Project Report

On

“A Study on Factors Affecting Employee Engagement at Workplace

With a Special Reference to 1K”

Submitted in partial fulfillment of the requirements for

Masters of Business Administration (MBA)
From
Guru Gobind Singh Indraprastha University
New Delhi

Batch 2021-23

Submitted By: Submitted to:

Deepanshu Golley Dr. Babita Bhati
Roll no. 01918403921 Asst. Professor

ARMY INSTITUTE OF MANAGEMENT & TECHNOLOGY,

GREATER NOIDA-201306 (UP)

2023
 CERTIFICATE OF ORIGINALITY

I DEEPANSHU GOLLEY of MBA-18 hereby declare that this STR “A Study on Factors
affecting Employee Engagement at Workplace with a Special Reference to 1K” is written and
submitted under the guidance of DR. BABITA BHATI, is my original work. The entire analysis
and conclusion of this report are based on the information which is collected by me. The empirical
findings in the report are based on the data collected while preparing for this project.

(Signature)

Deepanshu Golley

Date: 26-Feb-2023
 SUPERVISOR CERTIFICATE

This is to certify that the work incorporated in the project report entitled “A Study on Factors
Affecting Employee Engagement at Workplace with a Special Reference to 1K” is a record of
work carried out by DEEPANSHU GOLLEY (Enrolment number: 01918403921) under my
guidance and supervision. The project work as mentioned above is hereby being recommended
and forwarded for examination and evaluation.

(Signature)

DR. BABITA BHATI

AIMR, GREATER NOIDA

Date: 26-Feb-2023
 ACKNOWLEDGEMENT

There are many obstacles in our way as we go towards developing our professions. So, I would
want to use this chance to express my gratitude to everyone who has helped me with this project
by lending me their important assistance. I appreciate the Army Institute of Management and
Technology in Greater Noida for giving me the opportunity to further my education. My faculty
advisor and mentor, DR. BABITA BHATI, has my sincere appreciation. I owe her for the priceless
counsel and insights she provided in helping me give my project direction as well as for her upbeat
mentoring.

Deepanshu Golley

AIMT (2021-23)
 Executive Summary

Impact: The purpose of this research is to observe the impact of work culture on Employee
engagement at 1K Kirana Bazaar.1K is a start-up which deals with the Distribution and
retail of Fast-moving consumer goods. In spite of being a start up, 1K is doing well and
the net monthly profits is around 27 crore rupees. Employees now a days are looking for
organizations with good work culture to work. The purpose of this study to identify if
good work culture really effects engagement at a workplace. This study aims at finding a
connection between Employee engagement and work culture. The survey was taken from
the employees of 1k Gurugram office to analyze the results. The idea of employee
engagement in human resources (HR) refers to how enthusiastic and committed an employee is to
their work. Employee engagement can be critical to a company's success, given its clear links to
job satisfaction and employee morale. Despite it being a common term, many people wonder
'what is workplace culture?' Workplace culture combines the principles and ideologies of
an organization. It's the environment you create for your employees and the sum of your
organizations’ traditions, interactions, attitudes, values and behaviors. A healthy workplace
culture aligns the company policies and employee behaviors with the company's goals
while focusing on the well-being of individuals.

A positive work culture doesn’t just happen. It takes thoughtfulness and careful cultivation.
If you haven’t been thinking about your organization’s culture, chances are it isn’t where
it needs to be. That can mean some major repercussions. A study in Sweden found
that employees under “poor” leadership had a 25% higher incidence of heart problems.
Physically and mentally stressed employees are not only less engaged. They’re also more
like to call out of work and eventually leave the company, leading to sky-high absenteeism
and turnover rates.
 TABLE OF CONTENT

Cover page…………………………………………………………………………………...... (i)

Certificate of originality…………………………………………………………………….... (ii)

Supervisor certificate………………………………………………………………………… (iii)

Acknowledgment……………………………………………………………………………....(iv)
Executive summary……….……..…………………………………….……………………... (v)

Table of contents……………………………………………………………………………... (vi)

Bibliography…………………………………………………………………………………(vii)

Appendix……………………………………………………………………………………(viii)

S.no. TOPICS PAGE NO.

