0601009 employee engagement survey

A
PROJECT REPORT
ON
“EMPLOYEE ENGAGEMENT SURVEY”
FOR
CHAMBAL FERTILISERS AND CHEMICALS LTD.
SUBMITTED BY
ARPITA AGARWAL
UNDER THE GUIDANCE OF
"Dr. SHARAD JOSHI"
SUBMITTED TO
UNIVERSITY OF PUNE
IN PARTIAL FULFILLMENT OF
2 YEARS FULL TIME COURSE
MASTERS IN BUSINESS ADMINISTRATION (M.B.A.)
BRACT’s
VISHWAKARMA INSTITUTE OF MANAGEMENT
KONDHAWA
PUNE- 411048

ACKNOWLEDGEMENT
“Gratitude is the hardest of emotions to express as one does not find adequate words to
convey what one feels.”
It’s my pleasant duty to articulate my deep sense of gratitude to my research supervisor
Mr. Sharad Joshi, Vishwakarma Institute of Management, Pune University for his constant and
sagacious guidance during the course of this investigation. Without her scholarly advice and kind
co-operation it would not have been possible for me to complete this project in the present form.
I am profoundly grateful to Mr. Ravi Jethani, Miss Rinku Chellany, and Mr. Rakesh
Yadav for helping me in collecting the data for the project and for giving me timely guidance
and motivation for completing the project work.
I extend my respectful thanks to all respondents for providing me the necessary
information in spite of there very busy schedule.
Last, but not the least, I am really dearth of words to venerate my parents whose steady
efforts and motivation helped me to accomplish this work successfully.
I assure that all the information provided by me is original and authenticated.
( Arpita Agarwal)

TO WHOMSOEVER IT MAY CONCERN
This is to certify that Miss. Netra Mujumdar is a bonafide student of our institute. She has
successfully carried out her summer project on “JOB SATISFACTION AND EMPLOYEE
EVALUATION” at TULIP GROUP OF COMPANIES PVT.LTD. This is the original study of
Miss. Netra Mujumdar & important sources of data used by her have been acknowledged in this
report.
The report is submitted in partial fulfillment of two years full time course on Master of Personnel
Management (M.P.M) 2006-2008 as per the rules.
Dr. Vandana Gote Dr. Sharad Joshi
(Project Guide) (Director)

TITTLE INDEX
S. NO. TOPIC PAGE NO.
1. Executive Summary 1-5
2. Company Profile 6-12
3. Objective & Scope of the study 13-15
4. Research Methodology 16-20
5. Theoretical Background 21-35
6. Data Analysis & Interpretation 36-48
7. Findings 49-52
8. Suggestions & Conclusions 53-68
9. Limitations 69-70
10. Bibliography 71-72

LIST OF TABLES AND CHARTS
Sr.
No.
Table
No.
Table/ Chart Page No.
1 2.1 Gadepan Plant Production & Incorporation 9
2 2.2 List of Products & Services 11
3 2.3 Organisation Structure 12
4 2.4 Management Hierarchy 13
5 2.5 CFCL Performance at glance 13
6 2.6 Awards & Accolades 14
7 4.1 Sample Size & Techniques 21
8 5.1 Measuring the impact of employee engagement 38
9 6.1 Level of Employee Engagement 40
10 6.2 Level of Employee Engagement by tenure of
working in an Organisation
11 6.3 Job Satisfaction Level 41
12 6.4 Change in Engagement level by Age 42
13 6.5 Change in Engagement 43-45

14 6.6 Key Drivers of Employee Engagement 46-47
15 6.7 Factors that need change 50
8.1 Culture of Employee Engagement

________________________________________
CHAPTER -1
EXECUTIVE SUMMARY

________________________________________

EXECUTIVE SUMMARY
For any research assignment, a proper planning is required and the same holds true in case of
present study. This project is titled as Employee Engagement Survey. The reasons behind
choosing this project are that: Now a day Employee Engagement plays an important role in the
organization. It contributes to good working environment where people are productive, ethical
and accountable.
Most organisations today realise that a ‘satisfied’ employee is not necessarily the ‘best’
employee in terms of loyalty and productivity. It is only an ‘engaged employee’ who is
intellectually and emotionally bound with the organisation, feels passionate about its goals and is
committed towards its values who can be termed thus, he goes the extra mile beyond the basic
job responsibility and is associated with the actions that drive the business. Moreover, in times of
diminishing loyalty, employee engagement is a powerful retention strategy. The fact that it has a
strong impact on the bottom line adds to its significance. engagement, which requires a two-way
relationship between employer and employee.
Engagement is about motivating employees to do their best. An engaged employee gives his
company his 100 percent. The quality of output and competitive advantage of a company depend
on the quality of its people. All companies are very well aware that they need to do a better job
of managing their people as engaged employees are more likely to stay, and be an advocate of
the company, its products or services. They contribute to the overall success of the organisation.
The idea behind conducting Employee Engagement Survey was that organisation has been facing
problems of attrition, absenteeism and low quality work. The survey ought to find out the level
of Employee Engagement and to identify the key drivers which influence the level of
engagement. The project was a great opportunity as it gave me the exposure to various components

which are required like Deciding the methodology for conducting the survey as well the sample,
Designing the Questionnaire, Scaling techniques, Selection of proper data analysis methods &
techniques, Make necessary assumption here at this stage if required etc. Also the project extracted
the behavior pattern of employees towards their work.
The Questionnaire designed for the survey of “EMPLOYEE ENGAGEMENT” aims to arrive on
the level of employee engagement. The questionnaire is further Sub-divided into groups like Job,
Co-workers, Supervisors, Department and the organisation CFCL.
The Sub-group Job aims to analyse the employee perceptions about his Job/Work; If an
employee knows that his opinion counts at workplace, he will have positive attitude towards his
work leading to better performance and hence, EMPLOYEE ENGAGEMENT. But if his Job
Expectations are not clear and basic materials and equipment are not provided, negative
emotions such as boredom or resentment may result, and the employee may then focus on
surviving more than thinking about how he can help the organization succeed.
The second and Third sub-group analyses the Quality of working relationships among the co-
workers and Supervisors. The Team-work spirit and the attitude towards work; If employee’s
relationships with their co-workers/supervisors is fractured, then no amount of perks will
persuade the employee to perform at their top levels. Employee Engagement directly reflects
how employees feel about their relationship with the boss. Also if the supervisors are not super
engaged, their negative attitude towards the work will flow down to the energy levels of the
employees hampering their performance, and pushing forward not-engaged behaviors. Therefore,
to have engaged employees you need super engaged supervisors. The regular feedback is also the
key to engage employees and improve their motivation and morale.

The Fourth group Department helps to analyse the quality of work he is doing; If the employee
strives to improve your department results, means he is more committed, he has not lost the zest
and aims to improve his performance, which helps organisation to gain long term
competitiveness. And the last group about the organisation, If he is proud of the organisation at
which he is working, means the goals of employee and organisation are aligned with, If he see
himself working with the organization five years down the line, this ensures organizational
commitment.
Therefore, my research aims to conclude the level of employee engagement in the organization
accompanied with the correlation of various factors with employee engagement. The research
also determines the effect of Key Drivers in the organisation for Nearly Engaged Employees
w.r.t. Employee Engagement.
The survey concludes that 82.50% of the employees lie in the nearly engaged category;
the key drivers, which have major impact on decreasing Employee Engagement are listed as-
‘Career Advancement Opportunities, Recognition, Training & Development, Organizational
Commitment, Innovation, Work-Life Balance’. And the Key drivers rated Quite High is
‘Decision Making’, whereas Key Drivers which are Well Looked After are ‘Co-Workers and
Leadership’, also ‘Pride to be in organisation and Communication’ needs some Improvement.
The factor that needs most change is “Career Advancement Opportunity”; then the
“Compensation & Benefits” factor in Chambal Fertilisers & Chemicals Ltd.
To improve on these areas Model of Culture of Employee Engagement should be implemented
effectively in the organisation accompanied with Succession planning and Effective career
planning to increase Career Advancement Opportunities.
Also, to inject Innovation, experimentation should be encouraged with strategic policies of Job
Enrichment and Job Rotation. The innovative methods of recognizing employees should be

implemented then by giving gift certificates and cash rewards. CFCL has a long way to go with
respect to Employee Recognition programs.
To increase Organizational Commitment, Engagement should be examined from 3 perspectives
like Alignment of goals, Accountability and Personal Commitment.
Lastly, Ensure Clarity of Organizational Imperatives at Every Level and Talent management to
increase the level of Employee Engagement

