A STUDY ON EMPLOYEE ENGAGEMENT STRATEGY IN BIZDOM

SOLUTIONS

Submitted in the partial fulfillment of the requirements for the award of

MASTER OF BUSINESS ADMINISTRATION

BY

NITHYA KALYANI ALIAS NITHISHA. B

REGISTER NO. 41410217

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

1
 SCHOOL OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that this Project Report is the bonafide work of NITHYA
KALYANI ALIAS NITHISHA B, reg no: 41410217 who carried out the project entitled
“A Study on Employee Engagement Strategy in Bizdom Solution” under my
supervision from January 2023 to March 2023.

Dr. JAINAB ZAREENA

Internal guide External Guide

Dr. BHUVANESWARI .G
Dean – School of Management Studies

Submitted for viva voice examination held on ____05.05.2023________

Internal Examiner External Examiner

2 1I
3
 DECLARATION

I NITHYA KALYANI ALIAS NITHISHA B (41410217) hereby declare that

the Project Report entitled “A Study on Employee Engagement Strategy in
Bizdom Solutions“ done by me under the guidance of DR. JAINAB ZAREENA is
submitted in partial fulfillment of the requirements for the award of Master of Business
Administration degree.

DATE:05.05.2023

PLACE: Chennai NITHYA KALYANI ALIAS NITHISHA B

4
 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.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.M.LAVANYA 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 project.

NITHYA KALYANI ALIAS NITHISHA B

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 ABSTRACT

Employee engagement is becoming valuable as the success comes from within the
organization when transforming into the digital age and the modern world. It is crucial
to take into consideration the level of engagement as competitive advantage and
value proposition when talking about a successful and efficient organization.
Employee engagement strategy is 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. It is a positive attitude held by the
employees towards the organization and its values. The organization must work to
develop and nurture engagement, which requires a two way relationship between
employer and employee.’ Thus the Employee engagement is a barometer that
determines the association of a person with the organization. The driving factors of
engagement are classified into responsibilities

The research is divided into two main parts: the theoretical framework and empirical
findings. The theoretical framework includes information about employee
engagement, motivation and influence on the organization. The empirical part
comprises an analysis of two case companies and a comparison of them as a
summary. The outcome of this thesis is meant to help the case companies better
understand the situation, the possible driving and hindering factors at the level of
engagement. The driving factors of engagement are classified into achievement,
recognition for achievement, work itself, responsibilities and growth or advancement.

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 TABLE OF CONTENTS

CHAPTER
TITLE PAGE NO.
NO.

ABSTRACT (i)

LIST OF TABLES (iii)

LIST OF CHARTS (iv)

LIST OF ABBREVIATIONS (v)

INTRODUCTION 11

1.1 .Introduction 11

1.2 .Industry Profile 12

1.3 .Company Profile 15

1
1.4 .Statement of the problem 17

1.5 .Objectives of the Study 18

1.6 .Need for the study 19

1.7 .Scope & Significance of the study 19

REVIEW OF LITERATURE 20
2
2.1 Review of Literature 20

RESEARCH METHODOLOGY 26
3
3.1 Methodology

7
 3.2.Research Design 26

3.3. Sources of Data 26

3.4. Questionnaire Development 27

3.5. Sample Size 28

3.6.Period Of Study 28

3.7.Profile area of the Study 28

3.8.Hypothesis 28

DATA ANALYSIS AND INTERPRETATION 30

4.1 Percentage Analysis 30

4
4.2. CHI SQUARE 48

4.3. ANOVA 50

4.4.T-TEST 51

FINDINGS,SUGGESTIONS AND CONCLUSION 53

5.1.Findings of the Study 53

5 5.2.Suggestions & Recommendations 54

5.3. Limitations of the study 55

5.4.Conclusion 56

REFERENCES 57

ANNEXURE I – QUESTIONNAIRE 60

ANNEXURE II – RESEARCH ARTICLE 64

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LIST OF CHARTS

TABLE NO. PARTICULARS PAGE NO.