1 CHAPTER 1: INTRODUCTION 8

2 CHAPTER 2: LITERATURE REVIEW 10

3 CHAPTER 3:METHODOLOGY 24

4 CHAPTER4: OBJECTIVES 19

5 CHAPTER5: DATA ANALYSIS AND INTERPRETATION 31

6 CHAPTER6: LIMITATIONS, SUGGESTIONS, AND 53

CONCLUSION
 INTRODUCTION

This study aims at finding a connection between Employee engagement and work culture. The
survey was taken from the employees of 1k Gurugram office to analyze the results.

The idea of employee engagement in human resources (HR) refers to how enthusiastic and
committed an employee is to their work.Employee engagement can be critical to a company's
success, given its clear links to job satisfaction and employee morale. Communication is a critical
part of creating and maintaining employee engagement. Engaged employees are more likely to
be productive and higher performing. They also often display a greater commitment to a
company's values and goals.

Companies may promote employee engagement in a variety of ways, such as by setting clear
standards, rewarding exceptional work, informing staff about the company's success, and giving
frequent feedback.The work culture definition is the attitudes and behaviors of employees within
an organization. Many things influence the company culture, ranging from the work environment
(ok, so ping pong tables don’t hurt), policies, leadership, goals, values, and mission.

A positive work culture doesn’t just happen. It takes thoughtfulness and careful cultivation. If you
haven’t been thinking about your organization’s culture, chances are it isn’t where it needs to be.
That can mean some major repercussions. A study in Sweden found that employees under “poor”
leadership had a 25% higher incidence of heart problems. Physically and mentally stressed
employees are not only less engaged. They’re also more like to call out of work and eventually
leave the company, leading to sky-high absenteeism and turnover rates.

Despite it being a common term, many people wonder 'what is workplace culture?' Workplace
culture combines the principles and ideologies of an organization. It's the environment you create
for your employees and the sum of your organisations' traditions, interactions, attitudes, values
and behaviours. A healthy workplace culture aligns the company policies and employee
behaviours with the company's goals while focusing on the well-being of individuals.

The results under shoes how the two are conneted and can be used to improve one another.
Literature Review
 Literature Review

Recent years have seen a rise in interest in the study of employee engagement from positive
psychologists, human resource experts, and management professionals. Work engagement is
becoming a more positive psychological concept as a result of the rise of positive psychology.

popular in occupational health psychology. Workers who are engaged in their job feel energised
and constructively linked to their tasks, and they have confidence in their ability to carry out the
duties of their position (Schaufeli & Bakker, 2004). Due to the needs of business practise, many
consulting companies frequently do research on employee engagement by interviewing both
employers and employees. Employee engagement has received a lot of research, yet there is no
consensus on its definitions, metrics, causes, or outcomes. Also, due to cultural differences, the
same engagement might not take place.

A contented and motivated workforce is no longer sufficient to produce the essential business
outcomes due to the global corporate environment and rising competition. Yet, this may not
necessarily result in improved performance. Happy people may just satisfy the needs of the job.
Employers encourage their workers to apply their full potential and competencies to their job
because, if they don't, the firm risks losing some of its most important people

Drs. T. Suhasini and K. Kalpana (2018): The study demonstrates that Employee Engagement is a
complicated task that cannot be finished by good training programmes. Organizations may raise
employee engagement through encouraging employee commitment, decision-making, and
opportunity thinking. Employee engagement promotes less tendency to leave the organisation and
more innovative work practises.According to V.Siva Kumar (2015), this study shows that having
a high degree of employee engagement helps the company thrive and serves as a retention tactic.
This study shows that there is insufficient staff involvement in private banks.
Table 2.1

S.no Author Defination

1 Kahn (1990) The harnessing of organization
members’ selves to their work
roles; in engagement, people
employ and express themselves
physically, cognitively, and
emotionally during role
performances

2 May at el (2004) How the organization’s members

devote themselves to work,
g not only cognition, but
also the flexible application of
emotions and behaviors

3 Wellins& A mixture of commitment, loyalty,

Concelman productivity, and ownership
(2005)

4 Saks The combination of knowledge,

(2006) emotion and behavior related to the
individual’s role performance
This is because organisations need to focus on more than employee happiness in order to compete
effectively. As a result, contemporary businesses demand that their staff members be enthusiastic,
excited, and creative at work, embrace challenges for their personal growth, aim for high standards
of performance, and be motivated and committed to their job. When individuals participate,
engagement is attained.According to the Institute of Employment Studies (IES), employee
engagement is defined as a positive attitude held by employees towards the organization and its
values.