_______________________________________
CHAPTER -2
COMPANY PROFILE
________________________________________

COMPANY PROFILE
The Company was promoted by M/s Zuari Agro Chemicals Limited, Goa a flagship company of
K.K.Birla Group on 7th May’ 1985 as M/s Aravali Fertilisers & Chemicals Limited and was
shifted to the present location at Gadepan on 12th January 1989 and re-named as “Chambal
Fertilisers and Chemicals Limited”. CFCL operates two hi-tech fertiliser plants- Gadepan I and
Gadepan II. It is the largest Fertiliser Complex in the private sector in India. The two fertiliser
plants have a total installed capacity of 19 million tones of urea per annum.
2.1 Gadepan Plant Production & Incorporation:
Plant Capacity
MTPD
Process Licensor
Ammonia Plant-I 1520 Haldor Topsoe, Denmark
Ammonia Plant-II 1520 Kellogg Brown Root, USA
Urea Plants-I 2 X 1310 Snamprogetti, Italy
Urea Plants-II 2 X 1310 Tec: Aces, Japan
CO2 Removal Plant-I - Giamarco Vatrocoke, Italy
CO2 Removal Plant –II - Low Heat Benfield- UOP, USA

Chambal Fertilisers and Chemicals Limited caters to the Northern and Western regions of India
and supplies urea to nine states. The company markets urea under the brand name ‘Uttam Veer’.
With ten regional. Chambal has a 1,000-strong dealer network and 14,000 village level outlets to
assist distribution. Besides urea, other agri-inputs as other fertilisers, plant protection chemicals,
seeds and bio-fertilisers are being made available to the farmers under the ‘single window’
concept. Chambal's website uttamkrishi.com, a website dedicated to the Indian farmer, has been
launched by Chambal. It is both area and crop specific and is an endeavor to help improve farm
productivity by providing online information on various agricultural practices.
CHAMBAL’S VISION
“To build businesses we can globally excel in, by unshackling people’s creative potential and
nurturing strategic alliances.”
HR MISSION
“To attract, recruit, select, induct and develop, and retain quality human resources with a view to
realize the potential, add value to the business and achieve organizational objectives in an
effective way. “
CORE VALUES – CHAMBAL CREDO
• Transparency and Openness: - We encourage open and transparent Communication.
• Passion for Excellence: - We believe in passionately pursuing excellence in whatever we
do.
• Care and Respect: - We treasure our people and treat them with dignity and respect.
• Entrepreneurship with Accountability: - We believe in certain business builders
through unshackling creative potential and making them accountable for fruition of their
ideas and actions.
• Collaboration: - We believe in growth through capitalizing on possible synergies with
all business associates.

• Customer Focus: - We believe that our customers are our partners in success and we
serve them with innovative and responsive solutions to their needs.
• Corporate Citizenship: - We are committed to our community in ethical and socially
responsible manner.
2.2 List of Products and Services:-
FERTILISER WEEDICIDE
Uttam Veer Urea
Uttam DAP
Single Super Phosphate
Uttam MOP
Butaveer/ Butachloraddha Aniloveer
30 EC/ Anilophos
Isoveer/ Isoproturon
Veerkill 2-4-K/ 80 WP/
Metrogen 70 WP/ Metaveer
FUNGICIDE BIOFERTILISERS SEEDS
Veer-AM-45/ Mankojabandh ‘Ever fresh’ frozen vegetables
INSECTICIDE
Umonoveer/ Monochotophos
Endoveer/ Endosulphan/ Quenoveer
Quenosulphas/ Chlorveer/ Fenveer
Chlorpyrophos/ Cyperveer/
Cypermethrin
Fenvelret/ Sveer/ Siphate/ Veermit
Ithion/ Trizoveer/ Trizophos/
Veertop
Cartop/ Imidaveer/ Imidachloprid
Proveer 50 EC/ Prophanophos
Veerphos/ Phorate 10 G/ Paraveer28
Mithylparathion

2.3 ORGANISATION STRUCTURE
Mr. H.S. Bawa
Vice Chairman
Mr. Anil Kapoor
Managing Director
Mr. S.K. Patra
VP - Marketing
Mr. Vinod Mehra
VP - Operations
Mr. Alok Dayal
VP - Corp. HR
GM-Treasury (Delhi)
GM-F&A (Delhi)
GM-F&A
(Gadepan)
GM-Internal
Audit
GM-L&S
GM-Sales
GM-Corp
Communication
GM-M&D&AI
GM-Production
GM-Maintenance
GM-Technical
GM-Materials
GM-HRGM-S&D
Mr. A. Baijal
VP - Corp.
Finance

2.4 MANAGEMNENT HIERARCHY
The management positions in the hierarchy are as under:
Grade Designation Years of Experience
MO1 General Managers 18-22
MO2 Dy. General Managers 15-18
MO3 Sr. Managers 12-15
MO4 Managers 9-12
MO5 Assistant Managers 6-9
MO6 Sr. Officers 4-6
MO7 Officers 1-3
2.5 CFCL PERFORMANCE AT A GLANCE
2004-05 2005-06 2006-07
TURNOVER 2679 2741 2591
GROSS PROFIT 368 400 386

NET PROFIT 221 203 151
(Rs. in Crores rounded off to the next decimal points)
2.6 AWARDS & ACCOLADES
2006: Golden peacock award
2005: Five star safety
2005: OHASA 18001:1999
2005: Greentech Environment Excellence Award
2005: Global Corporate Excellence Award
2005: Golden Peacock Environment Management Award
2004: Environmental Protection Award in 2003-04
2003: Best Overall Performance Award in 2002-03
2003: Best Technical Innovation Award in 2001-02
2002: Golden Customer 2001-2002
.

______________________________________
CHAPTER – 3
OBJECTIVE
&
SCOPE OF THE PROJECT
________________________________________

OBJECTIVE & SCOPE OF THE PROJECT
The title of the project is ‘EMPLOYEE ENGAGEMENT’. The Employee Engagement Survey
aims to benchmark current practices in the organization and understand how Organizations can
effectively use the findings as a vehicle for enhancing productivity and organizational excellence.
The primary objective of the research is to analyse the Behaviour, Viewpoint and attitude of the
employees with the help of the questionnaire and segregating employees into four levels of
criteria: Actively Disengaged, Not Engaged, Nearly Engaged and Actively Engaged.
The Questionnaire designed for the survey of “EMPLOYEE ENGAGEMENT” aims to arrive on
the percentage of level of employee’s engagement. It also aims to find the Correlation between
following things:
• Employee tenure of working in the organization with the level of engagement.
• Change in engagement w.r.t Job Satisfaction
• Change in Engagement level by age
The secondary objective is to determine the effect of Key Drivers in the organisation for Nearly
Engaged Employees. It explores the key drivers of employee engagement and rates them as
factors that need much improvement; factors that have scope of improvement and factors help to
keep employees engaged i.e. highly rated factors.

Further, determine the effect of following sub-groups (Job, Co-workers, Supervisors,
Department, and Organisation) on level of employee engagement. And lastly, to identify the
factors that need change in the organization, which will improve morale of the employees and
hence engaged employees.
The scope of project is limited to the Head office of Chambal fertilisers and Chemicals Ltd.
Situated in New Delhi. The sample size limits itself to 40 respondents.

________________________________________
CHAPTER – 4
RESEARCH METHODOLOGY
________________________________________

RESEARCH PLAN
For any research assignment, a proper planning is required and the same holds true in case of
present study. In case of any research plan the various aspects like selection of the topic,
objective of the study, research methodology, significance of study and limitations of study
needs to be discussed thoroughly. A description of research plan for the present study discussed
as under:
The means of collecting data is through questionnaire, which constitutes Primary data. The
Employee Engagement survey was conducted at the Head Office of CFCL situated in New Delhi
and the sample size is 40 respondents covering all the departments. In order to present an
unbiased perspective of Employee Engagement Survey, the study was designed to include all the
drivers of Employee Engagement. The research method used is quantitative which involves
administering structured questionnaires.
RESEARCH METHODOLOGY
In the present study the existing published literature has been used along with primary data
collected by the researcher. The research methodology adopted in the study has been discussed
under the following heads:
RESEARCH DESIGN
A research design is a master plan, which specifies various methods and procedure for collecting
and analyzing the needed information. In the present study a descriptive cum exploratory
research design has been followed.