4.1.1 AGE OF THE RESPONDENTS 30
4.1.2 GENDER OF THE RESPONDENTS 31
THEY ARE SATISFIED WITH THE
4.1.3 INFORMATION GIVEN BY THE 33
SUPERVISOR
THE OLD EMPLOYEES ARE CONSIDERED
4.1.4 34
FOR LESS VACANCY
MY WORK UNIT IS ABLE TO RECRUIT
4.1.5 35
EMPLOYEES WITH RIGHT SKILLS
PROMOTIONS IN MY WORK UNITS ARE
4.1.6 36
BASED ON MERIT
EMPLOYEES IN MY WORK UNIT SHARE
4.1.7 37
JOB KNOWLEDGE WITH EACH OTHER
RECOGNITION IN MY WORK UNIT
4.1.8 DEPENDS ON HOW WELL EMPLOYEES 38
PERFORM THEIR JOBS
CREATIVITY AND INNOVATIONS ARE
4.1.9 39
REWARDED
MY WORK UNIT HAS PREPARED
4.1.10 EMPLOYEES FOR POTENTIAL SECURITY 40
THREATS
THE TALENTS ARE USED WELL IN THE
4.1.11 41
WORK PLACE
MY TRAINING NEEDS ARE ASSESSED
4.1.12 42
WITHIN MY WORK UNIT
EMPLOYEES HAVE A FEELING OF
4.1.13 PERSONAL EMPOWERMENT WITH 43
RESPECT TO WORK PROCESS

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 I AM GIVEN A REAL OPPORTUNITY TO
4.1.14 IMPROVE MY SKILLS IN MY 44
ORGANIZATION

MY WORK GIVES ME A FEELING OF

4.1.15 45
PERSONAL ACCOMPLISHMENT

I FEEL ENCOURAGED TO COME UP WITH 46

4.1.16 NEW AND BETTER WAYS OF DOING
THINGS

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 CHAPTER 1 INTRODUCTION

1.1 INTRODUCION

Employee engagement strategies is 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. It is a positive attitude held by the
employees towards the organization and its values. In engagement, people employ
and express themselves physically, cognitively, and emotionally during role
performances.

To identify the areas in which your organization needs to improve and the next step is
to develop a strategy. Employees are recognized as assets to be utilized to their
thorough, with no extent for own decision making. Because of these attitudes in the
employment relationship, the attentiveness of the employee is interior to that of the
employer. That’s where an employee engagement strategy comes into play. This is a
plan detailing how the company will keep employees to be engaged and a way for
companies to be deliberate about getting people engaged and to document those
efforts explicitly.

Employee performance helps an organization get better results hence customer

satisfaction and increased profits. Moreover, it aligns an individual goal to the
objectives of the organization and urges them to maintain corporate core values,
empowers desires to be characterized and concurred as far as part obligations and
accountabilities what they are relied upon to do; aptitudes which they are required to
have; and practices' which they are relied upon to have; gives chances to them to
distinguish their own particular objectives and build up their abilities and skills

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1.2 INDUSTRY PROFILE

The information technology industry in India INFORMATION

TECHNOLOGY services, consulting and outsourcing. The share of the IT-BPM
sector in the GDP of India is 7.4% in FY 2022. The IT and BPM industries' revenue is
estimated at $230 billion in FY 2022. The domestic revenue of the IT industry is
estimated at $49 billion, and export revenue is estimated at $181 billion in FY 2022.
The IT–BPM sector overall employs 5 million people as of March 2022.

The Indian IT–BPM industry has the highest employee attrition rate. In recent years
the industry has been witnessing skyrocketing resignations cutting across hierarchy.
As a global outsourcing hub, the Indian IT industry benefits from lower cost of living
and the consequent cheaper labour. As IT–BPM sector evolves, many are
concerned that Artificial Intelligence (AI) will drive significant automation and destroy
jobs in the coming years.

The Task Force could act quickly because it built upon the experience and
frustrations of state governments, central government agencies, universities, and the
software industry. Much of what it proposed was also consistent with the thinking and
recommendations of international bodies like the (WTO), International
Telecommunication Union (ITU), and World Bank. In addition, the Task Force
incorporated the experiences of Singapore and other nations, which implemented
similar programs. It was less a task of invention than of sparking action on a
consensus that had already evolved within the networking community and
government.

