1.1INTRODUCTION Employee Engagement: Employee Engagement is the extent to which employees think, feel, and act in ways that represent high levels of commitment to their organization. Engaged employees are motivated to contribute 100% of their knowledge, skills, and abilities to help their organization succeed. They care deeply about their company, want to contribute to its success, and regularly have peak experiences at work.
Engagement represents the motivational capital that exists within an individual, a unit, or an organization. It is a valuable resource that can boost company performance. Our research shows that engagement is linked to a number of important business outcomes. For example, we have found the following: Engaged employees offer significantly higher levels of service to customers Engaged managers are more likely to create a work environment that is collaborative, creative, and stimulating Engaged work teams tend to have fewer accidents and injuries
The best way to build and sustain Employee Engagement levels in an organization:
First, the business case for employee engagement must be established for senior leadership. Engagement is not merely about making employees happier at work; it is about bringing out the best in people and tapping their full potential on a day‐to‐day basis. Second, employee engagement levels must be monitored and measured on a regular basis, particularly in an ever‐changing business world. Our clients generally conduct organization‐wide engagement surveys once a year, with smaller‐scale pulse surveys as needed. Finally, engagement requires action. Each year, employees and managers face new challenges. Attitudes shift. Frustrations can build. By understanding changes and addressing barriers to success, organizations can ensure their workforce is motivated to do their best work.
Employee Engagement Promotes: We have been studying employee attitudes since 1972. Based on a careful analysis of nearly four decades of survey data, we have found that employees seek three fundamental things from their work. Achievement: The vast majority of employees want to achieve something important and meaningful at work. They want to grow and develop their skills and capabilities and they want to be rewarded and recognized for their efforts. Friendship: We are social beings. Employees enjoy working productively with others while developing healthy interpersonal relationships. How managers interact with their teams is especially important in motivating employees to go above and beyond. Equity: Employees want to be treated fairly when it comes to pay and benefits, day‐to‐day treatment, and psychological and physical safety. This represents our Three Factor Theory of Human Motivation in the Workplace. When these needs are met, employees are highly engaged and even enthusiastic at work.
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ABSTRACT Employee Engagement is the extent to which employees think, feel, and act in ways that represent high levels of commitment to their organization engaged employees offer significantly higher levels of service to customers Engaged managers are more likely to create a work environment that is collaborative, creative, and stimulating Engaged work teams tend to have fewer accidents and injuries
Types of data: In this project do use some types of data they are, One is Primary data another one is Secondary data
“Effectiveness on Employee Engagement” This is my aim of this research in Venture Lighting India Limited. Area of study is “Human Resource” Research period is “Four months (From February 2013 to May 2013)” Research instrument are Questionnaire. It consists of 25 questions. . Statistical tools are Chi-square chart, Weighted Average Method, Percentage Analysis and Annova Table.
1.2INDUSTRY PROFILE KEY FEATURES Annual production turnover of Rs.210 billion (US $4.5 billion) small by global standards. Share of unorganized sector at 23% caters primarily to replacement market Share of organized sector at 77% caters primarily to original equipment manufacturers, exports and replacement market. All prominent companies have technological tie-ups with global majors. Manufacturer‟s products that may be classified into six categories: ARC TUBE Low watt, ARC TUBE High watt, Bulb forming, Lamp finishing, Mounting, Testing and others. The fortunes of the industry are largely driven by the electronics industry. Demand share of the replacement market in this segment varies from 30-70%, depending on the product. The unorganized sector has a significant presence in some products with low technological intensity.
1.3. COMPANY PROFILE
The World Leader In Metal Halide Technology ™
Venture Lighting is the only company in the world focused exclusively on metal halide technology. For many years, our forward thinking and innovative approach have brought superior lamps offering unmatched performance. We take pride in having introduced over 75% of the metal halide lamp types currently used around the world. Our expertise today includes not only lamps but also control gear, all designed in tandem to deliver optimal performance. Venture Lighting India Limited, the largest manufacturer of Metal Halide Lamps in Asia is a subsidiary of Advanced Lighting Technologies Inc. USA (ADLT) and working under the technical guidance and control of Venture Lighting International Inc., USA. Venture Lighting International is primarily involved in the metal halide research, design and manufacturing operation and is widely recognized as an innovator in the industry. Venture Lighting India Limited, located in the Madras Export Processing Zone, started its manufacturing operations in the year 1998. Venture Lighting India products are currently exported to USA, Europe, Australia, South America, Far-East Asia, Gulf countries etc.