UNIVERSE AND SURVEY POPULATION
Universe is the total numbers of all employees working the Head office of Chambal Fertilisers
and Chemicals Ltd. have been selected because of easy availability of respondents. For this
purpose the sample size of 40 respondents have been taken.
Table 4.1 SAMPLE SIZE AND TECHNIQUES
Data source Primary
Research approaches Survey
Research instrument Questionnaire
Sampling Judgemental-cum-convenience
Sample size 40 employees
Contact method Personal
Sampling unit Employees
Area covered CFCL
COLLECTION OF DATA
The present study is based on primary data as well as secondary data. Primary data have been
collected with the help of specially designed questionnaires on the basis of standardized tools
like Gallup study and Hewitt processes. A set of questionnaire was prepared, to know the level of
employee engagement. The questionnaire has used Likert type scale ranging from 1-5, i.e.
1 = Strongly Disagree
2 = Disagree
3 = Neutral
4 = Agree
5 = Strongly Agree
For the purpose of analysis and tabulation the weightings to the above five attributes are as per
their nos.
To add to the information, the secondary data have been obtained from the following sources:
• Published annual reports of HR consultants

• Journals, magazines, books.
The responses from the questionnaires are added up and tabulated as per the scores, are
categorized as following:
CATEGORY SCORES
Actively Disengaged 30-60
Not Engaged 61-90
Nearly Engaged 91-135
Actively Engaged 136-150
The basis of category is calculated on the median and further dividing in a ratio of 70:30.
Further, the key drivers are listed and there responses are tabulated on a category basis. Then for
nearly engaged employees, the percentage is calculated to judge the effect of these key drivers on
Employee Engagement.
% Effect = score of nearly engaged employees who “agreed+ strongly agreed”/Total
respondents*100.
Then the % effect is tabulated on the basis of the following:
% Effect Rating
65-100 X Rated High
50-65 Y Scope of some Improvement
Less then 50 Z Needs much Improvement
RESEARCH INSTRUMENT
The present research plan calls for gathering the primary data due to its specific requirements.
The primary data has been collected with the help of well-structured questionnaire. The main
components of questionnaire includes sub-groups Job, Co- Workers, Supervisors, Department,
Organisation. It includes 30 questions related to key drivers of employee engagement.

ANALYSIS AND INTERPRETATION OF DATA
The data collected with the help of questionnaire has been analyzed in MS Excel interpreted in
the form of tables. Computer facility has been availed for typing and other requirements of the
study.

________________________________________
CHAPTER – 5
THEORETICAL BACKGROUND
________________________________________

THEORETICAL BACKGROUND
Employee engagement can be defined as an employee putting forth extra discretionary effort, as
well as the likelihood of the employee being loyal and remaining with the organization over the
long haul. Research shows that engaged employees: perform better, put in extra efforts to help
get the job done, show a strong level of commitment to the organization, and are more motivated
and optimistic about their work goals. Employers with engaged employees tend to experience
low employee turnover and more impressive business outcomes. A positive attitude held by the
employee towards the organisation and its values. An engaged employee works with colleagues
to improve performance within the job for the benefit of the organisation. The organisation must
work to develop and nurture engagement, which requires a two-way relationship between
employer and employee.
EMPLOYEE ENGAGEMENT IS A PARTNERSHIP BETWEEN A COMPANY AND ITS
EMPLOYEES
The three basic aspects of Employee Engagement are:
• The employees and their own unique psychological make up and experience
• The employers and their ability to create the conditions that promote employee
engagement
• Interaction between employees at all levels

Most organizations today realize that a satisfied employee is not necessarily the best employee in
terms of loyalty and productivity. It is only an ENGAGED EMPLOYEE who is intellectually
and emotionally bound with the organization who feels passionate about its goals and is
committed towards its values thus he goes the extra mile beyond the basic job. Employee
engagement is a powerful retention strategy. An engaged employee gives his company his 100
percent. When employees are effectively and positively engaged with their organization, they
form an emotional connection with the company. Employee engagement is a barometer that
determines the association of a person with the organisation. It is about creating the passion
among associates to do things beyond what is expected from him.
Employee engagement is more than just the current HR 'buzzword'; it is essential. In order for
organizations to meet and surpass organizational objectives, employees must be engaged.
Research has proven that wholly engaged employees exhibit,
§ Higher self-motivation.
§ Confidence to express new ideas.
§ Higher productivity.
§ Higher levels of customer approval and service quality.
§ Reliability.
§ Organizational loyalty; less employee turnover.
§ Lower absenteeism.

ELEMENTS OF ENGAGEMENT
The research contributes that personal impact, focused work, and interpersonal harmony
comprises engagement. Each of these three components has sub-components that further define
the meaning of engagement.
• PERSONAL IMPACT-Employees feel more engaged when they are able to make a
unique contribution, experience empowerment, and have opportunities for personal
growth.
• FOCUSED WORK-Employees feel more engaged when they have clear direction,
performance accountability, and an efficient work environment. Aside from the personal
drive and motivation to make a contribution, employees need to understand where to
focus their efforts. Without a clear strategy and direction from senior leadership,
employees will waste their time on the activities that do not make a difference for the
organization’s success. Additionally, even when direction is in place, employees must
receive feedback to ensure that they are on track and being held accountable for their
progress. Finally, employees want to work in an environment that is efficient in terms of
its time, resources, and budget. Employees lose faith in the organization when they see
excessive waste. For example, employees become frustrated when they are asked to
operate without the necessary resources or waste time in unnecessary meetings.
• INTERPERSONAL HARMONY-Employees feel more engaged when they work in a
safe and cooperative environment. By safety, we mean that employee trust one another
and quickly resolve conflicts when they arise. Employees want to be able to rely on each
other and focus their attention on the tasks that really matter. Conflict wastes time and
energy and needs to be dealt with quickly. Employees also need to cooperate to get the

job done. Partnerships across departments and within the work group ensure that
employees stay informed and get the support they need to do their jobs.
THREE COMPONENTS OF EMPLOYEE ENGAGEMENT
The first component of the employee engagement refers to the cognitions that underpin
employees’ rational sense-making in the workplace. Employees actively perceive their work
environment and it is through this interpretive sense-making process that employees develop an
appraisal of what their organisation is like to work in. More positive appraisals of important
workplace features like leadership, communication, job design, supervision, and support
contribute to more a favourable summary belief that they work for a great organisation. It is this
summary belief or underlying cognition that affects people attitudinal responses to the
organisation, or the second component of the
of employee engagement.
The second component of the employee engagement refers to the emotions employees feel in
response to their perceptions of the workplace. When employees actively perceive their
organisation in a favourable manner (e.g., the organisation has good communication processes,
positive leadership, provides rewarding jobs, etc.) then they respond affectively with greater job
satisfaction and emotional attachment (commitment) to the organisation.
The third component of the employee engagement refers to the behaviours that employees
display when cognitively and emotionally engaged with the organisation. The behavioural action
that is considered most important to an engaged employee is their discretionary work effort, or
willingness to go beyond simple contractual requirements in order to help the organisation reach
its objectives.
In sum, employee engagement reflects three overlapping dimensions – thinking (the

perception that this is a great workplace), feeling (affective responses such as job
satisfaction and organisational commitment), and acting (going the extra mile to help the
organisation succeed).
CATEGORY OF EMPLOYEES
The Research study assumes four categories of Employees:

1. Actively Disengaged 3. Nearly Engaged
2. Not- Engaged 4. Actively Engaged
Actively Disengaged employees aren’t just unhappy at work; they’re busy acting out their
unhappiness. Not-Engaged employees are essentially “Checked out”. They are sleepwalking
through their workday, putting time –but not energy or passion – into their work. Nearly
Engaged employees are an “Insensitive breed”, they do the job as they are told putting no extra
effort. Actively Engaged employees work with passion and feel profound connection to their
company, they move the organization forward. The characteristics of these four categories of
Employees are listed below:
Actively Disengaged Nearly Actively
Disengaged Engaged Engaged
Bored and frustrated
at work
Often feel
underutilized
Do as you are told Do your very best
Negative or sarcastic
attitude about work
Spend time at work
taking care of
personal needs
Do strictly what’s
required
Constantly learning
and taking calculated
risks
Critical of leaders or
peers
Pay is a big reason
why stay
Stick to what you
know and take few
risks
Feel stretched beyond
comfort zone
Look for ways to find
blame
Do just enough to get
by and not get in
trouble
See many barriers to
better results outside
of personal control
Take personal
satisfaction in the
quality of work
Speak Poorly about
the company
Rarely stretched by
new assignments
Work can be stressful;
but also rewarding
and fun
Looking for a better
job
It’s better than no job It’s just a job You love your job

