1

A STUDY ON EMPLOYEE ENGAGEMENT

IN
LUCAS INDIANS SERVICE
Project Report submitted in partial fulfillment of the
Requirement for the degree of

BACHELOR OF BUSINESS ADMINISTRATION

UNIVERSITY OF MADRAS

By
P.GETSHEE
Register No. 146BU113
Under the guidance of
Dr. ARMSTRONG DOSS

DEPARTMENT OF
BUSINESS ADMINISTRATION
MADRAS CHRISTIAN COLLEGE (AUTONOMOUS)
TAMBARAM EAST, CHENNAI-600059
APRIL- 2017
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CERTIFICATE

This is to certify that P.GETSHEE has completed her project, on

‘EMPLOYEE ENGAGEMENT’ under my guidance

It is her own work fully and to the best of my knowledge and belief that it
has not been used for the award of any degrees in this university or
anywhere else and I am satisfied with her effort in this connection.

Head of Department Project guide

Date: Date:
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VIVA VOCE EXAMINATION

This is to certify that the report on ‘EMPLOYEE ENGAGEMENT ’

submitted by P.GETSHEE for partial fulfillment for the Bachelor in
Business Administration degree is a record of research work done by her
during the year 2016-2017

This study represents independent work on the part of the candidate.

Internal Examiner External Examiner

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DECLARATION

I hereby declare that the internship titled “EMPLOYEE

ENGAGEMENT” is based on the original work carried out by me under
the guidance of Mr. P.V.ANAND, Assistant Manager, LUCAS INDIAN
SERVICE and Dr ARMSTRONG DOSS, faculty guide at college,
submitted to Madras Christian College in partial fulfillment of the
requirement of the course of study.

P.GETSHEE
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ACKNOWLEDGEMENT

I take this opportunity to thank all those who were of great support in
finishing this project successfully.

Foremost, I would like to thank the Lord Almighty for being with me all
the time and giving me courage to peruse.

I wish to express my sincere thanks to the Principal of our college, Dr.

R.W.ALEXANDER JESUDASAN, D.Sc., Ph.D., M.Sc., and FRES.
FAZRA, FMSF. FPPAI. For providing us with this opportunity to do a
project which helped us gain knowledge and experience in our final year.

I would like to express my sincere gratitude to our Head of the

Department Dr. D. Armstrong Doss, M.B.A., and M.Phil. Ph.D. for the
continuous support for study and my sincere thanks for his guidance,
informative discussions and time.

I am so grateful to Mr. P.V.ANAND assistant HR manager of LUCAS

INDIAN SERVICE for giving us the opportunity to work as an intern
and for this valuable suggestions and guidance throughout the project.

Last but not the least, I would like to thank my family, my parents for
their continuous support and encouragement throughout this project and I
would also like to thank my friends for their support and suggestions.
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LIST OF CONTENTS

S. NO CONTENTS PAGE NO.

1. Executive summary

2. Introduction

3. Objectives of the Study

4. Review of literature

5. Research Methodology

6. Company Profile

7. Data Analysis and Interpretation

8. Findings

9. Suggestions

10. Conclusion

11. Annexure
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LIST OF TABLES

Table Title Page No.

No.
1 Age of the Respondents
2 Gender of the respondents
3 Work experience of the respondent
4 Table showing the scale opportunities provided at
work to learn and grow
5 Table showing the opportunities aiding the
employees to work at their best
6 Table showing the realization by the employees
on what is expected from their work
7 Table showing the amount of chances given to the
employees to improve their skill and job
knowledge
8 Table showing the preference given to the
opinions of the employees
9 Table showing the team involvement in
completing the work
10 table showing the satisfaction level of trust on
their teams
11 table showing the level of care personally from
the superior

12 Table showing the friendship bond between the

employees
13 Table showing the frequency of their suggestions
being considered
14 Table showing Analysis between age and gender
of the respondents.
15 Table showing the factor analysis of five point
scale questions
16 Table showing chi square of experience and their
opinion of the employee

LIST OF CHARTS

Figure Title Page No.

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No.
1 Graph showing the age
2 Pie diagram showing the gender of respondent

3 Fig showing the experience of the respondent

4 Chart showing expectation of work

5 Chart showing Preference to employee's opinion

6 Chart showing Team involvement

7 Chart showing satisfaction level

8 Fig showing Level of care shown personally

9 Correlations between age and gender

10 Chart showing the factor analysis of the questions

11 Chart showing the chi sq of the gender and the

opinion
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EXECUTIVE SUMMARY

This project is done on human resource management topic in the area of

“A study on employee engagement practices and its effectiveness”.
Employee’s engagement also called work engagement or workers
engagement .An engaged employee is the one who is fully involved in,
and enthusiastic about his or her work, and thus act in a way that further
their organization's interest .According to Scarlett survey, “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 for satisfaction, motivation,
culture, climate and opinion and very difficult to measure.

Employee engagement is level of involvement and commitment on behalf

of an employee's level of participation in their organization and its values.
Engaged an employee is aware of business context, and works with
Colleagues for the benefit of the organization to improve performance
within the job. This is a positive attitude towards the organization and its
values held by employees.

This project is an effort to understand how employee engagement is

associated with employee practices and their suggestions and opinion and
their team work in the organization. Qualitative research project that
included an employee engagement is through Questionnaire survey of
fourteen questions that staff has identified the strong feelings and what
are the areas which need improvements and suggestions.
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INTRODUCTION

Employee engagement, according to the Corporate Executive Board is the

“extent to which an employee commits to something or someone in the
organization and how long they stay as a result of their commitment”.

