A STUDY ON HR PRACTICES AND EMPLOYEE

ENGAGEMENT IN TALENTED MINDS COMPANY

Submitted in partial fulfillment of the requirements for the degree

of

Bachelor of Business Administration

by
KOLIMI SHAIK AYEESHA
20BBA0075

Under the guidance of

PROF. MADHUMITA DAS

VIT Business School

April,2022

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 DECLARATION

I hereby declare that the capstone project entitled “A Study on HR

Practices and Employee Engagement in Talented Minds Company" submitted by
me, for the award of the degree of Bachelor of Business Administration to VIT is a
record of bonafide work carried out by me under the supervision of
Prof.MADHUMITA DAS.
I further declare that the work reported in this thesis has not been submitted
and will not be submitted, either in part or in full, for the award of any other degree or
diploma in this institute or any other institute or university.

Place : Vellore
Date :

Kolimi shaik Ayeesha

Signature of the Candidate

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 CERTIFICATE

This is to certify that the capstone project entitled “A Study on HR Practices

and Employee Engagement in Talented Minds Company” submitted by Kolimi
shaik Ayeesha & 20BBA0075, VITBS, VIT University, for the award of the degree
of Bachelor of Business Administration, is a record of bonafide work carried out by
him/her under my supervision during the period From (January 2023) to (April 2023)-,
asper the VIT code of academic and research ethics.

The contents of this report have not been submitted and will not be submitted
either in part or in full, for the award of any other degree or diploma in this institute or
any other institute or university. The thesis fulfills the requirements and regulations of
the University and in my opinion meets the necessary standards for submission.

Place : Vellore
Date :

Signature of the Guide

Internal Examiner External Examiner

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 Copy of the Letter/certificate given by the
organization

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 ACKNOWLEDGEMENT

I take the opportunity to express my gratitude to all the concerned people who have
contributed directly or indirectly towards the completion of this project. I thank Chancellor
and Vice President forproviding me an excellent opportunity to complete the project.

I would like to extend my thanks to our dean of VITBS, Vellore, Dr. VAJJHALA
VENKATA GOPAL for providing all the required facilities to complete the project. My
sincere regards to our beloved programme coordinator for giving great intents.

I would also like to thank Mr.sathya thakur director of the company for permitting me to carry
out the project in their organization. I thank all the respondents for respondingand helping me.
I am extremely thankful to Dr. SYED KHALID PERWEZ, Head of the department for his
guidance and invaluable advice during the projects and encouraged me to go beyond the scope
of the project and thisbroadened me learning on this project.

I would like to express my sincere gratitude to Prof.MADHUMITA DAS , who has been
instrumental in providing valuable guidance and support throughout the course of this project.
She has generously shared her expertise and knowledge, which has greatly enhanced the quality
of this project.

KOLIMI SHAIK AYEESHA

20BBA0075

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EXECUTIVE SUMMARY

Human resource practices play a vital role as humans are the main resource to use rest of
resources. It is now being increasingly realized that the people working in organization are
human beings. Investment for increasing the resource is important, and the more an organization
invest in its human resources, the greater return from the investment is likely to be. Human
resource practices focuses on the different aspect that can enhance the potential of an individual
not in just in the reference of an organization but in his/her personal life. Training and
developing, performance appraisal, potential appraisal, career counseling, employee welfare,
health and safety are a few of them. The Company proposes to conduct a professional study for
proposing organizational restructuring and a comprehensive promotion policy for the executives
of the company.
The study examines HR practices and employee engagement at Talented Minds Company. The
research utilized a mixed-method approach involving surveys and interviews with employees.
The study found that HR practices were perceived positively by the employees and contributed
significantly to employee engagement. The findings suggest that the company should continue to
invest in HR practices that enhance employee engagement to maintain a motivated and
productive workforce. Overall, the study highlights the importance of HR practices in promoting
employee engagement and the positive impact it has on organizational performance.

Keywords:
HR Practices, HR policies, Human Resource Management(HRM), Employee engagement

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 Table of Contents
Unit Contents Page
. No.
Declaration 2
Certificate from company 4
Acknowledgment 5
Executive summary 6
1.1 Introduction 9
1.2 Company profile 11
Chapter-1
1.3 HR practices in Talented minds 12
company
Literature Review 14
2.1 HR practices Impact on Employee engagement 15
Chapter-2 2.2 Recruitment 15
2.3 Selection 16
2.4 Training and Development 16
2.5 Compensation 17
2.6 Rewards and recognition 17
2.7 Performance appraisal 18
2.8 Statement of Problem 18
2.9 Objectives 19
2.10 Research Gap 19
2.11 Hypothesis 20
Research methodology 22
3.1 Research design 22
Chapter-3 3.2 Research variables 23
3.3 Data collection 23
3.4 Sample design 23
3.5 Data Analysis Tool 24
Chapter-4 Data Analysis and Interpretation 25
5.1 Findings 49
Chapter-5 5.2 Suggestions 50
5.3 Limitations 51
5.4 Conclusion 52
5.5 Reference 53

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 CHAPTER 1

INTRODUCTION

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1.1. INTRODUCTION

Human resource management plays a critical role in the success of any organization.
Effective HR practicesare essential for attracting, retaining, and developing top talent, which
in turn drives business growth and productivity.The success of an organization depends on
the quality of its employees, and HR practices play a critical role in creating a positive work
environment and fostering employee engagement. This research report presents a study on
HR practices and employee engagement in Talented Minds Company.

Human Resource (HR) practices and employee engagement are two critical factors that play a
significant role in the success of any organization. The way an organization recruits, develops,
and manages its workforce can make or break its performance. Employee engagement is a
measure of the emotional and mental commitment that employees have towards their work and
their organization. Highly engaged employees are more likely to be productive, loyal, and stay
with the organization for longer periods. Hence, it is essential for organizations to have
effective HR practices and ensure high levels of employee engagement to achieve their
strategic goals.

Human resources practices refer to the methods, policies, and procedures that an organization
uses to manage its employees. These practices play a crucial role in determining the success of
an organization since employees are the most valuable assets of any organization. Effective
HR practices can help create a positive work environment, boost employee morale, and
increase productivity.

Employee engagement is a measure of the degree to which an employee feels connected to

their organization, their role within the organization, and their overall work experience.
Engaged employees are more likely to be motivated, committed, and productive, and they are
less likely to leave their jobs.

Overall, HR practices and employee engagement are critical components of a successful

organization. By prioritizing these areas, organizations can create a workplace culture that
attracts and retains top talent, promotes productivity and innovation, and ultimately drives
organization success.

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HR practices refer to the various policies and procedures implemented by an organization to
manage its human resources effectively. The six primary HR practices are:

 Recruitment: This involves attracting and selecting qualified candidates to fill job
vacancies within an organization. Recruitment can be done internally, externally or
through a combination of both.
 Selection: Once a pool of candidates is identified, selection is the process of choosing
the best fit for the job. Selection may involve several stages, such as interviews,
assessments, background checks and reference checks.
 Training and development: This involves enhancing the skills, knowledge and abilities
of employees to perform their jobs more effectively. Training can be provided on-the-
job, through workshops or online training programs.
 Compensation: This refers to the salary, benefits, and other financial rewards given to
employees in exchange for their work. The compensation package must be fair and
competitive to attract and retain skilled workers.
 Rewards and recognition: This involves acknowledging and rewarding employees for
their contributions to the organization. Rewards and recognition can be in the form of
bonuses, promotions, certificates, and other non-financial incentives.
 Performance appraisal: This involves assessing the job performance of employees and
providing feedback to improve their skills and abilities. Performance appraisal can help
identify areas for improvement and provide opportunities for career development.