THE LOYALTY FACTOR
The key to employee engagement is creating greater motivation for their work and commitment
to their organisation. It is not possible to retain professionals only by paying high salaries and
offering attractive benefits. What needs to be created is enthusiasm for their roles, their work and
the organisation, and ensures that they are well integrated. Employee engagement relates to the
employee’s commitment to the organisation’s success. Engaged employees who are inspired and
guided by the leadership, equipped with the right tools and managed by the right systems and
processes deliver superior performance. Employee engagement today encompasses training,
development, work environment, leadership, performance management, work/life balance,
communication, compensation, benefits, commitment, fun and social activities. This enhances
the bonding between employees and commitment to the company.
FACTORS FOR HIGHER EMPLOYEE ENGAGEMENT
The contributing factors are:
• Understanding of corporate goals/mission
• Understanding of job and how it contributes to overall corporate goals
• Clear communication of goals, expectations, directions
• Job design
• Job fit
• Support and tools
• Independence & innovation
• Relationship with boss/direct reports
• Clear feedback on performance
• Recognition
• Learning and development opportunities
• Opportunities for advancement
• Pride in organization
• Employee input

• Employee involvement in decision making
• Work-life balance
• Workplace culture/morale
• Co-worker relationships/good team environment (enjoy colleagues)
• Fair HR practices
KEY DRIVERS OF EMOLOYEE ENGAGEMENT
The drive for an engaged workforce needs to build on good people management and
development policies, and the active support of line managers. People management strategies
and policies need to be aligned with those of the wider business. Employees need to understand
how their work contributes to organizational outcomes. A minority of employees may not want
to be engaged; organisations may need to give particular attention to recruitment and
communications. There is no short-cut to building and maintaining employee engagement, but
the time, effort and resource required will be amply repaid by the performance benefits.
There is no definitive all-purpose list of engagement ‘drivers’, but they should be influenced by
certain factors, which are following:
• involvement in decision-making
• freedom to voice ideas, to which managers listen
• feeling enabled to perform well
• having opportunities to develop the job
• feeling the organisation is concerned for employees’ health and well-being.
Perceived managerial fairness in dealing with problems also impacts significantly on individual
performance, although it is not significantly related to engagement. Engagement levels are

influenced by employees’ personal characteristics: a minority of employees are likely to resist
becoming engaged in their work. But people are also influenced by the jobs they do and the
experiences they have at work. The way in which both senior management and line managers
behave towards, and communicate with, employees, plus the way in which work is organised and
jobs defined, contribute significantly towards making work meaningful and engaging.
The Key Drivers of Employee Engagement are listed as following:
1. Work Life Balance
2. Training & Development
3. Organizational commitment
4. Pride to be in Organisation
5. Recognition
6. Communication
7. Co-Workers
8. Decision Making
9. Career Advancement Opportunities
10. Leadership
11. Innovation

WORK-LIFE BALANCE- Work-life balance has been the first casualty of the pressure packed
working environment of the corporate world today. A lack of work-life balance has been found
to drastically affect productivity levels and quality of working conditions for most employees.
Many organizations have been trying to enforce this through a series of measures.
TRAINING & DEVELOPMENT- Adequate facilities for training accompanied with adequate
need assessment, required to enhance their skills. Appropriate training and development helps
employees to increase their productivity and to enhance their knowledge be it related to
Behavioural, Technical and Functional.
Company Practices
People Practices
Policies
Performance
Assessment
Company Reputation
Total Rewards
Pay & Benefits
Recognition
People
Senior
Leadership
Manager
Co–workers
Engagement Opportunities
Career Opportunities
Learning/Development
Quality of Life
Work/Life Balance
Work
 Work Activities
 Resources
 Processes

ORGANIZATIONAL COMMITMENT- It is the employee's psychological attachment to the
organization. It can be contrasted with other work-related attitudes, such as Employee
Engagement and Organizational Identification (the degree to which an employee experiences a
'sense of oneness' with their organization). Employee identifies with the organization and there is
perfect harmony between his beliefs, values and goals and those of the organization.
PRIDE TO BE IN ORGANIZATION- Employee feels proud to be associated and there is an
emotional bonding with the organization, this bonding leads to more productive work hence,
Engaged Employees.
COMMUNICATION- If you accept that employees want to be involved in what they are doing
then this trend is clear. The effect of poor internal communications is seen as its most destructive
in global organisation which suffer from employee annexation - where the head office in one
country is buoyant (since they are closest to the action, know what is going on, and are heavily
engaged) but its annexes (who are furthest away from the action and know little about what is
happening) are dis-engaged. In the worst case, employee annexation can be very destructive
when the head office attributes the annex's low engagement to its poor performance... when its
poor performance is really due to its poor communications.
RECOGNITION- Employee recognition is a communication tool that reinforces and rewards
the most important outcomes people create for your business. When you recognize people

effectively, you reinforce, with your chosen means of recognition, the actions and behaviors you
most want to see people repeat. An effective employee recognition system is simple, immediate,
and powerfully reinforcing.
CO-WORKERS-Adequate mutual trust & understanding among fellow employees ensures
engaged employees. If employees' relationships with their managers are fractured, then no
amount of perks will persuade the employees to perform at top levels. Employee engagement is a
direct reflection of how employees feel about their relationship with the boss.
DECISION MAKING- Empowerment & support down the line to take decisions.
CAREER ADVANCEMENT OPPORTUNITIES- Opportunities for Individual growth. The
boundary less career may redirect the primary responsibilities of career management to
employees this does not mean the organizations have no responsibility. In the boundary less
career, the organization’s responsibility is to build employee self-reliance and to help employees
maintain their marketability through continual learning. The organization needs to provide
support for employees to continually add to their skills, abilities, and to their knowledge.
LEADERSHIP- Employees feel that the Supervisors are always there for help and besides they
empower and provide adequate climate to support and develop.
INNOVATION- It is a more specialized kind of change. Innovation is a new idea applied to
initiating or improving a product, process, or service. So all innovations involve change, but not
all changes necessarily involve new ideas or lead to significant improvements. Innovations in

organizations can range from small incremental improvements to any Job related content. But
Employees should find job content intrinsically satisfying and have the opportunity to put
innovative ideas into work.
MEASURING THE IMPACT OF EMPLOYEE ENGAGEMENT
Table 5.1
To conclude, Employee engagement is a concept that is generally viewed as managing
discretionary effort, that is, when employees have choices, they will act in a way that furthers
their organization's interests. An engaged employee is a person who is fully involved in, and
enthusiastic about, his or her work.

