“A STUDY ON THE LEVEL OF EMPLOYEE ENGAGEMENT AT

PROKLEAN TECHNOLOGIES PVT LTD”

PROJECT REPORT
Submitted in the partial fulfillment for the
award of the degree of
MASTER OF ARTS IN HUMAN RESOURCE AND
ORGANIZATIONAL DEVELOPMENT

Submitted by
SINDHU.M
(Reg no: 2115782021038)

Under the Guidance of

Prof. Ruby Wesley George
Assistant Professor
PG Department of MA.HR&OD

MADRAS SCHOOL OF SOCIAL WORK

(AUTONOMOUS)

AFFILIATED WITH THE UNIVERSITY OF MADRAS

32, CASA MAJOR ROAD, EGMORE,

CHENNAI – 600008.

November-2022.
 CERTIFICATE OF APPROVAL

This is to certify that this research work entitled “A Study on the level of
Employee Engagement at Proklean Technologies Private Limited”
submitted to the University of Madras in partial fulfillment for the award of the
degree of Master of Arts in “Human Resource and Organizational
Development” is a record of original research work done by Sindhu.M,
Madras School of social work, Egmore, Chennai - 600008 under my
supervision and guidance.

Prof. Ruby Wesley George

GUIDE NAME EXTERNAL EXAMINER

Prof. P. Venkatesh

PROGRAM HEAD NAME

Place: Chennai

Date:
 DECLARATION

I hereby declare that the research work entitled “A STUDY ON THE LEVEL OF
EMPLOYEE ENGAGEMENT AT PROKLEAN TECHNOLOGIES PRIVATE
LIMITED CHENNAI”, submitted by SINDHU.M for the Degree of Master of Arts in
“Human Resource and Organizational Development” is my original work and that it has
not previously formed the basis for the award of any Degree, Diploma,
Associateship, Fellowship or another similar title.

(Sindhu.M)
 ACKNOWLEDGEMENT

I take this opportunity to thank all those who were of great support in finishing
this project successfully.

I wish to express my sincere thanks to the Principal of our college, Dr. S. RAJA
SAMUEL for being a pillar of support throughout my duration as a student of
Madras School of Social Work.

I extend my thanks to our Programme Head, Mr. P.Venkatesh, and to the

lecturers of the Department for their support and guidance.

My deepest thanks to our Assistant Professor, Ms. Ruby Wesley George, who
was truly inspiring and who provided me with an opportunity to explore and
experience and guided us step by step in this project work. This would have not
been possible without her support.

Last but not the least, I would like to record my profound gratitude to all the
respondents who operated and answered the questionnaire and also to my parents
and spouse for their continuous support and encouragement during my project
work.
ABSTRACT:

Employee engagement is the level of commitment and involvement an employee has

toward their organization and its values. The paper focuses on the level of employee
engagement at Proklean Technologies Private Limited. An engaged employee is aware of the
business context and works with colleagues to improve performance within the job for the
benefit of the organization. It is a positive attitude held by the employees towards the
organization and its values. The research was undertaken with the sole motive of finding out the
current level of employee engagement in the organization by using the Gall Q12 survey and by
adopting the Aon Hewitt Engagement model. The total samples collected were 84 and a descriptive
study was done and the findings were put henceforth. The results have shown that continuous
management support, constructive feedback, and transparency in communication between the
management and the employees help the organization to have highly engaged employees and it also
helps in the effective teamwork and perceived growth of an employee.

Keywords: Perceived growth of an employee, Teamwork, Management support,

Productivity. Engagement level.

i
 TABLE OF CONTENTS

CHAPTER PAGE NO.

TITE
NO.
1
1.1 INTRODUCTION

8
1.2 NEED FOR THE STUDY

8
1.3 OBJECTIVES OF THE STUDY

1 9
1.4 SCOPE OF THE STUDY

9
1.5 LIMITATIONS OF THE STUDY

9
1.6 INDUSTRY PROFILE

15
1.7 CHAPTERIZATION

2 REVIEW OF LITERATURE 16

2.1THEROTICAL REVIEW 16-18

2.2 LITERATURE REVIEW 19

3 RESEARCH METHODOLOGY 24

4 DATA ANALYSIS AND INTERPRETATON 30

5.1 FINDINGS 59

5 5.2 SUGGESTIONS 60

5.3 CONCLUSION 61

62
BIBLIOGRAPGY
65
ANNEXURE

ii
 LIST OF TABLES

S. NO. PARTICULARS PAGE NO.

2.1.2 Evolution of Employee Engagement 17

4.1 Gender of the respondents 31

4.2 Age group of the respondents 32

4.3 Total number of work experience of the respondents 33

4.4 Distribution of Employee Engagement level- Aon Hewitt Engagement Model 34

4.5 Distribution of Employee Engagement level- Gall up survey 35

4.6 Distribution of respondents based on role clarity 36

Distribution of respondents showing whether they had the necessary

4.7 37
infrastructure

Distribution of respondents showing whether they had the opportunity to do

4.8 38
the best everyday

Distribution of respondents showing whether their work has been recognized

4.9 39
in the last seven days

Distribution of respondents based on whether they had someone at work who

4.10 40
cared for them as a person

4.11 Distribution based on whether their colleagues encourages their development 41

4.12 Distribution showing whether their opinions are valued at work 42

Distribution showing whether the company’s vision & mission makes them
4.13 43
feel that their job is important.

4.14 Distribution showing whether their co-workers do quality work. 44

iii
4.15 Distribution of respondents showing whether they have a best friend at work 45

4.16 Distribution of respondents based on growth 46

Distribution of respondents based on whether they had the opportunity to learn

4.17 47
and grow.
Distribution of respondents based on whether would tell great things about
4.18 48
working in the organization

Distribution of respondents based on whether they would recommend this

4.19 49
company to a friend seeking employment
Distribution of respondents showing their thoughts about leaving the company
4.20 50
to work somewhere else.

Distribution of respondents based on whether it would be hard for them to

4.21 51
leave the company

Distribution of respondents showing whether the company inspired

4.22 52
them to deliver the best work every day.
Distribution of respondents based on whether the company motivates them to
4.23 53
perform exceeding expectation

To find the Engagement score by adopting Aon Hewitt Engagement Model.

4.24 54

4.25 To find the Engagement score using Gall up survey 54

Pearson’s correlation coefficient between Management support and

4.26 55
Teamwork

4.27 Pearson’s correlation coefficient between Management support and growth. 56

iv
 LIST OF CHARTS

S. NO. PARTICULARS PAGE NO.

4.1 Gender of the respondents 31

4.2 Age group of the respondents 32

4.3 Total number of work experience of the respondents 33

Distribution of Employee Engagement level- Aon Hewitt Engagement

4.4 34
Model

4.5 Distribution of Employee Engagement level- Gall up survey 35

4.6 Distribution of respondents based on role clarity 36

Distribution of respondents showing whether they had the necessary

4.7 37
infrastructure

Distribution of respondents showing whether they had the opportunity to do

4.8 38
the best everyday

Distribution of respondents showing whether their work has been recognized

4.9 39
in the last seven days

Distribution of respondents based on whether they had someone at work who

4.10 40
cared for them as a person

Distribution based on whether their colleagues encourages their

4.11 41
development

4.12 Distribution showing whether their opinions are valued at work 42

Distribution showing whether the company’s vision & mission makes them
4.13 43
feel that their job is important.

4.14 Distribution showing whether their co-workers do quality work. 44

v
4.15 Distribution of respondents showing whether they have a best friend at work 45

4.16 Distribution of respondents based on growth 46

Distribution of respondents based on whether they had the opportunity to

4.17 47
learn and grow.

Distribution of respondents based on whether would tell great things about

4.18 48
working in the organization

Distribution of respondents based on whether they would recommend this

4.19 49
company to a friend seeking employment

Distribution of respondents showing their thoughts about leaving the

4.20 50
company to work somewhere else.

Distribution of respondents based on whether it would be hard for them to

4.21 51
leave the company

Distribution of respondents showing whether the company inspired

4.22 52
them to deliver the best work every day.
Distribution of respondents based on whether the company motivates them
4.23 to perform exceeding expectation 53

6
 CHAPTER -1
INTRODUCTION

1
 CHAPTER- 1

1.1 INTRODUCTION

Employee engagement often referred to as staff engagement, is a work environment

strategy that creates the ideal conditions for all employees of a business, assisting them in giving
their best every day by making them remain devoted to their firm's beliefs and goals. They feel
incredibly a part of the business and are driven and engaged to contribute to its success.
Employees who were actively invested in the company’s costs don’t just perform consistently
they also contribute new ideas and look for ways to help the business grow. This is the reason
why the human resource team of an organization must look for ways to measure employee
engagement in the organization.
1.1.1 DEFINITION OF EMPLOYEE ENGAGEMENT
Simon Sinek the author of “Start with Why” defines employee engagement in simple terms,
“When people are financially invested they want a return. When people are emotionally invested,
they want to contribute”.
The Hay Group defines employee engagement as increasing employees’ enthusiasm for
their work and directing it toward organizational success resulting in employee engagement. This
can be achieved only when employers instill positive behaviors in the employees to achieve the
organization’s goals.
1.1.2 CATEGORIES OF EMPLOYEE ENGAGEMENT.

Gall-up a US-based consulting firm, categorizes employee engagement into three types.

