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CHAPTER 1: INTRODUCTION

Over the past 20 years, business leaders and human resource professionals have
inconsistently applied the term engagement when referring to attitudes, perceptions and
behavior of employees at work. An example of these inconsistencies can be illustrated by
the fact that we frequently hear business leaders discuss the level of engagement of
their workforce, using this term to convey a perceived sense of satisfaction, trust,
commitment or other employee attitude. Further, many organizations today use a variety
of engagement surveys that have little to do with engagement and instead measure
employee perceptions of specific elements of their work environment, benefits or
compensation.
Employee engagement is derived from early studies in the 1920s on morale or a
groups willingness to accomplish organizational objectives. The concept was matured by
US Army researchers during World War II to predict unity of effort and attitudinal
battle readiness before a strike. Again, post war mass production society needed unity
of effort in execution for speed & quality, where morale was considered to be the most
important indicator. In the modern day perspective with the advent of knowledge worker,
stress was given on individual talent management. Thus a term was required to describe
an individuals emotional attachment to the organization, to his fellow colleagues and to
the job. Thus came the term employee engagement, which is an individual emotional
phenomenon whereas morale is a group emotional phenomenon.
A successful employee engagement strategy helps create a community at the
workplace and not just a workforce. When employees are effectively and positively
engaged with their organization, they form an emotional connection with the company.
This affects their attitude towards both their colleagues and the companys clients and
improves customer satisfaction and service levels.
Employee engagement is a workplace approach designed to ensure that
employees are committed to the business goals and values. By involving them in the

business, they will be motivated to contribute to the business success and at the same
time improve their sense of well-being. Employee engagement was described in the
academic literature by Schmidt et al. (1993). A modernized version of job satisfaction,
Schmidt et al.'s influential definition of engagement was "an employee's involvement
with, commitment to, and satisfaction with work. Employee engagement is a part of
employee retention." This integrates the classic constructs of job satisfaction (Smith et
al., 1969), and organizational commitment (Meyer & Allen, 1991).
"Employee Engagement is a measurable degree of an employee's positive or
negative emotional attachment to their job, colleagues and organization which
profoundly influences their willingness to learn and perform at work". Thus
engagement is distinctively different from employee satisfaction, motivation and
organizational culture.
Managing employees behavior, work schedules, performance reports, employees
training, motivational activities, right person at the right place, hiring and firing are
common practices by the department of human resource management of any developed
organizations. All over the globe organizations have realized that skilled labor and
technocrat people exploit the organization for better pay incentives at least amount of
workload because they know human resource is a big competitive advantage for the
organizations. In developing countries skilled labor and technocrat people are
psychologically and economically kidnapped from their competitors with two plus two
packages to compete the market and many times they succeeded to harness the
organizations with the stakeholders. Such practices encourage the employees to get better
employment opportunities. The objective of this study is to analyze the impact of job
satisfaction, job involvement, job stress and organizational commitment on employees
turnover intention.
Global studies suggest that there are three basic aspects of employee engagement:
1. The employees and their own unique psychological makeup and experience.
2. The employers and their ability to create the conditions that promote employee
engagement.
3. Interaction between employees at all levels.

Key drivers of employee engagement

The Conference Board published an article Employee Engagement A review of
current research and its implication on the basis of 12 major studies conducted by
research firms. It came out that 4 of the studies mentioned 8 key drivers of employee
engagement out of a total of 26 key drivers collectively. These are:
1. Trust & integrity managers should communicate well and go by their words.
2. Nature of the job employees should find their job challenging enough to
motivate themselves.
3. Line of sight between employee performance and company performance
employee should have clear understanding as to how they contribute to the
companys performance.
4. Career growth opportunities employees should have clear career path and
growth.
5. Pride about the company employees should feel esteemed by being
associated with the organization.
6. Coworkers / team members relationship with colleagues significantly
increase employee engagement level.
7. Employee development the organization should take necessary steps for
developing the knowledge, skills and attitude of the employees.
8. Relationship with manager the employee should be comfortable with his
manager and value the relationship.
There are few more drivers which contribute in increasing employee engagement
such as:
1. A culture of respect where good job is appreciated.
2. Feedback, counseling and mentoring
3. Fair reward, recognition and incentive scheme
4. Effective leadership
5. Clear job expectations
6. Adequate tools to perform work responsibility

What Produces an Environment Conducive to Employee Engagement?

Employees are more likely to become truly engaged and involved in their work if the
workplace provides these factors.

Employee engagement must be a business strategy that focuses on finding

engaged employees and then, keeping the employee engaged throughout the
whole employment relationship.

Employee engagement must focus on business results. Employees are most

engaged when they are accountable and can see and measure the outcomes of
their performance.

Employee engagement occurs when the goals of the business are aligned with the
employees goals and how the employee spends his or her time. The glue that
holds the strategic goals of the employee and the business together is frequent,
effective communication that reaches and informs the employee at the level and
practice of his or her job. Engaged employees have the information that they need
to understand exactly and precisely how what they do at work every day affects
the company's business goals and priorities. (These goals and measurements relate
to the Human Resources department, but every department should have its own
set of metrics.)

Purpose of the Study

Although research exists demonstrating that some employee attitudes called
engagement are related to organizational outcomes like turnover and productivity these
employee attitudes do not conceptually reflect the notion of engagement. Thus, further
development of the construct and its measurement requires attention.
The purpose of this study has been to determine whether the employee
engagement has any impact on employee productivity and employee satisfaction. Also
helps in determining whether the employee engagement helps in increasing companys
profitability.

So this research is focused on the effectiveness of employee engagement practices

followed in organization & hence its impact on productivity and satisfaction is studied
which will be useful for strengthening of Human resource of organization.

Context of the Study

Employee engagement is a key business driver for organizational success. High
levels of engagement in domestic and global firms promote retention of talent, foster
customer loyalty and improve organizational performance and stakeholder value. A
complex concept, engagement is influenced by many factorsfrom workplace culture,
organizational communication and managerial styles to trust and respect, leadership and
company reputation. For todays different generations, access to training and career
opportunities, work/life balance and empowerment to make decisions are important.
Thus, to foster a culture of engagement, HR leads the way to design measure and
evaluate proactive workplace policies and practices that help attract and retain talent with
skills and competencies necessary for growth and sustainability.
This project is based on the effectiveness of the employee engagement practices.
This facilitates the organization to know how much impact employee engagement has on
employee productivity and satisfaction. Based upon the results, the organization can
manipulate their policies to enhance employee productivity and boost their satisfaction
level.

Introduction about the company

HCL Infosystems Ltd., a listed subsidiary of HCL, is an India-based hardware

and systems integrator with a focus on emerging markets. It has a presence in 170 cities
and 505 points of presence reaching 4000 towns throughout India and operations in
emerging markets including South Asia, Middle East & Africa. Its manufacturing
facilities are based in Chennai, Pondicherry and Uttarakhand. It is headquartered
at Noida.