It’s also called the modernized version of job satisfaction. And definition
of engagement is an employee’s involvement, commitment to, and
satisfaction with work. The concept of employee engagement is a
measurement of how happy employees are with their respective jobs,
working environment and how efficient their performance levels are?

Managing high morale among employees can be of remarkable benefit to

any organization, as actively engaged workers are more productive and stay
loyal to the company. Organizations with high employee engagement levels
are more productive and more profitable than those organizations
with low levels of employee engagement.

Engagement – the new age magic word Hr must strives to give people the
new tools they need to thrive in the new economy of consciousness,
specifically, techniques that expand creativity”. A company can have the
best reward system, training and development, and human resource (HR)
policies, but if people do not feel good about themselves then neither can
behavior change, nor training be effective. Getting employees‟
commitment and loyalty is not easy. It is not about giving to get, either.
Employees are not stupid. They know when the conditions are true and
when it is right to give their all for the company. Thus, it is inferred that
engagement is both psychological and physical presence of employees in
the organizations while occupying different roles.

Employee Engagement is also understood as emotional and intellectual

commitment to the organization and also the amount of discretionary
effort exhibited by employees in their job. As per Robinson teal
Employee Engagement is one step up from commitment‟.
On the other hand, it can be deduced that employee engagement is not a
new thing rather a trend with different appearance or some might call
“old wine in a new bottle”
From the above definitions and understanding in general, it can be
concluded that employee engagement is a psychological construct,
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although, in research literature it is not very precise, rather commonly it is
used to refer to both role performance and an effective state.
It is actually much deeper than simply an incentive program. If one wants
to change people’s behavior, then it becomes necessary to understand as
how they view their life, to make engagement program effective for the
company. A recent study by Tower Watson on 50 firms over a period of
one year found there was an increase of 19% in operating income and
about 28% earnings per share (EPS) with the result of high employee
engagement. Inversely, organizations with low level of engagement
among employees experienced about 32 % drop in operating income and
11 % decline in EPS.

A recent research by Harvard Business Review (HBR) also reinforced

that employee engagement is becoming the center of attraction among
many organizations. Based on research, it was realized that 71% of the
people have the opinion that employee engagement is very crucial for an
organization. Moreover, it was also realized that this influences positively
in reducing the hiring and retention cost. It improves corporate growth,
productivity and positively, influences the bottom line. In addition, a
study involving 17 multi-national companies gave the conclusion that
80% of engaged employees are more productive and less likely to leave
the company in a short period of time .Thus, companies should value
these aspects in terms of engaging their employees. Moreover, more
rigorous research in different sectors and industries may help
organizations to understand the real benefit of employee engagement in
their own sector.

Currently, there is no consistent definition of engagement, with

engagement having been measured in many disparate ways. One
definition discussed in an article in Forbes Magazine, is the emotional
commitment the employee has to the organization and its goals.
Employee Engagement is defined as a measurement of an employee’s
emotional commitment to an organization and the amount of
discretionary effort an employee expends on behalf of the organization.
Emotional commitment means employees actually care about their work
and their company. They don’t work just for a paycheck. When
employees are engaged they use discretionary effort. Their effort extends
beyond what they “have to do” to what they “want to do”.
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Key Drivers of Employee Engagement

The key drivers of employee engagement are those attributes that most
explain why employees gave the ratings they gave to the question: “I’m
fully engaged in my job.” This means that how employees perceive these
aspects of their work directly influences (or impacts) the degree to which
they feel engaged.
The key drivers of engagement are:
I feel a sense of accomplishment in my job

I am focused on serving the public with integrity I

feel I can make a difference by working here

I have clearly defined goals and objectives I

am proud to work here I feel valued here.

Saks defined Employee Engagement in different way and gave a

distinction between two types of engagement, job engagement and
organization engagement. In addition, it was also argued and further
tested that both job engagement and organization engagement are
different in terms of their antecedents and consequences. The reason
behind that is both serve different purposes and share different
relationship. Moreover, the relationship and the difference between the
two terms of Employee engagement were further reinforced by
Harter.They concluded that, “employee satisfaction and engagement are
related to meaningful business outcomes at a magnitude that is important
to many organizations”. According to Robinson employee engagement
can be achieved through the creation of an organizational environment
where positive emotions such as involvement and pride are encouraged,
resulting in improved organizational performance, lower employee
turnover and better health. The experience of engagement has been
described as a fulfilling, positive work related experience and state of
mind and has been found to be related to good health and positive work
affect. West argued that when individuals feel positive emotions, they are
able to think in a more flexible, open-minded way and are also likely to
feel greater self-control, cope more effectively and be less defensive in
the workplace. They found that, overall, engaged employees are less
likely to leave their employer. The findings of the 2015 CIPD survey on
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engagement confirm this too .The results of has found that a good job and
employee fit provides opportunities to them for getting involved more in
the work. This positively influences their attitude towards work and their
self development as well. However, engagement is an individual-level
construct and it does lead to business results, it must first impact
individual-level outcomes. The Gallup Organization found critical links
between employee engagement, customer loyalty, business growth and
profitability.
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Ways to Improve Engagement

Addressing the threats and weaknesses to satisfaction and likelihood to

recommend their employee to a friend or colleague is critical to
improving engagement and the drivers of satisfaction provide a roadmap.