Overall, effective HR practices can lead to a more motivated and productive workforce,
increased employee satisfaction and retention, and ultimately, improved organizational
performance.

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1.2. COMPANY PROFILE

Talented Minds is a well-established company that was founded in 2008 and specializes in
delivering recruitment process outsourcing services to clients across the globe. The
management team at Talented Minds comes from diverse backgrounds, including IT, banking,
finance, media, communications, telecom, and recruitment. The company has a strong team of
experienced recruiters and sources who work together to provide the most practical and useful
solutions to clients.

Talented Minds has worked with companies of various sizes, ranging from start-ups to huge
corporations, and has gained cross-industry knowledge from working with some of the top
companies in their respective fields. This experience has helped them provide clients with
valuable insights into recruitment processes and methods.

Talented Minds is a company that provides recruitment process outsourcing services to clients
globally. They offer a range of services, including recruitment, selection, consulting, and
staffing. The recruitment team is skilled in various sourcing methods such as advertising,
headhunting, networking, employee referral schemes, and database search. The selection
process at Talented Minds is designed to connect with clients easily, understand their needs,
and quickly provide the most suitable prospects. In addition to recruitment and selection,
Talented Minds also provides consulting services to clients, helping them create systems and
procedures for acquiring, using, and developing their human capital. Finally, Talented Minds
specializes in staffing and has the largest team of recruitment specialists in the country who
help identify the best talent for roles across various levels in the organization.Th e teams are
organized along industry sectors, which ensures that clients receive the best possible service
and expertise.

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1.3. HR PRACTICES IN TALENTEDMINDS COMPANY

Human resources (HR) practices refer to the policies, procedures, and systems that an
organization implements to manage its workforce. Effective HR practices are critical for
attracting, developing, and retaining talented employees who can contribute to the
organization's success.

Recruitment:
TalentedMinds Company has a well-designed recruitment process that aims to attract and hire
the best talent in the industry. The company uses multiple channels to source candidates,
including job portals, social media platforms, employee referrals, and campus hiring. The
recruitment team at TalentedMinds follows a structured process that includes resume
screening, initial telephonic interviews, and face-to-face interviews with the hiring managers.
The company also conducts background checks and reference checks before making a job
offer.

Selection:
The selection process at TalentedMinds is designed to evaluate the candidate's technical and
soft skills, personality traits, and cultural fit with the company. The selection process includes
technical assessments, group discussions, case studies, and behavioral interviews. The
company also conducts psychometric tests to assess the candidate's cognitive abilities,
personality traits, and work style.

Performance Appraisal:
TalentedMinds uses a performance appraisal system to evaluate the performance of its
employees. The performance appraisal system is based on the objectives set by the employees
and their managers at the beginning of the year. The system includes a 360-degree feedback
mechanism, where employees receive feedback from their peers, subordinates, and managers.
The performance appraisal system at TalentedMinds is designed to be fair, transparent, and
objective.

Compensation:
TalentedMinds offers a competitive compensation package to its employees, which includes a
fixed salary, variable pay, and benefits. The company uses market data and industry
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benchmarks to design its compensation package. The compensation package is designed to
reward employees for their performance and provide them with financial security.

Training and Development:

TalentedMinds invests in the training and development of its employees to enhance their skills
and knowledge. The company offers various training programs, including technical training,
soft skills training, and leadership development programs. The training programs are designed
to improve the productivity, efficiency, and effectiveness of the employees.

Rewards and Recognition:

TalentedMinds has a rewards and recognition program that acknowledges and rewards
employees for their exceptional performance and contributions to the company. The rewards
and recognition program includes cash incentives, gift vouchers, and public recognition. The
program is designed to motivate and engage employees and create a culture of high
performance.

Employee Engagement
Talented Minds Company values employee engagement and recognizes it as a critical factor in
organizational success. The company promotes employee engagement through various
initiatives, including employee engagement surveys, open-door policy, employee feedback
mechanisms, and employee involvement in decision-making processes. The company also
organizes employee engagement activities such as team building events, employee
appreciation days, and sports and cultural events.

In conclusion, TalentedMinds Company has a comprehensive HR practices framework that

focuses on attracting, developing, and retaining top talent in the industry. The company's HR
practices include recruitment and selection, performance appraisal, compensation, training and
development, and rewards and recognition. These practices are aligned with the company's
mission and values and contribute to creating a positive work environment and fostering
employee engagement.

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 CHAPTER – 2

LITERATURE REVIEW

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2. literature Review
2.1. HR practices Impact on Employee engagement

Human Resource (HR) practices are an important aspect of organizational management, and
the literature suggests that they have a significant impact on employee engagement. Employee
engagement refers to the level of commitment, passion, and dedication that an employee has
towards their work and the organization they work for. In this literature review, we will
examine the various HR practices that are related to employee engagement and their impact on
employee engagement.
Organizations that adopt effective HR practices can enhance their employees' engagement
levels, leading to improved productivity, job satisfaction, and retention. HR practices have a
significant impact on employee engagement, which in turn affects organizational performance.
According to a study by Harter et al. (2020), companies that prioritize employee engagement
through HR practices experience higher productivity, profitability, and customer satisfaction.A
study by Macey and Schneider (2008) found that HR practices that focus on employee
engagement can also lead to improved financial performance for the organization. This is
because engaged employees are more likely to be committed to the organization's goals and
mission, which can result in increased customer loyalty and revenue.

2.2. Recruitment

The impact of recruitment on employee engagement has been a widely researched topic in the
field of organizational psychology. Several studies have shown that effective recruitment
strategies positively influence employee engagement, which in turn leads to increased job
satisfaction, productivity, and overall organizational performance. For instance, a study
conducted by Hays and Kearney (2019) revealed that organizations with a strong employer
brand and positive recruitment experience had higher levels of employee engagement.
Similarly, a research report by Glassdoor (2020) found that companies with highly-rated
recruitment processes had higher employee engagement scores than those with poor
recruitment processes. Additionally, a literature review by Saks (2021) highlighted that
perceived organizational support during the recruitment process is positively related to
employee engagement. These findings underscore the importance of a well-executed
recruitment process in enhancing employee engagement, and organizations need to prioritize
this aspect to attract and retain top talent.
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2.3. Selection

Rodriguez (2016) explored the impact of selection practices on employee engagement and
found that engagement levels are highest for employees who feel they "fit" well with their job.
The study highlights the importance of providing accurate information during the selection
process to increase the probability of filling the vacancy with an applicant best suited for the
position and improving engagement levels.Another study by Lin et al. (2020) found that
selection practices, such as providing realistic job previews, job-related testing, and structured
interviews, positively impact employee engagement. These practices help employees
understand their roles and responsibilities, feel prepared for their job, and perceive the
selection process as fair and objective.
Effective selection practices are essential for engaging employees, and organizations should
emphasize cultural and job fit, fairness, transparency, and objective practices in their selection
processes to achieve high employee engagement levels.

