A

PROJECT REPORT

ON

“EMPLOYEE ENAGAGEMENT”

BY- MAHVISH JHETAM

AT

INDEX INFOTECH

UNDER THE GUIDENCE OF

MS. UZMA SHAIKH

SUBMITTED TO

“SAVITRIBAI PHULE PUNE UNIVERSITY”

YEAR 2017-2018

IN PARTIAL FULFILMENT OF

BACHELOR OF BUSINESS ADMINISTRATION

THROUGH

ABEDA INAMDAR SENIOR COLLEGE.

CAMP:- 411001
 ACKNOWLEDGEMENT

On the very outset of this report, I would like to extent my sincere & heartfelt obligation towards
all the personages who have helped me in this endeavour. Without their active guidance, help,
cooperation & encouragement, I would not have made headway in the project.

I am ineffably indebted to Ms.Rukaiya Somliyawala for giving me an opportunity to do the

project work in Index Infotech and providing me all the support and guidance, which made me,
complete the project on time. I am extremely grateful to them for providing me such nice support
and guidance though they had a busy schedule managing the company affairs.

I would like to put my thanks to honourable Principal Ms. Shaila Bootwala who was always by
the side of the students with any kind of help.

I am extremely thankful and pay gratitude to my faculty Ms. Uzma Shaikh for her valuable
guidance, critical advice and support without which this project would have not been possible.

I extend my gratitude to Abeda Inamdar Senior College for giving me this opportunity. I also
acknowledge with a deep sense of reverence, my gratitude towards my parents and member of
my family, who have always supported me morally as well as economically. At last but not the
least gratitude, goes to all of the non-teaching staff and friends who directly or indirectly helped
me to complete this project report. Any omission in this brief acknowledgement does not mean
lack of gratitude.
 DECLARATION
I hereby declare, that the project work entitled “Employee Engagement at Index Infotech”
submitted to, the “Savitribai Phule Pune University” is a record, of and original work done by
me. Under the guidance of Prof. Uzma Shaikh, faculty member of ‘Abeda Inamdar Senior
College, and this project work is submitted in the partial fulfilment of the requirements of the
award of degree of Bachelor of Business Administration (BBA).

I further declare that the work report in this project has not been submitted, and will not be
submitted, either in part or in full, for the award of any other degree or diploma in that institute
or any other university.

Date:
Place: Pune Mahvish Jhetam
 INDEX

Sr. No TOPIC PAGE NO.

1. INTRODUCTION

2. COMPANY PROFILE

3. REVIEW OF LITRETURE

4. EMPLOYEE ENGAGEMENT PRACTICES

5. RESEARCH METHODOLOGY

6. DATA ANALYSIS AND INTERPRETATION

7. CONCLUSION

8. SUGGESTIONS AND RECOMNDATION

9. BIBLOGRAPHY

10. QUESTIONNAIRE
INTRODUCTION
 INTRODUCTION
The Project titled “Employee Engagement” undertaken at Index Infotech. The project report is
about how the employees at an organization are engaged to work for the achieving goals.
Employee Engagement is a workplace approach resulting in the right conditions for all members
of an organization to give their best each day. Employee Engagement is based on trust, integrity,
a two-way commitment and communication between an organization and its members. It is an
approach that increases the chances of business success, contributing to organizational and
individual performance, productivity and well-being.

From an employer's point of view, employee engagement is concerned with using new measures
and initiatives to increase the positive emotional attachment felt and therefore productivity and
overall business success. An engaged workforce produces better business results, does not hop
jobs and more importantly, is an ambassador of the organization at all points of time.

Engaged employees are perceived to form a part of an organization’s brand and an engaged,
happy workforce can have a knock-on effect on customer retention, recruitment of key talent and
the ability to attract new customers in a world where a company's values are crucial to the
consumers.

The definitions, as seen, focus on the employer as well as the employee willing to work given
learning opportunities. Personal growth, opportunities to learn and explore is becoming a primary
driver. Equity more than pay is a driving force. Catering to the changing needs to foster engaged
employees is the need of the hour. Critics question whether employee engagement is compatible
with the naturally competitive business environment, whether positive emotional attachments
result in increased productivity and whether there is sufficient ROI on employee engagement
initiatives to make them worthwhile.
Employee engagement involves the following aspects −

 The nature of the job itself.

 Whether the employee feels mentally stimulated.

 The trust and communication between the employees and the management.

 The ability of an employee to see how their own work contributes to the overall company
performance.

 The opportunity of growth within the organization.

 The level of pride an employee has about working or being associated with the company.

The emotional connection of an employee toward the organization tends to influence his or
her behaviors and the level of effort in work related activities. The more engagement an
employee has with his or her company, the more effort they put forth.

Why is Employee Engagement So Important?

As a manager, keeping your employees engaged is perhaps the biggest challenge you face. It is
also a huge opportunity to gain long term commitment and discretionary effort from your team.
That effort will ultimately lead to higher sales and fewer mistakes.