Major threats are “receiving recognition” for the level of effort given at
work and “feeling valued in their jobs. The public sector should
implement practices for making employees feel valued and giving them
recognition such as conducting ongoing reviews, providing not only
annual recognition and awards but also on demand to recognize
excellence in the workplace.

Weaknesses are “adequate compensation”, “proper distribution of

workload”, “knowing where the organization is headed”, and having
“opportunities for career and professional development”.

Factors Influence engagement

Factors that influence employee engagement are varied and very diverse.
While there are some that depend on the prevailing culture within the
organization, there are also common threads for all individuals, and also
individual factors that can significantly influence a person's relationship
with colleagues and their organization. Take a look through our list of
factors influencing engagement and see which ones you can apply to your
own organization or your own team members.
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Categories of Employee Engagement
According to the Gallup the Consulting organization there are there are
different types of people:-
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.

Actively Disengaged:-

The actively disengaged employees are the cave dwellers." They are
Consistently against Virtually Everything." They are not just unhappy at
work; they're busy acting out their unhappiness. 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
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Objectives

PRIMARY OBJECTIVE

To study about Employee Engagement at Lucas Indian service.

SECONDARY OBJECTIVES

To create a strong team environment.

To Measure the level of engagement

To identify the role and impact of organizational culture in driving

employee engagement.

To find the impact of organizational communication

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REVIEW OF LITERATURE

What does ‘employee engagement’ mean?

How can engagement be managed?

What are the consequences of engagement for organizations?

How does engagement relate to other individual characteristics?

How is engagement related to employee voice and representation?

Robertson-Smith and Marwick throw light on what engagement is and

reveals that it is an important yet complex challenge, and there remains a
great deal of scope for discussing the various approaches.

Simpson discussed that the current state of knowledge about engagement

at work through a review of the literature. This review highlighted the
four lines of engagement research and focuses on the determinants and
consequences of engagement at work.

Susi & Jawaharrani examined some of the literature on Employee

engagement, explore work-place culture & work-life balance policies &
practices followed in industries in order to promote employee
engagement in their organizations to increase their employees’
productivity and retain them. Work-life balance is key driver of
employees’ satisfaction.

Bhatia focused on the need for such employees and how their presence
can improve the progress and work efficiency of the organization as a
whole .Also focused on the challenges faced by the HR managers to
improve employee engagement for an organization’s survival.

Shahs reinforced the importance of employee communication on the

success of a business. She revealed that an organization should realize the
importance of employees, more than any other variable, as the most
powerful contributor to an organization’s competitive position.
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Bijaya KumarSundaray focused on various factors which lead to
employee engagement.Proper attention on engagement strategies will
increase the organizational effectiveness in terms of higher productivity,
profits, quality, customer satisfaction, employee retention and increased
adaptability.
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DIMENSIONS OF EMPLOYEE ENGAGEMENT

A review of current research and its implication identified following key

drivers related to employee engagement as:
Trust & integrity – managers should communicate well and go by their
words.
Nature of the job – employees should find their job challenging enough
to motivate themselves.
Line of sight between employee performance and company performance
–employee should have clear understanding as to how they contribute to
the company’s performance. Career growth opportunities – employees
should have clear career path and growth.

Pride about the company – employees should feel esteemed by being

associated with the organization.
Coworkers/team members – relationship with colleagues significantly
increase employee engagement level.

Strategies to Impact Engagement across an Organization

Start at the top-If your most senior teams are not true believers of
the power of engagement, it will be an uphill battle for everyone. Find a
business metric they will respond to (we used the salary & benefits dollar
cost of the ‘actively disengaged’ – which was over $500 million!) and get
the CEO and his own team to start with themselves as role models.
Choose the right champions - To make sure engagement captures
both hearts and minds, activate your ‘early adopters’ who are passionate
about not only the concept but also about driving change and influencing
others to communicate with local business units.
Focus on a bold goal - Just “improving engagement” will not be
enough to connect with local business leaders and managers who drive
the bottom-up work that must happen to be successful and sustainable.
Choose a corresponding metric and date as a target 2-3 years out that is
both stretching and will make a significant impact on the business, and
start rallying your senior leaders.
Energize your HR function - We can’t rely on HR to “do”
engagement for the organization, but as a strategic business partner they
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must be accountable for ensuring it lives on local business strategies and
is taken seriously in talent-related decisions. Engagement impacts many
aspects of what HR does own, from morale to retention, and it’s in their
best interest to drive the planning of actions that will create the right
results.
Hold managers accountable - It’s no secret that the relationship
between a first-line manager/supervisor and their associates has the most
direct impact on engagement – all the research points to this in some way.
Focus on the behavior change and require managers to report results on
actions they’ve taken to impact engagement in their teams. This should be
weighted as an indication of performance when someone manages others
directly.
Celebrate and replicate those who can engage. Find formal and
informal ways to recognize and reward your managers and associates
who are great at engagement! Some will find this a natural way of
working and not realize they’re on to something that others should be
learning from as best practice.
Recruit and promote for engagement. Why not make sure you are
putting people into management positions who will be successful at
engaging their associates? There are several different tools available as
long as the organization uses them in a consistent way.
Develop for engagement. Most large corporations are training and
developing managers in skills such as coaching, leadership and strategic
thinking. Make sure engagement – the “how to” but also the compelling
reasons why, and what the organization will hold them accountable for
delivering – is also on the learning and development agenda.
Remove systemic barriers. In a business of largely manufacturing
environments, we’ve found key themes that can get in the way of
engagement across an entire site or segment no matter how good the
frontline supervisor might be at it. Themes such as communication and
trust, pay and benefits, office vs. plant culture, and (lack of) change
management must be identified by actively listening to your frontline
associates and addressed by the senior leadership in addition to direct
manager-associate conversations.
Focus on chronic under-performers. Unfortunately there are
managers who won’t be engaging no matter how much training and
communication you provide. If a manager’s team scores low on a survey
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(we use the bottom half as our cut-off point) for 3 surveys in a row, it’s
time to get involved and create a personalized engagement action plan.
This typically involves that manager’s manager and HR who agree on the
right steps – and often results in moving the manager to a role where they
do not manage others, or moving them out of our business when there is
also a performance impact. This focused attention helps not only connect
the engagement and performance of managers but also sends a strong
message about what will and won’t be tolerated by the organization.

