‘IMPACT OF EMPLOYEE ENGAGEMENT ON

ORGANIZATIONAL PERFORMANCE’

A PROJECT work submitted to the BHARATHIDASAN UNIVERSITY in

partial fulfilment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

(HR)

Submitted by
BINOY P
(REG.NO: 22419159)

Under the Guidance of

Dr. Vijay Kuriakose WITH QUALIF'ICATION Doctor of

Philosophy (Ph.D.) (Assistant Professor (Grade II)
Organizational Behaviour and Human Resources Area, IIM
Kozhikode)

CENTRE FOR DISTANCE AND ONLINE EDUCATION

BHARATHIDASAN UNIVERSITY
(Accredited With “A+” Grade by NAAC in the Third cycle)
TIRUCHIRAPALLI -620 024
July-2022
 ACKNOWLEDGEMENT

It gives me pleasure to thank the almighty God who has showered his abundant blessings on
me for completion of this Project work.

I extend my deep sense of gratitude to my Parents and Brothers for their love and affection,
support, and encouragement at every step of life.

I express my deep sense of gratitude to Dr. K. THAMARAISELVI, THE DIRECTOR,

(Centre for Distance and Online Education (CDOE), BHARATIDDASAN UNIVERSITY,
TRICHY-620 024) TRICHY-24 for providing me an opportunity to do this Project work.

I extend my deep sense of gratitude to My Project Co-Ordinator Lt. Col. Mantha Kanaka
Krishna Mohan (Retd.), having Qualification Master of Business Administration - MBA
Indira Gandhi National Open University, Master of Science - MS (Psychology) -
Bharathiar University,, Military Psch. Working as Consultant-General Administration,
Indian Institute of Management Kozhikode for his love and affection, support and
encouragement at every step of this project.

I wish to record my sincere and profound thanks to my Guide Dr.

Vijay Kuriakose, Doctor of Philosophy (Ph.D.) Assistant Professor (Grade II)
Organizational Behaviour and Human Resources, Indian Institute of Management
Kozhikode; Kozhikode for his valuable guidance, constant and valuable suggestion at every
stage of this Dissertation work.

I express my special thanks to who helped me in analysing the data with appropriate statistical
tools.

I express my thanks to Ms. DIVYA P, IIM Sambalpur.

Digitally signed by BINOY
PARAMBATH
Date: 2024.07.22 18:20:39
+05'30'
(BINOY P)
 DECLARATION

I hereby declare that the dissertation title " IMPACT OF EMPLOYEE

ENGAGEMENT ON ORGANIZATIONAL PERFORMANCE '' for the

award of MASTER OF BUSINESS ADMINISTRATION (MBA) Degree is

my original work and the Project work has not formed the basis for the award of

any Degree / Diploma / Associate ship / Fellowship or other similar title to any

candidate of any University.

Digitally signed by BINOY

PARAMBATH
Date: 2024.07.22 18:21:12 +05'30'
(BINOY P)
 CONTENTS
CHAPTER PARTICULARS PAGE.NO

ABSTRACT 1
1. INDRODUCTION OF THE STUDY 2
1.1. Introduction about the project title 2
CHAPTER I 1.2. Statement of the Problem 3
1.3. Scope or importance of the Study 4
1.4. Objectives of the study 5
1.5. Hypothesis of the study 6

CHAPTER II 8
2. PROFILE OF THE SAMPL POPULATION
CHAPTER III 11
3. REVIEW OF LITERATURE
4. RESEARCH METHEDOLOGY 14
4.1. Research Design 14
4.2. Nature of Data 14
4.3. Universe 14
4.4. Sample Size 14
CHAPTER IV 4.5. Sampling Method 14
4.6. Pilot Study 14
4.7. Method of Data Collection 14
4.8. Data Analysis 15
4.9. Limitations of The Study 15

CHAPTER V 16
5. ANALYSIS AND INTERPRETATION OF DATA
CHAPTER VI 43
6. FINDINGS, SUGGESTIONS, AND CONCLUSION
CHAPTER VII 45
7. BIBILOGRAPHY
CHAPTER VIII 46
8. ANNEXURE-QUESTIONNAIRE
 LIST OF TABLES

S. No Particulars Page No.

1. Table1: Age Diversity of Respondents 9
2. Table2: Gender Diversity of Respondents 9
3. Table3: Work Experience Diversity of Respondents 10
4. Table4: Academic Discipline Diversity-Respondents 10
 LITS OF FIGURES

S. No Particulars Page No.

1. Figure1. Organisation Size 8
2. Figure2. Industry Representation 8
3. Figure3. Age Diversity of Respondents 9
4. Figure4. Gender Diversity of Respondents 9
5. Figure5. Work Experience Diversity of Respondents 10
Figure6. Academic Discipline Diversity-Respondents 10
 Chapter I

ABSTRACT

Employee engagement has emerged as a critical factor influencing organizational performance

across various industries. This paper explores the impact of employee engagement on
organizational performance, aiming to provide insights into how engaged employees contribute
to achieving strategic objectives and enhancing overall effectiveness. The study reviews
existing literature on employee engagement, highlighting its definitions, dimensions, and
measurement approaches. It also examines empirical evidence linking employee engagement
with key performance indicators such as productivity, profitability, customer satisfaction, and
employee retention. Additionally, the paper discusses theoretical frameworks that explain the
mechanisms through which engaged employees drive organizational success.

Through a comprehensive analysis of available research, this paper identifies several factors
that contribute to fostering employee engagement, including leadership styles, organizational
culture, communication strategies, and employee development initiatives. Practical
implications for managers and HR professionals are discussed, emphasizing the importance of
implementing effective engagement strategies to optimize organizational outcomes. Finally,
recommendations for future research directions are proposed to further deepen understanding
of the complex relationship between employee engagement and organizational performance in
different contexts.

[1]
1. INDRODUCTION OF THE STUDY

1.1 Introduction about the project title

Employee engagement has become a focal point in contemporary organizational management,

recognized for its potential to significantly influence overall performance and success. As
organizations strive to navigate an increasingly competitive and dynamic business
environment, the commitment and motivation of their workforce emerge as pivotal factors in
achieving strategic goals. The title of this project, "Impact of Employee Engagement on
Organizational Performance," encapsulates a fundamental inquiry into how engaged
employees contribute to the broader success of their organizations.

In recent years, scholarly and practical interest in employee engagement has surged, driven by
empirical evidence linking high levels of engagement to enhanced productivity, profitability,
customer satisfaction, and employee retention. Organizations that prioritize and cultivate
engagement among their workforce often experience lower turnover rates, higher levels of
innovation, and superior service delivery. Consequently, understanding the mechanisms
through which employee engagement operates as a catalyst for organizational performance has
become imperative for both academics and practitioners alike.

This project seeks to delve into various dimensions of employee engagement, exploring its
definitions, measurement methodologies, and underlying theoretical frameworks. By
examining the intricate interplay between engagement and organizational outcomes, the study
aims to uncover actionable insights that can inform managerial strategies and HR practices.
Furthermore, it aims to highlight the role of leadership, organizational culture, communication
channels, and developmental opportunities in fostering a culture of engagement within the
workplace.

By addressing these critical aspects, this project not only aims to contribute to the existing body
of knowledge on employee engagement but also offers practical implications for organizational
leaders seeking to optimize their workforce's potential. Ultimately, a thorough understanding
of how employee engagement impacts organizational performance is crucial for devising
effective strategies that drive sustainable growth and competitive advantage in today's business
landscape.

[2]
1.2 Statement of the Problem

In today's competitive business environment, understanding the relationship between employee

engagement and organizational performance has become increasingly crucial for
organizational success. Employee engagement, defined as the emotional commitment
employees have towards their organization and its goals, has been linked to a variety of positive
outcomes such as increased productivity, improved customer satisfaction, higher profitability,
and reduced turnover rates. However, despite the growing recognition of its importance, there
remains a need for deeper exploration into how exactly employee engagement influences these
key organizational metrics.

The problem addressed in this study is to investigate and analyse the impact of employee
engagement on organizational performance across different sectors and organizational sizes.
Specifically, the study aims to answer the following research questions:

1. How important employee engagement is for organizational success?

2. How the factors Clear communication from management, Recognition and rewards for
good work, Opportunities for career development, Work-life balance initiatives and
Teamwork and collaboration influencing the impact on employee engagement level.
3. Effectiveness of Engagement Initiatives: How the engagement initiatives implemented
by the company/organization helps in organisation success?
4. Effectiveness of Engagement Initiatives?
5. Impact on Organizational Performance- How does employee engagement contribute to
the overall performance of our organization?

By addressing these questions, the study seeks to provide a comprehensive understanding of

the dynamics involved in the relationship between employee engagement and organizational
performance. This understanding is critical for guiding organizational leaders and managers in
developing effective strategies and initiatives to cultivate a highly engaged workforce that
drives sustainable business success. Moreover, the findings from this study aim to contribute
to the existing body of knowledge on employee engagement by offering insights into best
practices and actionable recommendations for enhancing organizational performance through
improved employee engagement strategies.