Venture‟s lighting system innovation has truly redefined metal halide performance. The exclusive Uni-Form® formed body arc tube is a compact light source sculpted to follow the physical shape of the arc itself. The precise geometry of this unique arc tube, accurately reproducible from lamp to lamp, produces a metal halide lamp of greater efficiency, improved color uniformity, longer life, and faster warm-up/hot re-strikes times than those with the older, standard pinched body technology. Pulse start lamps are available in wattages from 50 through 400 watts in open or enclosed types in a range of color temperatures. Venture Lighting in India has added new high-efficiency control gear to the product line. These systems offer reduced current crest factor, resulting in longer life, higher lumen output, and quicker starting and greater energy efficiency. Venture combines years of experience and leading edge technology to bring to the marketplace state-of-the-art ballasts, ignitors and controls.
VISION We shall achieve customer satisfaction by providing products and services of high quality at globally competitive prices. We shall be a leading player in our chosen area of operations in the light engineering industry. We shall improve the quality of life of our employees and fulfill their reasonable operations. By creating an atmosphere of trust and care, we shall work as a cohesive team always encouraging higher standards of performance. We shall provide an adequate return to our stock holders and facilitate the growth of the organization. We recognize our vendors as our partners in progress. We shall give them a fair deal and nurture a healthy relationship. We shall conduct ourselves as a reasonable corporate citizen known for integrity and ethics.
QUALITY POLICY Venture Lighting India limited is committed to total quality. The company shall, Achieve this by identifying and meeting customer requirements on quality, delivery, price and service. Strive to enhance customer satisfaction through continual improvement of the efficiency of the quality management system. Comply with the statutory and regulatory requirements.
QUALITY The products manufactured are subjected to strict surveillance at every stage of manufacture to ensure acceptable quality product. The company is committed to quality management and obtained QS9000 obtained TQM award.
RESEARCH AND DEVELOPMENT Venture Lighting India limited has received R&D recognition from the department of science and technology, Government of India. It has programmers of continual research and development that is abreast with the latest technology, synonymous with modern thinking in the field of light manufacturing.
1.4 REVIEW OF LITERATURE
EMPLOYEE ENGAGEMENT: Different definitions by different people: Almost 20 years ago, ethnographic researcher W. A. Kahn (1990) in his book first conceptualized EMPLOYEE ENGAGEMENT as the “harnessing of organizational members‟ selves to their work roles”. In engagement, people employ and express themselves physically, cognitively, and emotionally during role performances. Put simply, Employee Engagement exists “when the employee feels: Physically Intellectually Emotionally
“Employee engagement is the involvement with and enthusiasm for work” (The Gallup Organization) Employee engagement is "a heightened emotional connection that an employee feels for his or her organization, that influences him or her to exert greater discretionary effort to his or her work". (The Conference Board). “Engagement is the energy, passion, or „fire in the belly‟ employees have for their employer. It is the state of emotional and intellectual commitment to an organization or group producing behavior that will help fulfill an organization's promises to customers - and, in so doing, improve business results.”(Hewitt Associates)
According to Nelson & Simmons, “Employee engagement has been defined more completely when employees feel positive emotions toward their work, find their work to be personally meaningful, consider their workload to be manageable, and have hope about the future of their work”.
Stay - They have an intense desire to be a part of the organization and they stay with that organization; Say - They advocate for the organization by referring potential employees and customers, are positive with co-workers and are constructive in their criticism;
Strive - They exert extra effort and engage in behaviors that contribute to business success
Almost 20 years ago, ethnographic researcher W.A.Kahn (1990) in his book first conceptualized EMPLOYEE ENGAGEMENT as “the harnessing of organizational members‟ selves to their work roles” (p.694). Employee engagement has since been define more completely as when employees feel positive emotions towards their work, find their work to be personally meaningful, consider their workload to be manageable, and have hope about the future of the work (Nelson & Simmons,2003). The findings of studies conducted to create measurement tools in their area have further refined its definition to include a three-dimensional concept of employee engagement (May, Gilson, & Harter,2004). The three factors include a physical component (eg.,” I exert a lot of energy performing my job is so absorbing that I forget everything else”).
REFERENCE: Kahn, W.A.(1990).Psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal, 33, 692-724.