According to Hewitt Associates, employee engagement is "the state in which the personnel are
emotionally and intellectually engaged to the organization's goals."

The Corporate Leadership Council (CLC) defines engagement as the level of employees'
dedication, effort, and willingness to stay with a firm.

Drs. T. Suhasini and K. Kalpana (2018): The study demonstrates that Employee Engagement is a
complicated task that cannot be finished by good training programmes. Organizations may raise
employee engagement through encouraging employee commitment, decision-making, and
opportunity thinking. Employee engagement promotes less tendency to leave the organisation and
more innovative work practises.According to V.Siva Kumar (2015), this study shows that having
a high degree of employee engagement helps the company thrive and serves as a retention tactic.
This study shows that there is insufficient staff involvement in private banks.

NP According to Myilswamy, Dr. R. Gayatri's (2014) paper, "A study on Employee Engagement:
Role of Employee Engagement in organisational Performance," the degree of engagement affects
employees' productivity and intentions to remain with the company. Engagement of employees
drives organisational

The idea of employee engagement in human resources (HR) refers to how enthusiastic and
committed an employee is to their work. Engaged staff members are invested in their job, the
success of the organisation, and the notion that their contributions matter. An engaged employee
is in it for more than just the money and believes that their success as an organisation depends on
how well they are doing. Employee morale and work happiness are strongly related to employee
engagement, which can be vital to a company's success. Communication is essential for
establishing and sustaining employee engagement.
Employees who are engaged are more likely to perform better and be more productive. They
frequently exhibit a stronger dedication to a company's objectives and core beliefs. Companies
may encourage employee involvement in a variety of ways, such as by clearly outlining
expectations, informing staff of the business' progress, rewarding outstanding performance with
promotions, and delivering frequent feedback. Making employees feel appreciated, valued, and as
like their ideas are being heard and understood is one of the other employee engagement tactics.
Employees that are engaged believe their work is important. Moreover, they think their managers
support them, value them, and hold them accountable for the accomplishments of their business.

Methodology This article has evaluated the research on measures to increase employee
engagement. Google Scholar was used to find the items, and those with the most citations were
picked for review. Finding patterns and trends in the research on HR strategy is the goal of the
review. The selection criterion was kept at a minimum of 100 citations for the work. Literature
Review Employee engagement, according to Markos and Sridevi (2010), is a strong predictor of
good organisational performance and exemplifies the two-way relationship between employer and
employee, in contrast to the three earlier constructs of employee commitment, job satisfaction, and
organisational citizenship behaviour. Employees that are engaged have a deep emotional bond
with their employer and put a lot of effort into their jobs.

Organizations should implement employee engagement tactics such as recognition and awards,
employee empowerment, and fostering a relationship between workers and leaders. The perception
of the workforce towards the company, according to Kumar and Pansari (2015), has a 123-126
Vidyabharati International Multidisciplinary Research Journal 6(1) ISSN 2319-4979 June 2017
125 substantial influence on how they approach their professions and how they interact with
clients. www.viirj.org Recent studies have also shown a correlation between high employee
engagement levels and faster rates of profitability growth. According to Sundaray (2011), focusing
on engagement techniques would boost organisational effectiveness and efficiency, resulting in
improved profitability, productivity, customer happiness, quality, staff retention, and enhanced
flexibility. Employee involvement, according to Shuck and Wollard (2009), has gained significant
appeal during the previous 20 years.
Despite the fact that the topic has been extensively written about, relatively little thorough
academic study has been conducted.the HRM practitioner community, indicates the need to close
the research gap, in theory, scholarship, and practice.

In a study, Matthews(2016) highlights the shortcomings of many businesses' methods and suggests
a number of strategic decisions that organisations could undertake to assist guarantee their future
approach is more successful and efficient.Differences 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. Abhram (2012) states that satisfied
employees may just be working to meet the demands of their jobs somehow. Such efforts do not
result in higher productivity. On the other hand, research has shown that engaged employees
ensure 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. Arrowsmith and Parker (2013) have written that
employee engagement has become a dominant part of the literature on human resource
management (HRM). However, there has been relatively less investigation of this implication for
human resource management in organizations.

