CHAPTER I

INTRODUCTION

Employee engagement refers to an employee's level of devotion and interest in his or her
company's principles. It's a measurable level of good or negative emotional attachment to their
job, coworkers, and company that has a significant impact on their motivation to learn and succeed
at work. Employee involvement has a direct impact on productivity. Employees who are the most
productive are those that are not only committed or loyal, but also those whose outputs are healthy
and satisfying for both themselves and the company they work for. Clearly, they are the employees
who may be referred to as "engaged." Employee engagement refers to an employee's level of
devotion and interest in his or her company's principles.

DEFINITION OF EMPLOYEE ENGAGEMENT:

Employee engagement refers to the mental and emotional attachment that employees have to their
jobs, their teams, and their company.

According to Gallup, employee engagement as the involvement and enthusiasm of employees in

their work and workplace. Employee engagement helps you measure and manage employee’s
perspectives on the crucial elements of your workplace culture.

According to Kahn, employee engagement as “the harnessing of organisation members’ selves to

their work roles; in engagement, people employ and express themselves physically, cognitively,
and emotionally during role performances”.

Employee engagement is defined as the emotional investment employees make in their

organizations. It is the passion, involvement, and motivation they bring to work, which they use to
guide their work. Engaged employees identify with the goals of the organization and align their
own goals with the organization’s goals.

The concept of employee engagement was first introduced in 1990 by Dr. William Kahn. He
suggested that people are involved in their work at three levels – physically, cognitively, and
emotionally. Employees may be engaged at fewer levels, or even disengaged or actively
disengaged.

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Employee engagement: HR is no longer solely responsible for organizing and executing
employee engagement programs. HR plays a key role in implementing employee engagement
strategies, but planning and execution also require input from the organization's leaders and
managers. Employees' receptivity to an employee engagement program determines its success.
Employee engagement, then, is a collaborative activity that affects the entire organization.

Employee engagement begins: Employee engagement begins with the candidate experience and
recruitment process, and continues through onboarding, career planning, learning and
development, leadership and succession, and retirement or exit from the firm.

It's a two-way street when it comes to employee engagement. Even if companies adopt best
practices in employee engagement, individuals must have a certain personality trait or instill it in
themselves in order to be a good cultural fit for the company. Those that exhibit optimism, hard
work, and positivity are more likely to be engaged at work than those who do not.

1. Streamlined onboarding: Person engagement begins the moment the employee is hired and the
onboarding process begins. A candidate receives a sense of the organization's communication
culture even before they are hired. After being employed, the onboarding process helps employees
decide whether they want to stay with the company in the long run. They will succeed, and they
will be prepared to take on the job with confidence and establish a long-term career with the
company.

2. A positive work culture: Work culture is a broad word, but it refers to a number of elements that
contribute to employee engagement.

Transparency - Dedicated employees are concerned about the company's success. Employees are
more likely to care if their employers:

• share business aims and values with them; and

• tell them exactly what is expected of them and how to achieve it.

• Keep them informed about the company's success and where it stands in the global marketplace
on a frequent basis.

• Explain how employees' efforts help the company and contribute to the overall picture.

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Openness - To make employees feel valued and cared for, an open work culture is crucial.
Employees should be able to express themselves freely in an open work environment.

• Regularly get vital communication from the organization, their supervisors, and coworkers via a
uniform channel.

• Have complete freedom to interact with their bosses about any assignment or concern.

• Give anonymous input about problems they're having with their bosses.

• You can anonymously report workplace misbehavior.

Autonomy: Micromanagement rarely receives positive feedback from employees. To be

productive, they require a certain level of autonomy. By answering these questions, a firm may
ensure that employees have this autonomy.

• Is it possible for employees to choose how they carry out their everyday tasks?

• Do they have the freedom to choose their own professional path within the company?

• Do they have a say in important decisions that may have a direct impact on them?

Respectful treatment-When it comes to job satisfaction and engagement, employees rank

respectful treatment and empathy as high as compensation. Employees will be more invested in
attaining business results if they are treated with the same level of respect as the company's most
loyal consumers.

3. Access to productivity and time management tools: An employee's overall productive time in a
day might be reduced by a deluge of unscheduled events, meetings, and workplace distractions.
Although time management is an inherent skill, even the most efficient individuals use time
management tools in today's dynamic workplace. Time management and collaboration apps like
Slack, Wunderlist, and Trello help employees stay engaged by breaking down and timing deadline-
oriented tasks. Even with frequent interruptions, these tools can help employees work more
efficiently.

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4. Learning and development opportunities: Companies that offer structured learning and
development opportunities to their employees report better levels of employee engagement.
Employees are more willing to reciprocate this evident involvement in their development because
they feel valued.

5. Effective leadership and succession planning: When employees are made aware of the prospects
for advancement that await them, they are more likely to exhibit the characteristics of engagement.
Ascendify, a machine learning-powered analytics platform, can help HR identify potential talent,
match them to the skills and qualifications required for a specific leadership position, and build
learning and development plans for that talent. This level of personalization has the potential to
boost engagement dramatically.

6. Wellness project in the workplace: In the workplace, stress is a more widespread problem than
is obvious. When this is combined with the fact that most office occupations require little physical
activity, a cocktail of health problems forms that can readily be blamed to the workplace.
Workplace wellness initiatives can make a big difference in demonstrating to employees that their
bosses care. If employees are uncomfortable sharing their health data with their employers, they
should be entitled to opt out of workplace wellness initiatives.

7. Flexibility: Organizations that allow employees some flexibility in where they work are more
likely to have better levels of employee engagement. Organizations demonstrate that they trust
their staff to accomplish their jobs regardless of their location. Employees perform better when
they are not stressed by commuting and are in their own personal area.

8. Appreciation and rewards: Employees love being recognized for their efforts. Feedback should
be given on a regular basis to show how the employees' efforts are benefiting the company. Leaders
may use employee appreciation platforms to thank their employees when they are deserved, rather
than months later at the performance appraisal. When employees are eligible, these platforms even
allow them to determine their own awards.