There is more and more convincing evidence that improving employee engagement can
significantly improve the company’s performance across several key areas, such as;

 Profitability

 Productivity

 Customer Satisfaction

 Innovation
  Health and Safety

 Sickness and Absence

 Turnover and Wellbeing

But, to achieve that, your engagement efforts should be aligned with your overall business
strategy. Implementing unplanned ideas and activities that you think might help, without
monitoring or measuring their impact, is a waste of time and resources.

Employee engagement is a fundamental concept in the effort to understand and describe, both
qualitatively and quantitatively, the nature of the relationship between an organization and
its employees. An "engaged employee" is defined, as one who is fully absorbed by and
enthusiastic about their work and so takes positive action to further the organizations reputation
and interests. An engaged employee has a positive attitude towards the organization and its
values.

An organization with "high" employee engagement might therefore, be expected to outperform

those with "low" employee engagement

Employee engagement first appeared as a concept in management theory in the 1990s,[becoming

widespread in management practice in the 2000s, but it remains contested. It stands in an
unspecified relationship to earlier, construct such as morale and job satisfaction. Despite
academic critiques, employee-engagement practices are well, established, in the management
of human resources and of internal communications.

Employee engagement today has become synonymous with terms like 'employee experience' and
'employee satisfaction'. The relevance is much more due to the vast majority of new generation
professionals in the workforce who have a higher propensity to be 'distracted' and 'disengaged' at
work.

Drivers of engagement:

Some additional points from research into drivers of engagement are presented, below:
 Employee perceptions of job importance – An employee's attitude toward the job's
importance and the company had the greatest impact on loyalty and customer service than all
other employee factors combined."
 Employee clarity of job expectations – "If expectations are not clear and basic materials
and equipment are not provided, negative emotions such as boredom or resentment may
result, and the employee may then become focused on surviving more than thinking about
how he can help the organization succeed.
Career advancement / Improvement opportunities – "Plant supervisors and managers
indicated that many plant improvements were being made outside the suggestion system,
 Where employees initiated changes in order to reap the bonuses generated by the subsequent
cost savings.
 Regular feedback and dialogue with superiors – "Feedback is the key to giving employees
a sense of where they’re going, but many organizations are remarkably bad at giving it." In
fact, employees that feel like their supervisors are supportive are 67% more engaged.
 Quality of working relationships with peers, superiors, and subordinates – "...if
employees' relationship with their managers is fractured, then no amount of perks will
persuade the employees to perform at top levels. Employee engagement is a direct reflection
of how employees feel about their relationship with the boss."
 Perceptions of the ethos and values of the organization – "'Inspiration and values' is the
most important of the six drivers in our Engaged Performance model. Inspirational
leadership is the ultimate benefit. In its absence, [it] is unlikely to engage employees."
 Effective internal employee communications – which convey a clear description of "what's
going on". "'

Commitment theories are rather, based on creating conditions, under which the employee will
feel compelled to work for an organization, whereas engagement theories aim to bring about a
situation in which the employee by free choice has an intrinsic desire to work in the best interests
of the organization.

Recent research has focused on developing a better understanding of how variables such as,
quality of work relationships and values of the organization interact, and their link to important
work outcomes. From the perspective of the employee, "outcomes" range from strong
commitment to the isolation of oneself from the organization.
Definition and its Origin:
Organizations have come to realize that in today’s constantly changing business scenario, the
most valuable resource that needs to be, leveraged is human resource. This means not just
attracting with the employees and also retaining them but keeping them motivated and
committed to achieving the organization goals.

Origin of Employee Engagement:

History records that about 2300 years ago, Alexander (356 BC – 323 BC) was able to march
ahead and conquer unknown lands by battling for years across continents, miles away from
home, because he had an engaged army that was willing to abide by its commander.

Alexander is known, to have achieved the engaged workforce by ensuring that he spent face time
with his men, listening and addressing grievance, ensuring on time payment of salary, dressing
like the rest of his army and most importantly by leading from front.

More recently, in World War II, Americans funded a lot of money for researching the behavior
of its soldiers to be able to predict their battle readiness.

History is dotted with examples of leaders who have led their men by building a psychological
commitment between their men and their ideology to achieve greatness. In this psychological
contract lies the roots of today’s Employee Engagement theories propounded by organizations.

Definition of Employee Engagement

An engaged workforce produces better business results, does not hop jobs and more importantly
is an ambassador of the organization at all points of time. This engagement is, achieved when
people consider their organization respects their work, their work contributes to the organization
goals and more importantly, their personal aspirations of growth, rewards and pay are meet.

