CHAPTER-I

 Introduction
 Need for the study
 Scope of the study
 Objectives of the study
 Research Methodology
 Limitations of the Study

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 INTRODUCTION

MEANING AND DEFINITION:

The human resource management function is changing - perhaps more radically than
ever before. The HR function and its activities are being examined in microscopic detail in
many large organizations. Human resource processes, especially those involving the
collection and dissemination of information, are being computerized and automated,
potentially eliminating routine clerical activities. HR information and knowledge is being
linked and integrated with other information systems, breaking down departmental barriers.

As HR processes become more easily measurable, the need for justification and the
means to do so become more obvious. Concepts such as the high performance organization
and knowledge management offer HR specialists the chance to push HRM to the fore. HR
processes and their outcomes are central to these concepts and the introduction of technology
allows more exact methods of determining whether or not human resource initiatives do
affect the 'bottom line' and shareholder value.

Human resource management takes place within a business environment that is

increasingly global in its reach. Globalization is a hotly debated subject with many
implications on the practice of HRM, both within and between countries. The allocation of
Human resources depends on comparative issues such as international competitiveness and
productivity, factors that are themselves dependent upon a wide range of variables. Foreign
inward investment and subcontracting can bring benefits in terms of increased employment
opportunities, earnings and economic development but this may be at the expense of
comparatively low pay, poor working conditions and denial of employment rights.
However, along with a trend towards reduction of trading barriers and encouragement of
international trade, there is an increasing call for worldwide regulation of labour issues.

Many practitioners and academics have neglected HRM's environmental context,

preferring to concentrate on technical detail. This is consistent with criticisms of traditional
personnel management for its narrow focus on functional or 'micro' matters such as
recruitment. In fairness, however, it must be recognized that personnel managers have always

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required a detailed knowledge of employment legislation, together with an understanding of
industrial tribunals and trade union organization. Nevertheless, this represents a restricted
selection from the wide range of environmental factors impacting on people management.

The essence of HRM lies in the competitive advantage to be gained from making the
most of an organization's human resources. However, it is obvious that we are constrained by
the availability of suitable people - a factor that is heavily dependent on environmental
variables such as:

 The implications of world and national economic conditions for business growth;

 The effect of inflation on the perceived value of wages;

 The traditions of local business culture;

 The particular nature of national employment markets.

 These variables have a 'macro' effect on the utilization of human resources.

We consider other effects caused by the activities of external stakeholders, such as:

 Competitors’ utilization and demand for human resources;

 Multinational organizations and strategic alliances leading to restructuring or

integration on a global basis;

 Economic and legislative actions by governments;

 Resistance or co-operation from trade unions;

 Pressure on senior managers to cut costs and maximize shareholder value.

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 NEED FOR THE STUDY

 Employee engagement is necessary because it constitutes the core competence of a

successful organization.

 The study of Employee engagement is needed because, products and process alone cannot
help organizations sustain customers. They also need highly motivated, dedicated and
involved employees who are very passionate about their work and organization.

 It is needed because it was found that, companies who are better able to engage their
employees are better equipped to deliver superior business performance and returns to
shareholders.

 It was found that the companies, which score high on employee engagement, have more
satisfied employees who are less likely to quit, are more productive.

 The study is needed to determine the level of employee engagement in the organization.

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 SCOPE OF THE STUDY

Employee engagement is the 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. Products and process alone cannot help organizations
loyal customers. They also need highly motivated, dedicated, and involved employees who
are very passionate about their work and organization; in short they need ‘engaged
employees’. Nurturing engaged employees requires a lot of effort and skills on the HR
managers and calls for a different philosophy in the organization. However, challenge for
managers is not only to create a highly motivated workforce that is both dedicated involved
with their work and organization. But to sustain them to a point where they become ‘engaged
employee’. Employee feels engaged in their orzination when they find personal meaning and
motivation for their work. Employee engagement surveys are an important and high profile
part of any large business’s HR responsibility. It enriches everyone in the workplace. It is not
sucking out more discretionary effort form employees. Authentic employee engagement must
function for the benefit of all: employees, leaders, organizations, and customers.

Employees have higher levels of satisfaction and contribution. Leaders are

connected with employees and engaged themselves. The organization is functioning the way
it should and customers are receiving the service they deserve. Ultimately everyone is getting
results that matter to them. When this occurs, employee engagement transforms into a more
powerful force workplace engagement.

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 OBJECTIVES

 To understand HR policies in VCTPL.

 To analyze different levels of Employee Engagement.

 To know how the employee engagement linked to customer satisfaction.

 To examine the linkage between employee engagement and monetary results.

 To analyze the loyalty and culture of trust of the employee.

 To offer suggestions to increase the number of engaged employees.

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 RESEARCH METHODOLOGY

The data for the study was collected in two ways:

Primary data:

Database collected through campaigning questionnaires among eight departments of the

company. Data also collected through personal interviews with managers, supervisors of the
company.

Mechanism:
 Consultation / interaction
 Observation

Secondary data:

The secondary data was collected through various journals, reports of the company, and from
different websites of the organization.

LIMITATIONS

 In operations department due to shift we found difficulty to interact with all the
employees.

 The limitation is the short time span available for the study as there is so much to learn
from VCTPL.

 Due to time as limiting factor in the survey for present study and as such in spite of the
conscious effort there will be possibility of some areas to be left unexplored.

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 CHAPTER-II

 Industry Profile
 Company Profile

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 INDUSTRY PROFILE

Apparel Industry
The worldwide apparel industry is one of the most important sectors
of the economy with regard to investment, revenue, trade and
employment generation all over the world. The apparel industry in
India has substantially diversified on the basis of fashion, climate,
region, culture and fiscal factors. Indian textile is witnessing great
growth and development in the industrial sector in India as well as
abroad. The significance of the apparel industry is entirely based on
the contribution of the industrial productivity and employment.
Apparel sector in totality contributes to the country's GDP after agriculture. The important
segments covered in apparel industry include home decor and furnishings along with clothing
and fashion accessories for kids, women and men.

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The Indian apparel industry also has a vast existence in the economic life of the country. It
plays a critical role in the economic development of the country with its contribution to
industrial output, export earnings of the country and the generation of employment.