Actively Engaged Employees: They excel while working in collaborative settings with
coworkers and bring fresh perspectives and ingenuity to problem-solving. These engaged
workers are more likely to share information, work together more, and even become your top
brand ambassadors. This group of employees takes initiative with projects and frequently goes
above and beyond what bosses request. These staff members are proud of the organization's
progress and have a positive outlook on the future of the business.
Not-Engaged: When it comes to levels of participation, the majority of workers fall in the
center. They put in their time and carry out their duties, yet they have a more unbiased opinion
of the business. They require motivation to get more involved and put up any further effort
above what is required of them because, to them, employment may just be a means of
subsisting. Maybe they are not happy with the business decisions taken.

2
Actively Disengaged employees: Actively Disengaged people can significantly affect team
dynamics. These workers frequently underperform and have unfavorable attitudes toward the
business. They are probably not going to devote time to team-building exercises or professional-
development opportunities that could advance their careers at the organization. Additionally,
there is a chance that disengagement will spread throughout the organization if these workers
are open about their grievances and strategy.
1.1.3 WHY IS EMPLOYEE ENGAGEMENT SO IMPORTANT?
As stated previously, Employee engagement is one of the key sources of
achieving the organizational goal. If an employee is engaged, it will have effects on the
following aspects
 Effect on work: An engaged employee will not try to evade his work and will
stayinvolved and committed.
 Effect on co-workers: An engaged employee will have a positive outlook and will
participate more. He will be willing to be a team player
 Effects on Productivity: The effects of Engagement will make the staff go the
extra mile to achieve the organizational goal.
 Effect on personal life: Engagement will help in reducing the frustration or
monotony ofwork life and in return, the personal lives of the staff will be peaceful.
An employee who is engaged will form an emotional connection with the
organization and will also be encouraged to be innovative and spread positivity in the
workplace. According to Gallup’s Q12 framework, without employee engagement, there is no
team engagement, thereby making it difficult to improve business outcomes. Also, employee
engagement is the primary responsibility of the manager. They should give frequent feedback
to their employees and provide continuous support explaining how their success connects to
organizational success. A highly engaged workforce in an organization would result in lower
absenteeism, safety incidents, turnover, and defects. Also result in higher customer loyalty,
profitability, and productivity. Studies have shown that there are some predominant factors
that influence the engagement of staff which includes many factors. But Gallup’s study
considers mainly four factors Basic Needs, Management support, Teamwork, and Growth to
measure employee engagement.

3
 Growth

Teamwork
Employee Engagement

Management
Support

Basic Needs

1.1.4 MEASURING EMPLOYEE ENGAGEMENT

Employee Satisfaction Surveys (ESS) is used to be considered the most
popular method for measuring how happy an employee was in the organization. A
happy employee is not necessarily a productive employee. Even an employee who is
doing his or her best might not be fully productive or aligned with the organizational
goals or values. Employee engagement can be revealed in several ways either by using
tools or indicators. However, tools provide a realistic view of engagement,
Halbesleben (2003) examined several issues as to the measurement and process of
burnout and engagement. Indicators can be correlated to engagement but they are not
better than intelligent guesses. Some of the tools that are used to measure employee
engagement include:
 Customized Surveys
 Modified Gallup’s 12Q survey
 E 3 Process
 Taking assistance from corporate HR
Some of the Indicators that are used to measure employee engagement are Employee
Turnover rates, Absenteeism, Productivity, Profitability, safety incidents, and defect
rates.

4
1.1.5 TRENDS IN EMPLOYEE ENGAGEMENT:
Today, society and business are witnessing an unprecedented change in an
increasingly global marketplace, with many organizations competing for talent. As
organizations move forward into a boundary-less environment, the ability to attract,
engage, develop and retain talent will become increasingly important. In view of these
changes, a number of trends, as identified in the Strategic Human Resource
Management (SHRM) are likely to have a significant impact on employee
engagement.
For example, the increased demand for work/life balance and the changing
relationship between employers and employees are driving the need for HR
professionals and their organizations to truly understand what employees need and
want and then determine how to meet those needs while at the same time developing
and leveraging workplace talents at all levels. In addition, trends in workforce
readiness highlight the importance of organizational success. To ensure that new
workforce entrants attain the essential skill levels needed in today's workplace,
business leaders have the responsibility to partner with schools (e.g., high schools and
two- and four-year colleges) and other organizations to provide learning opportunities,
such as internships, summer jobs or job shadowing.
The continued acceleration of change, both domestically and globally, places
greater emphasis on the role of HR to develop effective employee engagement
strategies for the current and future workforce. Employee Engagement is a work place
approach resulting in the right conditions for all members of an organization to give
their best each day. It is based on trust, integrity, a two-way commitment, and
communication between an organization and its members. It is an approach that
increases the chances of business success, contributing to organizational and
individual performance, productivity, and well-being.
From an employer's point of view, employee engagement is concerned with
using new measures and initiatives to increase the positive emotional attachment felt
and therefore productivity and overall business success. An engaged workforce
produces better business results, does not hop jobs, and more importantly, is an
ambassador of the organization at all points of time. Engaged employees are perceived
to form a part of an organization’s brand and an engaged, happy workforce can have
a knock-on effect on customer retention, recruitment of key talent, and the ability to
attract new customers in a world where a company's values are crucial to the

5
consumers. The definitions, as seen, focus on the employer as well as the employee.
Today’s millennial workforce is more informed, connected, and willing to work given
learning opportunities. Personal growth, and opportunities to learn and explore is
becoming primary driver. Equity more than pay is a driving force. Catering to the
changing needs to foster engaged employees is the need of the hour.
Critics question whether employee engagement is compatible with the
naturally competitive business environment, whether positive emotional attachments
result in increased productivity and whether there is sufficient ROI on employee
engagement initiatives to make them worthwhile. Employee engagement involves the
following aspects –
 The nature of the job itself.
 Whether the employee feels mentally stimulated.
 The trust and communication between the employees and the management.
 The ability of an employee to see how their work contributes to the overall company
performance.
 The opportunity for growth within the organization.
 The level of pride an employee has about working or being associated with the
company. The emotional connection of an employee toward the organization tends to
influence his or her behaviors and work-related effort in work-related activities. The
more engagement an employee has with his or her company, the more effort they put
forth.
1.1.6 STRATEGIES TO BETTER EMPLOYEE ENGAGEMENT:
As complex as the quest for employee engagement may seem, it’s something most
companies are working on. 78% of companies now have a documented workplace
engagement strategy. The more you invest in engaged employees, the more likely you
are to end up with empowered, innovative, and dedicated people who are willing to do
anything for your organization. Here are just some of the ways you can begin to
implement employee engagement.
 Focus on Opportunities for Development.
 Deliver Transparent Leadership
 Invest in Work-Life Balance
 Make Engagement a Social Concept
 Offer Customized Incentives

6
  Commit to Better Health and Wellness
 Boost Onboarding and Hiring Practices
 Make Your Office Environment More Convincing

1.1.7 HR’S ROLE IN EMPLOYEE ENGAGEMENT:

HR has a pivotal role to play in employee engagement on all levels. Yes, there
are specific employee engagement roles and initiatives, but essentially, anyone who is
in HR needs to think about employee engagement. Just consider this question: what
makes employees engaged at work? There is a whole range of answers: fulfilling work,
great managers, career prospects, training, good pay and reward packages, and
alignment with organizations and their goals. To achieve good levels of employee
engagement, you need to get all the HR fundamentals right. Employee engagement is
a more complex topic than is immediately apparent because it touches on all aspects
of HR. As Gallup says in its report: “Businesses that orient performance management
systems around basic human needs for psychological engagement, such as positive
workplace relationships, frequent recognition, ongoing performance conversations
and opportunities for personal development, get the most out of their employees”
Good employee engagement requires HR to have a holistic view of the
employer-employee contract. HR has to ensure employees have the right skills, tools,
and environment to perform their jobs to the best of their ability. And HR needs to
keep developing employees so that engagement is maintained. Make sure people have
clear career progression paths. Engaged employees know what is expected of them.
They have goals to work towards, both personal goals and 13Organizations13 goals.
HRs mustn’t forget or neglect leaders and managers either. Support managers and
leaders so that they are engaged with work and can engage those reporting to them.
According to Towards Maturity research, there is a real problem with management
engagement. Its In-Focus report ‘Building Staff Engagement (2015)’ found that three
in five L&D leaders thought management engagement was one of the biggest barriers
to success.
1.1.8 AON HEWITT’S ENGAGEMENT MODEL:
For this study, we have also adopted Aon Hewitt employee engagement
model to determine the employee engagement scores in the organization. The
"Engagement Drivers" of the Aon Hewitt model, which influences the experience
within the firm, have six primary components. These are the "action areas," or areas

7
over which management has significant power. These categories include the job that
is done, the people who are involved, opportunities, total rewards, business policies,
and general quality of life.

1.2 NEED FOR THE STUDY:

Employee engagement is the relationship between the employee and the
organization. The more the employee is engaged more effective their work would be.
An engaged employee looks at the whole organization and understands its purpose,
where, and how they fit in. The main objective for any organization is to earn a profit,
thus one of the important factors that help the organization to achieve this is its
workforce. Like how regular care is given to the machines involved in the
manufacturing industry, it is very important to take care of the workforce involved in
the work. As Gallup researcher Jim Harter puts it, “The whole person comes to work,
not just the worker.”
Employee Engagement takes many forms in different organizations,
so it is very important to know the best fit for a particular organization which is based
on different factors like their employees, type of industry, the culture of the
organization, etc. at the same time employees should be aware of what is expected
from them and they should be motivated by the superiors. At present, employees form
the fulcrum of the organization, who are both the decision-makers and executors.
Understanding their expectations is crucial to organizational success. This becomes
more vital in the primary function of leading them effectively toward the
accomplishment of objectives. Hence knowledge about which aspect of employee
engagement an organization lacks in is required to gain perspective of the present and
future implications of the same on employees about ensuring success.