2.4. Training and Development

Training and development are important factors that impact employee engagement, as
evidenced by multiple research studies. A study by Karim and Rehman (2021) on the
relationship between training and development and employee engagement found a positive
correlation between the two. The study emphasized that training and development programs
should be designed to enhance employees' skills and knowledge to increase their engagement
levels. Furthermore, research has shown that the impact of training and development on
employee engagement is not limited to improving skills and knowledge. For instance, a study
by Garcia and Rivas (2021) found that training and development programs that focus on
developing employees' social and emotional intelligence can significantly enhance their
engagement levels.
Overall, the literature suggests that training and development programs have a positive impact
on employee engagement. These programs not only improve employee skills and knowledge
but also increase their motivation, job satisfaction, commitment, and loyalty to their
organization.

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2.5. Compensation

According to a study by SHRM, compensation is the top factor that contributes to employee
satisfaction and engagement. Higher compensation has been found to increase job satisfaction
and motivate employees to perform better. Additionally, a study by the Harvard Business
Review found that employee engagement levels were higher in companies that offered more
competitive compensation packages. According to a study by Arora and Sardana (2021),
compensation plays a crucial role in enhancing employee engagement, as it is one of the main
drivers of employee motivation. The study found that employees who receive fair
compensation are more engaged, committed, and satisfied with their work, which leads to
increased productivity and organizational performance.
In conclusion, compensation has a significant impact on employee engagement. Providing fair
and competitive compensation packages and clear communication about compensation can
improve employee satisfaction, motivation, and overall engagement. Organizations that
prioritize compensation as part of their employee engagement strategy are more likely to retain
top talent and achieve higher levels of productivity.

2.6. Rewards and Recognition

Organizations use different strategies to increase employee engagement, and one of the
strategies is providing rewards and recognition to employees. Research has consistently shown
that rewards and recognition play a significant role in increasing employee engagement. A
study by WorldatWork found that organizations with recognition programs reported a 23.4%
higher employee engagement rate than those without such programs (WorldatWork, 2015).
According to a study by Aon Hewitt (2012), recognition programs can have a significant
impact on employee engagement. The study found that organizations with effective
recognition programs had 31% lower voluntary turnover rates than organizations with
ineffective recognition programs. Moreover, organizations with effective recognition programs
had 14% higher employee engagement scores than organizations with ineffective recognition
programs.
Employees who are recognized for their work are more likely to remain with their current
employer and feel engaged in their work.Therefore, organizations should focus on developing
and implementing effective recognition programs to enhance employee engagement and
retention.
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2.7. Performance Appraisal

Several studies have shown a positive relationship between performance appraisals and
employee engagement. For example, a study conducted by Khan and Farooq (2019) found that
performance appraisals were positively correlated with employee engagement. The study
concluded that performance appraisals helped employees feel valued and recognized, which in
turn led to higher levels of engagement. Similarly, study conducted by Chuang and Liao
(2010) found that performance appraisal had a positive effect on employee engagement, as it
provided employees with feedback on their work and helped them understand how their efforts
contributed to the organization's goals. Another study by Guerci et al. (2015) found that
performance appraisal had a direct impact on employee engagement, as it provided employees
with a sense of recognition and appreciation for their work. In addition, the study found that
the use of a 360-degree appraisal process, which involves feedback from multiple sources, was
particularly effective in improving employee engagement.

2.8 STATEMENT OF THE PROBLEM

The problem statement for the study on HR practices and employee engagement in Talented
Minds Company is to identify the HR practices in Talented Minds Company and their impact
on employee engagement. The research will focus on identifying the existing HR practices in
the company, such as recruitment, selection. training, compensation, rewards and recognitions
and performance appraisal. The study seeks to examine the factors that contribute to employee
engagement. The research will suggest ways to improve HR practices to enhance employee
engagement, retention, and productivity in the organization. The study will use a mixed-
methods research design, combining quantitative and qualitative data collection and analysis
methods. It involves survey and questionnaire with employees and HR managers in the
company. The results of the study will be useful for HR managers in Talented Minds
Company and other organizations seeking to improve employee engagement through effective
HR practices.

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2.9. OBJECTIVES

 To study about the HR practices in Talented Minds Company, including recruitment,

selection, performance management, compensation, Training and development and
rewards.
 To identify the HR practices implemented by Talented Minds Company that are
effective in promoting employee engagement, satisfaction, and productivity.
 To examine the relationship between HR practices and employee engagement in
Talented Minds Company, and determine the extent to which HR practices contribute
to employee engagement.
 To assess the opinion of employees with regard to HR policies of the organization.

2.10. RESEARCH GAP

A research gap exists in the study of the relationship between HR practices and employee
engagement. While there is a significant body of literature on both topics individually, there is
a lack of research that explores the linkages between them in a comprehensive manner.
Specifically, there is a need to examine how different HR practices, such as recruitment,
training and development, compensation, rewards and recognition, and performance appraisal,
impact employee engagement.Addressing this research gap will provide insights into how
organizations can design and implement HR practices that foster employee engagement and
ultimately lead to improved organizational outcomes.

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2.11. HYPOTHESIS

Hypothesis 1
Null hypothesis: There is no significant relationship between the recruitment process and
employee engagement.
Alternative hypothesis: There is a significant relationship between the recruitment process and
employee engagement.
Hypothesis 2
Null hypothesis: There is no significant relationship between the selection process and
employee engagement.
Alternative hypothesis: There is a significant relationship between the selection process and
employee engagement.
Hypothesis 3
Null hypothesis: There is no significant relationship between training and development
programs and employee engagement.
Alternative hypothesis: There is a significant relationship between training and development
programs and employee engagement.
Hypothesis 4
Null hypothesis: There is no significant relationship between compensation and employee
engagement.
Alternative hypothesis: There is a significant relationship between compensation and
employee engagement.
Hypothesis 5
Null hypothesis: There is no significant relationship between rewards and recognitionand
employee engagement.
Alternative hypothesis: There is a significant relationship between rewards and recognitions
and employee engagement.
Hypothesis 6
Null hypothesis: There is no significant relationship between the performance appraisal
process and employee engagement.
Alternative hypothesis: There is a significant relationship between the performance appraisal
process and employee engagement.

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 CHAPTER – 3

RESEARCH METHODOLOGY

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3. Research Methodology:

A research methodology defines what the activity of research is, how to measure
progress, and what constitutes success. The following section highlights the alternative
methods used to conduct this research at its various steps.
This study aims to investigate the impact of HR practices on employee engagement in
Talented Minds Company. The research methodology employed in this study is a descriptive
research that utilizes both primary and secondary data collection methods. The sample size for
this study is 100 employees of Talented Minds Company, and the data collected will be
analyzed using Simple percentage and inferential statistics (ANOVA, Regression and
correlation ). The findings of this study will provide insight into the relationship between HR
practices and employee engagement, and recommendations will be made to improve the HR
practices in Talented Minds Company.