HCL Infosystems is a Public IT services Industry. Its founders were Mr. Shiv
Nadar and Mr. Ajai Chowdhary. From June 2010-June 2011 its Revenue was
11,024.14 crore, Operating income was

256.58 crore and Net income was

177.23 crore. Total employees currently working in the company are 88, 000.

History
HCL Infosystems Ltd was founded on 11th August 1976. HCL Peripherals, a subunit founded in 1983, is a manufacturer of computer peripherals in India of Display
Products, Thin Client solutions, Information and Interactive Kiosks and Networking
products & Solutions. The company has been given ISO: 27001 certifications.
HCL ERC (Enterprise Response Center) was started to give support to customers, at
Pondicherry, in 2007.
The company operates under three primary segments:

Computer Systems

and related

products

and

services:

Comprise of

manufacturing of computer hardware systems, providing comprehensive Systems

Integration, Roll out and Infrastructure Management solutions in different industry
verticals, providing IT services including maintenance & facility management and
ICT training.

Telecommunication & Office Automation: Comprise of distribution of

telecommunication and other digital lifestyle products, office automation products
and related comprehensive maintenance and allied services. The subsidiary HCL
security Limited and HCL Investment Pvt. Limited, with its joint venture Techmart
Telecom Distribution FZCO, Dubai form part of Telecommunication & Office
Automation segment.

Internet and Related Services: Provides Internet related services through the
company's wholly owned subsidiary HCL Infinet Limited to business enterprises.

The offerings include Internet access services, virtual private network and other
connectivity services.

Awards:

Ranked #1 in IDC-DataQuest Customer Satisfaction Survey 2011, third year in a

row

DQ-IDC ranks the company #2 Domestic ICT Company. It has been selected as
Business Super brands of India by the Super Brands Council

The company regained the second spot for the Greenest companies as per the
Greenpeace Survey - Guide to Greener Electronics, November 2011

HCL Learning was awarded eIndia Jury Choice Award for its Xcelerate program
in the Best Open and Distance Learning Practices in Higher Education category

The company has been awarded with the CMMi (Capability Maturity Model
Integration) Maturity Level 5 certification for its Jaipur Development centre in
2011

The companys Pondicherry plant won an award in the large scale category at the
FICCI Quality System Excellence Awards 2011.

Significance of the Study

Employers recognize that business success depends on the human capital that
drives and supports company objectives. But what happens when the individuals who
comprise the human capital employees arent meaningfully engaged in their work?
Research studies in the last decade show that only about one in every five workers
is highly engaged. These findings mean that 80 percent of workers are not bringing their

best effort to the job. According to a survey conducted a decade ago of over 600 CEOs
from countries around the world, engaging employees is one of the top five most
important challenges facing management
The concept of employee work engagement describes the extent to which workers
are involved with, committed to, and passionate about their work.
The engagement practices are important strategies that must be implemented in the
company so as to achieve the following benefits:
1. Greater productivity;
2. Increased passion for and commitment to the organizations vision, strategy and goals
3. Greater alignment with the organizations values;
4. A high- energy working environment;
5. A greater sense of team;
6. High- levels of creativity and innovation;
7. A great sense of loyalty to the organization;
8. High staff retention, lowered attrition rate;
10. Higher talent retention;
11. Employees being better brand ambassadors;
12. Attractive reputation;
13. Improved customer experience and customer loyalty;
14. Boosted business growth;
15. Greater value creation;
16. Sustained, long-term success.
This study would help in fulfilling the above benefits and moreover it is also been
carried out in order to learn the HR Employee Engagement and to know what practices
are being implied and how far they are effective. This study would help in knowing the
impact of HR employee engagement on employee productivity and satisfaction in HCL
Infosystems limited by analyzing the relationship between engagement and productivity
and engagement and satisfaction.

Theoretical Framework

Employee engagement is the art and science of engaging people in authentic and
recognized connections to strategy, roles, performance, organization, community,
relationship, customers, development, energy, and well-being as we leverage, sustain, and
transform our work connections into results.
Factors Leading to Employee EngagementStudies have shown that there are some critical factors which lead to Employee
Engagement. Some of them identified are:

Career Development- Opportunities for Personal Development

Organizations with high levels of engagement provide employees with
opportunities to develop their abilities, learn new skills, acquire new knowledge
and realize their potential. When companies plan for the career paths of their
employees and invest in them in this way their people invest in them.

Career Development Effective Management of Talent

Career development influences engagement for employees and retaining the most
talented employees and providing opportunities for personal development.

Leadership- Clarity of Company Values

Employees need to feel that the core values for which their companies stand are
unambiguous and clear.

Leadership Respectful Treatment of Employees

Successful organizations show respect for each employees qualities and
contribution regardless of their job level.

Leadership Companys Standards of Ethical Behavior

A companys ethical standards also lead to engagement of an individual

Empowerment
Employees want to be involved in decisions that affect their work. The leaders of
high engagement workplaces create a trustful and challenging environment, in
which employees are encouraged to dissent from the prevailing orthodoxy and to
input and innovate to move the organization forward.

Image

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How much employees are prepared to endorse the products and services which
their company provides its customers depends largely on their perceptions of the
quality of those goods and services. High levels of employee engagement are
inextricably linked with high levels of customer engagement.
Other factors

Equal Opportunities and Fair Treatment

The employee engagement levels would be high if their bosses (superiors)
provide equal opportunities for growth and advancement to all the employees

Performance appraisal
Fair evaluation of an employees performance is an important criterion for
determining the level of employee engagement. The company which follows an
appropriate performance appraisal technique (which is transparent and not biased)
will have high levels of employee engagement.

Pay and Benefits

The company should have a proper pay system so that the employees are
motivated to work in the organization. In order to boost his engagement levels the
employees should also be provided with certain benefits and compensations.

Health and Safety

Research indicates that the engagement levels are low if the employee does not
feel secure while working. Therefore every organization should adopt appropriate
methods and systems for the health and safety of their employees.

Job Satisfaction
Only a satisfied employee can become an engaged employee. Therefore it is very
essential for an organization to see to it that the job given to the employee
matches his career goals which will make him enjoy his work and he would
ultimately be satisfied with his job.

Communication
The company should follow the open door policy. There should be both upward
and downward communication with the use of appropriate communication

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channels in the organization. If the employee is given a say in the decision making
and has the right to be heard by his boss than the engagement levels are likely to
be high.

Family Friendliness
A persons family life influences his wok life. When an employee realizes that the
organization is considering his familys benefits also, he will have an emotional
attachment with the organization which leads to engagement

Co-operation
If the entire organization works together by helping each other i.e. all the
employees as well as the supervisors co-ordinate well than the employees will be
engaged.

MODELS OF EMPLOYEE ENGAGEMENT:

The Zinger Employee Engagement Model

Figure1.1: Zinger Model For Employee Engagement

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The 14 Employee Engagement Elements And Symbols For Each Element

Achieve results. Employee Engagement is directed towards achieving

results. The first key of the model is on the far right hand side and begins with the results
the organization, department, team, or individual wants to achieve. The key question for
this part of the model is: What do you want achieve and how will you know when you
achieve it?