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Employee involvement can be regarded from three perspectives: cognitive, emotional, and
behavioral. The cognitive part is concerned with the employees' perceptions and beliefs about the
company, its executives, and their working conditions. The emotional aspect is whether or not the
employee has a positive or negative attitude toward the company and its management. The
cognitive element has an impact on the emotional perception. The behavioral part of engagement
encourages employees to put up discretionary effort in their work, resulting in a value-added
advantage to the company. Employee engagement differs from employee satisfaction, motivation,
and corporate culture in several ways. The conventional wisdom promoted by many safety
practitioners in the industry has blurred this distinction.

Employees must be typically satisfied at work in order to be engaged. Pleased employees are more
productive, loyal, and passionate, and they are more likely to stay at a company if they are happy.
As a result, most businesses aim to achieve this in some fashion, such as through hiring methods,
employee-friendly rules, merit-based promotions, and so on. However, despite their best efforts,
many employers discover that their staff are generally dissatisfied. As a result, their managers are
faced with the task of motivating indifferent, uncooperative, frustrated, and unproductive
personnel. Close supervision, motivating talks, potentially coaching, some type of incentive, or
punishment are popular management measures. In the long run, these standard management
techniques have proven to be unproductive.

Employees must be typically satisfied at work in order to be engaged. Pleased employees are more
productive, loyal, and passionate, and they are more likely to stay at a company if they are happy.
As a result, most businesses aim to achieve this in some fashion, such as through hiring methods,
employee-friendly rules, merit-based promotions, and so on. However, despite their best efforts,
many employers discover that their staff are generally dissatisfied. As a result, their managers are
faced with the task of motivating indifferent, uncooperative, frustrated, and unproductive
personnel. Close supervision, motivating talks, potentially coaching, some type of incentive, or
punishment are popular management measures. In the long run, these standard management
techniques have proven to be unproduction.

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When it comes to degrees of involvement, the majority of employees lie somewhere in the center.
They put in their time and do their jobs, but they are less enthusiastic about the company. Work
may be only a paycheck to them, and they must see a cause to become more involved and put forth
any additional effort beyond the job description. Perhaps they're dissatisfied with how CEOs
explain company choices, or they'd like to learn more about how their work fits into the wider
picture. With a little extra push from managers and leaders, this segment may simply need a cause
to be motivated and become actively engaged.

Employees that are actively disengaged are usually the outliers, yet they can have a significant
impact on team relationships. These personnel are frequently under-performers and are unpleasant
and resentful of the firm. They are unlikely to devote time to team-building activities or
professional development opportunities that could aid their advancement at the organization. And
if these employees are open about their grievances and negativity, disengagement could spread
throughout the firm. Employees that are actively disengaged are more inclined to look for work
elsewhere, which can have an influence on a company's retention rates. Furthermore, this negative
energy can have a detrimental impact on team morale, impair productivity, and cost your firm a
lot of money

Employee recognition is a powerful motivator to perform harder and participate more. Positive
reinforcement for hard work can be implemented in a variety of ways, including commemorating
work anniversaries, sending out thank-you notes after overcoming a hurdle, and sharing client
feedback.

It's extremely difficult in global businesses, for people who work remotely, or for front-line
workers. However, rewarding staff is a simple method to show them that you value their ideas and
efforts.

The scoreboard tool on Everyone Social displays which employees are sharing and engaging the
most. It allows everyone in the firm to see who is actively participating, which encourages healthy
competition.

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LEVEL OF EMPLOYMENT: Employee engagement is a metric that gauges how happy
employees are with their jobs. Employees are divided into four groups based on their impressions
about their employment.

a) Highly engaged employees: Highly engaged employees have highly positive feelings about their
workplace. Employees who are linked to their teams, enjoy their jobs, and have favorable views
about their employer are more likely to stay and put in extra effort to help the company flourish.

b) Employees who are somewhat engaged: Employees who are moderately engaged see their
company in a positive light. They enjoy working for the company and see room for progress. These
personnel are less inclined to request additional responsibility and are more likely to underperform.
Something about the organization or their employment prevents them from becoming fully
engaged. Employee engagement is a metric that gauges how happy employees are with their jobs.
Employees are divided into four groups based on their impressions about their employment.

c) Employees who are barely involved: Employees that are barely engaged are uninterested in their
workplace. They are frequently unmotivated in their jobs and will do anything they can to get by.
Employees that are barely engaged may be looking for other work, posing a significant risk of
attrition.

d) Disengaged employee: Employees that are disengaged have a bad perception of their workplace.
They are separated from the organization's mission, goals, and future. They are uninterested in
their jobs and obligations.

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Every human activity stem from a desire or necessity. As long as that need is unmet, one feels a
certain amount of mental anguish. This research was prompted by a need and a desire. Today's
buzzword is "employee engagement," and the business world is abuzz with it. Interested in
developing a loyal and engaged workforce. As a result, it is of critical importance and relevance of
the topic, which is a strong motivator to carry out the research described above. It's also the desire
to comprehend the intricacies of human motivation and behavior behind the work ethics of an
employee. The purpose of this research was to find answers to fundamental problems such as the
following: characteristics that motivate and drive employee engagement. This study aims to put
employees in the spotlight by looking at their unique psychological structure and workplace
problems that allow them to participate in job assignments as middle managers. The researcher
looks into the numerous variables that motivate employees to become more engaged and involved.

BENEFITS OF EMPLOYEE ENGAGEMENT

Increased employee productivity: Engaged employees are 17 percent more productive than their
counterparts, according to research. They're more likely to work hard and put up extra effort in
their employment.

Employee retention is higher when employees are engaged because:

i. they know their contributions will be recognized;

ii. ii. they see opportunities for professional growth and career development; and iii. they
understand when and why organizational change occurs. These are the three pillars that
enable employees to connect to the present and the future.

Increased customer satisfaction: According to 72 percent of executives, businesses with highly

engaged staff have satisfied customers. Employees who are engaged are passionate about their
professions and, as a result, about their customers.

Reduced absenteeism: Employees that are devoted to your mission will show up. Absenteeism is
reduced by 41% in highly engaged companies.

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Employee health is improved when employees are engaged. They are less likely to be obese, suffer
from chronic disease, eat healthier, and exercise more. Employee health has a beneficial impact
on your bottom line.

Employees that are engaged are more aware of their surroundings and can focus on the task at
hand, resulting in fewer workplace injuries. According to studies, highly engaged workers had 70
percent fewer safety accidents.

