A STUDY ON EMPLOYEE ENGAGEMENT WITH SPECIAL

REFERENCE TO THE HINDU NEWSPAPER

Submitted in partial fulfilment of the requirements for the award of

MASTER OF BUSINESS ADMINISTRATION

by

LEELAVATHY B
REGISTER NO:41410177

DEPARTMENT OF BUSINESS ADMINISTRATION

SCHOOL OF MANAGEMENT STUDIES

SATHYABAMA
INSTITUTE OF SCIENCE AND TECHNOLOGY
(DEEMED TO BE UNIVERSITY)
Accredited with Grade “A” by NAAC I 12B Status by UGC I Approved by AICTE
JEPPIAAR NAGAR, RAJIV GANDHI SALAI, CHENNAI - 600 119

MAY 2023

i
 SCHOOL OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that this Project Report is the bonafide work of LEELAVATHY.B
41410177 who carried out the Project Training “A STUDY ON EMPLOYEE
ENGAGEMENT WITH SPECIAL REFERENCE TO THE HINDU NEWSPAPER”
under my supervision from January 2023 to March 2023.

Dr. K. SASIREKHA

Internal guide External Guide

Dr. BHUVANESWARI .G, MBA., Ph.D

Dean – School of Management Studies

Submitted for Viva voce Examination held on_____________________

Internal Examiner External Examiner

ii
 DECLARATION

I LEELAVATHY.B (41410177) hereby declare that the Project Report entitled “A

STUDY ON EMPLOYEE ENGAGEMENT WITH SPECIAL REFERENCE TO THE
HINDU NEWSPAPER” done by me under the guidance of DR.K. SASIREKHA is
submitted in partial fulfilment of the requirements for the award of Master of
Business Administration degree.

DATE:

PLACE:

LEELAVATHY.B

iii
 ACKNOWLEDGEMENT

I am pleased to acknowledge my sincere thanks to Board of Management of

SATHYABAMA for their kind encouragement in doing this project and for
completing it successfully. I am grateful to them.

I convey my sincere thanks to Dr. G. Bhuvaneswari, MBA., Ph.D., Dean -

School of Management Studies and Dr. A. Palani, M.Com., M.Phil., M.B.A.,
Ph.D., - Head - School of Management Studies for providing me necessary
support and details at the right time during the progressive reviews.

I would like to express my sincere and deep sense of gratitude to my Project

Guide DR.K.SASIREKHA for her valuable guidance, suggestions and constant
encouragement paved way for the successful completion of my project work.

I wish to express my thanks to all Teaching and Non-teaching staff members of

the School of Management Studies who were helpful in many ways for the
completion of the Training.

LEELAVATHY.B

iv
v
 TABLE OF CONTENTS

CHAPTER
TITLE PAGE NO.
NO.
Abstract (i)
List of tables (ii)

List of charts (iii)

INTRODUCTION 1
1.1 . Introduction 1
1.2 . Industry profile 10
1.3 . Company profile 11
1 1.4 . Statement of the problem 20
1.5 . Need of the study 20
1.6 . Objectives for the study 20
1.7 Scope of the study 20
1.8 Limitation of the study 20
2 REVIEW OF LITERATURE 21
3.1. Research Design 34
3.2. Sources of data 35
3.3. Structure of the Questionnaire 35
3.4. Sample size 36
3.5. Sampling Technique 36
3.6. Area of the study 36
3.8. Analytical Tools 36
DATA ANALYSIS AND INTERPRETATION 38
4.1 Percentage analysis 38
4
4.2. Anova 58
4.3. Correlation 59
FINDINGS, SUGGESTIONS AND CONCLUSION 60
5.1. Findings of the study 60
5
5.2. Suggestions & recommendations 62
5.3. Conclusion 63
References 64

vi
ANNEXURE I – Questionnaire 69
ANNEXURE II - Research article 74

vii
 ABSTRACT

Employees who are actively engaged in their job and committed to their
organizations provide significant competitive advantages to their organizations,
such as increased productivity and fewer employee turnover. The research focused
on the practices used in the organization to engage employees. The objective of this
research was to determine the amount of dedication, employee perception of their
job, and top management support in the business. In order to investigate employee
engagement, this study used a descriptive survey approach. The sample was drawn
from the organization using a random sampling procedure. Primary and secondary
data were used in the course of the study. According to the findings of the study,
employer assistance and recognition would contribute to the development of trust
between employees and management. The organization promoted information
sharing. The organization supported the exchange of information, knowledge, and
resources, as well as chances for employees to develop and grow, influencing
employee engagement. Employee commitment is proven by good reward programs
and techniques that show an interest in employee career development. It can be
concluded that allowing people to make their own work decisions, control their work,
and attain their goals may help employees become more involved in their careers.
Furthermore, it is suggested that managers inside organizations include employees
more in goal setting. In order to increase commitment levels, organizations must
also develop methods for recognizing employee contributions that help clarify what
it means to be an employee engagement.

i
 LIST OF TABLES
TABLE NO. PARTICULARS PAGE NO.
4.1.1 AGE OF THE RESPONDENTS 38
4.1.2 GENDER OF THE RESPONDENTS 39
4.1.3 MARITAL STATUS OF THE RESPONDENTS 40
EDUCATION QUALIFICATION OF THE
4.1.4 40
RESPONDENTS
4.1.5 EXPERIENCE OF THE RESPONDENTS 41
4.1.6 ROLE OF THE RESPONDENTS 42
4.1.7 DEPARTMENT OF THE RESPONDENTS 43
MOST OF THE EFFECTIVE ENGAGING
4.1.8 44
EMPLOYEE
4.1.9 SATISFICATION OF ORGANIZATION CULTURE 45
4.1.10 RECOGNITION OF WORK 46
4.1.11 RECREATIONAL ACTIVITY 47
4.1.12 MOTIVATION ENVIRONMENT 48
4.1.13 COMPENSATION AND BENIFITS 49
4.1.14 ENCOURAGES TO ACQUIRE NEW SKILLS 50
4.1.15 SHARING THEIR KNOWLEDGE WITH OTHERS 50
OPPORTUNITES TO KEEP KNOWLEDGE
4.1.16 51
UPDATE
4.1.17 CAREER ADVANCEMENT 52
4.1.18 STRESS IS MANAGEABLE 53
4.1.19 ORGANIZATION PROVIDE EQUIPMENTS 54
4.1.20 WORK VALUED BY ORGANIZATION 55
4.1.21 LEAVE FACILITIES 55
4.1.22 WORKING HOURS IS FLEXIBLE 56
MANAGER IS OPEN TO IDEAS AND
4.1.23 57
SUGGESTION
4.1.24 FEEDBACK FROM MANAGER OR TL 57

ii
 LIST OF CHARTS
CHARTS NO. PARTICULARS PAGE NO.
4.1.1 AGE OF THE RESPONDENTS 38
4.1.2 GENDER OF THE RESPONDENTS 39
4.1.3 MARITAL STATUS OF THE RESPONDENTS 40
4.1.4 EDUCATION QUALIFICATION OF THE
40
RESPONDENTS
4.1.5 EXPERIENCE OF THE RESPONDENTS 41
4.1.6 ROLE OF THE RESPONDENTS 42
4.1.7 DEPARTMENT OF THE RESPONDENTS 43
4.1.8 MOST OF THE EFFECTIVE ENGAGING
44
EMPLOYEE
4.1.9 SATISFICATION OF ORGANIZATION
45
CULTURE
4.1.10 RECOGNITION OF WORK 46
4.1.11 RECREATIONAL ACTIVITY 47
4.1.12 MOTIVATION ENVIRONMENT 48
4.1.13 COMPENSATION AND BENIFITS 49
4.1.14 ENCOURAGES TO ACQUIRE NEW SKILLS 50
4.1.15 SHARING THEIR KNOWLEDGE WITH OTHERS 50
4.1.16 OPPORTUNITES TO KEEP KNOWLEDGE
51
UPDATE
4.1.17 CAREER ADVANCEMENT 52
4.1.18 STRESS IS MANAGEABLE 53
4.1.19 ORGANIZATION PROVIDE EQUIPMENTS 54
4.1.20 WORK VALUED BY ORGANIZATION 55
4.1.21 LEAVE FACILITIES 55
4.1.22 WORKING HOURS IS FLEXIBLE 56
4.1.23 MANAGER IS OPEN TO IDEAS AND
57
SUGGESTION
4.1.24 FEEDBACK FROM MANAGER OR TL 57

iii
 CHAPTER 1
INTRODUCTION

1.1. INTRODUCTION:

Human resource has various ways of usage by different people, ‘Human Resource
Management’ ‘Human Resource development’ and “Human Resources”
interchangeably, and abbreviate Human Resource as HR – HR has become a
conventional term to refer to all of these phrases.
HR is considered by many business strategies to be the most important of all
company resources which mainly influences in gaining new skills to the employees,
thereby increasing the size of a company’s competitive advantage over time.
Human Resource addresses the process of managing people within an organization
at both micro and a macro level and also comprises the process of recruiting,
selecting, inducting employees, providing orientation, imparting training and
development, appraising the performance of employees, deciding compensation
and providing benefits, motivating employees, maintaining proper relations with
employees and their trade unions, ensuring employees safety, welfare and health
measures in compliance with labour laws
THEORTICAL BACKGROUND

EMPLOYEE ENGAGEMENT

Employee Engagement has emerged as a popular organizational concept in recent

years. It is the level of commitment and involvement of an employee towards the
organization and its values. An emerged employee is aware of business context,
and works with colleagues to improve performance within the job for the benefitof
the organization. Employee engagement develops positive attitude among the
employees towards the organization.

Employee engagement is a complex, broad construct that subsumes many well

researched ideas such as commitment, satisfaction, loyalty and extra role behavior.
The physical aspect of employee engagement concerns the physical energies
exerted by individuals to accomplish their roles.

Employee knowledge of how well an organization’s assets are being managed has
1
a positive impact on engagement. There comprises a strong link between
productivity and engagement. Employee’s knowledge of an organizations
productivity levels also had a positive impact on engagement.

Employee Engagement depends on four major conditions in the workplace such as

organizations culture, continuous reinforcement of people focused policies,
meaningful metrics and organizational performance.

Employee engagement is one of the main driving forces and a biggest advantage
for organization and there is a great certainty that employee engagement is
connected with business performance.

Employee engagement is a fundamentalconcept in the effort to understand and

describe, both qualitatively and quantitatively, the nature of the relationship
between an organization and its employees. An "engaged employee" is defined
as one who is fully absorbed by and enthusiastic about their work and so takes
positive action to further the organization's reputation and interests. An engaged
employee has a positive attitude toward the organization and its values.

Employee engagement can be critical to a company's success, given its clear links
to job satisfaction and employee morale. Communication is a critical part of creating
and maintaining employee engagement. Engaged employees are more likely to be
productive and higher performing. They also often display a greater commitment to
a company's values and goals.

Employers can encourage employee engagement in many ways, including

communicating expectations clearly, offering rewards and promotions for excellent
work, keeping employees informed about the company's performance, and
providing regular feedback. Other strategies include making efforts to make
employees feel valued and respected, and feel that their ideas are being heardand
understood. Engaged employees believe that their work is meaningful,believe that
they are appreciated and backed by their supervisors and that they have been
entrusted with the success of their company
Employee engagement describes the level of enthusiasm and dedication
a worker feels toward their job.
Employee engagement can be critical to a company's success, given its
links to job satisfaction and employee morale.

2
 Engaged employees are more likely to be productive and higher
performing.
Employers can foster employee engagement through effective
communication, offering rewards, and discussing career advancement.
Employee engagement is one of the main driving force and a biggest
advantage for organization and there is a great certainty that employee
engagement is connected with business performance.

