Employee engagement a and its importance in the software industry

3. Definitions of Employee Engagement different purviews enlist a few attributes
They are :
• Commitment towards job and firm
• Opportunities offered in firms
• Emotional attachment towards firm and job
• Job fitness
• An win-win status that both firm and employee advance in its career through
contributing each other.
In Brief : Employee Engagement is an outcome of organizational strategies and
policies , and employee fitness.
Employee Engagement

4. Job Fit
Opportunities
Employee
Engagement
Job Fitness is an employee perspective to working environment that their performance
can be improved
Person- Environment Job Fit comprises of six components:
Person-Organization (P-O), Person- Job (P-J) , Person- People ( P-P), Person – Group
(P-G) and Person- Vocational (P-V)

5. Opportunities are the situations in which the organizations assign job to an employee based on
their Knowledge, Skill, and Other Attributes (KSOA). Talent Management is the process
identifying right employee for the right job that the Job fitness is optimum
Employee performance is the outcome of organizational commitment and employee
engagement. Unless the adequate facilities, responsibilities and authorities are given, Employee
cannot perform. Leader-Member exchange is important.
Organizational performance is the accumulated outcome of employee performance in converting
the available resources to economical outputs and it can be measured. In organisational
performance, effective talent capital plays vital role in which, training, exposure to new
technologies, maintaining innovativeness and creativity, consistency in process and
operations, and anything that motivate employee to perform better

6. Conceptual Model
Opportunities
Job -Fit
Employee
Engagement
Facilities,
Authority
Employee
Performance
Strategies/Poli
cies/Goals
Organizational
Performance
Dotted arrows : Environment controllers
Continuous arrows: Process flow

7. Theoretical Background & Objectives
• Employee attributes : Emotional Intelligence, Cognitive Intelligence, Social intelligence and spiritual
Intelligence
Emotional Intelligence Models: Bar- On – Model & Goleman's EI performance model
Emotional Theories : Classification:
Physiological : Behavioural
Neurological : Activity within the brain leads to emotional responses.
Cognitive : Thoughts and other mental activity play an essential
role in forming emotions
Prominent Emotional Theories :
1. Evolutionary Theory : Affection to interested activities (Job) , improve performance ( Charles Darwin) (
Love , Affection & reproduction)

8. The James-Lange Theory of Emotion :
According to the James-Lange theory of emotion, an external stimulus leads to a physiological reaction. Your
emotional reaction depends upon how you interpret those physical reactions. ( Important in Interpersonal skills,
responding to critical situations, aggressive responses)
The Cannon-Bard Theory of Emotion: According to the Cannon-Bard theory of emotion, we feel emotions and
experience physiological reactions such as sweating, trembling, and muscle tension simultaneously: It is easy to
identify the mind set at a particular situation
Schachter-Singer Theory : The Schachter-Singer theory is a cognitive theory of emotion that suggests our
thoughts are responsible for emotions.
Lazarus theory of emotion :
The cognitive appraisal theory asserts that your brain first appraises a situation, and the resulting response is an
emotion.
Facial-Feedback Theory of Emotion: The facial-feedback theory suggests that emotions are directly tied to
changes in facial muscles

9. Importance of Emotional theories in Employee Engagement
1. Delivery of any work is time based and depends on the mind set of the employee at the time work. Most of the
occupational accidents occurs due to disturbed emotional situations
2. Disturbance in Leader – Member conflict
3. Working environment, Good Leader member exchange, rewards and appreciations, and person to people and
group fits affect employee engagement
4. Exposure to new or hostile environments cause stress , leading to emotional disturbances
5. Personality traits partially affect emotional level

10. Job fit: Congruence of an individual to its environment- organization, job, people, group and occupation. It
includes, knowledge, skills (personal, core and process skills) and people skills. It is an integral of personality
traits and emotional intelligence.
8 Elements of Employee Engagement
Leadership. Employees are desperate to have meaningful relationships with their managers. ...
• Communication. ...
• Culture. ...
• Rewards and recognition. ...
• Professional and personal growth. ...
• Accountability and performance. ...
• Vision and values. ...
• Corporate social responsibility.

11. Organizational Commitment
Perception : An organization is a structured organism with definite boundaries and it act as a virtual person
interacting with its Environment. Hence, like Job fit, organization fit is also important.
As Person- Environment fit is important, Organization- environment fit is also important.
- Sustainabilty – Generating adequate profit to sustain
- Resource Management : Power balance to ensure continuous resource
- Presence and competence : Establishing position in market and move to leadership
- Maintaining Internal strength
Strive for organizational fit leads to commitment : Continuance and momentum in business
Retain : Customers, suppliers , investors and employees

12. Organizational commitment is a strategic issue , to maintain external resource healthy.
Organizational commitment is strategy to retain its valuables, rare, inimitable and organizational ( VRIO) assets to
maintain assets.
Organizational performance is a collective activity and employee performance is its micro level component.
Strategies and policies are to develop an environment to integrate the employee performance to organizational
performance.