The Utrecht Work Engagement Scale (UWES) is a popular tool that measures three areas of work engagement representing behavioral, emotional and cognitive dimension (Schaufeli, Bakker, & Salanova 2006). These three dimensions correspond to worker engagement themes of vigor, dedication and absorption, respectively, in one‟s work. The emotional vigor component of worker well-being has proven to be especially important in explaining why employees give effort at work (Robinson, Perryman & Hayday, 2004;Towers Perrin,2007)
Shirom,2003;Smith, Wefald, Downey & Gopalan, 2008 have also developed their own proprietary survey tools and processes for measuring work engagement that address similar themes. Some of these consulting organizations include Blessing White, Gallup, Hewitt,Sirota,Towers Perrin, Valtera and Watson Wyatt Worldwide. Over the past 30 years, Gallup researcher have quantitatively and qualitatively assessed the most salient employee perceptions of management practices across a wide variety of industries. The methodology underlying this research has been centered on the study of failure in organizations. Results of this work have yielded a 12-item Work Engagement Index and have generated several popular books (Rath,2007; Rath & Conchie,2009; Wagner & Harter ,2006). Pitney Bowes has been measuring employee engagement for more than a decade and has integrated engagement – enhancing Measuring and Managing employee work engagement 385 downloaded by [117.193.169.234] at 04:30 29 June 2011 practices into everyday culture of the company (Attrite, 2009). One of the most valuable aspects of the Pitney Bowes experience for management has been learning each year from more then 25,000 employee responses to the open ended question, “what one thing would you change to make Pitney Bowes a better place to work ?” Most companies, however, are not measuring employee engagement. However, at least the desire to do so seems to be increasing. A recent Deloitte Touche- Tohmatsu survey (Hansen,2007) found that the majority of senior executives feel under pressure to measure nonfinancial information about their company – such as productivity and engagement – on a more regular basis. .
Reference: Harter, J.K., Schmidt, F.L. & Hayes, T.L.(2002) Business-Unit-Level-Relationship Between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-Analysis. Journal of Applied Psychology,87, 268-279
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2.1. RESEARCH OBJECTIVES Primary objective: “A Study on Effectiveness of Employee Engagement at VENTURE LIGHTING INDIA LTD, CHENNAI.”
Secondary objective: To study the level of commitment and involvement by an employee in the company. To identify the factors that influence engagement of the employees towards their organization and its values. To evaluate physical, cognitive and emotional feelings of employees about their role performances. To study the satisfaction level of the employee towards the decision making process in on organization. To study the employee opinion about career development opportunities in on organization.
2.2RESEARCH PROBLEM This research examines the effectiveness of employee‟s engagement system and its components such as Culture, Organizational Performance, Opportunity, recognition, motivation, cooperation, work standards and its influence over salary fixation, confirmation and promotion.
2.3 NEED FOR THE STUDY
Employee engagement plays an integral part of human resource management Employee engagement is the degree of commitment and involvement the employees have towards their organization and its values. An employee with high involvement can understand the business context effectively and take effective decisions that affect his/her work performance. The primary need of the study is to analyze level of commitment and involvement the employees have toward the company. This study also focuses on the physical, cognitive and emotional feelings of the employees about their role performance in the organization.
Employee engagement is more than just the current Human resource . It is essential. In order for the organization to meet and surpass organizational objectives, employee must be engaged. Every changing demand require the company to concentrate on its people who should be equipped to meet the increasing demand and hence it is high time to focus the importance of employee engagement programme.
2.4. SCOPE FOR THE STUDY This study throws a light on the employees‟ feelings about their involvement and commitment toward the success of the organization. The study provides an insight into the most crucial problem of human resource management like retaining the employees.
The study includes various strategies adopted and proposed which provides a clear understanding to the various factors related to the engagement and their interrelationship.
2.5 RESEARCH METHODOLOGY
Definition of research: Webster‟s new international dictionary defined research as “careful, or critical inquiry or examination in seeking fact or principles, diligent investigation in order to ascertain something” this definition simply states that research.
Is a purposive investigation or inquiry.
Involves investigation or search.
Research methodology: Research methodology is a way to systematically store the research problem. It may be understood as a science of studying how research is done scientifically.
Research process: Meaning: Research is a process is a set of activities that are performed to achieve a targeted outcome that is a process involves a number of activities which are carried out either sequentially or simultaneously, so research process would refer to various steps and stages involved in research activity. When all these activities are completed in a satisfactory manner, a thesis is produced.
Research design: Research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure.
Descriptive research: A descriptive research is carried out with objective and hence its results in define conclusion. In this research a problem is described by the researcher using questionnaire and schedule.
SAMPLE DESIGN: All the details connected with the sampling process from the determination of sample size down to the collected of data, would be spelt out.
Sample unit: Sample unit includes the employees of “VENTURE LIGHTING INDIA LTD, CHENNAI.”
Sample size: The data is collected from 150 employees of “VENTURE LIGHTING INDIA LTD, CHENNAI”
Sampling method: Convenience sampling: In this sampling, the choice of the sample is left completely to the convenience of the interviewer.
Data: Meaning: Data refer to information or facts often, researchers understand by data only numerical figure. It also includes descriptive facts, non-numerical information, qualitative and quantitative information.
Types of data: There are two types of they are,
Primary data.
Secondary data.
Aim of the research: “Effectiveness on Employee Engagement” Area of study: Human resource
Research period: Four months (From February 2013 to May 2013)
Research instrument Questionnaire consists of 15 questions.