[3]
1.3 Scope or importance of the Study

The study on the impact of employee engagement on organizational performance holds

significant scope and importance across various dimensions of organizational management and
human resource practices. This research endeavours to contribute valuable insights and
practical implications for both academic understanding and managerial application.

1. Strategic Decision-Making: Understanding how employee engagement influences

organizational performance is crucial for strategic decision-making. Organizations can
use this knowledge to align their HR policies, leadership styles, and organizational
culture with the goal of enhancing engagement levels and thereby improving overall
performance metrics such as productivity, profitability, and customer satisfaction.
2. Employee Retention and Satisfaction: High levels of employee engagement are
closely linked to increased employee retention rates and job satisfaction. By identifying
the factors that contribute to engagement, organizations can implement targeted
initiatives to improve retention and create a positive work environment.
3. Competitive Advantage: Engaged employees are more likely to be innovative,
committed, and motivated to contribute positively to organizational goals. This study
can help organizations leverage employee engagement as a source of competitive
advantage in the marketplace.
4. Organizational Culture and Leadership: The study explores the role of leadership
styles, communication strategies, and organizational culture in fostering employee
engagement. Insights gained can aid leaders in creating a supportive and engaging work
environment conducive to high performance and employee well-being.
5. Enhanced Productivity and Efficiency: Engaged employees tend to be more
productive and efficient in their roles. By enhancing engagement levels, organizations
can optimize their operational efficiency and achieve higher levels of output with
existing resources.
6. Sector-specific Insights: The impact of employee engagement may vary across
different sectors and organizational sizes. This study aims to provide sector-specific
insights into the dynamics of engagement and performance, enabling tailored strategies
based on industry-specific challenges and opportunities.
7. Academic Contribution: The study contributes to the academic literature by
expanding the understanding of the mechanisms through which employee engagement

[4]
 influences organizational outcomes. It provides a basis for further research and
theoretical development in the field of organizational behavior and human resource
management.
8. Practical Implications: The findings of this study offer practical implications for
managers and HR professionals seeking to implement effective employee engagement
strategies. Recommendations derived from the research can guide the design and
implementation of policies and practices aimed at improving engagement levels and
achieving sustainable organizational success.

In conclusion, the scope and importance of studying the impact of employee engagement on
organizational performance lie in its potential to inform strategic decisions, enhance employee
satisfaction and retention, foster a positive organizational culture, and ultimately drive
competitive advantage and sustainable growth. By exploring these dimensions, this study aims
to provide valuable insights that can empower organizations to maximize their human capital
and achieve superior performance outcomes.

1.4 Objectives of the study

1. To Identify Key Dimensions of Employee Engagement: The study aims to identify

and analyze the key dimensions and components of employee engagement that
significantly impact organizational performance. This includes exploring factors such
as job satisfaction, commitment, motivation, and organizational citizenship behaviors.
2. To Assess the Impact on Organizational Performance Metrics: The primary
objective is to assess how employee engagement influences various organizational
performance metrics, including productivity, profitability, customer satisfaction, and
employee retention. The study seeks to quantify these relationships and establish
empirical evidence linking engagement levels to these outcomes.
3. To Examine Mechanisms and Pathways of Influence: The study intends to explore
the mechanisms and pathways through which employee engagement affects
organizational performance. This includes investigating the role of leadership styles,
communication strategies, organizational culture, and employee development
initiatives in fostering engagement and driving performance improvements.
4. To Provide Sector-Specific Insights: Recognizing the potential variability across
different sectors and organizational contexts, the study aims to provide sector-specific
insights into the impact of employee engagement. By comparing and contrasting
[5]
 findings across industries, the study can offer tailored recommendations for optimizing
engagement strategies based on sector-specific challenges and opportunities.
5. To Offer Practical Recommendations for Managers and HR Professionals:
Building on the research findings, the study aims to provide practical recommendations
for managers and HR professionals to enhance employee engagement and,
consequently, improve organizational performance. These recommendations may
include actionable strategies for leadership development, cultural transformation,
communication enhancements, and employee recognition programs.
6. To Contribute to Academic Knowledge and Research: Beyond practical
implications, the study aims to contribute to the academic understanding of employee
engagement and its role in organizational behavior and human resource management.
By advancing theoretical frameworks and offering empirical evidence, the study seeks
to enrich the existing body of knowledge and stimulate further research in this field.
7. To Enhance Competitiveness and Sustainability: Ultimately, the overarching
objective is to help organizations leverage employee engagement as a strategic lever
for enhancing competitiveness and ensuring long-term sustainability. By promoting a
motivated and committed workforce, organizations can achieve operational excellence
and adaptability in a dynamic business environment.

In summary, the objectives of the study on the impact of employee engagement on

organizational performance encompass both theoretical exploration and practical application,
aiming to uncover insights that can inform strategic decision-making and enhance
organizational effectiveness in diverse contexts.

1.5 Hypothesis of the study

The hypothesis of a study on the impact of employee engagement on organizational

performance typically revolves around testing the relationship between these two variables.
The hypothesis is formulated as follows:

1. Null Hypothesis (H₀): Employee engagement does not significantly impact organizational
performance.
2. Alternative Hypothesis (H₁): Employee engagement significantly impacts organizational
performance.

[6]
3. Alternatively, you could specify the direction of the impact if there's a theory or expectation
about how employee engagement might affect performance:
4. Directional Hypothesis: Higher levels of employee engagement positively correlate with
higher organizational performance.
5. In this case, the hypotheses would be:
6. Null Hypothesis (H₀): Employee engagement does not positively correlate with
organizational performance.
7. Alternative Hypothesis (H₁): Employee engagement positively correlates with
organizational performance.

When conducting the study, researchers would collect data on both employee engagement
(possibly measured through surveys, feedback mechanisms, etc.) and organizational
performance metrics (such as productivity, profitability, employee turnover rates, etc.). They
would then analyze the data to either accept or reject the null hypothesis based on statistical
significance and the strength of the correlation found in the data.

[7]
 CHAPTER II

PROFILE OF THE SAMPLE POPULATION

Survery Response- Organisation Size

51-200 employees

501-1000 employees

201-500 employees

11-50 employees

1-10 employees

1001-5000 employees

10,001+ employees

0.00% 10.00% 20.00% 30.00% 40.00% 50.00%

Response Share

Figure 1

Industry Representation

2%6% 5%
3%
3%
2% 21%
2%

22% 3%
10%
2%
6%3% 10%

Consultancy Education
Energy/Power Engineering
Environment & Agriculture Finance
Healthcare Hospitality
Information Technology Media and news
MSMEs Others
Public Service and Administration Retail
Software

Figure 2

[8]
Table 1 Age Diversity of Respondents

Age Diversity of Respondents Result

20-30 4.84%
30-40 46.77%
40-50 33.87%
Above 50 14.52%
Grand Total 100.00%

ABOVE 50 14.52%

40-50 33.87%

Total
30-40 46.77%

20-30 4.84%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00%

Figure 3

Table 2 Gender Diversity of Respondents

Gender Result
Female 37.10%
Male 62.90%

Female,
37.10%

Male, 62.90%

Figure 4

[9]
Table 3

Work Experience Response

0-5 Years 1.61%
10-15 Years 20.97%
15-25 Years 53.23%
5-10 Years 8.06%
Above 25 Years 16.13%

1.61%
16.13%
20.97%
0-5 Years
8.06% 10-15 Years
15-25 Years
5-10 Years
Above 25 Years

53.23%

Figure 5 Work Experience Diversity of Respondents

Table 4 Academic Discipline Diversity-Respondents

Edu. Qualification Response

Graduate 17.74%
HSC/+2/Pre-Degree 1.61%
Post Graduate Degree 62.90%
Post Graduate Diploma 17.74%

Graduate
HSC/+2/Pre-Degree
Post Graduate Degree
Post Graduate Diploma

Figure 6 Academic Discipline Diversity-Respondents

[10]
 CHAPTER III

REVIEW OF LITERATURE

Employee engagement has been recognized as a critical factor in determining organizational

performance. Several research findings have shed light on the various aspects of employee
engagement and its impact on organizational performance. This literature review aims to
synthesize the existing research insights and highlight potential research directions in this area.
J, A.. (2014) conducted a study to determine the impact of employee engagement on employee
performance. The findings revealed a significant impact of employee engagement on employee
performance (r2, 0.597). This indicates the crucial role of employee engagement in driving
individual employee performance within the organization.

Furthermore, HR practices such as selection, socialization, performance management, and

training have been identified as facilitators of employee engagement, leading to positive
outcomes that contribute to organizational competitive advantage
(https://www.semanticscholar.org/paper/7d8cc7616026cc371484671f33260b66af7c417e).
This highlights the importance of implementing effective HR practices to foster employee
engagement and enhance organizational performance.

On the other hand, the presence of a toxic workplace environment has been shown to have a
detrimental impact on employee engagement. Organizational support and employee well-being
were found to mediate the relationship between a toxic workplace environment and employee
engagement, further emphasizing the need for a supportive and healthy work environment to
promote employee engagement
(https://www.semanticscholar.org/paper/7d8cc7616026cc371484671f33260b66af7c417e).