Craft strategy. From the far right hand side of the model, move back through
the model to the far left hand side of the model. To achieve results we need to craft a
strategy to get there. How will we get those results and does everyone know the
organizations intentions and plans? Is our strategy engaging and will we have high
enough employee engagement to fulfill the strategy?

Connect. A central key of employee engagement is connection. In some ways

connection is synonymous with engagement. How well are employees connected to the
other elements of engagement ranging from their organization to genuine happiness?
Connect starts the central keys of CARE embedded in the employee engagement model.

Authentic. Authenticity is the the A of CARE. Employee engagement must

be authentic. Employees and customers can spot phony from a mile away or even in a
moment of time. We must transcend superficial relationships, community or happiness
towards engagement that is heartfelt. Powerful engagement is real and robust.

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Recognition: The R in the core of CARE is recognition. Potent employee

engagement requires powerful recognition. We are talking about a lot more than long
service awards or pens. Are employees fully seen and acknowledged? Do employees see
the importance of what they are doing and how their work connects to results?

Engage. CARE ends with the E of engage. We so often talk about

engagement and substitute the verb of working (engage) for a static noun
(engagement). Engage focuses on the actions of engagement. Engagement is not a
onetime survey measure or a steady state. To engage is to fully experience and contribute
to the dynamic elements of work.

Enliven roles. We have various roles that we must fulfill to fully engage. A
role is a set of behaviors, rights and obligations at work. We must guard against too many
roles or role overload while also fully being in the roles that contribute to results,
relationships, and engagement. Sometimes leaders and managers are almost impervious
to their role as employee too.

Maximize performance. Engagement for results can contribute to effective

performance management. Performance demonstrates our engagement while engagement
can help us excel at performance. Good employee engagement should foster star
performers. We want to help each employee become a star performer to benefit
customers, the organization, and themselves.

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Esteem organization. How aligned is the employee with the organization?

Is there a mesh between the organizational and individual brand? Do employees feel that
they are a part of the organization or apart from the organization? Are they proud to work
for their organization and equally proud to recommend their organization and be constant
ambassadors for the organization?

Foster community. A strong key of employee engagement is our connection

to relationships and community. These relationships and community can be personal and
social media. Do we build relationships and results? The essence of work is relationships
and community. Organizations that do not transform themselves into communities are in
danger of becoming obsolete or ignored.

Serve customers. We want employees to serve the organizations customers

and there are very strong relationships between employee engagement and customer
engagement. Does the employee feel served by the organization and management so
much so that they in turn offer the same level of service to the external and internal
customers.

Develop career. Work should offer benefits back to employees. Employees

should experience both personal and professional development through work ranging
from courses and learning to develop their own strengths, value, visibility, and
engagement. We spend so much time at work and work should help us become all we are
capable of becoming.

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Leverage energies. The raw material of engagement is energy. Do we have

the energy to fully engage? Do we offer the organization an energy gain or do we deplete
the energy of our peers? Powerful engagement involves mastery of physical, mental,
emotional, spiritual, and organizational energy. Energy not time is the vital resource for
engaged working.

Experience Well-Being. Ultimately work should contribute to employee wellbeing. Employees need to both engage in and experience healthy well being. An
organizations results are dependent upon the health and productivity of individual
employees.

Katz and Kahn Model (1978)

W. D. Kahn (1990) is credited with conceptualizing the major components of

employee engagement. His model proposes that engagement differs from basic job
involvement, in that it focuses not on worker skills but, rather, on how one commits
him/herself during the performance of the job. Engagement entails the active use of
emotions in addition to the simple use of cognition while completing work tasks.
The major propositions of the model are that people express themselves cognitively,
physically, and emotionally while performing their work roles. The model proposes that,
in order for individuals to fully engage with their job, three psychological conditions
must be met in the work environment:
1. Meaningfulness (workers feeling that their job tasks are worthwhile),
2. safety (feeling as though the work environment is one of trust and
supportiveness), and
3. Availability (workers having the physical, emotional, and psychological means to
engage in their job tasks at any given moment).

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Another major proposition of the engagement model is that these three key
psychological conditions are, to some degree, within the control of agency management.
Employee engagement is also something that is changeable, and can vary widely from
one workplace to another. Studies indicate that workers are, to some extent, a reflection
of the administrators of an agency. Low or conversely high engagement scores have been
traced back to the organizations leadership, from top to bottom. Therefore, the results of
engagement studies should have considerable applicability to the social work field. For
instance, leaders in human service agencies could utilize data from engagement studies to
create and implement strategies that would increase staff engagement, thereby decreasing
the potential for burnout and maximizing successful outcomes for the agency and for the
clients they serve.
Basically Katz and Kahn identified three levels:
1. Joining and staying in the organization. This includes recruitment into the
company, low absenteeism and low turnover.
2. Dependable behavior. These indicators relate to meeting or exceeding standards
of job performance.
3. Innovative Behavior. This level goes beyond individual roles to how people
collaborate with colleagues, make suggestions to improve the organization, and
work to improve the organizations standing in the external environment.

Gallup Q12 Employee Engagement

Gallup began creating a measurement and feedback system for employers that would
identify elements of employee engagement closely linked to the bottom line. Factors such
as:

Retention
Customer loyalty
Profitability
Productivity and
Safety

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After extensive research including hundreds of focus groups and thousands of

interviews with employees in a variety of industries Gallup came up with the Q12, a 12question survey that identifies strong feelings of employee engagement. Results from the
survey appear to show a strong correlation between high scores and superior job
performance.
The Three Types of Employees identified by Gallup are:

Engaged--"Engaged" 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 organization forward
Not Engaged---Not-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. Employees who are not-engaged
tend to feel their contributions are being overlooked, 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 coworkers.

Actively Disengaged--The "actively disengaged" employees are the "cave
dwellers."

They're "Consistently against Virtually Everything." They're not just unhappy at work
they're busy acting out their unhappiness .They sow seeds of negativity at every
opportunity. Every day, actively disengaged workers undermine what their engaged
coworkers accomplish. As workers increasingly rely on each other to generate products
and services, the problems and tensions that are fostered by actively disengaged workers
can cause great damage to an organization's functioning.
The Q12 Index
1) Do you know what is expected of you at work?
2) Do you have the materials and equipment to do your work right?
3) At work, do you have the opportunity to do what you do best every day?
4) In the last seven days, have you received recognition or praise for doing good work?

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5) Does your supervisor, or someone at work, seem to care about you as a person?
6) Is there someone at work who encourages your development?
7) At work, do your opinions seem to count?
8) Does the mission/purpose of your company make you feel your job is important?
9) Are your associates (fellow employees) committed to doing quality work?
10) Do you have a best friend at work?
11) In the last six months, has someone at work talked to you about your progress?
12) In the last year, have you had opportunities to learn and grow?