3.1. RESEARCH DESIGN

1 Data source Primary Data [literature reviews] and Secondary

Data [Questionnaire]
2 Research approach Descriptive research
3 Data analysis tool SPSS
4. Area of Survey Talented minds
5. Sampling Plan
(a) Sampling Size 100 employees
(b) Sampling Method stratified random sampling technique

(c)Method used to collect Direct Contact Method, E-Mail, Telephone

Questionnaire

6. Tools for Analysis 1. Percentage Method

2. Regression

3. Anova

4. correlation

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3.2. RESEARCH VARIABLES

Independent Variables
3.3. DATA COLLECTION
 HR Practices

o Recruitment Dependent Variable

o Selection
o Training & Development  Employee Engagement
The
o data collection for this research will be conducted using both primary and secondary data
Compensation
o Performance Appraisal
collection methods. Primary data collection will be done through the use of questionnaires that
o Recognition and rewards
will be administered to 100 employees of Talented Minds Company. The questionnaire will be
designed to gather information on the HR practices in the company and the level of employee
engagement. The questionnaire will be structured and will contain both closed-ended and
open-ended questions.
Secondary data collection will be done through a review of existing literature on HR practices
and employee engagement. The literature review will involve a comprehensive search of
relevant academic journals, books, and other published materials on the topic. The review will
be conducted to provide a theoretical framework for the research and to provide insight into
previous research findings on the topic.

3.4. SAMPLE DESIGN

The sample size for this research is 100 employees of Talented Minds Company. This sample
size is deemed appropriate as it provides sufficient data to draw meaningful conclusions and
insights. The sample will be selected using a stratified random sampling technique, where the
employees will be selected from different departments of the company to ensure that the
sample is representative of the entire company

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3.4. DATA ANALYSIS TOOL

The data collected from the questionnaire was analyzed using SPSS (Statistical Package for
the Social Sciences). Simple percentage is used to summarize the data collected. Inferential
statistics such as Anova ,correlation and regression analysis were used to determine the
relationship between HR practices and employee engagement

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 CHAPTER – 4

DATA ANALYSIS AND INTERPRETATION

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4. 1. DATA ANALYSIS AND INTERPRETATION

The research report, titled "A Study on HR Practices and Employee Engagement," aims to
investigate the relationship between HR practices and employee engagement in organizations.
The report utilizes various statistical methods, including simple percentage, ANOVA,
regression, and correlation analysis, to analyze the data collected from the study participants.
The study focuses on identifying the HR practices that have the most significant impact on
employee engagement, as well as understanding the factors that contribute to higher levels of
engagement among employees. Ultimately, the findings of the study can help organizations
develop more effective HR strategies to promote employee engagement and foster a positive
work environment.

AGE

INTERPRETATION:
From the above graph it can be inferred that 74% of the respondents belongs to the age
group of 20-30yrs , 21% of the respondents belongs to the age group of 30-40yrs, 4%of the
respondents are belongs to the age group of 40 -50yrs,1 % of the respondents are above 50 age
group

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EXPERIENCE

INTERPRETATION:
From the above graph, it can be inferred that 41% of the respondents belongs to the
experience of employees of 0-1yrs, 35% of the respondents belongs to the experience of
employees of 1-5yrs, 17%of the respondents are belongs to the experience of employees 5-
10yrs, 4 % of the respondents are experience of employees of 10-15 yrs. 3 % of the
respondents are experience of employees of 15-20 yrs.

EDUCATION QUALLIFICATION

INTERPRETATION:
From the above graph, it can be inferred that 52% of the employees are UG graduates and
43% of the employees are PG graduates and 5% of the employees are SSLC

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ANNUAL INCOME

INTERPRETATION:
Based on the responses received, the distribution of the total annual income of the respondents
is as follows:59% of respondents have an annual income of less than 10,00,000.30% of
respondents have an annual income between 10,00,000 and 20,00,000. 7% of respondents have
an annual income between 20,00,000 and 30,00,000. 4% of respondents have an annual
income greater than 30,00,000.

IMPACT OF HR PRACTICES ON EMPLOYEE ENGAGEMENT AND JOB

SATISFACTION IN THE WORKPLACE

INTERPRETATION:
50% of the respondents strongly agreed that HR practices contribute to their engagement and
satisfaction at work, while 38% agreed with the statement. Only a small percentage (10%)
remained neutral on the topic, with 1% disagreeing and 1% strongly disagreeing.

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EFFECTIVENESS OF HR PRACTICES IN TALENTEDMINDS COMPANY

INTERPRETATION:
Based on the survey responses, a majority of the respondents (56%) rated the effectiveness of
the HR practices implemented in their company as "Extremely effective". Another 35% rated
it as "Very effective", while only 7% found it to be "Moderately effective". A small percentage
of respondents (2%) rated it as "Slightly effective", and there were no responses indicating that
the HR practices were "Not at all effective".

INTERPRETATION:
majority of the respondents (60%) strongly agree that the HR practices of the company are
flexible towards the employees. Another 29% of the respondents agree with this statement.
Only a small percentage of respondents are neutral (9%), disagree (2%), or strongly disagree
(0%) with the statement.

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RECRUITMENT :
Effectiveness Of Recruitment Policy

INTERPRETATION:
A majority of the respondents (56%) strongly agree with the statement, while 39% agree with
it. Only 9% of the respondents are neutral, and none of them disagree or strongly disagree with
the statement.

SELECTION
Perception of Selection Policy Fairness and Transparency in the company

INTERPRETATION:
Out of 100 participants, the majority of them (51%) strongly agree with the statement that the selection
policy at their organization is fair and transparent. Meanwhile, 35% of participants agree with the
statement, indicating that a total of 86% of participants believe that the selection policy is fair and
transparent.11% of participants remain neutral, meaning that they neither agree nor disagree with the
statement. Only a small percentage of participants (2%) disagreed with the statement, while 1%
strongly disagreed. This suggests that the majority of participants have a positive perception of the
fairness and transparency of the selection policy in their organization.

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TRAINING AND DEVELOPMENT OPPORTUNITIES

INTERPRETATION:
Based on the responses of 100 employees, it can be concluded that the majority of employees
feel positively about the training and development opportunities provided by their company.
54% of employees strongly agree and 37% agree that these opportunities help them feel more
engaged and committed to their job. No employees disagreed or strongly disagreed with this
statement. Additionally, 9% of employees responded neutrally.

COMPENSATION
Employee Perception of Compensation Fairness

INTERPRETATION:
In a survey of 100 employees, the majority (86%) agreed or strongly agreed that their
compensation was fair and reflective of their contributions to the organization. Specifically,
54% strongly agreed and 32% agreed with the statement, while only a small percentage (2%)
disagreed or strongly disagreed. Additionally, 12% of respondents were neutral in their
opinion of their compensation. These results suggest that the majority of employees feel
positively about the fairness of their compensation, which could contribute to higher levels of
job satisfaction and engagement.