Worldwide IT spending is projected to reach about $5 trillion in 2023, an increase of

5.1% from 2022, according to Gartner. Demand for IT in 2023 is expected to be
strong as enterprises push forward with digital business initiatives. Digital technology

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initiatives will remain a priority for the industry, driven by the changing work landscape
to accommodate complex hybrid work for employees.

The US information technology (IT) services industry includes about 145,000

establishments (single-location companies and units of multi-location
companies) with combined annual revenue of about $445 billion.

As innovative digital applications permeate sector after sector, India is now prepared
for the next phase of growth in its IT revolution. India is viewed by the rest of the
world as having one of the largest Internet user bases and the cheapest Internet
rates, with 76 crore citizens now having access to the internet.

The current emphasis is on the production of significant economic value and citizen
empowerment, thanks to a solid foundation of digital infrastructure and enhanced
digital access provided by the Digital India Program. India is one of the countries with
the quickest pace of digital adoption. This was accomplished through a mix of
government action, commercial innovation and investment, and new digital
applications that are already improving and permeating a variety of activities and
different forms of work, thus having a positive impact on the daily lives of citizens.
India’s rankings improved six places to the 40th position in the 2022 edition of the
Global Innovation Index (GII).

COMPETITIVE LANDSCAPE

Demand for IT services is driven by rapid technological advances, but spending

depends on the health of the economy. The profitability of companies depends on
technical expertise, innovative services, and effective marketing. Large companies
have advantages in broad service offerings and global reach, which give them the
ability to provide outsourcing services to big corporate customers. Small companies
can compete effectively by specializing in market niches or by partnering with larger
companies that want to broaden their mix of services. The US industry is fragmented:
the 50 largest companies.

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National-level IT Policy Initiatives

Across several developing economies such as India, Brazil, China, and South Korea,
the state policy of protection and promotional intervention has helped build
technological capabilities, including those in the IT sector (Heeks 2004). In an
analysis of the nature of state intervention in the Indian IT sector, Parthasarathy
(2004b) has identifi ed three phases—rigid policy restrictions (prior to 1984), eased
restrictions (1984–90), and proactive promotion of the IT industry (post 1990).
Policies for the Indian IT industry in the post-reform period have been congruous with
the obvious global shift in development policy thinking from state intervention towards
market-oriented policies (Harindranath and Liebenau 1995).

In India, the state has assumed the role of a facilitator and active promoter of the IT
industry through initiation of several policies directly and indirectly concerning the
sector and its various facets.4 In addition to the IT Act of 2000 (Ministry of Law,
Justice and Company Affairs 2000) and the IT (Amendment) Act of 2008 (Ministry of
Law and Justice 2009), it is possible to identify policies, at least since the mid-1980s,
which directly or indirectly helped the growth of the IT industry (Table 1). These
policies, inter alia, simplifi ed procedures and reduced the number of documents and
formalities required in foreign trade.

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1.3 COMPANY PROFILE

BizDom Solution Private Limited is an information technology and Software

development company that provides business consulting, information technology and
outsourcing services The Company is engaged in providing information technology,
business consulting, and outsourcing services.

BIZDOM SOLUTIONS PRIVATE LIMITED is a TAMIL NADU based PRIVATE

LTD. Company registered at dated 19-NOV-2018 on Ministry of Corporate
Affairs(MCA), The Corporate Identification Number (CIN) of BIZDOM SOLUTIONS
PRIVATE LIMITED It has been classified as COMPANY LIMITED BY SHARES and is
registered under Registrar of Companies CHENNAI India. It aspire to serve
in COMPUTER and RELATED ACTIVITIES activities across the India.

Its Annual General Meeting (AGM) was lastly conducted on and as per the records of
Ministry of Corporate Affairs (MCA), its balance sheet was last filed on.

Build around the core values of Delivery, Quality and Creativity, Bizdom Technologies
is a product design and engineering firm. Our primary focus is creating managed
solutions and products that leverage high performance computing, big data and
analytics.

Bizdom solutions also enables food businesses to maintain detailed and recipe-based
inventory control and receive real-time alerts for changes across multiple locations.
Provides a dashboard to capture and centralize data across all branches of the
business and keep track of revenue/bank transfers directly from it.
Biz1book lets users create custom reports on expired stock, food costing, type of
orders, dispatch, fuel bills, incentives and more.