Categories of Employee Engagement

According to the Gallup the Consulting organization there are there are different
types of people:-

Engaged--"Engaged" employees are builders. They want to know the desired

Expectations for their role so they can meet and exceed them. They're naturally
curious about their company and their place in it. They perform at consistently high
levels. They want to use their talents and strengths at work every day. They work
with passion and they drive innovation and move their organization forward

Not Engaged--Not-engaged employees tend to concentrate on tasks rather than

the goals and outcomes they are expected to accomplish. They want to be told what
to do just so they can do it and say they have finished. They focus on
accomplishing tasks vs. achieving an outcome. Employees who are not-engaged
tend to feel their contributions are being overlooked, and their potential is not being
tapped. They often feel this way because they don't have productive relationships
with their managers or with their coworkers.

Actively Disengaged--The "actively disengaged" employees are the "cave

dwellers." They're "Consistently against Virtually Everything." They're not just
unhappy at work; they're busy acting out their unhappiness They sow seeds of
negativity at every opportunity. As workers increasingly rely on each other to
generate products and services, the problems and tensions that are fostered by
actively disengaged workers can cause great damage to an organization's
functioning.

3
DRIVER OF EMPLOYEE ENGAGEMENT

Career Development

Organizations with high levels of engagement provide employees with

opportunities to develop their abilities, learn new skills, acquire new knowledge
and realize their Potential. When companies plan for the career paths of their
employees and invest in them in this way their people invest in them. Career
development influences engagement for employees and retaining the most
talented employees and providing opportunities for personal development

Image

How much employees are prepared to endorse the products and services
which their company provides its customers depends largely on their
perceptions of thequality of those goods and services. High levels of employee
engagement are inextricably linked with high levels of customer engagement.

Empowerment

Employees want to be involved in decisions that affect their work. The leaders
ofhigh engagement workplaces create a trustful and challenging environment,
in which employees are encouraged to dissent from the prevailing orthodoxy
and toinput and innovate to move the organization forward.
4
Performance appraisal

Fair evaluation of an employee’s performance is an important criterion for

determining the level of employee engagement. The company which follows an
appropriate performance appraisal technique (which is transparent and not biased)
will have high levels of employee engagement.

Equal Opportunities and Fair Treatment

The employee engagement levels would be high if their bosses (superiors)provide

equal opportunities for growth and advancement to all the employees

Health and Safety

Research indicates that the engagement levels are low if the employee does not
feel secure while working. Therefore every organization should adopt appropriate
methods and systems for the health and safety of their employees.

Pay and Benefits

The company should have a proper pay system so that the employees aremotivated
to work to work in the organization. In order to boost his engagement levels the
employees should also be provided with certain benefits andcompensations.

Co-operation

If the entire organization works together by helping each other i.e. all the employees
as well as the supervisors co-ordinate well than the employees will beengaged.

Communication

The company should follow the opendoor policy. There should be both upward and
downward communication with the use of appropriate communication channels in
the organization. If the employee is given a say in the decision makingand has the
right to be heard by his boss than the engagement levels are likely to be high

Family Well-being.
A person’s family life influences his work life. When an employee realizes that the
organization is considering his family’s benefits also, he will have an emotional
attachment with the organization which leads to engagemet

5
Employee Engagement Strategies

Strategy 1 – Adopt a Bottom-Up Approach

With any major decision in the organization, it is warranted that it starts at the
lowest tiers—your employees. Conduct questionnaires and surveys that permit
your employees to express their opinions and concerns. A survey might be the
best way to spur your employee engagement strategy. The more you ask for their
opinions, the more they feel esteemed, entitled, respected, and like they belong
to the organization.

Strategy 2 – Promote Two-Way Communication

To promote employee engagement, the first requirement is to keep the
employees out of the dark. If organizations act secretive and only divulge
information on a “need-to-know” basis, it will likely cause lower engagement rates
among their employees. Transparency begets trust when employees get to
understand how corporate decisions will affect the workplace or how theyshould
deal with situations.

Strategy 3 – Encourage Community Participation

An organization is essentially a community; each member fulfills a specific
task and serves the community as a whole. To encourage this community spirit
among your employees, any engagement activity can help, from organizing a big
annual event to simply taking a team out to lunch.

Strategy 4 – Recognize Good Work

Two out of three employees feel they do not get enough recognition for their work.
As a result, most employees will not deliver their maximum potential and may
engage in unwanted behaviour. Also, highly-trained and qualified talent is
always looking for better options out there. For this reason, it is wise to create a
recognition-rich environment where good work is rewarded with perks and
incentives.

Strategy 5 – Invest in Personal Growth

This is part of the nurturing phase of human capital management. Every human
6
 asset that you acquire should be fostered and polished to assist in the long-term
growth of the organization.
Strategy 6 – Hire Competent Managers
Your secret weapon to spur employee engagement is the managers—they are
the middlemen between boardroom members and the employees. In most cases,
the employees interact with the top-level executives rarely, if ever, but have daily
interactions with their immediate bosses. Whether they are feeling secure, angry,
or ignored depends on the tact of the respective manager.

Strategy 7 – Create a Sense of Purpose

Employees are not robots; they are human. Organizations that tend to see
employees as a commodity that can be bought at a certain price have not woken
up to the true essence of human capital, unfortunately. Your employees are not
another factor of production, but prospective champions of your organization’s
values and principles.

Strategy 8 – Sketch a Success Roadmap

This applies most if you hire millennial in your organization. For many millennia’s,
just coming to the office, doing the work assigned, and taking the pay check
back home is not enough. They are more conscious about where they will stand
in the next five or ten years. They need to know there are sufficient growth
prospects for the role they are fulfilling.

7
Top 3 employee engagement models

1. The Zinger Model

Build engagement from the ground up by focusing on core employee

needs. The Zinger model of employee engagement focuses on 10
essential actions that managers must take in order to engage employees.

2. The Deloitte Model

Engage employees by creating a culture where people are involved,

respected, and challenged.
The premise of the Deloitte employee engagement model is to create a
workplace that’s “irresistible” to workers—somewhere they want to work
every day. The key to following this model, according to Deloitte, is culture.
There are five core elements to this culture, each with its own
accompanying actions.

8
 3. The AON Hewitt Model

Track the relationship between engagement drivers and business

outcomes in order to create more holistic employee engagement
strategies.

The Aon Hewitt employee engagement model brings business outcomes

into the equation. It recognizes that employee engagement directly affects
metrics across the organization—from customer satisfaction to profits and
beyond. The research makes this connection very clear, but it’s still too
easy to get lost in the weeds of engagement initiatives and forget the big
picture.

9
1.2. INDUSTRY PROFILE:

Market Condition

The newspaper industry works to inform people about current events happening all
around the world. The newspaper industry is globally moving from traditional print
technology to digital technology as everyone seems to generally prefer digital and
mobile platforms.
Newspapers of all the media and entertainment segments are struggling with the
digital content as they compete directly with the volume of content that is available
for free online and other sources.
The newspaper industry is fragmented and is competitive in nature as there are
many publishers competing in the market. The impact of trust on the performance
of news and the revenues of news media companies worldwide is undeniable.

A newspaper is a periodical publication containing written information about

current events and is often typed in black ink with a white or grey colour
background.

Newspapers can cover a wide variety of fields such as politics, business, sports and
art, and often include materials such as opinion columns, weather
forecasts, reviews of local services, obituaries, birth notices, crosswords, editorial
cartoons, comic strips, and advice columns.

Most newspapers are businesses, and they pay their expenses with a mixture
of subscription revenue, newsstand sales, and advertising revenue.
The journalism organizations that publish newspapers are themselves
often metonymically called newspapers.

Market Development

Newspaper companies are expanding capabilities across different channels

spanning from mobile, advertising technology, video, digital audio/podcasts, and
data analytics/data mining. Digital platforms are acting as a medium between
publishers and readers. Newspapers of all the media and entertainment segments
are struggling with the digital content as they compete directly with the volume of
content that is available for free online and other sources.

10
1.3. COMPANY PROFILE

HISTORICAL BACKGROUND

THE HINDU

The greatest asset of The Hindu, founded in September 1878, is trust.

‘The Hindu's independent editorial stand and its reliable and balanced presentation
of the news have over the years, won for it the serious attention and regard of the
people who matter in India and abroad.
The Hindu is an Indian English-language daily newspaper owned by The Hindu
Group, headquartered in Chennai, Tamil Nadu. It began as a weekly in 1878 and
became a daily in 1889. It is one of the Indian newspapers of record and the second

11
most circulated English-language newspaper in India, after The Times of India. As
of March 2018, The Hindu is published in 21 locations across 11 states of India.
It has been a family-owned newspaper since 1905, when it was purchased by S.
Kasturi Ranga Iyengar from the original founders. It is now jointly owned by
Iyengar's descendants, referred to as the "Kasturi family", who serve as the
directors of the holding company. The Hindu has a major presence online: it was
the first Indian newspaper to start an Internet edition, in 1995. The Hindu's digital
versions, including the website, app, and e-paper, cater to an ever- growing
audience.
The Hindu has a wide network of full-time and part-time correspondents and
photographers across India. The Hindu is known for its strong reportage from the
national capital as well as from the southern States and cities. Also, it is
distinguished for its comprehensive coverage of national and international political
news and for its emphasis on accuracy and balanced coverage.
The current chairperson of the group is Malini Parthasarathy, a great-
granddaughter of Iyengar. Except for a period of about two years, when S.
Varadarajan held the editorship of the newspaper, the editorial positions of the
paper were always held by members of the family or held under their direction
It is known for the high quality of its journalism and excellent presentation. The
newspaper is printed at 12 cities in India. The Hindu’s Independent editorial stand
and it‟s reliable The Hindu user modern facilities for news gathering page
composition and printing. It is printed in twelve centres including the main edition at
Chennai where the corporate office is bored.

12
PROFILE OF THE HINDU NEWSPAPER
FOUNDER SUBRAMANIAN IYER IN 1878
CO-FOUNDER VEERA RAGHAVACHARIAR
LEGAL ADVISOR KASTURI IYENGAR (LATER PURCHASED IT IN
1905)
WEEKLY NEWSPAPER 1878
DAILY NEWSPAPER 1889
TYPE OF INDUSTRY PRINT MEDIA
NET PAID CIRCULATION 1 MILLION COPIES
CONSUMERSHIP 3 MILLIONS
ANNUAL TURNOVER 4 BILLIONS
ONLINE EDITION 1995
PRINTING MAIN EDITION CHENNAI
PRINTING CENTER COIMBATORE, BANGLORE, MADURAI,
HYDREBAD, NEW DELHI, KOCHI,
THIRUVANANTHAPURAM, VIJAYAWADA,
MANGLORE, TRICHY.

13
It is known for the high quality of its journalism and excellent presentation. The
newspaper is printed at 12 cities in India. The Hindu’s Independent editorial stand
and its reliable
The Hindu user modern facilities for news gathering page composition and printing.
It is printed in twelve centres including the main edition at Chennai where the
corporate office is bored.
The printing centres Chennai, Coimbatore, Bangalore, Madurai, Hyderabad, New
Delhi, Vizag, Thiruvananthapuram, Kochi, Vijayawada, Mangalore and
Tiruchirappalli are connected with high-speed data lines for new transmission
across the country. The digital edition of the Hindu e-paper offers itself nothing less
delivery online. You can see each page as it appear in the print edition. This means
all there ports, articles photographs and other graphics have been organized and
presented. You can also see the advertisement as they appear on the page.

SYMBOL EXPLANATION:

There's a lotus in the middle, and a conch over the geographical map of India, and on the
top is a rising sun. Airavat, the king- God of elephants, is the mount of God Indra. This
elephant emerged out of the waters when ocean was churned by the Gods. That is why the
name is derived from Iravat, (one produced by water).