The Hay Group defines engaged performance as “a result that is achieved by stimulating
employees’ enthusiasm for their work and directing it toward organization success. This result
can only be achieved when employers offer an implicit contract to their employees that elicits
specific positive behaviors aligned with organization’s goals...”
Lanphear defines EE as “the bond employees have with their organization” Lanphear further
espouses that, “when employees really care about the business, they are more likely to go the
extra mile.” The definitions, as seen, focus on employer as well as the employee. Today is
millennial workforce is more informed, connected, willing to work given learning opportunities.
Personal growth, opportunities to learn and explore is becoming a primary driver. Equity more
than pay is a driving force. Catering to the changing needs to foster engaged employees is the
need of the hour. In conclusion, understanding employee engagement drivers, measuring and
enhancing engagement offers promise of better business performance by ambassadors of the
organization who work like entrepreneurs and help sustain organization growth through
innovation and lower employee turnover.
COMPANY PROFILE
 COMPANY PROFILE
NAME INDEX INFOTECH

LOCATION AZAM CAMPUS, PUNE

PHONE NO: +919114447777

ACTIVITY BUSINESS SERVICES

WEBSITE hr@indexinfotech.com/ www.infotech.com

YEAR OF ESTABLISHMENT 2011

BRANCHES DUBAI, MENA, US, CANADA & INDIA

LITRETURE REVIEW
LITERATURE REVIEW:

Review of literature on the subject matter of ‘Employee Engagement’ from various aspects
within the constraints of limited data and research materials. This provides a conceptual
understanding of employee engagement, its importance and impact on organizational
performance. Herbert Kelman (1958) provided support for distinction between compliance and
internalization. Through an experiment on black American students, he was able to prove that an
individual is able to make their choice much more freely during an internalization condition.
This freedom allowed them to express their opinions. To achieve a state of engagement one has
to achieve the state of internalization. Frederick Herzberg (1959) interviewed around two
hundred engineers and accountants to understand the attitude of people towards work. Then
emerged the dual factor theory of motivation He found that there are a set of hygiene factors, the
lack of which may be harmful, but they do little contribution to provide job satisfaction and stay
extrinsic to the job. It is the intrinsic to job factors, or motivators that are key in, making people
happy with their job. Employee engagement is all about sustaining the hygiene factors and
playing completely in those motivators. The genesis of employee engagement was also laid
Douglas McGregor (1960) when he spoke about “Principle of Integration” in his book “The
Human Side of an Enterprise”. McGregor felt that the effectiveness of an organization was
proportional to the untapped potential of its resources. There is a perfect unison in the
organization when the self-interests of each of its employees connect with the interests of the
organization. When done successfully these results in engagement of an employee Chris Argyris
and Edgar Schein (1960) emerged the concept of “Psychological Contract”. Which refers to the
relationship between an employer and its employees and specifically concerns mutual
expectations of inputs and outcomes? The psychological contract was the level of fairness or
balance between employee-employer relationships. This determines, (A) How the employee is,
treated by the employer and (B) what the employee puts into the job. This psychological contract
is not different from employee engagement. David McClelland (1961) identified three types of
motivational needs through which an individual anchors oneself in an organizational setting, a)
Achievement Motivation (n-ach), b) Power Motivation (n-pow) and c) Affiliation motivation (n-
affil). An individual is constant seeking one or a combination of the above in life. An
organization will have to understand the motives of an individual in totality. An engagement
happens when the employee is able to bring their whole and soul to their organization. Thomas J
Watson Jr (1969) the second CEO of IBM once said, “There are a lot of ideas worth listening to
in this company. Let us be sure we are paying attention”.
EMPLOYEE ENGAGEMENT: A REVIEW OF CURRENT THINKING
By building a culture, that enables employees of engage in their work, organizations may benefit
from staff who are willing to go to the extra mile and achieve better financial performance.

PURPOSE OF REVIEW:

To continue our extensive work to date and in an endeavor to bring some clarity in an area of
much confusion, this paper, based on systematic review of the literature on employees
engagement, seeks to synthesize the current thinking and evidence. This review will:

 Explore how engagement is defined in the practitioner, consultancy and academic

literature and overlaps with other concepts

 Explore what are thought to be the outcomes of engagement for organizations and their
employees and how they can be measured

 Consider if some people are more likely to engage to others

 Review what the current literature tells us are the key drivers and barriers to engagement.

Finally, consider how to develop a culture supportive of engagement.

WHAT IS ENGAGEMENT?

Understanding the engagement is an important yet complex challenge, and there remains a great
deal of scope for discussing the various approaches. This section will explore definitions of
engagement used by companies, consultancies and academics, shedding light on similarities and
differences in these definitions and drawing together common themes.

Key Points:

 Numerous, often inconsistent, definitions of engagement exist in the literature. It is,

variously conceived, as a psychological or affective state, a performance conduct or
attitude.
  Consultancy- based models define engagement as a psychological state with numerous
outcomes for the organization, and consider the role of the organization in enabling it.
Engagement results from having a line of sight between individual and business
performance so staff understand their contribution, as well as a culture that values,
encourages and listens to staff.

All sources define engagement to some degree by its outcomes and something given by the
employee, which can benefit the organization. They generally agree that engaged employees
feel a sense of attachment towards their organization, investing themselves not only in their
role, but also in the organization as a whole.

Defining Employee Engagement

Employee engagement is growing as a concept within the business world due to evidence and
research that points out that an engaged workforce performs better and hence creates a strong
'employer brand' [Leigh and Roper, 2009]. This promotes organizations as 'good employers'
hence recruiting and retaining key talent becomes less problematic, as evident from the IDS
report [2009], where they state, "...effective employer branding captures the essence of an
organization and sells it to the labour market and employees. A strong employer brand embraces
an organization’s vision, values and working culture." [IDS Report, April 2009]

On the subject of engagement, the Chartered Institute of Personnel Development (CIPD) says
that Employee Engagement, or 'passion for work', involves employees feeling positive about
their job, as well as being prepared to go the extra mile [CIPD, 2010].