Allows businesses to automate and manage purchase orders among vendors and
place or repeat orders directly from the system. It allows businesses to handle the
production and mass production of food items across all outlets.

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Customer Satisfaction

Our future depends on us serving as customer advocates and increasing our

customers’ success. We are proactive, hard driving and easy to work with. We offer
expert knowledge and practical solutions. We deliver on our promises.

HISTORY

In 1885, Warren Johnson inspired the future, launching an industry focused on

energy efficiency and a company poised to explore new ideas and enter new fields.
This foundation has ignited the customer-focused innovation of thousands of
employees for 125 years. Today, with this same principle, our employees continue to
make essential contributions to the modern world in which we live, work and travel.
They enable the ongoing success of Johnson Controls, a notion that founder Warren
Johnson would surely appreciate.

Vision

 To be a globally respected corporation that provides best-of-breed business

solutions, leveraging technology, delivered by best-in-class people
 Its vision is to provide a best business solution by indulging best talented
people and eventually to become a reputed and respected in business.

Mission

To achieve our objectives in an environment of fairness, honesty, and courtesy

towards our clients, employees, vendors and society at large. It focuses on
maintaining fairness, honesty and courtesy towards their clients, employees, vendors
and society in their path of achieving their objective. .

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1.4 STATEMENT OF THE PROBLEM

Employee engagement is relied upon to directly affect enhanced employment

execution. This is predictable with May, Gilson, and Harter (2004) and Kahn's (1992)
models of mental nearness and Macey et al., (2008) model of the worker engagement
esteem chain. A basic part of any association is to give a situation that lifts the
capability the of the individual employee which can provide a better platform for
formulating effective organizational strategies. Even though KEMRI-Wellcome Trust
Research Programme has provided a better-working environment that includes
spacious office, well ventilated, high standard furniture and other welfare amenities,
the employee performance isn’t still at per with the organizational investment.
Moreover, its policies for the provision of support and motivation to the staff with the
aim of improving the performance are yet to enhance performance. Several studies
related to employee engagement have been conducted globally, which link high
levels of employee engagement to increased profitability and productivity (Gallup,
2010). In Kenya, similar studies have been conducted which explored key factors of
employee engagement (Ndugo, 2010), positive correlation between employee
engagement and commitment (Wachira, 2013) and factors contributing to employee
engagement level (Mutunga, 2009). These studies indicate that engaged employees
perform better because they are proactive, set higher goals, are intrinsically
motivated, show pro-social behavior and are healthy. However, none of these studies
have been conducted in a medical research setting to explore the relationship
between employee engagement strategies and employee performance; considering
the nature and context of work undertaken in a not-for-profit arena. This study,
therefore, aims at bridging the existing knowledge gap by answering the 8 question;
what is the relationship between employee engagement strategies and employee
performance at BIZDOM SOLUTIONS.

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1.5 OBJECTIVES OF THE STUDY:

The following are the objectives of the study undergone at Bizdom Solutions

PRIMARY OBJECTIVES:

To study about what motivates employees to have a passion for their job and give
their best of their technique at Bizdom Solutions.

SECONDARY OBJECTIVE:

• To identity the influence of organizational inputs on the Engagement.

• To identify Ways to enhance Employee Engagement in the organizations.
• To examine the effort of engagement on individual outcomes.
• To identify the ambience offered by the organized to engage employees
productivity.
• To establish how employee involvement influences employee performance

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1.6 NEED OF THE STUDY

Employee Engagement. Further not a single study was conducted to assess the
employee engagement levels in government sector particularly in local government
agencies which have direct interface with the public

Engaging employees is critical for retaining top talent and is an important piece of the
employee satisfaction puzzle, as disengaged employees are more likely to leave their
jobs. The strategies to understand what the employees unique working styles are and
let them work independently, and just be around should they need guidance. Don't
stifle them. Help them develop an action plan and encourage them and let them make
and learn from their mistakes.

1.7 SCOPE OF THE STUDY:

To effectively implement employee engagement strategies that strengthen employee

morale, sense of autonomy and responsibility in decisions that impact work life and
encourage positive employee and employer relationships.

