A COMPARATIVE STUDY ON THE EMPLOYMENT ENGAGEMENT ACTIVITIES IN
INDUSTRIES WITH THE EDUCATIONAL INSTITUTIONS.
A COMPARATIVE STUDY ON THE EMPLOYMENT ENGAGEMENT ACTIVITIES IN
INDUSTRIES WITH THE EDUCATIONAL INSTITUTIONS.
S.R.SATHYA NARAYANAN1305004556M.B.A (Human Resources)
IntroductionEmployee Engagement is arguably the most critical
metric for organisations and Institutions in the 21 st Century.
Most if not all, of the other key measures that reflect and drive
organisational performance are products of engaged committed
employees. In 1999, the book First Break all the Rules helped the
term employee engagement become popular in the worldEmployee
Engagement - DefinedEmployee Engagement is a measurable degree of
an employees positive or negative emotional attachment to his job,
colleagues and organisation which profoundly influences his
willingness to learn and perform at work. Scarlett SurveysStatement
of ProblemDespite evidence of how destructive employee burnout or
disengagement can be, studies from the human services field on the
opposite condition, engagement, are limited. Surprisingly little
academic and empirical research has been conducted overall on the
comparative analysis on the employee engagement initiatives among
Corporates v/s Higher educational Institutions, and a large portion
of it comes from the business management community. Additionally,
to address this problem, more research that focuses specifically on
the engagement levels of workers in human services like teaching
occupations is necessary. Empirical data are needed so
professionals can better understand employee engagement and use
what they learn about it to develop managerial interventions and
alternative strategies that foster engagement for human services
workers.
ObjectivesThe main objective of this proposed study is to find
the differences in the employee engagement practices between the
Corporates and Higher educational Institutions.The purpose of this
study is to find out different aspects of employee engagement from
the existing literatures available. It throws light on various
attributes & key drivers of employee engagement, how employee
engagement can be measured, how to increase it and how to handle
disengaged employees. . The article lists down various employee
engagement activities being held at the corporate houses and the
Higher educational Institutions. At the end, implications for
theory, further research and practices are discussed.
MethodologyAs employee engagement is an emerging topic and being
studied by different researchers on various aspects of the topic
with varied conceptualization, an integrative literature review
method is adopted and presented in this work in a descriptive study
manner. The Dependent variable in this study was the employees
total score on the nine item employee engagement scale. The
Independent variables were the employees number of years of service
in the agency, Work, Reward and recognition, Opportunity,
Communication effectiveness, team work and recreational
activities.
Present scenario in Industries and institutesThe problem here is
that until the company have sufficient Employee engagement
initiatives, it cannot clinch a project. But unless there is a
project, it cannot attract and retain people. With the advent of
MNCs it may be noted that job prospects are gearing up. The
multinationals are offering fantastic pay packets and working
environments to their employees. But in educational institutions,
there are limited welfare measures initiated, and the teachers are
not considered for those opportunities while comparing with
Corporates, as they are working with more consciousness and courage
in order to maintain at most betterment of their students. There
are few welfare measures initiated by both the government and
private sector for the teaching communityAnalysis and
Discussion
After scoring the questionnaire, the raw data were analysed in
different stages in order to study the formulated objectives as
mentioned in the earlier chapters . the findings of the study are
based on the quantitative analysis of the data relating to the
selected variables of the study. The quantitative results of the
findings of the different statistical techniques are used to assess
differences between the employment engagement practices in
corporate and Higher education industries
Different Statistical tools used for the study are :Descriptive
StatisticsMeanStandard DeviationCo-relation AnalysisInferential
StatisticsAnnovaT- TestMultiple Regression Analysis.
Distribution of
SampleGENDERFrequencyPercentMale20859.4Female14240.6Total350100.0
Distribution of Sample on the Difference in Age group
AgeFrequencyPercentBelow 30 years13839.4Between 31 - 40
Years15544.3Above 41 years5716.3Total350100.0
Distribution of Sample on the basis of Nature of Job
DESIGNATIONFrequencyPercentLectures16747.7Process
Executives14942.6Consultant144.0Assistant
Manager113.1Manager92.6Total350100.0Multiple correlation analysis
between the dependent and independent parametric variables of
employee engagement practices between Corporates and Higher
Educational Institutions.
