AAKRITI DISSERTION

8/19/2019 AAKRITI DISSERTION

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A

Project Report On

EMPLOYEE ENGAGEMENT

Project Report Submitted to

SavitribaiPhule Pune Univerit!

"n Partial #ul$illment o$ Re%uirement $or the A&ard o$

M'A ()uman Reource*

'!

Aa+riti Athana

Under the ,uidance o$

Pro$- .R- /A"M"N" T"PN"S

Sinh,ad "ntitute o$ 'uine Adminitration and Reearch-

012340125

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Sinh,ad "ntitute o$ 'uine Adminitration and Reearch6

7ondh&a ('+-*6 Pune

"ntitution Approval Letter

Mi- Aa+riti Athana o$ batch 012340125 i ,ranted permiion b! the intitute to do the

.iertation 8To tud! emplo!ee en,a,ement-9

Pro$- .r- /aimini Tipni .r- A:A.)OOT POL

Project Guide .irector

Place; PUNE

.ate; < <0125

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=ERT"#"=ATE

This is to certify that the Project Report titled 8TO STU.Y EMPLOYEE ENGAGEMENT-

“which is being submitted herewith for the award of MASTER O# 'US"NESS

A.M"N"STRAT"ON (M-'-A*6 Pune is the result of the original research work completed by

AA7R"T" AST)ANA under my supervision and guidance and to the best of my knowledge and

belief the work embodied in this dissertation has not formed earlier the basis for the award of any

degree or similar title of this or any other University or examining body.

Si,nature o$ Guide .irector

Pro$- .r- /aimini Tipni .r- Avadhoot Pol

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.E=LARAT"ON

hereby declare that the project titled 8TO STU.Y EMPLOYEE ENGAGEMENT9 is an

original piece of work carried out by me under the guidance of Prof. !r. "aimini Tipnis# the

information has been collected from genuine and authentic sources. The work has been

submitted in partial fulfillment of the re$uirement of %&' ()uman Resource* to Pune

University.

Place+ ,ignature

!ate+ ''-RT ',T)''

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A=7NO>LE.GEMENT

This project bears imprint of all those who have directly or indirectly helped an extended

their kind support in completing this project. 't the time of making this report express my

sincere gratitude to all of them. am extremely thankful and obliged to Pro$ . Avadhoot .

Pol (!irector / %&'* and Pro$- .r- /aimini Tipni (!issertation 0uide* for providing

streamed guidelines since inception till the completion of the project. 't this moment also

thank almighty 0od for the blessings showed upon me1 my parents for their support and care

and also my friends for their valuable suggestions. This project report is a collective effort of

all and myself sincerely remember and acknowledge all of them for their excellent help and

assistance throughout the project.

AA7R"T" AST)ANA

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"ntroduction o$ the topic

2mployee engagement has become important in conceptuali3ing and measuring the impact of

human capital in organi3ations and in the integration of many different aspects of )R 4

employee satisfaction1 commitment1 motivation1 involvement and the psychological contract1 as

well as features such as job design and total rewards. t provides a way of recogni3ing the

influence of emotions alongside rationality in working life. t also chimes well with a growing

recognition of the linkage between people and performance and the need to understand and to

manage talent 4 a recognition that has been forced upon organi3ations by continuing change in

the business and organi3ational landscape and which is backed up by increasing research

evidence. t seems that employee engagement makes a difference at the individual1 team and

organi3ational levels.

2ngagement is all about getting employees to “give it their all.5 ,ome of the most successful

organi3ations are actually known for their uni$ue work environments in which employees are

motivated to do their very best. These great workplaces have been recogni3ed in lists such as

Fortune’s “677 &est 8ompanies to 9ork :or.5

)R practitioners believe that the engagement challenge has a lot to do with how employee feels

about the work experience and how he or she is treated in the organi3ation. t has a lot to do with

emotions which are fundamentally related to drive bottom line success in a company. There will

always be people who never give their best efforts no matter how hard )R and line managers try

to engage them. “&ut for the most part employees want to commit to companies because doing

so satisfies a powerful and a basic need in connect with and contribute to something significant5.