The Indian apparel industry has seen remarkable changes in the past few years and it is also
one of the India's largest foreign exchange earners. Embroidery being the traditional art form
of the country has contributed hugely for apparel industry. Indian embroidery market stands
out as being extraordinary in the international markets. For more comprehensive information
on Indian textiles, home decor, clothing and fashion accessories browse through the pages of
sourcing.indiamart.com.

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 Apparel Industry- Now and then

Indian apparel industry has flourished a lot in the recent past and
has great significance in today's scenario. However, the industrial
growth has managed to set a distinct place in the international
market.

Each woven fabric is turned into a trendy and fashionable outfit.

Intricate embroidery, interesting motifs and symmetrical
embellishments have made Indian apparel industry identifiable all
over the world.

Earlier, apparel industry in India was not so advanced and well equipped to gain recognition
worldwide. Only traditionally skilled workers and conventional art form was there in that era
that has left its imprints till now. Today also, big designers are considered to be great
preservers of Indian embroideries and other functional art work. Each embroidery and each
work speaks volume about Indian culture, traditions and faith.

But now, advertising, designing and manufacturing of fashionable garments, have changed
the outlook of every individual, affected by apparel industry. Now the things are more
advance and contemporary. Mixing and matching is what, everybody wants. Each style,
patterns, designs and varieties in fabrics has demand and target market of its own.

Apparel industry in India is blooming day by day. The latest trends are classified as well as
customized, according to the essential requirements or preferences of the consumers. These
art forms are not only restricted to designing clothes but goes way ahead to fashion
accessories like jewelleries, bags, shoes, stoles, decorative items and many more.

Diligent efforts and intensive approach towards demand in the market, improvisation of
technical support and proper merchandising will make the industry flourish day by day as
there are tremendous scope of growth and advancement in apparel industry with latest
fabrics, designers, and technologies mushrooming in this sector every season.

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SRI LANKA: Apparel industry calls for new trade deals

Sri Lanka’s garment industry has called for trade negotiations with Russia, China, Japan and
Brazil, and wants the government to expand existing trade concessions from India, in a bid to
reduce its dependence on the EU and US.

“Over 90% of our exports are now going into the US and EU. But there are other good
markets, like Japan and Australia, that our competitors have got preferential access into," said
Rohan Masakorala, secretary general of the Joint Apparel Association Forum (JAAF), the
garment industry representative body.

"So in our five-year strategy report we have recommended that the government negotiate
trade agreements with suitable countries. Our competitor countries are already doing this.”

Sri Lanka’s current market concentration in the US and the EU is seen as a risk. In addition to
the loss of preferential trade terms recently, exports to both these markets were hit by the
recession.

“New markets can’t immediately take the place of the US and EU. But in the long run new
markets will generate new growth opportunities and will also reduce risk by reducing market
concentration," said Masakorala.

Apparel is Sri Lanka’s biggest export, but at this point the industry benefits from some level
of preferential access only from two markets – India and the EU.

Under the Indo-Sri Lanka trade agreement, Sri Lanka can export 3m pieces of garments to
India at zero duty per year, without any entry-port or fabric restrictions.

Another 5m pieces, made of Indian fabrics, can enter India at zero duty or at a Margin of
Preference of 75% - depending on the product category.

The EU’s GSP+ scheme is no longer available but the industry can fall back on the EU’s GSP
scheme.

The industry says it gets no benefits from the US GSP, which is also under review.

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 COMPANY PROFILE

2.1 Brandix Lanka Ltd:

Brandix Lanka Ltd is the largest exporter of apparel in Sri Lanka. As the holding company of
the Brandix Group of companies, it is engaged in developing, manufacturing and marketing
end-to-end apparel solutions to global fashion super brands. A peek into an exclusive
portfolio reveals Victoria's Secret, Gap, Next, Marks and Spencer, Liz Claiborne,
Abercrombie and Fitch, amongst other excellent company.

Brandix Lanka is the hub from which all centralized services are provided. These
include:
 Finance
 Corporate Finance
 Treasury Management
 Legal and Secretarial Services
 Tax Planning
 Compliance
 BOI Relations and Engineering

The company specializes in casual bottoms, intimate and active wear, woven
and knitted fabrics and a host of apparel industry accessories. Producing own fabric, threads,
buttons and hangers give them most tactical edge in textiles and reinforces their core
strengths of advanced research and development, outstanding design, fabric printing,
washing, dyeing, wet processing, finishing, and relentless quality control services with fastest
turnaround times. Embedding and integrating these services into seamless verticality is the
value chain they offer to customers.

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 Brandix Lanka Limited (Brandix) began with a single manufacturing
facility in 1972, and now has 22,000 employees supplying vertically integrated apparel
solutions to the world’s fashion super-brands.

Its vertical integration extends from fabric manufacturing, wet and dry finishing,
to accessories such as thread, buttons, and hangers. Today, Brandix is Sri Lanka’s largest
apparel manufacturer and is supported by over 25 manufacturing facilities nationwide, plus
global sourcing offices. The company had a turnover of over U.S $320 million in 2006.

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 PRESENT SCENARIO:

Brandix, with an annual turnover in excess of US $360 million, is Sri

Lanka’s single largest apparel exporter serving world renowned brands including Victoria’s

Secret, Pink, GAP, A&F, M&S, Next and H&M. Employing over 25,000 Associates in Sri

Lanka, Brandix has envisaged to create an additional 60,000 jobs with its expansion in India

over the next seven years.

 Sri Lanka’s largest apparel exporter with an annual turnover exceeding USD 360
million

 Employing over 25,000 Associates and generating indirect employment to an

equivalent number

 Supported by over 27 manufacturing facilities in Sri Lanka and strategically located

international Sourcing Offices

 Providing over 50% of value addition locally through our backward-linked operations
in textiles, thread, buttons, and hangers

 24% Growth over last year

2.2 VISION:

The vision of the company is to be the inspired solution for branded clothing. Brandix is
supported by over 20 manufacturing facilities in Sri Lanka and strategically located
international sourcing offices.