Kumar and Gopinath (2016) have studied employee retention and engagement strategies in the
Indian BPO companies and found that the attrition rates in BPO industries are very high, reflecting
upon ineffective employee engagement strategies. Bhuvanaiah (2014) writes that while employee
engagement is a well-researched concept, it lacks a definite conceptual understanding and a
generally accepted definition. Despite its predictive role in attaining success for an organization,
there is a requirement for exploring the core content of the concept.

Employee involvement, according to certain academics, has been poorly imagined and
characterised in some instances.Employee engagement is a vast concept that touches almost all
parts of human resource management aspects we know thus far, if every part of human resources
is not addressed in the proper manner, employees fail to fully engage themselves in their job as a
result to such kind of mismanagement (Markos & Sridevi, 2010). Employee engagement is an
essential concept for better understanding and improving individual and organizational
performance, nowadays employee engagement is crucial because organizations are becoming
more demanding from their workers than ever before (Sahoo & Mishra, 2012).

Additionally, Rashid, Asad, and Ashraf (2011) noted that employee engagement is the primary
focus of both business entrepreneurs and academic researchers and is closely related to the problem
of the contemporary business environment. Employee engagement is now a crucial tool for every
organisation to use in order to gain an advantage over rival organisations. Employee engagement
has additionally been positively associated with performance in a variety of domains, such as
improved client satisfaction, profitability and productivity, and lower employee turnover
(Brunetto, Teo, Shacklock, & Farr-Wharton, 2012; Chat-Uthai, 2013; Harter, Schmidt, & Hayes,
2002; Markos & Sridevi, 2010; Moreland, 2013; Yalabik, Popaitoon, Chowne, &Rayton,There is
proof that firms all around the globe suffer financially as a result of low employee engagement.

Engagement has become a key topic in the academic and practitioner literature since Kahn first
conceptualized it in 1990. Its significance is explained by the claim that engagement significantly
predicts major organisational outcomes including productivity, profitability, satisfaction, and
retention. Employee engagement is a highly nebulous concept, and different academics have
defined and quantified it in various ways. This causes a haze of uncertainty to surround the concept
of involvement. There is no consistency and agreement about what motivates involvement and
how engagement may be fostered or improved since several measurements are being developed
and used.

This inconsistency often creates confusion for managers and organizations to strategize
engagement initiatives. The purpose of this paper is to review the construct of engagement and to
systematically focus on drivers and outcomes of engagement in order to find out the gaps in the
existing body of knowledge on engagement. Lastly, the paper attempts to develop a conceptual
framework on the basis of which future empirical study may be conducted.

Abstract A successful organization enables effective organization performance by strategic

manoeuvre. Leadership skills, motivation, training, Rewards, Career development, Strategic
planning, Management support, organization culture and climate are all the factors emphasized for
an effective and efficient organization performance. The bottom line for all the above factors which
yields benefits is in identifying the right resources. Recently the pandemic has worse hit on
economic condition resulting economic recession.

In most of the sector, employees were given an option work from home. Drastic swift in work
culture, work pressure, digital meetings & conferences. Purpose of then to study is to bring out the
intervention applied to increase employee engagement during this phase. The study focusses on
systematic comprehensive qualitative method in finding related topics of past ten years. After
reviewing various literature findings of the study states digital as a one of the important
interventions been used to engage employee during pandemic

To build business and achieve organization outcomes within a specific time line requires change
in internal environment. During COVID -19 pandemic conditions it was an emotional challenge
for many employees to undergo a shift in variation of work. Naturally work environment motivates
employee to gain interest, work from home is an unconditional work environment where employee
can feel less productive, boredom, fatigue, communication gap between superiors, networks issues
and so on. When productivity reduces from maximum number of employees, organizations fails
to perform on their road map. Certain employees may feel optimistic and few employees may feel
pessimistic. It was a biggest challenge for every organization to place all peas in one pod. Many
countries like china, Taiwan, Japan focused on utilizing Robots in service sector. Many employees
were forced to resign the job, source says that nearly 469 persons working in eight IT and ITES
companies in Bangalore have lost their job. There was a salary cut for government employees and
even private companies, education institution has cut the salaries of employees

Table 2.2
Year Author(s) Title Contribution

A Study on Factors The study reveals that Employee Engagement is

T.Suhasini and Affecting Employee a comprehensive task and cannot be
2018
Dr.K.Kalpana Engagement in Indian accomplished by the effective training programs
IT Industry also.