13. Industry Analysis : Relevance of research on employee engagement
Industry : Software
Type : Service
Attributes : Employee centred , Technology based
Focus : Intellectual solutions – Innovation and creativity based
Product life cycle : short , Agile
Design : Volatile, Dynamic
Platform : Virtual or Hybrid
Employee Competence expected : Agile, technology adaption, High IQ, ( Emotional, Cognitive, social and spiritual)
Evaluation of performance : Individual and firm level
Process type : firm level and project level

14. Agility
Job fit
Self engagement
Awareness
Management
Expectations
Organization fit
Employee
engagement
factors
Employee
Engagement
Organizational
Commitment
Employee
satisfaction
Employee
performance
Organizational
performance
Employee KSOAs
Work Assignment
Personal
Competencies
A
g
il
it
y
E
n
v
ir
o
n
m
e
n
t
Personal

15. Need of the study
This survey is being conducted to assist the company in identifying employee concerns and
improving organizational performance with commitment & to understand the satisfaction level of
his/her job.

16. Objectives of the study
RO1 :To measure the level of employee engagement in the organisation.
RO2 : To assess the relation between employee engagement and organizational performance
RO3 : To analyse the impact of organizational commitment relates to employee engagement
RO4 : To understand the level of Job satisfaction through Employee engagement

17. Research design & methodology
The study will be descriptive and empirical in nature. It will be cross-sectional in design. Stratified
random sampling is used.
A structured research questionnaire will be designed and a survey will be conducted to collect data from
different levels of online and offline

18. How does the Employee Engagement in Software industries is different from other industries
1. Fast changing technology and high dynamism in talent requirement
2. Task performance demands all types of Intelligence : Cognitive, emotional, social and spiritual.
3. Need of High degree of customization , innovativeness, creativity
4. Personal competencies, Agility and technology adaption

19. SIGNIFICANCE OF THE STUDY
• Understanding the effect of changing work environment on employee performance.
• Effect of managing employee engagement through assigning right task for right Knowledge, Skill, and
other attributes matching to job.
• Understanding the job involvement as a factor for employee performance.
• Knowing the organization commitment as the driving force in developing an environment for
performance.
• The study the effect of organization system in managing organization commitment.

20. RESEARCH QUESTIONS
There are three research questions arise and they are,
1. How do the new strategies and policies influence employee performance and organization performance.
2. How do the employees adopt the new market demands and adapt to technological changes.
3. How to increase employee performance in the dynamic environment.

21. POPULATION AND SAMPLING
For this research,
Ten subdivisions of Software industry employees in Bengaluru city, Karnataka State is taken for analysis and they are
• Software development
• IT training
• IT Services (Create and manage)
• Business analyst (Who brings business)
• Infrastructure development ( Networking etc)
• Business Process Outsourcing
• Creative services
• Data Management
• IT consultancy
• Project Management

22. Pilot Study Reports
• Expert Opinion Survey
Participants : 69
Executive : 25 Mid Management : 24 Top Management : 20
Outcome : 1. Higher level of output achievement irrespective of positions
2. Higher attrition level in fresh joiners
3. Average service period reduced in the post CoVID

23. Thank You

24. Sampling and Data adequacy
N=
𝒁𝟐∗𝑷∗(𝟏−𝑷)
𝒅𝟐
Z : 1.96 @ 5% confidence
P= Standard deviation =.5
d: Confidence level
N= 385

25. Based on The Pilot study , The reliability is tested using Test-Retest Method
Name of the test N Reliability
Attitude Scale 90 0.61
Personality 90 0.67
Emotional Maturity Scale 90 0.68
Employee engagement 90 0.63
Organizational Commitment 90 0.68
Job Satisfaction 90 0.64
Employee retention 90 0.63

26. Administration Technical R &D Marketing Finance Total
Software development
18 21 32 14 12 97
%
14% 22% 33% 14% 12% 100%
IT training 19 23 29 26 19 116
%
16% 20% 25% 22% 16% 100%
Automation 12 21 18 18 6 75
%
16% 28% 24% 24% 8% 100%
Infrastructure development ( Networking
etc)
15 32 27 29 23 126
%
12% 25% 21% 23% 18% 100%
Business Process Outsourcing
25 18 29 32 33 137
%
18% 13% 21% 23% 24% 100%
Creative services
23 18 17 18 19 95
%
24% 19% 18% 19% 20% 100%
Data Management
11 18 23 21 19 92
%
12% 20% 25% 23% 21% 100%
IT consultancy 29 21 18 28 32 128
%
23% 16% 14% 22% 25% 100%
Total 152 172 193 186 163 866
%
18% 20% 22% 21% 19% 100%

27. RESEARCH INSTRUMENTS
A research instrument is a survey, questionnaire, test, scale, rating, or tool designed
to measure the variable(s), characteristic(s), or information of interest, often a
behavioural or psychological characteristic are Percentage analysis
Tools used : Percentage Analysis
Chi Square
Discriminant Model
Factor Model
Multiple Linear Regression Models