Macey et al. [2008] argues that engagement has been used to refer to a psychological state (e.g.,
involvement, commitment, attachment), performance (e.g., either effort or observable behavior),
character (e.g., positive affect), or a combination of the above. For example, Wellins and
Concelman [2005] suggested that engagement is "an amalgamation of commitment, loyalty,
productivity and ownership." It is, personified by the passion and energy employees have to give
to the organization. It is all about the willingness and ability of the employees to give constant
discretionary effort to help their organization succeed [Cook, 2008].
Furthermore, Towers Perrin Talent Report [2003] which is a study that tracks views and attitudes
of employees to understand the elements of the work experience that drive attraction, retention
and engagement has defined engagement as a factor that involves both emotional and rational
factors relating to work and overall work experience, where the emotional factors are linked to
people's personal satisfaction and the sense of inspiration and affirmation they get from their
work and from being part of their organization. Engagement can be seen, as a combination of
commitment to the organization and its values plus a willingness to help out, and support
colleagues (i.e. team work)

Improvements in engagement can be, made in many areas and the key concepts are trust,
listening, flexible working and the avoidance of the long hour culture.

Company based models view engagement as an outcome – engaged employees show

commitment, loyalty, exert discretionary effort, use their talents to the fullest and are enthusiastic
advocates of their organizations values and goals. Many see engagement as a step higher than
satisfaction or motivation. However, this is not in itself a new concept, and highlighting this,
Rankin [2008] refers to engagement as:

'...embracing the older concepts of job satisfaction, motivation and attachment that describes
individual employee's attitudes to their employer, but goes beyond them to provide a complete
model of the psychological relationship between individuals and organizations.' Rankin [2008]

This suggests that employee engagement is inextricably linked to the 'Psychological', or

unwritten contract which exists and concerns discretionary effort, having many positive effects.
For example Leigh and Roper [2010] highlighted that psychological contract is a subjective
behavior where employers and employees have their own perception of what is, expected of each
other. Hence, it is obvious that engagement is something that employees have to offer and that it
is impossible to require engagement as part of the employment contract. It is rather an emotional
link to the organization, its purpose and its people.

When an organization delivers on its commitments (when by their actions they fulfil employees'
expectations), this reinforces employees' sense of fairness and trust in the organization and
generates a positive psychological contract between employers and employee.
There are many reported examples of employers who have executed strategies to improve
employee engagement through business transformation, which in turn improved employee
morale, retention and ultimately business performance. Rankin [2008] suggests that management
are more likely to embrace initiatives to drive employee engagement, rather than simple retention
strategies, owing to the extra benefits of such strategies, such as improved business performance,
profitability, focus on customer service and organizational efficiency, of which retention is a
positive 'by-product'.

What are the Key Levers of Employee Engagement?

Defining engagement is crucial but the real value is in determining what creates engagement.
Therefore, where studies have been conducted on engagement, there has also be reports on the
key enablers of engagement. There is a range of opinions on what the key drivers or enablers are,
for example, the findings of the UK Government's MacLeod Review into employee engagement
have underlined the critical role played by an engaged workforce [MacLeod and Clarke 2009] in
both organizational success and individual well-being. As an example, ibid. [2009] suggested in
their study that Leadership, Employee Voice, Engaging Managers and Integrity were strong
levers in engaging workforce. In other words, without these factors, organizations would have
disengaged staff, which would lead to poor performance.

Furthermore, Lockwood [2007] also underlines that engagement is influenced, by many factors,
from workplace culture, organizational communication and managerial styles to trust and
respect, leadership and company reputation. For today's different generations, access to training
and career opportunities, work-life balance and empowerment to make decisions have also
become imperative.

According to, Towers Perrin report [2003], the factors that drive engagement are, a combination
of Macleod et al. [2008] and Lockwood's [2007] study such as: (a) senior management's interest
in employees' well-being (b) Challenging work, (c) Decision-making authority (d) Career-
development opportunities (e) The company's reputation as a good employer (f) Collaborative
work environment and (g) Clear vision from senior management about future success, to name a
few.
There is no definitive list of engagement 'drivers'. However, CIPD's [2010] research into
employee attitudes found that the main drivers of employee engagement were communication
and leadership, along with pay and benefits, learning and development, line management and
work-life balance - as key factors of measuring employee attitudes which can determine how
engaged a workforce is.

An alternative model of engagement comes from the 'burnout' literature, which describes job
engagement as the positive contrast of burnout, underlining that burnout involves the erosion of
engagement with one's job [Maslach et al 2001]. According to Maslach et al, six areas of work-
life lead to engagement: workload, control, rewards and recognition, community and social
support, perceived fairness and values. They argue that job engagement is associated with a
sustainable workload, feelings of choice and control, appropriate recognition and reward, a
supportive work community, fairness and justice, and meaningful and valued work. Like
burnout, engagement is expected, to intercede the link between these six work-life factors and
various work outcomes. May et al's [2004] findings support Maslach et al's [2001] notion of
meaningful and valued work being associated with engagement, and therefore it is important to
consider the concept of 'meaning'.