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 2.3 MILESTONES:

MILESTONES
1972
Establish Lux shirts (Pvt.) Ltd.
1982
Acquired Kuruwita Textiles Mills ltd.
1986
Acquired LM Apparel (Pvt) Ltd.
1990
Thread joint venture A&E Lanka (Pvt) Ltd.
1991
Acquired Gil Garments (Pvt) Ltd.
1992
Acquired phoenix fashions (Pvt) ltd.
Established Lux shirts Kahawatta (Pvt) ltd.
Acquired Kuruwita Manchester Textile Mills Ltd.
1993
Commissioned Kuruwita textile plant.
Established LM Collections (Pvt) Ltd.
Acquired Eden Fashions (Pvt) Ltd.
Formed Mast Lanka (Pvt) Ltd.
1996
Established Eden Fashions (Maldives), Pvt. Ltd
Invested in Ocean Lanka (Pvt) Ltd.
Established Finitex Textile Finishing (Pvt) Ltd
Established Phoenix College of Clothing Technology (Pvt) Ltd
1998
Buttons joint venture forms DTM Buttons (Pvt) Ltd.
1999
Established Phoenix Clothing (Pvt) Ltd
2000
Printing joint venture forms QuenbyLankaPrints (Pvt)Ltd
AcquiredLakesideGarments(Pvt)Ltd
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Joint venture forms Comfort wear(Pvt) Ltd
Invested in Textured Jersey Lanka (Pvt) Ltd
2001
Joint venture with Colombia Clothing Co Ltd
2002
Formed Brandix Lanka Ltd; "Brandix" - a new name, a new identity
View Logo Formation Video
2003
Strategic acquisition of Mast Industries' equity interests in our joint-ventures
Merger with the Jewelex Group.
Restructure of Brandix Group into Apparel, Textile and Accessories sectors.
2004
Hanger’s joint venture formed A&E Brandix Hangers
2005
Established the Brandix Centre of Inspiration
Established the Automated Denim Plant
Established Brandix Active wear Ltd
MOU signed with Government of India for Brandix Apparel City, India
2006
Brandix India Apparel City: launch of first manufacturing unit.
Garment Dyeing Joint-Venture: Stevensons Lanka.
Brandix Green Textile Processing Park, Horana: signed MOU with Government of Sri Lanka.

2007
Brandix was ranked as the country's largest apparel exporter for 2006-07 by the Export
Development Board, Sri Lanka.
2008
Brandix was once again ranked as the country's largest apparel exporter for 2007-08
by the Export Development Board, SriLanka.

2015
The newly converted Brandix Eco Centre in Seeduwa was ceremonially inaugurated in April.
The Brandix Casual wear plant in Seeduwa achieved a global first in August when it received

Page No : 16
the Platinum rating under the Leadership in Energy and Environmental Design (LEED)
Green Building Rating System of the US Green Building Council (USGBC).
2.4 BRANDIX BOARD OF DIRECTORS:
 Chairman : Desamanya Ken Balendra
 Chief Executive Officer : Ashroff Omar
 Director : Aslam Omar
 Director : Feroz Omar
 Director : Ajit Johnpillai
 Director : Udena Wickremasooriya
 Director : Trevine Jayasekara

2.5 GROUP OF COMPANIES

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 COMPETENCIES OF BRANDIX

 Brandix strong competencies in product development, manufacturing and marketing,

are complimented by their most significant advantage in textiles.

 They make their own fabric, threads, buttons and hangers.

 They also provide customers with R&D, washing, dyeing, finishing, and quality
control services.

 Their group-wide initiatives is to achieve manufacturing and supply chain excellence,

close collaboration with their suppliers, and sales offices at the customer's doorstep all
guarantee fast and flexible solutions from the source to stores

2.6 BRANDIX INDIA APPAREL CITY (BIAC):

`Brandix Lanka Limited has taken the South Asian garment industry to a new frontier by
setting up ‘Brandix India Apparel City’ (BIAC) in Andhra Pradesh (AP), India. BIAC will be
an integrated apparel supply chain city, which will be managed by Brandix

This has been facilitated via strategic acquisitions, joint-ventures and

investments linked to its core-business of apparel manufacturing and leveraging on vendor
partnerships.

The potential of India - one of the fastest growing economies of the world, its ability to offer
scale advantages and other strong business fundamentals makes it an ideal platform to
leverage the industry expertise of a 30 year old organization.

As a vertically integrated operation it is envisaged that investors will benefit

from being able to rely on global expertise to fulfill its designing, manufacturing, sourcing,
logistics, technology and training requirements, all under one roof.

Given the dynamics of the Apparel industry, the key value propositions demanded by the
market revolve around least cost, speed to market, flexibility & assurance of compliance.

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Hence BIAC is based on providing a value advantage (based on speed, flexibility &
assurance of compliance) & a cost advantage to the market. In addition the BIAC will also be
a duty free enclave treated as a foreign territory.

By Brandix setting up technological infrastructure of the highest caliber and building on its
own experience, it aims to make India the next big manufacturing hub for the South Asian
garment industry. In support of which the Indian Ministry of Commerce has granted BIAC
the status of a Special Economic Zone (SEZ).

The 18,000 square feet training facility is based outside the zone in Pendurthi,
Visakhapatnam. After signing the land lease agreement on June 2006, Brandix took the
initiative to set up an Apparel Manufacturing unit in a temporary location in Vizag .This
batch of trainees commenced commercial production in that unit by January 2007.
This demonstrates Brandix’s commitment towards this project to make Vizag an Apparel
and Textile hub in India.

Brandix is aggressively marketing the Vizag city and already brought renowned partners like
Brandot, Sara Lee, Fountain Set, Crystal Group to visit the site.

2.7 BRANDIX APPAREL CITY LOCATION: CONNECTIVITY

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The facility is located in Brandix India Apparel City (BIAC) SEZ being a revolutionary
development in the apparel industry; a unique, integrated apparel supply chain city, managed
by Brandix Lanka Ltd. BIAC spread over 1000 acres in the port city of Visakhapatnam (or
Vizag for short) in the eastern state of Andhra Pradesh, it brings alive an avant-garde 'Fiber to
Store' concept. BIAC will bring together world class apparel chain partners from the design
table to consumer brands in flawless integration. Conceived and nurtured by Brandix, Sri
Lanka's largest apparel exporter, BIAC highlights India's phenomenal synergies in the world
of textiles. To leverage India's immense potential for economies of scale and other robust
business fundamentals in its fast growing economy, Brandix brings 30 years of industry
expertise and invites other world class experts to join its value chain to enjoy assured mutual
benefits of investment.