This study helps the researcher to realize the importance of effective employee
engagement. This research study examines types and levels of employee
engagement and also discusses management ideas that can be utilized to innovate
employee job commitment. It helps to provide insights to support future research
regarding strategic guidance for organizations that are both providing and using
different programs in employee engagement

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 CHAPTER 2

REVIEW OF LITERATURE

2.1 REVIEW OF LITERATURE MODEL:

In this Chapter, the researcher has made an attempt to study and understand the
concepts of Customer Satisfaction. This attempt includes, understanding the basic
concepts of Customer Satisfaction, analysing research studies made by earlier
researchers in respect of Customer Satisfaction in online grocery shopping, 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 Customer Satisfaction in
respect of big basket online services.

Dr. Mukesh Batra, CEO& Founder, Dr. Batra’s Positive Health Clinic Pvt. Ltd
(2019): To keep the medical team motivated to perform, our pay packages are fixed
at a rate higher than the industry standard, and for those working outside the
city, there is always the motivation of a good accommodation.

Kishor Patil, CEO & MD, KPIT Cummins Infosystems Ltd (2018): Employee
engagement at KPIT Cummins is about participation of employees and their ability to
become intrapreneurs.

Ajai Chowdhry, Founder, HCL, and Chairman & CEO, HCL Infosystem Ltd
(2020): Employees’ engagement is the most critical part in the running of an
organization and we undertake many initiatives to enable that. It was found that what
employees think about engagement and based on that feedback, we analyze each
input received and take action.

Dr. Wilfried Aulbur, MD and CEO, Mercedes-BENZ India Pvt. Ltd (2016): For me,
Employee engagement is about, knowing that you are making a difference, creating

20
an impact, while having a good time at your job, much time to work, enjoy what you
do.

Dr. Mukesh Batra, CEO& Founder, Dr. Batra’s Positive Health Clinic Pvt. Ltd
(2017): To keep the medical team motivated to perform, our pay packages are
fixed at a rate higher than the industry standard, and for those working outside the
city, there is always the motivation of a good accommodation .

Ajai Chowdhry, Founder, HCL, and Chairman & CEO, HCL Infosystem
Ltd(2019). Employees’ engagement is the most critical part in the running of an
organization and we undertake many initiatives to enable that. We find out
what employees think about engagement and based on that feedback, we analyze
each input received and take action.

Bijaya Kumar Sundaray, (2018) This study focuses on various factors which lead to
employee engagement and what should company do to make the employees
engaged. Proper attention on engagement strategies will increase the organizational
effectiveness in terms of higher productivity, profits, quality, customer satisfaction,
employee retention and increased adaptability.

Vipul Saxena & Rachana Srivastava, (2020) This study proves that Employee
engagement is the level of involvement and commitment an employee has towards
his/her organization and its values. It is a measure of an employee's positive or
negative attitude towards their job, colleagues and organization which influences their
willingness to learn and perform at work. Employee engagement has a direct impact
on the employee's productivity, loyalty, commitment and less attrition.

Nadia Nazir & Shazia zamir, (2021) The objectives of study were to determine the
relationship between organizational culture and employee’s performance, the findings
indicates that there is positive relationship between employee’s performance and
organizational culture and also indicate that there is no significant difference in
responses between gender of employees regarding organizational culture and
employee performance.

21
Parent, J. D., & Lovelace, K. J. (2020) This paper suggests that, through a
supportive organizational culture, human adaptability to change can be increased.
Culture is influenced largely by its management and its leaders. There is much
evidence that the idea of positive psychology can be used to enhance employee
engagement and change an organization’s culture. Positive psychology can translate
into benefits for companies, management and workers alike.

Anjum Tanwar, (2017) This study indicates that, Employee engagement is a

relationship between the employee and the enterprise, an engaged employee is the
one who is entirely engrossed in and ardent in their job, and so take constructive
action to further the reputation and objectives of the organizations. The construct
employee engagement is built on the foundation of concepts like organization
citizenship behavior, employee commitment, and job satisfaction.