1.3 OBJECTIVE OF THE STUDY

PRIMARY OBJECTIVE
To determine the level of employee engagement of the employees and its score by
adopting the Aon Hewitt employee engagement model and also by Gall up survey.
SECONDARY OBJECTIVE
 To bring out the core aspects of an organization’s performance with reference
to employee engagement as given by the Gallup Survey.

8
  To understand if there exists a relationship between management support and
teamwork in the organization.
 To understand if there exists a relationship between management support and
perceived growth by an employee.
1.4 SCOPE OF THE STUDY
The paper helps to gain an understanding of employee engagement
tools/indicators to measure employee engagement, factors affecting employee
engagement, practices to improve employee engagement, and advantages of having
engaged employees.
The organization has staff across India. The target respondents would be the
staff from the corporate office and factory. The survey will be conducted online and
responses will be collected from these staff members. This study will help understand
the engagement of the staff by adopting the Aon Hewitt employee engagement model
which includes the three basic parameters- Say, Stay and Strive and also specifies the
areas of improvement in the future. Also, to identify the relationship between
management support and teamwork, management support, and perceived growth of an
employee by using Gallup’s Q12 framework.

1.5 LIMITATIONS OF THE STUDY

 There was a time constraint for data collection
 Difficulty in collecting data owing to the busy schedule of the employee.

1.6 INDUSTRY PROFILE

A BRIEF HISTORY ABOUT THE MANUFACTURING INDUSTRY
Manufacturing can be defined as the physical or chemical transformation of
materials into products on large scale using machinery or capital equipment’s, in
contrast to production of handmade goods for personal use. Also 30% of our economy
is of manufacturing sector. Manufacturing sector contributes 15.24% of the country’s
GDP, and provides employment to over 6 million persons. There is a long history to
manufacturing of how we have gone from just man-made to man-and-machine made.
In the 17th century cannons, firearms, and swords were manufactured. The history
can be traced even more clearly during the 19th century, where raw materials were
converted into finished goods. It is the period during which the remarkable transition

9
from human labor technology into machinery and chemical manufacturing into
processes, and turned artisans into wage laborers. Bengal Iron Works Company was
established in Kulti in 1870. Economy improved in the 2nd Five Year plan (1956-61)
emphasizing on heavy industry. The growth rate of manufacturing sector increased
from 4% to 6% between 1940-1980. LPG was introduced in 1991 aiming at removing
monopolies and restrictive trade practices. Major manufacturing sectors include
textiles, metals, capital goods, metals, chemicals, tyres, cement, electronics,
automobile, leather & footwear, machine tools, food ceramics, textile machinery etc.,

1.6.1 TYPES OF MANUFACTURING SECTOR:

Capital Goods:
It refers to products that are used in the production of other products but are
not incorporated into the new product. This industry is the “Mother” of all
manufacturing industry and is of strategic importance to the National security and
economic independence.
E.g.: Industrial Machinery, Process Plant Equipment’s, Machine tools etc.,
Consumer Goods:
It represents final value added products that are distributed for consumption in
mass consumption markets and which are purchased primarily for personal, family
and or household purposes.
E.g.: FMCG, Furniture, Apparel, Household appliances etc.

1.6.2 COMPANY PROFILE:

Proklean Technologies is a company based out of Chennai, India, established in the
year 2012. Dr. Sivaram Pillai (R&D), Chandrasekar B(Operations) and Vishwadeep
Kuila (Sales & Marketing) are the founders of Proklean Technologies Private Limited.
It was founded to explore industrial applications using probiotics with a core intent of
contributing to making the world a better place by reducing pollution and conserving
natural resources.

Proklean has taken a license from SCD Probiotics, USA for the use of it’s probiotic
mother cultures. Proklean has developed a proprietary technology using a unique
combination of Probiotics with fermentation and formulation methods. This is the first
ever such technology developed anywhere in the world that has far reaching potential

10
across several industry platforms. Proklean has licensed it’s products to SCD
Probiotics, USA and Proviera Biotech, USA (affiliate of SCD Probiotics, USA) for
manufacture and sales in some markets globally.

The products have proven to show performance in Textile (ProAvita), Leather

(Proviera), Hospitality & Waste Management (ProKlean) and Paper (ProCharta) equal
to or better than the chemical alternatives while saving natural resources and reducing
pollution.

1.6.3 COMPANY’S MISSION:

To do our bit in making the world a better place by consistently delivering innovative
products that help users conserve critical natural resources and reduce pollution while
saving costs.

1.6.4 COMPANY’S VISION:

Become the most successful sustainable chemistry-based specialty solutions company
globally, admired for its innovative and differentiated products and solutions that
contribute to a better and sustainable world.

1.6.5 CORE VALUES

 Care for the Ecology in everything we do
 Integrity as basis for any relationship
 Focus on Consumer is fundamental to our success
 Constant Sustainable Innovation spirit 
 Always strive for High Performance & Excellence
 Respect for people and their development is core to sustain our growth
 Commitment to Diversity & Inclusion

Proklean Technologies Private Limited is a green chemistry-focused company with

a mission to make the earth a better place by reducing the pollution around us. They
develop and market non-toxic and biodegradable products made using our unique
proprietary technology platforms for various industrial and household applications.
Their products are being widely accepted by industrial users and home consumers alike.
They make green products that at least match performance, are price competitive, and
are easy to adopt thereby breaking the myth that green chemistry does not deliver. The

11
founders and senior leadership are industry veterans with backgrounds in premier
institutes like IIMA and ISB. They are well-funded backed by Venture Capital firms
and are now poised to grow rapidly over the next few years.
Proklean brings path-breaking innovations in Green Chemistry that help make
the world a better place to live for our future generations. They have developed
proprietary technologies using renewable input materials to make products that provide
solutions to many aggravating problems such as pollution caused by multiple industries
and depletion of renewable resources. Their approach is to make Green products that
are truly sustainable and break the myth that Green does not deliver.

1.6.6 PROBIOTIC TECHNOLOGY:

Proklean’s Probiotic technology platform is one of its kind globally. Proklean uses
probiotic micro-organisms along with other renewable raw materials to make products
that are not only non-toxic and bio-degradable but deliver a power packed performance
in various applications. The manufacturing process is also very green due to a low
energy and zero waste proprietary process developed by Proklean. Proklean’s
Probiotic Technology is patented in many parts of the world and has been widely
recognized by the industry.
1.6.7 BIO-BASED TECHNOLOGY:
Proklean’s new bio-based technology is based on the use of bio-based and renewable
carbon based ingredients to formulate non-toxic and bio-degradable products. It uses
knowledge of applications and green chemistries to combine existing safe chemistries
and make products that can deliver enhanced results without being toxic. The approach
is in line with Proklean’s core philosophy of creating products that are non-toxic and
bio-degradable with a low carbon footprint process.

1.6.8 FEATURES OF PROKLEAN’S PROBIOTIC TECHNOLOGY:

 Cost competitive: Cost competitive to commercial vehicles while being green.
 Bio-degradable: Completely non-toxic ingredients and completely bio-
degradable.
 Green Process: Manufactured using low energy, sustainable, green process.
 Save resources: Save water, Time and Energy
 High Compatibility: Require minimal modification to existing processes,

12
 products perform well in wide variety of conditions.
 Better Results: Proven to give better results than existing substitutes while
being extremely versatile in application
 Highest Safety: Have passed standards to certify highest levels of safety for
handlers and consumers.
 Reduce pollution and save the environment.

1.6.9 BUSINESS VERTICALS

Textile:
ProAvita’s contribution to the textile industry comes in the form of an array of readily
biodegradable products meant for diverse stages of textile processing. The unique features of
these products deliver multiple benefits. In the process of pre-treatment, dyeing and soaping.
Pulp & Paper:
ProCharta has introduced first of its kind product for application in pulp & water processing
during delignification and bleaching stage. These proprietary probiotic formulations come in
the form of an array of readily biodegradable products meant for diverse stages of bleaching.
Produce paper in a green way. Proklean Technologies has developed an unique, first-in-
the-world proprietary technology under the ProCharta umbrella for paper
industry. ProCharta formulations use a combination of naturally occurring Probiotic process
to produce the final products.
Leather:
Proviera – Probiotics for Leather. A readily biodegradable and natural biotech alternative
to existing chemicals and processing techniques used in the leather industry. This enables
tanners to produce high-quality leather and save water while simultaneously reducing the
effluent load significantly. Proviera is the 1st range of products commercialized using our
Proprietary technology. After successful launch in India, the global rights for Proviera were
licensed to Proviera Biotech, USA, and they hold the global commercialisation rights for
leather products.
Institutional cleaning:
ProZeme’s hospitality products deliver excellent cleaning results and they are completely
safe for the users and the environment. Their waste management products find application in
Industrial & municipal wastewater treatment, odor control, bioremediation of water bodies,
composting of bio-degradable w,aste etc. All these products are manufactured using a unique
proprietary fermentation process. The products are readily biodegradable, non-,toxic and non-
corrosive.