ENGAGED EMPLOYEES…
• Stay: Employees tend to remain in the company
• Say: Employees speak well about the company
• Strive: Employees ready to work beyond the call of duty

________________________________________
CHAPTER – 6
DATA ANALYSIS
________________________________________
DATA ANALYSIS AND INTERPRETATION

The data collected with the help of questionnaire has been analyzed in MS Excel interpreted in
the form of tables. Computer facility has been availed for typing and other requirements of the
study.
Table 6.1:
Level of Employee Engagement
2.50% 7.50%
82.50%
7.50%
Actively Disengaged
Not-Engaged
Nearly Engaged
Actively Engaged
The research study conducted in CFCL has shown that 82.50 percent of employees are “Nearly
Engaged” in their jobs, which see many barriers to better results outside of personal control and
only 7.50 percent of employees are “Actively Engaged”. Those “Actively Engaged” employees
work with passion and feel a strong connection to their company. Moreover, 7.50 percent of
employees are not engaged meaning that they go through each workday putting time but no
passion into their work. Also, 2.50 percent of employees are actively disengaged, meaning that
they are busy acting out of their own personal unhappiness, which undermines what their
engaged co-workers are trying to accomplish. The most important task in front of organization is
to shift ‘Nearly Engaged’ employees into the successive category of ‘Actively Engaged’
employees and not let them deteriorate into ‘Not-Engaged’ category.
Table 6.2:

LEVEL OF EMPLOYEE ENGAGEMENT BY TENURE OF WORKING IN AN
ORGANISATION
Tenure
Actively
Disengaged Not-Engaged
Nearly
Engaged
Actively
Engaged Total
0-1 yrs 0 0 4 2 6
1-3 yrs 0 1 9 1 11
3-5 yrs 0 0 0 0 0
5-10 yrs 0 1 8 0 9
Above 10 1 1 12 0 14
1 3 33 3 40
In starting of their career i.e. 0-1 yrs, 4 respondents lies in the category of “Nearly Engaged”.
Whereas in the transition phase i.e. 1-3 yrs, more than double of the employees are Nearly
Engaged then initial category. Whereas in the stable phases like 5-10 yrs and above 10 yrs, No.
of Nearly Engaged employees are twice and thrice of the initial category respectively, this is due
to they have adapted the working culture and they resist change. Also, there are no employees
that come under the middle phase i.e. 3-5 yrs because at this stage either they left the
organization or if they continued then they belongs to next category.
The trend seems to be that if employees in the transition phase would be shifted to “Actively
Engaged” category, by providing them career advancement opportunities then there would be
lesser attrition. Also, the concern lies that not many people are Actively Engaged in their Jobs
even after working for a long tenure. This may be possible that they don’t get enough recognition
to be motivated, don’t have ample career advancement opportunities and the work have become
so monotonous that there is no zest left within them.
Table 6.3:

0
5
10
15
20
25
Actively
Disengaged
Not-
Engaged
Nearly
Engaged
Actively
Engaged
Category of Employees
Job Satisfaction level
Job Satisfaction Yes
Job Satisfaction No
Particulars Job Satisfaction
Yes No
Actively Disengaged 0 1
Not-Engaged 1 2
Nearly Engaged 25 8
Actively Engaged 2 1
28 12
70.00 30.00
In the organisation, the research study shows that 70% of the employees are satisfied with their
job, whereas 30% are not. By looking at the graph we can see that, In the Nearly Engaged
category maximum no. of employees are satisfied with their job, which shows a wave of
positivity.
Though efforts like more recognition, work life balance, career opportunities, and improved
training methods can be taken for employees who are not satisfied.

Table 6.4:
0
2
4
6
8
10
12
20-29 30-39 40-49 50+
Age-group
Engagement by Age
Actively Disengaged
Not-Engaged
Nearly Engaged
Actively Engaged
The research study reveals that maximum employees of Nearly Engaged category belong to age
group of 40-49 and also 30-39. Also, there is a black hole after the age of 40 yrs in the category
of Actively Engaged employees. This may be due to the monotonous work routine.
Though, efforts should be taken that employees of Nearly Engaged Category for age-groups 30-
39 and 40-49 can be shifted to the Actively Engaged Category as they are an asset to the
organization in terms of organizational commitment.

Table 6.5:
Effect on Engagement by Internal Factors like Job, Organisation, Co-Workers,
Supervisors and Department.
Nearly Engaged Employees
Job
26%
Co-Workers
18%
Supervisors
18%
Department
14%
Organisation
24%
For Nearly Engaged Employees, Job is the most important factor that affects their engagement
level. After that come the organisation and then co-workers and supervisors. Lastly, what matters is department.
Actively Engaged Employees
Job
25%
Co-Workers
17%
Supervisors
18%
Department
14%
Organisation
26%

For Actively Engaged Employees, organisation plays a major role in their engagement because of their ownership attitude
towards their work. There zestfulness shows in their work, which leads them to the epitome of success. Job is a secondary factor,
after that comes supervisors, co-workers and department respectively
Not-Engaged Employees
Job
27%
Co-Workers
16%
Supervisors
18%
Department
17%
Organisation
22%
For the category of Not-Engaged Employees Job is a major factor, with organisation as a
secondary factor. Then comes supervisors, Department and Co-workers respectively.
.
Actively Disengaged Employees
Job
26%
Co-Workers
25%Supervisors
9%
Department
23%
Organisation
17%

For Actively Disengaged Employees, Job is a major factor but Co-workers is a secondary factor.
Thereafter comes department, organisation and supervisors respectively.
If we notice the trend line of all the categories of employees we can see that Organisation is a
major factor for only Actively Engaged Employees whereas for all others Job is a significant
factor. Then for Actively Disengaged employees Co-workers comes as a secondary factor, this
implies that they have positive working relationships with co-workers and negative relation with
supervisors. Also, Organisation matters least to them.
The study interprets that to shift employees into ‘Actively Engaged’ category, they should share
bonding with the organisation accompanied with developing organizational commitment and
Employee Recognition strategies.
Table 6.6:

The research study focuses to identify the Key drivers of employee engagement to make the
employee engaged in their work rather than being nearly engaged or not engaged. The study
explores the key drivers of employee engagement and rates them as factors that need much
improvement; factors that have scope of improvement and factors help to keep employees
engaged i.e. highly rated factors. The key drivers are listed as following with their % Effect on
level of employee engagement.
Key Drivers % Effect Rating Remarks
Decision Making 77.5 X Quite High
Co-workers 75 X Well looked
afterLeadership 75 X
Pride to be in Org. 60 Y Scope of
ImprovementCommunication 60 Y
Work-Life Balance 47.5 Z
Needs much
Improvement
Innovation 45.00 Z
Organizational Commitment 42.50 Z
Training & Development 40.00 Z
Recognition 35.00 Z
Career Advancement
Opportunities
25.00 Z
The decision-making is a key drivers that is rated quite high with % effect of 77.5; this suggests
that there is an open culture of letting employees take their own decisions that affect their work.
Then comes Co-workers and Leadership rated as same, which can be considered as factors,

which are well looked after. These factors throw a light on that there is a friendly atmosphere
within the organisation related to co-workers and supervisors.
The CFCL employee feels proud to be associated with an organisation to some extent but there is
a scope of improvement, which can be improved by regular interaction between management and
employees and within internal departments. Giving motivational speeches, introducing
mentorship programs, can do this.
The communication also lies in the same category. It suggests that the two-way communication
is not appropriate and has a scope of improvement
0
10
20
30
40
50
60
70
80
% Effect
Effect of Key Drivers on Engagement
Decision Making
Co-workers
Leadership
Pride to be in Org.
Communication
Work-Life Balance
Innovation
Organizational Commitment
Training & Development
Recognition
Career Advancement Opportunities
Also, the next 3 factors i.e. work-life balance, Innovation and Organizational Commitment
demand some concern as their % Effect is between the range of 40%-50%. Work-life balance is
required to maintain the productivity levels of an employee and organizational development. The
% effect for nearly engaged employees is 47.5%, which suggests that performance is being
hampered due to disrupt balance between personal and professional life. By giving enough

leaves to an employee, organizing family get-togethers and picnics they and making work life
filled with fun can move employees to Actively Engaged category.
Then Innovation, for nearly engaged employees the % effect is 42.50. From the research study we interpret that if innovation
practices are injected in the organisation, the employees will be stimulated towards their work shifting them to Actively engaged
category. To improve on innovation, Job rotation and Job enrichment techniques can be used to get employees relieved of their
monotonous routine.
Organisational Commitment is a matter of serious concern with % effect of 42.50 on Engagement level. By Organisational
Commitment, the study implies that will the employee would be working with the company for 5 years down the line. To
improve the situation, the organisation should align the company goals with the individual’s goals and should create a strong
bonding with employees.
The Training & Development just falls on the border of 40%, the situation is deteriorating day by day. Unless, the employees are
trained to enhance their skills and develop themselves, there work performance will become stagnant. Also, the employee would
feel a left out in the organization. Therefore, appropriate training programs should be held on regular basis to keep employees
updated with the current trends of Industry be it functional or technical.
Then comes the last two factors, recognition and career advancement opportunities.The research study explores that recognition
is a matter of serious concern with 35% effect on Employee Engagement. Employee recognition is a communication tool that
reinforces and rewards the most important outcomes people create for your business. When you recognize people effectively, you
reinforce, with your chosen means of recognition, the actions and behaviors you most want to see people repeat. An effective
employee recognition system is simple, immediate, and powerfully reinforcing. To implement employee recognition processes,
you need to develop recognition that is equally powerful for both the organization and the employee.
Thereafter the Career Advancement Opportunities which has an Effect of 25%. We can conclude
that due to slow growth in career, Employees have lost focus on work as they don’t find a
steeping ladder for themselves. For this, we can implement Succession Planning and Career
Planning as a strategy to motivate employees towards their work.