Statistical tool Chi-square Annova Table Percentage Method Weighted Average Method
METHOD OF DATA COLLECTION The nature of data used may be primary or secondary. Primary data is the first hand collection of information. Secondary data is making use of published or from published sources.
Primary Data Primary data are fresh data collected through survey from the employees using the questionnaire. Questionnaire helps to recognize the Employee Engagement regarding the VENTURE LIGHTING INDIA LIMITED and to find out problems existing among them.
Secondary Data Secondary data are collected from books internet and various journals, magazines etc. regarding VENTURE LIGHTING INDIA LIMITED.
2.5.4. DATA COLLECTION INSTRUMENT
Questionnaire Questionnaire is the most popular and widely adopted instrument for gathering data. A questionnaire is a sheet or sheets of paper containing questions relating to certain specific aspects regarding which the researcher collects the data. The questionnaire is given to the informant or respondent to be filled up. The success of survey method depends on the strength of the questionnaire used.
Questionnaire design Design and implementing the questionnaire is one of the most interesting tasks in the research. The questionnaire is prepared in such a way that it covers the objective of the study. The questionnaire used in the study is a structured questionnaire which contains open ended, closed ended, dichotomous and multi choice question.
Types of questions: The research contains the following types of questions. Open ended questions: As the name implies this refers to a question that has no fixed alternatives to which the answers much conform. The respondent answers in their words and at any length he chooses. These questions are called as open ended questions or free-answer questions. Closed ended questions: It refers to those alternatives in which the respondent is given a limited number of alternative responses from which he is to select the one of the most closely that matches his opinion or attitude. Dichotomous questions: A dichotomous questions refers to one which offer the respondents,
choice between
only two alternative and reduces the issue to its simplest terms. Multi choice questions: A multi choice question refers to one which provides several set of alternatives. Thus it is middle ground between free answer and dichotomous questions.
2.5.5. SAMPLE DESIGN
The sampling design of the study is Convenience sampling. It is the method in which samples are drawn at the convenience of the researcher. The assumptions are the target population is homogeneous and the individuals interviewed are similar to the overall defined target population with regard to the characteristics being studied.
Sample Element
: Employees
Sample Size
: 120 samples
Sample method
: Convenience Sampling
Sample Media
: Questionnaire
2.5.6 TOOLS FOR ANALYSIS The statistical tools applied for the study include the following are Percentage method Chi – square test Weighted average
2.5.7 SAMPLE PERCENTAGE The collected data is analyzed by using simple percentage method. Under this method percentage is used to compare the data collected. FORMULAS: No. of respondents Percentage
=
------------------------------ X 100 Total respondents
2.5.8 CHI –SQUARE TEST The chi – square test, written as Ψ²-test, is a useful measure of comparing experimentally obtained results with those expected theoretically and based on the hypothesis. It is used as a test statistics in testing a hypothesis that provides a set of theoretical frequencies with which observed frequencies are compared. In general chi – square test is applied to those problems in which we study whether the frequency with which a given event has occurred , is significantly different from the one expected theoretically.
Chi – square test is not concerned with any population distribution and its observation.
The Ψ² test was first used in testing statistical hypothesis by Karl Pearson in the year 1900.it is defined as (Ψ²)
=
∑ (Oi-Ei) ²/Ei
Oi
=
observed frequency of I th event.
Ei
=
Expected frequency of i th event.
Where
2.5.9 WEIGHTED AVERAGE METHOD Weighted average method is used to compute the weighted average for the worker with factors such as attitude, benefits, commitment and decision making that has greatest impacts on functional matrix. For each factor the score for that option is multiplied with the number of respondents to various options. The results are added and divided by the total number of respondents in that factor are ranked in describing data order according to their indices.
FORMULAS :
∑Xi* Wi Xw=-----------------------------------No. of Respondents Where, Xw =Weighted average Xi = variable W = weights attached to Wi
2.6 LIMITATIONS OF THE STUDY
The study was limited to a specific number of respondents, which did not cover the whole population. The finding and observation made in this study are purely based on respondent‟s answers. The response may be affected by certain personal bias.