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EMPLOYEE ENGAGEMENT

“2mployee 2ngagement5 is not exactly a recent phenomenon. Researched from 6;<7s1 a

succession of management and behavioral thinkers has delved deep into this subject and has

added significant insight in this area.2mployee 2ngagement is variously known as 2mployee ownership1 2mployee %otivation1

2mployee nvolvement1 8ommitment1 =oyalty1 etc.

2ngaged employees are not just committed. They are not just passionate or proud. They have a

line/of/sight on their own future and on the organi3ation>s mission and goals. They are

“enthused5 and “in gear5 using their talents and discretionary effort to make a difference in their

employer>s $uest for sustainable business success.

EMPLOYEE ENGAGEMENT "S

belie$ in the or,ani?ation

deire to &or+ to ma+e thin, better

undertandin, o$ buine conte@t and the bi,,er pictureB

repect$ul o$6 and help$ul to6 collea,ue

&illin,ne to ,o the e@tra mileB

7eepin, up to date &ith development in the $ield-

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"ES de$ine emplo!ee en,a,ement a;

‘A positive attitude held by the employee towards the organization and its values. An engaged

employee is aware of business context, and works with colleagues to improve performance

within the ob for the benefit of the organization. !he organization must work to develop and

nurture engagement, which re"uires a two#way relationship between employer and employee.’

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EMPLOYEE

ENGAGEMENT

INDEX

ENGAGED

EMPLOYEES

NOT ENGAGED

EMPLOYEES

ACTIVELY

DISENGAGED

EMPLOYEES

The 2, engagement model illustrates the strong link between feeling valued and involved and

engagement.

=ATEGOR"ES O# EMPLOYEE ENGAGEMENT

(EMPLOYEE ENGAGEMENT "N.EC*

'ccording to 0allup (0allup 8onsulting is a global research/based consultancy1

speciali3ing in employee and customer management. 0allup consultants draw on a suite of

constructs and tools like )uman ,igma to drive business performance.* there are different types

of people+/

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ENGAGE. EMPLOYEES D

?2ngaged? employees are builders. They want to know the desired expectations for their role so

they can meet and exceed them. They@re naturally curious about their company and their place in

it. They perform at consistently high levels. They want to use their talents and strengths at work

every day. They work with passion and they drive innovation and move their organi3ation

forward. These employees are loyal and psychologically committed to the organi3ation. They

are more productive1 more likely to stay with their company for at least a year1 less likely to have

accidents on the job. These employees have most of their performance/related workplace needs

met.

NOT ENGAGE. EMPLOYEES444

ot/engaged employees tend to concentrate on tasks rather than the goals and outcomes they are

expected to accomplish. They want to be told what to do just so they can do it and say they have

finished. They focus on accomplishing tasks vs. achieving an outcome. 2mployees who are not/

engaged tend to feel their contributions are being overlooked1 and their potential is not being

tapped. They often feel this way because they don@t have productive relationships with their

managers or with their co/workers. These employees may be productive but they are not

psychologically connected to their company. They are more likely to miss workdays and more

likely to leave. These employees have some of their performance/related workplace needs met

but have many needs unmet.

A=T":ELY ."SENGAGE. EMPLOYEESD

The ?actively disengaged? employees are the ?cave dwellers.?They@re ?8onsistently against

Airtually 2verything.? They@re not just unhappy at work# they@re busy acting out their

unhappiness .They sow seeds of negativity at every opportunity. 2very day1 actively disengaged

workers undermine what their engaged co/workers accomplish. 's workers increasingly rely on

each other to generate products and services1 the problems and tensions that are fostered by

actively disengaged workers can cause great damage to an organi3ation@s functioning. These

employees are physically present but psychologically absent. They are unhappy with their work

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situation and insist on sharing that unhappiness with their colleagues. These employees have

most of their performance/related workplace needs unmet.

The ten C’s of employee engagement

$. Connect: =eaders must show that they value employees. 2mployee engagement is a direct

reflection of how employees feel about their relationship with the boss.