2.8 BRANDIX APPAREL INDIA (BAI):

Brandix Apparel India, the Indian manufacturing arm of Brandix Lanka Ltd, commenced

commercial production for export at BIAC in July 2008. It has systematically increased its

local workforce, and today has a combined strength of 3300 associates, majority women from

neighboring villages, with world-class apparel being exported to top customers in US and

Europe.

 It is initially located in PENDURTHI -VISAKHAPATNAM on August 2006.

 In January 2007 a production centre was opened at DUVVADA VISAKHAPATNAM

 In MARCH 2008 BRANDIX APPAREL INDIA (P) LTD is opened in BRANDIX

INDIA APPAREL CITY, as a manufacturing unit (wholesale) located at APSEZ

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 (ANDHRA PRADESH SPECIAL ECONOMIC ZONE), Pudimadaka Road,

Atchutapuram, and Visakhapatnam.

2.9ACHIEVEMENTS:

 LEED Certification:

Brandix is proud to receive the recent global recognition for its Eco Centre in
Seeduwa for Brandix Casualwear. The plant received Platinum rating in August 2008 under
the Leadership in Energy and Environmental Design (LEED) Green Building Rating System
of the US Green Building Council (USGBC).

The rating is a third party certification programme and America's benchmark for design,
construction and operation of high performance green buildings. It encourages and hastens
global adoption of sustainable eco-friendly building and development practices. Brandix
Casual wear Seeduwa is the Group's lead manufacturing plant for Marks & Spencer.
 WRAP (Worldwide Responsible Apparel Production):

WRAP (Worldwide Responsible Apparel Production) is the most recognized compliance

standard in the United States for the apparel industry. It is an independent, non-profit
organization that endorses the certification of lawful, humane and ethical manufacturing of
apparel throughout the world.

Sri Lanka's largest apparel exporter and third largest exporter overall for 2007-08, by the
Export Development Board (EDB)

 Sri Lanka's largest apparel exporter and second largest exporter overall for 2006-07,
by the Export Development Board (EDB)

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  Presidential Export Awards - Award for Highest Net Foreign Exchange Earner in
2005
 Presidential Export Awards - Most Outstanding Exporter in the Apparel Sector in
2005
 Brandix Finishing, the Group's flagship 'Green' company, was recognized by a
Community Leader Silver Award in 2005 for Waste Minimization Practices, a
President's Environment Award in 2005 for Industrial Environmental Excellence and
ISO 14001:2004 certification
 Brandix Finishing was presented the Gold Award at the International Green Apple
Environmental Awards conferred by the The Green Organization, UK for the
innovative efforts taken to achieve zero disposal of solid waste and sludge to landfill
 Most Outstanding Exporter Award - National Awards for Export Excellence (NAEE)
in 2003
 Gold Award in the Apparel Sector - National Awards for Export Excellence (NAEE)
in 2003
 The Award for Excellence in Social Responsibility in the 'Preservation of the
Environment' category from the American Apparel and Footwear Association
(AAFA) presented to A&E Lanka
 Selected as a success story in using Cleaner Production Techniques (CPT) in the
textile finishing sector with its case study being presented at the Directors' meeting
of National Cleaner Production Centre (NCPC) at the United Nations Industrial
Development Organization (UNIDO) in Interlaken, Switzerland.

 CORPORATE OFFICE: The Corporate office means the Administrative office is

located at COLOMBO, SRI LANKA.

REGISTERED OFFICE: It is located in India at ULSOOR ROAD, BANGALORE,

KARNATAKA.

The BAI has the capacity of producing 1, 92, 00,000 garments per annum

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 CHAPTER-III

 Theoretical frame work on Employee Engagement

Page No : 23
 THEORETICAL ASPECTS ON EMPLOYEE ENGAGEMENT

Employee engagement 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. Truly engaged employees are attracted to, and inspired
by, their work ("I want to do this"), committed ("I am dedicated to the success of what I am
doing"), and fascinated ("I love what I am doing").An organization’s productivity is
measured not in terms of employee satisfaction but by employee engagement. Employees are
said to be engaged when they show a positive attitude toward the organization and express a
commitment to remain with the organization. Today, there is clear evidence that business
leaders are not simply saying that "our people are our most important asset" – they are
actually beginning to mean it too.

Employee engagement constitutes the core competence of a successful organization.

It is linked to important organizational issues such as employee retention, productivity, and
satisfaction. Engagement can be creatively integrated and woven in to an organization’s HR
policy by creating an environment that includes challenging aspects of the work, supportive
team members and effective training strategies that are consistent with the performance
management techniques. These characteristics can help managers shape the workplace in to
an employee –friendly outfit.

Factors like empowerment, recognition, respect, self-development, creativity,

achievement, advancement, wealth, and enjoying co-workers relationships affect employee
engagement significantly. Committed and engaged workers deliver business value to the
organization and thus create an emotional engagement with the customer, which spins off in
to a loyal client base for the company. Such employees tend to create a positive multiplier
effect on their peers and as a result the workplace becomes genuinely productive and highly
ethical.

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NEW CORPORATE PERSPECTIVES

Products and process alone cannot help organizations loyal customers. They also need
highly motivated, dedicated, and involved employees who are very passionate about their
work and organization; in short they need ‘engaged employees’. Nurturing engaged
employees requires a lot of effort and skills on the HR managers and calls for a different
philosophy in the organization. However, challenge for managers is not only to create a
highly motivated workforce which is both dedicated and involved with their work and
organization but to sustain them to a point where they become ‘engaged employee.’
Employee feel engaged in their organization when they find personal meaning and motivation
for their work.

‘Employee engagement’ is the new buzzword. A business success is directly linked to

the commitment of the employees. Organizations that constantly keep themselves aware of
their needs with the help of employee satisfaction. Successful companies are those that
recognize opportunities to foster employee engagement.

It is also defined as a positive, two-way relationship between employees and their

organization. Both parties are aware of their own and the other’s needs and the way they
support each other to fulfill these needs. Engaged employees and organizations will ‘go the
extra mile’ for each other, because they see the mutual benefits of investing in their
relationships.

Employee engagement is vital to any business organization that seeks not only to
retain employees, but also to increase its performance levels.

Many organizational factors influence employee engagement and retention such as:
 A good work culture and environment.
 Effective and constructive feedback and mentoring.
 Opportunity for continuous growth and development.
 Installation for a reward, recognition and incentive system.
 Effective leadership and guidance.
 Specifying the job roles, responsibilities and expectations.