The study's major goal is to measure the elements that influence employee engagement among
Middle Level Managers in the automotive industry who are involved in manufacturing and service.
The purpose of this study is to determine the amount of employee engagement among Middle
Level Managers, as well as what motivates them to engage, the impact of demographic profile on
employee engagement, and the importance of psychological, physical, and job aspects that
contribute to engagement.

With changes in organisational structure, the position and influence of Middle Level Managers
shifts. Middle management is a level of management that reports to top management and is in
charge of lower management.

A MIDDLE MANAGER'S RESPONSIBILITIES MAY INCLUDE:

• 'Execution of organisation plans in accordance with the company's policies and top
management's objectives.'
• Information and policies are discussed and explained to all levels of the company's
management.
• Being a source of inspiration and assistance for lower-level managers in order to assist
them in achieving their future performance and business goals.
• They can also communicate with upper management by proposing and receiving
suggestions and comments from top executives.
• They are capable of creating and implementing efficient teamwork and information
systems.
• Monitoring and managing performance indicators at the group level, as well as resolving
difficulties within the group.

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 • Reporting performance information up the line of command and, when appropriate,
advocating strategic modification

Investing in employees has resulted in a high-performing and engaged workforce, according to

many researchers conducted across enterprises and countries. According to studies, there is a clear
link between organisational effectiveness and employee engagement.

Employee engagement is not a one-dimensional or unintentional phenomenon. The factors that

lead to a highly engaged workforce are believed to be having the right personnel in the right
professions, providing suitable work environments, and leading to emotional, psychological, and
physical involvement among employees.

As a result, increasing employee engagement has become a key criterion for achieving
organisational performance. When it comes to constantly striving to raise their organisation to the
best level possible, the attitude and quality of their personnel play a crucial part. Employee
engagement is defined as employees' undivided dedication to the organisation, belief in its beliefs,
and willingness to go above and beyond what is asked of them.

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 CHAPTER II

REVIEW OF LITERATURE

1. T. Suhasini and Dr. K. Kalpana (2018)

The study reveals that employee engagement is a
comprehensive task and cannot be accomplished by the effective training programs also.
Organizations can improve engagement by opportunity thinking, enhancing employee
decision making and commitment. Employee engagement results in reduced turnover
intentions and increased innovative work-related behaviour.
2. Osborne and Hammoud (2016)
Write that US corporations lose around $350 billion
annually due to disengaged employees. Recognition and rewards, employees and leaders
are employee engagement strategies that organizations should follow.
3. Kumar and Pansari (2015)
Think that the attitude of the employees toward the
organization has a significant impact on how they treat customers and how they approach
their jobs. But recent research also points out that high levels of employee engagement are
related to higher rates of profitability growth.
4. V. Siva Kumar (2015)
This study describes that the high level of employee engagement
increases the growth of the organization and acts as a retention energy strategy. From this
study it is observed that employee engagement in private banks is not satisfactory.
5. Taneja (2015)
Write that employee engagement should be viewed as a long-term
commitment between the organization and the employees, each complementing the other
in an era of increasing international operations. Employee engagement is a major strategy
for long- term organizational sustainability in global markets

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6. NP Myilswamy, Dr. R. Gayatri (2014)
According to their research “A study on employee
engagement. Role of employee engagement in organisational effectiveness’, concluded
that the level of engagement determines employee’s productivity and their intention to stay
in the organisation. Employee engagement drives organisational effectiveness by
improving loyalty, retention, safety, productivity, and profitability. And the employees
who are highly involved in work are more engaged.
7. Bhuvanaiah (2014)
It is `nothing that many precedents have been established with employee
engagement- profits, productivity, customer satisfaction, quality, employee retention, and
increased adaptability.
8. Arrowsmith and Parker (2013)
Have written that employee engagement has become a
dominant part of the literature on human resource management. However, there has been
relatively less investigation of this implication for human resource management in
organizations.
9. Truss (2013)
Have written that interest has been shown late in the parallel stream of research
on the linkage between employee engagement and performance, bringing the two together
to show that engagement may constitute the mechanism through which HRM practices
influence organizational and individual performance.
10. Abhram (2012)
States that satisfied employees may just be working to meet the demands
of their job somehow. Such efforts do not result in higher productivity in organizations.
Hence, the trend is seen towards designing programs that will help to enhance the level of
employee engagement through satisfied employees. An employee is engaged when he
shows a positive attitude towards the organization and expresses a commitment to remain
with the organization.

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11. Johnson (2011)
Asserts that if applied correctly the engagement data can well act as a
warning system for the organisation, the study reports a negative correlation between the
specific instances of work place deviations and levels of employee engagement within the
organisation.
12. Sundaray (2011)
Writes that attention to engagement strategies will increase organizational
efficiency and effectiveness in higher profits, productivity, customer satisfaction, quality,
employee retention, and increased adaptability.
13. Markos and Sridevi (2010)
Have stated that employee engagement is a strong predictor of
positive organizational performance and clearly shows the two-way relationship between
employer and employee: employee engagement, job satisfactions, and organization.
Employees who are engaged are emotionally attached to their organization and are highly
involved in their job with a great deal of enthusiasm for the success of their employer, often
going that extra mile beyond the contractual employment agreement.

14. Sweetman & Luthans (2010)

Psychological perspective, engagement is a state like
phenomenon which is portrayed as an affective- cognitive state like condition. It is not a
temporary state such as mood nor as relatively non- malleable as fixed characteristics such
as personality traits. It is deemed quite stable.
15. Wollard (2009)
Believe that employee engagement has earned considerable popularity in the
past 20 years yet it is inconsistently defined and not well conceptualized. Even though
much has been written on the subject, very little rigorous academic research has been done.
This research gap has resulted in a disjoined approach to understanding and developing
strategies for employee engagement within organizations.

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16. Trahant (2009)
Has stated that for the white house administration to succeed in the
discharge of its roles and responsibilities, the employees should be engaged enough in their
work to support the new administration.
17. Mukherjee (2009)
Find that although fair rewards amongst the three IT organizations,
however, there is a difference category of rewards amongst the three groups of employees
from the same industrial sector. Difference are also seen in the employees’ attitudes from
the different organizations in the same industrial sector, “Information Technology, “in
judging the role of rewards in employee engagement.