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Employee engagement model followed by HCL Infosystems Ltd.

ACT
PLAN
Reduce the gap in number of
employee
Employee
Engagement
Calendar to
targeted
vs. actually
engage all employees
engaged.
Theme based
employeeofengagement
Enhancing
effectiveness
programs.
calendar forProcess
the yearfor Improving
Streamlining
Effectiveness
Improving the
of effectiveness
employee of the
engagement
process.
engagement

Plan
EMPLOYEE ENGAGEMENT PROCESS

Act

Do
Check

CHECK
Review of activities organized.
Monthly assessment of the
engagement targets.
Assessing the effectiveness of process
through parameters like absenteeism,
attrition rate etc.
Employee engagement survey once a
year.

Figure 1.2: HCL Infosystems Ltd. Employee Engagement Model

DO
Employee Engagement
Process- Process Flow
Establishing PAT (People
Advisory Teams)

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Definitions
For the purposes of this study, the following words and phrases are defined as follows:

Employee Engagement: Engagement is more than simple job satisfaction. It can

best be described as a harnessing of ones self to his or her roles at work. In
engagement, people express themselves cognitively, physically, and emotionally
while performing their work roles.

Disengagement: In disengagement, people withdraw and defend themselves

physically, cognitively, or emotionally while performing their work roles.

Engaged: employees work with passion. Because they feel a strong connection

to the organization, they work hard to innovate and improve.

Not Engaged: employees do the work expected of them, but do not put in extra

effort.
Actively Disengaged: Employees arent just unhappy, but are spreading their

unhappiness to other staff.

Drivers of employee engagement: Drivers mean that levers that can be pulled to
maximize the impact on engagement. These levers or key drivers are seen as

significantly to employee engagement.

Employee Communication: employee communication can support employee
engagement by simply ask employees how they feel and this principle can be
applied to one-on-one relationships to build trust and to foster personal
relationships with ones employees. It can also apply to organizations through the
use well-designed communications tools and techniques. The key in any
communication is to remain consistent, to make employee communication a
regular routine, and to honestly respond to what one hears from employees.
Management needs to demonstrably value employee feedback where employees
are listened to without fear of reprisal.

Summary

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Employees who are engaged in their work and committed to their organizations
give companies crucial competitive advantages - including higher productivity and lower
employee turnover. In addition, engaged employees may be more likely to commit to
staying with their current organization. Employee engagement is a key business driver
for organizational success. High levels of engagement in domestic and global firms
promote retention of talent, foster customer loyalty and improve organizational
performance and stakeholder value. A complex concept, engagement is influenced by
many factorsfrom workplace culture, organizational communication and managerial
styles to trust and respect, leadership and company reputation.
Thus, to foster a culture of engagement, HR leads the way to design measure and
evaluate proactive workplace policies and practices that help attract and retain talent with
skills and competencies necessary for growth and sustainability.
The project is regarding one of the most imperative topics in HR today
Employee Engagement. Retaining quality employees is a tough task for many HR
professionals in todays aggressive job scenario. With the job market opening up slowly,
the challenge now is to retain the best by offering incentives that ensure employee
engagement.
An organizations effectiveness is measured not in terms of employee satisfaction
but in terms of employee engagement. Employees are said to be engaged when they show
positive attitude towards the organization and express a commitment to remain with the
organization. It is the level of commitment an employee has towards the organization and
its value.
For Measuring the Engagement level in HCL Infosystems Ltd., a questionnaire
was distributed and the survey was conducted with 81 samples. On the basis of the results
of the surveys a conclusion has been drawn and recommendations have been made.

22

CHAPTER 2: REVIEW OF LITERATURE

William H. Macey, Benjamin Schneider, 2008, Industrial and Organizational

Psychology, the Meaning of Employee Engagement: The meaning of employee
engagement is ambiguous among both academic researchers and among practitioners
who use it in conversations with clients. This paper shows that the term is used at
different times to refer to psychological states, traits, and behaviors as well as their
antecedents and outcomes. Drawing on diverse relevant literatures, it offers a series of
propositions about (a) psychological state engagement; (b) behavioral engagement; and
(c) trait engagement. In addition, it offers propositions regarding the effects of job
attributes and leadership as main effects on state and behavioral engagement and as
moderators of the relationships among the 3 facets of engagement. It concludes with
thoughts about the measurement of the 3 facets of engagement and potential antecedents,
especially measurement via employee surveys.
Saks Alan M., 2006, Journal of Managerial Psychology, Antecedents and
consequences of employee engagement: Employee engagement has become a hot topic
in recent years among consulting firms and in the popular business press. However,
employee engagement has rarely been studied in the academic literature and relatively
little is known about its antecedents and consequences. The purpose of this study was to
test a model of the antecedents and consequences of job and organization engagements
based on social exchange theory. The survey included measures of job and organization
engagement as well as the antecedents and consequences of engagement. Results indicate
that there is a meaningful difference between job and organization engagements and that
perceived organizational support predicts both job and organization engagement; job
characteristics predicts job engagement; and procedural justice predicts organization
engagement. In addition, job and organization engagement mediated the relationships
between the antecedents and job satisfaction, organizational commitment, intentions to
quit, and organizational citizenship behavior. This is the first study to make a distinction
between job and organization engagement and to measure a variety of antecedents and

23

consequences of job and organization engagement. As a result, this study addresses

concerns about that lack of academic research on employee engagement and speculation
that it might just be the latest management fad.
Kumar Pradeep D and Swetha G, 2011, International Journal of Trade,
Economics and Finance, A Prognostic Examination of Employee Engagement from
its Historical Roots: In a world that is changing both in terms of the global nature of
work and the diversity of the workforce, engaged employees may be a key to competitive
advantage. Companies that understand the conditions that enhance employee engagement
will have accomplished something that competitors will find very difficult to imitate.
This article throws light on the following objectives: - 1. Define Employee Engagement
2. To differentiate Employee Engagement from other constructs 3. To study Antecedents
and Consequences of Employee Engagement 4. To analyze the Measurement issues of
Employee Engagement 5.To present an overview on researching Employee Engagement
6. Conclude and recommend for better Employee Engagement in organizations.
Siddhanta Abhijit, Roy Debalina, 2010, Asian journal of management
research, Employee engagement Engaging the 21st century workforce:

For past

several years, 'Employee Engagement' has been a hot topic in the corporate circles. It is a
buzz word that employers think they understand, but face difficulties and challenges
while practicing. Many organizations copy 'Employee Engagement' activities from the
best practices, looking at the benefits enjoyed by their competitors; However, most lose
track after a few strides ahead. 'Employee Engagement' cannot be a cosmetic intervention
in enhancing commitment towards job, motivation or productivity. Corporate culture has
an important role in enduring positive impact of such engagement programs. This article
throws light on how 'Employee Engagement' can be increased. This work also tries to
identify the key drivers of 'Employee Engagement', its different attributes together with
the ways to measure it, how to handle disengaged employees and modern 'Employee
Engagement' practices in corporate. Findings from various researches and surveys are
used in the present work to measure the effect of 'Employee Engagement' which includes
issues like productivity, profitability , focus on customer and various other related
matters. In this article, Literature Review method coupled with secondary data collection