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  Provision of sufficient tools and facilities to complete work responsibilities.
 High level of motivation.
Effective communication fosters trust and increases employee engagement.

Five leadership skills which are prerequisite of an engaged leader. They are:

 Building trust
 Mentoring
 Inclusion
 Alignment
 Team development

Building trust: Building trust between the employer and employee will generate mutual
commitment and loyalty to leading to sustained effective performance and financial
productivity

Mentoring: To coach and counsel employees in a way that increases employee engagement
and commitment.

Inclusion: Employee feeling of an insider or an outsider also impacts their level of

engagement

Alignment: Engaged employees are more aligned to their organizations’ purpose, values and
vision.

Team development: Here the focus is to develop the initiate leadership development potential
of each team members, and ultimately implement a shared leadership approach for
continuous improved team performance.

SOME OF THE ADVANTAGES OF ENGAGED EMPLOYEE’S ARE:

 Engaged employees will stay with the company, be an advocate of the company and
its products and services, and contribute to bottom line business success.

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  They will normally perform better and are more motivated.
 There is a significant link between employee engagement and profitability.
 They form an emotional connection with the company. This impacts their attitude
towards the company’s clients, and thereby improves customer satisfaction and
service levels
 It builds passion, commitment and alignment with the organization’s strategies and
goals
 Increases employees’ trust in the organization
 Creates a sense of loyalty in a competitive environment
 Provides a high-energy working environment
 Boosts business growth
 The call is on the Human Resource function of today, to internally engage with the
Leadership Team as well as the larger workforce within and outside the organizations
and assist them to accelerate the organizational performance.
.
TYPES OF EMPLOYEE ENGAGEMENT

1. FULLY ENGAGED: Employees work with passion and feel a profound connection
to their company. They drive innovation and move the organization forward.

2. NOT ENGAGED: Employees are essentially “checked out”. They are sleep
walking through their workday. Putting time but not energy or passion in to their work.

3. ACTIVELY DISENGAGED: Employees are not just unhappy at work. They are
busy acting out their unhappiness. They talk badly about the company to others.

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Page No : 28
 INCREASING EMPLOYEE ENGAGEMENT

Organizations that believe in increasing employee engagement levels focus on:

 Culture: It consists of a foundation of leadership, vision, values, effective
communication, a strategic plan, and HR policies that are focused on the employee.
 Continuous Reinforcement of People-Focused Policies: Continuous reinforcement
exists when senior management provides staff with budgets and resources to
accomplish their work, and empowers them.
 Meaningful Metrics: They measure the factors that are essential to the organization’s
performance. Because so much of the organization’s performance is dependent on
people, such metrics will naturally drive the people-focus of the organization and lead
to beneficial change.
 Organizational Performance: It ultimately leads to high levels of trust, pride,
satisfaction, success, and believe it or not, fun.
 Provide variety: Tedious, repetitive tasks can cause burn out and boredom over time.
If the job requires repetitive tasks, look for ways to introduce variety by rotating
duties, areas of responsibility, delivery of service etc
 Conduct periodic meetings with employees to communicate good news, challenges
and easy-to-understand company financial information. Managers and supervisors
should be comfortable communicating with their staff, and able to give and receive
constructive feedback.
 Indulge in employee deployment if he feels he is not on the right job. Provide an open
environment.
 Communicate openly and clearly about what's expected of employees at every level -
your vision, priorities, success measures, etc.
 Get to know employees' interests, goals, stressors, etc. Show an interest in their well-
being and do what it takes enable them to feel more fulfilled and better balanced in
work and life.
Be consistent in your support for engagement initiatives. If you start one and then drop it,
your efforts may backfire. There's a strong connection between employees' commitment to an
initiative and management's commitment to supporting it.

Page No : 29
INCREASING EMPLOYEE ENGAGEMENT

REQUISITES OF ENGAGED EMPLOYEE

Page No : 30
 REQUIREMENTS OF EMPLOYEE ENGAGEMENT

Potential flags

 Organizational commitment

 Empowerment
 Flow (psychology)
 Positive psychology
 Internal marketing
 Brand engagement
 Employer branding
 Employee branding

Page No : 31
Organizational Commitment

Organizational commitment is, in a general sense, the employee's psychological

attachment to the organization.
Defined as the degree to which an employee experiences a 'sense of oneness' with
their organization.

 Affective Commitment: AC is defined as the employee's positive emotional

attachment to the organization. An employee who is affectively committed strongly
identifies with the goals of the organization and desires to remain a part of the
organization. This employee commits to the organization because he/she "wants to".
 Continuance Commitment: The individual commits to the organization because
he/she perceives high costs of losing organizational membership including economic
costs and social costs (friendship ties with co-workers) that would be incurred. The
employee remains a member of the organization because he/she "has to".
 Normative Commitment: The individual commits to and remains with an
organization because of feelings of obligation. For example, the organization may
have invested resources in training an employee who then
Feels a 'moral' obligation to put forth effort on the job and stay with the organization
to 'repay the debt.' The employee stays with the organization because he/she "ought to".

Empowerment

 Having decision-making power of their own

 Having access to information and resources for taking proper decision
 Having a range of options from which you can make choices
 Ability to exercise assertiveness in collective decision making
 Having positive thinking on the ability to make change
 Ability to learn skills for improving one's personal or group power.
 Ability to change others’ perceptions by democratic means.
 Involving in the growth process and changes that is never ending and self-initiated
 Increasing one's positive self-image and overcoming stigma
The psychological concept of flow as becoming absorbed in an activity.

Page No : 32
Flow
Flow is the mental state of operation in which the person is fully immersed in what he
or she is by a feeling of energized focus, full involvement, and success in the process of the
activity.
The psychological concept of flow as becoming absorbed in an activity.
 Clear goals
 Concentrating and focusing
 A loss of the feeling of self-consciousness, the merging of action and awareness.
 Distorted sense of time, one's subjective experience of time is altered.
 Direct and immediate feedback
 Balance between ability level and challenge
 A sense of personal control over the situation or activity.
 The activity is intrinsically rewarding, so there is an effortlessness of action.
 People become absorbed in their activity
 Not all are needed for flow to be experienced.