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PERFORMANCE APPRAISAL

INTERPRETATION:
Based on the data provided from 100 responses, it can be interpreted that a majority of the
respondents feel positively about the accuracy of their performance appraisal. Specifically,
57% of the respondents strongly agree and 28% agree that their performance appraisal
accurately reflects their job performance. However, there are still 13% of respondents who feel
neutral about the accuracy of their performance appraisal. Additionally, only a small
percentage of respondents (1%) disagree or strongly disagree that their performance appraisal
accurately reflects their job performance.

REWARDS AND RECOGNITIONS

INTERPRETATION:
Based on the data, we can interpret that a majority of the respondents (86%) feel either strongly agree
or agree that they are adequately recognized and rewarded for their contributions at work. Only a small
percentage (5%) of respondents disagree or strongly disagree with the statement, while 9% are neutral.

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EMPLOYEE ENGAGEMENT

INTERPRETATION:
Based on the 100 responses, it appears that the majority of employees strongly agree (68%)
that they feel engaged with their work and committed to the goals and objectives of the
organization. Additionally, 20% agree with the statement, while only 2% disagree and 1%
strongly disagree. About 9% of the respondents chose to remain neutral.

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HYPOTHESIS 1

The purpose of this study is to examine the relationship between HR practices, specifically the
recruitment process, and employee engagement. The study aims to test the null hypothesis that
there is no significant relationship between the recruitment process and employee engagement,
against the alternative hypothesis that there is a significant relationship between the two
variables.
RECRUITMENT

REGRESSION

Model Summary
Adjusted R Std. Error of
Model R R Square Square the Estimate
a
1 .515 .266 .258 .663
a. Predictors: (Constant), Recruitment

ANOVAa
Sum of Mean
Model Squares df Square F Sig.
1 Regression 15.611 1 15.611 35.463 <.001b
Residual 43.139 98 .440
Total 58.750 99
a. Dependent Variable: EmployeeEngagement
b. Predictors: (Constant), Recruitment

Coefficientsa
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 1.864 .456 4.087 <.001
Recruitment .605 .102 .515 5.955 <.001
a. Dependent Variable: Employee Engagement

The regression model has an R-squared value of 0.266, indicating that 26.6% of the variance
in Employee Engagement can be explained by Recruitment. The adjusted R-squared value is
0.258, indicating that the model fits the data reasonably well.
The ANOVA results show that the regression model is significant, with a p-value of less than

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0.001, providing evidence to reject the null hypothesis.
The coefficient for Recruitment is 0.605, indicating that for every unit increase in Recruitment,
Employee Engagement is predicted to increase by 0.605 units. The t-value of 5.955 is
significant at p<0.001, providing further evidence to reject the null hypothesis.
In summary, the results suggest that there is a significant positive relationship between
Recruitment and Employee Engagement, and the null hypothesis is rejected.

ANOVA

Recruitment and Employee Engagement

Sum of Mean
Squares df Square F Sig.
Between 15.900 2 7.950 17.996 <.001
Groups
Within Groups 42.850 97 .442
Total 58.750 99

Based on the ANOVA table, the p-value for the F-statistic is 0.001, which is less than the
conventional significance level of 0.05. Therefore, we reject the null hypothesis and conclude
that there is a significant difference between the means of recruitment and Employee
Engagement.

CORRELATIONS

Employee
Engagement Recruitment
Employee Engagement Pearson Correlation 1 .515**

Sig. (2-tailed) <.001

N 100 100
Recruitment Pearson Correlation .515** 1

Sig. (2-tailed) <.001

N 100 100
**. Correlation is significant at the 0.01 level (2-tailed).

The Pearson correlation coefficient between EmployeeEngagement and Recruitment is .515,

indicating a moderate positive correlation between the two variables. The p-value for this

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correlation is less than .001, indicating that the correlation is statistically significant at the 0.01
level.
This suggests that there is a relationship between Recruitment and employee engagement, such
that higher levels of Recruitment are associated with higher levels of employee engagement.

HYPOTHESIS 2
This study aims to investigate the relationship between HR practices and employee
engagement. One of the specific hypotheses to be tested is the relationship between the
selection process and employee engagement. The null hypothesis states that there is no
significant relationship between the selection process and employee engagement, while the
alternative hypothesis suggests that there is a significant relationship. The study will use data
analysis techniques, such as regression analysis, ANOVA, and correlation analysis, to examine
the relationship between these variables.

SELECTION
REGRESSION

Model Summary
Adjusted R Std. Error of
Model R R Square Square the Estimate
a
1 .586 .343 .337 .627
a. Predictors: (Constant), Selection

ANOVAa
Sum of Mean
Model Squares df Square F Sig.
1 Regression 20.167 1 20.167 51.222 <.001b
Residual 38.583 98 .394
Total 58.750 99
a. Dependent Variable: EmployeeEngagement
b. Predictors: (Constant), Selection

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 Coefficientsa
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 1.861 .381 4.886 <.001
Selection .611 .085 .586 7.157 <.001
a. Dependent Variable: Employee Engagement

The regression model has an R-squared value of 0.343, indicating that 34.3% of the variance
in Employee Engagement can be explained by Selection. The adjusted R-squared value is
0.337, indicating that the model fits the data reasonably well. The ANOVA results show that
the regression model is significant, with a p-value of less than 0.001, providing evidence to
reject the null hypothesis. The coefficient for Selection is 0.611, indicating that for every unit
increase in Selection, Employee Engagement is predicted to increase by 0.611 units. The t-
value of 7.157 is significant at p<0.001, providing further evidence to reject the null
hypothesis. In summary, the results suggest that there is a significant positive relationship
between Selection and Employee Engagement, and the null hypothesis is rejected.

ANOVA

Selection and Employee Engagement

Sum of Mean
Squares df Square F Sig.
Between 21.530 3 7.177 18.511 <.001
Groups
Within Groups 37.220 96 .388
Total 58.750 99

The F-value is 18.511, with a significance level of less than .001, indicating that the null
hypothesis can be rejected.There is a significant relation between Employee Engagement and
selection.

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 Correlations
Employee
Engagement Selection
Employee Pearson 1 .586**
Engagement Correlation
Sig. (2-tailed) <.001
N 100 100
Selection Pearson .586** 1
Correlation
Sig. (2-tailed) <.001
N 100 100
**. Correlation is significant at the 0.01 level (2-tailed).

The table shows that the Pearson correlation coefficient between Employee Engagement and Selection
is .586, with a p-value of less than 0.001.This indicates a significant positive correlation between the
variables.The correlation coefficient is significant at the 0.01 level (2-tailed).

HYPOTHESIS 3

In this study on HR practices and employee engagement, we aim to investigate the relationship
between training and development programs and employee engagement. The null hypothesis
suggests that there is no significant relationship between these variables, while the alternative
hypothesis suggests that there is a significant relationship. Employee engagement is a crucial
factor for organizational success, and providing employees with training and development
opportunities can contribute to their growth and development within the organization. Thus, it
is essential to explore the relationship between training and development programs and
employee engagement. We will use statistical analysis to examine the data and determine if
there is evidence to support the alternative hypothesis.