10 Principles of Employee Engagement

Employee engagement is specific - We cannot sustain engagement
all the time and everywhere. When we talk about engagement we need to
ask: Who is engaged, with what, for how long, and for what purpose?
Employee engagement is connection. Connection is the key. When
we disconnect we disengage. 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 happiness to leverage, sustains, and transforms
work into results.
Employee engagement must create results that matter-This means
results that are important to the employee, manager, leaders, organization,
and customers. There is little point in having engaged employees if they
are not contributing and creating significant results. Also, if the results
only matter to the organization and not the employee – or the employee
and not the organization – employee engagement will not sustain over
time.
Employee engagement is always a human endeavor- Engagement
is depersonalized when we refer to employees as human capital or human
resources. I manage capital or resources, I work with people. Engagement
will involve thinking, behavior, emotions, and relationships.
Employee engagement is fueled by energy - We must pay close
attention to mental, physical, emotional, and spiritual energy at work. In
addition we need to enhance organizational energy through meaningful
connections and high quality interactions.
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Employee engagement is more encompassing than motivation -
Employee engagement embraces our emotions about work, how hard we
work, how much we care about the organization, etc. It is a richer and
more complex concept than motivation and includes bidirectional
engagement from managers, leaders, and organizational communities.
Employee are responsible for their own engagement, we are all
accountable for everyone’s engagement - No one has a bigger role in
engagement than the individual themselves – if engagement it to be it is
up to me. We are accountable for other people’s engagement and we can
influence their engagement – if engagement is to be it is up to us.
Employee engagement makes a difference - Employee engagement
can improve organizational performance while also contributing to
individual performance. Engagement is much more than an attitude, a
feeling, or employee satisfaction.
Employee engagement is vital in recruitment, retention, and
satisfaction - The majority of workers want to be engaged and look for
work that will engage them. People will often leave organizations when
they feel disengaged. It may even be worse for all if they remain when
they are disengaged.
Employee engagement is here and now- Don’t wait for survey
results or diagnosis from a management consultant. Look at the work you
are doing right now and determine how you can engage with it more
fully. Look at who you are working with and determine how you can help
them to be more engaged.
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RESEARCH METHODOLOGY

This chapter contains the methodological part of the study in brief. It is

systematic, controlled, and critical investigation of hypothetical
preposition. It explains how the Research Design, Sampling and Tools are
adopted for the study. The Scientific Methodology helped to bring out
recommendations and suggestions.

Research Design

‘Descriptive Research Design is a fact finding investigation, which

helped me to find the engagement level of the employees in Lucas and
interpreted the fact of their performance and their activity in the
organization.. Descriptive research design was the most suitable research
design for this study. It aims to find the effectiveness of employee’s
engagement concerned in Lucas Indian service.

Sampling Design
There were more than 100 employees working for the organization,
among which 50 were working in corporate and the sample size was
determined based on convenience sampling which was one of the main
types of non-probability sampling.

Sources of Data Collection

Primary data
The Researcher collected the primary data from the respondents in
LUCAS (LIS)
Secondary data
Then the Secondary data are collected from books, articles and internet.
Both the primary and secondary tool enabled the researcher to get
accurate description of employees. The study on Employee engagement
revealed the needs of employees working in LUCAS. It helped in
understanding the perspective of the employees in engaging them which
was useful for both the organization and employees to built good working
environment.
Statistical tools: Correlation analysis, factor analysis, Chi-square test,
pie-chart, bar diagram is adopted by the researcher to interpret the
responses collected from the employees of LUCAS INDIAN SERVICE.
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COMPANY PROFILE

HISTORY
Lucas TVS was established in 1962 as Joint Venture between Lucas Plc.
UK and TVS Group, India. Lucas started operations in India from 1930
as Lucas Indian Service for providing warranty and after sales service to
many of the imported vehicles which carried Lucas parts. Lucas develops
and integrates their products from design stage till the service stage.
LIS also manufactures automotive products like ignition coils and
solenoid switches in Chennai which are marketed under the brand name
"Lucas".

LIS distributes "LISPART" range of auto parts and "Lucas" range of

automotive batteries through tie-ups with leading manufacturers. Besides
manufacturing, sales and distribution, LIS offers servicing and training in
auto electrical and diesel fuel injection equipment.