14
TIMELINE OF THE HINDU

• Became an evening newspaper daily

1889

• weekely
1893

• The hindu 800 copies by Kasturi

1905

• Kasturi srinivasan - Founder

1934

• Introduced P& Y Tele - Printer

1940

• First Newspaper - colour print

1949

• Padma Bhushan award for kasturi srinivasan

1956

• The Times london announced THE HINDU as the best paper

1965

• WAN IFRA - South asia digital media award

2016

15
 ORGANIZATION STRUCTURE

BOARD OF DIRECTORS
BUSINESS EDITORIAL

1) ADVERTISEMENT FINANCE AND EDITORS

HR DEPT PRODUCTION IT TECH AND
,EVENT, BRAND ACCOUNTS
PRE PRESS
2) SALES AND THE
DISTRIBUTION BUSINESS SPORTS FRONT
HINDU LINE DIGITAL
STAR LINE
3) DIGITAL MEDIA
4) CONTENT
ANLYSIS DATA
5) DIGITAL
PRODUCT
6 ) STEP

HEAD HR

GM DGM DGM

(Operation , Production) (External , business side)

(Payroll)

1. Deputy manager - Consultation 1.Talent Acquisition Assistant payroll

2. Manager- Production,Pre-Press 2. Adverisment

3. Marketing manager- Editorial 3. Finance and

Editorial, Hr Operational Accounts

Activites) 4. IT step

4. Cosultant part of editing 5. L&D

16
AWARDS AND RECOGNITION:

1. JAA OLIVE CROWN -2021

2. INMA -2021

3. MADDY’S 2021

4. KYOORIUS ADVERTISING AWARD -2021

5. IFRA SOUTH ASIA DIGITAL AWARD -2021, 2022

6. CIAA AWARD

FINANCIAL INFORMATION

Kasturi & Sons Limited, also popularly known as The Hindu, is an unlisted public
company incorporated on 21 February, 1940. It is classified as a public limited
company and is located in Chennai, Tamil Nadu. It's authorized share capital is INR
5.00 cr and the total paid-up capital is INR 1.76 cr.

Kasturi & Sons Limited's operating revenues range is INR 1 cr - 100 cr for the
financial year ending on 31 March, 2022. It's EBITDA has decreased by -96.87
% over the previous year. At the same time, it's book net worth has increased by
0.73 %. Other performance and liquidity ratios are available here.

Description: The company publications include the hindu business line, a business
daily.

Products & Services: survey of sports, industry, agriculture, environment, and

entertainment. kasturi & sons serves customers in India.
Category: Service Provider

The current status of Kasturi & Sons Limited is - Active.

The last reported AGM (Annual General Meeting) of Kasturi & Sons Limited, per our
records, was held on 29 September, 2022. Also, as per our records, its last balance
sheet was prepared for the period ending on 31 March, 2022.

Kasturi & Sons Limited has 13 directors - Mahalingam Seturaman, Murali

Narasimhan, and others.

17
1.3.1. PRODUCT PROFILE

THE HINDU GROUP THE HINDU DIGITAL OTHER HINDU

PRODUCTS PRODUCTS

THE HINDU ENGLISH THE HINDU E – PAPER STEP- LEARN ENGLISH

NEWSPAPER
▪ BUSINESS
LINE-FINANCE YOUNG WORLD.COM ROOF AND FLOOR -
DAILY PROPERTY
▪ SPORTS STAR-
SPORTS TH CROSSWORDS IMAGES
MAGAZINE
▪ FRONTLINE – THE HINDU CENTRE THE HINDU GROUP
FEATURE FOR POLITICS AND PUBLICATIONS
MAGAZINE PUBLIC POLICY
▪ THE HINDU
TAMIL
NEWSPAPER

PRINT BUSINESS LINE E-

SUBSCRIPTION PAPER

CLASSIFIEDS PRINT CLASSIFIEDS -DIGITAL

OUR DIGITAL PRODUCTS:

18
OUR THG PRODUCTS:

Business Line India's leading website for business and financial news, BSE and
NSE quotes, stock recommendations, market analysis and research, politics.

Sports star brings you latest sports news, cricket and football match schedules,
live score updates and results.

Frontline – Indian Fortnightly Magazine which provides in-depth analysis &

cover stories on Political News, Economic News, Current Social issues.

19
1.4 STATEMENT OF THE PROBLEM
The study of research purpose is to know the employee engagement
activities is carried in THE HINDU newspaper and to know how employees get
engaged with the organization.

1.5. OBJECTIVES OF THE STUDY

➢ To understand the employee engagement strategies in the organization.
➢ To Identify and diagnosis the factors of employee engagement.
➢ To assess the employee perception towards the workplace.
➢ To find out the satisfaction level of employees with current system

1.6. NEED FOR STUDY

➢ Studying employee engagement in an organization provides clue for the
employees to contribute to bottom line business success
➢ To understand and identify the problematic areas and make a plan and take
action towards improvement
➢ This study helps not only to retain values employee but also the level of
performance
➢ This study helps to improve overall organizational effectiveness
➢ This study help estimate organization capacity to manage employee
engagement that is closely related to its ability to achieve high performance
level and superior business level.
1.7. SCOPE OF THE STUDY
➢ Employee engagement will help to reduce the attrition and increase
productivity and profit
➢ Employee engagement examine and focus how to make employee more
engaged and committed towards the organizational growth
➢ To learn various aspects, tools and policies which can be applied for making
the employee more engaged.

20
 CHAPTER 2
REVIEW OF LITERATURE

2.1 REVIEW OF LITERATURE

In this Chapter, the researcher has made an attempt includes, understanding the
basic concepts of Employee engagement and analyzing research studies made by
earlier researchers in respect of strategies that are used by company to make
employee get engaged, for this, the researcher has used various books, research
Journals and websites. The detailed list is further elaborated in the Bibliography.
Through this Literature Survey researcher wants to find out which are the important
parameters of employee engagement.

Empirical studies - Halid Hasana, Farika Nikmaha, Siti Nurbayaa, Nilawati

Fiernaningsiha , Ellyn Eka Wahyu (2021)

Many companies are modernizing by maximizing the use of technology, employee

management remains an important topic, where employees are the creators of
policies, procedures and business strategies. Having employees with high
engagement is not easy for a company. So it is always interest to discuss thefactors
that influence employee engagement. This study aims to analyse the role of
employee engagement as a discussion of human resource management, from Khan
which focuses on the condition of human psychology. Organizations will get high
engagement from their employees if communication and relationships between
employers and employees are done well, so that a positive perception iscreated.
Engaged employees are an asset for the organization to achieve competitive
advantage.
Employee engagement Interventions - Arthi purushotham (2020)

A successful organization enables effective organization performance by strategic

manoeuvre. Leadership skills, motivation, training, Rewards, Career development,
Strategic planning, Management support, organization culture andclimate are all the
factors emphasized for an effective and efficient organization performance. The

22
bottom line for all the above factors which yields benefits is inidentifying the right
resources. Recently the pandemic has worse hit on economic condition resulting
economic recession. In most of the sector, employees were given an option work
from home. Drastic swift in work culture, work pressure, digital meetings &
conferences. Purpose of then to study is to bring out the intervention applied to
increase employee engagement during this phase.

Employee engagement: a literature review - g nalini, Dr.khyser mohd

(2019)

Modern organizations consider their employees to be full of enthusiasm,

excitement and express initiative at work, they want them to take concern for theirown
development, try for high quality and performance, be stout and dedicated to what
they do and in other words companies need their employees be engaged.
Engagement is achieved when people envisage that their organization respects
their work, their work contributes to the organizational development and more
prominently their personal ambitions of growth, rewards and pay are met.

EMPLOYEE ENGAGEMENT & RETENTION - Munish , Rachna Agarwal(2017)

The objective is to analyze the critical factor which can affect the level of retention
& engagement of employees with the help of literature review. For thecurrent article
the researchers reviewed 30 relevant research papers/ literature comprising
employee retention& engagement concepts and practices amply. Thefindings of the
study like good training & development, compensation structures,autonomy, quality
of work life, work polices and arrangements will lead the managers and management
to a new dimension with holistic approach in the field of employee retention &
engagement.
A Study on customer services and employee engagement in the Indian
Healthcare Industry - B Shivraj, B Rose Kavitha (2011)

The value of this research is in its ability to recognise the organisational policiesand
practices that are the most important drivers of customer satisfaction in a specific
organisation. Human Resources Management (HRM) plays a central role in the
exchange relationships between the organisation’s management and its employees.
Work has been organized for a very long time and many issues we find today have
23
been addressed in the past. But each generation finds solutions that fit the culture
and beliefs of the time. Ultimately, it is an organization’s empowered people who
can help an organization achieve its goal.

Organizational Image and Employee Engagement: Exploring the Inter-

Relationships Between Construed External Image and Perceived
Organizational Identity (2023) – shinwoo lee

We examine the influence of these two organizational images on employee

engagement, with an emphasis on both the mediating and moderating role of POI
between CEI and employee engagement. Empirical results show that both image
dimensions positively influence employee engagement. More importantly, we find
that POI acts as a moderator in the CEI–employee engagement relationship, that
is, the positive influence of CEI on the outcome depends on the level of POI.
The effects of team-based recognition on employee engagement and effort
(2022) -adam preslee

Interest to compensation system designers in settings where employee motivation

is low and individual performance is costly or difficult to measure. We show that
team-based recognition can be effective in such settings.

Woodcock, Chelsea, (2018),Transformational leadership and employee

engagement: In their article they have focused on finding a relationship between
transformational leadership and employee engagement. They have considered
certain factors of engagement such as trait engagement, behaviour engagement.
When the analysis was done it proved good for trait engagement and leadership but
showed negative results for behaviour engagement. Thus the hypothesis also
proved to be negative in the regression analysis. Thus further research is required
with highly modified variables.

Markos, Solomon, Sridevi, Msandhya (2017), Employee engagement: the key

to improving performance Employees fail to fully engage themselves in their job in
the response to such kind of mismanagement. The construct employee engagement
is built on the foundation of earlier concepts like job satisfaction, employee
commitment and organizational citizenship behaviour. Employees are emotionally
attached to their organization and highly involved in their job with a great enthusiasm
for the success of their employer, going extra mile beyond the employment

24
contractual agreement.

Shorbaji, Rania, Messarra, Leila, Karkoulian, Silva. cambridge (2019), Core-

self evaluation: predictor of employee engagement: This research aims to
investigate whether a relationship exists between core-self evaluation and employee
engagement. Results showed a positive correlation between core-self evaluation
and employee engagement, therefore supporting the idea of core-self evaluation as
being a predictor of employee engagement.

Luthans, Fred, Peterson, Suzannet (2020), Employee engagement and

manager selfefficiency: implication for managerial effectiveness and
development: In their article they concentrate on the self efficacy of the managers
were investigated and their psychological state is examined. Gallup questionnaire
is been used for the analysis. They have used many empirical tools on self,
subordinates and peers in order to determine the efficiency of managers. The over
all result has been proved from their findings the employee engagement is more
depending on the self efficacy of the managers in the organization.

Robertson, Ivant, Alex Jansen Birch, Cooper, Cary l (2021), Job and work
attitudes, engagement and employee performance: In their article they argue
that in ortal der to improve the productivity levels of the employee, the employee
engagement and commitment towards work plays a vital role. They have taken 9000
samples across 12 organization and they used multiple regression method to find
the psychological state of the employees. Cross sectional analysis is done with the
self report data. From their findings they have made it clear that the employees are
more concerned with their job and work attitudes than their psychological well being.

Frankish, David, (2021), Employee engagement improves productivity: we

conducted an internal review of how our people felt and developed a two-year
internal communications plan to address key areas of engagement, including how
employees can make a positive difference. These included employees
understanding of the business and their role in its success.