18. Fernandez (2007)

Displays that dissimilarity between job satisfaction, the well-known
construct in management, and engagement completing that employee satisfaction is not the
same as employee engagement and since managers cannot depend on employee’s
satisfaction to retain the best and the brightest, employee’s engagement becomes a critical
concept.
19. The publication of the conference board of USA (2006)
The study describes employee engagement as an intensified
emotional association that an employee feels for his or her organisation the influences him
or her to utilize greater discretionary effort to his or her work.
20. Mc. Bain (2006)
According to him employee engagement is a modern concept, which
defines employee’s commitment, job satisfaction and involvement.
21. Stockley (2006)
Engagement is a positive attitude believed by the employee mission,
purpose and values of the organisation and reveals their commitment through their actions
as an employee and their attitude towards the organization & the customers.

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 CHAPTER III

RESEARCH METHODOLOGY

INTRODUCTION

This chapter deals with methodology in the impact of employee engagement. In this chapter it can
be stated that the effectiveness of any research relies upon typically on the methodology adopted.
It includes the importance, scope of the learn about, goal of the study, hypothesis, concept
definition, operational definition, pilot study, research design, sampling design, universe, pre-test,
tool of the study, data analysis and chapter.

TITLE OF THE STUDY

“A STUDY ON EMPLOYEE ENGAGEMENT IN MANUFACTURING

INDUSTRY”

SINGIFICANCE OF THE STUDY

The study of employee engagement is a topic of wide interest to both people who work in
organisations and people who study them. Employee engagement has been closely related with
organizational phenomenon such as motivation, performance, attitude, conflict, moral of the
employee towards the firm. Researcher have attempted to identify the various components of
employee engagement, measure the relative importance of each component of engagement and
examine what effects these components have on employee’s productivity.

SCOPE OF THE STUDY

The study was conducted among employee’s at Best Corporation Private Limited in Tirupur.

This study aims to find out the impact of employee engagement in manufacturing industries. The
study findings & suggestion would be used to improve the employee’s engagement processes and
to change the employee’s attitude towards their work.

AIM OF THE STUDY

The present descriptive study aims to find the level of employee engagement carried out among
the employee’s in manufacturing industries.

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OBJECTIVE OF THE STUDY

To study the socio-demographic profile of the respondents.

To identify the impact of employee’s engagement on employee perception.
To study the performance of the employee.
To study the employee attitude towards their work.

VARIABLES

INDEPENDENT VARIABLES

• Age
• Department
• Designation
• Gender
• Highest qualification
• Work experience
• City
• Income

DEPENDENT VARIABLE

Factors influencing employee engagement

CONCEPTUAL DEFINITION

Employee engagement as the involvement and enthusiasm of employees in their work and
workplace. Employee engagement helps you measure and manage employee’s perspectives on
the crucial elements of your workplace culture.

Employee, a person who renders services for the fulfilment of the objectives of organization as
well as for professional growth

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RESEARCH DESIGN

The researcher has used the descriptive research design which helps to describe the factors
influencing employee’s engagement

Descriptive research design is the scientific method that is involved in observing and describing
the impact of the employee engagement among the employee’s perception.

UNIVERSE & SAMPLING

The universe of the study is employee’s in Best Corporation Private Limited, Tirupur.

SAMPLING TECHNIQUE

The respondent of the study was selected through Simple random sampling.

SOURCES OF DATA COLLECTION

Primary source

The primary source of data was collected through quantitative method with the help of self-
structured questionnaire, during 2022.

Secondary source

The researcher met the managers and coordinators of the Best Corporation Private Limited to
get permission to conduct the research and collected the necessary information about the
employee engagement activities.

TOOL OF THE DATA COLLECTION

Self- structured (Questionnaire)

Self- structured questions were given to study the socio demographic details of the respondents.
The self- structured questionnaire was consisting of 24 questions.

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PILOT STUDY

The researcher approached many manufacturing industries to conduct the study. But the
researcher got permission only from the Best Corporation Private Limited. The researcher
collected the data from the total population of the centres.

PRE- TESTING

The researcher after getting the permission from the industry conduced the pe-test with the 10-
employee included in the study population with the selected respondents.

The respondents were comfortable with the questionnaire and the research scale in the study.

STATISTICAL ANALYSIS

The analysis of data was done using by the SPSS software. The data was descriptive statistics
were having been used to derive the conclusion from the data of the study.

The statistical procedure adopted for the analysis of data collection consist of percentage
analysis.

LIMITATIONS

The size of the universe was limited when compared to the original population in the study area.

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CHAPTERIZATION

CHAPTER I INTRODUCTION

The conceptual and theoretical explanation of key elements validating the

rationale of the study is done in the first chapter.

CHAPTER II REVIEW OF LITERATURE

The second chapter reviews the empirical literature focusing the major
themes of the current study as covered study in specific studies, reports and intervention
programs.

CHAPTER III RESEARCH METHODOLOGY

The details such as the research methodology, need and objectives are
laid in the third chapter.

CHAPTER IV DATA ANALYSIS AND INTERPRETATION

The fourth chapter comprises the analysis and interpretation of the study

CHAPTER V FINDINGS, SUGGESTIONS AND CONCLUSION

The fifth chapter looks into the observations and reflections based on the
research thus adding up the qualitative part of the study. It presents the findings, suggestions and
conclusion related to the study.

The bibliography of all the sources of the study in order such as books,
internet links, magazine, newspaper etc., and important annexure of the study enclosed in the
end.

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 CHAPTER IV

ANALYSIS AND INTERPRETATIONS

The details about the analysis and the interpretation of the statistical test were applied by the
researcher are as follows:

TABLE 1
DISTRIBUTION OF THE RESPONDENTS BY THEIR AGE

Frequency Percent
below 30 29 58.0
31-40 9 18.0
Valid 41-50 9 18.0
51-60 3 6.0
Total 50 100.0

The above table shows the age wise classification of the employees. From this chart, we
can understand that More than half (58%) of the employees are below 30 years, less than quarter
(18%) of the employees are between the age of 31-40, less than quarter (18%) of the employees
are between the age of 41-50, very few (6%) of the employees are between the age of 51-60.