The development of survey tools and questionnaires such as Gallup's Q12 and the Best Company
Survey allow levels of 'engagement' within an organization to be measured.

Most of the studies mentioned above have some common theme. Similarly, while Purcell et al
[2003] found a number of factors to be strongly associated with high levels of employee
engagement, the one thing all of these factors had in common was that they were connected, with
an employee's involvement in a practice related to their work. The Best Companies Survey has
also done their share of research linking it to some of the existing researches and categorized the
measurements of engagement into eight factors as mentioned earlier in Chapter 1.

Determinants for establishing and sustaining employee engagement

Well-Being

In the Best company survey, well-being is used, to measure stress, pressure, the balance between
work and home life and the impact of these factors on personal health and performance.
It has been reported that employee engagement is more likely to be sustainable when employee
well-being is also high [Robertson and Cooper, 2009]. CIPD

Flexible working

"...perceived flexibility and supportive work-life policies were related to greater employee
engagement and longer than expected retention." [Richman, et al., 2008]

Guest [1987], in his model of flexibility, underlined that the three components of flexibility are:
(a) related to the organizational design, (b) job design and (c) employee attitudes and
motivations. [Cited in Legge, 2005].

Flexible work practices have been, viewed by employees as valuable workplace tools to facilitate
work-life management. Employees report that workplace flexibility influences decisions to join
an employer, satisfaction with their jobs, and plans to stay with their employers. Recently, some
employers have come to recognize that workplace flexibility positively influences valued
business outcomes such as attracting, motivating, and retaining key talent in competitive labour
markets, increasing employee satisfaction and engagement, as well as improving efficiency and
effectiveness. However, although several studies have examined the role of organizational
characteristics and work experiences as antecedents of engagement and retention [Burud &
Tumolo, 2004; Gibbons, 2006; Meyer, Stanley, Herscovitch, & Topolnytsky, 2002], few have
investigated the influence of workplace flexibility in particular.

Work Life Balance

Employee-focused initiatives such as implementing work-life balance initiatives are important in

order to connect with employees [Seijts and Crim, 2006].

Employers seek to promote work-life balance by introducing policies that fall within three broad
categories: flexible working, including reduced and compressed hours; time off and special
leave; and staff support, such as employee well-being programs and childcare provision [IDS,
April 2009].

The mere existence of work-life policies and is associated with positive outcomes for the
individual and the organization. Employees who worked for organizations that had family-
friendly policies in place, had higher levels of commitment towards the organization and lower
intentions to leave [Richman et al. 2008]

Organizations are better able to portray an image of being a 'caring employer' if they show an
obligation and importance to work-life balance. Work-life balance initiatives should seek to
improve employees' working lives together with their personal lives - to the mutual benefit of
both employees and employers. Employees should have greater flexibility to pursue their
interests outside work and to fulfil any caring responsibilities at home. In the workplace, they are
likely to be more in control of their workload and, as a result, feel a greater sense of well-being.
In turn, employers may benefit from greater employee engagement. [IDS, Apr 2009]

Stress at work

Stress has been moving steadily up the workplace agenda in recent years. Any stress can reduce
employee well-being and excessive or sustained work pressure can lead to stress [CIPD, 2010].
Hence, it is important to develop a culture that encourages positive attitudes to work, reducing
stress and promoting interest and excitement in their jobs (role of top and line managers and
leaders). Also communication, involvement, work-life balance are key feature of high-
commitment HRM [Marchington and Wilkinson 2008].

Personal Growth

Learning is a satisfying and rewarding experience that makes a significant contribution to

intrinsic motivation. Alderfer [1972] as cited in Armstrong [2008] emphasised the importance of
giving employees the opportunity to grow and develop as it is said to be a motivating factor that
directly impacts on engagement when it is an intrinsic element of the work [Armstrong, 2008].
IDS report points out that designing roles that are challenging and giving employees varied
responsibilities can help make work more intrinsically engaging [IDS, 2009].

Career Progression

Providing clear and transparent career paths can be vital to engaging employees. Some
companies have sought to achieve this by introducing job family structures to clarify both
vertical and horizontal routes for progression. Succession planning and leadership development
schemes can also help to engage and retain high-potential staff. Demonstrating that there are
opportunities for progression and promotion lets employees know that if they work hard and add
value they have the potential for a rewarding future at the company. Sainsbury's has found
statistical support for this concept. By ensuring that employees have, a clear perception of their
career progression has a high impact on employee engagement. Employers need to be sure that
they can help employees to progress by offering appropriate training and coaching from line
managers. Failing to do so could lead to disengagement. [IDS, Apr 2009].

Learning and Development

Supporting employees' development by offering training is often, identified as a key driver of

engagement. If employees feel that they are being, provided with the knowledge and skills
necessary to progress, and that their potential is being valued and realized, they are more likely
to exert discretionary effort [IDS, Apr 2009]. Learning culture encourages employees to commit
to a range of positive discretionary behaviors, including learning [Reynolds 2004]. This culture
includes: empowerment not supervision, self-managed learning not instruction and long-term
focus. It will encourage discretionary learning. In order to encourage people to grow in their
roles, HR policies should be designed that focus on role flexibility (people can develop their
role), talent management for every employee and career development opportunities.