%. Career: =eaders should provide challenging and meaningful work with opportunities for career

advancement. %ost people want to do new things in their job. :or example1 do organi3ations

provide job rotation for their top talentB 're people assigned stretch goalsB

&. Clarity: =eaders must communicate a clear vision. ,uccess in life and organi3ations is1 to a great

extent1 determined by how clear individuals are about their goals and what they really want to

achieve. n sum1 employees need to understand what the organi3ation>s goals are1 why they are

important1 and how the goals can best be attained.

'. Convey: =eaders clarify their expectations about employees and provide feedback on their

functioning in the organi3ation.

(. Congratulate) 2xceptional leaders give recognition1 and they do so a lot# they coach and convey.

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*. Contribute: People want to know that their input matters and that they are contributing to the

organi3ation>s success in a meaningful way. n sum1 good leaders help people see and feel how

they are contributing to the organi3ation>s success and future.

+. Control: 2mployees value control over the flow and pace of their jobs and leaders can create

opportunities for employees to exercise this control. ' feeling of “being in on things15 and of

being given opportunities to participate in decision making often reduces stress# it also creates

trust and a culture where people want to take ownership of problems and their solutions.

. Collaborate: ,tudies show that1 when employees work in teams and have the trust and

cooperation of their team members1 they outperform individuals and teams which lack good

relationships. 0reat leaders are team builders# they create an environment that fosters trust and

collaboration.-. Credibility: =eaders should strive to maintain a company>s reputation and demonstrate high

ethical standards.

$. Confidence: 0ood leaders help create confidence in a company by being exemplars of high

ethical and performance standards.

USES O# ENGAGEMENT

%easurement of employee engagement can have many applications within an organi3ation.

2ngagement can be a general index of )R effectiveness in an )R scorecard. 2ngagement

measures also can be used to conveniently benchmark the work climate against other

organi3ations.

Cther uses include+D Need anal!iD

The fundamental issues measured in engagement provide a $uick index of what leaders and )R

representatives need to do to make things better. n addition1 items in engagement surveys tend to

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be very actionable. This means that leaders or others in the organi3ation can take action that will

affect the score on a single item.

Evaluation E

%any learning and performance interventions are designed to affect some aspect of engagement.

9hen an engagement measure is used as a pre/implementation baseline1 the impact of the

intervention can be gauged by measuring post/implementation changes in engagement.

=limate urve!D

,ome organi3ations like to use engagement measures as simple indexes of the workplace culture.9hile more extensive surveys are valuable1 sometimes it>s easier to focus attention on a few

simple and proven factors.

Leader or department $eedbac+D

!epending on the demographic information collected when the engagement measure is

implemented# one can create breakout reports by department or leader. This means departments

and leaders can gain a better understanding of how engagement in their particular group differs

from the rest of the organi3ation. This information can be used to create development plans or

plans for larger/scale interventions.

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#A=TORS LEA."NG TO EMPLOYEE ENGAGEMENT4

,tudies have shown that there are some critical factors which lead to 2mployee

2ngagement. ,ome of them identified are

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.R":ERS O# ENGAGEMENT

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Research shows that committed employees perform better. f we accept that engagement1 as

many believe1 is Fone step up> from commitment1 it is clearly in the organi3ation>s interests to

understand the drivers of engagement. %any aspects of working life are strongly correlated with

engagement levels. )owever1 the strongest driver of all is a sense of feeling valued and involved.

This has several key components+

• =eadership of the organi3ation

• nvolvement in decision making

• 2mployees are able to voice their ideas

• :air and unbiased performance management system

• 8hallenging job profile

• =earning G career developmental opportunities

• Role clarity

• Aertical and hori3ontal communication

• Performance oriented culture of the organi3ation

• Team work

•8learly defined career path

• !elegation and empowerment

• )ealth and safety

• Pay and benefits

• nterpersonal relations with the immediate superior

• Reward G recognition

• Relationship with the co workers

• 9ork life balance

• 9ork environment

• Crgani3ational pride

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Statement o$ the problem

“' research study for assessment of 2mployee 2ngagement5

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Objective o$ the tud!