20
CHART 1

21
 DISTRIBUTION OF THE RESPONDENTS BY THEIR DESIGNATION
TABLE 2

Frequency Percent
Helper 9 18.0
Supervisor 16 32.0
Executive 15 30.0
Valid
Operator 9 18.0
Checking 1 2.0
Total 50 100.0

The above table shows the designation wise classification of the employees. From this chart, we
can understand that less than half 18% of the employees are helper, more than half 32% of the
employees are supervisor, 30% of the employees are executive, less than quarter 18% of the
employees are operator, less than few 2% of the employees are checking.

22
CHART 2

23
 DISTRIBUTION OF THE RESPONDENTS BY THEIR DEPARTMENT
TABLE 3

Frequency Percent
Packing 4 8.0
Admin 12 24.0
Production 19 38.0
Valid
Quality 8 16.0
Printing 7 14.0
Total 50 100.0

The above table shows the department wise classification of the employees. From this chart we
understand that less than few 8% of the employees are packing, less than quarter 24% of the
employees are administration, more than half 38% of the employees are production, less than
quarter 16% of the employees are quality, less than quarter 14% of the employees are printing.

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CHART 3

25
 DISTRIBUTION OF THE RESPONDENTS BY THEIR HIGHEST QUALIFICATION
TABLE 4

Frequency Percent
7-10 4 8.0
11-12 13 26.0

Diploma 5 10.0
Valid
Ug 20 40.0

Pg 8 16.0

Total 50 100.0

The above table shows the highest qualification classification of the employees. From
this chart we understand less than few 8% of the employees are 7-10 standard, less than quarter
26% of the employees are 11-12 standard, less than few 10% of the employees are diploma,
more than half 40% of the employee are under graduation, less than quarter 16% of the
employees are post graduate.

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CHART 4

27
 DISTRIBUTION OF THE RESPONDENTS BY THEIR GENDER
TABLE 5

Frequency Percent

Male 24 48.0

Valid Female 26 52.0

Total 50 100.0

The above table shows the gender wise classification of the employees. From this chart we
understand less than quarter 48% of the employees are male, more than half 52% of the
employees are female.

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CHART 5

29
DISTRIBUTION OF THE RESPONDENTS BY THEIR TOTAL WORK EXPERIENCCE

TABLE 6

Frequency Percent

6months 2 4.0
1-3yrs 17 34.0

4-7yrs 24 48.0
Valid
8-12yrs 6 12.0

above 12yrs 1 2.0

Total 50 100.0

The above table shows the work experience of the employees. From this chart we understand that
less than few 4% of the employees are having experience of 6 months, mo34% of the employees
are having experience of 1-3 years, 48% of the employees are having experience of 8-12 years, 2
%of the employees are having experience of above 12 years.

30
CHART 6

31
 DISTRIBUTION OF THE RESPONDENTS BY THEIR CITY
TABLE 7

Frequency Percent
Residential 26 52.0
Valid non-residential 24 48.0
Total 50 100.0

The above table shows the city wise classification of the employees. From this chart we
understand that 52% of the employees are residential, 48% of the employees are non- residential

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CHART 7

33
 DISTRIBUTION OF THE RESPONDENTS BY THEIR INCOME
TABLE 8

Frequency Percent
below 10000 7 14.0
11000-15000 28 56.0
16000-20000 11 22.0
Valid
21000-25000 2 4.0
above 25000 2 4.0
Total 50 100.0

The above table shows the income wise classification of the employees. From this we understand
that 14% of the employees are between below 10000 of salary, 56% of the employees are
between 11000-15000 of salary, 22% of the employees are between 16000-20000 of salary, 4%
of the employees are between 21000-25000 of salary, 4% of the employees are between above
25000 of salary.

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CHART - 8

35
 TABLE 9

DISTRIBUTION OF THE RESPONDENTS BY THEIR PROMOTION

OPPORTUNITIES IN THE ORGANIZATION

Frequency Percent

Strongly agree 13 26.0

Agree 16 32.0
Netural 17 34.0
Valid
Disagree 3 6.0
Strongly disagree 1 2.0
Total 50 100.0

The above table shows their promotion opportunities in the organization of the employee. From
this table we understand that 26% of the employees are strongly agree with promotion
opportunities in the organization, 32% of the employees are agree with promotion
opportunities in the organization, 34% of the employees are netural with promotion
opportunities in the organization, 6% of the employees are disagree with promotion
opportunities in the organization, 2% of the employees are strongly disagree with promotion
opportunities in the organization.

36
 TABLE 10

DISTRIBUTION OF THE RESPONDENTS BY THEIR REGULAR AND SYSTEMATIC

FINANCIAL POLICIES

Frequency Percent

Strongly agree 8 16.0

Agree 23 46.0

Netural 11 22.0
Valid
Disagree 7 14.0

Strongly disagree 1 2.0

Total 50 100.0

The above table shows that the regular and systematic financial policies wise classification of the
employees. From this table we understand that 16% of the employees are strongly agree with
regular and systematic financial policies, 46% of the employees are agree with regular and
systematic financial policies, 22% of the employees are netural with regular and systematic
financial policies, 14% of the employees are disagree with regular and systematic financial
policies, 2% of the employees are strongly disagree with regular and systematic financial policies.

37
 TABLE 11

DISTRIBUTION OF THE RESPONDENTS BY THEIR BONUS/TIP/REWARD IN THE

ORGANIZATION

Frequency Percent

Strongly agree 6 12.0

Agree 20 40.0

Netural 17 34.0
Valid
Disagree 6 12.0

Strongly disagree 1 2.0

Total 50 100.0

The above table shows that their bonus/tips/reward are satisfied with the organization wise
classification of the employee. From the table we understand that 12% of the employees are
strongly agree with bonus/tip/reward in the organization, 40% of the employee are agree with
bonus/tip/reward in the organization, 34% of the employees are netural with bonus/tip/reward in
the organization, 12% of the employees are disagree with bonus/tip/reward in the organization,
2% of the employees are strongly disagree with bonus/tip/reward in the organization.

38
 TABLE 12

DISTRIBUTION OF THE RESPONDENTS BY THEIR RECOGNITION ON GOOD

PERFORMANCE

Frequency Percent

Strongly agree 12 24.0

Agree 20 40.0

Netural 13 26.0
Valid
Disagree 4 8.0

Strongly disagree 1 2.0

Total 50 100.0

The above table shows that recognition on good performance wise classification of the employees.
From the table we understand that 24% of the employees are strongly agree to recognition on good
performance, 40% of the employee are agree to recognition on good performance, 26% of the
employees are netural to recognition on good performance, 8% of the employees are disagree to
recognition on good performance, 2% of the employees are strongly disagree to recognition on
good performance.