According to their research “A study on

NP Myilswamy, NP Myilswamy,
2014 Employee Engagement: Role of Employee
Dr.R.Gayatri Dr.R.Gayatri (2014)
Engagement in organizational Effectiveness

Despite the fact that the topic has been extensively written about, relatively little thorough
academic study has been conducted. A fragmented approach to comprehending and formulating
solutions for employee engagement inside firms is the outcome of this research gap. Employee
engagement initiatives are extensively employed in practise, according to Shuck and Reio (2011).
Yet, the construct is still little developed in the literature on human resource management (HRM).
The research gap between theory, scholarship, and practise has to be filled in light of the
underdevelopment in the HRM academic community and the high levels of interest in the HRM
practitioner community.

Table 2.3
There are a significant body of literature supporting the importance of employee engagement, but
S.no Author Defination

1 Kahn (1990) The harnessing of organization

members’ selves to their work

roles; in engagement, people

employ and express themselves

physically, cognitively, and

emotionally during role

performances

2 May at el (2004) How the organization’s members

devote themselves to work,

including not only cognition, but

also the flexible application of

emotions and behaviors

3 Wellins & A mixture of commitment, loyalty,

Concelman productivity, and ownership

(2005)

yet few empirical research on the antecedents and consequences of employee engagement
(Arrowsmith & Parker, 2013; Christian, Garza, & Slaughter, 2011; Van Rooy, Whitman, Hart,
&Caleo, 2011). Employee engagement has been a popular concept among business practitioners,
while in the academic literature, the concept remains relatively new (Junghoon 2012; Remo, 2012;
Truss, Shantz, Soane, Alfes, &Delbridge, 2013), and the relationships among potential antecedents
and consequences of engagement as well as the components of engagement have not been
rigorously conceptualized (Arrowsmith & Parker, 2013; Crawford, LePine, & Rich, 2010; Gupta
& Kumar, 2012; Macey & Schneider, 2008; Reissner& Pagan, 2013; Saks, 2006; Van Rooy et al.,
2011; Wollard& Shuck, 2011). There is a need for more exploration, growth and dialogues around
the topic of employee engagement.

Kumar and Gopinath (2016) have studied employee retention and engagement strategies in the
Indian BPO companies and found that the attrition rates in BPO industries are very high, reflecting
upon ineffective employee engagement strategies. Bhuvanaiah (2014) writes that while employee
engagement is a well-researched concept, it lacks a definite conceptual understanding and a
generally accepted definition. Despite its predictive role in attaining success for an organization,
there is a requirement for exploring the core content of the concept.

Some authors have claimed that employee engagement has been inconsistently defined and not
well conceptualized. More scholarly research is warranted in this area as employee engagement
strategy is widely seen in practice. As more research on the concept happens, clarity will emerge
on its nature. Given its importance, its antecedents and precedents should be studied with more
rigor and interest. There is a very close association between employee engagement and employee
and organizational performance. Employee engagement has important implications on factors like
employee interaction with the customers.

The concept has a strategic relevance as it is linked with the long-term performance of the
organization. It is a major strategy for long-term organizational sustainability in international
markets. Employee empowerment, recognition and rewards, and building a bond between
employees and leaders are important employee engagement strategies that organizations should
follow

Employee engagement is a broad notion that affects practically all elements of human resource
management that we are now aware of. If every component of human resources is not handled
properly, it will lead to employees who are not completely engaged in their work (Markos &
Sridevi, 2010). Employee engagement is a critical notion for understanding and enhancing both
individual and organisational performance today since employers are asking more from their
workforce than ever before (Sahoo & Mishra, 2012).In addition, Rashid, Asad, and Ashraf (2011)
stated that employee engagement is the key focus of both business entrepreneurs and academic
researchers and is closely related to the issue of modern business environment, employee
engagement is the becoming an important tool for every organization to gain competitive
advantages over other organizations. Moreover, employee engagement has been linked in a
positive manner with performance in many areas, including increased customer satisfaction,
profitability & productivity, and reduced employee turnover (Brunetto, Teo, Shacklock, & Farr‐
Wharton, 2012; Chat-Uthai, 2013; Harter, Schmidt, & Hayes, 2002; Markos & Sridevi, 2010;
Moreland, 2013; Yalabik, Popaitoon, Chowne, &Rayton, 2013).