The brand portfolio of LIS consists of leading product brands - "Lucas-

TVS" Auto Electricals, "Delphi-TVS" Diesel Fuel Injection
Equipment, "LISPART" Auto Parts, and "Lucas" Automotive
batteries, Ignition Coils & 4ST Switches. LIS also promotes preventive
maintenance services under the brand name

Milestones

1930-LIS registered and commenced its Indian operations in Mumbai

1936-LIS commended its operation in Kolkata

1948-LIS started its operation in Chennai

1960-LIS started the ignition coil factory at Chennai

1968-LIS became they fully owned subsidiary of LUCAS TVS

1977-They introduced LISPART branded products

1985-Promoted inlet for manufacturing two wheeler electronic ignition

systems
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1992-Started launching the mobile auto electrical service

2003-Started the maintenance program

2004-Launched total quality management program

Manufacturing
For over five decades, LIS has been manufacturing ignition coils for
petrol driven vehicles and enjoys a significant market share with major
car manufacturers in the country. LIS has enhanced the production line
by adding solenoid switches, which have been well accepted as an
original fitment by leading automobile manufacturers. LIS also exports
ignition coils to the Middle East, SriLanka, Turkey,
Singapore and Indonesia. LIS is also a major share holder in a joint
venture company "India Nippon Electricals Limited".

Distribution
LIS extensively covers the country through its 4 regional offices located
at the main metros and 20 branches equipped with warehousing
facilities. The widespread distribution network of LIS reaches 650 towns
and cities. LIS has established a network of over 1500 dealers. The
company also maintains close bonds with a large number of institutional
clients
Service
LIS has over a period of eight decades, built expertise in servicing auto
electrical system and diesel fuel injection equipment. In addition to its
40 company owned workshops located at all major branches, LIS has
established a dedicated network of over 500 service dealerships.
Comprehensive training provided to service dealers contributes to the
success of LIS in the industry. Specialized training in fault diagnosis and
repairs is provided on a continuous basis. Training is also extended to
the dealers of vehicle manufacturers, state transport undertakings, fleet
operators, defense personnel and other such institutional clients. LIS has
developed and made available a wide range of tools and test equipment
for effectively meeting the service requirements. LIS has introduced a
mobile workshop facility designed to handle both auto electrical and
diesel fuel injection system repairs. The mobile workshop is also
equipped with training facilities.
26

LIS mission
The mission of Lucas Indian service is to provide proactive and high
quality after sales and service to vehicle makers and users in its area of
specialization (electrical and diesel systems). LUCAS INDIAN
SERVICE will continuously expand the scope of its sales and service
offering for vehicle and non-vehicular application in anticipation of
customers’ needs. LIS fill continuously expand its network and enhance
the technical skill of the person and the network through use of
contemporary technology

LIS vision

LUCAS INDIAN SERVICE will strive to become Indians dominant and

most respected service provider in its areas of specialization and will
expand overseas with focus on SAARC, ASEAN, and Middle East.

LIS-Departments

Human resource

Sales

Purchase

Production

Maintenance

Quality

Manufacturing

Distribution & service

Customer segment
State Transport Undertaking
Sale and Services Dealer
Fleet operators
Vehicles Manufacturers
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Defence Establishments
Public and Private Sector Industries
Coal Fields
Government
Projects Exports
LIS is one of the pioneers in introducing a solution based approach,
which focuses on preventing breakdowns through regular maintenance
checks, for leading brands of passenger cars. This preventive service
concept branded as LUCAS CARE is designed to optimize vehicle
performance and prevent breakdowns.

LIS-Product

LIS-Service
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LIS –New Products

Lucas TVS products find applications in Two/Three Wheelers, Passenger

Cars, Commercial Vehicles, and Tractors & Stationery Engines. Through
export partners, Lucas TVS products are also integrated into some of the
top global brands like Audi, Mercedes-Benz, BMW, Porsche, Rolls
Royce, etc.
While Starters and Alternators form the backbone of products, Lucas
TVS established new benchmarks, focusing on higher efficiency at lighter
weight and costs, being the present focus of automotive industry – e.g.
the new SGM25 starter for 1.2L gasoline vehicles, high efficiency
alternators (around 78% at lower speeds) to cater to the increased power
requirements of gadgets and gizmos used in the vehicles, 150A Bus
Alternator for the new luxury buses to run the air conditioners, onboard
entertainment and electronics and 180A bus alternators for battery less
option. This contributes to the Govt. of India ‘Make in India’ challenge.
29
Lucas TVS has developed Stop-Start Systems, Integral Starter
Generators, Emission Control products like Urea Pumps and Brushless
Motor Technologies, to take care of the growing need of environmental
strategies of India.
Lucas TVS has identified the need in the consumer industry, with synergy
developed by Lucas TVS over the years and is working with some of the
leading consumer product manufacturers in India to provide energy
saving solutions using Brushless Motors and Integrated Controls to meet
the strict Energy Star Requirements of their products – e.g. motors in
refrigerators, air conditioners, air handling as well as basic high
efficiency home fans, pumping solutions, etc.
Based on the capabilities and commitment to support the society, Lucas
TVS has been selected by the Government of India to partner with the
prestigious Indian Institute of Technology Madras in the next generation
rural electrification pilot projects from the infant stage itself.
30
Company’s perspective
Looking into the future, Lucas TVS is able to fulfill the vision of being a
company that will be deeply involved in the field of auto electrical and
mechatronics as well as a significant player in consumer goods industry
recognized for quality, technology and energy savings worldwide.

LUCAS TVS Competitors

Group 1 Automotive
New, Group 1 Automotive sells and services Volkswagen, Lexus,
and MINI...
Carolina Auto Auction Inc

Carolina Auto Auction offers Mechanical Inspection services on

the day of...
GAuto

GAuto is the easiest way to find and book mobile detailing &
maintenance.
31
ANALYSIS AND INTERPRETATION

Analysis and Interpretation is the heart of the Research. This chapter

deals with the analysis and interpretation of the data collected by the
Researcher. The tool was prepared and the data were collected from the
employees of Lucas Indian service. The nature of the data, the inference
based on analysis, the statistical test and brief conclusion are explained in
this part. These details are presented in the form of tables and charts. The
Researcher has given interpretation to the data.