Wildermuth, Pauken, Patrick David,(2018), A perfect match: decoding

employee engagement : Their articles discusses that employee engagement
contribution the external environment and leadership. They also relate job and
person with the employee engagement. They have analysed form their results that

25
no people are voluntarily engaged with their job. Only the external environment and
good working conditions could make the employees get engaged in their job.
Moreover they have also analysed that people are more interested in getting to know
new and challenging tasks which further increases their employee engagement.

Rehman, Abdul, Yousaf, Usman, Aijaz, Asad, (2021), Impact of hr. practices
on employee engagement in banking sector of Pakistan: Considerable attention
has been given to the identification of key drivers of employee engagement and its
linkage to the financial results. For this purpose following study is an endeavor to
investigate the impact of hr practices on employee engagement in banking sector
of Pakistan. It is based on the proposition of social exchange theory. The results
show that there is significant relationship among employee engagement and
decision making / co-ordination, performance reward systems and employee
involvement whereas training and career development and employee performance
appraisals are insignificantly related.

Karsan, Rudy, (2019), Beyond employee engagement: Their article talks on

employee engagement are much beyond the organizational commitment. The
author has discussed the paper on various perspectives such as the need for
employee engagement, importance of employee engagement, benefits of alignment
and why the engagement is not sufficient. They also discuss that engagement will
not only work with being committed with the organization but the success lies in the
alignment of the organizational goal. Thus they have found that alignment must go
hand in hand along with the engaged workers in order to achieve higher levels of
employee engagement.

Bellon, Jennifers, Stevez-cubilete, Angela, Rodriguez, Nancy dandy, Roscoe ,

Lane, Samuelet (2019), Employee engagement and customer satisfaction : In this
paper they have focused on the impact of loyalty among the customers through
employee satisfaction. Here they have also taken into account the culture that
prevails in the organization also influence the behavioural patterns of the employees
which have an impact on the employee engagement. Thus they have analysed that
employee engagement cannot work, if there is no proper connectivity with
consumers and the organizational culture that exist.

Thiagarajan, Renugadevi, v. (2019), The author's conducted a literature search

on employee engagement and interviews with 126 executives. Career
26
development, performance appraisal and motivation factors are connected to
employee engagement. The implications are that leaders should be educated on
engagement, career development opportunities are particularly important and that
performance improvement should champion work life balance, these practices are
useful to increase engagement.

Redman, Jo, (2011), A development program to improve leadership capability

and employee engagement: Their article clearly specifies the processes and tools
that are required to measure the employee engagement. The study has been
undertaken in saco company and it is reviewed on various perspectives. They have
adopted the myer brigg’s type indicator model in their questionnaire and has
analysed on the basis of leadership capability and finally employee engagement.
They have found that by the way if training the employees and thus improving the
leadership skills the employee engagement is improved to greater extent in that
company.

Greengrove, karyn, (2018), Creating sustainable employee engagement

strategies: In their article they have focused their attention on creating a
sustainable environment to the employees in order to make them engaged in their
work. The author has used a standard questionnaire, focus groups and interviews
to support his analysis. Nearly 320 samples were collected from 13 hotels using
self-report questionnaire. The response rate was 67%. Through multiple regressions
they were able to encounter that employee engagement largely depends on the
human resource relationship

Lucey, John, (2019), The impact of a communications strategy and five step
survey process on the improvement of employee engagement: In this article
they have analyzed that the employee engagement can be enhanced by taking
remedial actions and thus improving the performance the employee engagement
can be strengthened. Moreover they have collected samples from powder/lcv
companies by giving questionnaires. Focus groups were chosen and they were
analyzed. The survey was conducted at various periods. They have analyzed that
the focus groups perform well and they get motivated towards new working
conditions will enhance the employee engagement.

Baradihi, Fadi. Lawrence, (2018), An exploratory case study on the influence

of sustainability on employee engagement: In this article they examine the
27
sustainability of employee engagement. They have collected samples from
employees of 25 employees globally in a dow chemical company. The study has
lead to the identifying the factors that helps to measure the employee engagement.
Those factors are grouped into 7 categories. Thus these factors that were found
with the analysis can be used by the managers and the human resource
development team in order to enhance the sustainability in employee engagement.

Thiagarajan, Renugadevi, (2018), Employee engagement practices in indian

bpo industries: The article focuses that employee engagement should be
associated with career development, performance appraisal and motivational
factors. The study was conducted among the BPO employees in 5 places in
chennai, coimbatore and others. Questionnaires were collected from the
employees. They have used factor analysis, correlation and reliability test to
examine their hypothesis. However from their test results proved to be positive. The
author makes it clear that employee engagement is a continuous learning process
and thus would lead greater employee participation in their jobs.

Parkes, Louise, Langford, Peter, (2018), Work-life balance or work-life

alignment A test of the importance of work-life balance for employee
engagement and intention to stay in organizations: In their article they examined
the influence of work life balance with employee engagement. A sample of 16000
employees were assessed to test their ability with work life balance. From their
analysis they have found 28 factors which contribute to employee engagement.
When the correlation between work life balance and employee engagement it 38
revealed that work life balance scored least against retaining the employee in the
organisation and making the work more interesting.

Scherrer, Pascal, Sheridan, Lynnaire, Sibson, Ruth, Ryan, (2019), Employee

engagement with a corporate physical activity program: the global corporate
challenge: In this article they have focused on employee engagement and the
social responsibility of the organisation they work. They have analysed that if the
employees health problems that are caused due to the work pressure in the
organisation is minimized or taken care of then the employee engagement will
automatically get strengthened. The analysis was done in gcc and when this
technique was adopted the organization was able to view that the employees were
more committed in their job.
28
Ketter, Paula, (2008), What's the big deal about employee engagement In their
article they argue that employee engagement depends on a variety of factors and
thus they do not depend on the size of the workforce or the organization. The study
was carried on a variety of factors but they resulted to be negative. When the
employees were examined on emotional context it proved to be four times higher
than the other factors. Thus employee engagement do not depends on the size of
the workforce or the size of the organization.

Maber, Trevor Barry, (2016), Creating a great workplace: exploring shared

values and employee engagement through appreciative inquiry: In their article they
have illustrated the point which enhances the employee engagement. The author
argues that employee engagement greatly depends upon the shared values among
the employees in the organisation. It ignites the employee engagement in the
workplace. This would create a positive approach towards organisation. They have
analysed that the shared values among the employees in the workplace stimulates
employee engagement. Anaza, Nwamaka ,

Rutherford, Brian, (2022), How organizational and employee customer

identification, and customer orientation affect job engagement: This study
examines and finds that employee-customer identification is an important
contributing factor for customer orientation and job engagement among frontline
employees in service industries. The findings also reveal that customer
orientation acts as an intervening effect necessary in linking organizational
identification and employee-customer identification to job engagement. Research
39 limitations/implications - the study's results advance understanding and
consequently reveal the importance of employee-customer identification to
employee behaviour. Specifically, the results underscore the prominent need for
managers to build-up interpersonal connections with customers by reducing their
firm's dependence on electronic storefronts in service-based encounters.

Heger, Brian, (2017), Linking the employment value proposition to employee

engagement and business outcomes: This article describes a pilot study which
examines the relationships between various evp and employee engagement
measures and the business outcomes of profit margin, productivity, voluntary
turnover, and accounts receivable. Using an on-line survey, 614 respondents rated
29
the strength of their organizations' evp and self-reported their levels of employee
engagement. Results showed several important relationships between evp
fulfillment and the intention to stay component of employee engagement. However,
relationships between the employee measures and business outcomes were not
as robust. Recommendations for making human capital investments and improving
the design of future linkage research interventions are discussed.
EMPLOYEE ENGAGEMENT: A CRITICAL REVIEW OF LITERATURE - Nandini
Borah and Mukulesh Barua (2018)
Though employee engagement has emerged as a major construct, there is
substantial amount of ambiguity regarding its conceptualization and measures. This
paper makes an attempt to critically review the existing literature around theconstruct
and identify research gaps in the field for systematic empirical investigation in order
to substantiate future studies. Review of literature was donein order to examine the
gaps in the current literature. Four major gaps were identified through the review.
Also, a conceptual framework has been developedwhich incorporates the identified
gaps in research to conduct future empirical studies.
A LITERATURE REVIEW ON EMPLOYEE ENGAGEMENT STRATEGIES - R.J.
Khaire (2016)

Employee engagement strategies are one of the key research areas in the human
resource domain of management. Engaged employees are found to be more
productive, efficient, and effective. Engaged employees are more likely to be higher
performing and productive. They also often show a greater commitment to
company's goals and values. On the other hand disengaged employees can be a
liability for the organization. Organizations employ various strategies to keep their
employees engaged. This article reviews select literature on employee engagement
strategic

A LITERATURE REVIEW ON EMPLOYEE ENGAGEMENT STRATEGIES - R.J. Khaire

(2016)

Employee engagement strategies are one of the key research areas in the human
resource domain of management. Engaged employees are found to be more
productive, efficient, and effective. Engaged employees are more likely to be higher
performing and productive. They also often show a greater commitment to a
30
company's goals and values. On the other hand disengaged employees can bea
liability for the organization. Organizations employ various strategies to keep their
employees engaged. This article reviews select literature on employee engagement
strategies.

Effective Employee Engagement and Organizational Success - Manjan

kaliannan, Samuel Narh Adjovu (2015)

Employee engagement as an “engine” in talent management drive draws its

resilience from the effectiveness of various environmental factors from within and
outside an organization. Strategic employee engagement initiatives support
organizational branding and reputation among employees. The findings reveal that
the engagement strategies deployed by the organization has achieved level of
satisfactory. However there are areas of improvement that can be established to
integrate the talent management with overall organizational corporate strategies.
A LITERATURE REVIEW ON EMPLOYEE ENGAGEMENT STRATEGIES - R.J.
Khaire (2016)

Employee engagement strategies are one of the key research areas in the human
resource domain of management. Engaged employees are found to be more
productive, efficient, and effective. Engaged employees are more likely to be higher
performing and productive. They also often show a greater commitment to a
company's goals and values. On the other hand disengaged employees can bea
liability for the organization. Organizations employ various strategies to keep

31
Effective Employee Engagement and Organizational Success - Manjan
kaliannan, Samuel Narh Adjovu(2015)

Employee engagement as an “engine” in talent management drive draws its

resilience from the effectiveness of various environmental factors from within and
outside an organization. Strategic employee engagement initiatives support
organizational branding and reputation among employees. The findings reveal that
the engagement strategies deployed by the organization has achieved level of
satisfactory. However there are areas of improvement that can be established to
integrate the talent management with overall organizational corporate strategies.

Leadership and Employee Engagement - Marie Carasco-Saul, Woocheol Kim,

Taesung Kim (2014)

Leadership is one of the most studied topics in the organization sciences, and
employee engagement one of the more recent. However, the relationship between
leadership and employee engagement has not been widely investigated. As many
organizations invest significant resources in retaining, developing, and engaging
employees, human resource development (HRD) professionals are tasked to
develop and partner with leaders to deliver those strategies effectively.

Employee Engagement: A Literature Review - Dharmendra MEHTA Naveen K.

MEHTA (2013)

Motivated and engaged employees tend to contribute more in terms of

organizational productivity and support in maintaining a higher commitment level
leading to the higher customer satisfaction. Employees Engagement permeates
across the employee-customer boundary, where revenue, corporate goodwill, brand
image are also at stake. This paper makes an attempt to study the different
dimensions of employee engagement with the help of review of literature. This can
be used to provide an overview and references on some of the conceptual and
practical work undertaken in the area of the employee engagementpractices.