39
 TABLE 13

DISTRIBUTION OF THE RESPONDENTS BY THEIR SUPERVISOR TREATS

SUBORDINATES WITH RESPECT

Frequency Percent

Strongly agree 14 28.0

Agree 20 40.0

Netural 14 28.0
Valid
Disagree 1 2.0

Strongly disagree 1 2.0

Total 50 100.0

The above table shows that supervisor treats subordinate with respect wise classification of the
employees. From this table we understand that 28% of the employees are strongly agree that
supervisor treats subordinates with respect, 40% of the employees are agree that supervisor treats
subordinates with respect, 28% of the employees are netural that supervisor treats subordinates
with respect, 2% of the employees are disagree that supervisor treats subordinates with respect,
2% of the employees are strongly disagree that supervisor treats subordinates with respect.

40
 TABLE 14

DISTRIBUTION OF THE RESPONDENTS BY THEIR SUPERVISORS KEEP

EMPLOYEES WELL INFORMED ABOUT WHAT IS GOING ON IN THE
ORGANIZATION

Frequency Percent

Strongly agree 8 16.0

Agree 23 46.0

Netural 14 28.0
Valid
Disagree 3 6.0

Strongly disagree 2 4.0

Total 50 100.0

The above table shows that supervisors keeps employees well informed about what is going on
in the organization wise classification of the employee. From the table we understand that 16%
of the employees are strongly agree that supervisors keep employees well informed about what
is going on in the organization, 46% of the employees are agree that supervisors keep employees
well informed about what is going on in the organization, 28% of the employees are netural that
supervisors keep employees well informed about what is going on in the organization, 6% of the
employees are disagree that supervisors keep employees well informed about what is going on in
the organization, 4% of the employees are strongly disagree that supervisors keep employees well
informed about what is going on in the organization.

41
 TABLE 15

DISTRIBUTION OF THE RESPONDENTS BY THEIR POSITIVE FEEDBACK ON

PERFORMANCE OF EMPLOYEES BY SUPERVISOR WITHOUT ANY BIAS

Frequency Percent

Strongly agree 10 20.0

Agree 27 54.0
Netural 9 18.0
Valid
Disagree 3 6.0
Strongly disagree 1 2.0
Total 50 100.0

The above table shows that positive feedback on performance of employees by supervisor
without any bias wise classification of the employees. From the table we understand that 20% of
the employees are strongly agree that positive feedback on performance of employees by
supervisor without any bias, 54% of the employees are agree positive feedback on performance
of employees by supervisor without any bias, 18% of the employees are netural positive
feedback on performance of employees by supervisor without any bias, 6% of the employees are
disagree positive feedback on performance of employees by supervisor without any bias, 2% of
the employees are strongly disagree positive feedback on performance of employees by
supervisor without any bias.

42
 TABLE 16

DISTRIBUTION OF THE RESPONDENTS BY THEIR SUPERVISOR ENCOURAGES

EMPLOYEE CAREER DEVELOPMENT

Frequency Percent
Strongly agree 14 28.0
Agree 15 30.0
Netural 18 36.0
Valid Disagree 2 4.0

Strongly disagree 1 2.0

Total 50 100.0

The above table shows that supervisor encourages employee career development wise
classification of the employees. From the table we understand that 28% of the employees are
strongly agree that supervisor encourages employee career development, 30% of the employees
are agree that supervisor encourages employee career development, 36% of the employees are
netural that supervisor encourages employee career development, 4% of the employees are
disagree that supervisor encourages employee career development, 2% of the employees are
strongly disagree that supervisor encourages employee career development.

43
 TABLE 17

DISTRIBUTION OF THE RESPONDENTS BY THEIR SUPERVISOR IS SUPPORTIVE

IN GETTING THE JOB DONE

Frequency Percent

Strongly agree 11 22.0

Agree 26 52.0

Netural 8 16.0

Valid Disagree 4 8.0

Strongly disagree 1 2.0

Total 50 100.0

The above table shows that supervisor is supportive in getting the job done wise classification of
the employees. From the table we understand that 22% of the employees are strongly agree that
supervisor is supportive in getting the job done, 52% of the employees are agree that supervisor
is supportive in getting the job done, 16% of the employees are netural that supervisor is
supportive in getting the job done, 8% of the employees are disagree that supervisor is supportive
in getting the job done, 2% of the employees are strongly disagree that supervisor is supportive
in getting the job done.

44
 TABLE 18

DISTRIBUTION OF THE RESPONDENTS BY THEIR TEAM WORK

COOPERATE TO GET THE JOB DONE

Frequency Percent

Strongly agree 18 36.0

Agree 17 34.0

Netural 12 24.0
Valid
Disagree 2 4.0

Strongly disagree 1 2.0

Total 50 100.0

The above table shows that team work co- operate to get job done wise classification of the
employees. From this table we understand that 36% of the employees are strongly agree that
team work cooperate to get the job done, 34% of the employees are agree that team work
cooperate to get the job done, 24% of the employees are netural that team work cooperate to get
the job done, 4% of the employees are disagree that team work cooperate to get the job done, 2%
of the employees are strongly disagree that team work cooperate to get the job done.

45
 TABLE 19

DISTRIBUTION OF THE RESPONDENTS BY THEIR FREEDOM TO DECIDE HOW

TO DO JOB

Frequency Percent
Strongly agree 8 16.0
Agree 24 48.0
Netural 15 30.0
Valid Disagree 2 4.0

Strongly disagree 1 2.0

Total 50 100.0

The above table shows that freedom to decide how to do job wise classification of the
employees. From the table we understand that 16% of the employees are strongly agree freedom
to decide how to do job, 48% of the employees are agree freedom to decide how to do job, 30%
of the employees are netural freedom to decide how to do job, 4% of the employees are disagree
freedom to decide how to do job, 2% of the employees are strongly disagree freedom to decide
how to do job.