TRAINING AND DEVELOPMENT

REGRESSION

Model Summary
Adjusted R Std. Error of
Model R R Square Square the Estimate
a
1 .549 .302 .295 .647
a. Predictors: (Constant), TrainingandDevelopment

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 ANOVAa
Sum of Mean
Model Squares df Square F Sig.
1 Regression 17.732 1 17.732 42.365 <.001b
Residual 41.018 98 .419
Total 58.750 99
a. Dependent Variable: EmployeeEngagement
b. Predictors: (Constant), TrainingandDevelopment

Coefficientsa
Standardize
Unstandardized d
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 1.672 .447 3.741 <.001
Training and .642 .099 .549 6.509 <.001
Development
a. Dependent Variable: Employee Engagement

The regression model for training and development has an R-squared value of 0.302,
indicating that 30.2% of the variance in Employee Engagement can be explained by Training
and Development. The adjusted R-squared value is 0.295, indicating that the model fits the
data reasonably well. The ANOVA results show that the regression model is significant, with a
p-value of less than 0.001, providing evidence to reject the null hypothesis. The coefficient for
Training and Development is 0.642, indicating that for every unit increase in Training and
Development, Employee Engagement is predicted to increase by 0.642 units. The t-value of
6.509 is significant at p<0.001, providing further evidence to reject the null hypothesis. In
summary, the results suggest that there is a significant positive relationship between Training
and Development and Employee Engagement, and the null hypothesis is rejected.

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 ANOVA

Employee Engagement
Sum of Mean
Squares df Square F Sig.
Between 17.823 2 8.911 21.120 <.001
Groups
Within Groups 40.927 97 .422
Total 58.750 99

Based on the ANOVA table, the p-value for the F-statistic is 0.001, which is less than the
conventional significance level of 0.05. Therefore, we reject the null hypothesis and conclude
that there is a significant difference between the means of TRAINING AND
DEVELOPMENT and Employee Engagement.

CORRELATION

Employee Training and

Engagement Development
Employee Engagement Pearson 1 .549**
Correlation
Sig. (2-tailed) <.001
N 100 100
Training and Pearson .549** 1
Development Correlation
Sig. (2-tailed) <.001
N 100 100
**. Correlation is significant at the 0.01 level (2-tailed).

Pearson correlation coefficient between Employee Engagement and Training and

Development is 0.549, which indicates a moderate positive correlation between the two
variables. The p-value of the correlation coefficient is less than 0.001, which means that the
correlation is statistically significant at a 0.01 level of significance.Therefore, we can reject the
null hypothesis

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HYPOTHESIS 3

In this study, we investigate the relationship between compensation and employee

engagement. The null hypothesis suggests that there is no significant relationship between
these two variables, while the alternative hypothesis suggests that there is a significant
relationship between them. Employee engagement is an important factor that affects the
productivity and success of an organization, and compensation is one of the most crucial HR
practices that can influence employee engagement. Therefore, it is important to understand
whether or not compensation has a significant impact on employee engagement.

COMPENSATION

REGRESSION

Model Summary
Adjusted R Std. Error of
Model R R Square Square the Estimate
a
1 .611 .373 .367 .613
a. Predictors: (Constant), Compensation

ANOVAa
Sum of Mean
Model Squares df Square F Sig.
1 Regression 21.909 1 21.909 58.278 <.001b
Residual 36.841 98 .376
Total 58.750 99
a. Dependent Variable: EmployeeEngagement
b. Predictors: (Constant), Compensation

Coefficientsa
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 1.938 .348 5.574 <.001
Compensatio .598 .078 .611 7.634 <.001
n
a. Dependent Variable: Employee Engagement

The regression model for Compensation and Employee Engagement has an R-squared value of

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0.373, indicating that 37.3% of the variance in Employee Engagement can be explained by
Compensation. The adjusted R-squared value is 0.367, suggesting that the model fits the data
reasonably well. The ANOVA results show that the regression model is significant, with a p-
value of less than 0.001, providing evidence to reject the null hypothesis. The coefficient for
Compensation is 0.598, indicating that for every unit increase in Compensation, Employee
Engagement is predicted to increase by 0.598 units. The t-value of 7.634 is significant at
p<0.001, providing further evidence to reject the null hypothesis. In summary, the results
suggest that there is a significant positive relationship between Compensation and Employee
Engagement, and the null hypothesis is rejected.

ANOVA

Employee Engagement
Sum of Mean
Squares df Square F Sig.
Between 29.033 3 9.678 31.262 <.001
Groups
Within Groups 29.717 96 .310
Total 58.750 99

The null hypothesis is rejected since the p-value (0.001) is less than the chosen significance level of
0.05. This means that there is strong evidence to suggest that there is a significant difference in
employee engagement between the groups being compared.

CORRELATIONS
EmployeeEng
agement Compensation
EmployeeEngageme nt Pearson 1 .611**
Correlation
Sig. (2-tailed) <.001
N 100 100
Compensation Pearson .611** 1
Correlation
Sig. (2-tailed) <.001
N 100 100
**. Correlation is significant at the 0.01 level (2-tailed).

we can reject the null hypothesis since the Pearson correlation coefficient is 0.611 with a

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significance level of <.001, which indicates a strong positive correlation between Employee
Engagement and Compensation. This means that as Employee Engagement increases,
Compensation also tends to increase. Therefore, we can conclude that there is a significant
positive correlation between Employee Engagement and Compensation at the 0.01 level (2-
tailed).

HYPOTHESIS 5
In this study, we aim to investigate the relationship between HR practices and employee
engagement. One of the hypotheses we have formulated is related to rewards and recognition.
The null hypothesis states that there is no significant relationship between rewards and
recognition and employee engagement, while the alternative hypothesis states that there is a
significant relationship between these two variables.
Employee recognition and rewards have been identified as important factors that can influence
employee motivation and engagement. Therefore, it is important to explore whether there is a
significant relationship between rewards and recognition and employee engagement. In this
study, we will analyze the data to test this hypothesis and provide insights that can help
organizations enhance their HR practices to improve employee engagement.

REWARDS AND RECOGNITIONS

REGRESSION

Model Summary
Adjusted R Std. Error of
Model R R Square Square the Estimate
a
1 .477 .228 .220 .680
a. Predictors: (Constant), Rewards and recognition

ANOVAa
Sum of Mean
Model Squares df Square F Sig.
1 Regression 13.374 1 13.374 28.883 <.001b
Residual 45.376 98 .463
Total 58.750 99
a. Dependent Variable: Employee Engagement
b. Predictors: (Constant), Rewards and recognition

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 Coefficientsa
Standardize
Unstandardized d
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 2.379 .410 5.808 <.001
Rewardsandrecogni .485 .090 .477 5.374 <.001
tion
a. Dependent Variable: EmployeeEngagement

The regression model for Rewards and Recognition has an R-squared value of 0.228,
indicating that 22.8% of the variance in Employee Engagement can be explained by Rewards
and Recognition. The adjusted R-squared value is 0.220, indicating that the model fits the data
reasonably well. The ANOVA results show that the regression model is significant, with a p-
value of less than 0.001, providing evidence to reject the null hypothesis. The coefficient for
Rewards and Recognition is 0.485, indicating that for every unit increase in Rewards and
Recognition, Employee Engagement is predicted to increase by 0.485 units. The t-value of
5.374 is significant at p<0.001, providing further evidence to reject the null hypothesis. In
summary, the results suggest that there is a significant positive relationship between Rewards
and Recognition and Employee Engagement, and the null hypothesis is rejected.