The role of organizational culture in influencing employee performance has also been
investigated. Rasool, S. F.., Wang, Mansi., Tang, Minze., Saeed, A.., & Iqbal, J.. (2021) found
a strong relationship between organizational culture and employee performance, with employee
engagement playing a mediating role in this relationship. This suggests that organizational
culture can significantly impact employee performance, and employee engagement acts as a
mechanism through which this influence is exerted.

[11]
Moreover, perceived organizational support has been shown to positively influence employee
performance and affective commitment, with employee engagement mediating these
relationships (Kumari, Neeraj., & Singh, Devisha, 2018). This underscores the importance of
organizational support in driving employee engagement, ultimately contributing to improved
employee performance and commitment.

Nazir, Owais., & Islam, J.. (2017) highlighted the strong association between work engagement
and employee performance, with work engagement demonstrating a stronger relationship
compared to affective and normative commitment. This suggests that organizations should focus
on fostering work engagement among employees to enhance their performance.

In addition, leadership and organizational justice were identified as significant drivers of

employee engagement, further emphasizing the crucial role of leadership in promoting
employee engagement. The study also found that employee engagement had a significant impact
on job performance (Nazir, Owais., & Islam, J.., 2017).

Finally, Cesário, Francisco., & Chambel, M.. (2017) demonstrated that employee engagement
could improve team performance in organizational contexts, with organizational commitment
and citizenship behavior playing a mediating role in the relationship between employee
engagement and team performance. This highlights the cascading effects of employee
engagement on various aspects of organizational performance.

In conclusion, the literature review has provided valuable insights into the impact of employee
engagement on organizational performance. However, there are still several knowledge gaps
that warrant further research. For example, future studies could explore the specific mechanisms
through which HR practices facilitate employee engagement and the long-term effects of a toxic
workplace environment on organizational performance. Additionally, the mediating role of
employee engagement in various relationships, such as organizational culture and perceived
organizational support, could be further investigated to gain a deeper understanding of the
dynamics at play. Overall, the literature reviewed has underlined the significance of employee
engagement in driving organizational performance and has paved the way for future research to
delve deeper into this important area.

[12]
 References:
1. Rasool, S. F.., Wang, Mansi., Tang, Minze., Saeed, A.., & Iqbal, J.. (2021). How Toxic
Workplace Environment Effects the Employee Engagement: The Mediating Role of
Organizational Support and Employee Wellbeing. International Journal of
Environmental Research and Public Health , 18
. http://doi.org/10.3390/ijerph18052294
2. Kumari, Neeraj., & Singh, Devisha. (2018). Impact of Organizational Culture on
Employee Performance. Prabandhan: Indian Journal of
Management . http://doi.org/10.17010/PIJOM/2018/V11I6/128442
3. https://www.semanticscholar.org/paper/7d8cc7616026cc371484671f33260b66af7c417
e
4. Cesário, Francisco., & Chambel, M.. (2017). Linking Organizational Commitment and
Work Engagement to Employee Performance. Knowledge and Process Management ,
24 , 152-158 . http://doi.org/10.1002/KPM.1542
5. J, A.. (2014). Determinants of employee engagement and their impact on employee
performance. International Journal of Productivity and Performance Management , 63
, 308-323 . http://doi.org/10.1108/IJPPM-01-2013-0008
6. Nazir, Owais., & Islam, J.. (2017). Enhancing organizational commitment and employee
performance through employee engagement: An empirical check. , 6 , 98-114
. http://doi.org/10.1108/SAJBS-04-2016-0036

[13]
 CHAPTER IV

RESEARCH METHODOLOGY

(a) Research Design:

This study will employ a quantitative research design to systematically investigate the
relationship between employee engagement and organizational performance. Quantitative
methods are suitable as they allow for numerical measurement and statistical analysis of
variables.

(b) Nature of Data:

Conducting surveys will be the primary method to gather data. Surveys are efficient in
capturing large amounts of data from a diverse sample, allowing for comprehensive analysis
of employee engagement and its impact on organizational performance.

(c) Universe:

The study will focus on employees across different levels, departments and different industries
across globe and majority focus in India.

(d) Sample Size:

Determined based on statistical power analysis to ensure adequate representation and reliability
of findings.

(e) Sampling Method:

A stratified random sampling technique will be employed to ensure representation from various
levels of the organization and industries (e.g., executives, managers, frontline employees).

(f) Pilot Study:

Sample: Select a small, representative sample of employees from one or two departments
within a participating organization. Aim for diversity in terms of job roles and seniority levels.

Duration: Conduct the pilot study over a short period (e.g., 2-4 weeks) to simulate the data
collection timeline of the main study.

(g) Method of Data Collection:

Survey Questionnaires:

Develop and administer structured questionnaires based on established scales to measure

[14]
employee engagement.

Include items to assess organizational performance metrics such as productivity, profitability,

and employee retention rates.

Ensure clarity, reliability, and validity through pre-testing and piloting the questionnaire.
Secondary Data Analysis:
Supplement survey data with relevant organizational records (e.g., HR data, financial reports)
to provide additional insights into organizational performance metrics.

(h) Data Analysis:

 Descriptive Statistics:

 Calculate means, standard deviations, and frequency distributions to describe

employee engagement levels and organizational performance metrics.

 Inferential Statistics:

 Correlation Analysis: Examine the relationship between employee engagement and

organizational performance using Pearson's correlation coefficients.
 Regression Analysis: Conduct multiple regression analysis to identify significant
predictors of organizational performance, considering dimensions of employee
engagement as independent variables.
 Moderation Analysis: Explore potential moderating effects of organizational factors
(e.g., leadership style, organizational culture) on the relationship between employee
engagement and organizational performance.

(i) Limitations of The Study:

Generalizability: Findings may be limited to the specific organizations and contexts studied.
Causality: Difficulty in establishing causal relationships due to the cross-sectional nature of
the study.

[15]
 CHAPTER V
ANALYSIS AND INTERPRETATION OF DATA

Question No: 1 How important do you think employee engagement is for organizational
success? (1 being not important, 5 being very important)

Options Result
Very Important 67.74%
Important 20.97%
Moderately Important 9.68%
Not Important 1.61%

1.61%
9.68%

5 Very Important
20.97%
4 Important
3 Moderately Important
1 Not Important

67.74%

Inference: From these results, a significant majority (88.71%) of respondents perceive

employee engagement as either very important or important for organizational success. This
indicates a strong consensus among the options provided that employee engagement plays a
crucial role in achieving organizational success. Only a small minority (1.61%) consider it not
important, suggesting that most respondents recognize the value of employee engagement in
driving positive outcomes within an organization.

[16]
Question 2: How engaged do you feel in your current role?

Options Result
Highly Engaged 30.65%
Engaged 38.71%
Moderately Engaged 20.97%
Slightly Engaged 6.45%
Not Engaged 3.23%

3.23%
6.45%

30.65%

20.97% 5 Highly Engaged

4 Engaged
3 Moderately Engaged
2 Slightly Engaged
1 Not Engaged

38.71%

Inference: From these results, we can infer that a majority of respondents (69.36%) feel either
highly engaged or engaged in their current roles. This suggests that a significant portion of the
workforce feels a meaningful connection to their work and is motivated by their roles. A
notable proportion (20.97%) considers themselves moderately engaged, indicating that while
they are involved, there might be opportunities for improvement in enhancing their engagement
levels. A smaller percentage (9.68%) feels slightly engaged or not engaged, highlighting a
minority who may not feel as connected or motivated in their current roles. Overall, the
majority feeling engaged or highly engaged suggests a generally positive sentiment towards
their work, which can potentially contribute to better productivity and organizational outcomes.

[17]
Question 3: How likely are you to recommend your organization as a great place to work to
others?

Options Result
Definitely 32.26%
Probably 29.03%
Possibly 24.19%
Probably Not 8.06%
Definitely Not 6.45%

6.45%
8.06%

32.26%
5 Definitely
4 Probably
3 Possibly
24.19%
2 Probably Not
1 Definitely Not

29.03%

Inference: From these results, we can infer that a majority of respondents (61.29%) are likely
to recommend their organization as a great place to work ("Definitely" and "Probably"
combined). This indicates a positive sentiment among a significant portion of the workforce
regarding their organization's workplace environment and culture.

However, there is also a notable percentage (14.51%) who are less inclined to recommend their
organization ("Probably Not" and "Definitely Not" combined), suggesting that there are some
concerns or areas for improvement that may affect their willingness to endorse the organization
as a great place to work.

Overall, while a majority leans towards recommending their organization, the presence of those
who may not recommend highlights the importance of addressing any issues that could impact
overall employee satisfaction and advocacy.

[18]
Question 4: How ‘Clear communication from management’ is influencing employee
engagement in the organisation?