32
A review of employee engagement: Empirical studies Halid Hasana, Farika
Nikmaha, Siti Nurbayaa, Nilawati Fiernaningsiha , Ellyn Eka Wahyu (2021)
In this research, This study aims to analyse the role of employee engagement as a
discussion of human resource management, from Khan which focuses on the
condition of human psychology. Organizations will get high engagement from their
employees if communication and relationships between employers and employees
are done well, creating a positive perception.

Employee Engagement at Kharanja Industry Pvt Ltd Humanbad BHADRAPPA

HARALAYYA (2022)
The great employee’s engagement system one of the representatives are
exceptionally are cheerful to work in this organization, it keeps great
communication between its colleagues, administration and also between the
superior and its subordinators.
Factors affecting virtual employee engagement in India during Covid-19 Vijesh
Chaudhary a , Smruti Rekha Mohanty(2021)
In this research concludes that the companies should consider regular contact of
top management with employees, launch virtual training. The companies,
according to our results, should not decreases the salaries of the employees. And
finally, the there should facilities and assistance to guide the employees on how to
improve the virtual tools such as internet connection and smooth functioning of
personal computers.
A Study on Employee Engagement In an Industrial Setting (2022) stated that
the important aspect of engagement for any organization is to have a good sense
of what definition employee engagement must have in order to assist in the
development of the company culture. In order to influence engagement and to drive
improvement within the company, an organization must first know what the point of
reference or baseline for improvement is. It was this author’s intention to clarify the
meaning of employee engagement from the employees in order to assist the
organization to be more successful. This study was meant to be exploratory in
nature. Alan M. Saks6 in his research work

33
A Study on Antecedents and consequences of employee engagement in
various organization (2018), London. report that that there is a meaningful
difference between job and organization engagements and that perceived
organizational support predicts both job and organization engagement; job
characteristics predicts job engagement; and procedural justice predicts
organization engagement.

SCHRITA OSBORNE, Et al (2017) this article is focused on effective employee

engagement. It is a greatest challenge for the organization to engage the
employees and that leads to greater profits. Employee engagement is a mixture of
leadership is enhanced when the leader has a direct relationship with workforce.
Organization must provide a well secured working environment to improve
employee engagement as employee spends his most of time in workplace.

MUNISH, Et al (2018) the most difficult task in today’s world is to recruit good
employees. Study proved that HRM practices like leadership, communication and
other factors that can drive good financial condition of employee which leads retain
the existing employees of the organization

A Study on Employee Engagement At Chennai-Tada Six Laning Project,

L&T”(2021) came to know that the performance appraisal activities really play a
major role in engaging the employees of the organization. It is a major factor that
makes an employee feels good in his work and results in his satisfaction too. The
organization can still concentrate on specific areas which are evolved from this study
in order to make the engagement programs more effective.

Determinants of employee engagement and their impact on employee

performance – Anitha J
In this research concludes that he variables that had major impact were working
environment and team and co-worker relationship. Employee engagement had
significant impact on employee performance

34
ARTI CHANDANI, Et al (2016) this review focuses on several factors that impact
employee engagement in an organization. Nowadays management is striving to
adopt different methods to keep their workforce engaged. Employee engagement in
organization provides multi opportunities to pursue skills extends abilities and
secure knowledge. Employee prefers to devote oneself by planning for their career
development. According to them respecting and fair treatment of employees is also
a kind of engaging the employee.

ADULWAHAB S BIN SHMAILAN (2017) organization profitability depends on

employeeperformance, employee engagement and employee satisfaction. This
study discusses on how tobuild up successful employee engagement program.
When employee have more worksatisfaction, happier to serve the promoters brand
name this proves employee engagement increases productivity and overall
performance.

A Project Report On Employee Engagement In HCL-BSERVE (2021) An

analysis of the relevant literature found out HCL-BSERVE has well mandatory
programs for all human resource development it is being shown that company is
providing all the welfare measures, training program and development program
which is boosting the employee engagement and commitment but still company has
to concentrate on employee engagement programs to make engaged employees
who are builders. They want to know the desired expectations f or their role so they
can meet and exceed them. Aaron MacIsaac5 in his research work entitle

35
 CHAPTER 3
RESEARCH METHODOLOGY

3.1. METHODOLOGY:

Research methodology is mainly needed for the purpose of framing the research
process and the designs and tools that are to be used for the project purpose.
Research methodology helps to find Employee engagement in the company. This
time research methodology is framed for the purpose of finding the level of
Employees in the Current System. To know the attitude of the Employees data is
collected through a structured questionnaire.

3.2. RESEARCH DESIGN:

Descriptive Research Design

Descriptive research is a study designed to depict the participants in an accurate
way. More simply put, descriptive research is all about describing people who take
part in the study.

3.3. SAMPLING TECHNIQUE:

Convenience sampling method

A convenience sample is one of the main types of non-probability sampling
methods. A convenience sample is made up of people who are easy to reach.

3.4. SOURCES OF DATA:

In this research, internal and external source of data are used. Collected raw
materials through facts and figure of researcher’s works. Collecting data from
company records and document, these are all internal data and other data are
external.
In data collection, there are 2 types

➢ Primary Data
It is a source of collecting data by first-hand information through
observation, direct communication or personal interviews of

36
 respondent’s customers. In this, questionnaire is used for conducting
personal interviews and for collecting the data.
➢ Secondary Data
It is collected from standard books, internal sources, magazines and
newspapers and also collecting data from external and internal
sources from the company annual reports, company additional profile
and company internal website.

3.5. STRUCTURE OF QUESTIONNAIRE:

Questionnaire was divided into two sections. First part was designed to know the
general information about EMPLOYEES and the second part contained the
respondent ‘s opinions about employee engagement at THE HINDU
NEWSPAPER
➢ Basic Introduction
➢ Personal Details
➢ Research related Questions
➢ Perception Questions
➢ Likert Scaling Questions
➢ Suggestion Question

3.6. SAMPLE SIZE

The sample size for this research project is 150

SAMPLE DESIGN
It is a particular definite plan formulation before collecting the data from population.
The research should select a particular sample. In sampling, there are 2 types-
probability sampling and non-probability sampling. In this research, only non-
probability sampling is used.
➢ Sampling
 Sampling design : Non-probability sampling
 Sampling technique : convenience sampling
 Sample unit : Employees
 Sample size : 150 respondents

37
3.7. PERIOD OF STUDY

The period of the study is to determine that research process is carried out for 3
months.

3.8. AREA OF THE STUDY:

The targeted people are the employees worked in THE HINDU newspaper head
office.

3.9. HYPOTHESIS:

HYPOTHESIS - 1
 H0: There is no significant difference between the age of the employees
and their career growth and opportunities.
 H1: There is a significant difference between the age of the employees and
their career growth and opportunities.
HYPOTHESIS - 2
 H0: There is no significant difference between role and employee
perception towards job.
 H1: There is a significant difference between role and employee perception
towards job.

3.10. TOOLS FOR ANALYSIS:

Questionnaire was created in order to receive the necessary response required from
the sample to achieve the research objective. The tools used for this are
3.10.1. PERCENTAGE ANALYSIS
Research questions are always answered with a descriptive statistic: generally,
either percentage or mean. Percentage is appropriate when it is important to know
how many of the participants gave a particular answer. Generally, percentage is
reported when the responses have discrete categories.
3.10.2. ANALYTICAL TOOLS(SPSS)
Tool for testing the Hypothesis (SPSS)
➢ Anova

➢ Correlation

38
ANOVA TEST
One-Way ANOVA ("analysis of variance") compares the means of two or
more independent groups in order to determine whether there is statistical evidence
that the associated population means are significantly different. One-Way ANOVA
is a parametric test. This test is also known as: One-Factor ANOVA

CORRELATION
Correlation analysis in research is a statistical method used to measure the
strength of the linear relationship between two variables and compute their
association.
➢ PEARSON CORRELATION
The Pearson correlation coefficient (r) is the most common way of measuring a
linear correlation. It is a number between –1 and 1 that measures the strength and
direction of the relationship between two variables.
.

39
 CHAPTER 4
DATA ANALYSIS AND INTERPRETATION

4.1. PERCENTAGE ANALYSIS

4.1.1 Table indicating the gender of respondents

S.no Gender No of Respondents Percentage analysis

1 Male 87 58%
2 Female 63 42%
Total 150 100%

Interpretation
From the above table it is interpreted that the gender of the respondents is male
58% and number of respondents in female are 42 %
INFERENCE
➢ Majority 58% of the respondents are male.
4.1.2 Table indicating the age of respondents

S.no Age No of Respondents Percentage analysis

1 20-25 25 16.7%
2 26-30 45 30%
3 31-35 51 34%
4 36-40 21 14%
5 41 and above 8 5.3%
Total 150 100%

40
Interpretation
From the above table it is interpreted that the number of respondents 20-25 ages of
respondents are 16.7%, between 26-30 age of respondents are 30%, between 31-
35 age of respondents 34%, between 36-40 age of respondents are 14%, and above
41 ages of respondents are 5.3%

INFERENCE
➢ Majority 34 % of the respondents belong to the age group of 31-35 category.

4.1.3 Table indicating the education qualification of respondents

S.no Education No of Respondents Percentage analysis

qualification
1 Diploma 10 6.7%
2 ITI 17 11.3%
3 Under graduate 88 58.7%
4 Post graduate 34 22.7%
5 other 1 0.7%
Total 150 100%

41
Interpretation
From the above table it is interpreted that the number of respondents ITI of
respondents are 11.3% diploma of respondents are 6.7%, and under graduate of
respondents 58.7 %, post graduate of respondents are 22.7%, other of respondents
is 0.7%
INFERENCE
➢ Majority 58.7 % of the respondents belongs to UG educational qualification.

4.1.4 Table indicating the Experience of respondents

S.no Experience No of Respondents Percentage analysis

1 0-2 years 18 12%
2 3-5 years 72 48%
3 6-8 years 39 26%
4 More than 8 21 14%
years
Total 150 100%

Interpretation
From the above table it is interpreted that the number of respondents were 12% is
0-2 years, 48% is 3-5 years, 26% is 6-8 years,14 % is more than 8 years.
INFERENCE

42
Majority 48% of the respondents had 3-5 years’ experience.

4.1.5 Table indicating the Martial Status of respondents

S.no Martial Status No of Respondents Percentage analysis

1 Un Married 42 28%
2 Married 108 72%
Total 150 100%

Interpretation

From the above table 28 % of respondents are unmarried and 72 % of

respondents are married
INFERENCE
➢ Majority 72 % of the respondents were married.

4.1.6 Table indicating the role of respondents

What is your role in the company?

Cumulative
Frequency Percent Valid Percent Percent

Valid trainee 9 6.0 6.0 6.0

Officer/ executive 57 38.0 38.0 44.0

Middle management 58 38.7 38.7 82.7

Senior Management 26 17.3 17.3 100.0

Total 150 100.0 100.0

43
Interpretation
From the above table it is interpreted that the number of respondents were 6% is
trainee, 38% is officer/executive, 38.7% is middle management,17.3 % is senior
management
INFERENCE
➢ Majority 38.7% of the respondents from the middle management.

4.1.7 Table indicating the department of respondents

In which department do you work?

Cumulative
Frequency Percent Valid Percent Percent

Valid Finance/Accounting 17 11.3 11.3 11.3

Administration/Management 47 31.3 31.3 42.7

Human Resources 36 24.0 24.0 66.7

Maintenance/Opertation/Pro
35 23.3 23.3 90.0
duction

Marketing/Advertising/Sales 15 10.0 10.0 100.0

Total 150 100.0 100.0

44
Interpretation
From the above table it is interpreted that the number of respondents were 11.3%
is Finance/accounting, 31.3% is Administration/Management,24% is Human
resources, 23.3% is Maintenance/Operation/production,10% is
marketing/advertising/sales.
INFERENCE
➢ Majority 31.3 % of the respondents belongs to management department.