T.Suhasini and Dr.K.Kalpana, (2018) The study reveals that Employee Engagement
is a comprehensive task and cannot be accomplished by the effective training
programs also. Organizations can improve engagement by opportunity thinking,
enhancing employee decision making, and commitment. Employee engagement
results in reduced turnover intentions and increased innovative work related behavior.

V.Siva Kumar (2017) This study describes that the high level of employee
Engagement increases the growth of the organization and acts as a retention
strategy. From this study it is observed that employee engagement in private banks is
not satisfactory.

NP Myilswamy, Dr.R.Gayatri (2018) According to their research “A study on

Employee Engagement: Role of Employee Engagement in organizational
Effectiveness”, it is concluded that the level of Engagement determines employees
productivity and their intention to stay in the organization. Employee Engagement
drives organizational effectiveness by improving loyalty, retention, safety, productivity
and profitability. And the employees who are highly involved in work are more
engaged.

22
Johnson (2019) asserts that if applied correctly the engagement data can well act as
a warning system for the organization, the study reports a negative correlation
between the specific instances of work place deviations and levels of EE within the
organization.

Sweetman & Luthans, (2020) defined From the psychological perspective,

engagement is a state-like phenomenon which is portrayed as an affective-cognitive
state-like condition. It is not a temporary state such as mood nor as relatively non-
malleable as fixed characteristics such as personality traits.. It is deemed quite stable.

Fernandez, (2017) displays the dissimilarity between job satisfaction, the well-known
construct in management, and engagement competing that employee satisfaction is
not the same as employee engagement and since managers cannot depend on
employee satisfaction to retain the best and the brightest; employee engagement
becomes a critical concept.

Towers Perrin (2017) investigated and reported that those organizations with more
engaged employees subsequently increased their operating income by 19% and
earnings per share (EPS) by 28% annually.

Saks ,(2016) argues that organizational commitment additionally differs from

engagement in this it refers to a person’s perspective and attachment towards their
organization, whilst it could be argued that engagement is not simply an attitude, it is
the degree to that a personal is focused to their work and absorbed within the
performance of their role. In addition, while OCB involves voluntary and informal
behavior that can help co-workers and the organization, the focus of engagement is
one’s formal role performance rather than purely extra-role and voluntary behavior.

Mc. Bain (2019) According to him employee engagement is a modern concept, which
defines employees’ commitment, job satisfaction and involvement.

Robinson ,(2021) According to him employee engagement can be attained through

designing an organizational environment where positive emotions such as
involvement and pride are encouraged, subsequently organizational performance
improves, employee turnover reduces.

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Mahendru et.al, (2018) defined Employee engagement is the extent to which people
enjoy and believe in what they do, and feel valued by doing it. It is the degree of
commitment towards the hub that an individual performs and until however long the
individual remains with the organization as the results of their commitment.
www.ijcrt.org © 2022 IJCRT | Volume 10, Issue 2 February 2022 | ISSN: 2320-2882
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www.ijcrt.org b376

Stockley, (2018) defined ‘engagement’ as an extent that the employee believes in

the mission, purpose and values of the organization and reveals their commitment
through their actions as an employee and their attitude towards the organization and
the customers.

Robinson et al. (2017) defined employee engagement is a positive attitude believed

by the employees towards the organization and its values. An engaged employee is
responsive towards business environment, and works with colleagues to improve
performance within the job for the advantage of the organization. The organization
must place effort to develop and encourage engagement, which requires a two-way
relationship between employer and employee.”

Madhura Bedarkar, Deepika Pandita, (2020) conducted a study on “Drivers of

employee Engagement impacting Employee Performance. The study predicted three
drivers of Employee Engagement; they are leadership, communication and work life
balance.

Swathi.S, (2019) According to the study on effective Employee Engagement factors it

was observed that no single factor or specific type of factor will be suiting the person
or the industry. The factor keeps on changing on time to time and industry to industry.