Options Result
Very Important 54.84%
Important 22.58%
Moderately Important 9.68%
Slightly Important 6.45%
Not Important 6.45%

6.45%
6.45%

9.68%
5 Very Important
4 Important
3 Moderately Important
54.84% 2 Slightly Important
1 Not Important

22.58%

Inference: Clear communication from management significantly influences employee

engagement in the organization. A majority of respondents (54.84%) rated it as "Very
Important," indicating that when management communicates clearly, it has a substantial
positive impact on how engaged employees feel. An additional 22.58% considered it
"Important," further emphasizing its role in fostering employee engagement. This suggests that
organizations should prioritize improving communication strategies to enhance employee
engagement levels effectively.

[19]
Question 5: How ‘Recognition and rewards for good work’ is influencing employee
engagement in the organisation?

Options Result
Very Important 50.00%
Important 22.58%
Moderately Important 11.29%
Slightly Important 9.68%
Not Important 6.45%

Inference: Recognition and rewards for good work play a crucial role in influencing employee
engagement within the organization. Half of the respondents (50.00%) rated it as "Very
Important," indicating that acknowledging and rewarding employees for their efforts
significantly boosts their engagement levels. An additional 22.58% considered it "Important,"
reinforcing the notion that recognition and rewards are pivotal in enhancing employee
satisfaction and commitment. Organizations should therefore focus on implementing effective
recognition and reward systems to foster a more engaged workforce effectively.

[20]
Question 6: How ‘Opportunities for career development’ is influencing employee engagement
in the organisation?

Options Result
Very Important 54.84%
Important 20.97%
Moderately Important 9.68%
Slightly Important 8.06%
Not Important 6.45%

6.45%
8.06%

9.68% 5 Very Important

4 Important
3 Moderately Important
54.84% 2 Slightly Important
1 Not Important

20.97%

Inference: Opportunities for career development significantly influence employee engagement

within the organization. Most respondents (54.84%) rated it as "Very Important," highlighting
those employees highly value growth opportunities as a key factor in their engagement.
Additionally, 20.97% considered it "Important," indicating a substantial portion of employees
recognize the importance of career development in their engagement levels. This underscores
the critical role that organizations play in fostering employee engagement by providing avenues
for professional growth and advancement. Implementing robust career development programs
can therefore lead to higher levels of employee satisfaction and commitment.

[21]
Question 7: How ‘Work-life balance initiatives’ is influencing employee engagement in the
organisation?

Options Result
Very Important 46.77%
Important 22.58%
Moderately Important 12.90%
Slightly Important 9.68%
Not Important 8.06%

8.06%

9.68%

5 Very Important
4 Important
46.77%
12.90% 3 Moderately Important
2 Slightly Important
1 Not Important

22.58%

Inference: Work-life balance initiatives have a significant impact on employee engagement

within the organization. Nearly half of the respondents (46.77%) rated it as "Very Important,"
indicating that initiatives aimed at promoting work-life balance are crucial for enhancing
employee engagement. An additional 22.58% considered it "Important," underscoring the
widespread recognition of work-life balance as a key factor influencing employee satisfaction
and commitment. This suggests that organizations should prioritize and invest in initiatives that
support employees in achieving a healthy balance between work and personal life, as it directly
contributes to fostering a more engaged workforce.

[22]
Question 8: How ‘Teamwork and collaboration’ is influencing employee engagement in the
organisation?

Options Result
Very Important 46.77%
Important 29.03%
Moderately Important 12.90%
Slightly Important 4.84%
Not Important 6.45%

6.45%
4.84%

12.90%
5 Very Important
4 Important
46.77%
3 Moderately Important
2 Slightly Important
1 Not Important

29.03%

Inference: Teamwork and collaboration significantly influence employee engagement within

the organization. A substantial portion of respondents (46.77%) rated it as "Very Important,"
indicating that fostering a collaborative and team-oriented environment is crucial for enhancing
employee engagement. Additionally, 29.03% considered it "Important," further highlighting
the positive impact of teamwork on employee satisfaction and commitment. This suggests that
organizations should focus on promoting and supporting effective teamwork and collaboration
among employees as a means to strengthen engagement levels. Effective teamwork not only
enhances productivity but also contributes to a sense of belonging and mutual support among
employees, ultimately boosting overall organizational performance.

[23]
Question 9: Effectiveness of Engagement Initiatives: Are you aware of any specific
engagement initiatives implemented by the company/organization?

Options Result
Yes 75.81%
No 24.19%

24.19%

No
Yes

75.81%

Inference: A significant majority of respondents (75.81%) are aware of specific engagement

initiatives implemented by their company or organization. This high awareness indicates that
many companies are actively implementing programs and strategies aimed at improving
employee engagement. Organizations that proactively communicate and implement
engagement initiatives are likely to foster a more engaged workforce, leading to higher levels
of satisfaction, productivity, and retention among employees. This awareness also suggests that
employees are tuned into efforts made by their employers to create a positive work
environment, which can contribute to overall morale and organizational success.

[24]
Question 10: How effective do you find these initiatives in fostering engagement and
motivation?

Options Result
Highly Effective 20.97%
Effective 32.26%
Moderately Effective 25.81%
Slightly Effective 8.06%
Not Effective 12.90%

12.90%
20.97%

8.06%
5 Highly Effective
4 Effective
3 Moderately Effective
2 Slightly Effective
1 Not Effective

25.81%
32.26%

Inference: The effectiveness of engagement initiatives in fostering engagement and motivation

varies among respondents, with a notable distribution across different effectiveness levels.
Specifically:

 20.97% of respondents find these initiatives "Highly Effective," indicating that a

significant portion perceives them as having a strong positive impact on employee
engagement and motivation.
 32.26% rate the initiatives as "Effective," suggesting that a substantial majority
recognizes their positive influence, though perhaps not at the highest level.
 25.81% consider them "Moderately Effective," indicating a moderate impact on
engagement and motivation.
 8.06% perceive the initiatives as "Slightly Effective," suggesting a minimal impact.
 12.90% deem them "Not Effective," indicating that some respondents do not feel these
initiatives contribute significantly to fostering engagement and motivation.

Overall, while a significant portion finds engagement initiatives effective or highly effective,
there is also room for improvement in ensuring that these initiatives meet the diverse needs and
expectations of employees in different organizational contexts.

[25]
Question 11: Have these initiatives positively impacted your productivity and job satisfaction?

Options Result
Highly Effective 22.58%
Effective 35.48%
Moderately Effective 14.52%
Slightly Effective 14.52%
Not Effective 12.90%

12.90%
22.58%

14.52% 5 Highly Effective

4 Effective
3 Moderately Effective
2 Slightly Effective
1 Not Effective

14.52%

35.48%

Inference: The impact of engagement initiatives on productivity and job satisfaction shows
varying levels of perceived effectiveness among respondents:

 Highly Effective: 22.58% of respondents feel that these initiatives have had a highly
positive impact on their productivity and job satisfaction.
 Effective: A larger proportion, 35.48%, find the initiatives effective in positively
impacting their productivity and job satisfaction.
 Moderately Effective: 14.52% perceive a moderate impact on productivity and job
satisfaction from these initiatives.
 Slightly Effective: Another 14.52% feel that the impact has been slight.
 Not Effective: 12.90% of respondents believe these initiatives have not positively
impacted their productivity and job satisfaction.

Overall, while a significant majority perceives at least some positive impact from engagement
initiatives, there is also a notable segment that does not feel these initiatives have effectively
improved their productivity or job satisfaction. This suggests that organizations may need to
tailor their engagement strategies more closely to individual employee needs and preferences
to maximize their effectiveness across the board.

[26]
Question 12: How would you rate the effectiveness of leadership in promoting employee
engagement within your team/department?

Options Result
Highly Effective 22.58%
Effective 29.03%
Moderately Effective 24.19%
Slightly Effective 9.68%
Not Effective 14.52%

14.52%
22.58%

9.68% 5 Highly Effective

4 Effective
3 Moderately Effective
2 Slightly Effective
1 Not Effective

24.19% 29.03%

Inference: From this data, it appears that a majority of respondents find leadership to be at
least moderately effective in promoting employee engagement within the team or department.
Specifically:

 Highly Effective and Effective responses combined make up 51.61% of the total
responses, indicating a significant proportion view leadership positively in this regard.
 Moderately Effective responses account for another 24.19%, reinforcing a generally
positive perception of leadership's impact on employee engagement.
 Slightly Effective and Not Effective responses together represent 24.20% of the
responses, indicating a smaller minority view leadership as less effective or ineffective
in promoting employee engagement.

Overall, the inference drawn from these results suggests that a substantial portion of the
respondents believe leadership is effective or highly effective in fostering employee
engagement within the team or department. However, there is still room for improvement, as a
notable minority perceives leadership as slightly effective or not effective in this aspect.

[27]
Question 12: Impact on Organizational Performance: In your opinion, how does employee
engagement contribute to the overall performance of our organization?