O'/E=T":ES

6. To measure the current level of engagement amongst the employees.

<. To gauge the pulse of the organi3ation with reference to overall employee satisfaction1

advocacy and stability.

H. To demonstrate to the organi3ation the need for conducting employee engagement studies

by highlighting the concerns of the employees and take steps to ameliorate the

performance of an individual1 department and the organi3ation.

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L"M"TAT"ONS AN. S=OPE

S=OPE O# PRO/E=T

6. The organi3ation is informed about the current level of employee engagement.

<. The organi3ation is able to identify the factors driving the engagement of its employees

3. 2ngagement can be a general index of )R effectiveness in an )R scorecard. 2ngagement

measures can be used to conveniently benchmark the work climate against other

organi3ation.

4. To give suggestions to the organi3ation for enhancing the engagement level of employees

to augment the business performance and productivity of the organi3ation.

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L"M"TAT"ONS O# T)E PRO/E=T

2- Time contraint

The duration for project was limited therefore only a pilot study of employee engagement

could be conducted.

<. Sample i?e contraint

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's the employee base of the organi3ation is around 6HI7 employees so it was difficulty to

cover all the employees in this survey. o. of employees covered in this survey is limited to

the sample si3e of JI employees only.

This limits the scope of the project study G the analysis may not represent the whole

population.

=ON=EPT F MET)O.OLOGY

RESEAR=) MET)O.OLOGY

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SOUR=ES O# .ATA

Secondar! .ata

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,econdary data was collected by scanning through various books on the related topic1 various

websites on internet1 company manuals.

PARAMETERS =ONS".ERE. >)"LE #RAM"NG T)E UEST"ONNA"RE

6. 9ork group engagement parameters

<. 2nterprise level engagement parameters

9ork group parameters reflect aspects at a local Fteam> level while# enterprise level issues are

organi3ational aspects that work towards support local managers to drive engagement.

2nterprise level parameters are largely organi3ational parameters. t would not be incorrect tosay that 2nterprise level parameters should be working towards aiding and setting up the Flocal>

manager for success1 in terms of furthering engagement.

The enterprise level parameters1 which need to set the human capital up for success1 have been

classified into three types+

D Ali,nment; Reflects the direction and aligning of employees to it

D Or,ani?ational enabler+ Reflect the organi3ational systems1 processes1 policies and the like1

which enable people to be productive and

D People enabler+ Reflect people systems like training1 performance management system and

the like# which further individual contribution.

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Summar! and =oncluion;

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RE=OMMEN.AT"ONS

2- PER#ORMAN=E MANAGEMENT SYSTEM (PMS*;

't T- out of all the )uman Resource functions1 Performance %anagement system is the key

area of improvement. The P%, at T- should measure both performance in achieving goals and

plans as well as performance as an employee in all managerial functions such as planning1

organi3ing1 leading and controlling. ew performance management techni$ues such as %&C

(%anagement by Cbjectives*1 &alanced scorecard and HK7 degree feedback should be introduced

only after Performance %anagement ,ystem is well accepted by the employees and management

across the organi3ation.

0- "NTRO.U="NG SAP )R

The ,'P )R module can be used at T- to effectively manage information about the people

in the organi3ation. t can be integrated with other ,'P modules and external systems. t

could be used as a complete integrated system used for supporting and planning the

personnel activities. The Personnel 'dministration (P'* sub module can also be

implemented# this helps employers to track employee master data1 work schedules1 salary and

benefits information. The Personnel !evelopment (P!* which can be incorporated# focuses

on employees@ skills1 $ualifications and career plans. :inally1 other modules like the Time2valuation and Payroll sub modules1 process attendance and absences1 gross salary and tax

calculations1 and payments to employees and third party vendors could also be implemented.

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SAP can be utili3ed to complement various )R functions like+

• Time management

• Payroll

• Training G event management

• Travel

• Crgani3ational management

• nformation system

H- H51I #EE.'A=7;

t is the feedback that comes from all around an employee. ?HK7? refers to the HK7 degrees in

a circle1 with an individual figuratively in the center of the circle. :or the assessment of the

performance of the employee1 feedback should be provided by subordinates1 peers1 and

supervisors.

t will assist each individual to understand his or her strengths and weaknesses1 and to

contribute insights into aspects of his or her work needing professional development.