Table 6.7:
Factors that need Change
33%
32%
19%
11%
5% Growth Opportunities
C & B
Working environment
Working conditions
Infrastructure
The research study judged with the help of a questionnaire, the factors that needed change in the
organisation. The most desirable change is career advancement opportunities as 33% preceded
with a change in Compensation & Benefits with a little difference from former i.e. 32%. After
that comes Working Environment, Working conditions and lastly changes in Infrastructure
facilities.
This helps to interpret that there is a dearth of Growth Opportunities and employees are also not
satisfied with the structure of Compensation & Benefits. The organisation needs to work and
improve on them.
To improve growth opportunities, we can implement Succession Planning and Career Planning
as a strategy to motivate employees towards their work.

________________________________________
CHAPTER – 7
FINDINGS
________________________________________

FINDINGS
Organizations can’t force, beg, or buy the type of workforce performance needed to succeed
today. As legions of business leaders struggle to boost the return on their human capital and
flawlessly execute their latest business strategies, it’s no wonder that employee engagement
remains a top priority. Recognized as a driver of productivity, competitive advantage, customer
loyalty, and even shareholder return, employee engagement is no longer a “nice to have.”
A positive attitude held by the employee towards the organisation and its values. An engaged
employee works with ownership to improve performance within the job for the benefit of the
organisation. The organisation must work to develop and nurture
The benefits to the organisation are:
 Employee engagement builds passion, commitment and alignment with the
organization’s strategies and goals
 Attracts more people like existing employees; Increases employees’ trust in the
organisation
 Creates a sense of loyalty in a competitive environment
 Lowers attrition rate
 Increases productivity and improves morale
 Provides a high-energy working environment.
 Improves overall organizational effectiveness

 Boosts business growth
 Makes the employees effective brand ambassadors for the company.
In today’s highly competitive global economy, many organizations are under severe cost
pressure. They’ve responded with layoffs, wage freezes, and increasing employee work
loads. Employees, in turn, are feeling overworked and stressed out. Therefore, an
organisation needs to take measures that increase the Employee Engagement levels by
retaining the best. There is a war for talent, the competition for talent means that we have to
be very good at attracting, motivating and retaining talent. Our talented human capital is our
biggest asset and liability and we need to measure how well it’s adding value
Engagement is an increasingly important human capital metric because:
• Engagement levels correlate with business performance
• Measuring Engagement tells us how well we are doing in the competition for talent
• Driving Engagement levels higher improves our ability to attract, motivate and retain
talent and so generates value from our human capital investment.
The research study concludes the following:-
 82.50% of the employees lie in the nearly engaged category
 The employees’ tenure of working in CFCL is either till 3 yrs or above 5 yrs.
There is a black hole of young managers who can bring change in the
organisation.
 70.00% of the employees are satisfied with their Job, which gives a wave of
optimism.

 The below 50 age group, mostly employees are Nearly Engaged which needs to
be shifted to Actively Engaged category.
 The Job Content is the most important factor for Nearly Engaged, Not-Engaged
and Actively Disengaged employees. Though for Actively Engaged Employees,
Organisation factor plays a major role. Therefore, we need to change the
paradigm to create pool of Actively Engaged Employees.
 In CFCL the key drivers, which have major impact on decreasing Employee
Engagement are listed as- ‘Career Advancement Opportunities, Recognition,
Training & Development, Organizational Commitment, Innovation, Work-Life
Balance’.
 And the Key driver rated Quite High is ‘Decision Making’, whereas Key Drivers
which are Well Looked After are ‘Co-Workers and Leadership’, also ‘Pride to be
in organisation and Communication’ needs some Improvement.
 The factor that needs most change is “Career Advancement Opportunity”; then
the “Compensation & Benefits” factor.

_______________________________________
CHAPTER – 8
SUGGESTIONS
&
RECCOMENDATIONS
________________________________________

RECOMMENDATIONS
To make “Employee Engagement” effective, an organisation need to build model that would
inject motivation in the employees.
CULTURE OF EMPLOYEE ENGAGEMENT
Table 8.1
Strong
Foundation
& Systems
Strong
Leadership-
showing
direction,
developing
confidence in
people
Culture-open
communication,
team work,
accountability,
initiative &
collaboration
Building
Organizationa
l Confidence

CAREER ADVANCEMENT OPPORTUNITIES
To Improve CAREER ADVANCEMENT OPPORTUNITIES- A good understanding of careers
anchors is required, which strengthens the psychological contract between the employee and
employer. However, there’s usually a mismatch between an individual career anchor and the
kind of career path that an organization provides. In today’s scenario, where the employee is the
greatest asset, no organization can achieve success without its employees achieving success.
Therefore, the relationship between organizations and professionals also needs to be looked at
from an increasingly symbiotic perspective.
Entry level professionals mostly pursue careers that are in vogue those in the 2-3 year experience
category more or less know their career anchor. One needs to have mental clarity to understand
career aspirations. Building that Psychological connect is never easy. After all, how do you deal
with entry level professionals, who would join an industry not out of any specific Career
inclination, but because of other reasons like peer pressure, what’s in vogue etc. Again many a
times career options that are in line with the employee’s career anchor might be limited. So once
the career anchor has been identified and the employee assigned responsibilities in line with the
same, after a period, the growth of the employee may become limited by the opportunities
available in that area.
As an organization, one should give people time to ‘settle down’ instead of charting out a career
path right at the entry level, wait for one year and then decide which growth path they want to
choose. The main purpose of performance appraisals is to identify the strong areas of an
employee. Chart out some growth paths, which should be thrown open to employees once they

have completed a certain period of time with the company. After a fair bit of counseling, the
organization should help employees choose the career they would like to be in. Employees
should even have the liberty to opt out of a career path after spending a considerable amount of
time, in case they feel they want to do more. Also strategies like Succession Planning and career
planning should be implemented in the organization.
SUCCESSION PLANNNING
Succession planning is the process of identifying and preparing suitable employees through
mentoring, training and job rotation, to replace key players — such as the Chief Executive
Officer (CEO) — within an organization as their terms expire. From the risk management aspect,
provisions are made in case no suitable internal candidates are available to replace the loss of any
key person. It is usual for an organization to insure the key person so that funds are available if
she or he dies and these funds can be used by the business to cope with the problems before a
suitable replacement is found or developed.
Succession Planning involves having senior executives periodically review their top executives
and those in the next-lower level to determine several backups for each senior position. This is
important because it often takes years of grooming to develop effective senior managers. There
is a critical shortage in companies of middle and top leaders for the next five years.
Organizations will need to create pools of candidates with high leadership potential.
A recent example of sound succession planning is the case of how General Electric found a
successor to its CEO Jack Welch. The Board of Directors engaged in a lengthy and systematic
review of the potential successors prior to his retirement.