Personal Details of the Respondents

Individual personal information like age, gender, marital status,

experience are collected which also plays major role in engagement. The
employee name is not collected in order to derive the truth-full data for
the Research.

Age of the Respondents

Age plays a significant role in a life. But every time people get older,
their behavior changes. As the person gets older his maturity level also
increases and it is difficult for him/her to adapt to different situations.
32

Table – 1
Age of the Respondents

Age in years Respondents Percentage

below20 0 0

20 – 30 19 38%

30 – 40 21 42%

Above 40 10 20%

Total 50

Interpretation:
The above table shows that 20% of respondents above the age group of
above 40 years, are seniors working in the company with lot of
experience and the knowledge in the field of the study.42% of
respondents belong to the age group of 30-40 years reflects that middle
aged working in the company who will have knowledge and they will be
able to manage the organizations dynamic situation. While youngsters
contribute 38% of the work force of the company between the age group
of 20-30 years who are the fresher’s and the training people who will be
appointed as a trainee if the candidate is not having any previous
organizations experience he is appointed as a trainee and the promoted
according to their work.
33
Chart 1 :
34

Table 2:
Gender of the Respondents
Particulars Respondents Percentage
Male 40 80%

Female 10 20%

Total 50

Interpretation:

In the company, even though very few respondents (10 %) belong to

female category, like some belong to accounts dept. and some are there in
training dept. Almost all (90 %) belong to male category, because its
company which deals with the electronics and automobile parts. Thus it is
evident that male are required to do hard core job relating with the
automotive parts and female are specialized for their perfection in their
work. Thus it reveals that both are specialized to do any type of job in the
organization.
35
Chart 2:
36
Table – 3
Work Experience of the Respondents
Particulars Respondents Percentage
Below 10 20 54

10-20 14 28

20-30 11 10

Above 30 5 8

Total 50

Interpretation:
Experience is the best teacher. Experience gives clarity to the employee
about his/her job. As the experience increases the relationship and
oneness with the organization goes up. The maturity of the people is
based on experience. Experienced person has much knowledge about the
organization its values and practices. They will be loyal and dedicated to
the company. This gives the data about number of years of service of the
employees in the industry. Definitely these employees will be like pillars
to the company.

Chart 3:
37
Table 4

Title – Table showing the scale opportunities provided at work to learn

and grow-

Particulars Respondents Percentage

Yes 41 82%

No 8 16%

Neutral 1 2%

Interpretation:

In this 82% responded said yes and they are given proper training
program in order to learn more and grow in that field of their work. And
they are given the opportunity to do research in their field and study
while they work. So more opportunities are there to learn in that
company.

Table 5

Title - Table showing the opportunities aiding the employees to work at

their best –

Particulars Respondents Percentage

Yes 20 40%

No 28 56%

Neutral 2 4%
38
Interpretation:

there are 40% of the employees have the opportunities to work their best
as they are given the chance and freedom in some dept and the other
respondents have said no because their dept is very restricted and you
can’t take your own decisions and do your wok

Table no 6–

Title – Table showing the realization by the employees on what is

expected from their work
–
Particulars Respondents Percentage

Yes 27 54%

No 11 22%

Neutral 12 24%

Interpretation –
54% of the respondents have said that they realize and are aware of what
is expected from their work. 22% have said that they are not aware of
what is expected from their work and also seem to be dissatisfied with the
work because the team leader was concentrating on his work and did not
give much time for this employee.
39

Chart 4 :
40
Table no 7 –

Title - Table showing the amount of chances given to the employees to

improve their skill and job knowledge –

Particulars No of respondents Percentage

Strongly Agree 37 74%
Agree 8 16%

Neutral 2 4%
Disagree 1 2%

Strongly Disagree 2 4%

Interpretation:
Most of the respondents have strongly agreed in telling that the company
is giving chances to improve their skills and knowledge by providing
campaign and giving details on the products of their company. And apart
from that they call corporate people from outside and conduct meeting for
the employees and the executives which gives them knowledge on the
other side. And only least of the like 4% have strongly disagreed due to
their lack in attending these workshops
41
Table –8

Title – Table showing the preference given to the opinions of the

employees-

Particulars No of respondents Percentage

Strongly Agree 11 22%

Agree 23 46%

Neutral 12 24%

Disagree 3 6%

Strongly Disagree 1 2%

Interpretation:
Opinion of the employees is the main thing which makes the employees
important in the organization. And from my research i have found that
most of the employee’s opinion are preferred and agreed like 46%. And
this is because the employees are in corporate office and in main branch
that is the head offices and they appoint only experienced employees so
they will definitely have previous work experience and because of that
they will definitely give a good opinion and will prefer the most suitable
in that situation.
42
43
Chart 5 :
44
Table 9 :

Title - Table showing the team involvement in completing the work –

Particulars No of respondents Percentage
Strongly Agree 22 44%

Agree 13 26%

Neutral 11 22%

Disagree 2 4%

Strongly Disagree 2 4%

Interpretation:

This is a corporate office and there are only few people in one department
so they will have a close relationship between the employees who are
working together so they will understand ones strength and weekends and
work according to that. And there are only 22% of the employees who
doesn't have team involvement due to some personal problem in their
behavior in completing their work.
45
Chart 6 :
46