There is proof that firms all around the globe suffer financially as a result of low employee
engagement. On the other hand, companies that are effective in fostering employee engagement
may reap major organisational advantages including greater retention rates, enhanced productivity,
and higher profit (Agarwal, Datta, Blake-Beard, & Bhargava, 2012; Brunetto et al., 2012; Chat-
Uthai, 2013; Harter et al., 2002; Soane, Truss, Alfes, Shantz, Rees, &Gatenby, 2012).

There is a substantial amount of literature that supports the significance of employee engagement,
but there is little empirical study on its causes and effects (Arrowsmith & Parker, 2013; Christian,
Garza, & Slaughter, 2011; Van Rooy, Whitman, Hart, &Caleo, 2011). Although the notion of
employee engagement is relatively new in the academic literature, it has gained popularity among
business practitioners (Junghoon 2012; Remo 2012;

Since the conceptualization of engagement by Kahn in the year 1990, it has emerged as an
important construct in the academic and practitioner literature. This importance can be attributed
to the fact that engagement is touted to be a significant predictor of important organizational
outcomes such as productivity, profitability, satisfaction, as well as retention. However, the
construct of employee engagement is very vague and different researchers have defined and
measured the construct differently. As a result of this, the construct of engagement is shrouded by
a cloud of ambiguity. Since different measures are being developed and used, there is little
consistency and consensus regarding what drives engagement and how engagement can be
developed or increased.

This inconsistency often creates confusion for managers and organizations to strategize
engagement initiatives. The purpose of this paper is to review the construct of engagement and to
systematically focus on drivers and outcomes of engagement in order to find out the gaps in the
existing body of knowledge on engagement. Lastly, the paper attempts to develop a conceptual
framework on the basis of which future empirical study may be conducted.

The idea of employee engagement in human resources (HR) refers to how enthusiastic and
committed an employee is to their work. Engaged staff members are invested in their job, the
success of the organisation, and the notion that their contributions matter. An engaged employee
is in it for more than just the money and believes that their success as an organisation depends on
how well they are doing. Employee morale and work happiness are strongly related to employee
engagement, which can be vital to a company's success. Communication is essential for
establishing and sustaining employee engagement.

Engaged employees are more likely to be higher performing and productive. They also often show
a greater commitment to a company's goals and values. Employers can promote employee
engagement in different ways, including communicating expectations, keeping employees
informed about the company's performance, offering promotions and rewards for excellent work,
and providing regular feedback. Other employee engagement strategies include making employees
feel respected and valued and making them feel that their ideas are being understood and heard.
Engaged employees think that their work is meaningful. They also believe that they are backed
and appreciated by their supervisors and responsible for the success of their company.

Methodology The literature on employee engagement initiatives has been reviewed in this essay.
Items were found using Google Scholar, and those that had more citations were chosen for
evaluation. The review's objective is to identify the patterns and trends in the research on HR
strategy. A minimum of 100 citations for the work was maintained as the selection criterion.
Research Review In contrast to the three earlier constructs—employee commitment, job
satisfaction, and organisational citizenship behavior—Markos and Sridevi (2010) claim that
employee engagement is a strong predictor of good organisational performance and demonstrates
the two-way relationship between employer and employee. Workers that are engaged feel a strong
emotional connection to their company and are very invested in their work.