24

from various research findings and corporate practices are employed using a descriptive
study technique. This article explores implications for theory, further research and
practices by synthesizing modern 'Employee Engagement' activities being practiced by
the corporate with the review of findings from previous researches / surveys.
Markos Solomon, Sridevi Sandhya M, 2010, International Journal of
Business and Management, Employee Engagement: The Key to Improving
Performance: Employee engagement is a vast construct that touches almost all parts of
human resource management facets we know hitherto. If every part of human resources is
not addressed in appropriate manner, employees fail to fully engage themselves in their
job in the response to such kind of mismanagement. The construct employee engagement
is built on the foundation of earlier concepts like job satisfaction, employee commitment
and Organizational citizenship behavior. Though it is related to and encompasses these
concepts, employee engagement is broader in scope. Employee engagement is stronger
predictor of positive organizational performance clearly showing the two-way
relationship between employer and employee compared to the three earlier constructs:
job satisfaction, employee commitment and organizational citizenship behavior. Engaged
employees are emotionally attached to their organization and highly involved in their job
with a great enthusiasm for the success of their employer, going extra mile beyond the
employment contractual agreement.
Gruman Jamie A, Saks Alan M, 2011, Human Resource Management Review,
Performance

management and

employee

engagement:

Many contemporary

organizations are placing a greater emphasis on their performance management systems

as a means of generating higher levels of job performance. This paper suggests that
producing performance increments may be best achieved by orienting the performance
management system to promote employee engagement. To this end, it describes a new
approach to the performance management process that includes employee engagement
and the key drivers of employee engagement at each stage. This paper presents a model
of engagement management that incorporates the main ideas of the paper and suggests a
new perspective for thinking about how to foster and manage employee engagement to
achieve high levels of job performance.

25

Amanfu Anita Adjoa, 2011, Analysis of the effect of employee engagement on

the performance of an organization: In the past, organizations had been concerned
about trying to motivate their employees so they can together achieve positive results, but
today, organizations have moved on from this motivation thinking to an engagement
thinking whereby in addition to this motivation, they can align their employees behind
their objectives and strategies in order to get back the employees discretionary effort to
achieve their objectives and exceptional results. But the issue still remains as to whether
such companies are only paying lip service to their employees and how much passion and
commitment they are getting back from these employees. The focus of this study is to
determine the employee engagement level at Guinness Ghana Breweries Ltd and its
adequacy and to compare it with the business performance to determine whether there is
a direct relationship and what impact the level of engagement has had on the business
performance. The study revealed that the engagement level experienced by Guinness
Ghana Breweries Ltd is very low and inadequate, and this level has impacted negatively
on the companys performance. The study concludes that Guinness Ghana Breweries Ltd
can review their actions and inactions regarding employee engagement in order to greatly
increase the level of employee engagement and improve upon the past and current
performance.
Wefald Andrew J, Downey Ronald G, 2009, The Journal of Psychology,
Construct Dimensionality of Engagement and its Relation With Satisfaction:
Engagementa persistent and positive affective-motivational state of fulfillment
characterized by vigor, dedication, and absorption (W. B. Schaufeli, M. Salanova, V.
Gonzlez-Roma, & A. B. Bakker, 2002)has become a popular subject among academic
and industry researchers. Following suggestions in the recent literature calling for further
examination of the underlying factors comprising the construct of engagement, the
authors investigated the factor structure of W. B. Schaufeli et al.s measure of
engagement and academic engagements relation to academic satisfaction. Previous
researchers found a 3-factor structure of engagement that comprises vigor, dedication,
and absorption. The authors administered to a sample of university students a
questionnaire on their level of engagement in academic work and various other measures.

26

The results did not confirm the 3-factor structure. The present authors found engagement
and satisfaction to be highly related constructs.
Padmakumar Ram, Gantasala V. Prabhakar, 2011, Interdisciplinary Journal
of Research in Business, The role of employee engagement in work-related
outcomes: Engaging employees is one of the top five most important challenges for
management, according to a survey of 656 chief executive officers (CEOs) from
countries around the world. Employee engagement has become a hot topic in recent years
among consulting firms and in the popular business press. However, employee
engagement has rarely been studied in the academic literature. In this study investigation
of the antecedents and consequences of employee engagement in Jordanian Industry has
been done. A snowball sample of 310 respondents from the Jordanian hotel industry was
interviewed using the research instrument. The sample comprised of employees from
different levels of management. The results confirm the relationship between Employee
Engagement and Perceived Organizational Support. The effect of Job Characteristics,
Intrinsic and Extrinsic Rewards, Perceived Supervisor Support, Perceptions of Procedural
Justice, Perceptions of Distributive Justice on Employee Engagement is also confirmed.
The hypotheses considered in this study are supported by the evidence from data
collected from a sample of respondents drawn from the hotel industry in Jordan.
Iqbal Tahir, Khan Khawar, Iqbal Naveed, 2012, European Journal of Social
Sciences, Job Stress & Employee Engagement: Employee engagement is the concept,
gaining significant attention since last 10 years. Organizations are using their engaged
employees as tool of strategic competence. But intense competition among organizations
and strive to remain at the top brings more challenges, responsibilities and heavy
workload for the employees of the organizations, leading towards stress. Stress is the
phenomena having drastic impact on the dedication, willingness to work and enthusiasm
of the employee. This study reveals the relationship between job stress and employee
engagement vigor, dedication and absorption. Responses from 137 respondents were
collected from different organizations. The findings (r = -0.79 & R2 = 0.63) show that
there is negative and significant relationship between job stress and employee

27

engagement. Stress should be eliminated or minimized in order to get the maximum out
of employees effort.

28

CHAPTER 3: RESEARCH METHODS AND PROCEDURES

Purpose of the Study
To study the engagement practices in HCL Infosystems limited.
To determine the relationship between HR Employee Engagement, satisfaction
and productivity of the employees.

Research Design
A research design is a type of blueprint prepared on various types of blueprints
available for the collection, measurement and analysis of data. A research design calls for
developing the most efficient plan of gathering the needed information.
In this study, descriptive research design is used. This is due to the reason that the
problem is clearly defined and the objective is to find the whether there is a significant
relationship between employee engagement, employee satisfaction and productivity or
not.

Research Questions
The research questions are refined statements of the specific components of the
problem. Each component of the problem may have to be broken down into
subcomponents or research questions. Research questions ask what specific information
is required with respect to the problem components. The formulation of the research
questions should be guided not only by the problem definition, but also by the theoretical
framework and the analytical model adopted.