3.1 DATA ANALYSIS AND INTERPRETATION TABLE -3.1.1 AGE OF THE RESPONDENT S.no
AGE
No of respondents
Percentage
1
Below 25
57
38%
2
25-30
42
28%
3
30-40
29
19.33%
4
Above 40
22
14.67%
Total
150
100
INFERENCE:From the above table it is found that 38% of respondents are below 25 years, 28% of respondents are 25-30 years and 19.33% of respondent‟s are30-40 years and 14.67% above 40years. FIGURE NO-3.1.1
No of respondents 60
57
50
42
40 29
30
22
20 10 0 Below 25
25-30
30-40
Above 40
No of respondents
TABLE -3.1.2 EDUCATIONAL QUALIFICATION S.no
Qualification
No of respondents
Percentage
1
Diploma
64
42.67%
2
Engineers
33
22%
3
Graduate
12
8%
4
Others
41
27.33%
Total
150
100
INFERENCE:From the above table it is found that 42.67% of respondents are Diploma, 22% of respondents are Engineers and 8% of respondents are Graduate and 27.33% are others FIGURE NO-3.1.2
No of respondents 70
64
60 50
41
40
33
No of respondents
30 20
12
10 0 Diploma
Engineers
Graduate
Others
TABLE -3.1.3 EXPERIENCE S.no
Experience
No of respondents
Percentage
1
Below 1
48
32%
2
1-3years
59
39.33%
3
3-5 years
24
16%
Above 5
19
12.67%
Total
150
100
4
INFERENCE:From the above table it is found that 32% of respondents are experienced below 1 year, 39.33% of respondents are experienced for 1-3 years and 16% of respondents are experienced 3-5 years and 12.67% of respondents are experienced above5 years. FIGURE NO-3.1.3
No of respondents 70 60 50
1-3years 59 Below 1 48
40 3-5 years 24
30 20
No of respondents Above 5 19
10 0 Below 1
1-3years
3-5 years
Above 5
TABLE -3.1.4 How far you satisfied with the working hours S.no
Particulars
No of respondents
Percentage
1
Highly Satisfied
56
37.33%
2
Satisfied
43
28%
3
Neutral
31
20.67%
4
Dissatisfied
18
12%
5
Highly Dissatisfied
2
1.33
150
100
Total INFERENCE:-
From the above table it is found that 37.33% of respondents are highly satisfied with the working hours, 28% of respondents are satisfied with the working hours, 20.67% of respondents are neutral, 12% of respondents are dissatisfied with the working hours, 1.33% of respondents are highly dissatisfied with the working hours. FIGURE NO-3.1.4
No of respondents 60 40
56 43 31 18
20 0
2 No of respondents
TABLE -3.1.5 Do you clearly understand what your superior expects from you? S.no
Particulars
No of respondents
Percentage
1
Highly Satisfied
67
44.67%
2
Satisfied
28
18.67%
3
Neutral
47
31.33%
4
Dissatisfied
2
1.33%
5
Highly Dissatisfied
6
4%
150
100
Total INFERENCE:-
From the above table it is found that 44.67% of respondents are highly satisfied what their superior expects from them, 18.67% of respondents are satisfied what their superior expects from them, 31.33% of respondents are neutral, 1.33% of respondents are dissatisfied what their superior expects from them, 4% of respondents are highly dissatisfied what their superior expects from them. FIGURE NO-3.1.5
No of respondents 70
67
60
47
50 40
28
No of respondents
30 20 2
10
6
0 Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
TABLE -3.1.6 Does the organization polices are clearly communicated? S.no
Particulars
No of respondents
Percentage
1
Yes
89
59.33%
2
No
61
40.67%
Total
150
100
INFERENCE:From the above inference it is found that 59.33% say yes for communication of organization policies, 40.67% and say No for communication of organization policies. FIGURE NO-3.1.6
No of respondents
No 61
Yes Yes 89
No
TABLE -3.1.7 Have you been provided with proper skill and training S.no
Particulars
No of respondents
Percentage
1
Strongly Agree
79
52.67%
2
Agree
41
27.33%
3
Neutral
27
18%
4
Disagree
3
2%
5
Strongly Disagree
0
0%
150
100
Total INFERENCE:-
From the above table it is found that 52.67% of respondents strongly agree that they have been provided proper training and skill, 27.33% of agree that they have been provided proper training and skill, 18% of respondents are neutral, 2% of respondents disagree that they have been provided proper training and skill. FIGURE NO-3.1.7
No of respondents Strongly Disagree
0
Disagree
3
Neutral
27
No of respondents
Agree
41
Strongly Agree
79 0
20
40
60
80
100
TABLE -3.1.8 Does the company provide attractive opportunities for your career? S.no
Particulars
No of respondents
Percentage
1
Strongly Agree
77
51.33%
2
Agree
39
26%
3
Neutral
23
15.33%
4
Disagree
9
6%
5
Strongly Disagree
2
1.33%
150
100
Total INFERENCE:-
From the above table it is found that 51.33% of respondents strongly agree that the company is providing opportunities for the career, 26% of agree the company is providing opportunities for the career, 15.33% of respondents are neutral, 6% of respondents disagree that the company is providing opportunities for the career, 1.33% of respondents strongly disagree that the company is providing opportunities for the career FIGURE NO-3.1.8
No of respondents Strongly Disagree
2
Disagree
9
Neutral
23
Agree
No of respondents 39
Strongly Agree
77 0
20
40
60
80
100
TABLE -3.1.9 Does your superior clearly explains about your tasks and responsibilities assign to you?