HK7 degree feedback will therefore be a positive addition to the performance management

system at T-. "ust as an organi3ation implements any planned change1 the implementation

of HK7 degree feedback should follow effective change management guidelines.

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3- )R AU."T;

nclusion of )R 'udit processes in the )R departmental functions. )R 'udit means the

systematic verification of job analysis and design1 recruitment and selection1 orientation and

placement1 training and development1 performance appraisal and job evaluation1 employee

and executive remuneration1 motivation and morale1 participative management1

communication1 welfare and social security1 safety and health1 industrial relations1 trade

unionism1 and disputes and their resolution. )R audit is very much useful to achieve the

organi3ational goal and also is a vital tool which helps to assess the effectiveness of )R

functions of an organi3ation.

'ene$it o$ )R Audit;

0- t helps to find out the proper contribution of the )R department towards the

organi3ation.

H- !evelopment of the professional image of the )R department of the organi3ation.

3- Reduce the )R cost.

J- %otivation of the )R personnel.

5- :ind out the problems and solve them smoothly.

K- Provides timely legal re$uirement.

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- ,ound Performance 'ppraisal ,ystems.

- ,ystematic job analysis.

5- "MPRO:"NG P)YS"=AL >OR7 EN:"RONMENT;

The physical work environment should be improved and should be more spacious. The

climatic conditions should be taken into consideration while designing the seating

arrangement (example+ provision of '8 because of the hot summers*. 2ach employee should

have a name plate on his desk for the convenience of the visitors1 employees of the other

departments1 customers and trainees.

K- RE>AR.S AN. RE=OGN"T"ON;

Cwing to the contribution of the employees1 proper rewards and recognition should be given.

The rewards may not always be in terms of incentives1 it could be in the form of appreciation

letters as well. The main purpose behind this should be motivating the employees and

keeping up their passion and energy levels at work.

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"N.":".UAL PER#ORMAN=E MOT":AT"ON @ "N.":".UAL

A'"L"TY @ ORGAN"AT"ON SUPPORT

- "MPRO:"NG PRO.U=T":"TY MANAGEMENT;

(UAL"TY ="E=LES*

Luality 8ircle concept can be introduced at T- to improve the productivity management.

Luality 8ircles foster a spirit of team work and cooperation and bring out a sea change in the

attitudes of people. The concept of Luality 8ircles must be incorporated at T- across all

levels to increase effectiveness and efficiency as well as to augment the employee

engagement levels.

- =ON.U=T"NG EMPLOYEE ENGAGEMENT SUR:EY

#ROM AN ECTERNAL =ONSULT"NG AGEN=Y

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T- can get input from the employees themselves. The employees know what@s contributing

to the low engagement and have good ideas about how to fix it. The employees just need to

be asked 4 in the right way. Mou need an outside consultant that employees feel they can trust

to preserve their confidentiality. 9ith such external consulting agency1 the employees could

be honest about their responses1 if they knew the interviewer represented the company.

T- could hire such an external consulting agency to conduct an 2mployee 2ngagement

,urvey. The organi3ation could appoint a skilled interviewer who knows how to help

employees speak openly who could obtain the input you need to move the business forward.

They should identify the key areas of improvement and provide solutions. )owever it is

critical to acknowledge and follow up on identified issues. :ailure to do so by theconsultancy could lower the morale of the employees even further.

21- E:ALUAT"ON O# TRA"N"NG PROGRAMS

“'ny attempt to obtain information on the effects of the training performance and to assess

the value of the training in the light of that information is the evaluation of the training

process.5

2valuation of training programs is the process of controlling and correcting the training

program. 2valuation of effectiveness of any training program is very important for the

management to assess if the training is useful and how it can be made more useful in future.

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0erard ). ,eijts and !an 8rim1 %archN'pril <77K1 Reprint O ;&7KT&7;

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AAKRITI DISSERTION