Fair Deal

Fair deal is not just based on the pay itself but employees' perception on pay. Studies show that
pay and conditions are important in attracting people to organizations, but consequently act as
more of a 'hygiene' factor. In other words, if handled badly or if perceived as unfair, they will act
as demotivates. As Herzberg [2003] pointed out:

"...the factors involved in producing job satisfaction (and motivation) are separate and distinct
from the factors that lead to job dissatisfaction these two feelings are not opposites of each other.
The opposite of job satisfaction is not job dissatisfaction but rather, no job satisfaction; and
similarly, the opposite of job dissatisfaction is not job satisfaction, but no job dissatisfaction."

Fair reward structures and employee recognition are both essential in order to ensure staff are
well motivated and satisfied with their employment. Rose [2001] outlines the distinction between
reward and recognition as 'rewards' being linked to salary, increments, bonuses and promotions,
whereas 'recognition' is non-financial in nature, but nonetheless just as important. According to
Armstrong [2002] recognition is one of the most powerful motivators, because 'people need to
know not only how well they have achieved their objective or done their work, but also that their
achievements are appreciated.' [2002:364]

This link to the motivation theory of Hertzberg, where recognition can either be local and
immediate, i.e. a thank you from a line manager or supervisor or formal and high profile, such as
a recognized scheme, awards ceremony, etc. [Rose, 2001].

However, as mentioned above, employees' perception of their salary package plays an important
part in salary satisfaction. Research by Mercer [IRS, 2004] found that many employees did not
appreciate the total value of their benefits package, which can be up to fifty per cent of their
salary. This suggests that communicating this to employees via a 'total reward statement' can
have positive effects on employee satisfaction and in turn on retention [ibid.]. Armstrong [2008]
points to external salary comparisons and the need for employees to perceive their package as
being in line with market rates. He states that these external comparisons are the ones which
most strongly influence employee satisfaction, but also that they are unlikely to move for salary
alone unless the uplift is significant. Employees will determine whether they believe their salary
increases are determined fairly, their package is in line with their ability, contribution and value,
but importantly whether they are satisfied with other aspects of their employment such as career
development opportunities and management relations [ibid.]

There is also a body of research regarding the suitability of benefits offered and whether they
are, perceived to be of value to employees. With changing lifestyles and demographics,
'traditional' fixed packages including pensions and medical insurance are seen as immaterial to
employees. In addition, in order to fight this, employers are offering 'flexible benefits' packages.
These are 'formalized systems allowing employees to vary their pay and benefits package to
satisfy their personal requirements' [Richards, 2008]. Although the set-up costs can be high for
such schemes, advantages to employers can benefit from fixing their spend on benefits per
employee, be viewed as more diverse and improve perception by employees of the total value of
their reward package. Employee recognition also has a significant impact on engagement [IDS,
Apr 2009]. Kahn [1990] reported that people vary in their engagement as a function of their
perceptions of the benefits they receive from a role. Furthermore, a sense of return on
investments can come from external rewards and recognition in addition to meaningful work.
Therefore, one might expect that employees' will be more likely to engage themselves at work to
the extent that they perceive a greater amount of rewards and recognition for their role
performances. Maslach et al. [2001] has highlighted that a lack of fairness can cause burnout
while positive perception of fairness can improve engagement.

Corporate Social Responsibility

Corporate Social Responsibility (CSR) and environmentally friendly business practices have had
a significant influence on employee engagement and business outcomes new research reveals
[Woods, 2010]. According to Herman [2010], 'Corporate responsibility activities increase the
overall job satisfaction of employees...". This is because the effective delivery of corporate social
and environmental responsibility initiatives is dependent upon employee responsiveness [Collier
and Esteban, 2007]. According to Armstrong [2008], CSR is exercised by organisations when
they conduct their business in an ethical way taking into consideration of the social,
environmental and economic impact of how they operate and going beyond compliance [ibid,
2008].

According to Gray et al. [1996], "CSR' expresses more than simply the requirement that business
should be conducted ethically - it refers to the notion of responsibility for the impact of corporate
activity on the wider body of stakeholders, and it is this attribution of responsibility that
underpins the willingness of society to legitimate business."

However, some academics as De Pelsmacker et al. [2007] have disputed about how public
relations can be used to enhance the image of brands as well as to strengthen marketing
objectives. More concisely, Lewis [2003] has argued that CSR should be used to enhance the
image of brands. Therefore, many CSR initiatives have attracted criticisms about being mere
disguised publicity stunt. Yet Lantos [2001] and Luck [2006] have argued that if CSR is used
properly, CSR can indeed be an important tool for employee engagement and enhance company
growth.
EMPLOYEE ENGAGEMENT PRACTICES
At Index Infotech the mangers follows, some practices that help bring social bond between the
employees. This organisation follows such as such as some employee engagement practises:

 Skills Training Programmes

 Motivational speeches
 Parties every Saturday to build social bonding and interaction.