S.no
Particulars
No of respondents
Percentage
1
Strongly Agree
67
2
Agree
49
32.67%
3
Neutral
3
2%
4
Disagree
28
18.67%
5
Strongly Disagree
3
2%
150
100
Total
44.67%
INFERENCE:From the above table it is found that 44.67% of respondents strongly agree that the superior clearly explain about their task, 32.67% of respondents agree the superior clearly explain about their task, 2% of respondents are neutral, 18.67% of respondents disagree superior clearly explain about their task, 2% of respondents strongly disagree that the superior clearly explain about their task. FIGURE NO-3.1.9
No of respondents 70 60 50 40 30 20 10 0
67 49 28 No of respondents 3 Strongly Agree
Agree
Neutral
3 Disagree Strongly Disagree
TABLE -3.1.10 Whether your suggestion will be considered during the job S.no
Particulars
No of respondents
Percentage
1
Always
42
28%
2
Often
49
32.67%
3
Sometimes
20
13.33%
Rarely
39
26%
Total
150
100
4
INFERENCE:From the above table it is found that 28% of respondents says that their suggestion are considered always, 32.67% of respondents says that their suggestion are considered often, 13.33% of respondents says that their suggestion are considered sometimes, 26% of respondents says that their suggestion are considered rarely FIGURE NO- 3.1.10
50 45 40 35 30 49
25 20
No of respondents
42
39
15 20
10 5 0 Always
Often
Sometimes
Rarely
TABLE -3.1.11 Does the company recognizes or praises whenever you do a good job S.no
Particulars
No of respondents
Percentage
1
Strongly
89
59.33%
2
Fairly
22
14.67%
3
Sometimes
32
21.33%
4
occasionally
7
4.67%
150
100
Total INFERENCE:-
From the above table it is found that 59.33% of respondents says strongly the company praises when they do good job, 14.67% of respondents says the company praises fairly when they do a good job, 21.33% of respondents says the company praises sometimes when they do a good job, 4.67% of respondents says the company praises occasionally when they do a good job FIGURE NO-3.1.11
occasionally 7
No of respondents
Sometimes 32 Strongly Fairly 22
Strongly 89
Fairly Sometimes occasionally
TABLE -3.1.12 Does the employer support you in selecting career path of your own? S.no
No of respondents
Particulars
Percentage
1
Very Often
49
32.67%
2
Often
39
26%
3
Sometimes
44
29.33%
4
Rarely
5
3.33%
5
Never
13
8.67%
150
100
Total INFERENCE:-
From the above table it is found that 32.67% of respondents says that their superior will support very often while selecting the path , 26% of respondents says that their superior will support often while selecting the path, 29.33% of respondents says that their superior will support sometimes while selecting the path, 3.33% of respondents says that their superior will support rarely while selecting the path, 8.67% of respondents says that their superior will support rarely while selecting the path FIGURE NO-3.1.12
No of respondents 60 50 Very Often
40
Often
30 20
Sometimes
49 39
44
Rarely
10 5
13
Rarely
Never
0 Very Often
Often
Sometimes
Never
TABLE -3.1.13 Does workload have been distributed equally throughout unit? S.no
Particulars
No of respondents
Percentage
1
Yes
93
62%
2
No
57
38%
Total
150
100
INFERENCE:From the above inference it is found that 62% say yes for distribution of workload, 38% and say No for distribution of workload. FIGURE NO-3.1.13
No of respondents
No 57
Yes No Yes 93
TABLE -3.1.14 Does your manager regularly gives you the feedback about the area that you
need to develop/improve and helps you work on them.