13
Consumer Products:
 ProFab is a Fabric Detergent and it is a revolutionary fabric detergent made without any
harmful chemicals. With Germ Guard Technology it also sanitises clothes. It is safe for
even infant clothing and tally eco-friendly too.
 ProDish is a Liquid Dish wash and it cleans the vessels by breaking down the dirt and
grime, thus leaving a streak-free dish that is long-lasting.
 Grease Out is a Kitchen Degreaser. Just spray, wait and wipe to clear all the grease. Also,
it is not made with harmful chemicals and is gentle on our hands and equipment.
 ProGloss is a Glass cleaner. It is a unique Glass cleaner and sanitiser made using unique
bio-based technology. Its unique Germ Guard Technology not just cleans but, also sanitises.
Also, being readily biodegradable, it is planet friendly.
 Deep Impact is a Floor Cleaner. It is a unique floor cleaner and sanitiser made using
patented Probiotic technology.
 Pro Janit is a Toilet Cleaner. It is made using unique bio-based technology. Its Germ Guard
Technology not just cleans, but also keeps the closet clean and germ-free.

14
1.7 CHAPTERIZATION

Chapter 1

This chapter consists of Introduction, Need for the study, Objectives of study, Scope of
the study, Limitations of the study and Industry Profile.
Chapter 2
This chapter consists of Review of Literature which consists of Articles, Case study,
Scholarly articles, other researchers related to the topic of the research.
Chapter 3
This chapter consists of Research methodology, Tools used for Data collection
and Tools used for Data Analysis.
Chapter 4
This chapter consists of Data Analysis and Data Interpretation.
Chapter 5
This chapter consists of Finding and Suggestions related to the research topic to
meet the objectives of the study.

15
 CHAPTER -2
REVIEW OF LITERATURE

16
REVIEW OF LITERATURE

2.1 THEORETICAL REVIEW

2.1.1 DEFINITION: “Emotional connection an employee feels toward his or her employment
organization, which tends to influence his or her behaviors and level of effort in work-related
activities.” – Business Dictionary.
William H. Kahn (1990) completed some of the earliest work on engagement and defined engagement
as, “the harnessing of organization members’ selves to their work roles; in engagement, people employ
and express themselves physically, cognitively, and emotionally during role performances.” The
International Survey Research (ISR) defines employee engagement as, “a process by which an
organization increases commitment and continuation of its employees to the achievement of superior
results.” The ISR separates commitment into three parts; cognitive commitment, affective
commitment, and behavioral commitment or thinks, feels, and acts.

TABLE 2.1.2 EVOLUTION OF EMPLOYEE ENGAGEMENT CONCEPT

YEAR CONCEPT OF EVOLUTION

Early 1800s The Industrial Revolution moves large numbers of people from farms
into factories. The concept of management first enters collective
thought.
1911 Frederick W. Taylor publishes “The Principles of Scientific
Management,” establishing the importance of effective management
by linking management to increased employee productivity. The
study of management is born
1924- 1932 Elton Mayo and Fritz Roethlisberger’s Hawthorne Studies transform
management theory. Instead of focusing on individuals and their
innate abilities, Mayo and Roethlisberger focus on social context. The
Hawthorne Studies show that employees’ surroundings influence how
they perform.
1980s As manufacturing and production jobs are automated or sent overseas,
service companies take their place. “Employees are your greatest
asset” becomes “employees are your only asset.” The idea of a
lifelong employer fades away, pension programs are slashed, and
employee retention grows to be a universal challenge.
1990 The Academy of Management Journal publishes William A. Kahn’s

17
 “Psychological Conditions of Personal Engagement and
Disengagement at Work,” considered by many to be the cornerstone
of employee engagement. Kahn examines the extent to which
employees are able to express themselves in their workplace, leading
to “attachment.”
Late 1990s The positive psychology movement gains traction. Positive
psychology examines optimal human functioning and “aims to
discover and promote the factors that allow individuals, organizations,
and communities to thrive.”
1999 New York Times bestseller, “First, Break All the Rules” by Marcus
Buckingham and Curt Coffman coins the term “Employee
Engagement.” The book summarizes Gallup survey results on
employee workplace perceptions. Gallup would go on to refine and
develop its Q12 survey, the first widely known employee engagement
survey.
2001 “Job Burnout,” by Christina Maslach, Wilmar B. Schaufeli, and
Michael P. Leiter propose employee engagement as a solution to job
burnout. This application to the working world creates more interest
in further employee engagement research.
2002 Quantum Workplace developed Best Places to Work, the first national
contest that recognized employers of choice. The contest was centered
solely on employee feedback, with scientifically validated surveys
measuring in organization’s overall level of engagement.
2006 The Society for Human Resource Management enters the employee
engagement realm by publishing its “Employee Engagement and
Commitment” guide. This is the first non-academic organization to
establish best practices surrounding employee engagement. SHRM
takes engagement from the classroom to the boardroom
2011 Following one of the largest studies on employee engagement
(“Engaging for Success” by David MacLeod and Nita Clarke), the UK
institutionalizes the concept of employee engagement by starting the
Engage for Success initiative
2012 Google’s People Innovation team develops a DNA study. This
century-long study aims to use science and survey results to better
understand their work. “We all have our opinions and case studies, but
there is precious little scientific certainty around how to build great

18
 work environments, cultivate high-performing teams, maximize
productivity, or enhance happiness.
2017 Gutermann et al have demonstrated that engagement initiatives taken
by the supervisor can then affect the supervisees’ engagement
positively.

2.2 LITERATURE REVIEW:

2.2.1 P. Manonmani (2013) in the study on Employee Engagement with special reference to a
Steel casting manufacturing company, in Coimbatore, Tamilnadu, talks about how employee
engagement is considered as the level of commitment and involvement by the employees to
theirwork and organizational goals. It is an effort to learn how the engagement of the employees is
associated with job satisfaction of the employee. It also deals with how employee loyalty leads to
a better workforce. The results of the study show that employees majorly comply with the
organization which brings maximum involvement out of them which helps in retaining the talent
pool.
2.2.2 Dharmendra MEHTA 1, and Naveen K. MEHTA 2(2013), in their study on Employee
Engagement, says that motivated and engaged employees tend to contribute more to organizational
productivity and help sustain a higher level of commitment, which increases customer satisfaction.
The employee-customer relationship is permeated by employee engagement where money, company
reputation, and brand image are also on the line. This essay makes an effort to research the various
aspects of employee engagement using the study of the literature. This can serve as a guide and
source for information on some of the Work on employee engagement that is conceptual and practical
practices.
2.2.3 Susan Sorenson (2013), a writer and editor at Gall up talks about “How Employee Engagement
Drives Growth” in a Gall up journal. The author says that engaged companies outperform their
competition. Gallup completes meta-analysis research on the Q12, a statistical method that combines
many studies, every two to four years. Gallup keeps on the cutting edge of how well employee
engagement predicts important metrics by doing this research frequently over time and expanding
the number of work units examined. The author has also stated that using 263 research studies from
192 different countries, Gallup conducted its eighth meta-analysis on the Q12 in 2012.
2.2.4 Madura Bedarkar, and Deepika Pandita (2014), in their study on the drivers of employee
engagement impacting employee performance, talk about the concept of employee engagement
which has become increasingly important. It says organizations see engaged employees as a tool for
a strategic partner in the business. Employee engagement has started gaining greater importance, in
recent years given that numerous factors have been linked to employee performance and well-being
at work. It also suggests that as Businesses across industries seek to endure and surpass the fierce

19
competition, employee physical and mental health, is considered one of the key areas that HR
managers must tend to concentrate on. The study also investigates the idea of worker involvement
and also sheds light on important factors influencing worker engagement by examining them in
detail.
2.2.5 Anton Vorina, Miro Simonič, and Maria Vlasova (2017), in their study “An analysis of the
relationship between Job Satisfaction and Employee engagement”, says that enthusiastic employees,
who focus their efforts on achieving their companies’ goals are a key competitive advantage in the
modern world. A sample of 594 respondents who are employed in the public and non-public sectors
in Slovenia was used for the purpose of this study. The main goal of the research is to determine
whether employee engagement influences job satisfaction. A written survey was conducted from 4
January 2016 to 14 March 2016. The results confirm that the relationship between employee
engagement and job satisfaction is positive and statistically significant and also show that there is no
statistically significant difference between employee engagement and gender and also between job
satisfaction and gender.
2.2.6 Siva Subramanian and Rupa (2017), Journal of Management 4(1), in their empirical study
on employee engagement concerning the IT sector in Chennai, talk about the engagement of
employees in IT organizations which results in lower turnover and higher productivity and profit.
The study also investigates the practice followed in the organization to engage employees. It
measures the level of commitment, employee perception towards their job, and support from top
management in the IT industry. The result of the study states that allowing people to make their own
decisions about work, control their work, and achieve their goals may help employees to become
more engaged in their jobs. The study also recommends that managers within organizations involve
employees more in setting goals and formulate ways of recognizing contribution by employees that
would help define what determines employee engagement to enhance commitment levels.
2.2.7 Mike Kappel (2018) in his article on How to establish a culture of Employee Engagement,
about how workforce engagement cannot be forced it has to be built through motivation and
dedication from the employer’s side. The author suggests the following steps like not skipping
onboarding and training which helps in understanding the company better. It is important to set
organizational goals and share them with the members. It is also necessary to acknowledge the
employees whenever they contribute anything that could be an add-onto the business which
would be the best way to motivate them and make them develop and also provide some
empowerment whenit comes to their job.
2.2.8 Jin Pai and Jin Ping Lou (2018) in their study on the influence of career growth on work
management among new-generation employees, talk about how career growth has a positive impact
on work engagement. For the study, 207 employees were taken as samples. It says that there is a
significant relationship between development and work engagement. The career of the employee can