Table no 10 –
Title – table showing the satisfaction level of trust on their teams –
Particulars No of respondents Percentage
Strongly Agree 20 40%

Agree 16 32%

Neutral 10 20%

Disagree 3 6%

Strongly Disagree 1 2%

Interpretation:

Satisfaction level of the trust of the employees are more of 40% so half of
the organization is trusting the co workers as only trust can motivate once
performance to raise. And it's neutral 20% which also means only trusting
is not the work but also come intothe field and have a field work of their
own..
47
Chart 7 :
48

Table no 11

Title – table showing the level of care personally from the superior –
Particulars No of respondents Percentage
Strongly Agree 24 48%

Agree 16 32%

Neutral 9 18%

Disagree 1 2%

Strongly Disagree - -

Interpretation:

The level of care personally given by the superior is more than half the
percentage and this is due to the experience and there are more aged
people who knows everything and will guide you as your parents in the
second home that is the company and they will help you in personal
things as well as the office works and will also help you to manage your
stress and only few people in the organization who will mind their job
alone and don't bother about others and those are only 8% in the
organization. And there are few people who look like as if they care but
not as deep as we look as is it. Only inside the office they will be like that
and those are 24% our company.
49

Chart 8
50
Table no –12

Title – Table showing the friendship bond between the employees –

Particulars No of respondents Percentage
Strongly Agree 19 38%
Agree 16 32%
Neutral 8 16%
Disagree 3 6%
Strongly Disagree 4 8%

Interpretation:

Their friendship between the bond is so strong like 70 % and everyone

has gang in our company and in every department and most of them are
given freedom only in lunch time, so if you come in my company there
will be a big ladies gang, who are so closely bonded and their friendship
is so strong. And even in male employees have gang among themselves
and enjoy their office environment

Table no – 13

Title – Table showing the frequency of their suggestions being considered

Particulars No of respondents Percentage

Frequently 12 24%
Rarely 27 54%
Occasionally 11 22%

Interpretation:
51
The suggestion are being considered in the organization so that a
freedom is given to the employees so that they choose their best way to
perform the task which is appointed to them and rarely its being
considered in LUCAS if it is a rare thing to be accepeted.and it has a very
less chance of not being considered the suggestionsCORRELATION
ANALYSIS

Table no 14

Table showing Analysis between age and gender of the respondents.

Age gender
0 40
19 10
21
10
50 50

Interpretation:

The above table show that the analysis between the age and gender of the
respondents variable by using Pearson’s correlation analysis. The age
variables are related with the gender variable in order to know the
relationship between the age and which gender of them work efficiently
in the organization. They are closely related. The value is 0.378 of age
and gender variable are equal. Correlation is significant at the 0.01 level.
Therefore It is positively correlated.

Chart 9

Correlations between age and gender

gender age
Pearson 1 .378
gender Correlation
.007
Sig. (2-tailed)
52
Pearson .378 1
age Correlation
Sig. (2-tailed) .007

FACTOR ANALYSIS

A process in which the values of observed data are expressed as functions

of a number of possible causes in order to find which are the most
important

Table no 15

Table showing the factor analysis of five point scale questions

Chart 10

Chart showing the factor analysis of the questions

Initial Extraction
improving your skill and .625
1.000
knowledge
opinion seems to count 1.000 .665
team help in completing your work 1.000 .773
trust level of your team 1.000 .540
personal care at work 1.000 .769
best friends at work 1.000 .363
Extraction Method: Principal Component Analysis.
Reliability Statistics

Cronbach's N of
Alpha Items
.651 4

Interpretation:
53
this is the factor analysis of the five point scale questions which I have in
the questionnaire and it is more reliable as it has cronbach’s alpha for 4
questions, so its considered to be highly .65% reliable .its initial value is
one and the extracted data is all above .5 so its half the satisfactory and
only one question among them is .3 so it’s less satisfactory considered the
others.
54
CHI-SQUARE ANALYSIS:
Analysis between the Experience of the respondents and opinion of the
employees
Table no 16
Table showing chi square of experience and their opinion of the employee
Experience Strongly Agree Neutral Disagree Strongly
agree disagree

0-5 4 7 2 1 -
5-10 2 6 4 1 -
10-15 2 4 2 1 -
Above 15 3 6 4 1
Total 11 23 12 3 1

Interpretation:
The above table reveals that there is significant relationship existing
between the experiences of respondents and there is no association
between the observed and expected frequencies. 0 cells (0.0%) have
expected frequencies less than 5. The minimum expected cell frequency
is 27.3. The value of chi-square is 48.683. Therefore Null hypothesis is
accepted
Chart 11

Chart showing the chi sq of the respondents

opinion
Chi-Square 48.683a
df 2
Asymp. Sig. .000
55
FINDINGS

The main findings are derived from analysis and interpretation chapter.
Based on the objectives the main findings are identified. It really serves
to full fill the objectives. Over this entire chapter gives a short picture
about the data collected from the employees regarding employee
engagement in the organization.