Responses:

 employee engagement creates a positive work environment where employees are

motivated to perform at their best. This, in turn, contributes directly to the organization's
success and sustainable growth. Therefore, fostering employee engagement should be a
priority for every organization aiming to achieve high performance and long-term
success.
 Happier the employee, happier the company
 Employee engagement fosters a positive workplace culture where employees feel valued,
respected, and motivated to actively contribute to the organization's success. This
dynamic results in enhanced performance, improved business outcomes, and a
strengthened competitive position in the marketplace.
 It helps a lot
 Honestly level increases so work becomes their passion
 It helps to increase the performance level of whole organisation
 No comments
 Your employees are the internal customers if the internal customers are happy
automatically the external customers would be happy. When an employee feels valued
and appreciated by his employer he will invest his energy and time in fulfilling company’s
objectives. This contribution will result in increased productivity improved customer
service loyalty and commitment which will ultimately improve the financial growth of
the organisation.
 Objectives of any organisation can be successfully met only when employee are
completely engaged.
 Brainstorming of ideas and teamwork enhanced by employee engagement in the
organization
 Employee engagement helps you measure and manage employees’ perspectives on the
crucial elements of your workplace culture. You can find out if your employees are
actively engaged with their work or simply putting in their time
 It is an essential part which is a must.
 Drives more ownership which naturally affects performance positively
 High
 100%
 Good
 Lower Employee Turnover, Better Feedback, Innovation, Quality of Service and
Products, Customer Retention, Market Leadership, Employee Focus
 improves work culture, better turn around time, increases productivity, builds better work
and customer relationships, resulting in overall profits.
 Very much
 Directly proportional
 Employee engagement initiatives has always motivated the employees to contribute more
to the organisation. Especially career growth opportunities provided has a positive impact
on the attitude of the employees.
 Employee not only feel fulfilled but also connected to the organisation
 Employees when feel left out, they are not committed to the organizational goals.

[28]
 It is paramount towards the success of any organization, especially large organization
 Essential for an employee to be engaged in order to perform better and reach goals
 If you keep your employee engage, it makes them feel important, and they contribute
honest and dedicated hard work. A happy employee in return works efficiently and will
handle the customers which will profit the business in that sense.
 Brings about institutionalization and ownership in the employee
 Significant impact
 Increases productivity, Builds better work and customer relationship
 It is very important factor, unfortunately in today's Indian corporate scenario there is very
little or no employee engagement. Even if it exists in some of the companies it only name
sake.
 Extremely important
 Culture eats Strategy for Breakfast
 Such initiatives positively impacting the employees and foster a collaborative
environment, and fresh perspectives.
 It helps a lot
 Engaged employee improves organizational performance
 When employees are engaged, they are more productive, motivated, and committed to
their work. This leads to higher levels of innovation, collaboration, and customer
satisfaction.
 It enhances overall productivity
 Employee engagement is very important lack of it can lead to poor performance of
business
 It does contribute a lot
 Employee satisfaction keeps employee churn rate low and keep the company commited
in delivering all it's promises.disengaged or unhappy employee will cause low quality
work and more of escalations
 Emplyees feel included performs better
 We follow a segment and team wise engagement activities which is giving outstanding
outcomes
 Impacts the organisation in positive way
 As IT is human centric, the feeling of security, belonging and appreciation help
employees get comfortable within the environment
 Engaged employees work for achievements not for the company. They own the
organisational goals.
 It’s help the management and the employees to know each other very well and clear on
the objectives
 In workplace the employee engagement helps to achieve the goals at a higher pace and
certain for a consistent development.
 It plays a pivotal role in the entire professional journey
 Employee engagement fosters confidence, boosts creativity and enables problem solving.
It imparts trust among team,enabling better team collaboration..all these are key to
performance
 Getting employees informed and involved would drive them.
 Very well
 Engaged employees are key to top performance. They can navigate well in VUCA
environment.

[29]
  my organization is gives a very high importance to people development employee
engagement and emphasis in a lot of people led autonomous initiatives. we have seen in
our internal surveys that teams with higher engagrnt has lower attrition increased of trust
among team members and greater local productivity improvement initiatives (because
teams know each other' areas) and also a lot of areas where internal movement helps fill
in complex roles.
 Its integral part for productivity
 Employee engagement significantly boosts organizational performance by enhancing
productivity, quality of work, and innovation. Engaged employees are more motivated,
resulting in higher efficiency and fewer errors. They also provide superior customer
service, fostering loyalty and satisfaction. High engagement reduces turnover and
absenteeism, saving costs related to hiring and training. It promotes a positive work
culture, improving team collaboration and overall well-being. Additionally, a strong
employer brand attracts top talent, further driving organizational success. Investing in
employee engagement creates a committed workforce that propels the organization
towards its objectives.
 Employe engagements create positive environment
 Employee engagement does contribute to the organization but does depend on the
vertical, tools used, leadership , organization culture and vision.
 Employee engagement is very important for the Overall performance of the company
 It is the only one way to increase efficiency as well as innovation.

Inference: From the responses provided, several key insights can be inferred regarding the
impact of employee engagement on organizational performance:

1. Enhanced Productivity and Quality: Engaged employees are more motivated and
committed, leading to increased productivity and higher quality work output.

2. Improved Customer Service and Satisfaction: Engaged employees tend to provide

better customer service, resulting in improved customer satisfaction and loyalty.

3. Reduced Turnover and Absenteeism: Organizations with higher employee

engagement experience lower turnover rates and reduced absenteeism, which helps in
retaining talent and reducing costs associated with hiring and training.

4. Positive Work Culture and Collaboration: Employee engagement fosters a positive

work environment where teamwork and collaboration thrive, contributing to overall
organizational cohesion and efficiency.

5. Innovation and Problem-Solving: Engaged employees are more likely to innovate

and contribute fresh ideas, which can drive organizational growth and competitiveness.

6. Organizational Commitment and Performance: When employees feel valued and

connected to the organization, they are more likely to align with its goals and contribute
towards its success.

7. Employee Satisfaction and Well-being: Engagement initiatives not only boost job
satisfaction but also promote overall well-being among employees, leading to a
healthier and more productive workforce.

[30]
In conclusion, the data suggests that employee engagement plays a crucial role in enhancing
various aspects of organizational performance. It creates a positive cycle where satisfied and
motivated employees contribute positively to the organization, resulting in improved
operational efficiency, customer relations, and overall business outcomes. Therefore, fostering
employee engagement should be a strategic priority for organizations aiming for sustained
growth and success.

[31]
Question 13: Impact on Organizational Performance- Can you provide any specific
examples where increased engagement led to improved outcomes or results?

Responses:

 In my previous company, spot awards and recognitions or rewards for achieving the
goals has motivated me to work better and achieve good results and take initiatives when
required.
 IS&D initiatives, volunteering initiatives, cohorts to hear people out and drive outcomes
 No comments
 Google is renowned for its innovative culture, which is fueled by high levels of employee
engagement. Google encourages creativity and risk-taking among its employees,
provides numerous perks and benefits, and fosters a collaborative environment. This
engagement has enabled Google to continuously innovate and launch successful
products and services, maintaining its position as a leader in the tech industry.
 Lending an ear to an employee has always resulted in improved performance
 Attending seminars and workshops increased my knowledge and skills
 Yes...when employees are involved in all kinds of engagement it leads to better
performance
 Give Ownership to the given task in which employee should engage and enjoy
 Participation in management decisions give more responsibility to all levels of
employees
 No comments
 Without looking at the clock working extra till the guest leaves. Walking that extra mile
for the guest.
 NIL
 Leadership training attended by employees within the organization would enhance
positive outcomes.
 Human resources leaders are focused on improving employee engagement initiatives at
their organization, and retention is one of the key reasons. Organizations with high
employee engagement reduce both turnover and hiring costs and disengaged employees
are a major factor contributing to high employee turnover.
 Online activities during Covid times led to improved productivity
 Diversity and inclusion drive in GE
 High
 Na
 No
 Employee Performance Appraisal - I have come across several instances where well
designed appraisal processes could capture employee suggestions, feedback,
contributions and innovations leading to its actual trails and implementations leading to
organizational benefits.
 Better employee engagement has ensured better results. A simple engagement /training
has led in better execution of production output.
 Free flow of information and clarity in the strategies
 There are many examples in all companies
 In my personal experience, I have understood that through these initiatives, the loyalty
of employees have increased. So inturn the retention rate has improved.