Skills Training Programmes

The objective of the customized person centred Computer Skills Training program is to provide
skills training sufficient for the individual to possess a level of competence commensurate with
entry-level requirements, absent typing speed.

Eligibility An individual who is Vocational Goal would require such related skills as entry-level
computer skills, experience in Microsoft software applications, Internet Research, or Social
Media Marketing would be considered for admission to this program.

Prerequisites the service is designed for individuals who possess the physical and cognitive
skills necessary to utilize and learn to use a personal computer. In order to participate in the
service an individual should possess at least a basic level of competence typing on a keyboard.

Materials Used in the Course the training will be prefaced with a tutorial on how to proceed
through the tutorial, and in how to utilize the computer resources and hardware. Each training
series consists of PC based tutorials where the individuals can proceed at their own pace. At the
end of each lesson, there will be a set of questions that will test the individual’s retention and
comprehension. The lessons will be supplemented by the presence of a trainer skilled in each
application. This trainer will be able to provide support on the computer hardware and software;
answer questions the client might have; and trouble shoot any difficulties that may be
encountered. The training is reinforced through handouts and the assignment of projects,
specifically designed to utilize the most used techniques from that software, within the business
world. The primary role of these tutorials and projects will be to provide the client with a tool
that can be used to review and refresh the training at dates beyond the completion date of the
actual training. At the end of the training for each application, a Post-Training Assessment will
be given. This will be, used to assess the results of the training, and to compare these results to
the Pre-Training Assessment results, where applicable.

Motivational Speeches

Motivational speeches or Inspirational Speeches are intended, to motivate and inspire an

audience. Such speeches may attempt to challenge or transform their audiences.

Business entities may employ motivational speakers to communicate their company strategy
with clarity, to help employees to see the future in a positive light, or to inspire workers to pull
together. The talk itself is often known, a pep talk.

Parties every Saturday

At Index Infotech the manager, organize parties every Saturday so the employees feel relaxed
after working so much. Parties help the employees to build relation and interaction. They forms a
social boding and all the employees know each other and get comfortable. This helps the
organization to develop relations between the employees and employee start loving their job.
Reliefs stress.
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY:
The process to collect information and data for making business decisions.

The methodology may include both present and historical information.

Data collection is a term used to describe a process of preparing and collecting business data for
e.g. as a part of a process improvement or similar project.

Project on Employee Engagement at Index Infotech

Data collection usually takes place early on and an improvement project & is often formalized
though a data collection plan which often contains the following activity.

1. Pre- collection activity- target data, definition & methods.

2. Collection- data collection.
3. Present findings-usually involves some form of analysis.
There are two methods of Data Collection, which are as follows:

PRIMARY DATA

In primary data collection, you collect the date yourself using methods such as interview and
questionnaire.

The key point here is that the data collection is unique and research and no use else has access to
it. It is done to get the real scenario and get the original data.

Data Collection Technique:

QUESTIONNAIRE

The primary data collection technique that I used to survey the “Employee Engagement at Index
Infotech” is questionnaire. I prepared a list of questions to study the employee’s engagement
towards their organization. The questions were asked according to their knowledge about their
organisational goals and how they have relation with the other employees and manager. Are they
happy with the job etc.

Sampling Unit

The respondents who were asked to fill out questionnaire are the sampling unit.

Sampling Size

20 employees.

SECONDARY DATA:

All methods of data collection and supply quantitative data or qualitative data. Quantitative data
may often be presented in tabular or graphical form. Secondary data is the data that has already
been, collected by someone else for a different purpose of yours. The secondary data I collected
from is through the company website and the broachers of the company.
Quick View of Research Methodology

1. Type of Study: Descriptive

2. Nature of Study: Quantitative

3. Type of Questionnaire: Structured

4. Type of Questions: Straight Forward

5. Type of analysis: Statistical Analysis

6. Research technique: Questionnaire Method

7. Sample element: Employees

8. Sample size: 20 Employees

9. Sample Intent: Index Infotech

10. Sample Procedure: Employee Engagement

DATA ANALYSIS AND INTERPRETATION
Q1. How happy are you at work?

Chart Title
6

0
STRONGLY DISAGREE DISAGREE SLIGHTLY DISAGREE AGREE

Series 1 Series 2 Column1

INTERPRETATION:

From the above analysis, we come to know that about 80% of the employees are well
experienced and are satisfied with the job. As they are working in the same company for more
than one year.
2) How would you rate your work life balance?

Chart Title
6

0
STRONGLY DISAGREE DISAGREE STRONGLY AGREE AGREE

Series 1 Series 2 Series 3

INTERPRETATION:-

From the above data analysis, we come to know that 95% of the employees are happy with their
work life they enjoy and respect their work schedules and programs.
Q3) Do you have clear understanding of your career or promotion plan?
Responses No. of responses Percentage
Yes 13 70
No 7 30
Total 20 100

YES NO

INTERPREATION:

From the above data analysis we came to that 70% of the employees have clear understanding of
their careers and promotion while the other 30% don’t know about their career an promotion
path. It is really, necessary that the organisations knows how many of their employees are
focused on what they have to achieve and how they can bring improvements in their job.
4) Have you received the training to perform your job well?
Responses No. of responses Percentage
Yes 15 80
No 5 20
Total 20 100

YES NO

INTERPREATION:

At Index Infotech, about 20% of the employees who joined the organisations late or recently,
have not been giving the proper training while 80% of the employees have gone through proper
training programme. In addition, they have proper knowledge of how they should perform their
job.
5) Is the amount of work you are, expected to do reasonable?