S.no
Particulars
No of respondents
Percentage
1
Always
49
32.67%
2
Often
41
27.33%
3
Sometimes
58
38.67%
4
Rarely
2
1.33%
5
Never
0
0%
150
100
Total INFERENCE:-
From the above table it is found that 32.67% of respondents says the manager always gives regular feedback the area which have to be improved, 27.33% of respondents says the manager often gives regular feedback the area which have to be improved, 38.67% of respondents says the manager sometimes gives regular feedback the area which have to be improved, 1.33% of respondents says the manager rarely gives regular feedback the area which have to be improved FIGURE NO-3.1.14
No of respondents 70 60 50 40 30 20
49
No of respondents
58 41
10 0 Always
Often
Sometimes
2 Rarely
0 Never
TABLE -3.1.15 Have you been satisfied with the level of pay do you receive S.no
Particulars
No of respondents
Percentage
1
Highly Satisfied
67
44.67%
2
Satisfied
28
18.67%
3
Neutral
47
31.33%
4
Dissatisfied
2
1.33%
5
Highly Dissatisfied
6
4%
150
100
Total INFERENCE:-
From the above table it is found that 44.67% of respondents are highly satisfied with the level of pay from them, 18.67% of respondents are satisfied with the level of pay from them, 31.33% of respondents are neutral, 1.33% of respondents are dissatisfied what their level of pay from them, 4% of respondents are highly dissatisfied level of pay.. FIGURE NO-3.1.15
No of respondents 70 60 50 40 No of respondents
30 20 10 0 Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
CHI-SQUARE
Aim: To find that the qualification of the employee brings difference in their level of satisfaction regarding pay
Null hypothesis [Ho]: There is no significant association between the qualification and the levels of satisfaction regarding pay of the employee
Alternative hypothesis [H1]: There is significant association between the qualification and the levels of satisfaction regarding pay of the employee
Satisfaction
diploma
engineer graduate others
Total
regarding pay qualification Strongly agree
22
23
19
3
67
Agree
4
12
6
6
28
Neutral
8
16
22
1
47
Disagree
0
1
0
1
2
Strongly
3
2
1
0
6
37
54
48
11
150
disagree Total
CHI-SQUARE TABLE O
E
O-E
(O-E)2
2
2.16
-0.16
0.02
0.00
4
3.24
0.76
0.57
0.17
8
2.34
-0.34
0.11
0.04
0
0.72
0.28
0.07
0.09
3
0.54
-0.54
0.29
0.53
23
3.6
-1.6
2.56
0.71
12
5.4
-2.4
5.76
1.06
16
3.9
3.1
9.61
2.46
1
1.2
0.8
0.64
0.53
2
0.9
0.1
0.01
0.01
19
4.56
-0.56
0.31
0.06
6
6.84
2.16
4.6
0.67
22
4.94
-1.94
3.76
0.76
0
1.52
-0.52
0.27
0.17
1
1.14
0.86
0.73
0.64
3
1.68
2.32
5.38
3.20
6
2.52
-0.52
0.27
0.10
1
1.82
-0.82
0.67
0.36
1
0.56
-0.56
0.31
0.55
0
0.42
-0.42
0.17
0.40
TOTAL
(O-E)2/E
12.51
X²=∑ [(O-E) ²/E =12.51 Degree of Freedom=(r-1) (c-1) = (5-1) (4-1) =4*3 =12 Table value at 5% level = 21.03 Calculated value =12.51 Interpretation: Table value of X for degree of freedom=12 and at 5% level of significance =21.03. Comparing the table value of X [21.03], with the computed value of X²=12.51, since, the table value is greater than the calculated value null hypothesis is accepted Inference: Therefore it is inferred that there is no significant association between the qualification and the levels of satisfaction regarding pay of the employee.
3.2 FINDINGS OF THE STUDY It is found that 38% of respondents are below 25 years. It is found that 42.67% of respondents are Diploma holders. It is found that 32% of respondents are experienced below 1 year. It is found that 37.33% of respondents are highly satisfied with the working hours. It is found that 44.67% of respondents are highly satisfied what their superior expects from them. It is found that 59.33% say yes for communication of organization policies. It is found that 52.67% of respondents strongly agree that they have been provided proper training and skill It is found that 51.33% of respondents strongly agree that the company is providing opportunities for the career. It is found that 44.67% of respondents strongly agree that the superior clearly explain about their task It is found that 32.67% of respondents say that their suggestion is considered often. It is found that 59.33% of respondents say strongly the company praises when they do good job. It is found that 32.67% of respondents says that their superior will support very often while selecting the path. It is found that 62% say yes for distribution of workload equally. It is found that 44.67% of respondents are highly satisfied with the level of pay. It is found that 38.67% of respondents say the manager sometimes gives regular feedback the area which has to be improved.
STATISTICAL FINDINGS It is found that there is no significant association between the qualification and the levels of satisfaction regarding pay of the employee
3.3 SUGGESTIONS
It is suggested that the talents and abilities of the employee can be utilized properly by updating through an over head paging system, which is used to recognize employees for significant business achievement.
It is suggested that the Employee suggestion system and quick responses can be followed for regular feedback from the superior.
It is suggested that the relationship between the superior and team members can be improved by spending time in face to face communication with the team members.
Most
of the employees are not much satisfied with the compensation package
provided, so the compensation given to the employee can be increased.
It is suggested to provide monthly and annual staff awards, so the employees can be totally engaged and committed towards work.
3.4 CONCLUSION
Employee Engagement is the buzz word for employee communication. It is a positive attitude held by the employees towards the organization and its values. It is rapidly gaining popularity, use and importance in the workplace and impact organizations in many ways.