20
be developed through constant learning and upskilling. If the employees think that they can obtain
better career growth in the organization they will be inclined to the organization and will have a sense
of responsibility and belonging.
The present generation of employees grew up in a time of rich material life, the rapid
development of information technology, and a developed market economy. They are very much
particular about personal career development and are keen on having more training opportunities to
perfect and develop themselves. According to the Theory of Need for Achievement, when an
organization creates a certain career growth space for these employees and gives them enough
opportunities to meet their growth needs and their wish for success to a certain extent. It will help to
enhance their dedication to work and vitality to focus more and devote themselves to work.
2.2.9 Li Sun (2019) in his study on Employee Engagement, a literature review, done by the
International Journal of Human Resources on Employee Engagement talks about Employee
Engagement as a multifaceted construct. It says that the whole aspect is a unique and different
concept. It consists of emotions, knowledge, and behavior. Harter et al. (2002) state the influencing
factors are mainly organizational factors, job factors, and individual factors.
2.2.10 Heryati (2019) in the article 10 factors influencing Employee Engagement, one of the
predominant factors influencing employee engagement would is Staff development. Any person in
an organization would give his full efforts to see career growth. An organization that invests its time
and money in developing its staff will gain their engagement. The Development of the staff can be
done through constant training and learning processes and at the same time provide an opportunity
to practice their acquired knowledge and skills at the job which will help them climb their career
ladder.
2.2.11 Darsana Dutta (2019) in her article on the Role of Business Communication in Employee
Engagement talks about how communication, is the imparting of ideas, knowledge, feelings, and
information, knowledge, ideas, feelings within the organization. It also involves encouraging a work
environment that helps the easy and free flow of thoughts, ideas, and feedback. It results in uniting
the whole workforce, helps them stay involved, and drives them towards the common goal which
also helps in the success of the business. The best example for this would be ‘Google’ where the
upper or top management shares with the employees a quick recap of what are the things that
happened over the week with the entire organization. Google is known for maintaining a high
levelof transparency by sharing their information with the employees which most organizations
wouldn’t do. Also, they regularly hold an open question and answer session where employees get
the opportunity to ask anything related to the organization to the upper management.
2.2.12 Kibum Kwona and Taesung Kimb (2020) in their study on "An integrative literature
review of employee engagement and innovative behavior: Revisiting the JD-R model", aims
 To provide a thorough understanding of the relationship between employee

21
 engagement and innovative behavior through the JD-R model;
 To identify and revisit the guiding theories supporting employee engagement studies;
 To construct an integrated conceptual framework based on empirically validated
factors and their relationships, as well as pertinent theories.
According to an integrative review of 34 empirical studies, employees believe that a balance
between relatively high demands and high resources is ideal for their engagement. Innovative
behavior is a result of these complex interactions, and engaged workers are more likely to act
innovatively by using coping mechanisms to deal with problems. Together, these findings point
toward the development of an integrated conceptual framework that improves the original JD-
R model and, in doing so, more clearly explains the dynamics influencing employee
engagement and innovative behavior. The main ramifications for practice and research are also
given.
2.2.13 Maria Carmen and Jose Luis (2021) in their study on Employee Engagement and
Well-being in Times of COVID-19: A Proposal of the 5Cs Model, says that the COVID-19
epidemic has made a never-before-seen effect on the labour market. Employees have suffered
as a result of the psychological stress and uncertainty brought on by the current, shifting
workplace environment. This study also aims to identify the key main drivers of employee
engagement that can result in employee wellbeing in the current context, taking into account
the predictive relationship between employee engagement and wellbeing and in light of this
unprecedented situation that affects workers in all industries worldwide. An engagement-
strengthening theoretical model for the COVID-19 era is put out through a survey of the
literature. Conciliation, cultivation, confidence, recompense, and communication are the key
elements. Although businesses were aware of the need to accomplish this before the epidemic,
it is now seen as a crucial tool for employee health and wellbeing. There are two key
contributions this article makes. It first offers a blueprint for raising employee engagement and,
by extension, well-being. To put the theoretical concept into practice, managerial
recommendations are presented next
2.2.14 Iman Permana, Elvia Afkar, and Helena Augusta (2021), in their study on
“Differential Diagnosis of Digital Culture in Startup VS Non-Startup companies in Indonesia
to Drive Employee Engagement and Digital Maturity”. This study assesses digital culture’s
role in driving employee engagement and digital maturity when transformation intervention
implemented in the organization, specifically in the start-up and non-start-up companies in
Indonesia. It helps the managers and leaders to understand the digital culture differences in
both groups of companies and to determine which opportunities they may need to improve and
strengthen the company’s employee engagement and digital maturity. The combination of
Capgemini‟s digital culture model, Gallup Q12‟s employee engagement model and Gill &

22
VanBoskirk‟s digital maturity model are used in measuring the start-ups and non-start-ups.
The digital culture score in the start-up company was higher than in the non-start-ups,
consistently in all dimensions, with corresponding higher employee engagement as well as
digital maturity. This study suggests that start-ups have a more developed digital culture than
non-start-ups.
2.2.15 Dr. K. K. Ramachandran, Dr. M. Deepa, and Ms. Vallabi (2022), in their Study “On
Organization Culture and Employee Engagement,” says that Organizational Culture sets the
right kind of environment for employees to work and get committed. The study examines
whether the organizational culture is related to employee engagement, and if so, then to what
extent. Technology has taken the world at its fingertips, today it is not necessary that an
individual must be in his workplace and work, he can still be in a tourist spot and attend some
crucial organizational meetings. Technology has bought dramatic changes in the workplace;
hence the culture and Employee engagement have also undergone changes. With different
types of people working in an organization, the Organisational culture keeps all of them
together, it’s a glue that ensures people work and contribute as a team.

23
 CHAPTER – 3
RESEARCH METHODOLOGY

24
CHAPTER -3
RESEARCH METHODOLOGY

3.1 RESEARCH DESIGN

Research design is defined as “The arrangement of conditions for collection and
analysis of data in a manner that aims to combine relevance to the research purpose
with economy in procedure”. It is the overall operation pattern or framework of the
project that stipulates what information is to be collected from which source by what
procedures. Decisions regarding what, where, when, how much, by what means
concerning an inquiry or a research study constitute a research design. In fact, the
research design is the conceptual structure within which research is conducted: it
constitutes the blueprint for the collection, measurement and analysis data. As such the
design includes an outline of what the researcher will do from writing the hypothesis
and its operational implication to the final analysis of data.
3.1.1 DESCRIPTIVE RESEARCH DESIGN
The design adopted by the researcher for this study is Descriptive Research Design. A
descriptive study is a fact-finding operation with adequate interpretation. Descriptive
research studies are those studies that are concerned with describing the characteristic
of a particular individual, or of a group to gain familiarity with a phenomenon or to
achieve new insights into it, often in order to formulate a more precise research problem
or to develop hypotheses.
3.1.2 SOURCES OF DATA
Data may be collected from several sources. It is not easy to list them in detail.
Researchers use these sources according to their data needs. However, the general
classification of data collection sources can be presented under two groups:
3.1.3 PRIMARY DATA
Primary data are first-hand, original data collected by the researchers for the research
project by hand. They can be obtained from families, representatives, organizations,
etc. interviews, Questionnaires, and observation are the major tools for collecting data
from primary sources. The researcher collected primary data through the questionnaire
method.

25
3.1.4 SECONDARY DATA
Secondary data means data that are already available i.e., they refer to the data which
have already been collected and analyzed by someone else. When the researcher
utilizes secondary data, then he has to look into various sources from where he can
obtain them. The researcher collected secondary data through Journals, Case studies,
Scholarly articles, Reports published.
3.1.5 HYPOTHESIS:
H0: There exists no relationship between Management support and Teamwork in the
organization
H1: There exists a relationship between Management support and Teamwork in the
organization
H0: There exists no relationship between Management support and perceived growth
by employee in the organization
H1: There exists a relationship between Management support and perceived growth by
employee in the organization
3.1.6 SAMPLING DESIGN
SAMPLING UNIT
The sampling unit of the Research is employees of Proklean Technologies Private
Limited working in Chennai.
SAMPLING ELEMENT
The sample selected should bear the similar characteristics as target population. The
results obtained after testing the sample should be free from bias, independent of each
other and completely represent the population. The sample elements considered for the
research are the employees of Proklean Technologies.
TOTAL POPULATION
A population is the entire set of cases in which a study is interested. It is the full set of
individuals or objects having some common characteristics. The total population of the
employees is 108. (ESTIMATION METHOD).
SAMPLE SIZE
Sample size measures the number of individual samples measured or
the observations used in a survey or experiment. The sample size of the research is 83.