Research questions linked with this study are as follows-

29

1. To study in detail the practices used in the organization for HR employee

engagement.
2. To examine the relationship between HR employee engagement and employee
productivity.
3. To examine the relationship between HR employee engagement and employee
satisfaction.
4. To examine the relationship between employee satisfaction and employee
productivity.

Participants
The participants are the people who are taken into consideration in the study.
These are the employees of the organization (HCL Infosystems Ltd.) who filled the
questionnaires and were analyzed to determine as to how much they are satisfied with the
employee engagement practices of the organization.

Data Collection
Collection of data is the first step in statistics. The data collection process follows
the formulation for research design including the sample plan. The data can be secondary
or primary.
Collection of Primary Data during the course of the study or research is through
observations or through direct communication with respondents on one form or another
or through personal interviews. I have collected primary data by the means of a
Questionnaire. The Questionnaire was formulated keeping in mind the objectives of the
research study.
The data collected from the secondary sources shaped the foundation for creating the
questionnaire as well as studying the topic in detail and understanding the trends in the
industry.
The data collected was as follows:

30

Various websites regarding the topic were surfed and the useful material was

gathered.
Research papers were consulted to know the extent of the research conducted in

this area.
Various surveys were consulted to understand the topic in detail.

Sampling Techniques
Sampling is concerned with the selection of a subset of individuals from within a
population to estimate characteristics of the whole population. It is of 2 types:
Probability sampling scheme is one in which every unit in the population has a
chance (greater than zero) of being selected in the sample, and this probability can be
accurately determined. It includes: Simple Random Sampling, Systematic Sampling,
Stratified Sampling, Probability Proportional to Size Sampling, and Cluster or
Multistage Sampling
Non-probability sampling is any sampling method where some elements of the
population have no chance of selection (these are sometimes referred to as 'out of
coverage'/'under covered'), or where the probability of selection can't be accurately
determined. It involves the selection of elements based on assumptions regarding the
population of interest, which forms the criteria for selection. Non-probability
sampling methods include accidental sampling, quota sampling and purposive
sampling
The sampling technique used in this study is convenience sampling. It is non
probability sampling technique that do not use chance selection procedures.
I distributed 100 questionnaires among the employees but only 81 came back with
complete responses hence the sample size is 81.

Instruments Used

31

In this study, the instrument used is questionnaire .A questionnaire is defined as a

structured technique for data collection that consists of a series of questions, written or
verbal, that a respondent answers. The questionnaire has been developed keeping in
consideration the objective of the study.
A total of 100 sets of questionnaires were distributed to respondents and 81 set of
questionnaires were returned. The questionnaire consisted of 21 questions and
demographic details name, age, gender, experience and marital status. Likert scale was
used.
There were three variables:
1. Engagement
2. Productivity
3. Satisfaction
Parameters defining engagement and questions under each parameter were:
1.

Relationship with supervisor

Your manager treats all his/her employees fairly.
Your supervisor cares about you as a person.
You can easily communicate with your bosses and co-worker.
Teamwork is encouraged and practiced in this organization.

2. Workplace and benefits

Your physical working conditions are good.
You are satisfied with the organizations benefits package.
3.

Personal expression and diversity

People with different ideas are valued in this organization.
You are given enough authority to make decisions you need to make.
You are proud and happy to work for this organization.

Parameters defining productivity and questions under each parameter were:

1. Organizations leadership and planning
Does your supervisor provide you regular information about the mission and the

goals of this organization?

You understand the long-term strategy of this organization.
You have confidence in the leadership of this organization.

2. Training and development

This organization provides as much training as you need.

32

You have enough resources to get your job done best?

You understand the importance of your role to the success of the organization.
You have adequate opportunities for professional growth in this organization.

3. Feedback
You receive adequate feedback from your manager.
If you receive feedback, this improves your performance.
4. Work life balance
You are able to satisfy both your job and family responsibilities.
Your job causes unreasonable amount of stress in your life.
Question under the variable Satisfaction was:

Overall, you are satisfied with this organization as an employer.

Pilot Study
The pilot study was conducted for 40 samples. The questionnaire was found to be
reliable because the Cronbachs Alpha was found to be 0.835 which is more than 0.6
and for any questionnaire to be reliable its Cronbachs Alpha must me more than 0.6.
Hence this reliable questionnaire was further used for the complete sample size (81).

Reliability Statistics
Case Processing Summary

Cases Valid
Excludeda

N Cronbach's
%
Alpha
N of Items
40
100.0
.835
21
0
.0

Total

40

a. Listwise deletion based on all

variables in the procedure.

Table 3.1 Exhibit 1

100.0

Table 3.2 Exhibit 2

33

CHAPTER 4: DATA ANALYSIS AND FINDINGS

Data Analysis
Analysis of data is done on the basis of responses received through the
questionnaires. The questionnaires were filled by all the employees of the organization
according to the instructions mentioned. Then these responses are entered in SPSS for
analysis.
Analysis and interpretation of data contains two steps

34

Analysis of data

interpretation of the analyzed data

Research Question 1: To study in detail the practices used in the organization for HR
employee engagement.
The data for this research question was gathered from the HCL Infosystems Ltds
manual. The objective of employee engagement for HCL Infosystems Ltd is to build a
partnership with the employees such that they fully understand and are committed to
achieve HCLs objectives. The engagement processes are standard across all divisions
and subsidiaries of HCL Infosystems Limited.
Means for Employee Engagement
Various means that are used to engage employees:

Employee Contests: Contests are organised for employees (at least once in a
quarter) to foster a challenging and exciting work place. The contest are organised
at a time/ duration when the productivity of the employees is not affected as a
result of the contest.
The prizes are tied to the theme of the contest and Prizes for all contests are
dispatched within 3 days of announcing the winners.

Employee Get-togethers (picnics, team lunch/dinner, games etc)

Celebrations at workplace (festivals etc): A festive theme is chosen to be the key

theme for engagement every month. 5 main festivals are identified to be
celebrated throughout all offices at the beginning of each year in consultation with
the head of HR. All celebrations/ picnic activities are voluntary so as to respect
individual cultural differences. The celebrations are focused on one of the HCL
themes rather than a religious one. Adequate steps & provisions are taken to
ensure Health & Safety of employees such as carry first aid kit, identify nearest
hospital details in case of emergency, alert employees of possible health risks in
advance etc.

Engagement of families of employees (picnics including family members, other

events hosted at office premises etc): Families are invited at workplace at least

35

once in a year to celebrate an occasion throughout all locations. Activities/

contests/ events are organized where spouses/ children of employees can
participate. One activity is organized at least once in a quarter for the spouses/
children of employees at a particular location. The engagement initiative is an
online Contest.

Greetings are sent to employees on their respective birthdays and anniversaries.

Themes for employee engagement

All people celebrations/ contests/ get together at HCL are organized on one of
the themes depicting the bonds for employee engagement.
Some of the themes are:

Innovation: This theme strives to promote innovation at workplace.