4.1.8 Table indicating the most effective way of engaging the employee

According to you which is the most effective way of engaging the employee?

Cumulative
Frequency Percent Valid Percent Percent

Valid Reward and Recognition 36 24.0 24.0 24.0

Training 66 44.0 44.0 68.0

Medical Insurance 37 24.7 24.7 92.7

Fringe Benefits 11 7.3 7.3 100.0

Total 150 100.0 100.0

45
Interpretation
From the above table it is interpreted that the number of respondents were 24% is
Rewards and Recognition, 44% is Training, 24.7% is Medical insurance, 7.3% is
Fringe benefits.
INFERENCE
➢ Majority 44% of the respondents said that training is the most effective way of
engaging employees.

4.1.9 Table indicating the satisfied with the organization culture

Are you satisfied with the organization culture?"

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly Disagree 1 .7 .7 .7

Disagree 7 4.7 4.7 5.3

Neutral 33 22.0 22.0 27.3

Agree 80 53.3 53.3 80.7

Strongly Agree 29 19.3 19.3 100.0

Total 150 100.0 100.0

46
Interpretation
From the above table it is interpreted that the number of respondents were 0.7% is
Strongly disagree, 4.7% is disagree, 22% is Neutral, 53.3% is agree,19.3% is
strongly agree
INFERENCE
➢ Majority 53.3% of the respondents agree that they satisfied with organization
culture

4.1.10 Table indicating the organization provide you with recognition for
your accomplishment at work

Does organization provide you with recognition for your accomplishment at work?

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly Disagree 4 2.7 2.7 2.7

Disagree 8 5.3 5.3 8.0

Neutral 43 28.7 28.7 36.7

Agree 76 50.7 50.7 87.3

Strongly Agree 19 12.7 12.7 100.0

Total 150 100.0 100.0

47
Interpretation
From the above table it is interpreted that the number of respondents were 2.7% is
Strongly disagree, 5.3% is disagree, 28.7% is Neutral, 50.7% is agree,12.7% is
strongly agree
INFERENCE
➢ Majority 50.7% of the respondents agree that company recognize their
accomplishment at work

4.1.11 Table indicating the recreational activity take place in the company for
employees

Does any recreational activity take place in the company for employees?

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly Disagree 5 3.3 3.3 3.3

Disagree 11 7.3 7.3 10.7

Neutral 39 26.0 26.0 36.7

Agree 82 54.7 54.7 91.3

Strongly Agree 13 8.7 8.7 100.0

Total 150 100.0 100.0

48
Interpretation
From the above table it is interpreted that the number of respondents were 3.3% is
Strongly disagree, 7.3% is disagree, 26.0% is Neutral, 54.7% is agree,8.7% is
strongly agree
INFERENCE
➢ Majority 54.7% of the respondents agree that recreation activities is take place
in company

4.1.12 Table indicating the Is working Environment Motivating enough for

the employees?

Is working Environment Motivating enough for the employees?

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly Disagree 4 2.7 2.7 2.7

Disagree 12 8.0 8.0 10.7

Neutral 36 24.0 24.0 34.7

Agree 86 57.3 57.3 92.0

Strongly Agree 12 8.0 8.0 100.0

Total 150 100.0 100.0

49
Interpretation
From the above table it is interpreted that the number of respondents were 2.7% is
Strongly disagree, 8.0% is disagree, 24.0% is Neutral, 57.3% is agree,8.0% is
strongly agree
INFERENCE
➢ Majority 57.3%of the respondents agree that environment is motivating for
employees

4.1.13 Table indicating the are you satisfied with current compensation and
benefits

Are you satisfied with current compensation and benefits?

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly Disagree 5 3.3 3.3 3.3

Disagree 12 8.0 8.0 11.3

Neutral 45 30.0 30.0 41.3

Agree 74 49.3 49.3 90.7

Strongly Agree 14 9.3 9.3 100.0

Total 150 100.0 100.0

50
Interpretation
From the above table it is interpreted that the number of respondents were 3.3% is
Strongly disagree, 8% is disagree, 30% is Neutral, 49.3% is agree,9.3% is strongly
agree
INFERENCE
Majority 49.3 % of the respondents said agreed with current compensation and
benefits

4.1.14 Table indicating the Whether your organization encourages you to

develop professionally and acquire new skills

Whether your organization encourages you to develop professionally and acquire new
skills

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly Disagree 3 2.0 2.0 2.0

Disagree 3 2.0 2.0 4.0

Neutral 40 26.7 26.7 30.7

Agree 85 56.7 56.7 87.3

Strongly Agree 19 12.7 12.7 100.0

Total 150 100.0 100.0

51
Interpretation
From the above table it is interpreted that the number of respondents were 2% is
Strongly disagree, 2% is disagree, 26.7% is Neutral, 56.7% is agree,12.7% is strongly
agree

INFERENCE
➢ Majority 56.7% of the respondents agree that company encourages them to
develop professionally and acquire new skills

52
4.1.15 Table indicating the Employees are mutually helpful and share their
knowledge with each other

Employees are mutually helpful and share their knowledge with each other

Frequency Percent Valid Percent Cumulative Percent

Valid Strongly Disagree 4 2.7 2.7 2.7

Disagree 11 7.3 7.3 10.0

Neutral 35 23.3 23.3 33.3

Agree 83 55.3 55.3 88.7

Strongly Agree 17 11.3 11.3 100.0

Total 150 100.0 100.0

Interpretation
From the above table it is interpreted that the number of respondents were 2.7% is
Strongly disagree, 7.3% is disagree, 23.3% is Neutral, 55.3% is agree,11.3% is
strongly agree
INFERENCE
➢ Majority 55.3% of the respondents agree that employees are mutually helpful
and share their knowledges

53
4.1.16 Table indicating the did you use the available opportunities to keep
your working knowledge up to date

Did you use the available opportunities to keep your working knowledge up to date?

Cumulative
Frequency Percent Valid Percent Percent

Valid Disagree 8 5.3 5.3 5.3

Neutral 36 24.0 24.0 29.3

Agree 85 56.7 56.7 86.0

Strongly Agree 21 14.0 14.0 100.0

Total 150 100.0 100.0

Interpretation
From the above table it is interpreted that the number of respondents were 0% is
Strongly disagree, 5.3% is disagree, 24.0% is Neutral, 56.7% is agree,14.0% is
strongly agree

INFERENCE
➢ Majority 56.7% of the respondents agree that they have available opportunities
to keep their knowledge up to the date

54
4.1.17 Table indicating the Do you see a path for career advancement at the
organization

Do you see a path for career advancement at the organization?

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly Disagree 4 2.7 2.7 2.7

Disagree 9 6.0 6.0 8.7

Neutral 33 22.0 22.0 30.7

Agree 86 57.3 57.3 88.0

Strongly Agree 18 12.0 12.0 100.0

Total 150 100.0 100.0

INTERPRETATION
From the above table it is interpreted that the number of respondents were 2.7% is
Strongly disagree, 6.0% is disagree, 22.0% is Neutral, 57.3% is agree,12.0% is
strongly agree
INFERENCE
➢ Majority 57.3% of the respondents agreed that they see a path for career
advancement

55
4.1.18 Table indicating the do you feel the stress is managable

Do you feel that level of stress is manageable?

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly Disagree 3 2.0 2.0 2.0

Disagree 5 3.3 3.3 5.3

Neutral 41 27.3 27.3 32.7

Agree 81 54.0 54.0 86.7

Strongly Agree 20 13.3 13.3 100.0

Total 150 100.0 100.0

INTERPRETATION
From the above table it is interpreted that the number of respondents were 2.0% is
Strongly disagree, 3.3% is disagree, 27.3% is Neutral, 54.0% is agree,13.3% is
strongly agree
INFERENCE
➢ Majority 54% of the respondents agreed that stress is manageable during work

56
4.1.19 Table indicating the Does the organization provide required
technology, equipment, and resources

Does the organization provide required technology, equipment, and resources?

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly Disagree 5 3.3 3.3 3.3

Disagree 2 1.3 1.3 4.7

Neutral 43 28.7 28.7 33.3

Agree 86 57.3 57.3 90.7

Strongly Agree 14 9.3 9.3 100.0

Total 150 100.0 100.0

INTERPRETATION
From the above table it is interpreted that the number of respondents were 3.3% is
Strongly disagree, 1.3% is disagree, 28.7% is Neutral, 57.3% is agree,9.3% is
strongly agree
INFERENCE

➢ Majority 57.3% of the respondents agree that company provide required

technology and equipment and resources

57
4.1.20 Table indicating the Is your work is valued by your organization

Is your work is valued by your organization?

Frequency Percent Valid Percent Cumulative Percent

Valid Strongly Disagree 4 2.7 2.7 2.7

Disagree 8 5.3 5.3 8.0

Neutral 39 26.0 26.0 34.0

Agree 83 55.3 55.3 89.3

Strongly Agree 16 10.7 10.7 100.0

Total 150 100.0 100.0

INTERPRETATION
From the above table it is interpreted that the number of respondents were 2.7% is
Strongly disagree, 5.3% is disagree, 26.0% is Neutral, 55.3% is agree,10.7% is
strongly agree
INFERENCE
➢ Majority 55.3% of the respondents agree that work is valued by their company

58
4.1.21 Table indicating the Are you comfortable with the leave facilities
offered by the company?

Are you comfortable with the leave facilities offered by the company?

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly Disagree 2 1.3 1.3 1.3

Disagree 8 5.3 5.3 6.7

Neutral 40 26.7 26.7 33.3

Agree 86 57.3 57.3 90.7

Strongly Agree 14 9.3 9.3 100.0

Total 150 100.0 100.0

INTERPRETATION
From the above table it is interpreted that the number of respondents were 1.3% is
Strongly disagree, 5.3% is disagree, 26.7% is Neutral, 57.3% is agree,9.3% is
strongly agree
INFERENCE
➢ Majority 57.3% of the respondents agree that they are comfortable with their
leave facilities offered by organization

59
4.1.22 Table indicating the Are the working hours flexible enough for you
Are the working hours flexible enough for you?

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly Disagree 1 .7 .7 .7

Disagree 10 6.7 6.7 7.3

Neutral 35 23.3 23.3 30.7

Agree 84 56.0 56.0 86.7

Strongly Agree 20 13.3 13.3 100.0

Total 150 100.0 100.0

INTERPRETATION
From the above table it is interpreted that the number of respondents were 0.7% is
Strongly disagree, 6.7% is disagree, 23.3% is Neutral, 56.0% is agree,13.3% is
strongly agree
INFERENCE
➢ Majority 56.0% of the respondents agree that they are comfortable with their
working hours offered by organization

60
4.1.23 Table indicating the Does your manager is open to new ideas and
suggestions

Does your manager is open to new ideas and suggestions?

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly Disagree 1 .7 .7 .7

Disagree 10 6.7 6.7 7.3

Neutral 35 23.3 23.3 30.7

Agree 83 55.3 55.3 86.0

Strongly Agree 21 14.0 14.0 100.0

Total 150 100.0 100.0

INTERPRETATION
From the above table it is interpreted that the number of respondents were 0.7% is
Strongly disagree, 6.7% is disagree, 23.3% is Neutral, 55.3% is agree,14.0% is
strongly agree
INFERENCE
➢ Majority 55.3% of the respondents agree that their manager is open to new
ideas and suggestion

61
4.1.24 Table indicating the Do you get regular feedback from TL / Manager

Do you get regular feedback from TL / Manager?