Positive psychology
Positive psychology is a recent branch of psychology that "studies the strengths and
virtues that enable individuals and communities to develop”. Positive psychologists seek "to
find and nurture genius and talent," and "to make normal life more fulfilling, not to cure
mental illness

 Research into the Pleasant Life or the "life of enjoyment" examines how people
optimally experience, forecast, and savor the positive feelings and emotions that are
part of normal and healthy living (e.g. relationships, hobbies, interests, entertainment,
etc.).
 The study of the Good Life or the "life of engagement" investigates the beneficial
affects of immersion, absorption, and flow that individuals feel when optimally
engaged with their primary activities. These states are experienced when there is a
positive match between a person's strength and the task they are doing, i.e. when they
feel confident that they can accomplish the tasks they face.

Page No : 33
  Inquiry into the Meaningful Life or "life of affiliation" questions how individuals
derive a positive sense of well-being, belonging, meaning, and purpose from being
part of and contributing back to something larger and more permanent than
themselves (e.g. nature, social groups, organizations, movements, traditions, belief
systems).

Internal Marketing
Internal marketing (IM) is an ongoing process that occurs strictly within a company or
organization whereby the functional process aligns, motivates and empowers employees
at all management levels to consistently deliver a satisfying customer experience.
 Key concepts of internal marketing include:
 IM functioning as a continual internal 'upskilling' process.
 Alignment of the organization’s purpose with employee behavior.
 Employees internalizing the core values of the organization.
 Motivation, reframing and empowerment of employee attitude.
 Inside-out management approach.
 Retaining a positive customer experience throughout the business objectives

Brand Engagement
 Brand Engagement is a term loosely used to describe the process of forming an
attachment (emotional and rational) between a person and a brand. It comprises one
aspect of brand management. What makes the topic complex is that brand
engagement is partly created by institutions and organizations, but is equally created
by the perceptions, attitudes, beliefs and behaviors of those with whom these
institutions and organizations are communicating or engaging with.

 As a relatively new addition to the marketing and communication mix, brand

engagement sits in the space between marketing, advertising, media communication,
social media, organizational development, internal communications and human
resource management.

Page No : 34
Employer Branding
Employer branding as “the image of the organization as a ‘great place to work’ in the
minds of current employees and key stakeholders in the external market (active and passive
candidates, clients, customers and other key stakeholders).”
Strong employer brands have employer value propositions (EVP’s) which are
communicated in company actions and behaviors and evoke both emotive (e.g. I feel good
about working here) and tangible benefits (this organization cares about my career
development) for current and prospective employees. These organizations segment and
communicate EVP’s which reflect the image that the organization wants to portray to its
target audience. A company’s employer brand is reflected in the actions and behaviors of
leaders and is affected by company policies, procedures, and practices.

Here are the 10 Key Steps of a strategic branding process-

 Develop project scope: Agree on deliverables. Implication of HR, communications,

and operations.
 Execute Insight analysis: Perception, reality and aspirations: employees, external
candidates and employer competition.
 Develop EVP and statement.
 Review HR programs, processes and practices to align with EVP. (Employee life
cycle)
 Create visual interpretation and identity: Adaptation.
 Validate visual identity: employees & external candidates.
 Design launch plan.
 Produce communication tools.
 Launch Employer Brand.
 Define metrics and measure ROI.

Focus on 100% Engagement?

 Time & Effort

 Bridging the Power Gap
 AOH activities…engagement…?

Page No : 35
  Work-life balance…work-engagement Balance…

The best sense of a company's health is its EMPLOYEE ENGAGEMENT. It goes

without saying that no company, small or large, can win over the long run without energized
employees who believe in the mission and understand how to achieve it.

 Fringe benefits can be increased.

 Reward system should be regular in the organization.

 Employee’s views and suggestions should be considered in day to day work.

 Motivational level should be increased both at bottom and middle level employees.

 Performance appraisal system should be clear to everyone.

 Spare parts and materials should be supplied properly to the employees working in
engineering department.

 For the goodwill of the organization CSR activities should be increased to help the
poor.

Increasing Employee Engagement

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

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

Organizations that believe in increasing employee engagement levels focus on:

1. Culture: It consists of a foundation of leadership, vision, values, effective

communication, a strategic plan, and HR policies that are focused on the employee.

2. Continuous Reinforcement of People-Focused Policies: Continuous

reinforcement exists when senior management provides staff with budgets and
resources to accomplish their work, and empowers them.

3. Meaningful Metrics: They measure the factors that are essential to the
organization’s performance. Because so much of the organization’s
performance is dependent on people, such metrics will naturally drive the
people-focus of the organization and lead to beneficial change.
4. Organizational Performance: It ultimately leads to high levels of trust, pride,

Page No : 36
satisfaction, success, and believe it or not, fun.

Increasing employee engagement

o Provide variety: Tedious, repetitive tasks can cause burn out and
boredom over time. If the job requires repetitive tasks, look for ways to
introduce variety by rotating duties, areas of responsibility, delivery of
service etc.

o Conduct periodic meetings with employees to communicate good news,

challenges and easy-to-understand company financial information.
Managers and supervisors should be comfortable communicating with
their staff, and able to give and receive constructive feedback.
o Indulge in employee deployment if he feels he is not on the right job.
Provide an open environment.
o Communicate openly and clearly about what's expected of employees
at every level - your vision, priorities, success measures, etc.
o Get to know employees' interests, goals, stressors, etc. Show an interest
in their well-being and do what it takes enable them to feel more
fulfilled and better balanced in work and life.
o Celebrate individual, team and organizational successes. Catch
employees doing something right, and say "Thank you."

o Be consistent in your support for engagement initiatives. If you start

one and then drop it, your efforts may backfire. There's a strong
connection between employees' commitment to an initiative and
management's

Page No : 37
 CHAPTER-IV

 Data Analysis and Interpretation

 Departmental wise Analysis

Page No : 38
 DATA ANALYSIS AND INTERPRETATION

1. Availability of materials and equipment in the organization

TABLE NO: - 1

Response of the Number of respondents Percentage (%)

respondents
YES 35 100%
NO 0 0%
TOTAL 35 100%

Source: Primary data

Interpretation:

From the above table, we understand that there are, 35 Respondents (100%) revealed that
they have enough materials and equipment’s to work right.

