Employee Engagement

1. STUDY OF EMPLOYEE ENGAGEMENT
ANUKRATEE SINGH
(11/IMB/006)
AYUSHI BHATI
(11/IMB/008)

3. Author Year What was
done
Gap
Sandeep Kular, Mark
Gatenby, Chris Rees,
Emma Soane, Katie Truss
2008 - Employee
Engagement review
- it is the degree to
which an individual is
attentive to their
work and absorbed
in the performance
of their role.
- longer-term and
more holistic
involvement in work
tasks
- small sample of 102
employees in
Canada.
lack of research around
the predictors of
engagement and
whether or not
interventions, such as
training managers on
how to communicate
effectively, could help to
increase engagement.

4. -the relationships
between both job and
organisation
engagement, and
their antecedents and
consequences differed
in a number of ways,
suggesting that the
psychological
conditions that lead to
job and organisation
engagement, as well
as their
consequences, are not
the same

5. Malavika Desai FEBRUARY 2013 -A Study on
employee engagemen
t in two Indian
businesses -
manufacturing and IT
firms
Organizations with hig
hly engaged employee
s tend to show greater
profits.
-Quantitaive research
- Further research is
required with a m
ore representative
sample to reach a
ny conclusion in t
his regard.
- qualitative analysis
was required

6. Ji Chen 2000 -a study of employee
engagement in china.
-investigate
relationship between
employee
engagement and job
resources.
-result- engagement is
related to related to
high employee
turnover intention-
more engaged
employees feel ore
with the job and the
company , less likely
emplyoees tends to
leave the company.
-future resource could
include job resource
variables, career
development
opportunities and
flexible work
arrangements that
might be important
for engagement.

8. Employee engagement is the extent to
which employees feel passionate about
their jobs, are committed to the
organization, and put discretionary effort
into their work.

9. Employee Satisfaction vs. Employee
Engagement
Employee engagement is not the same as employee satisfaction.
Satisfied employees are merely happy or content with their jobs and the
status quo. For some, this might involve doing as little work as possible.
Engaged employees are motivated to do more than the bare minimum
needed in order to keep their jobs.
Employee satisfaction…
-only deals with how happy or content employees are.
-covers the basic concerns and needs of employees.
-does not address employees’ level of motivation or involvement.

10. Employee Engagement Framework
An employee engagement model based on
statistical analysis and widely supported by
industry research.

11. Engagement with The Organization
• Measures how engaged employees are with
the organization as a whole.
• Includes employee feelings about and
perceptions of senior management.
• Key components include trust, fairness, values,
and respect - i.e. how people like to be treated
by others, both at work and outside of work.

12. Engagement with “My Manager”
• A more specific measure of how employees
feel about their direct supervisors.
• For most employees, this factor has the largest
impact on day-to-day life at work.
• Topics include mutual respect, feeling valued,
being treated fairly, receiving feedback and
direction, etc.

13. Beyond Engagement – Alignment &
Competency
An organization needs more than just engaged
employees in order to succeed. There are two
additional areas that relate to employee
performance and that are closely linked to
engagement.

14. Strategic alignment
• Does the organization have
a clear strategy and set of
goals?
• Do employees understand
how the work they do
contributes to the
organization's success?
• Strategic Alignment
ensures that employee
effort is focused in the
right direction.
Competency
• Do managers have the
skills needed to get the
job done?
• Do managers display the
behaviors needed to
motivate employees?
• Competency is
measured with 360
Degree Feedback.

15. Employee Engagement Dynamics
Drivers of Engagement - What matters most?
Knowing whether employees are engaged or disengaged is
only the first step. You also need to understand the key
drivers of engagement.
We employ two techniques that enable you to identify
what to focus on and how to improve in those areas.
• Priority Level - we look at the statistical patterns across all groups in
your organization to determine which items are impacting overall
engagement within each demographic group.
• Virtual Focus Groups - next, we ask targeted follow-up questions at
the end of the survey that ask employees to provide examples of
problems as well as suggestions for how to improve. These comments
often provide the detailed and specific what, why, and how so you
can take action.

16. Categories of Employee Engagement
• Engaged
• Not engaged
• Actively Disengaged

17. Objectives of the study:
•To examines the importance given by employees to their work and
level of their satisfaction.
•To study of free flow of information between the management and the
employees.
•To examine the effects of work culture / environment on employees.
•To examine the effectiveness of reward schemes and performance
appraisal system in employee’s productivity.
•To find out whether the employees are being adequately compensated
for their services .
•To examine and reduce the grievances of the employees.

18. Significance of the study
An organization’s capacity to manage employee engagement is closely related to its
ability to achieve high performance levels and superior business results. Some of the
advantages of Engaged employees are:
•Engaged employees will stay with the company, be an advocate of the company and
its products and services, and contribute to bottom line business success.
•They will normally perform better and are more motivated.
•There is a significant link between employee engagement and profitability.
•They form an emotional connection with the company. This impacts their attitude
towards the company’s clients, and thereby improves customer satisfaction and
service levels.
•It builds passion, commitment and alignment with the organization’s strategies and
goals.
•Increases employees’ trust in the organization.
•Creates a sense of loyalty in a competitive environment.
•Provides a high-energy working environment.
•Boosts business growth.
•Makes the employees effective brand ambassadors for the company.

20. (A) Research Design
In this study the information was collected by using:
• By using personal Interview method.
• Convenience sampling
• Descriptive Research design in the form of well-structured Questionnaire.
(B) Research Tool
The questionnaire designed was closed ended, which was used to collect data from the
customers.
For the study data was used-
• Primary Data
• Secondary Data
• Primary Data: “Primary data is the data collected for the first time”
In Primary Data the information was collected from various employees using
Questionnaire and personal interview.
• Secondary Data: “Data collected by some other means like newspapers, reports, magazines,
etc.”

21. Secondary data sources include books and websites.
(C) Sampling Techniques
The method used for sampling is probability sampling based on systematic random sampling .
(D) Sample Size
Sample sizes of 50 respondents were chosen out of different functional areas.
(E) Analytical Procedure
The questionnaire was designed on a 5 points Link Rate Scale 1 represented low extend and 5
represented high extend and it is presented in the Graphs.