26
SAMPLING METHOD
A sample is a miniature of the universe possessing all of its characteristics. Sampling
designs are two types:
 Probability sampling.
 Non-Probability sampling.
The sampling method used by the researcher is convenient sampling and it is one of
the main types of non-probability sampling methods in which the subjects are selected
because of their convenient accessibility and proximity to the researcher. It is drawn
from that part of the population that is close to hand.
3.1.7 PRE-TESTING
Once the items have been chosen we pretest the entire questionnaire to ensure the
process runs smoothly and gives an accurate representation of employees views. Before
questionnaires are administered to any group, testing is necessary. Pretest accepts the
fact that no amount of institution, native talent or logical thinking will substitute for
careful recording, tabulation and analysis of the data collected. In short pretest is a
means of catching and solving undetected problems in using the questionnaire
especially the phrasing, meaning sequence of the question, need for additional question
length, and many more.
3.1.8 TOOLS USED FOR DATA COLLECTION
The researcher has used a standardized questionnaire developed by Gallup
Organization, and Aon Hewitt Employee Engagement survey.
Validity & Reliability
Aon Hewitt Engagement Model: According to the Aon Hewitt model, an employee
who exhibits all three facets of say, stay, and strive are considered to be “engaged.”
Also, they have analyzed employee survey responses from a random sample of 12
organizations from our 2010 –2013 database varying in industry and geographical
region. Reliability (measured by Cronbach’s alpha reliability) coefficients for the
six-item construct exceed the generally accepted threshold of 0.7 and yield an
average reliability of 0.91.
Gall-up Q12 Workplace Audit:
The Gallup Q12 or Gallup Workplace Audit is a survey designed to measure
employee engagement. The instrument was the result of hundreds of focus groups and
interviews. Researchers found that there were 12 key expectations, that when satisfied,

27
form the foundation of strong feelings of engagement. So far 87,000 work units and
1.5 million employees have participated in the Q12 instrument. Comparisons of
engagement scores reveal that those with high Q12 scores exhibit lower turnover,
higher sales growth, better productivity, better customer loyalty and other
manifestations of superior performance. The Gallup Workplace Audit has a
Cronbach’s alpha reliability of 0.91.
The 18 engagement questions are answered by employees on a scale of one to five,
based on their weak or strong agreement.
1. Strongly disagree
2. Disagree
3. Neither agree nor disagree
4. Agree
5. Strongly agree
3.1.9 SCORING PATTERN
AON HEWITT ENGAGEMENT SURVEY
Average scores on Engagement Behaviour:
 4 to 5 – Highly Engaged
 3 to 4 – Moderately Engaged
 2 to 3 – Actively Engaged.
Scaling Pattern of Gall up survey:
The scores can thus range from a minimum of 12 to a maximum of 60. The higher
scores represent the higher level of engagement of the employees. The scores are
interpreted as:
• 48-60: the employee is highly engaged
• 36-47: the employee is neither engaged nor disengaged
• 12-35: the employee is disengaged
Employee engagement is measured under four aspects namely:
 Basic Needs
 Management Support
 Relatedness
 Growth

28
3.1.10 STATISTICAL TOOLS & TECHNIQUES USED
For the purpose of analysis and interpretation, tables, pictorial representations
comprising of graphs and statistical techniques were used to present a more
accurate picture of the findings. The statistical tools used were as follows:
1. Percentage Analysis.
2. Karl Pearson’s Coefficient of Correlation
PERCENTAGE ANALYSIS:
One of the simplest methods of analysis of data is the percentage method. It is
the traditional statistical tools. Through the use of percentage, the data is reduced
in the standard form with the base equal to 100 which facilitates relative
comparison. In the study, the percentage analysis is been used for interpretation.
Percentage analysis = Number of respondents /Number of samples

KARL PEARSONS COEFFICIENT OF CORRELATION:

It is the most widely used methods to test the degree of relationship between two
variables.

3.1.11 ACTUAL COLLECTION OF DATA

The entire collection of data was done in the month of October 2022.

29
 CHAPTER – 4
DATA ANALYSIS AND
INTERPRETATION

30
4. DATA ANALYSIS AND INTERPRETATION
PERCENTAGE ANALYSIS
Each question from the questionnaire which is the source of primary data collected is
converted in the form of tables. These tables illustrate the classification of data collected and
the percentages of the data.
4. 1 DEMOGRAPHIC DETAILS
TABLE 4. 1 GENDER OF THE RESPONDENTS

GENDER FREQUENCY PERCENTAGE

Female 22 26.5
Male 61 73.5
Total 83 100.0

CHART 4.1 GENDER OF RESPONDENTS

Inference: Gender plays a vital role in obtaining concrete expectations of employees and has
been considered in the study. It could be observed from Table 4.A that majority of respondents
were Males comprising of 73.49%. Females constituted 26% which reflects the fact that the
insurance sector under the study had more number of Males to Females.

31
TABLE 4.2 AGE OF THE RESPONDENTS

AGE FREQUENCY PERCENTAGE

21-30 38 45.8
31-40 37 44.6
Above 40 years 8 9.6
Total 83 100.0

CHART 4. 2 AGE GROUP OF RESPONDENTS

INFERENCE: From Table 4. B, it is inferred that 45.78% of the respondents were of the Age
Group 21-30, 44.58% of the respondents were of the Age Group 30-40 and only 9.64% of the
respondents were above 40 years. Thus, a majority (45.78%) of the respondents were of the
Age Group 21-30.

32
 TABLE 4.3YEARS OF EXPERIENCE IN THE ORGANISATION

YEARS OF EXPERIENCE FREQUENCY PERCENTAGE

0-2years 33 39.8
2-5years 40 48.2
Above 5 years 10 12.0
Total 83 100.0

CHART 4.3 YEARS OF EXPERIENCE IN THE ORGANISATION

INFERENCE: From the Table 4.C, it is inferred that 39.76% of respondents have an
experience of 0-2 years, 48.19% of respondents have an experience of 2-5years and 12.05% of
the respondent have above 5 years of experience. Thus, the majority (48.19%) of the
respondents have an experience of 2-5years.

33
TABLE 4.4 DISTRIBUTION BASED ON EMPLOYEE ENGAGEMENT LEVEL- AON
HEWITT ENGAGEMENT MODEL

PARTICULARS FREQUENCY PERCENTAGE

Highly Engaged (4-5) 54 65.1

Moderately Engaged (3-4) 24 28.9
Actively Disengaged(2-3) 5 6.0
Total 83 100

CHART 4.4 DISTRIBUTION BASED ON EMPLOYEE ENGAGEMENT LEVEL- AON

HEWITT ENGAGEMENT MODEL

INFERENCE: A high majority of the respondents, about 65.06% are highly engaged while
28.92% are moderately engaged and only 6.02% are actively disengaged. Although the
organization has a majority of engaged employees, the number of not engaged employees is
significant.

34
TABLE 4.5 DISTRIBUTION BASED ON EMPLOYEE ENGAGEMENT LEVEL- GALLUP
SURVEY

PARTICULARS FREQUENCY PERCENTAGE

Highly Engaged(48-60) 53 63.9
Neither Engaged nor Disengaged(36-47) 28 33.7
Disengaged(12-35) 2 2.4
Total 83 100.0

CHART 4.5 DISTRIBUTION OF EMPLOYEE ENGAGEMENT LEVEL

INFERENCE: A high majority of the respondents, about 63.86% are engaged while 2.41%
are disengaged & 33.73% are neither engaged nor disengaged. Although the organization has
a majority of engaged employees, the number of not engaged employees is significant.

35
TABLE 4.6 DISTRIBUTION OF RESPONDENTS BASED ON ROLE CLARITY

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 42 50.6

Agree 27 32.5
Neither Agree nor Disagree 7 8.4
Disagree 4 4.8
Strongly Disagree 3 3.6
Total 83 100.0

CHART 4.6 DISTRIBUTION OF RESPONDENTS BASED ON ROLE CLARITY

INFERENCE:

A high majority of the respondents, about 83.13% have agreed to the fact that they were
aware about their roles and responsibilities and only 8% of the employees have disagreed to
the same. This shows that there is no ambiguity in an employee’s understanding of his job.

36
 TABLE 4.7 DISTRIBUTION OF RESPONDENTS SHOWING WHETHER
THEY HAD THE NECESSARY INFRASTRUCTURE

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 32 38.6

Agree 36 43.4
Neither Agree nor Disagree 10 12.0
Disagree 4 4.8
Strongly Disagree 1 1.2
Total 83 100

CHART 4.7 DISTRIBUTION OF RESPONDENTS SHOWING WHETHER

THEY HAD THENESESSARY INFRASTRUCTURE

INFERENCE:
The above table indicates that 38.55% have strongly agreed and 43.37% have agreed that they
were provided with the necessary materials and equipment that they needed to dotheir work.
A minority of about 4.82% have disagreed to the same. This shows an unequal proportion.

37
 TABLE 4.8 DISTRIBUTION OF RESPONDENTS SHOWING WHETHER THEY
HAD THE OPPORTUNITY TO DO THE BEST EVERYDAY AT WORK.

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 26 31.3

Agree 30 36.1
Neither Agree nor Disagree 15 18.1
Disagree 11 13.3
Strongly Disagree 1 1.2
Total 83 100

CHART 4.8 DISTRIBUTION OF RESPONDENTS SHOWING WHETHER THEY

HAD THE OPPORTUNITY TO DO THE BEST EVERYDAY AT WORK.

Inference: A majority of 36.14% of the respondents have agreed and 31.33% have strongly
agreed to the fact that they have the opportunity to do what they do best every day. Whereas
only a minority of 1.20% have disagreed on the same.

38
 TABLE 4.9 DISTRIBUTION SHOWING WHETHER THEIR WORK HAS BEEN
RECOGNISED IN THE LAST SEVEN DAYS.

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 27 32.5

Agree 25 30.1
Neither Agree nor Disagree 22 26.5
Disagree 7 8.4
Strongly Disagree 2 2.4
Total 83 100

CHART 4.9 DISTRIBUTION SHOWING WHETHER THEIR WORK HAS BEEN

RECOGNISED IN THE LAST SEVEN DAYS.

Inference: The above table indicates that 32.53% have strongly agreed and 30.12% have
agreed that they have been recognized or praised for their work in the last seven days. A
minority of about 2.41% have disagreed to the same.