Page No : 39
2. Encouragement from your associates for your development

TABLE NO: -.2

Response of the Number of respondents Percentage (%)

respondents
YES 33 94%
NO 2 6%
TOTAL 35 100%

Source: Primary data

Fig. No: 2

Interpretation:

From the above table, 94% of the employees says that their associates are encouraging for
their development where as the other 6% says that their associates not encouraging for further
development.

Page No : 40
3.Consideration of employees opinions at work

TABLE NO: - 3

Response of the Number of respondents Percentage (%)

respondents
YES 30 86%
NO 05 14%
TOTAL 118 100 %

Source: Primary data

Fig. No: 3

Interpretation:

From the above table it is revealed that, 86% of the respondents’ opinions are considered
where as the rest 14% of the respondents say that their opinions are not considered

Page No : 41
4. Does the mission of the company make the employee feel that his job is important?

TABLE NO: - 4

Response of the Number of respondents Percentage (%)

respondents
YES 32 91%
NO 3 9%
TOTAL 35 100 %

Source: Primary data

Fig. No: 4

Interpretation:

From the above table, 91% of the employees reveals that their job is important where as 9%
of the employees reveals that the mission of the company does not make them feel that their
job is important.

Page No : 42
5. Quality work of the associates in the organization.

TABLE NO:- 5

Response of the Number of respondents Percentage (%)

respondents
YES 29 83%
NO 6 17%
TOTAL 35 100%

Source: Primary data

Fig. No: 5

Interpretation:

From the above table, 83% of the respondents reveal that their associates are committed in
doing quality work where as 17% of the respondents reveal that their associates are
committed in doing quality work

Page No : 43
6. Opportunity at work to learn and grow in the last year.

TABLE NO:- 6

Response of the Number of respondents Percentage (%)

respondents
YES 35 100%
NO 0 0%
TOTAL 35 100%

Source: Primary data

Fig. No: 6

Interpretation:

From the above table it is revealed that 100% of the respondents reveals that there are
opportunities to learn and grow in the organization where as the rest respondents i.e., 0%
reveal that there are no opportunities at work to learn and grow in this organization

Page No : 44
7. Opportunity at work to do the best everyday

TABLE NO:- 7

Response of the Number of respondents Percentage (%)

respondents
YES 35 100%
NO 0 0%
TOTAL 35 100%

Source: Primary data

Fig. No: 7

Interpretation:

From the above table, 100% of the respondents say that there is opportunity at work to do the
best everyday where as the other 0% of the employees say that there is no opportunity to do
the best.

Page No : 45
8. Recognition in the last seven days for good work

TABLE NO:- 8

Response of the Number of respondents Percentage (%)

respondents
YES 20 57%
NO 15 43%
TOTAL 35 100%

Source: Primary data

Fig. No: 8

Interpretation:

From the above table, 57% of the respondents revel that there is recognition in the last seven
days for doing good work where as 43% of the respondents reveal that there is no recognition
in the last seven days.

Page No : 46
9. Appraisal by your superiors in the last six months about your progress

TABLE NO:- 9

Response of the Number of respondents Percentage (%)

respondents
YES 30 86%
NO 05 14%
TOTAL 35 100%

Source: Primary data

Fig. No: 9

Interpretation:

From the above table, 86% of the respondents were appraised by their superiors in the last six
months where as 14% of the respondents were not appraised by their superiors in the last six
months.

Page No : 47
10. Enjoyment with the family after the scheduled work.

TABLE NO:- 10

Response of the Number of respondents Percentage (%)

respondents
YES 18 51%
NO 17 49%
TOTAL 35 100%

Source: Primary data

Fig. No: 10

Interpretation:

From the above table, 51% of the respondents enjoy with their family after their scheduled
working hours where as 49% of the respondents are not able to spend the time after the
scheduled working hours.

Page No : 48
 11. Psychological commitment towards work in the organization:

TABLE NO:- 11

Response of the Number of respondents Percentage (%)

respondents
YES 29 83%
NO 06 17%
TOTAL 118 100%

Source: Primary data

Fig. No:11

Interpretation:

From the above table, 83% of the respondents are psychologically committed to the work in
the organization; where as 17% of the respondents are not committed to the work in the
organization.
NO

YES

Page No : 49
12. Ability to reach the targets set by your superiors

TABLE NO:- 12

Response of the Number of respondents Percentage (%)

respondents
YES 33 94%
NO 2 6%
TOTAL 35 100

Source: Primary data

Fig. No:12

Interpretation:

From the above table, 94% of the respondents were able to reach the targets set by their
superiors; where as 6% of the respondents were not able to reach the targets set by their
superiors.

Page No : 50
13. Respondents participation in regular meetings

TABLE NO:- 13

Response of the Number of respondents Percentage (%)

respondents
YES 33 94%
NO 02 06%
TOTAL 35 100%

Source: Primary data

Fig. No:13

Interpretation:

From the above table, 94% of the respondents participate in regular meetings actively; where
as 06% of the respondents do not participate in regular meetings.

Page No : 51
14.Ability to produce positive business outcomes

TABLE NO:- 14

Response of the Number of respondents Percentage (%)

respondents
YES 35 100%
NO 0 0%
TOTAL 35 100%

Source: Primary data

Fig. No:14

Interpretation:

From the above table, 100% of the respondents reveals that they were able to produce
positive business outcomes, where as 0% of the respondents were not able to produce
positive business outcomes.

Page No : 52
15. Employees growth along with the organization

TABLE NO:- 4.15

Response of the Number of respondents Percentage (%)

respondents
YES 30 86%
NO 05 14%
TOTAL 35 100%

Source: Primary data

Fig. No: 4.15

Interpretation:

From the above table, 86% of the respondents say that they grow along with the organization;
where as 14% of the respondents say that they don’t have opportunity to grow along with the
organization.

Page No : 53
16. Satisfaction towards the welfare measures provided by the organization

table no:- 4.16

Response of the Number of respondents Percentage (%)

respondents
YES 31 89%
NO 04 11%
TOTAL 35 100%

Source: Primary data

Fig. No: 4.16

Interpretation:

From the above table, 89% of the respondents were satisfied with the welfare measures
provided by the organization; where as11% of the respondents were not satisfied with the
welfare measures.

Page No : 54
17. Is there a best friend at work?