46
 TABLE 20

DISTRIBUTION OF THE RESPONDENTS BY THEIR FLEXIBILITY IN SCHEDULES

Frequency Percent
Strongly agree 9 18.0
Agree 18 36.0
Netural 15 30.0
Valid
Disagree 7 14.0

Strongly disagree 1 2.0

Total 50 100.0

The above table shows that flexibility in schedules wise classification of the employees. From
this table we understand that 18% of the employees are strongly agree that flexibility in
schedules, 36% of the employees are agree that flexibility in schedules, 30% of the employees
are netural that flexibility in schedules, 14% of the employees are disagree that flexibility in
schedules, 2% of the employees are strongly disagree that flexibility in schedules.

47
 TABLE 21

DISTRIBUTION OF THE RESPONDENTS BY THEIR MEDICAL BENEFITS

Frequency Percent
Strongly agree 8 16.0
Agree 20 40.0
Netural 15 30.0
Valid Disagree 6 12.0

Strongly disagree 1 2.0

Total 50 100.0

The above table shows that medical benefits wise classification of the employees. From this table
that 16% of the employees are strongly agree that employees satisfied with medical benefits,
40% of the employees are agree that employees satisfied with medical benefits, 30% of the
employees are netural that employees satisfied with medical benefits, 12% of the employees are
disagree that employees satisfied with medical benefits, 2% of the employees are strongly
disagree that employees satisfied with medical benefits.

48
 TABLE 22

DISTRIBUTION OF THE RESPONDENTS BY THEIR JOB IS INSPIRING

Frequency Percent
Strongly agree 12 24.0
Agree 20 40.0
Netural 14 28.0
Valid Disagree 3 6.0

Strongly disagree 1 2.0

Total 50 100.0

The above table shows that job is inspiring wise classification of the employees. From this table
we understand that 24% of the employees are strongly agree that job is inspiring, 40% of the
employees are agree that job is inspiring, 28% of the employees are netural that job is inspiring,
6% of the employees are disagree that job is inspiring, 2% of the employees are strongly disagree
that job is inspiring.

49
 TABLE 23

DISTRIBUTION OF THE RESPONDENTS BY THEIR FEEL ENERGETIC

Frequency Percent

Strongly agree 8 16.0

Agree 19 38.0
Netural 19 38.0
Valid Disagree 3 6.0

Strongly disagree 1 2.0

Total 50 100.0

The above table shows that feel energetic wise classification of the employees. From the table we
understand that 16% of the employees are strongly agree to feel energetic, 38% of the employees
are agree to feel energetic, 38% of the employees are netural to feel energetic, 6% of the
employees are disagree to feel energetic, 2% of the employees are strongly disagree to feel
energetic.

50
 TABLE 24

DISTRIBUTION OF THE RESPONDENTS BY THEIR CHALLENGES AT WORK

Frequency Percent
Strongly agree 11 22.0
Agree 23 46.0
Netural 10 20.0
Valid Disagree 4 8.0

Strongly disagree 2 4.0

Total 50 100.0

The above table shows that challenges at work wise classification of the employees. From the
table we understand that 22% of the employees are strongly agree to challenge at work, 46% of
the employees are agree to challenge at work, 20% of the employees are netural to challenge at
work, 8% of the employees are disagree to challenge at work, 4% of the employees are strongly
disagree to challenge at work.

51
 TABLE 25

DISTRIBUTION OF THE RESPONDENTS BY THEIR SENSE OF BELONGING WITH

THE ORGANIZATION

Frequency Percent

Strongly agree 11 22.0

Agree 22 44.0

Netural 13 26.0
Valid
Disagree 3 6.0

Strongly disagree 1 2.0

Total 50 100.0

The above table shows sense of belongings of the organization wise classification of the
employee. From the table we understand that 22% of the employees are strongly agree to sense
of belonging with the organization, 44% of the employees are agree to sense of belonging with
the organization, 26% of the employees are netural to sense of belonging with the organization,
6% of the employees are disagree to sense of belonging with the organization, 2% of the
employees are strongly disagree to sense of belonging with the organization.

52
 TABLE 26

DISTRIBUTION OF THE RESPONDENTS BY THEIR IMAGE OF THE

ORGANIZATION

Frequency Percent
Strongly agree 8 16.0
Agree 23 46.0
Netural 12 24.0
Valid Disagree 5 10.0

Strongly disagree 2 4.0

Total 50 100.0

The above table shows that image of the organization wise classification of the employees. From
the table we understand that 16% of the employees are strongly agree to image of the
organization, 46% of the employees are agree to image of the organization, 24% of the
employees are netural to image of the organization, 10% of the employees are disagree to image
of the organization, 4% of the employees are strongly disagree to image of the organization.

53
 TABLE 27

DISTRIBUTION OF THE RESPONDENTS BY THEIR SERVICE DELIVERY AS PER

CUSTOMER EXPECTATION

Frequency Percent
Strongly agree 16 32.0
Agree 21 42.0
Netural 9 18.0
Valid Disagree 2 4.0

Strongly disagree 2 4.0

Total 50 100.0

The above table shows the service delivery as per customer expectation wise classification of the
employee. From the table we understand that 32% of the employees are strongly agree to service
delivery as per customer expectation, 42% of the employees are agree to service delivery as per
customer expectation, 18% of the employees are netural to service delivery as per customer
expectation, 4% of the employees are disagree to service delivery as per customer expectation,
4% of the employees are strongly disagree to service delivery as per customer expectation.

54
 TABLE 28

DISTRIBUTION OF THE RESPONDENTS BY THEIR QUALITY OF SERVICE KEEPS

CUSTOMERS

Frequency Percent
Strongly agree 10 20.0
Agree 22 44.0
Netural 15 30.0
Valid Disagree 2 4.0

Strongly disagree 1 2.0

Total 50 100.0

The above table shows that the quality of service keeps customers wise classification of the
employees. From the table we understand that 20% of the employees are strongly agree to
quality of service keeps customers, 44% of the employees are agree to quality of service keeps
customers, 30% of the employees are netural to quality of service keeps customers, 4% of the
employees are disagree to quality of service keeps customers, 2% of the employees are strongly
disagree to quality of service keeps customers.