Mindia: The theme runs to acknowledge the contribution of Great Indian Minds
and to express the solidarity of all Indians in being Proud to be an Indian.

Green: The theme caters to environment conservation motivating the

employees to follow practices thatll lead towards maintaining the ecological
balance & a greener earth.

Diversity: The theme focuses on maintaining & recognizing people diversity in

terms of cultures, sex, ability etc.

Wellness: The theme runs to promote a healthy lifestyle amongst HCLites.

Corporate Social Responsibility: The theme caters to the corporate social

responsibility endeavors being undertaken by employees or HCL. The various
causes addressed are: a) to act as a Responsible Corporate Citizen, b) Community
Development, c) Environment.

Celebrations: The topics covered include Festive greetings, birthdays,

accomplishments, events to mark an occasion etc.

Research Question2: To examine the relationship between HR employee engagement

and employee productivity.

36

To achieve this objective correlation analysis on SPSS was done, in order to

determine whether there are significant relationships between the variables. The scale
model suggested by Davies (1971) used to describe the relationship between the
variables, are as shown below:
1. 0.7 and above high correlation
2. 0.4 to 0.69 moderate correlation
3. 0.00 to 0.49 low relationship,

Correlations
Producti
Engagement
Engag Pearson Correlation
ement

.819**

Sig. (2-tailed)
N

Produc Pearson Correlation

tivity

vity

Sig. (2-tailed)
N

.000
81

81

.819**

.000
81

81

**. Correlation is significant at the 0.01 level (2-tailed).

Table 4.1 Exhibit 1

From the above table, it is depicted that employee engagement and employee
productivity are highly associated with r-value (coefficient of correlation) 0.819. Since
the correlation is significant at 0.01 and p value (as indicated in the table4.1) is 0.00, the
result obtained is significant due to the fact that 0.00 < 0.01. Therefore, it is clear that HR
Employee engagement do affect productivity of employees in the organization.

Research Question 3: To examine the relationship between HR employee engagement

and employee satisfaction.

37

Correlations
Satisfied with
this organization Engage
as an employer
Satisfied with this
organization as an
employer
Engagement

Pearson Correlation

Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N

ment
.617**
.000

81

81

.617**

.000
81

81

**. Correlation is significant at the 0.01 level (2-tailed).

Table 4.2 Exhibit 2

The above table 4.2 exhibits that there is a high correlation between HR employee
engagement and employee satisfaction with r-value (coefficient of correlation) 0. 617.
Since the correlation is significant at 0.01 and p-value is 0.00, the result obtained is
significant due to the fact that 0.00 < 0.01. Therefore, it is clear that HR Employee
engagement do affect satisfaction in employees.

Research Question 4: To examine the relationship between employee satisfaction and

employee productivity.

38

Correlations
Satisfied with this
organization as Productivit
an employer
Satisfied with this
organization as an
employer
Productivity

Pearson Correlation

y
1

Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N

.552**
.000

81

81

.552**

.000
81

81

**. Correlation is significant at the 0.01 level (2-tailed).

Table 4.3 Exhibit 3

From the above table 4.3, it is clear that employee satisfaction and employee
productivity is correlated with r value of 0.552. There is a significant relationship
between the employee satisfaction and employee productivity. This shows that if the
employee is satisfied then his productivity will also be higher. Hence, I can say that to
increase the productivity of employees it is required to boost the satisfaction level of the
employees.

Review of Methodology

39

Research Design:

Descriptive research

Research Instrument:

Structured Questionnaire

Sampling Plan
i) Sample Method:

Convenient Sampling

ii) Sample Size:

81

iii) Sample Unit:

Employees working in the Organization

Sampling Design Used:

Convenience Sampling: It is the non probability sampling technique that attempts to
obtain a sample of convenient elements. Employees of HCL Infosystems Limited who
happened to assemble at a convenient time were chosen.
Source of Data
a) Primary Data: Structured Questionnaire
b) Secondary Data: Journals, Research papers, Company Data, etc.

Results of Research Questions

The research questions framed were:
Research Question 1: To study in detail the practices used in the organization for HR
employee engagement.
Research Question 2: To examine the relationship between HR employee engagement
and employee productivity.
Research Question 3: To examine the relationship between HR employee engagement
and employee satisfaction.
Research Question 4: To examine the relationship between employee satisfaction and
employee productivity.
Hypothesis for Research Question 2

40

H1: There is a significant relationship between employee engagement and employee

productivity.
H2: There is no relationship between employee engagement and employee productivity..
Hypothesis for Research Question 3
H3: There is a significant relationship between employee engagement and employee
satisfaction.
H4: There is no relationship between employee engagement and employee satisfaction.
Hypothesis for Research Question 4
H5: There is a significant relationship between employee satisfaction and employee
productivity.
H6: There is no relationship between employee satisfaction and employee productivity.
The relationship between employee engagement is tested against employee
productivity. The results indicate that there is a significant relationship between the two
variables (r=.819, n=81, p<.01) and the correlation is high. Hypothesis 1 is accepted.
The relationship between employee engagement is investigated against employee
satisfaction. The results show that there is a positive relationship between the two
variables (r=.617, n=81, p<.01). The relationship is significant with strong correlation.
Hence, hypothesis 3 is accepted.
The relationship between employee satisfaction is tested against employee
productivity. The results indicate that there is a significant relationship between the two
variables (r=.552, n=81, p<.01) and the correlation is high. Hypothesis 5 is accepted.

Summary of the Findings

41

Employee engagement has emerged as a popular organizational concept in recent

years, particularly among practitioner audiences. Many organizations are now actively
formulating engagement strategies in the belief that this will make them an employer of
choice and concurrently improve organizational performance, satisfaction, productivity
and reduce Turnover intention of the employees.
From the study, it is evident that employee engagement plays an important role
and has an impact on Employee Satisfaction and Enhanced Productivity. Employees
who are engaged in their work and committed to their organizations give companies
crucial competitive advantages - including higher productivity and lower employee
turnover.
It is clear from the analysis that employee engagement has an impact both on
employee satisfation and employee productivity. There is a high correlation between
employee engagement and employee satisfaction and productivity.
It is also evident from the analysis that satisfied employees lead to the increased
productivity of employees and hence the organization. So, in order to have continued
growth of the organization it is required to have satisfied employees in the organization
and for this it is essential that the organization must adopt good employee engagement
practices.
.

CHAPTER 5: CONCLUSIONS AND RECOMMENDATION

42

Organizational value is the buzz word term for employee attitude. 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 impacts organizations in
many ways.
Organizational value emphasizes the importance of employee communication,
career and respect on the success of a business. An organization should thus recognize
employees, more than any other variable, as powerful contributors to a company's
competitive position. Therefore employee engagement should be a continuous process of
learning, improvement, measurement and action.
We would hence conclude that raising and maintaining employee attitude lies in
the hands of an organization and requires a perfect blend of time, effort, commitment and
investment which is included in the core values of organization to craft a successful
endeavor.