39
TABLE 4.10 DISTRIBUTION OF RESPONDENTS BASED ON WHETHER THEY HAD
SOMEONEAT WORK WHO CARED FOR THEM AS A PERSON

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 26 31.3

Agree 33 39.8
Neither Agree nor Disagree 17 20.5
Disagree 5 6.0
Strongly Disagree 2 2.4
Total 83 100

CHART 4.10 DISTRIBUTION OF RESPONDENTS BASED ON WHETHER THEY

HAD SOMEONEAT WORK WHO CARED FOR THEM AS A PERSON

Inference: A Greater half of the respondents have felt that they had someone at work who
cared for them as a person (about 39.76%) and 31.33% have strongly agreed, while only 2.4%
of the respondents that have disagreed on the same.

40
 TABLE 4.11 DISTRIBUTION OF RESPONDENTS BASED ON WHETHER THEIR
COLLEAGUES ENCOURAGES THEIR DEVELOPMENT.
PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 23 27.7

Agree 32 38.6
Neither Agree nor Disagree 16 19.3
Disagree 10 12.0
Strongly Disagree 2 2.4
Total 83 100

TABLE 4.11 DISTRIBUTION OF RESPONDENTS BASED ON WHETHER THEIR

COLLEAGUES ENCOURAGES THEIR DEVELOPMENT.

Inference: The above table indicates that 38.55% have agreed and 27.71% have strongly
agreed that their colleagues encouraged their development at work. A minority of about 2.41%
have disagreed to the same.

41
TABLE 4.12 DISTRIBUTION OF RESPONDENTS SHOWING WHETHER THEIR OPINIONS
ARE VALUED AT WORK.

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 26 31.3

Agree 37 44.6
Neither Agree nor Disagree 14 16.9
Disagree 5 6.0
Strongly Disagree 1 1.2
Total 83 100

CHART 4.12 DISTRIBUTION OF RESPONDENTS SHOWING WHETHER OPINIONS ARE

VALUED AT WORK.

Inference: A high proportion of 44.58% the respondents have agreed that their opinions
are valued at work against while 1.20% have disagreed on the same.

42
 TABLE 4.13 DISTRIBUTION OF RESPONDENTS SHOWING WETHER THE
COMPANY’S VISION& MISSION MAKES THEM FEEL THAT THEIR JOB IS
IMPORTANT.

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 27 32.5

Agree 35 42.2
Neither Agree nor Disagree 10 12.0
Disagree 8 9.6
Strongly Disagree 3 3.6
Total 83 100
CHART 4.13 DISTRIBUTION OF RESPONDENTS SHOWING WETHER THE
COMPANY’S VISION& MISSION MAKES THEM FEEL THAT THEIR JOB IS
IMPORTANT.

Inference: A high proportion of 42.17% have agreed and 32.53% have strongly agreed that
the company’s vision and mission makes them feel that their job is important, while only 3.61%
have disagreed to the same.

43
TABLE 4.14 DISTRIBUTION OF RESPONDENTS SHOWING WHETHER THEIR CO-
WORKERS DO QUALITY WORK

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 33 39.8

Agree 36 43.4
Neither Agree nor Disagree 10 12.0
Disagree 3 3.6
Strongly Disagree 1 1.2
Total 83 100

CHART 4.14 DISTRIBUTION OF RESPONDENTS SHOWING WHETHER THEIR CO-

WORKERS DO QUALITY WORK

Inference: A high proportion of 43.37% have said that their co-workers are committed to
doing quality work against 1.20% who do not support this view. This reflects their concern
for quality standards.

44
TABLE 4.15 DISTRIBUTION OF RESPONDENTS BASED ON WHETHER THEY HAVE
A BESTFRIEND AT WORK

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 25 30.1

Agree 30 36.1
Neither Agree nor Disagree 22 26.5
Disagree 5 6.0
Strongly Disagree 1 1.2
Total 83 100

CHART 4.15 DISTRIBUTION OF RESPONDENTS BASED ON WHETHER THEY HAVE

A BESTFRIEND AT WORK

Inference: A high proportion of 36.14% have agreed and 30.12% have strongly agreed that
they have a best friend at work,while only 1.20% have disagreed to it.

45
TABLE 4.16 DISTRIBUTION OF RESPONDENTS BASED ON GROWTH

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 31 37.3

Agree 30 36.1
Neither Agree nor Disagree 10 12.0
Disagree 9 10.8
Strongly Disagree 3 3.6
Total 83 100

CHART 4.16 DISTRIBUTION OF RESPONDENTS BASED ON GROWTH

Inference: It has been agreed by a majority of the respondents (73.49%) that their growth
has been discussed in the last six months. A very small proportion of 3.61% have disagreed
and 10.84% have remained neutral on the same.

46
TABLE 4.17 DISTRIBUTION OF RESPONDENTS BASED ON WHETHERTHEY
HAD THE OPPORTUNITY TO LEARN AND GROW.

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 44 53.0

Agree 24 28.9
Neither Agree nor Disagree 12 14.5
Disagree 2 2.4
Strongly Disagree 1 1.2
Total 83 100

CHART 4.17 DISTRIBUTION OF RESPONDENTS BASED ON WHETHER THEY

HAD THE OPPORTUNITY TO LEARN AND GROW

Inference: It has been majorly agreed by nearly 81.93% of the respondents that they had an
opportunity in the last year to learn and grow, while a minority only 3.61% have disagreed.

47
TABLE 4.18 DISTRIBUTION OF RESPONDENTS SHOWING WHETHER THEY
WOULD TELL GREAT THINGS ABOUT WORKING IN THE ORGANISATION

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 52 62.7

Agree 27 32.5
Neither Agree nor Disagree 2 2.4
Disagree 2 2.4
Strongly Disagree 0 0
Total 83 100

TABLE 4.18 DISTRIBUTION OF RESPONDENTS SHOWING WHETHER THEY

WOULD TELL GREAT THINGS ABOUT WORKING IN THE ORGANISATION

Inference: The above table indicates that majority of the respondents 95% have agreed
that if given an opportunity they would tell great things about the company to others and
only 2.41% have disagreed to the same.

48
TABLE 4.19 DISTRIBUTION OF RESPONDENTS BASED ON WHETHER THEY
WOULD RECOMMEND THIS COMPANY TO A FRIEND SEEKING
EMPLOYMENT.

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 43 51.8

Agree 29 34.9
Neither Agree nor Disagree 6 7.2
Disagree 5 6
Strongly Disagree 0 0
Total 83 100

CHART 4.19 DISTRIBUTION OF RESPONDENTS BASED ON WHETHER THEY

WOULD RECOMMEND THIS COMPANY TO A FRIEND SEEKING
EMPLOYMENT.

Inference: The above table indicates that majority of the respondents 86.75% have agreed
that they would not hesitate to recommend this company to a friend seeking employment
and only 6% have disagreed to the same.

49
TABLE 4.20 DISTRIBUTION OF RESPONDENTS SHOWING THEIR THOUGHTS
ABOUT LEAVING THE COMPANY TO WORK SOMEWHERE ELSE

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 30 36.1

Agree 39 47.0
Neither Agree nor Disagree 4 4.8
Disagree 5 6.0
Strongly Disagree 5 6.0
Total 83 100

CHART 4.20 DISTRIBUTION OF RESPONDENTS SHOWING THEIR THOUGHTS

ABOUT LEAVING THE COMPANY TO WORK SOMEWHERE ELSE

Inference: The above table indicates that majority of the respondents 83.13% have agreed
that they would rarely think about leaving the company to work somewhere else and only
12% have disagreed to the same.

50
 TABLE 4.21 DISTRIBUTION OF RESPONDENTS BASED ON WHETHER IT
WOULD BE HARD FOR THEM TO LEAVE THE COMPANY

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 32 38.6

Agree 28 33.7
Neither Agree nor Disagree 14 16.9
Disagree 8 9.6
Strongly Disagree 1 1.2
Total 83 100

TABLE 4.21 DISTRIBUTION OF RESPONDENTS BASED ON WHETHER IT

WOULD BE HARD FOR THEM TO LEAVE THE COMPANY

Inference: The above table indicates that majority of the respondents 73% have agreed
that it would take a lot for them to leave the company while 16.87% have remained neutral
and 11% have disagreed to the same.

51
TABLE 4.22 DISTRIBUTION OF RESPONDENTS SHOWING WHETHER THE
COMPANY INSPIRED THEM TO DELIVER THEIR BEST WORK EVERYDAY.

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 46 55.4

Agree 22 26.5
Neither Agree nor Disagree 10 12.0
Disagree 5 6.0
Strongly Disagree 0 0
Total 83 100

CHART 4.22 DISTRIBUTION OF RESPONDENTS SHOWING WHETHER THE

COMPANY INSPIRED THEM TO DELIVER THEIR BEST WORK EVERYDAY.

Inference: A high proportion of respondents 82% have agreed that the company has
inspired them to deliver their best work every day while 12% have remained neutral and
a very low proportion of respondents 6% have disagreed to the same.

52
TABLE 4.23 DISTRIBUTION OF RESPONDENTS SHOWING WHETHER THE
COMPANY MOTIVATES THEM TO PERFORM EXCEEDING EXPECTATION.

PARTICULARS FREQUENCY PERCENTAGE

Strongly Agree 35 42.2

Agree 34 41.0
Neither Agree nor Disagree 8 9.6
Disagree 6 7.2
Strongly Disagree 0 0
Total 83 100

CHART 4.23 DISTRIBUTION OF RESPONDENTS SHOWING WHETHER THE

COMPANY MOTIVATES THEM TO PERFORM EXCEEDING EXPECTATION.

Inference: A high proportion of respondents 83% have agreed that the company motivates
them to contribute beyond expectations to complete the work while 7% have remained
neutral and 9.64% of the respondents have disagreed to the same.