[32]
 Happens all the time during customer escalations where engaged employees make sure
the issue at hand is handled taking ownership and responsibility.
 Whenever there is clarity of communication, recognition of one's contribution, the
motivation is just in the air
 Attrition will be lower, so cost of delivery will be low
 Regular connects and employee engagement increases overall productivity of employees
 To examples on professions and personal fronts are company leaders involve our
employees and take the suggestions for any innovation and system thinking this
suggestion is decided in the group meetings and workshops, respective of designation.
All ideas are welcome, and we have a very good belief. All ideas are good ideas.
Secondly, our organisation also provides an extensive level of medical care - insurance,
doctors and medicines along with financial support and we feel that our family is secured.
We can give our hundred percent to the company without buying much in terms of health
of ourselves and our loved ones.
 Townhalls, employee recognitions and team building activities. Improved motivation
levels, reduced stress and increased productivity.
 Consulting employees to decide on future product roadmap improved delivery to the
product roadmap schedule.
 Emphasise culture and values, recognise employee individually, focus on employee well
being; for eg;- Employee was given training on specific tasks, he(employee) keeps
focussing tasks how to increase productivity of specific task. with consistency
monitoring and controlling, the employee try to achieve the desired result.
 Organisation should start valuing their employees, there has to be a balanced approach
when it comes to employer and employee engagement. Right now it is like Employer
treats employee like a slave and give them donkey's work.
 Rewards, events
 Potluck Lunches and Offsite Activities
 When i visited my extended team in India, I have organised a team offsite to improve
team cohesion. The result was phenomenal. I no longer needed to interevene
unnecessarily to reduce conflicts, and the team productivity improved deamatically.
 NA
 Introduction of new Quality/Delivery processes
 In my organisation, increased employee engagement lead to innovative new patents that
better meet customer needs, and differentiate the company in the market.
 several examples are there
 There were no such occurrence while I was employed.
 People lacking initiatives should be promoted to engage in activities across job roles, I
have seen this happening where introvert people have come out of their introvertness
 More transparency into organisation decision and also frequent communication
 Speak up culture
 We have d same divided the departments into multiple segments to make sure they
communicate only on most relevant topics and activities which keep the employees
focused and innovative.
 When a set of employees were involved in planning of finding new office location,
everyone gone extra mile to find the best location and even worked out of office hours
to get best place to work as new office
 Work life balance related initiatives such as baby sitting, health programs help
employees focus on the work at hands

[33]
  The company where I work is an everyday example. See even when no one's watching,
I couldn't stop talking good about my company and feeling amazing and grateful about
working there.
 Projects which were stuck from a long time got implemented
 No
 Yes, it gives an employee positive perspective towards organisation and leadership team
 Organizations with poor culture don't exist for long.
 Na
 None
 Accreditation Results, Canteen/MDC Services
 in one particular area where we got the highest scores in our semi annual internal
feedback surveys for the topics related to engagement, we have seen these areas had
significantly lower attrition and employees predominantly quit moved out only for life
change situations. we had very few cases where employees moved only for compensation
hike. the teams were able to cross train internally faster and we had shorter turnaround
time for team member ready for new roles. employee engagement also resulted in
improvement in cross teams collaborations as various engagent initiatives resulted in
teams spending casual conversations among each other which they do not this also
resulted in many internal streamlining and productivity increasing initiatives as team
members now had higher empathy for remote other teams.
 Team engagement through synergy workshops
 Increased employee engagement can significantly enhance organizational performance,
as seen in a mid-sized tech company that revamped its engagement strategy. By
implementing regular feedback sessions, offering professional development
opportunities, and fostering a supportive work environment, the company experienced
notable improvements. Employee turnover decreased by 20%, resulting in substantial
savings on recruitment and training. Productivity increased by 15% as employees
became more motivated and committed to their work. Additionally, this boost in
engagement led to greater innovation, culminating in the successful launch of a new
product line that increased company revenue by 25%. This example demonstrates that
investing in employee engagement can lead to improved outcomes and drive
organizational success.
 Not much
 If you are given opportunity to participate in new initiatives and there is possibility for
career progression or change of role
 All the employees are very committed towards their work and contribute well to the
project outcome or delivery
 Important problem solving.

Inference: Based on the examples provided, several key inferences can be drawn regarding
the impact of increased employee engagement on organizational outcomes:

1. Improved Performance and Productivity: Many examples highlight that engaged

employees tend to perform better. For instance, initiatives like spot awards, recognition
programs, and employee involvement in decision-making processes often lead to
increased motivation and commitment. This results in improved productivity, lower
turnaround times, and higher quality outputs.

[34]
 2. Enhanced Innovation and Creativity: Companies like Google emphasize a culture of
innovation driven by high employee engagement. When employees feel empowered to
share ideas and take risks, it fosters a creative environment that spurs innovation. This
innovation, in turn, leads to the development of new products, services, or processes
that differentiate the company in the market.

3. Reduced Turnover and Retention: Organizations with high levels of engagement

typically experience lower turnover rates. Engaged employees are more likely to stay
with the company, reducing recruitment and training costs. This stability also allows
for faster internal skill development and cross-functional collaboration, enhancing
overall organizational agility.

4. Positive Impact on Culture and Collaboration: Engagement initiatives such as team-

building activities, regular communication forums, and transparent decision-making
processes contribute to a positive organizational culture. This culture encourages open
communication, collaboration across teams, and a sense of belonging among
employees, which further boosts productivity and morale.

5. Cost Savings and Efficiency: Engaged employees are often more efficient in their
roles and contribute positively to the bottom line. Examples include instances where
engagement led to streamlined processes, faster project implementations, and reduced
operational costs through better resource utilization and improved decision-making.

In summary, these examples illustrate that investing in employee engagement initiatives not
only improves individual job satisfaction and motivation but also yields tangible benefits for
the organization as a whole, ranging from enhanced performance and innovation to reduced
costs and improved retention rates. Therefore, fostering a culture of engagement should be a
strategic priority for organizations seeking to achieve sustained success and competitive
advantage in their respective industries.

[35]
Question 14: Feedback and Suggestions: What improvements or additional initiatives would
you suggest to enhance employee engagement in our organization

Responses:

 Nothing
 .
 Workshops to develop new skills, create a positive work environment where all
employees feel valued.
 Several improvements and initiatives that could potentially boost employee engagement
are Regular Feedback Mechanisms, Recognition and Rewards, Training and
Development, Work-Life Balance Initiatives, Employee Well-being Support etc
 More bottom up communication channel
 Interactive workshops and Games
 Team games, offsite
 Have an periodic audit on happiness index at work station and personal life
 1
 No comments
 Recognition and timely promotion
 NIL
 Training events for upgrading skills.
 Encourage and Provide Training Opportunities Incorporating opportunities for
employees to bolster their skill set, learn from their peers and undergo structured
training programs will not only make them more productive and engaged in the
workplace, it might even stop them from pursuing a new role elsewhere.
 Feedback driven performance incentives
 Repetitive and clear communication on status of business
 Na
 Build ranapport
 No
 Include AI tools in employee engagement and evaluate efficacy
 Offering Career advancement programs and additional training.
 As above
 Long term and sustained motivation comes from how well people are respected.
Maintaining a culture which foresters and augments self respect can compensate for
slightly lower than standard salary.
 More Woman centric employee engagement initiatives must be included.
 Transparency and caring culture
 Same as above
 Compensation parity and effective communication
 Employee connects, training’s and career advancements
 Politics is common in many organizations and is a leading cause of stress and
dissatisfaction. Rewards, recognition, and monetary benefits like appraisals and
bonuses should be based purely on performance, not on favoritism. Transparent norms
and policies should be adopted to ensure fairness. Unfortunately, most organizations
fail to address this issue. As the saying goes, people don’t leave organizations; they
leave bad bosses. It's impossible for anyone to have a good rapport with everyone.

[36]
 Periodic townhalls to engage employees in workings of the company - highlight
success stories and also troubleshoot challenges.
 None
 Engage each employee__> motivate them --> provide clear KPIs with time line and
necessary support
 Treating everyone with courtesy and with respect and let them follow their passion.
 NA
 Regular Communications in Groups and Individuals.
 1.Regular 1-2-1 sessions between team members
2.proper feedback mechanism to downwards and upwards
3.regular offsite to nurture team cohesion, and fresh ideation
 NA
 Elicit feedback from employees and share results about each employee suggestion
 Empowerment and Autonomy: Providing employees with opportunities to make
decisions, contribute their ideas, and take ownership of their work can increase their
sense of autonomy and engagement.
 Work from home facility for eligible support streams like Finance, legal, HR ETC
 Clear Roles and responsibilities, chain of command, freedom to perform the tasks,
collaborative and participative solutions in case of cross functional dependencies,
Competence, collective and complimentary competence for Growth are particularly
important for success of the organisation.
 One to one counselling and involvement of middle management in decision making,
basically their views if taken helps a lot in confidence and moral building
 Nil
 Transparent communication
 We should organise different work place for each small segments to generate better
focus
 Clear communication without sugarcoat, empowerment and create a culture to ask
questions without fear
 Engagement activities should be targeted at various segments within the organization
for better outcome
 Make them feel heard and seen. Rangoli competitions and team outings won't go long
way.
 We need to be very clear on KRA and KPI in the beginning of the year. Employees
should not be measured only on their KPI
 Implement a memorandum of distribution of work and support healthy work
atmosphere. Soft skills training to be made mandatory.
 Clear communication, work life balance, motivation are important aspects
 Strong processes are needed to ensure each individual personality and varied behaviors
impact the culture and disturb other's experiences.
 Na
 None
 Better Corporate Communications
 Promoting More of job tasting / temp / side of desk opportunities. We are trying to
create forums and platforms where employees can be matched to other employees and
initiatives based on their interest groups. Eg if some one wants to learn more
automation then they will be matched to initiatives which require such skills. Also

[37]
 beyong work there are pet, disability, caregiver, faith and diversity based employee
groups who meet and self govern their activities based on the organization's conduct
and risk guidelines.
 Rewards and Recognition, clear feedback on performance and area of improvement
 To enhance employee engagement in our organization, several improvements and
initiatives could be implemented. Introducing regular feedback sessions would allow
employees to voice their opinions and feel valued, fostering a culture of open
communication. Offering more professional development opportunities, such as
training programs and career advancement paths, would help employees grow and feel
invested in the organization. Implementing a mentorship program could provide
guidance and support, boosting morale and motivation. Additionally, promoting work-
life balance through flexible work schedules or remote work options would improve
overall well-being. Recognizing and rewarding outstanding performance can further
motivate employees and create a positive work environment. These initiatives
collectively can significantly enhance employee engagement and drive organizational
success.
 Challenging roles, clearly defined organizational goals and honest attempt by
management to attain them
 Introduce ERP for automation.Incorporate a training calendar.Move from a rule based
structure to an informal structure where output will determine your performance, can
be measurable and Implement SMART.
 nothing much
 Job rotation and training.