Recognition and rewards, employee empowerment, and building a bond between employees and
leaders are employee engagement strategies that organizations should follow. Kumar and Pansari
(2015) think that the attitude of the employees toward the organization has a 123-126 Vidyabharati
International Interdisciplinary Research Journal 6(1) ISSN 2319-4979 June 2017 124
www.viirj.org 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. 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. Shuck and Wollard (2009)
believe that employee engagement has earned considerable popularity in the past 20 years yet it is
inconsistently defined and not well conceptualized.
Research Methodology
 Research Methodology
EVs are hard to come by in India and are not widely available in the market. Its possible that
future buyers and users of electric vehicles have never even seen, driven, or charged one. Few
people are familiar with these cars; qualities.
The data was gathered using a standardized questionnaire. Information on constructs and their
components was included in the instrument that was constructed. The questionnaire was divided
into two parts. The first section of the study concentrated on information on the respondents;
demographics, including their gender, age, level of education, household income, and automobiles
in the home. The model variables are measured in the questionnaire second
section. One dependent, four independent, and the mediating variable were all present. Six test
variables. The 16 questions in the final instrument measured the input variables.

RESEARCH DESIGN: In order to determine the effect of work culture on employee engagement,
a descriptive survey method was used. This method was used to collect and assess data which is
collected from the employees of 1k. Additionally, each respondent was asked to fill in a Survey
questionnaire in order to determine how they feel about the work culture. SPSS is used to analyze
the data.

SAMPLING

Sample collection method: Random sampling

Size of sample: 50

Type of study: Qualitative

PROCESS: Data from current Employee of 1K is collected. Questionnaire is floated to record

their response and the data is analyzed and the results are interpreted to identify the effect of work
culture on employee engagement.
Problem statement

To observe the impact of work culture on Employee Engagement with reference to 1K Kirana
Bazar.

Research Objective
 To analyze the effect of work culture on employee engagement.
 To identify the key elements responsible for Employee Engagement in 1K.

 Hypothesis: Work culture has direct effect on Employee Engagement at a workplace.

Figure 3.1

Figure 3.2
Figure 3.3
Figure 3.4
DATA ANALYSIS AND
INTERPRETATION
 DATA ANALYSIS AND INTERPRETATION

Fig.5.1

 The residual shows no pattern hence there is a relationship between the two.
• A residual value gauges how far a regression line misses a data point vertically. The best
fit for a set of data is provided by regression lines. The lines may be compared to averages;
certain data points will fit the line while others will not.
• A residual plot shows the independent variable on the horizontal axis and the Residual
Values on the vertical axis.
Fig.5.2

 The scatter plot shows a linear relationship between the two.

 The graphs that show the association between two variables in a data collection are
called scatter plots. It displays data points on a Cartesian system or a two-
dimensional plane. The X-axis is used to represent the independent variable or
characteristic, while the Y-axis is used to plot the dependent variable. These
diagrams or graphs are frequently used to describe these plots.
 RELIABILITY TEST

Reliability Statistics of Employee Engagement Questionnaire

Reliability Statistics

Cronbach's Alpha Based

Cronbach's Alpha on Standardized Items N of Items

.873 .888 12

Fig 5.3

 The Cronbach’s alpha test gives 0.873 which represents a highly reliable questionnaire.
 The minimum acceptable value for Cronbach's alpha ca 0.70; Below this value the internal
consistency of the common range is low. Meanwhile, the maximum expected value is 0.9.

Reliability Statistics of Work culture Questionnaire

Fig. 5.4

Reliability Statistics

Cronbach's Alpha Based

Cronbach's Alpha on Standardized Items N of Items

.863 .871 10

 The Cronbach’s alpha test gives .863 which represents a highly reliable questionnaire.

CORRELATION ANALYSIS
Fig 5.5

 The correlation between the two is .841 which is highly significant and shows a strong
relationship.

Correlations

Engagement Work culture

Engagement Pearson Correlation 1 .841**

Sig. (2-tailed) .000

N 48 48

Work culture Pearson Correlation .841** 1

Sig. (2-tailed) .000

N 48 48

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

 Correlation is a statistical term describing the degree to which two variables move in
coordination with one another. If the two variables move in the same direction, then those
variables are said to have a positive correlation.
 If they move in opposite directions, then they have a negative correlation
 REGRESSION

Fig. 5.6

Model Summaryb

Change Statistics

R
R Adjuste Square F Sig. F
Mode Squar d R Std. Error of the Chang Chang df df Chang
l R e Square Estimate e e 1 2 e

