BY Name: B. Kiran Mayi ROLL NO: 1206-18-672-065 Mba (Iv) Semester Sec-A Project Guide: Mrs.M.Soujanya

EMPLOYEE ENGAGEMENT
AT
NSIC
BY
NAME : B. KIRAN MAYI
ROLL NO : 1206-18-672-065
MBA (IV) SEMESTER SEC-A
PROJECT GUIDE : Mrs.M.SOUJANYA
INTRODUCTION TO EMPLOYEE ENGAGEMENT
•The concept of employee engagement is in existence since 1990, when the term was used
for the first time. The term earned importance from the year 2000.
• A great deal of interest has been shown in Employee Engagement in recent years. K G
Mohan, General Manager Operations and Locations, Wipro, Kolkata argued that,
“Employee engagement is about treating employees as people, not merely as employees”.
• Employee’s go the extra mile and deliver excellent results in terms of performance when
employee engagement is greater.
•A number of researchers have claimed that employee engagement predicts profitability,
financial gains, enhanced performance, and organizational success;
•Whereas Hewitt associates indicate that they “have established a conclusive, compelling
relationship between engagement and profitability through higher productivity, sales, and
customer satisfaction”.
NEED AND SCOPE OF THE STUDY
NEED OF THE STUDY
Employee engagement is one of the most importance aspects of modern day organization.
Employee engagement as been playing a prominent role in all the sector, in order to attracts
and retain the best of talents. Employee engagements reduces cost and increases the
financial profits. Its also helps the employee to reach the organization goals on time along
with their personal goals. Employees can achieve effective work performance by putting all
their efforts in order to reach organization goals.
SCOPE OF THE STUDY:
The scope of the study is limited to work group at 24/7 only the study covers the whole
employee engagement structure of the NSIC. It has been studied taking in to companies
climate factor and behavioral norms of the people.
OBJECTIVES:
•To study if there is any significant relationship between

Independent Variables (Leadership, Reward and Workplace
environment) and Dependent Variable Employee Engagement.
•To study the impact of Employee Engagement at NSIC.

RESEARCH METHODOLOGY:
DATA
COLLECTION :
• The Research Methodology used to analyse the data is Descriptive Research
Methodology. The data used for this study is both Primary as well as Secondary.
Primary data was collected using survey method by preparing a Questionnaire
for the Employees.
SAMPLE SIZE
:
• The Sample Size collected for the analysis was 75.
SAMPLE
TECHNIQUES
AND
STATISTICAL :
• Correlation
TOOLS USED Analysis using MS EXCEL
DATA ANALYSIS:
LEADERSHIP  The employee rewards are based on their

performance on non-financial measures?
 At my work place, right leaders are in right place to
meet the company’s goals?
REWARD  The company’s vision and goals statements are shared
throughout the organization?
 The reward to employees in my company are based
on customer loyalty metrics?
WORK PLACE  I am happy with the basic benefits. (e.g., health care
ENVIRONMENT transport, Food aid, etc.) provided by the company?
 The organization, I work for, provides programs to
cope with Incidents and prevents work place
accidents?
EMPLOYEE  At my work place, I feel bursting with?
ENGAGEMENT  When I get up in the morning, I feel like going to
work?
 I am enthusiastic about my job?
RESULT AND ANALYSIS:
CORRELATION ANALYSIS:
H0: There is no relation between Leadership, Reward and Workplace Environment.

H1: There is a positive relation between Leadership, Reward and Workplace
Environment
In correlation, if the correlation coefficient is <0.3, it represents a weak

relationship between the variables, 0.3 - 0.7 represents a moderate relationship
while the strong relationship between the variables is represented with the
values>0.7.
TABLE 1: CORRELATION ANALYSIS
Leadership Reward Workplace Employee

Environment Engagement
Leadership 1
Reward 0.37725235 1
Workplace 0.612424723 0.64960265 1

Environment
Employee 0.767777 0.843677 0.718808 1
Engagement
FINDINGS:
 From Table 1, we can say that there is a Strong relationship between the three
Independent Variables, Leadership(0.767777) Reward(0.843677),Work place
environment (0.718808)and the Dependent Variable Employee Engagement, that
means there is a greater impact of Employee Engagement on Leadership,
Reward and Work Place Environment.

CONCLUSION:
To conclude, Leadership, Reward and Work Place Environment

are strongly positively corelated with overall company
performance after Employee Engagement. Thus, it means
Employees are more engaged, if proper Leadership, Reward and
Work Place Environment in an organization is considered for its
overall productivity.
REFERENCES
BOOKS:
 K. Aswathappa (2008),5th edition, “Human Resource Management”.

 Michael Armstrong (2009),11th edition, “Armstrong’s Handbook of Human
Resource Management Practice”.
 Seema Sanghi (2011),” Human Resource Management”.
JOURNALS:
Drea Zigarmi, Beyond Engagement: Toward a Framework and Operational
Definition for Employee Work Passion (2009) Volume 8, Issue 3, pages: 300-
326.
Shashi, T (2011). Employee Engagement -The Key to Organizational Success.
ICOQM-10 June 28-30. 3D.
Robert Knight 2011 A study of employee engagement at Topaz South Dublin
Region Service Stations, Volume 1, pages1-90.
Siddhanta A. & Roy, D. (2012). Employee engagement
engaging the 21st century workforce. Asian Journal of
management Research, 170-189.
Dharmendra MEHTA & Naveen K. MEHTA Economia Seria
Management Volume16, Issue 2, 2013.
Deepika Pandita &Madhura Bedarkar titled Factors Affecting Employee
Performance: A Conceptual Study on the Drivers of Employee Engagement
(2015)
Quynh Tran Employee Engagement
How does the organization increase engagement?
From the viewpoint of HR representatives in Finland (7 March 2018) volume 1.
WEBSITES:
•http://www.indianjournalofmanagement.com
•http://www.tran.thesis.com
•http://www.journals.spagepub.com

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EMPLOYEE ENGAGEMENT

NEED OF THE STUDY

SCOPE OF THE STUDY:

•To study if there is any significant relationship between

•To study the impact of Employee Engagement at NSIC.

LEADERSHIP  The employee rewards are based on their

H0: There is no relation between Leadership, Reward and Workplace Environment.

In correlation, if the correlation coefficient is <0.3, it represents a weak

Leadership Reward Workplace Employee

Workplace 0.612424723 0.64960265 1

Independent Variables, Leadership(0.767777) Reward(0.843677),Work place

environment (0.718808)and the Dependent Variable Employee Engagement, that

means there is a greater impact of Employee Engagement on Leadership,

Reward and Work Place Environment.

To conclude, Leadership, Reward and Work Place Environment

 K. Aswathappa (2008),5th edition, “Human Resource Management”.

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