A careful and considered plan of action ensures the least possible disruption to the person’s
responsibilities and therefore the organization’s effectiveness. Examples include such a person
who is:
• suddenly and unexpectedly unable or unwilling to continue their role within the
organization;
• accepting an approach from another organization or external opportunity which will
terminate or lessen their value to the current organization;
• indicating the conclusion of a contract or time-limited project; or
• moving to another position and different set of responsibilities within the organization.
A succession plan clearly sets out the factors to be taken into account and the process to be
followed in relation to retaining or replacing the person. For CFCL, this strategy would be
suitable as there is a bridge between employees who are working in CFCL for more than 10
yrs and are not engaged with their work. Such employees have stayed with the organization
because they are comfortable with the working environment and resist change. If the
organization enhances and taps their potential and rich experience appropriately by using
SUCCESSION PLANNING STRATEGY. It can ensure that such experienced employees do
not leave the organization. Also, they are recognized as efficient and productive employees
with the guiding lamp of developing their career. The organization should ensure that
suitable employees are being developed to take up high-profile jobs leading to organizational
development.
EFFECTIVE CAREER PLANNING

Long gone are the days of lifetime employment. Today there is a need to be alert and plan
careers and a shift from one organisation to another in order to gain maximum industry
experience while keeping in touch with emergent technology seems to be the norm. Career
Planning is like posting coloured flags in our course of life as milestones to be crossed to achieve
a set goal. It is an arduous task and needs systematic planning and calculated execution.
INNOVATION
To inject Innovation in working environment, Innovative organizations should encourage
experimentation. They tend to reward both successes and failures. They celebrate mistakes.
Unfortunately, in too many organizations, people are rewarded for the absence of failures rather
than for the presence of successes. Such cultures extinguish risk taking and innovation. People
will suggest and try new ideas only when they feel such behaviors exact no penalties. Managers
in innovative organizations recognize that failures are a natural byproduct of venturing into the
unknown.
Within the human resources category, we find that innovative organizations actively promote the
training and development of their members so that they keep current, offer high job security so
employee don’t fear getting fired for making mistakes, and encourage individuals to become
champions of change. Once a new idea is developed, idea champions actively and
enthusiastically promote the idea, build support, overcome resistance, and ensure that the
innovation is implemented. The evidence indicates that champions have common personality
characteristics extremely high self-confidence, persistence, energy, and a tendency to take risks.
Idea champions also display characteristics associated with transformational leadership. They
inspire and energize others with their vision of the potential of an innovation and through their
strong personal conviction in their mission. They are also good at gaining the commitment of
others to support their mission. In addition, idea champions have jobs that provide considerable

decision-making discretion. This autonomy helps them introduce and implement innovations in
organizations.
To implement work related Innovation, Job Enrichment and Job Rotation
strategies can be implemented to create a pool of engaged employees.
Job Enrichment- An approach to create Employee Engagement is job rotation where an
individual is moved through a schedule of assignments designed to give him or her breadth of
exposure to the entire operation.
Job enrichment, as a managerial activity includes a three steps technique:
1. Turn employees' effort into performance:
• Ensuring that objectives are well-defined and understood by everyone. The overall
corporate mission statement should be communicated to all. Individual's goals should
also be clear. Each employee should know exactly how she fits into the overall process
and be aware of how important her contributions are to the organization and its
customers.
• Providing adequate resources for each employee to perform well. This includes support
functions like information technology, communication technology, and personnel training
and development.
• Creating a supportive corporate culture. This includes peer support networks, supportive
management, and removing elements that foster mistrust and politicking.
• Free flow of information. Eliminate secrecy.
• Provide enough freedom to facilitate job excellence. Encourage and reward employee
initiative. Flextime or compressed hours could be offered.
• Provide adequate recognition, appreciation, and other motivators.

• Provide skill improvement opportunities. This could include paid education at
universities or on the job training.
• Provide job variety. This can be done by job sharing or job rotation programmes.
• It may be necessary to re-engineer the job process. This could involve redesigning the
physical facility, redesign processes, change technologies, simplification of procedures,
elimination of repetitiveness, redesigning authority structures.
2. Link employee’s performance directly to reward:
• Clear definition of the reward is a must
• Explanation of the link between performance and reward is important
• Make sure the employee gets the right reward if performs well
• If reward is not given, explanation is needed
3. Make sure the employee wants the reward:-
To find out the organisation will have to ask them or use surveys.
JOB ROTATION
An approach to create Employee Engagement is Job Rotation where an individual is moved
through a schedule of assignments designed to give him or her breadth of exposure to the entire
operation. Job rotation is also practiced to allow qualified employees to gain more insights into
the processes of a company and to increase job satisfaction through job variation.
The term job rotation can also mean the scheduled exchange of persons in offices, especially in
public offices, prior to the end of incumbency or the legislative period. At the senior
management levels, job rotation - frequently referred to as management rotation, is tightly linked
with succession planning - developing a pool of people capable of stepping into an existing job.

Here the goal is to provide learning experiences which facilitate changes in thinking and
perspective equivalent to the "horizon" of the level of the succession planning. For lower
management levels job rotation has normally one of two purposes: promotability or skill
enhancement.
RECOGNITION
In today’s highly competitive global economy, many organizations are under severe cost
pressure. They’ve responded with layoffs, wage freezes, and increasing employee work loads.
Employees, in turn, are feeling overworked and stressed out. This environment makes
recognition programs particularly attractive, because recognition provides a relatively low-cost
means to stimulate employee performance. Employee recognition is a communication tool that
reinforces and rewards the most important outcomes people create for your business. When you
recognize people effectively, you reinforce, with your chosen means of recognition, the actions
and behaviors you most want to see people repeat. When you consider employee recognition
processes, you need to develop recognition that is equally powerful for both the organization and
the employee.
Two of the most popular methods of recognizing employees are by giving gift certificates and
cash rewards. The most common reasons for giving an award are length of service and
exceptional performance. But the CFCL has a long way to go with respect to Employee
Recognition programs; some ideas can be implemented are-
• The CFCL develops a unique package, which is essentially a basket of non-monetary rewards
given to motivate employees and recognize excellent work performance. For example, award
Feather-in-My-Cap, is an on-the-spot recognition of an effort awarded to a project or project

team; Dear Boss recognizes the positives of a good boss, including technical, managerial, and
leadership skills and a Handwritten Note of appreciation, which gives the opportunity for the
employee to "draw" a gift from a box. Gifts range from fast food restaurant gift certificates
and candy to a paid holiday and substantial cash rewards. The employee draws the reward, so
no supervisory interference is perceived. A duplicate of the thank you note goes into a
periodic drawing for even more substantial reward and recognition opportunities.
• CFCL can adopt a practice of naming a conference room or office or training room after the
name of the most outstanding employee of the year. The naming is done ceremoniously, the
employee’s family is invited, a cake is ordered; and all the employees assemble for the
felicitation.
• A “Thank You Store” can be established at CFCL for employees to select gifts and thank you
cards for supervisors, managers, and office assistants. It can also sponsor peer-to-peer
recognition programs, where employees submit nominations on behalf of other employees,
teams or oneself. All nominations are reviewed for a Merit Award and all Merit Awards are
reviewed for the Chairman’s Award.
• CFCL can encourage suggestion from employees on cost savings, energy conservation or
quality improvement or increase in sales. The suggestions are periodically reviewed and few
employees may get one time cash rewards based on he quantum of savings their suggestions
can generate. This cash rewards system on suggestions is mostly up to junior management
level.
• The company can introduced the new idea of appreciating subordinates through a mantle of
“WHALE DONE”, based on the philosophy of taming whales and recognition of their extra
efforts..

• The program called “EXTRA PUNCH” can be promoted to reward employees those who
have shown consistent progress, loyalty and delivered results. It should give a chance to win
across all levels irrespective of designation or department. Extra Punch not only challenges
everyone to put in their best, but also encourages healthy competition in the organization.
• In addition, the HR department can put a big wallboard titled ‘initiatives.com’, which is
filled with information on the initiatives taken by the employees in the workplace and the
appreciation of their initiatives
To conclude, the management must realize that nurturing internal talent is much more beneficial
than importing talent and then nurturing it. Familiarity, interpersonal relationships and
understanding, gathering knowledge, etc are the key aspects that make good employees.
Noteworthy is not the fact that employees were rewarded, but it’s the efforts that the
organisation/ management has recognized and rewarded that makes this special and motivating.
It’s like the 3Ps – people, product, profit. Any company’s major assets are its employees and that
is what the organization recognizes and rewards. With the carrot dangling in-front of your eyes,
working hard is worth it.
ORGANISATIONAL COMMITMENT
We believe that organizations that want to increase the level of employee engagement need to
examine engagement from three perspectives:
Alignment
At the organization level, senior executives must examine HR systems e.g., Performance
Management, succession management, selection/recruitment, leadership and workforce
development) to ensure that they support and foster—rather than inhibit—a high-engagement
culture.