1 .841 .707 .700 .40257396863397 .707 110.74 1 46 .000

a
9 1

a. Predictors: (Constant), Work culture

Fig 5.7

Fig.5.8
Fig 5.9

Fig 5.10
Fig 5.11

Fig 5.12
Fig 5.13

Fig 5.14
Fig 5.15

Fig 5.17
Fig 5.18

Fig 5.19
Fig 5.20
 WORK CULTURE

Fig 5.21

Fig 5.22
Fig 5.23

Fig.5.24
Fig.5.25

Fig 5.26
Fig 5.27

Fig 5.28
Fig 5.29

Fig 5.30
DATA ANALYSIS RESULTS
 DATA ANALYSIS RESULTS AND CONCLUSION

6.1

S.no. Particular Result Interpretation

1 Cronbach alpha relaibilitytest .873 The Cronbach’s alpha test

gives .873 which represents a
highly reliable questionnaire.

2 Correlation analysis 841** The correlation between

work culture and
engagement is quite high.

3 Regression analysis R square .707 It should be higher than .6 to

be a good model.

 Employee engagement is highly dependent on work culture. As proved by the above data
 The major factors affecting the engagement are work culture, equipment required by the
employees, friends at work place, good communication with the manager and team, growth
opportunities and vision.
 R square give 70.7% relationship.
 An organization can increase its employee engagement by improving the work culture.
 Work culture and engagement is highly codependent on one another.
 Good results are directed associated with engagement.
 An organization cannot expect to improve engagement without improving the culture.
 Culture is also the responsibility of the employees.
 Since it a topic of social science, there are number of different factor that effects the
engagement. This study is only based on only culture.
 This study only considers work culture as a independent variable but more variables
could be added to know more about employee engagement
 Other factors such as personal temper and wellbeing etc are not considered in this study.
 A larger sample set should be used for the study.
 References and Citation

1. International Journal of Human Resource Studies .ISSN 2162-3058 , 2019, Vol. 9,

No. 1
2. Bakker, A.B. and Leiter M.P., 2010.
3. Work engagement: a handbook of essential theory and research.
4. New York, NY: Psychology Press.
5. The relationship between Employee Engagement at work and organizational outcomes
Gallup 2012 Q12
6. Meta analysis Employee Engagement: A Literature Review Dharmendra MEHTA,
Naveen K
7. MEHTA, Economia. Seria Management Volume 16, Issue 2, 2013 A study on Employee
Engagement in select organization: Dr D Madan Mohan G
8. Nalini, ITIHAS The journal of Indian Management Volume 6 Issue 3, 2016.pg 44-47.
Employee Engagement: A Structured Theoretical Review the International Journal of
9. Business & Management Vol 2 Issue 6 pg311 Employee engagement: A key to improving
performance, International journal of
10. Business management, vol 5 no 12 December 2010.
APPENDIX
 Questionnaire (Gallup)

1. I know what is expected of me at work.

2. I have the materials and equipment I need to do my work right.
3. At work, I have the opportunity to do what I do best every day.
4. In the last seven days, I have received recognition or praise for doing good work.
5. My supervisor, or someone at work, seems to care about me as a person.
6. There is someone at work who encourages my development.
7. At work, my opinions seem to count.
8. The mission or purpose of my company makes me feel my job is important.
9. My associates or fellow employees are committed to doing quality work.
10. I have a best friend at work.
11. In the last six months, someone at work has talked to me about my progress.
12. This last year, I have had opportunities at work to learn and grow.
 Work culture assessment (Gallup)

1. Ethics and compliance: If I raised a concern about ethics and integrity, I am confident my
employer would do what is right.
2. Diversity and inclusion: At work, I am treated with respect.
3. Leadership trust: I trust the leadership of this organization.
4. Leadership inspiration: The leadership of my company makes me enthusiastic about the
future.
5. Disruption: We have the speed and agility to meet customer and marketplace change.
6. Employee engagement: There is someone at work who encourages my development.
7. Performance management: I have received meaningful feedback in the last week.
8. Wellbeing: My company cares about my wellbeing.
9. Sustainability: My organization makes a significant contribution to the world.
10. Mission and purpose: The mission or purpose of my organization makes me feel my job is
important.