TABLE NO:- 4.17

Response of the Number of respondents Percentage (%)

respondents
YES 27 77%
NO 08 23%
TOTAL 118 100

Source: Primary data

Fig. No: 4.17

Interpretation:

From the above table, 77% of the respondents have a best friend at the work place; whereas
23% of the respondents do not have a best friend at work.

Page No : 55
 DEPERTMENTALWISE ANALYSIS

Analysis of Employee Engagement With Respect To HR Department

S. no. Type of engagement No. of employees Percentage %

1 Engaged employees 5 71%
2 Not engaged 1 14%
3 Actively disengaged 1 14%
TOTAL 7 100%

Source: Primary data

Fig. No:18

Interpretation:

From the above table, 50% of the respondents of HR department were engaged, 42% of the
respondents were not engaged and 8% of the respondents were actively disengaged.

Page No : 56
Analysis of Employee Engagement With Respect To Finishing Department

S. no. Type of engagement No. of Percentage %

employees
1 Engaged employees 02 67%
2 Not engaged 01 33%
3 Actively disengaged 0 0%
TOTAL 03 100%

Source: Primary data

Fig. no: 19

Interpretation:

From the above table, 67% of the respondents of finishing department were engaged
employees, 33% of them were not engaged employees and 0% were disengaged employees.

Page No : 57
Analysis of Employee Engagement With Respect To Information Technology & Safety
Department

S. no. Type of engagement No. of employees Percentage %

1 Engaged employees 2 67%
2 Not engaged 1 33%
3 Actively disengaged 0 0%
TOTAL 3 100%

Source: Primary data

Fig. No: 21

Interpretation:

From the above table, 67% of the respondents of IT & safety department were engaged
employees, 33% of the respondents were not -engaged, and 0% of the respondents were
disengaged.

Page No : 58
Analysis of Employee Engagement With Respect To Finance, Accounts & Purchase
Department

S. no. Type of engagement No. of employees Percentage %

1 Engaged employees 03 60%
2 Not engaged 01 20%
3 Actively disengaged 01 20%
TOTAL 05 100%

Source : Primary data

Fig. No: 22

Interpretation:

From the above table, 60% of the employees in finance, purchase and accounts departments
were engaged employees, 40% of the respondents were not engaged, and there were no
disengaged employees in this department.

Page No : 59
 CONTRIBUTION

Percentage of Employee Engagement in Brandix Apparel India in the year 2009-‘10

Here the range is, 70-84 (Engaged)

45-70 (Not Engaged)
1-45 (Actively Disengaged)

Percentage of engaged Percentage of not -engaged Percentage of disengaged

employees employees employees

54% 42% 4%

Fig No. 24

Interpretation:

The overall percentage of employee engagement in Brandix Apparel India in the year 2009-
2010 is, 54% of engaged employees, 42% of not engaged employees and 4% of disengaged
employees.
Comparison of Employee Engagement of the Present Year with the Last Year:

Percentage of Employee Engagement in the year 2014-2015

Percentage of engaged Percentage of not -engaged Percentage of disengaged

employees employees employees
3%
42.5% 54.5%

Percentage of Employee Engagement in the year 2015-2016

Page No : 60
 Percentage of engaged Percentage of not -engaged Percentage of disengaged
employees employees employees
4%
54% 42%

By comparing the above two tables can say that the Engaged Employees has
increased by 11.5% and the not engaged employees has decreased by 12.5% and actively
disengaged employees has increased by 1%.

Graphical representation of Employee Engagement after one year in Brandix Apparel India:

As per the suggestions given in the last year we can see the improvement in this
context. This year also we gave suggestions to the management for further improvement .It
may take time for the transformation of resources from disengaged employees to not engaged
employees and from not-engaged employees to engaged employees.
The expected percentage is based on the study are as mentioned below:-

Transformation after One Year

Percentage of
Percentage engaged Percentage of not-
Total disengaged
employees engaged employees
employees
100% 65% 33% 2%

Fig.no:25

Page No : 61
 LEARNINGS

 Learnt the new concept i.e., employee engagement.

 Learnt how to prepare questionnaire formally.

 Learnt how to campaign the questionnaire and help the employees properly while
filling the questionnaire.

 Learnt how to interact with different employees of different profiles.

 Learnt the culture of trust in the organization.

 Learnt the culture of working as a team will not only lead all the employees towards
the common goal but also augment an environment of supporting and helping each
other in accomplishing the goals.

 Learnt how the employee engagement is linked to customer satisfaction which in turn
is linked to organizational financial success.

 Learnt that employees need to be engaged to achieve the organizational goals.

Page No : 62
 CHAPTER-V

Findings
Suggestions
Conclusion

Page No : 63
 FINDINGS

 Brandix is a unique organization in Visakhapatnam.

 Brandix has strong HR and effective teamwork.

 Brandix gives first priority to safety and security.

 The employees are very cooperative with us while campaigning the questionnaire.

 Brandix magazine “KUTUMBHAM” indicates the feeling of one family.

 It gives the birthday gifts to the employees, which show the caring nature among the
employees.

 Brandix do organizes the safety weeks and invites the students from the colleges and
explains the safety procedures in the organization.

 There is a strong psychological commitment and emotional attachment with the

organization to almost all the employees.

 The reasonable opinions given by the employees are considered.

 There will be some kind of motivation from the associates for the individual
development.

 Brandix provides the sufficient material and equipment to the employees to do the
work more effectively.

 Brandix is providing a better career for the employees to learn and grow in the
organization.

 Brandix organizes regular meetings to enhance the overall personality of the

individual

Page No : 64
 SUGGESTIONS

 Business should be increased, so that the work will be more which ultimately
increases the commitment and involvement of employees towards the work.

 The management should revise CTC on per with industry standard.

 Motivational level should be increased both at bottom and middle level employees.

 Performance appraisal system should be clear to everyone.

 Working hours in certain departments has to be decreased.

Page No : 65
 CONCLUSION

Employee engagement is important, because it creates loyalty among the work force
and enhances the level of their contribution and association with the organization. The real
challenge in today’s workplace is having an effective and courageous leadership for fully
engaging team member as a valued individual.

Finally, employee engagement in true spirit as the employee develops the emotional
attachment to the job.

Page No : 66
 BIBLIOGRAPHY

Books referred:

1. Vaartha
2. Kutumbam
3.

Websites:

1. www.Brandix Apparel India.com

2. www.google.com

Page No : 67