ANOVA
Employee Engagement
Sum of Mean
Squares df Square F Sig.
Between 13.598 3 4.533 9.637 <.001
Groups
Within Groups 45.152 96 .470
Total 58.750 99

The null hypothesis is rejected since the p-value (0.001) is less than the chosen significance
level of 0.05. This means that there is strong evidence to suggest that there is a significant
difference in employee engagement between the groups being compared.

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46 | P a g
 CORRELATIONS

Employee Rewards and

Engagement recognition
Employee Pearson 1 .477**
Engagement Correlation
Sig. (2-tailed) <.001
N 100 100
Rewards and Pearson .477** 1
recognition Correlation
Sig. (2-tailed) <.001
N 100 100
**. Correlation is significant at the 0.01 level (2-tailed).

Based on the Pearson correlation coefficients, there is a significant positive correlation

between Employee Engagement and Rewards and Recognition (r = .477, p < .001, two-tailed).
Therefore, we can reject the null hypothesis and conclude that there is a significant
relationship between Employee Engagement and Rewards and Recognition. A higher level of
employee engagement is associated with higher rewards and recognition, and vice versa.

HYPOTHESIS 6
In this study, we aim to investigate the relationship between various human resource (HR)
practices and employee engagement. One of the HR practices we will be examining is the
performance appraisal process. Our null hypothesis states that there is no significant
relationship between the performance appraisal process and employee engagement. On the
other hand, our alternative hypothesis suggests that there is a significant relationship between
the two variables. We will be using statistical analysis techniques such as regression and
ANOVA to test our hypotheses and determine the strength of the relationship between the
performance appraisal process and employee engagement.

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PERFORMANCE APPRAISAL

REGRESSION

Model Summary
Adjusted R Std. Error of
Model R R Square Square the Estimate
a
1 .551 .304 .297 .646
a. Predictors: (Constant), Performance Appraisal

ANOVAa
Sum of Mean
Model Squares df Square F Sig.
1 Regression 17.856 1 17.856 42.791 <.001b
Residual 40.894 98 .417
Total 58.750 99
a. Dependent Variable: Employee Engagement
b. Predictors: (Constant), Performance Appraisal

Coefficientsa
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 2.222 .362 6.143 <.001
Performance .527 .081 .551 6.541 <.001
Appraisal
a. Dependent Variable: Employee Engagement

The regression model shows that the R-squared value is 0.304, indicating that 30.4% of the
variance in Employee Engagement can be explained by Performance Appraisal. The adjusted
R-squared value is 0.297, indicating that the model fits the data reasonably well.
The ANOVA results show that the regression model is significant, with a p-value of less than
0.001, providing evidence to reject the null hypothesis. The coefficient for Performance
Appraisal is 0.527, indicating that for every unit increase in Performance Appraisal, Employee
Engagement is predicted to increase by 0.527 units. The t-value of 6.541 is significant at
p<0.001, providing further evidence to reject the null hypothesis.
In summary, the results suggest that there is a significant positive relationship between
Performance Appraisal and Employee Engagement, and the null hypothesis is rejected

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 ANOVA
Employee Engagement
Sum of Mean
Squares df Square F Sig.
Between 19.296 3 6.432 15.651 <.001
Groups
Within Groups 39.454 96 .411
Total 58.750 99

Based on the ANOVA table, the p-value for the F-statistic is 0.001, which is less than the
conventional significance level of 0.05. Therefore, we reject the null hypothesis and conclude
that there is a significant difference between the means of PERFORMANCE APPRASIAL
and Employee Engagement.

Correlations
Employee Performance
Engagement Appraisal
Employee Pearson 1 .551**
Engagement Correlation
Sig. (2-tailed) <.001
N 100 100
Performance Pearson .551** 1
Appraisal Correlation
Sig. (2-tailed) <.001
N 100 100
**. Correlation is significant at the 0.01 level (2-tailed).

Based on the provided correlation analysis, the Pearson correlation coefficient between
Employee Engagement and Performance Appraisal is .551, which indicates a positive
correlation between the two variables. The significance level (p-value) for the correlation is
less than .001, which means that the correlation is statistically significant at the 0.01 level (2-
tailed).Therefore, we reject the null hypothesis and conclude that there is a significant positive
correlation between Employee Engagement and Performance Appraisal.

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50 | P a g
 CHAPTER – 5

CONCLUSION

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5.1. FINDINGS

 Recruitment, selection, training and development, compensation, rewards and

recognition, and performance appraisal are all important factors that affect employee
engagement.
 74% of the respondents belong to the age group of 20-30 years, 21% belong to the age
group of 30-40 years, 4% belong to the age group of 40-50 years, and 1% are above 50
years of age.
 41% of the respondents have an experience of 0-1 years, 35% have an experience of 1-
5 years, 17% have an experience of 5-10 years, 4% have an experience of 10-15 years,
and 3% have an experience of 15-20 years.
 52% of the employees are UG graduates, 43% are PG graduates, and 5% are SSLC.
 59% of respondents have an annual income of less than 10,00,000, 30% have an annual
income between 10,00,000 and 20,00,000, 7% have an annual income between
20,00,000 and 30,00,000, and 4% have an annual income greater than 30,00,000.
 50% of the respondents strongly agreed that HR practices contribute to their
engagement and satisfaction at work, while 38% agreed with the statement.
 A majority of the respondents (56%) rated the effectiveness of the HR practices
implemented in their company as "Extremely effective".
 60% of the respondents strongly agree that the HR practices of the company are
flexible towards the employees.
 A majority of the respondents (56%) strongly agree that the recruitment policy is
effective in attracting and selecting right candidates for the company culture and
values.
 86% of the participants believe that the selection policy is fair and transparent.
 54% of employees strongly agree and 37% agree that training and development
opportunities help them feel more engaged and committed to their job.
 86% of employees agreed or strongly agreed that their compensation was fair and
reflective of their contributions to the organization.
 A majority of the respondents (57%) strongly agree and 28% agree that their
performance appraisal accurately reflects their job performance.
Based on the analysis provided, there is a significant positive relationship between
Recruitment, Selection, and Training and Development with Employee Engagement.
 The regression analysis showed that Recruitment, Selection, Training and Development

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53 | P a g
 compensation,Rewards and recognition and Performance appraisal were are
statistically significant, indicating that they are important predictors of Employee
Engagement.
 The correlation analysis shows that Recruitment, Selection, and Training and
Development are compensation, Rewards and recognition and Performance appraisal
all positively correlated with Employee Engagement, with correlation coefficients of
.515,
.586, and .549, .611, .477, .511respectively. All of these correlation coefficients are
statistically significant at the 0.01 level.
 Additionally, The ANOVA results for Recruitment, Selection, and Training and
Development are compensation, Rewards and recognition and Performance appraisal
are also show significant results, with p-values less than 0.001 for six predictors,
indicating that there is a significant relationship between each predictor and Employee
Engagement.