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly Disagree 5 3.3 3.3 3.3

Disagree 6 4.0 4.0 7.3

Neutral 36 24.0 24.0 31.3

Agree 85 56.7 56.7 88.0

Strongly Agree 18 12.0 12.0 100.0

Total 150 100.0 100.0

INTERPRETATION
From the above table it is interpreted that the number of respondents were 3.3% is
Strongly disagree, 4.0% is disagree, 24.0% is Neutral, 56.7% is agree,12.0% is
strongly agree
INFERENCE
➢ Majority 56.7% of the respondents agree that they are getting feedback
regularly from their managers or team leader

62
HYPOTHESIS - 1
➢ H0 : There is no significant difference between the age of the employees
and their career growth and opportunities.
➢ H1 : There is a significant difference between the age of the employees and
their career growth and opportunities.
ANOVA

AGE

Sum of Squares df Mean Square F Sig.

Between Groups 3.659 4 .915 .939 .443

Within Groups 141.301 145 .974
Total 144.960 150

INTERPRETATION
The p value is 0.443 which is greater than the significance value (0.05) hence null
hypothesis (H0) is accepted. And H1 is rejected

INFERENCE

Therefore, there is a no significant difference between the age and career

opportunities

Correlations
Correlations

Do you see a path

for career
advancement at
AGE the organization?

AGE Pearson Correlation 1 -.062

Sig. (2-tailed) .452

N 150 150
Do you see a path for career Pearson Correlation -.062 1
advancement at the Sig. (2-tailed) .452
organization? N 150 150

INTERPRETATION
The p value is -0.62 which is less than the significance value (0.05) hence
alternate hypothesis (H1) is accepted. Therefore, there is a significant difference
between the age and career opportunities

63
  HYPOTHESIS – 2

➢ H0: There is no significant difference between job role and employee

perception towards job.
➢ H1: There is a significant difference between job role and employee
perception towards job.

One way Anova

ANOVA
What is your role in the company?

Sum of Squares df Mean Square F Sig.

Between Groups 1.861 4 .465 .667 .616

Within Groups 101.133 145 .697
Total 102.993 150

INTERPRETATION
The p value is 0.616 which is greater than the significance value (0.05) hence null
hypothesis (H0) is accepted and H1 is rejected
INFERENCE

Therefore, there no is a significant difference between the role and job satisfaction

Correlations
Correlations

Do you feel that

What is your role in level of stress is
the company? manageable?

What is your role in the company? Pearson Correlation 1 .049

Sig. (2-tailed) .549

N 150 150
Do you feel that level of stress is Pearson Correlation .049 1
manageable? Sig. (2-tailed) .549

N 150 150

Interpretation
The p value is 0.49 which is greater than the significance value (0.05) hence null
hypothesis (H0) is accepted. Therefore, there is a significant difference between
the role and job satisfaction.
64
 CHAPTER 5
FINDINGS, SUGGESTIONS AND CONCLUSION

5.1. FINDINGS
➢ Majority 58% of the respondents are male.
➢ Majority 34 % of the respondents belong to the age group of 31-35 category.
➢ Majority 72 % of the respondents were married.
➢ Majority 58.7 % of the respondents belongs to UG educational qualification.
➢ Majority 31.3 % of the respondents belongs to management department.
➢ Majority 48% of the respondents had 3-5 years’ experience.
➢ Majority 38.7% of the respondents from the middle management.
➢ Majority 44% of the respondents said that training is the most effective way of
engaging employees.
➢ Majority 50.7% of the respondents agree that company recognize their
accomplishment at work
➢ Majority 53.3% of the respondents agree that they satisfied with organization
culture
➢ Majority 54.7% of the respondents agree that recreation activities is take place
in company
➢ Majority 57.3%of the respondents agree that environment is motivating for
employees
➢ Majority 49.3 % of the respondents said agreed with current compensation and
benefits
➢ Majority 56.7% of the respondents agree that company encourages them to
develop professionally and acquire new skills
➢ Majority 55.3% of the respondents agree that employees are mutually helpful
and share their knowledges
➢ Majority 56.7% of the respondents agree that they have available opportunities
to keep their knowledge up to the date
➢ Majority 57.3% of the respondents agreed that they see a path for career
advancement
➢ Majority 54% of the respondents agreed that stress is manageable during work

65
➢ Majority 57.3% of the respondents agree that company provide required
technology and equipment and resources
➢ Majority 55.3% of the respondents agree that work is valued by their company
➢ Majority 57.3% of the respondents agree that they are comfortable with their
leave facilities offered by organization
➢ Majority 56.0% of the respondents agree that they are comfortable with their
working hours offered by organization
➢ Majority 55.3% of the respondents agree that their manager is open to new
ideas and suggestion
➢ Majority 56.7% of the respondents agree that they are getting feedback
regularly from their managers or team leader

➢ By using anova for finding the relationship between the AGE &Do you see a path
for career advancement at the organization? that the p value is 0.443 which is
greater than the significant level (0.05). Hence, Ho is accepted and H1 gets
rejected.
➢ By using anova for finding the relationship between the What is your role in the
company? &Do you feel that level of stress is manageable? that the p value is
0.616 which is higher than the significant level (0.05). Hence, Ho is accepted
and H1 gets rejected.

➢ By using the Correlation for finding the relationship between, AGE &Do you see
a path for career advancement at the organization? we found that there is a
Negative correlation underlies between both the factors with the value of 0.01
level of significance and also found that strong relationship (-0.062) found
between each variable.
➢ By using the Correlation for finding the relationship between, what is your role in
the company? & Do you feel that level of stress is manageable? we found that
there is a positive correlation underlies between both the factors with the value
of 0.01 level of significance and also found that strong relationship (0.042)
found between each variable.

66
5.2 SUGGESTIONS

➢ Supervisors and Managers should meet at regular intervals with the

employees to discuss about the improvement in the company, at work place.
➢ Gap between managers and the employees should be reduced by raising the
level of engagement by conducting extra co-curricular activities like social and
cultural programs.
➢ Create good and healthy environment at work place by increasing
interactions, credibility, confidence etc.
➢ Encourage employees them to take part in the job rotation, job enrichment
and other activities being carried out in the organization.
➢ Conduct more of employee engagement activities like mentorship programs,
collaborations, cross trainings, fun work day etc.
5.3. CONCLUSION
➢ Based on the thoughtful study of employee engagement at the company, also
it is found that it is emerging as an important HR concept.
➢ Employee Engagement is a positive attitude held by the employees towards
the organization and its values. It is rapidly gaining popularity and importance
in the workplace and impacts organizations in many ways.
➢ An organization should thus recognize employees, more than any other
variable, as powerful contributors to its competitive position.
➢ Engaged employees can help your organization achieve its mission, execute
its strategy and generate important business results.
➢ Therefore, employee engagement should be a continuous process of
learning, improvement, measurement and action.
➢ This research also states the focus on the various factors which influence
employee engagement. It has been observed that organizations with higher
levels of employee engagement outperform their competitors in terms of
profitability.
➢ Would hence conclude saying that raising and maintaining employee
engagement lies in the hands of an organization and requires a perfect blend
of time, effort, commitment and investment to craft a successful endeavour.

67
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69
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improved-workplace-environment
➢ https://www.shrm.org/resourcesandtools/tools-and-
samples/toolkits/pages/sustainingemployeeengagement.aspx
➢ https://en.wikipedia.org/wiki/Employee_engagement

➢ www.gallup.com

➢ https://www.researchgate.net

➢ http://www.shrm.org/

➢ www.books.google.com

➢ www.humanresources.about.com
➢ www.hr-guide.com

71
 ANNEXURE – QUESTIONNAIRE
A STUDY ON EMPLOYEE ENGAGEMENT WITH SPECIAL
REFERENCE TO THE HINDU NEWSPAPER

Email

1. Name
2. Gender
a. Male b. Female
3. Age Groups
a. 20-25 b. 26-30 c.31-35 d.36-40 e. 41 and above

4. Marital status
a. Married b. Unmarried

5. Education Qualification
a. Diploma b. ITI c. Undergraduate c. Post graduate
6. Experience
a. 0-2 years b.3-5 years c. 6-8 years d. more than 8 years

7. What is your role in the company?

a. Trainee b. Officer/ executive c. Middle management d. Senior
Management

8. In which department do you work?

a. Administration/Management b. Finance/Accounting c. Human
Resources
d. Marketing/Advertising/Sales e. Maintenance/Operations /Production.

9. According to you which is the most effective way of engaging the

employee?

a. Rewards and Recognition b. Training c. Medical insurance d. Fringe

benefits e. Other

72
S.no Satisfaction with the Strongly Agree Neutral Disagree Strongly
organization and Agree Disagree
working atmosphere
10
Are you satisfied with
the organization
culture?
11 Does organization
provide you with
recognition for your
accomplishment at
work?
12 Does any recreational
activity take place in the
company for
employees?
13 Is working Environment
Motivating enough for
the employees?
14
Are you satisfied with
current compensation
and benefits?
S.NO Strongly Agree Neutral Disagree Strongly
Satisfaction with Agree Disagree
learning and
educational
opportunities
15
Whether your
organization
encourages you to
develop professionally
and acquire new skills
16
Employees are mutually
helpful and share their
knowledge with each
other
17
Did you use the
available opportunities
to keep your working
knowledge up to date?

73
18
Do you see a path for
career advancement at
the organization?

S.no Strongly Agree Neutral Disagree Strongly

Satisfaction with Job Agree Disagree
19
Do you feel that level of
stress is manageable?
20
Does the organization
provide required
technology, equipment,
and resources?
21
Is your work is valued
by your organization?
22 Are you comfortable
with the leave facilities
offered by the
company?
23 Are the
working
hours
flexible
enough
for you?
24
Does your manager is
open to new ideas and
suggestions?
25 Do you get
regular
feedback
from TL /
Manager?

74
 A STUDY ON EMPLOYEE ENGAGEMENT WITH SPECIAL REFERENCE
TO THE HINDU NEWSPAPER
B. LEELAVATHY ¹ & DR.K. SASIREKHA²

1
MBA Student, School of Management Studies,
Sathyabama Institute of Science and Technology, Chennai,Tamil Nadu, India
2
Assistant Professor, School of Management Studies,
Sathyabama Institute of Science and Technology, Chennai, Tamil Nadu, India

ABSTRACT

Employees who are actively engaged in their job and committed to their organizations provide significant competitive
advantages to their organizations, such as increased productivity and fewer employee turnover. The research focused on
the practices used in the organization to engage employees. The objective of this research was to determine the amount
of dedication, employee perception of their job, and top management support in the business. In order to investigate
employee engagement, this study used a descriptive survey approach. The sample was drawn from the organization using
a random sampling procedure. Primary and secondary data were used in the course of the study. According to the findings
of the study, employer assistance and recognition would contribute to the development of trust between employees and
management. The organization promoted information sharing. The organization supported the exchange of information,
knowledge, and resources, as well as chances for employees to develop and grow, influencing employee engagement.
KEYWORDS:
Employee Engagement, employee satisfaction, organization culture, career growth

INTRODUCTION:
Human resource has various ways of usage by different people, ‘Human Resource Management’ ‘Human Resource
development’ and “Human Resources” interchangeably, and abbreviate Human Resource as HR – HR has become a
conventional term to refer to all of these phrases.
HR is considered by many business strategies to be the most important of all company resources which mainly influences
in gaining new skills to the employees, thereby increasing the size of a company’s competitive advantage over time.
Human Resource addresses the process of managing people within an organization at both micro and a macro level and
also comprises the process of recruiting, selecting, inducting employees, providing orientation, imparting training and
development, appraising the performance of employees, deciding compensation and providing benefits, motivating
employees, maintaining proper relations with employees and their trade unions, ensuring employees safety, welfare and
health measures in compliance with labor laws
Employee Engagement has emerged as a popular organizational concept in recentyears. It is the level of commitment and
involvement of an employee towards theorganization and its values. An emerged employee is aware of business context,
and works with colleagues to improve performance within the job for the benefit of the organization. Employee
engagement develops positive attitude among theemployees towards the organization.
OBJECTIVES
• To understand the employee engagement strategies in the organization.
• To Identify and diagnosis the factors of employee engagement.
• To assess the employee perception towards the workplace.
• To find out the satisfaction level of employees with current system

SCOPE OF THE STUDY

➢ Employee engagement will help to reduce the attrition and increase productivity and profit
➢ Employee engagement examine and focus how to make employee more engaged and committed towards the
organizational growth
➢ To learn various aspects, tools and policies which can be applied for making the employee more engaged.