55
 TABLE 29

DISTRIBUTION OF THE RESPONDENTS BY THEIR CUSTOMER FEEDBACK AND

SUGGESTIONS

Frequency Percent
Strongly agree 10 20.0
Agree 20 40.0
Netural 15 30.0
Valid Disagree 4 8.0

Strongly disagree 1 2.0

Total 50 100.0

The above table shows that customer feedback and suggestion wise classification of the
employees. From the table we understand that 20% of the employees are strongly agree to
customer feedback and suggestions, 40% of the employees are agree customer feedback and
suggestions, 30% of the employees are netural customer feedback and suggestions, 8% of the
employees are disagree customer feedback and suggestions, 2% of the employees are strongly
disagree customer feedback and suggestions.

56
 TABLE 30
DISTRIBUTION OF THE RESPONDENTS BY THEIR COMMITMENT TO
IMPROVE THE QUALITY OF SERVICES REGULARLY

Frequency Percent
Strongly agree 10 20.0
Agree 27 54.0
Netural 10 20.0
Valid Disagree 2 4.0

Strongly disagree 1 2.0

Total 50 100.0

The above table shows that employee commitment to improve the quality of services regularly
wise classification. From the table we understand that 20% of the employees are strongly agree
to improve the quality of services regularly, 54% of the employees are agree to improve the
quality of services regularly, 20% of the employees are netural to improve the quality of services
regularly, 4% of the employees are disagree to improve the quality of services regularly, 2% of
the employees are strongly disagree to improve the quality of services regularly.

57
 TABLE 31

DISTRIBUTION OF THE RESPONDENTS BY THEIR TO STAY WITH

THIS ORGANIZATION

Frequency Percent
Strongly agree 6 12.0
Agree 21 42.0
Netural 17 34.0
Disagree 5 10.0

Strongly disagree 1 2.0

Total 50 100.0

The above table shows that the employees to stay with this organization wise classification.
From this table we understand that 12% of the employees are strongly agree to stay with this
organization, 42% of the employees are agree to stay with this organization, 34% of the
employees are netural to stay with this organization, 10% of the employees are disagree to stay
with this organization, 2% of the employees are strongly agree to stay with this organization.

58
 TABLE 32

DISTRIBUTION OF THE RESPONDENTS BY THEIR PLANNING FOR

A NEW JOB

Frequency Percent

Strongly agree 14 28.0

Agree 9 18.0

Netural 17 34.0
Valid
Disagree 8 16.0

Strongly disagree 2 4.0

Total 50 100.0

The above table shows employees planning for next job wise classification, from the table we
understand that 28% of the employees are strongly agree to plan for a new job, 18% of the
employees are agree to plan for a new job, 34% of the employees are netural to plan for a new
job, 16% of the employees are disagree to plan for a new job, 4% of the employees are strongly
disagree to plan for a new job.

59
 CHAPTER V

FINDINGS, SUGGESTIONS, AND CONCLUSION

INTRODUCTION

Findings are statement of factual information based upon the data analysis. Suggestions
and recommendations constitute the action plan put forward to the policy makers and uses of
research findings. Conclusions are inferences or generations drawn from the findings.

FINDINGS REALTED TO SOCIO DEMOGARPHIC DETAILS

• Majority of the respondents 58% belongs to the age of below 30

• Majority of the respondents 32% belongs to the category of supervisors
• Majority of the respondents 38% belongs to the category of production
• More than half of the respondents 52% are female
• Majority of the respondents 40% are under graduate
• Majority of the respondents 48% are working for 4-7 years
• More than half of the respondents 52% are residential

FINDINGS RELATED TO FACTORS INFLUENCING EMPLOYEE ENGAGEMENT

• Majority of the respondents 34% netural with promotional opportunities in the

organisation
• Majority of the respondents 46% agree that the regular and systematic financial policies
regarding the increment and other monetary benefits
• Majority of the respondents 40% agree that they are satisfied with the bonus/tips/reward
in the organization
• Majority of the respondents 40% agree with recognition on good performance
• Majority of the respondents 40% agree that supervisor treats subordinates with respect
• Majority of the respondents 46% agree supervisor keeps employees well informed about
what is going on in the organization

60
• Majority of the respondents 54% agree that positive feedback on performance of
employees by supervisor without any bias
• Majority of the respondents 36% netural that supervisor encourages employee career
development
• Majority of the respondents 52% agree that supervisor is supportive in getting the job
done
• Majority of the respondents 34% agree that employee in team work cooperate to get job
done
• Majority of the respondents 48% agree that freedom to do work
• Majority of the respondents 36% agree that flexibility in schedules
• Majority of the respondents 40% agree that medical benefits are satisfied
• Majority of the respondents 40% agree that job is inspiring
• Majority of the respondents 38% agree & netural that feel energetic
• Majority of the respondents 46% agree that willing to accept all sorts of challenges at
work
• Majority of the respondents 44% agree that strong sense of belonging with the
organization
• Majority of the respondents 46% agree that concerned about the image of the
organization
• Majority of the respondents 42% agree that service delivery as per customer expectation.
• Majority of the respondents 44% agree that quality of service keeps customers loyal and
hence repeated visits take place
• Majority of the respondents 40% agree that organization minutely considers the customer
feedback and suggestions
• Majority of the respondents 54% agree that commitment to improve the quality of
services regularly.
• Majority of the respondents 42% agree to stay with this organisation in the near future
• Majority of the respondents 34% Netural that planning for a new job

61
SUGGESTION

According to the survey, younger managerial employees are less engaged, and it is suggested
that organization’s looking to increase the level of their younger and frontline managers give
these younger middle managers job autonomy and decision-making power in order to create
more engagement; the phenomenon of job hoping has been on the rise recently. Top
management faces a difficult task in retaining young, smart employees. As a result, it is proposed
that any organization's senior management focus on younger managerial cadre and follow
through with ongoing organizational practice.

62
CONCLUSION

From this study the relationship between employee and employer is good. Age, years of
experience, job enrichment, physical fitness, and mental resilience are all important
characteristics that influence employee engagement. "Pay and perks," "potential for professional
progress and advancements," "difficult work & decision-making authority," "job security,"
"business reputation," and "relationship with subordinates" are among the determinants of
engagement. Finally, one of the most important factors is "retention." In terms of staff retention,
it is a result of employee engagement. "Intention to stay" and "Intention to quit" are two major
characteristics related with employee engagement. As a result, these aspects should be
considered while developing organizational retention strategies and rules for managerial success.

63