Inference: Based on the responses provided, here are several key inferences and suggestions
for improving employee engagement within an organization:

1. Regular Feedback Mechanisms: Implementing structured and regular feedback

sessions can empower employees by providing them a platform to voice their opinions
and concerns. This fosters a culture of open communication and makes employees feel
valued.

2. Training and Development Opportunities: Offering continuous learning

opportunities, such as training programs and career advancement paths, demonstrates
investment in employees' growth. This not only enhances their skills but also increases
their engagement and commitment to the organization.

3. Recognition and Rewards: Recognizing and rewarding employees for their

contributions and achievements is crucial. This can be through formal rewards
programs or even simple acknowledgments for good work, which boosts morale and
motivation.

4. Work-Life Balance Initiatives: Promoting work-life balance through flexible work

schedules, remote work options, or wellness programs can improve overall employee
well-being and satisfaction.

5. Transparency and Communication: Ensuring transparent communication about

organizational goals, decisions, and performance metrics helps build trust and

[38]
 alignment among employees. It also encourages a sense of ownership and
accountability.

6. Empowerment and Autonomy: Providing employees with autonomy in decision-

making and opportunities to take ownership of their work can enhance their sense of
responsibility and engagement.

7. Diversity and Inclusion Initiatives: Implementing initiatives that support diversity,

equity, and inclusion can create a more inclusive workplace where all employees feel
respected and valued.

8. Team Building Activities: Organizing team-building activities, both on-site and off-
site, can strengthen relationships among employees, improve teamwork, and foster a
positive work environment.

9. Mentorship and Coaching Programs: Establishing mentorship programs where

experienced employees mentor junior staff can provide guidance, support career
development, and enhance engagement.

10. Flexible Benefits: Offering a range of benefits that cater to different employee needs,
such as health and wellness programs, childcare support, or financial planning
assistance, demonstrates care for employees' holistic well-being.

By focusing on these areas, organizations can create a workplace environment that promotes
engagement, productivity, and ultimately, organizational success. Each initiative should be
tailored to fit the specific needs and culture of the organization while continuously evolving
based on feedback and outcomes.

[39]
Question 15: Feedback and Suggestions: Any other comments or insights you would like to
share regarding employee engagement and its impact on organizational performance?
Responses:

 No
 .
 No
 Employee engagement is a holistic concept that encompasses various facets of the
employee experience. By nurturing a culture where employees are valued, supported,
and empowered, organizations can create a foundation for sustained success and
growth.
 Glass wall policy encourages clear communication across hierarchies which if not
reduces when an organisation grows
 It enhances individual job satisfaction
 No
 No
 N
 No comments
 Two aspects which actually motivates an employee is an employer's feelings for the
employee and monetary benefits. If this is taken care of , it will definitely create an
impact on organizational performance
 NIL
 Employee engagement is important for organizations to ensure productivity through
employee satisfaction.
 For employees to be engaged, they have to generally be satisfied at work. Astute
organizations understand that happy employees are also more productive, loyal,
enthusiastic, and are committed to staying at that company.
 Keep changing ways of engagement every year
 An engaged employee develops a sense of belonging which in turn creates loyalty and
drive
 Na
 Na
 No
 Its has to be on going and feedback process must be strong
 Engaged employees lead to long-term employee retention, higher employee
performance, improved quality of work, and organizational success.
 As above
 None
 Same as above
 None
 None
 None
 Transparent and clear communication helps employee in long term
 As mentioned above
 Nothing
 None
 Emphasize company culture and growth

[40]
 By letting an employee follow their passion and grow.
 Keep a big budget for it always
 Employee Engagement must be authentic and the intention should be transparent and
must be a collaborative effort.
 Feedback to superiors should be part of the 1-2-1 sessions
 NA
 None
 High engagement levels correlate with lower turnover rates. Employees who feel
valued and engaged are less likely to leave the organization, reducing recruitment and
training costs.
 Role of a leader and positive communication from top management certainly impoves
the employee engagement
 Avoid experimentation and penalisation of employees. As organisations act
responsibly, don't do social injustice.
 I would mention it similar to my previous reply
 It's not one size fit all depends on the organisation structure of the company , it's ethos
and beliefs
 Forster collaboration
 Employee engagement is the key to create a creative team which need to be used
process oriented way else employees will be destructed from their work.
 None
 If the engagement theme matches the innermost needs of the human playing the role in
an organisation, it always clicks and brings about positive outcomes
 NA
 Too much of engagement can be cause of worry
 No
 Employee engagement should be part of the monthly activities not annually.
 None. Thank you
 Na
 None
 An engaged employee is a result of sound corporate governance. A top-down approach
in creating a conducive organisational climate will help foster better engagement and
outcomes
 We have seen some of traditional approaches such as meeting with sr leadership,
exchange sessions, townhalls etc now are having lower impact. .with the workforce
becoming diverse some departments with younger workforce may prefer team outings
while older workforce considers flexible work hours as higher priority. Emphasis of
career development has also seen negative returns as always there will be fewer
opportunities than applicants and leading to higher number of dissatisfied rejects than
satisfied selects (some would even move external there by loosing the investment in
them.
Providing new learning opportunities and spot awards and platforms where people are
given gift vouchers where they can only use it to recognise others help in generating a
higher engagement scores.
 NO
 NA
 nA

[41]
  Organizations need to be process-driven, follow best practices from market leaders,
international institutions, empower employees with the idea of upskilling, facilitate
friendly culture and execute measure's to ensure performance based pay-
rise/promotions etc.
 NA
 Recognition of employees achievements.

Inference: Based on the responses provided, several themes and insights about employee
engagement and its impact on organizational performance can be inferred:

1. Diverse Engagement Preferences: There is recognition that different demographics

within the workforce have varied preferences for engagement activities. Younger
employees may favour team outings and new learning opportunities, while older
employees may value flexible work hours and career development. Organizations
should tailor engagement strategies to accommodate these differences.
2. Importance of Communication: Clear and transparent communication is consistently
emphasized as crucial for effective employee engagement. This includes
communication from leadership, opportunities for feedback, and fostering a culture of
open dialogue.
3. Employee Satisfaction and Productivity: There is a strong belief that engaged
employees are more satisfied, productive, and loyal. They contribute positively to
organizational success by enhancing performance, quality of work, and reducing
turnover rates.
4. Holistic Approach to Engagement: Employee engagement is seen as a holistic
concept that involves nurturing a supportive and empowering culture. It encompasses
factors such as job satisfaction, recognition, career growth opportunities, and a sense of
belonging.
5. Adaptation and Innovation: Traditional engagement methods like meetings with
senior leadership are viewed as having diminishing impact. Organizations are
encouraged to innovate and adapt engagement strategies continuously to meet evolving
workforce expectations and needs.
6. Leadership Role: Effective leadership, positive communication from management,
and a conducive organizational climate are identified as critical factors in fostering
employee engagement. A top-down approach that aligns with corporate governance
principles is seen as beneficial.
7. Feedback and Recognition: Regular feedback mechanisms and recognition of
employee achievements are highlighted as essential components of successful
engagement strategies.

In summary, for organizations aiming to enhance performance through employee engagement,

it is crucial to adopt flexible and inclusive engagement practices, prioritize clear
communication and feedback loops, recognize and cater to diverse employee preferences, and
ensure strong leadership support throughout the process. This approach not only boosts
engagement but also contributes significantly to overall organizational success and
sustainability.

[42]
 CHAPTER VI
FINDINGS, SUGGESTIONS AND CONCLUSION

FINDINGS

1. Employee Engagement Importance: A significant majority of respondents (88.71%)

perceive employee engagement as crucial for organizational success. This underscores
a strong consensus on the pivotal role of engagement in achieving positive outcomes
within organizations.
2. Recommendations as a Great Place to Work: While 61.29% of respondents are likely
to recommend their organization as a great place to work, 14.51% are less inclined to
do so. This highlights both positive sentiment and areas for improvement in
organizational culture and employee satisfaction.
3. Impact of Clear Communication: Clear communication from management is highly
valued, with 54.84% rating it as "Very Important" in fostering employee engagement.
This indicates a need for organizations to prioritize effective communication strategies.
4. Recognition and Rewards: Acknowledgment and rewards for good work are deemed
"Very Important" by 50.00% of respondents, emphasizing their significant role in
enhancing employee satisfaction and commitment.
5. Career Development Opportunities: A majority (54.84%) consider career
development opportunities "Very Important" for engagement, indicating a strong desire
among employees for growth and advancement within the organization.
6. Work-life Balance Initiatives: Nearly half (46.77%) rate work-life balance initiatives
as "Very Important," suggesting their critical role in influencing employee satisfaction
and commitment.
7. Teamwork and Collaboration: Effective teamwork and collaboration are essential for
46.77% of respondents, emphasizing their positive impact on engagement and
organizational performance.
8. Awareness and Effectiveness of Engagement Initiatives: A high awareness (75.81%)
of engagement initiatives exists among respondents, with varying perceived
effectiveness levels: 20.97% find them highly effective, while 12.90% deem them not
effective.
9. Leadership Impact on Engagement: A significant proportion (51.61%) view
leadership as highly effective or effective in promoting employee engagement, though
there is room for improvement based on less positive responses (24.20%).