75
NEED FOR THE STUDY

➢ Studying employee engagement in an organization provides clue for the employees to contribute to bottom line
business success
➢ To understand and identify the problematic areas and make a plan and take action towards improvement
➢ This study helps not only to retain values employee but also the level of performance
➢ This study helps to improve overall organizational effectiveness
➢ This study help estimate organization capacity to manage employee engagement that is closely related to its
ability to achieve high performance level and superior business level.

REVIEW OF LITERATURE:

Empirical studies - Halid Hasana, Farika Nikmaha, Siti Nurbayaa, Nilawati Fiernaningsiha , Ellyn Eka Wahyu
(2021) Many companies are modernizing by maximizing the use of technology, employee management remains an
important topic, where employees are the creators of policies, procedures and business strategies. Having employees
with high engagement is not easy for a company. So it is always interest to discuss the factors that influence employee
engagement.
Employee engagement Interventions - Arthi purushotham (2020) A successful organization enables effective
organization performance by strategic maneuver . Leadership skills, motivation, training, Rewards, Career
development, Strategic planning, Management support, organization culture and climate are all the factors emphasized
for an effective and efficient organization performance. The bottom line for all the above factors which yields benefits
is in identifying the right 22 resources.
Employee engagement: a literature review - g nalini, Dr.khyser mohd (2019) Modern organizations consider their
employees to be full of enthusiasm, excitement and express initiative at work, they want them to take concern for their
own development, try for high quality and performance, be stout and dedicated to what they do and in other words
companies need their employees be engaged. Engagement is achieved when people envisage that their organization
respects their work, their work contributes to the organizational development and more prominently their personal
ambitions of growth, rewards and pay are met.
Employee engagement & retention- Munish , Rachna Agarwal(2017) The objective is to analyze the critical factor
which can affect the level of retention & engagement of employees with the help of literature review. For thecurrent
article the researchers reviewed 30 relevant research papers/ literature comprising employee retention& engagement
concepts and practices amply.
A Study on customer services and employee engagement in the Indian Healthcare Industry - B Shivraj, B Rose
Kavitha (2011) The value of this research is in its ability to recognise the organisational policiesand practices that are
the most important drivers of customer satisfaction in a specific organisation. Human Resources Management (HRM)
plays a central role in the exchange relationships between the organisation’s management and its employees.
Organizational Image and Employee Engagement: Exploring the InterRelationships Between Construed
External Image and Perceived Organizational Identity (2023) – shinwoo lee We examine the influence of these two
organizational images on employee engagement, with an emphasis on both the mediating and moderating role of POI
between CEI and employee engagement. Empirical results show that both image dimensions positively influence
employee engagement. More importantly, we find that POI acts as a moderator in the CEI–employee engagement
relationship, that is, the positive influence of CEI on the outcome depends on the level of POI.
The effects of team-based recognition on employee engagement and effort (2022) -adam preslee Interest to
compensation system designers in settings where employee motivation is low and individual performance is costly or
difficult to measure. We show that team-based recognition can be effective in such settings.

76
 RESEARCH DESIGN:

The study is descriptive in nature. This research is basically fact finding with adequate interpretation using simple analysis
of dataand by developing thinking and elaborating of patterns and obtaining tentative generalizations as hypothesis.
SOURCES OF DATA:
Primary Data – Questionnaire given to 150 respondents
Secondary Data - Websites and, Published reports &Review of literature from published articles.

HYPOTHESIS:

HYPOTHESIS 1

H0: There is no significant difference between the age of the employees and their career growth and opportunities.

H1: There is a significant difference between the age of the employees and their career growth and opportunities.

HYPOTHESIS 2
H0: There is no significant difference between role and employee perception towards job.

H1: There is a significant difference between role and employee perception towards job

PERCENTAGE ANALYSIS:
Research questions are always answered with a descriptive statistic generally either percentageor mean. Percentage is
appropriate when it is important to knowhow many of the participants gave a particular answer. Generally, percentage is
reported when the responses have discrete categories.

Particulars Strongly Agree Neutral Disagree Strongly

agree disagree
Satisfaction with culture 19.3 53.3 22.0 4.7 0.7
Recongnition for your 12.7 50.7 28.7 5.3 2.7
accomplishment
Recreational activites 8.7 54.7 26.0 7.3 3.3

Environment motivating 8.0 57.3 24.0 8.0 2.7

Current compensation 9.3 49.3 30.0 8.0 3.3

INTERPRETATION:
• Table it is interpreted that the number of respondents were 0.7% is Strongly disagree, 4.7% is disagree, 22% is
Neutral, 53.3% is agree,19.3% is strongly agree .
• Table it is interpreted that the number of respondents were 2.7% is Strongly disagree, 5.3% is disagree, 28.7% is
Neutral, 50.7% is agree,12.7% is strongly agree
• Table it is interpreted that the number of respondents were 3.3% is Strongly disagree, 7.3% is disagree, 26.0% is
Neutral, 54.7% is agree,8.7% is strongly agree
• Table it is interpreted that the number of respondents were 3.3% is Strongly disagree, 8% is disagree, 30% is
Neutral, 49.3% is agree,9.3% is strongly agree

INFERENCE:
• Majority 53.3% of the respondents agree that they satisfied with organization culture
• Majority 50.7% of the respondents agree that company
• recognize their accomplishment at work
• Majority 54.7% of the respondents agree that recreation activities is take place in company
• Majority 57.3% of the respondents agree that environment is motivating for employees
• Majority 49.3 % of the respondents said agreed with current compensation and benefits

77
ANOVA
AGE

Sum of Squares df Mean Square F Sig.

Between Groups 3.659 4 .915 .939 .443
Within Groups 141.301 145 .974
Total 144.960 149

INTERPRETATION

The p value is 0.443 which is greater than the significance value (0.05) hence null hypothesis (H0) is accepted.
And H1 is rejected. Therefore, there is a no significant difference between the age and career opportunities

CORRELATION

Do you see a path for

career advancement at
AGE the organization?
AGE Pearson Correlation 1 -.062
Sig. (2-tailed) .452
N 150 150
Do you see a path for career Pearson Correlation -.062 1
advancement at the organization? Sig. (2-tailed) .452
N 150 150

INTERPRETATION
The p value is -0.62 which is less than the significance value (0.05) hence alternate hypothesis (H1) is accepted.
Therefore, there is a significant difference between the age and career opportunities.

FINDINGS

Majority 58% of the respondents are male.

Majority 34 % of the respondents belong to the age group of 31-35 category.
Majority 72 % of the respondents were married.
Majority 58.7 % of the respondents belongs to UG educational qualification.
Majority 31.3 % of the respondents belongs to management department.
Majority 48% of the respondents had 3-5 years’ experience.
Majority 38.7% of the respondents from the middle management.
Majority 44% of the respondents said that training is the most effective way of engaging employees.
Majority 50.7% of the respondents agree that company recognize their accomplishment at work
Majority 53.3% of the respondents agree that they satisfied with organization culture
Majority 54.7% of the respondents agree that recreation activities is take place in company
Majority 57.3%of the respondents agree that environment is motivating for employees.
Majority 49.3 % of the respondents said agreed with current compensation and benefits
Majority 56.7% of the respondents agree that company encourages them to develop professionally and
acquire new skills
Majority 55.3% of the respondents agree that employees are mutually helpful and share their knowledges

78
 Majority 56.7% of the respondents agree that they have available opportunities to keep their knowledge up to
the date
Majority 57.3% of the respondents agreed that they see a path for career advancement
Majority 54% of the respondents agreed that stress is manageable during work 65
Majority 57.3% of the respondents agree that company provide required technology and equipment and
resources
Majority 55.3% of the respondents agree that work is valued by their company
Majority 57.3% of the respondents agree that they are comfortable with their leave facilities offered by
organization
Majority 56.0% of the respondents agree that they are comfortable with their working hours offered by
organization
Majority 55.3% of the respondents agree that their manager is open to new ideas and suggestion
Majority 56.7% of the respondents agree that they are getting feedback regularly from their managers or team
leader.

SUGGESTIONS AND RECOMMENDATIONS

• Supervisors and Managers should meet at regular intervals with the employees to discuss about the improvement
in the company, at work place.
• Gap between managers and the employees should be reduced by raising the level of engagement by conducting
extra co-curricular activities like social and cultural programs.
• Create good and healthy environment at work place by increasing interactions, credibility, confidence etc.
• Encourage employees them to take part in the job rotation, job enrichment and other activities being carried out
in the organization.
• Conduct more of employee engagement activities like mentorship programs, collaborations, cross trainings, fun
work day etc.

LIMITATIONS OF THIS STUDY

The study is restricted to only 150 employees of THE HINDU GROUP Private Limited.
The information provided by the respondents could alsobe biased or inaccurate. No independent verification
of the data was possible.
Time is a major constraint.
Information from more employees would have made thisstudy more exhaustive but due to time limitations it is
not possible.
The respondents chosen were busy and have less time toanswer the questionnaires.

`CONCLUSION
• Based on the thoughtful study of employee engagement at the company, also it is found that it is emerging as
an important HR concept.
• Employee Engagement is a positive attitude held by the employees towards the organization and its values. It
is rapidly gaining popularity and importance in the workplace and impacts organizations in many ways.
• An organization should thus recognize employees, more than any other variable, as powerful contributors to
its competitive position. Engaged employees can help your organization achieve it
• strategy and generate important business results. Therefore, employee engagement should be a continuous
process of learning, improvement, measurement and action.
• This research also states the focus on the various factors which influence employee engagement. It has been
observed that organizations with higher levels of employee engagement outperform their competitors in terms
of profitability.
• Would hence conclude saying that raising and maintaining employee engagement lies in the hands of an
organization and requires a perfect blend of time, effort, commitment and investment to craft a successful
endeavor. the course of accomplishing its organizational goals.

79
 REFERENCES

➢ Employee Engagement and Commitment Robert J. Vance

➢ Employee Engagement and HR Initiatives - Prof. B.N. Mishra
➢ A Study on customer services and employee engagement in the IndianHealthcare Industry - B Shivraj, B Rose
Kavitha
➢ Research on Employee Engagement- Literature Review – B RoseKavitha, Maya Salimath
➢ Empirical studies - Halid Hasana, FarikaNikmaha, Siti Nurbayaa, Nilawati Fiernaningsiha , Ellyn Eka Wahyu
(2021)
➢ Employee engagement Interventions - Arthi purushotham (2020)
➢ Employee engagement: a literature review - g nalini, Dr.khyser mohd (2019)
➢ Employee engagement & retention - Munish, Rachna Agarwal(2017)
➢ A Study on customer services and employee engagement in the IndianHealthcare Industry - B Shivraj, B
Rose Kavitha (2011)
➢ Organizational Image and Employee Engagement: Exploring the Inter-Relationships Between Construed
External Image and Perceived Organizational Identity (2023) – shinwoo lee
➢ The effects of team-based recognition on employee engagement and effort (2022) -adam preslee
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