Mean Difference (I-J)Std. ErrorSig.WorkLecturesProcess
Executives.195.560.997Consultant2.0641.382.567Assistant
Manager-4.2221.546.051Manager-.2221.6991.000Multiple correlation
analysis between the dependent and independent parametric variables
of employee engagement practices between Corporates and Higher
Educational Institutions.Mean Difference (I-J)Std. ErrorSig.Reward
and RecognitionLecturesProcess
Executives-1.229*.279.000Consultant.942.690.650Assistant
Manager-3.772*.772.000Manager-3.772*.849.000OpportunityLecturesProcess
Executives-1.663*.411.001Consultant-.1651.0151.000Assistant
Manager-5.737*1.135.000Manager-.7371.248.976Multiple correlation
analysis between the dependent and independent parametric variables
of employee engagement practices between Corporates and Higher
Educational Institutions.Mean Difference (I-J)Std. ErrorSig.Team
WorkLecturesProcess
Executives-.310.427.950Consultant2.8201.053.059Assistant
Manager-4.323*1.178.003Manager-3.3231.295.079CommunicationLecturesProcess
Executives-.075.4101.000Consultant.5241.013.986Assistant
Manager-3.0481.134.058Manager-2.0481.246.471Multiple correlation
analysis between the dependent and independent parametric variables
of employee engagement practices between Corporates and Higher
Educational Institutions.Mean Difference (I-J)Std. ErrorSig.Quality
Of LifeLecturesProcess
Executives-.690.442.522Consultant3.787*1.091.005Assistant
Manager-.7841.221.968Manager-.7841.342.977Recreational
ActivitiesLecturesProcess
Executives-1.163*.285.001Consultant-1.017.705.600Assistant
Manager-2.874*.788.003Manager-4.874*.867.000Multiple correlation
analysis between the dependent and independent parametric variables
of employee engagement practices between Corporates and Higher
Educational Institutions.Mean Difference (I-J)Std. ErrorSig.Job
PerformanceLecturesProcess
Executives-.506*.120.000Consultant.250.297.918Assistant
Manager-.036.3331.000Manager-.036.3661.000Job
SatisfactionLecturesProcess
Executives-.486*.145.008Consultant-1.897*.358.000Assistant
Manager-2.754*.401.000Manager.246.441.981DiscussionThe work burden
of a teacher may look likes easy than a employee from a corporate,
but teaching requires lo of physical and mental work at the same
time, but in case of Corporates they have only mental work (i.e.,)
think and execute, and they do not have any physical work while
comparing with teachers of educational institutionsIn case of
Corporates, if an employee is more dedicated and hard worker means,
he will be motivated through awards and recognitions, but in case
of teaching this is totally missing. Most of educational
institutions are not willing to recognize the hard work and efforts
made by their teaching faculty members on various dimensions
towards the growth of the organisation.Opportunity is very common
and easy for the employees those are working in Corporates or
industry on various aspects like, salary hike, promotion and
transfer etc., but in case of educational sector, it is not a easy
task to get high salary in early stages in the profession also
there is a long gap between the promotional scales fixed and
transfer is also not possible for the teachers working in private
sector.Teamwork is possible in the Corporates, the employees
belongs to the same tean shall joint and work together in order to
achieve their task or goal, but in case of teaching, a teacher is
supposed to face his/ her challenges in single, as there is no
scope for the team work in teaching profession.(as per the data
collected)Communication is essential for the working effectiveness
of all profession, hence in Corporates and teaching there is no
significant different on the communication aspect. Also there is no
burning issue on the communication on these establishments.The
quality of life of an corporate employee the comparatively better
than the teaching people, also there is one more thing, in some
exceptional case both of them have poor quality oif life as well as
recreational activities.The job performance and satisfaction level
of a teacher is comparatively high than the corporate
employees.
Performance ReviewMore than 50% of all employees participated in
the survey with representation of more than 50% of each respondent
group with the exception of college.Seventy-six percent of
employees who responded are engaged or highly engaged in their
work.Shared values were the strongest factor that influences
engagement, with communication and feedback and recognition being
the two weakest factors.Generally, majority of employees rated
items referencing their workplaceare more positively than items
referencing the teaching profession
ConclusionResults from this study contributed to the limited
empirical research on the topic of employee engagement.
Specifically, it contributed the first statistical information
about rates of engagement among corporate and higher educational
institutions. Because employee engagement is now understood to be a
critical component of successful organizational outcomes, it needs
to be closely examined in the social work field, if for no other
reason that agencies are held increasingly more accountable for
outcomes, and funding is often tied to success rates. An engaged
staff can contribute significantly to reaching positive outcomes.
Therefore, the engagement concept should be at the forefront of
social work research and policy implementation.
Recommendations for future researchFurther research is required
to provide teachers with better understanding of the antecedents
and consequences of teachers work engagement. Further exploration
of teaches work environment, particularly the impact of leader
behaviors among teachers is important. Of equal importance is the
need to examine the consequences of teachers work engagement,
including performance-based educational quality outcomes. Finally,
the study of teachers work engagement as an important moderator or
mediator between teachers educational preparation and staffing
ratios and students outcomes should be considered.
Acknowledgement and celebration are essential to fuelling
passion, making people feel valid and valuable and giving the team
a real sense of progress that makes it all worth while
Thanks a lot for those who contributed directly or indirectlyon
making this Project a grand success
Thank you one and all
Thank you