Therefore, it can be concluded that recruitment, selection, training and development,

compensation, rewards and recognition, and performance appraisal are all important
factors that affect employee engagement. Companies can improve employee engagement
by focusing on these areas and ensuring they effectively recruit, select, train, compensate,
reward, recognize, and appraise their employees. It is also essential to continually evaluate
and improve these processes to ensure that employees remain engaged and productive

5.2. SUGGESTIONS:

 Employees of Talented minds company can be informed about the company's HR

policies throughout the induction process.
 At the time of the induction programme, information on the compensation policy can
be provided.
 Except for new modifications, the HR practices of the organisation may be relied upon
without regular changes.
 The majority of employees consider the recreation facilities to be important. As a
result, the organisation can evaluate those factors and invest finances and resources to
enhance working conditions.
 The company should also consider using innovative recruitment methods that help
attract and retain top talent.
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  Develop effective selection methods: To ensure that the best candidates are selected,

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 Talented Minds Company should focus on developing effective selection methods that
can accurately measure the candidate's skills, knowledge, and potential.
 Invest in training and development programs: The Company should invest in training
and development programs to help employees acquire new skills, improve their
performance, and grow their careers. This will help boost employee engagement and
satisfaction.
 Review compensation policies: To ensure that employees are motivated and engaged,
Company should review its compensation policies to ensure that they are competitive
and aligned with industry standards.
 Implement rewards and recognition programs:Company should implement rewards and
recognition programs to celebrate the achievements of employees, boost their morale,
and improve their engagement levels.
 Improve the performance appraisal process: Company should improve its performance
appraisal process by ensuring that it is fair, objective, and transparent. The company
should also provide regular feedback to employees to help them improve their
performance and meet their goals.
 Take employee feedback seriously: Company should take employee feedback seriously
and use it to improve its HR practices. The company should create a culture of open
communication where employees feel comfortable sharing their feedback, opinions,
and suggestions.

5.3. LIMITATIONS:
 The study is limited to only one company, Talented Minds, which may not be
representative of all organizations. Therefore, the findings may not be generalizable to
other organizations.
 The sample size of 100 employees may not be sufficient to draw meaningful
conclusions and generalize the findings.
 The data collection method is limited to only questionnaires, which may not capture the
full range of employee experiences and opinions.
 The accuracy of the data is based on the respondent's knowledge. As a result, there's a
potential of bias.
 Employees were very busy with their work, thus permission to disseminate the
questionnaire to top-level management was denied. As a result, the time allotted is
extremely limited.

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5.4. CONCLUSION

In conclusion, this research report highlights the critical role of HR practices in shaping
employee engagement in Talented Minds Company. The findings suggest that effective HR
practices, such as fair recruitment and selection processes, training and development
opportunities, transparent performance appraisals, and appropriate compensation and rewards,
are essential for promoting employee engagement. This research report also fills a significant
research gap in the field by providing empirical evidence that supports the link between HR
practices and employee engagement.

The implications of this study for Talented Minds Company and other organizations are
profound. Firstly, HR practitioners and managers need to pay more attention to their HR
policies and practices to foster employee engagement, job satisfaction, and productivity.
Secondly, the findings suggest that an organization's investment in HR practices is likely to
result in positive employee outcomes and contribute to the overall success of the organization.
Therefore, the implementation of effective HR practices that improve employee engagement is
crucial for Talented Minds Company's continued growth and success.
Finally, this research report serves as a valuable resource for HR practitioners, managers, and
scholars seeking to understand the importance of HR practices in fostering employee
engagement. The study highlights the need for future research to explore the impact of HR
practices on employee engagement in different industries and contexts. Overall, this research
report underscores the critical role of HR practices in shaping employee engagement and
highlights the importance of designing and implementing effective HR practices to improve
organizational outcomes.

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5.5 REFERENCES

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https://www.worldatwork.org/content/2015-trends-in-employee-recognition

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  Aon Hewitt. (2012). Trends in global employee engagement. Retrieved from
https://www.aon.com/getmedia/0c937e83-9d50-4aee-aaec-
669e7eb68368/2012_Trends_in_Global_Employee_Engagement_Report.aspx
 Khan, M. A., & Farooq, S. U. (2019). The role of performance appraisal in enhancing
employee engagement: A literature review. Journal of Management Sciences, 6(1),
135- 148.
 Dhar, R. L. (2015). HRM practices and employee engagement: exploring the role of
job satisfaction. Journal of the Indian Academy of Applied Psychology, 41(1),
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Dhar/publication/282806314_HRM_Practices_and_Employee_Engagement_Exploring
_the_Role_of_Job_Satisfaction/links/5614a71c08ae20aa05d39f54/HRM-Practices-
and-Employee-Engagement-Exploring-the-Role-of-Job-Satisfaction.pdf
 Nadeem, M., Shafique, I., Nawaz, M., Riaz, A., & Abid, G. (2018). Impact of HR
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 ANNEXURES
Questionnnare

NAME:
AGE:
 20 – 30 yrs
 30 – 40 yrs
 40 – 50 yrs
 More than 50 yrs

How long have you been working with your current employer?
 0 - 1 year
 1 - 5 years
 5 - 10 years
 10- 15 years
 15 - 20 years

EDUCATIONAL QUALIFICATION:
 SSLC
 HSC
 Diploma
 Under Graduation
 Post-graduation

What is your total annual income?

 Less than 10,00,000
 10,00,000 - 2,00,000
 20,00,000 - 30,00,000
 More than 30,00,000

The HR practices of a company are flexible towards the employees.

 Strongly agree

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  Agree
 Neutral
 Disagree
 Strongly Disagree

On a scale of 1 to 5, how much do you agree that the HR practices in Company contribute to
your overall engagement and satisfaction at work?
 Strongly agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

On a scale of 1 to 5, how would you rate the effectiveness of the HR practices implemented in
your company?
 Extremely effective
 Very effective
 Moderately effective
 Slightly effective
 Not at all effective

On a scale of 1 to 5, how strongly do you agree or disagree with the following statement: The
recruitment policy in our organization is effective in attracting and selecting the right
candidates who are a good fit for the company culture and values.
 Strongly agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

On a scale of 1 to 5, how strongly do you agree or disagree with the following statement: The
selection policy at our organization is fair and transparent.

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  Strongly agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

On a scale of 1 to 5, how strongly do you agree or disagree with the following statement: The
training and development opportunities provided by the company help me feel more engaged
and committed to my job.
 Strongly agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

On a scale of 1 to 5, how strongly do you agree or disagree with the following statement: I feel
that my compensation is fair and reflective of my contributions to the organization.
 Strongly agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

On a scale of 1 to 5, how strongly do you agree or disagree with the following statement: I feel
adequately recognized and rewarded for my contributions at work.
 Strongly agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

I feel that my performance appraisal accurately reflects my job performance.

 Strongly agree

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  Agree
 Neutral
 Disagree
 Strongly Disagree

On a scale of 1 to 5, how strongly do you agree or disagree with the following statement: I feel
engaged with my work and committed to the goals and objectives of the organization.
 Strongly agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

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