Responses No. of responses Percentage

Yes 12 60
No 8 40
Total 20 100

YES NO

INTERPRETATION:

In this organisation, about 60% of the employees feel that the amount of work they do is
reasonable while the other 40% of the employees do not feel so.
6) Do you find enjoyment in the job you perform?

Responses No. of responses Percentage

Yes 17 90
No 3 10
Total 20 100

YES NO

INTERPRETATION:
About 90% of the employees in this organisation find their job interesting and enjoy working at
their job. They enjoy their job schedules and take up situations, which arise suddenly. While the
other 10% of the employees at this organisation do not enjoy their job.
7) Does your job provide you the sense of meaning and propose?

Responses No. of responses Total

Yes 15 70
No 5 30
Total 20 100

YES NO

INTERPRETATION:
About 70% of the employees in the organisation feel like they have a sense and meaning of the
job they do. They feel like their job provides them the sense of what they have to or want to do
later in life. While 30% of the employees do not have a clear sense of the job why or what they
are doing.
8) Is the level of stress in your job manageable?

Responses No. of responses Percentage

Yes 12 60
No 8 40
Total 20 100

YES NO

INTERPRETATION:
About 60% of the employees in this organisation feel like they can manage the stress level at
work while the other 40% of the employee are not able to handle or manage the stress level at
work.
9) Do you feel positive about your result, have you improved over the time?

Responses No. of responses Percentage

Yes 12 60
No 8 40
Total 20 100

YES NO

INTERPRETATION:

About 60% of the employees in this organisation feel like they have improved over the time.
They have learned new things, which helped them grow. While 40% of the employees do not
feel positive about their result, they haven’t improved over the time.
10) Does your work gives you the opportunity to learn and grow?

Responses No. of responses Percentage

Yes 16 80
No 4 20
Total 20 100

YES NO

INTERPRETATION:
About 80% of the employees working in this organisation feel like, this job has given them the
opportunity of grow and learn. About 20% of the employees feel like they have not, got the
opportunity to learn and grow.
11) Overall, do you love your job?

Responses No. of responses Percentage

Yes 17 90
No 3 10
Total 20 100

YES NO

INTERPRETATION:

About 90% of the employees working in this organisation are happy and love their job. While
10% of the employees working at this organisation are not really, happy with the job.
12) Do you enjoy working with the employees around you? Do they help you with your work?

Responses No. of responses Percentage

Yes 11 60
No 9 40
Total 20 100

YES NO

INTERPRETATION:

About 60% of the employees working in this organisation are happy with work and they do
receive help from other employees. While 40% of the employees working in this organisation
don’t feel like they are enjoying or receiving any kind of help.
CONCLUSION
CONCLUSION:

Employee engagement is attracting a great deal of interest from employees across numerous
sectors. In some aspects, it is a very old aspiration- the desire by employee to find ways to
increase employee motivation and to win more commitment to the job and organisation.
According to the research and survey, the employees seem quite satisfied and fulfilled in the
organisation. Still it is very much difficult to work towards perfection. Therefore, the
organisation are all the time moving towards making the work environment the ‘employee’s
choice’. Employees are also cooperating with their employer according to the survey. They are
always engage with their responsible work. The most important thing is the majority percentages
of the employees give the best effort on their work. The employees in the organisation need to
dedicate to their work.
SUGGESTIONS
SUGGESTIONS:

 The engagement of employee is, evaluated on the basis survey.

 The organisation should focus on mentor system intended to help employees in their
work.
 The organisation should conduct lectures and try to build interaction with all the
employees and let them talk about what they feel.
 The training should be mandatory for all level of employees.
 The department should develop constructive attitude towards each other.
 The company should give appropriate recognition for the contribution and
accomplishment made by employees. A flexible reward system should be, adopted by
organisation to improve employee motivation
BIBLIOGRAPHY
BIBLIOGRAPHY:

https://www.tutorialspoint.com/employee_emgagement/employee_engagement_introduction.htm

https://en.mwikipedia.org/wiki/Employee_engagement

www.google.com

hr@indexinfotech.com

www.indexinfotech.com
QUESTTIONNAIRE
QUESTIONNAIRE:

Q1. How happy are you at work?

Q2. How do you rate your work life balance?

Q3. Do you have clear understanding of your career or promotion path?

Q4. Have you received the training to perform your job well?

Q5. Is the amount of work you are, expected to do reasonable?

Q6. Do you find enjoyment in the job you perform?

Q7. Does your job provide you the sense of meaning and purpose?

Q8. Is the level of stress in your job manageable?

Q9. Do you feel positive about your results? Have you improved over the time?

Q10. Does your work give you the opportunity to learn and grow?

Q11. Overall, do you love your job?

Q12. Do you enjoy working with the employees around you? Do they help you with your work?