Employee engagement emphasizes the importance of employee communication on the success of a business. Thus it has been suggested that organization can recognize employees, more than any other variable, as powerful contributors to a company's competitive position .As employee engagement is a continuous process of learning, improvement, measurement and action.
It has been concluded that raising and maintaining employee engagement lies in the hands of an organization and requires a perfect blend of time, effort, commitment and investment to craft a successful Endeavour.
1. AGE OF THE RESPONDENT a. Below 25 b. 25-35 c. 35-45 d. Above 45 2. EDUCATIONAL QUALIFICATION a. Diploma b. Engineering c. Degree d. Others 3. EXPERIENCE a. Below 1year b. 1-3years c. 3-5years d. Above 5years
4. How far you satisfied with the working hours? a. Highly satisfied b. Satisfied c. Neutral d. Dissatisfied e. Highly Dissatisfied
5. Do you clearly understand what your superior expects from you? a. Highly satisfied b. Satisfied c. Neutral d. Dissatisfied e. Highly Dissatisfied
6. Does the organization polices are clearly communicated? a. Yes b. No
7. Have you been provided with proper skill and training a. Strongly agree b. Agree c. Neutral d. Strongly Disagree e. Disagree
8. Does the company provide attractive opportunities for your career? a. Strongly agree b. Agree c. Neutral d. Strongly Disagree e. Disagree
9. Does your superior clearly explains about your tasks and responsibilities assign to you? a. Strongly agree b. Agree c. Neutral d. Strongly Disagree e. Disagree
10. Whether your suggestion will be considered during the job? a. Always b. Often c. Sometimes d. Rarely
11. Does the company recognizes or praises whenever you do a good job? a. Always b. Often c. Sometimes d. Rarely e. Never
12. Does the employer support you in selecting career path of your own? a. Very often b. Often c. Sometimes d. Rarely e. Never
13. Does workload have been distributed equally throughout unit? a. Yes b. No
14. Does your manager regularly gives you the feedback about the area that you need to develop/improve and helps you work on them? a. Always b. Often c. Sometimes d. Rarely e. Never
15. Have you been satisfied with the level of pay do you receive? a. Highly satisfied b. Satisfied c. Dissatisfied d. Highly Dissatisfied
16. Your job is made to have participative decision making? a. Strongly Agree b. Agree c. Not Consider d. Disagree e. Strongly Disagree
17. Your good performance is reinforced by a reward system. a. Strongly Agree b. Agree c. Not Consider d. Disagree e. Strongly Disagree
18) Your superior encourages you by giving suggestions for improving your performance? a. Always b. Rarely c. Sometimes d. Never
19) Does your Organization provide adequate recognition? a. Strongly Agree b. Agree c. Not Consider d. Disagree e. Strongly Disagree
20) Do you get feedback regularly from your supervisor for improving your performance? a. Strongly agree b. Strongly disagree c. Disagree d. Agree e. Neutral
21) How far you satisfied with the working hours? a. Highly Satisfied b. Satisfied c. Neutral d. Dissatisfied
22) Does the organization provide right environment to apply your Knowledge to the job a. Very much b. Some what c. Very little
23) Your idea is considered by your superior a. Always b. Rarely c. Sometimes d. Never
24) The employees are empowered to make sound decision. a. Strongly Agree b. Agree c. Not Consider d. Disagree e. Strongly Disagree
25) Do the company have enough career development opportunities? a. Yes b. No
26) Does your employer support you in selecting career path of your own? a. Often b. Very Often c. Sometimes d. Rarely e. Never
27) Does your work has been monitored by your supervisor? a. Regular basis b. Very Often c. Sometimes d. Rarely e. Never
28) The present mentoring system encourages employees to learn from their mistakes. a. Very Good b. Good c. Fair d. Poor e. Very Poor
29) The talents and abilities are used well in my current position? a. Strongly Agree b. Agree c. Not Consider d. Disagree e. Strongly Disagree
30) My superior has a friendly working relationship with all the team members a. Strongly Agree b. Agree c. Not Consider d. Disagree e. Strongly Disagree
BIBLIOGRAPHY
REFERENCE:
Aswathappa. K. (2007): Human Resource and Personal Management, Tata McGraw Hill publishing company Ltd, New Delhi.
P.N.Arora, S. Arora, “Statistics For Management”, Scan, Third Revised Edition – 2008.
LS. Prasad, Personnel Management and Industrial relation.
P.R.Vittal, V.Malini, “Statistical and Numerical Methods” – Margham Publications, Third Edition – 2006. C.R. Kothari, “Research Methodology” – New Age International Publishers – Second Revised Edition – 2004.