53
TO FIND THE ENGAGEMENT SCORE OF THE ORGANISATION

TABLE 4.24 - Aon Hewitt Engagement model

No of Respondents Minimum Maximum Mean Std Deviation

83 2.6 5.0 4.2 0.48

Inference: The above table indicates that the mean of the employee engagement score of
the employees is 4.2 which falls into the category of highly engaged.

TABLE 4.24 - Gall up Survey

No of Respondents Minimum Maximum Mean Std Deviation

83 33 60 47.86 6.198

Inference: The above table indicates that the mean of the employee engagement score of
the employees is 48 which falls into the category of highly engaged.

54
CALCULATION AND SCORING USING CORRELATION

TABLE 4.25– PEARSONS CORRELATION COEFFICIENT BETWEEN

MANAGEMENT SUPPORT AND TEAMWORK

Hypothesis 1: There exists a significant relationship between Management support and

Teamwork in an organization.

Correlations
Relationship between Management support Management
and Teamwork Support Teamwork

Management Support Pearson Correlation 1 .890**

Sig. (2-tailed) <.001

N 83 83

Teamwork Pearson Correlation .890** 1

Sig. (2-tailed) <.001

N 83 83

**. Correlation is significant at the 0.01 level (2-tailed).

Inference: From the above table, it is inferred that ‘P’ value (<0.001) is less than the
significant value (0.05). Hence, we accept alternate Hypothesis. Therefore, there is a
significant correlation between Management Support and Teamwork.

55
TABLE 4.26 – PEARSONS CORRELATION COEFFICIENT BETWEEN
MANAGEMENT SUPPORT AND GROWTH

Hypothesis 2: There exists a significant relationship between Management

support and Growth in an organization.

Correlations

Relationship between Management support and Management Growth

Growth Support

Management Support Pearson Correlation 1 .316**

Sig. (2-tailed) .004

N 83 83

Growth Pearson Correlation .316** 1

Sig. (2-tailed) .004

N 83 83

**. Correlation is significant at the 0.01 level (2-tailed).

Inference: From the above table, it is inferred that ‘P’ value (0.004) is less than the
significant value (0.05). Hence, we accept alternate Hypothesis. Therefore, there is a
significant correlation between Management Support and perceived growth of an
employee.

56
STATISTICAL REVIEW DISCUSSION

1. The correlation value between Management support and Teamwork is .001, indicates
management support is required for teamwork. Since the P- Value (.001) is less than
0.05 the relationship between them is significant. This shows that they are directly
proportional and thus the null hypothesis (H0) is rejected and the alternative
hypothesis (H1) is accepted.

2. The correlation value between Management support and Growth is .004, indicates
the management support is required for the perceived growth of an employee. Since
the P- Value (.004) is less than 0.05 the relationship between them is significant. This
shows that they are directly proportional and thus the the null hypothesis (H0) is
rejected and the alternative hypothesis (H1) is accepted.

57
 SUMMARY OF FINDINGS,
SUGGESTIONS & CONCLUSIONS

58
FINDINGS

The findings have been categorized into two broad sections for easy understanding of the
study. The first section summarizes the current level of employee engagement that is prevalent in
Proklean Technologies Private Limited. The second section gives a summary of the parameters of
employee engagement that was considered in the study.

OVERALL LEADERSHIP TREND:

1. From the above findings,

 It could be inferred that 81.92% of the respondents have agreed that they have
the proper infrastructure to work in the organization and only 6% have
disagreed to the same. This shows that the employees are highly satisfied with
the organization’s infrastructure which in turn makes them highly engaged.

 It has also been inferred that only 62.65% of respondents have agreed that
they are recognized or praised for their work and 26.5% have given a neutral
answer and only 10.8% have disagreed to the same.

2. A High proportion 83.13% of the respondents agree that they are aware of what is
expected from them at work in terms of roles and responsibilities. As the employee get
clarity of their role, their level of engagement increases.
3. A very high proportion of 83.13% of respondents have agreed that their fellow associates
are committed to doing quality work, where 26.51% gave a neutral answer, 6.02% have
disagreed and 1.20% have strongly disagreed on the same.
4. A high proportion of 81.93% have agreed that in the past year they have had the
opportunity to learn and grow. This shows that the organization promotes employees to
better their skills, which is very important to stay competent.

5. It has been agreed by 71.09% of respondents that their supervisor takes care of them as
an individual, where 20.48% replied neutral and 9% of the respondents have disagreed to
the same.

6. A good proportion of respondents 75.91% have agreed that their opinions are counted at
work, where a considerable proportion of 16.87% of respondents have given a neutral
answer and only 1.20% have strongly disagreed to the same.
7. A high proportion of respondents 74.7% agreed that the company’s mission or purpose
makes them feel that their job is important, where 9.64% have disagreed and only 3.61%
have strongly disagreed to the same.
59
 8. A major proportion of about 73.14% have favorably agreed that they have a best friend
at work, while a medium proportion of about 37.35% have strongly agreed on the same
indicating the organization favors and creates opportunity for social interaction between
employees.
9. It has been majorly agreed by nearly 73.49% of the respondents that in the last six months
their growth has been discussed and only 3.61% have strongly disagreed to the same.
This reveals that the organization ensures regularly that the employees grow with the
organization.

FINDINGS BASED ON THE PARAMETERS OF EMPLOYEE ENGAEMENT:

1. The organization has achieved a mean score of 4.2( by adopting Aon Hewitt Engagement
Model) which falls in the category of “Highly Engaged “, indicating a healthy level of
employee engagement.

 A high proportion of respondents 65.06% are “Highly engaged”, while 28.92% are
“Moderately Engaged” and 6.02% of respondents are “Actively Disengaged”.

2. The organization has achieved a mean score of 47.86 ( by using the Gall-Q12 survey) which
falls in the category of “Highly Engaged “, indicating a healthy level of employee engagement.

 A high proportion of respondents 63.86% are “Highly engaged”, while 33.73% are
“Moderately Engaged” and only 2.41% of respondents are “Actively Disengaged”.

3. The relationship between management support and teamwork is directly proportional, hence
we could say that as management support increases, teamwork also increases.

4. The relationship between management support and perceived growth of an employee is also
directly proportional, hence it is understood that when the management support increases, it
helps in the perceived growth of an employee.

SUGGESTIONS AND RECOMMENDATIONS

 If increased attention is given to quality standards and innovation, the level of employee
engagement could be increased there by resulting in higher productivity.
 The organization would benefit to great lengths by devoting considerable focus to
work environment and similarly on organizational communication.
 Through effective communication individuals understand their roles and tasks better,
better communication between management and the employees helps to develop a

60
 sense of trust among the employees.
 Appropriate and accurate feedback can be given to communicate constructively,
while being transparent.
 Feedback should not only be a one way process but should also be a two way one, so
the management has to ensure that they also ask for feedback from the employees. In
an increasingly competitive world the drive for results is only increasing.
 An even more fair workplace with a little more strong culture governed by a strong
set of values will be helpful to remove fear.
 Another effective way of bringing about employee engagement is through taking
suggestions and opinions from employees and implementing them too.
 On the whole the employees should feel that the management cares about them and
their ideas and also make them proud of their organization.

CONCLUSION
This study has helped to understand the various aspects and current level of employee
engagement at Proklean Technologies Private Limited. Because employee engagement
is now understood to be a critical component of successful organizational outcomes, it
needs to be closely examined in any field, if for no other reason that companies are held
increasingly more accountable for outcomes, and funding is often tied to success rates.
An engaged staff can contribute significantly to reaching positive outcomes.

Employee engagement is the thus the level of commitment and involvement an

employee has towards their organization and its values. An engaged employee is
aware of business context, and works with colleagues to improve performance within the
job for the benefit of the organization. The organization must work to develop and
nurture engagement, which requires a two-way relationship between employer and
employee.’ Thus Employee engagement is a barometer that determines the association of
a person with the organization.

61
BIBILIOGRAPHY

62
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64
ANNEXURE

65
QUESTIONNAIRE
A Study on the level of Employee Engagement at Proklean Technologies Pvt.Ltd
I, Sindhu.M, am currently pursuing my MAHROD at Madras School of Social work (MSSW),
Chennai. As part of my research project titled "A Study on the level of Employee Engagement
at Proklean Technologies", I seek to undertake an in-depth analysis of the current employee
engagement level in the organization.

Demographic Details

1. Gender
Male
Female

2. Age
21-30
30-40
Above 40 years

3.Years of experience in the organisation

0-2 years
2-5 years
Above 5 years

Employee Engagement

4.I know what is expected from me at work.

Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

5.I have the materials and equipment's that are needed to do my work right
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

6.At work, I have the opportunity to do the best everyday

Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

66
7.In the last seven days, I received recognition or praise for doing work
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

8.My supervisor, or colleagues seems to care about me as a person.

Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

9.My colleagues encourages my development.

Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

10.My opinion seems to be counted at work.

Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

11.The mission/purpose of my company makes me feel that my job is important?

Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

12.My associates(fellow employees) are committed to doing quality work

Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

67
13.I have a best friend at work.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

14.In the last six months, someone at work talked to me about my progress.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

15.In the last year, I had the opportunities at work to learn and grow.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

Say:
16.Given the opportunity, I tell others great things about working here
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

17.I would not hesitate to recommend this company to a friend seeking employment
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

Stay

18.I rarely think about leaving this company to work somewhere else
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

68
19.It would take a lot for me to leave this company
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

Strive

20.This company inspires me to do my best work everyday

Strongly Agree
Agree
Neither Agree or Disagree
Disagree
Strongly Disagree

21. This company motivates me to contribute more than what is normally required to complete
my work
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

69