISAGREE
NEUTRAL
AGREE
STRONGLY AGREE

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

VERY

SOMEWHAT NOT TOO

24

MANAGER
3
4
7
1
2
17

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

11

10

12
10
8

REMUNERATION

FLEXIBLE WORKING
HRS

PARTICIPATION IN
DECISION

2
0

REWARDS &
RECOGNITION
ORGANIZATION
CULTURE

MIDDLE MANAGER
25

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

14
12
10
8
6
4
2
0

REMUNERATION
FLEXIBLE WORKING
HRS
PARTICIPATION IN
DECISION
REWARDS &
RECOGNITION
ORGANIZATION
CULTURE

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

10

14
12
10
8
6
4
2
0

REMUNERATION
FLEXIBLE WORKING
HRS
PARTICIPATION IN
DECISION
REWARDS &
RECOGNITION
ORGANIZATION
CULTURE

27

REWARDS
SR.
MANAGER
4
8
12

STRONGLY AGREE
AGREE
TOTAL

MIDDLE
MANAGER
8
6
14

JUNIOR
MANAGER
5
4
9

35

REWARDS

26%

34%

40%

28

SR. MANAGER
MIDDLE
MANAGER
JUNIOR
MANAGER

COMMUNICATION
SR.
MANAGER
4
5
9

STRONGLY AGREE
AGREE
TOTAL

MIDDLE
MANAGER
1
8
9

JUNIOR
MANAGER
2
5
7

25

COMMUNICATION

28%

36%

36%

29

SR. MANAGER
MIDDLE
MANAGER
JUNIOR
MANAGER

CULTURE

STRONGLY AGREE
AGREE
TOTAL

SR.
MANAGER
2
8
10

MIDDLE
MANAGER
4
8
12

JUNIOR
MANAGER
1
9
10

CULTURE

32%

32%

36%

30

SR. MANAGER
MIDDLE
MANAGER
JUNIOR
MANAGER

32

ATTRITION
SR.
MANAGER
1
8
9

STRONGLY AGREE
AGREE
TOTAL

MIDDLE
MANAGER
2
3
5

JUNIOR
MANAGER
3
4
7

ATTRITION

33%

43%

24%

31

SR.MANAGER
MIDDLE
MANAGER
JUNIOR
MANAGER

21

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.

32

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
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.

33

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

34

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:

Date of birth:
Education Qualification:
Occupation:

35

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.
36

IS

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

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.

1. YES

2. CANT SAY

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. Cant 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

37

IMPORTANT

IMPORTANT

IMPORTANT

Remuneration

___________

___________

___________

Flexible working Hours

___________

___________

___________

Participation in Decision

___________

___________

___________

Rewards & Recognition

___________

___________

___________

Organization Culture

___________

___________

___________

Any Comments:______________________________________________________________________________
______________________________________________________________________________
Thank youfor your input.

38