Accountability
At the operational level (i.e., business unit, division, geographic region), leaders act
as role models for the lower-level leaders within their areas. They need to build
an environment where new leaders are encouraged and expected to quickly acquire skills to help
them succeed, and where veteran leaders are held accountable
for rethinking their tried-and-true approaches to achieve even better results than before.
There has to be a strong commitment to build leaders’ skills to drive employee
engagement. Accountability systems and processes need to be in place to ensure
that development plans are successfully accomplished; employee engagement rises
only as a result of the successful completion of development plans.
Personal Commitment
For all leaders, and especially for first- and second-level leaders, employee engagement
needs to be personal. Achieving higher levels of employee engagement is not someone else’s
job, nor is it a new memo to write, a new form to fill out, or even being more responsive when
employee concerns are voiced. Instead, each leader needs to leverage his or her skills in areas
where engagement is high, and examine which practices and habits are discouraging high levels
of employee engagement by doing this; leaders can chart a course to take their leadership skills
to the next level to proactively motivate, empower, and engage those around them. Offers a wide
array of leadership development solutions, including classroom, web-based, and blended-
learning approaches, to provide leaders with the skills they need to drive employee engagement.
The offerings integrate seamlessly with engagement measurement instrument and its results,
helps leaders quickly identify action plans that will deliver actionable results. For individual
contributors, their level of engagement impacts the organization’s bottom line each and every

day, in many large and small ways. The better, an organization can equip its workforce with the
knowledge and skills to engage—as opposed to disengage—each other through such things as
strong interaction skills, working through conflict, adapting
Quickly to change, working as a team, etc, the easier it will be to optimize Engagement.
WORK-LIFE BALANCE
Employees are increasingly complaining that the line between work and non-work time has
become blurred, creating personal conflicts and stress. A number of forces have contributed to
blurring the lines between employees’ work life and personal life. Employees are increasingly
recognizing that work is squeezing out personal lives, and they’re not happy about it. For
example, recent studies suggest that employees want jobs that give them flexibility in their work
schedules so they can better manage work / life conflicts.
In fact, balancing work and life demands now surpasses job security as an employee priority. In
addition, the next generation of employees is likely to show similar concerns. A majority of
college and university students say that attaining a balance between personal life and work is a
primary career goal. They want “a life” as well as job. Organizations that don’t help their people
achieve work / life balance will find it increasingly hard to attract and retain the most capable
and motivated employees.
Improving work-life balance can:

• Aid employee recruitment and retention
• Reduce absenteeism
• Improve the quality of peoples' working lives
• Match people who wouldn’t otherwise work with jobs
• Benefit families and communities
• Boost productivity, enhance service and delight customers.
TRAINING & DEVELOPMENT
The Need-Analysis process should be revived. The supervisors should be responsible to notify
the HR department about the kind of skill enhancement employees require. The training calendar
should be reviewed on periodical basis e.g. quarterly on the basis of need analysis. Also,
improved trainings methods should be implemented as per the Industry trends.
RECOMMENDATIONS FOR INCREASED EMPLOYEE ENGAGEMENT
Ensure Clarity of Organizational Imperatives at Every Level
Despite good intentions, most employees remain in the dark about how their daily priorities fit in
with the organization’s objectives. Start at the top. If senior leaders aren’t crystal clear — and in
complete agreement — about the organization’s priorities, attempts to cascade their message will
be like a crack in a foundation, with the fissure growing larger and larger as communications
work their way through the organization. The senior team members in large and small
organizations can suffer from a disconnection on the organization’s mission, vision, values, and

short-term strategies. Don’t stop communicating. Leaders need to communicate strategy at every
opportunity. When they think they’re done, they need to keep going. In addition explain
employees why commitment is important to achieve goals. Use technology to enable managers,
if managers and employees haven’t had discussions to interpret strategy to focus day-to-day
priorities, the fields on those computer screens might as well be left empty. Don’t Just “Manage”
Your Talent.
Talent management systems can help organizations assess and focus their employees’ unique
skill sets on mission-critical tasks. They can also help identify and develop high-potentials to
take on even more important responsibilities to lead the organization into the future. Yet
remember that your talent doesn’t necessarily want to be “managed.” They want to do more of
what they do best, find challenge and meaning at work, develop, and be part of the
organization’s success. They want responsibility for their career and their development. Give
high performers a say in their future. Too many organizations have well-thought-out talent
management strategies based on skill sets and job requirements, but fail to include the high
performers themselves in the planning. If employees are not given the chance to clarify what
matters to them and articulate their personal goals, it’s likely that they’ll pass on prime
promotions or, perhaps worse, be miserable or even fail in their new role because it doesn’t fit
what they’re looking for at work.

________________________________________
CHAPTER -9
LIMITATIONS
________________________________________

LIMITATIONS OF THE STUDY
A research is a never-ending process and research work in any field of knowledge makes the
ground for more researches. Therefore all studies have their own limitations. It is needless to say
that while working on this project I faced many difficulties, which becomes the limitation of this
project. The major limitations are:
1. Many respondents were not interested to fill questionnaire due to time constraints.
2. The responses of the entire questionnaire cannot be considered very accurate
because some of the respondents were hesitant in lending the desired information.
3. Though every precaution has been taken while analyzing the data yet a few errors
are bound to appear.

________________________________________
CHAPTER -10
BIBLIOGRAPHY
______________________________________

BIBLIOGRAPHY
1. www.citehr.com
2. www.wikepedia.com
3. www.management-issues.com
4. www.hr.com
5. www.greatplacetowork.com
6. www.ddiworld.com
7. Issues and reports by Citeman Network
8. Measuring Employee Engagement Report by DDI
9. Employee Engagement Report by Blessing White
10. Employee survey report of Sunrise Mornings
11. Building great workplaces by JRA

QUESTIONNAIRE
SURVEY OF EMPLOYEE ENGAGEMENT
GENERAL INFORMATION:
1. This questionnaire is only learning and analysis purpose.
2. The data collected shall be kept confidential.
3. This questionnaire is not for commercial purpose
KINDLY SHARE YOUR OPINIONS ON THE FOLLOWING STATEMENTS
Department: Age:
Gender: Male
Female
Tenure of working in CFCL
a. 0- 1 years
b. 1-3 years
c. 3-5 years Level:
d. 5-10 years
e. Above 10

Please tick mark the relevant answer as provided against each question.
JOB
Strongly
Disagree
(1)
Dis
agree
(2)
Neutral
(3)
Agree
(4)
Strongly
Agree
(5)

1. I know what is expected of me at work
2. I have the right tools and supplies to
do my job well.
3. The amount of work I am expected to
do is reasonable.
4. My job brings out my most
creative ideas.
5. At work, I have support to balance
my work and personal life.
6. I receive meaningful recognition
or praise for doing a good work.
7. My opinions seem to count, at work.
8. I have enough opportunities at work
to learn and grow.
CO-WORKERS
9. My Colleagues help each other
when needed.
10. There is two-way communication
between co-workers regarding any
work that needs to be done.
11. I have a friend at work with whom
I can share new ideas
12. I have positive working relationships
with my colleagues.
Strongly
Disagree
(1)
Dis
agree
(2)
Neutral
(3)
Agree
(4) Strongly
Agree
(5)
144

13. My associates (fellow employees) are
committed to quality work.
SUPERVISORS
14. My supervisor treats me with respect.
15. My supervisor encourages my
development at work.
16. My supervisor communicates well
with all my team members.
17. My supervisor is available whenever
I need help.
18. My supervisor talks to me about my
progress regularly.
DEPARTMENT
19. My department always provides
superior quality work.
20. My work contributes to the
Achievement of department goals.
21. I strive to improve my department
results.
22. I have opportunities to provide input
into decisions that affect my work.
ORGANISATION- CFCL
Strongly
Disagree
(1)
Dis
agree
(2)
Neutral
(3)
Agree
(4)
Strongly
Agree
(5)
145

23. I feel proud to tell people that
I work at CFCL.
24. I would recommend my friend/
relative to work at CFCL
25. My organization CFCL provides
excellent services to the customer.
26. My organization CFCL provides a
clean and safe working environment.
27. At CFCL, I have enough career
advancement opportunities.
28. The pay and benefits in my organization
are comparable to similar companies.
29. I see myself working for this
organization, five years from now.
30. I would prefer to stay with CFCL,
even if offered a job elsewhere.
 Overall, I am satisfied with my work.
YES NO
 If given an opportunity to change one thing in the
organization, what would it be
Working Environment
Compensation & Benefits
Strongly
Disagree
(1)
Dis
agree
(2)
Neutral
(3)
Agree
(4)
Strongly
Agree
(5)
146

Working Conditions
Advancement in growth opportunities
Improved facilities like Cafeteria,
Gym, movie Screening etc
147

0601009 employee engagement survey

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