SUGGESTIONS

Based on the findings, several recommendations can enhance organizational practices:

1. Enhanced Communication Strategies: Invest in improving clarity and transparency

in communication from management to further boost employee engagement.
2. Strengthen Recognition and Rewards: Develop robust systems for recognizing and
rewarding employees to foster a culture of appreciation and motivation.
3. Expand Career Development Programs: Increase focus on providing meaningful
career growth opportunities to align with employee expectations and enhance
engagement.
4. Promote Work-life Balance: Implement and promote initiatives that support work-life
balance to improve employee well-being and satisfaction.

[43]
 5. Foster Teamwork and Collaboration: Encourage and facilitate effective teamwork
and collaboration to create a cohesive and supportive work environment.
6. Refine Engagement Initiatives: Tailor engagement initiatives to address diverse
employee needs and preferences, ensuring they are impactful across different
organizational contexts.
7. Develop Leadership Skills: Provide leadership training and development programs to
enhance leaders' abilities to promote engagement within their teams.

CONCLUSION

The research highlights a strong consensus among respondents regarding the importance of
employee engagement for organizational success. While there are positive perceptions and high
awareness of engagement initiatives, there are also areas where organizations can improve to
better meet employee expectations and enhance overall engagement levels.

By prioritizing clear communication, robust recognition and career development programs,

work-life balance initiatives, and fostering effective teamwork, organizations can create
environments where employees feel valued, supported, and motivated. Addressing these
aspects not only enhances employee satisfaction and commitment but also contributes
significantly to organizational performance and success in the long term.

[44]
 CHAPTER VII
BIBLIOGRAPHY

 Harter, James K., et al. "The relationship between engagement at work and
organizational outcomes." Gallup Research, 2002.
 Towers Perrin. "Global workforce study." Towers Perrin, 2007.
 Society for Human Resource Management (SHRM). "Employee Job Satisfaction and
Engagement: The Doors of Opportunity Are Open." SHRM Research, 2016.
 Bakker, Arnold B., and Demerouti, Evangelia. "Towards a model of work
engagement." Career Development International, vol. 13, no. 3, 2008, pp. 209-223.
 Saks, Alan M. "Antecedents and consequences of employee engagement." Journal of
Managerial Psychology, vol. 21, no. 7, 2006, pp. 600-619.
 Maslach, Christina, et al. "Job burnout." Annual Review of Psychology, vol. 52, 2001,
pp. 397-422.
 Kahn, William A. "Psychological conditions of personal engagement and
disengagement at work." Academy of Management Journal, vol. 33, no. 4, 1990, pp.
692-724.
 Grant, Adam M. "Does intrinsic motivation fuel the prosocial fire? Motivational
synergy in predicting persistence, performance, and productivity." Journal of Applied
Psychology, vol. 93, no. 1, 2008, pp. 48-58.
 Locke, Edwin A., and Latham, Gary P. "Building a practically useful theory of goal
setting and task motivation: A 35-year odyssey." American Psychologist, vol. 57, no.
9, 2002, pp. 705-717.
 Winning on HR Analytics, Ramesh Soundararajan and Kuldeeep Singh
 The HR Score Card: Brian E. Becker, Dave Ulrich, and Mark A. Huselid; HBR Reviw
Press

Websites:

 LinkedIn.com

[45]
 CHAPTER-VIII
ANNEXURE-QUSTIONNAIRE

[46]
 Research Survey- "Impact of Employee Engagement on Organizational Performance"

Research Survey- "Impact of Employee

Engagement on Organizational
Performance"
Hello,

I
am doing a project titled " Impact of Employee Engagement on Organizational
Performance " as part of my research. For this purpose, I am
circulating this questionnaire for your valuable responses. Your participation
is highly appreciated, will be kept strictly confidential and used only for
academic purposes.

Greatly valuing your time and

help with the information for my Research Project.

Regards,

Binoy P

IIM Kozhikode

Mob: 9895158342

* Indicates required question

1. Your Name
(Optional)

2. Your Gender *

Mark only one oval.

Female

Male

Transgender

[47]
 Research Survey- "Impact of Employee Engagement on Organizational Performance"

3. Your Age *

Mark only one oval.

20-30

30-40

40-50

Above 50

4. Highest Education Qualification *

Mark only one oval.

SSLC/10th

Vocation Higher Secondary

HSC/+2/Pre-Degree

Graduate

Diploma

Post Graduate Degree

Post Graduate Diploma

Doctorate
Other:

5. You are employed in *

Mark only one oval.

India

Other than India

[48]
 Research Survey- "Impact of Employee Engagement on Organizational Performance"

6. Employment Location *

Mark only one oval.

Rural Centre

Semi-urban Centre

Urban Centre

Metropolitan Centre

Not Sure

[49]
7/20/24, 7:14 PM Research Survey- "Impact of Employee Engagement on Organizational Performance"

7. Your job industry *

Mark only one oval.

Aviation

Construction

Consultancy

E-Commerce

Education

Energy/Power

Engineering

Entertainment

Environment & Agriculture

Finance

FMCG

Food processing

Healthcare

Hospitality

Information Technology

Law

Marketing & Advertising

Media and news

Medical

MSMEs

Public Service and Administration

Real Estate

Recruitment and HR

Retail

Science and Pharmaceutical

Software

Sports

Startup ecosystem
[50]
 Research Survey- "Impact of Employee Engagement on Organizational Performance"

Textile

Transport and Logistics

Travel and Tourism

Others

8. Company Size *

Mark only one oval.

1-10 employees

11-50 employees

51-200 employees

201-500 employees

501-1000 employees

1001-5000 employees

5001-10,000 employees

10,001+ employees

9. Your total work experience *

Mark only one oval.

0-5 Years

5-10 Years

10-15 Years

15-25 Years

Above 25 Years

[51]
 Research Survey- "Impact of Employee Engagement on Organizational Performance"

10. Your Position in the company *

Mark only one oval.

Entry-level

Intermediate or experienced (senior staff)

First-level management

Middle management

Executive or senior management.

[52]
 Research Survey- "Impact of Employee Engagement on Organizational Performance"

11. Perception of Employee Engagement *

[Scale of 1-5]

Mark only one oval per row.

1 2 3 4 5

How
important do
you think
employee
engagement
is for
organizational
success? (1
being not
important, 5
being very
important)

On a scale of
1 to 5, how
engaged do
you feel in
your current
role? (1 being
not engaged,
5 being
highly
engaged)

How likely
are you to
recommend
your
organization
as a great
place to work
to others? (1
being very
unlikely
recommend
and 5 very
likely
recommend) [53]
 Research Survey- "Impact of Employee Engagement on Organizational Performance"
eco e d)
likely
recommend)

12. Factors Influencing Engagement- Please rate the following *

factors based on their impact on your engagement level:
[Scale of 1-5] 1 being not very important and 5 being very important

Mark only one oval per row.

1 2 3 4 5

Clear
communication
from
management

Recognition
and rewards
for good work

Opportunities
for career
development

Work-life
balance
initiatives

Teamwork and
collaboration

13. Effectiveness of Engagement Initiatives: Are you aware of any *

specific engagement initiatives implemented by the
company/organization?

Mark only one oval.

Yes

No

[54]
 Research Survey- "Impact of Employee Engagement on Organizational Performance"

14. Effectiveness of Engagement Initiatives: *

[Scale of 1-5] 1 being not effective and 5 being highly effective

Mark only one oval per row.

1 2 3 4 5

How effective do
you find these
initiatives in
fostering
engagement and
motivation?

Have these
initiatives
positively
impacted your
productivity and
job satisfaction?

How would you

rate the
effectiveness of
leadership in
promoting
employee
engagement
within your
team/department?

15. Impact on Organizational Performance- In your opinion, how does *

employee engagement contribute to the overall performance of
our organization?

[55]
 Research Survey- "Impact of Employee Engagement on Organizational Performance"

16. Impact on Organizational Performance- Can you provide any *

specific examples where increased engagement led to improved
outcomes or results?

17. Feedback and Suggestions: What improvements or additional *

initiatives would you suggest to enhance employee engagement in
our organization

18. Feedback and Suggestions: Any other comments or insights you *

would like to share regarding employee engagement and its impact
on organizational performance?

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