MAIN FINDINGS

Personal Details

Less than half of 45of the respondents belong to the age group of 30–
40 years. Thus it measures the effort and experience is required to be
fully engaged employee.
Almost all (90.0 %) the respondents were male employees. This clearly
shows that the work profile and the work environment are suitable for
male due to the manufacturing sectors and which deals with the
machineries and automotives and LIS parts.
Experience gives practical knowledge about work environment.
Nearly 54% of the employees in the organization are less10 years of
experience. Nearly 8% percent have above 30 years of experience.
Therefore the companies is requires of more experienced employees
OBJECTIVE 1: To create a strong team environment.
The organisation aims to create a strong team environment ,which is
already present in the organisation and the respondents have agreed
strongly that they have 44% of the people have strong team environment
which motivated them to stay in the organisation and contribute their
maximum.
26% of the people still want training in the personality and they are less
agreed with the team work so they have to given proper study to
understand the team and their work
OBJECTIVE 2: To Measure the level of engagement
The level of the engagement is closely related with many factors
which are inside the organisation which contributes to the engagement
level, for example the team work is one such and having best friends
in the company can also lead to engagement of the employees and in
LUCAS they follow the same strategy, they are given proper
56
guidelines but inside the organisation everyone are having close
friends so that they are feeling free to communicate and the care
shown to the employees are having 48% of the total care shown to
people .so I think because of this there is a proper engagement level
followed in the company.
OBJECTIVE 3: To identify the role and impact of organizational
culture in driving employee engagement.
The role and impact of organizational culture in driving employees
engagement is to provide them the proper equipment and the
employees are allowed to give free suggestions, andare being
considered in the organization so that a freedom is given to the
employees so that they choose their best way to perform the task
which is appointed to them and rarely its being considered in LUCAS
if it is a rare thing to be accepeted.and it has a very less chance of not
being considered the suggestions
OBJECTIVE 4: To find the impact of organizational communication
57
The research has shown that due to the free communication and the
care shown by the managers to the employee there is a good
organizational communication and there is good communication
among the subordinated and the superior employees and they are of a
very good hearted people who don’t force the subordinated that much
that they fall into the pressure zone. And the impacts of org
communication deals with the proper finishing of the tasks and the
employees are more enthusiastic to do the work due to the above
culture in the organizationSUGGESTIONS

There are some of the suggestions which have been mentioned in the
following related to the employees engagement, as far as the organization is
considered everyone is satisfied with the top management.
Managers unknowingly create tension with their employees when
they expect them to behave like they do, rather than encouraging them
to be their authentic selves. in the days of internship I have noticed that
there is a little pressure for the employees from the president of the
organization Opportunities are everywhere. When employees are
encouraged to be themselves and not what others want them to be, they
will begin to embrace an entrepreneurial attitude that wasn’t previously
being leveraged – thus stimulating engagement.
Top management must constantly focus on the growth of their
teams and strengthening the capabilities of individuals that can make the
team more effective; this can creates an environment of continuous
innovation and initiative.
58
CONCLUSION

Employee engagement plays pivotal role for any organizations success.

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. It’s working on all
fronts right from increasing job experience by providing challenging and
growing work culture, to the basic amenities and services required.
Employees know what they have to do and they get excellent support
from their seniors. Employees are actively involved and are ready to
serve organization further. It clearly indicates that employees share a
relationship of trust with the organization.

Despite fluctuating economic times and increased globalization most

employers are finding it hard to keep good workers. The reality of today’s
job market is that workers are expecting more from their employers are
not afraid to move on if their needs are not met by the organization and
goals.

The study has revealed that engagement in LUCAS INDIAN SERVICE is

satisfied for the employees .Therefore I conclude that according to the
research and the finding that LUCAS have been giving the proper
environment for the employees working there and providing proper
training for 1 year and then there are given a period of probation, in that
fresher’s will learn more knowledge about the auto parts and the
organization is been organized in a well manner in which employees can
gain more knowledge and they treat everyone equally.
59
BIBLIOGRAPHY:
Report: Locus of Engagement, CIPD, 2011
Report: The Drivers of Employee Engagement, Institute of
Employment Studies, 2004
Presentation: Disengaged—Engaged Employees the Impact on
Your Culture, Association for Talent Development Report: What
causes employee disengagement?, Blytheco
Books : employees engagement Scott Carbonara.,Kevin kruse

Websites:
www.ilo.com

www.definition-info.com

www.google.com

www.forbes.com

blog.jostle.me

stats.stackexchange.com

books.google.co.in

www.wikipedia.com
 60
Questionnaire on Employee’s Engagement

Age : below 20 ( ) 20 - 30 ( ) 30 – 40 ( ) above 40 ( )

Gender : Female ( ) Male ( )
Experience : below 10 ( ) 10 - 20 ( ) 20 – 30( ) above 30 ( )
Martial status : married ( ) unmarried ( )

S.no Statement Yes no Yes/no

1. Do you have the opportunities at work to learn and grow?

2. Do you have the opportunities to do the work best every day?

3. Do you understand the strategic goals of the organization?

4. Do you know what is expected from you at work?

s.no Strongly Agree undecided disagree Strongly

agree disagree
5. 5. Do you agree that frequent chance has
been given to improving your skill and
job knowledge?
6. 7.At work, does your opinion seem to
count?
7. 8 Does your team help you to complete
your work?
8. 9 Do you have the appropriate amount of
information to make correct decisions
about your work?
9. 10 Are you satisfied with the level of trust
on your team?
10. 11 Are you satisfied with the effort to you
and your performance by the superior
and the team members?
11. 12 Does your superior or someone at work,
seems to care about you as a person?
12. 13 Do you have the materials and
equipment to do your work efficiently?

13. 14 Do you have best friends at work?

14. Whether your suggestion will be considered during your job?

A) Frequently B) Rarely C) Occasionally