Discussion of research question

The purpose of this study is to determine whether there is any relationship between
employee satisfaction and productivity with Employee Engagement in HCL Infosystems
limited. In the following discussion, results of each objective are reviewed and compared
with previous literature.
Objective 1: To examine the relationship between employee engagement and
employee productivity in HCL Infosystems limited.
The positive and acceptable coefficient value between employee engagement and employee
productivity suggest that employee engagement is important for high performance of an
employee. This explained that, if employee is fully engaged and well informed on what the
company is doing, being informed the reason behind why the company made a decision and
information is being shared with them in timely manner, the productivity of the employee
increases.
This finding is parallel to the research conducted by the Markos Solomon, Sridevi

Sandhya M, (2010), which says Engaged employees are emotionally attached to their
organization and highly involved in their job with a great enthusiasm for the success of

43

their employer, going extra mile beyond the employment contractual agreement.
Moreover, Employee engagement is stronger predictor of positive organizational
performance.
Objective 2: To examine the relationship between employee engagement and employee
satisfaction in HCL Infosystems limited.

There was a positive and high correlation between employee engagement and employee
satisfaction. This shows that if an employee is fully engaged, he will be more satisfied.
This finding is parallel to the research conducted by Wefald Andrew J, Downey
Ronald G, (2009), the authors found engagement and satisfaction to be highly related
constructs.

Recommendations

The complaints & problems of the employees must be given due attention by the
management.

Implement an informal recognition program, where employees can recognize one

another for outstanding achievement.

Suggestion system should be there in the company so that the employees can
easily share their views. The organization must appreciate suggestions from
employees

More interactive sessions between the human resource department and all
employees.

To develop a program for staff employees by which the employers and other staff
members through the access of a printed form could praise their co-workers for
desirable traits, like teamwork and good service. Once filled out, the slips of paper
could be displayed on the company bulletin board. The person who received the
highest quantity of the forms would get special recognition from the Manager and
also the individual forms could be placed in a basket, and other names can be
drawn randomly for even more prizes and recognition. This system can help to
improve the reward and recognition system.

44

Limitations

The employees were a bit hesitant to give answer to the questions being
asked even though it was conveyed that the study is just for academic

purpose.
Most respondents might be influenced by their peers in answering the questions.
The sample size taken to conduct the study was small. Only 82

employees were interviewed.

The research was restricted to HCL Infosystems Limited Noida sector 11

campus due to time and resources constraint.

Some of the employees were busy in their work and they did not pay

attention and answered without thinking.

The employee engagement of HCL Infosystems Ltd. cannot be

generalized for the whole manufacturing sector on basis of my research

Some more parameters could be included in the research.

Implications for Future Research

This study had provided only a small portion of idea regarding employee
engagement in the context of HCL Infosystems limited. Hence, it would be beneficial for
future research to consider the following suggestions:
Expand the study into other industries to enhance the consistency of results.
Include other variables to measure employee engagement so that this will increase the
accuracy of understanding the drivers that could impact the employee engagement

REFERENCE
Amanfu Anita Adjoa, 2011, Analysis of the effect of employee engagement on the
performance of an organization.

45

Iqbal Tahir, Khan Khawar, Iqbal Naveed, 2012, European Journal of Social Sciences
ISSN 1450-2267 Vol.28 No.1, pp. 109-118, Job Stress & Employee Engagement.
Kumar Pradeep D and Swetha G, 2011, International Journal of Trade, Economics and
Finance Vol. 2, No. 3, A Prognostic Examination of Employee Engagement from its
Historical Roots.
Markos Solomon, Sridevi Sandhya M, 2010, International Journal of Business and
Management Vol. 5, No. 12, Employee Engagement: The Key to Improving Performance.
Padmakumar Ram, Gantasala V. Prabhakar, 2011, Interdisciplinary Journal of Research
in Business Vol. 1, Issue. 3, (pp.47-61), the role of employee engagement in work-related
outcomes.
Saks Alan M., 2006, Journal of Managerial Psychology Vol. 21 No. 7, 2006 pp. 600-619,
Antecedents and consequences of employee engagement.
Siddhanta Abhijit, Roy Debalina, 2010, Asian journal of management research,
Employee engagement Engaging the 21st century workforce.
William H. Macey, Benjamin Schneider, 2008, Industrial and Organizational
Psychology, the Meaning of Employee Engagement.
Wefald Andrew J, Downey Ronald G, 2009, The Journal of Psychology 143(1), 91111,
Construct Dimensionality of Engagement and its Relation With Satisfaction.

ANNEXURE 1: QUESTIONNAIRE

Name:

Gender:

46

Age:

21-30 31-40 41-50

Experience (years): 0-5

Marital Status:

Single

6-10

51 and above
11-15 16 and above
Married

1. Overall you are satisfied with this organization as an employer.

Strongly Disagree Disagree
Neutral
Agree
Strongly Agree
2. Your supervisor provides you with regular information about the mission and the
goals of this organization.
Strongly Disagree Disagree
Neutral
Agree
Strongly Agree
3. You understand the long-term strategy of this organization.
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
4. You have confidence in the leadership of this organization.
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
5. Your manager treats all his/her employees fairly.
Strongly Disagree
Disagree
Neutral
Agree

Strongly Agree

6. Your supervisor cares about you as a person.

Strongly Disagree
Disagree
Neutral
Agree

Strongly Agree

7.

You can easily communicate with your bosses and co-workers.

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

8. Teamwork is encouraged and practiced in this organization.

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
9. This organization provides as much training as you need.
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
10. You have enough resources to get your job done best.
Strongly Disagree Disagree
Neutral
Agree
Strongly Agree
11. You understand the importance of your role to the success of the organization.
Strongly Disagree Disagree
Neutral
Agree
Strongly Agree
12. You have adequate opportunities for professional growth in this organization.
Strongly Disagree Disagree
Neutral
Agree
Strongly Agree
13. You receive adequate feedback from your manager.

47

Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

14. If you receive feedback, this improves your performance.

Strongly Disagree Disagree
Neutral
Agree
Strongly Agree
15. Your physical conditions are good.
Strongly Disagree Disagree
Neutral

Agree

Strongly Agree

16. You are satisfied with the organizations benefits package.

Strongly Disagree Disagree
Neutral
Agree
Strongly Agree
17. You are able to satisfy both your job and family responsibilities.
Strongly Disagree Disagree
Neutral
Agree
Strongly Agree
18. Your job causes unreasonable amount of stress in your life.
Strongly Disagree Disagree
Neutral
Agree
Strongly Agree
19. People with different ideas are valued in this organization.
Strongly Disagree Disagree
Neutral
Agree
Strongly Agree
20. You are given enough authority to make decisions you need to make.
Strongly Disagree Disagree
Neutral
Agree
Strongly Agree
21. You are proud and happy to work for this organization.
Strongly Disagree Disagree
Neutral
Agree
Strongly Agree