Dr. Wilfried Aulbur, MD and CEO, Mercedes-BENZ India Pvt. Ltd (2020). For me,
Employee engagement is about, knowing that you are making a
difference, creating an impact, while having a good time at your job, much time to
work, enjoy
Dr. Mukesh Batra, CEO& Founder, Dr. Batra’s Positive Health Clinic Pvt. Ltd.
(2019) To keep the medical team motivated to perform, our pay packages are fixed at
a rate higher than the industry standard, and for those working outside the city,
there is always the motivation of a good accommodation.
Kishor Patil, CEO & MD, KPIT Cummins Infosystems Ltd. (2019) Employee
engagement at KPIT Cummins is about participation of employees and their ability
to become intrapreneurs.
Ajai Chowdhry, Founder, HCL, and Chairman & CEO, HCL Infosystem Ltd
(2021). Employees’ engagement is the most critical part in the running of an
organization and we undertake many initiatives to enable that employees skills.

24
 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 the employee engagement strategy in Bizdom
Solutions.

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 22

Primary Data

It is a source of collecting data by first-hand information through observation, direct

communication or personal interviews of respondent’s customers. In this,
questionnaire is used for conducting personal interviews and for collecting the data.

25
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 customers and the second part contained the respondent‘s
opinions about Employee‘s satisfaction.

• Basic Introduction

• Personal Details

• Research related Questions

• Perception Questions

• Likert Scaling Questions

• Suggestion Question

3.6 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
typesprobability sampling and non-probability sampling. In this research, only
nonprobability sampling is used.

Sampling design : Probability sampling

Sampling technique : Convinience sampling

Sample unit : Employees working

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Sample size : 150 respondents

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.

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

3.8 PROFILE AREA OF THE STUDY This study was carried out in Employee
Retention Strategies and the employees of this industry are the target people of the
study.

3.9 HYPOTHESIS

HYPOTHESIS-1

Ho - : There is no significant difference between employee engagement and

employee performance and satisfaction

H1 - There is a significant difference between employee engagement and employee

performance and satisfaction.

3.10. TOOLS FOR ANALYSIS:

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.

27
3.10.2 HYPOTHESIS ANALYTICAL TOOLS

 CHI SQUARE
 ONE WAY ANOVA
 T-TEST

CHI SQUARE

A chi-square test is a statistical test used to compare observed results with expected
results. The purpose of this test is to determine if a difference between observed data
and expected data is due to chance, or if it is due to a relationship between the
variables you are studying.

ANOVA

Developed by Ronald Fisher, ANOVA stands for Analysis of Variance. One-Way

Analysis of Variance tells you if there areany statistical differences between the
means of three or more independent groups.

T-TEST

T-test requires three fundamental data values including the difference between the
mean values from each data set, the standard deviation of each group, and the
number of data values. T-tests can be dependent or independent.

28
 CHAPTER 4: DATA ANALYSIS

4.1 PERCENTAGE ANALYSIS

Table 4.1.1: Table indicating Age of the respondents

Experience(yrs) No of Respondents Percentage of Respondents

18 -25 43

26-35 35 23

36 -45 27 15

Above 45 25 8

Total 150 100

INTERPRETATION

Majority of the respondents (54%) are between 18 to 25 years old and 23% of the
respondents are between 26 to 35 years old.

29
4.1.2 Table indicating gender of the respondents

Gender No of Respondents Percentage of

Respondents

Male 64 58

Female 56 42

Total 150.00 100.00

Male
Female

INTERPRETATION

From the above table it is found that 58% of the respondents are Male and 42% of the
respondents are Female

30
4.1.3 Table indicating Martial Status of the respondents

S.No Marital Status No. of Respondents Percentage

1 Married 65 40

2 Unmarried 85 60

Total 150 100

Married
Unmarried

INTERPRETATION:

Above table shows that 40% of the employees were married category and 60% of
employees were unmarried.

31
4.1.4 Table indicating they are satisfied with the information given by the
supervisor

Particulars No Of Respondents Percentage of Respondents

Strongly Agree 58 30

Agree 32 31

Neutral 27 24

Disagree 19 19

Strongly Disagree 11 16

Total 150.00 100.00

INTERPRETATION
Majorities (35%) of the respondents strongly agree that the information are
given properly and 31% of the respondents agree that agree that the information
given

32
 4.1.5 Table indicating the old employees are considered for less vacancy
Particulars No Of Respondents Percentage of Respondents

Strongly Agree 32 30

Agree 58 31

Neutral 27 14

Disagree 19 11

Strongly Disagree 11 19

Total 150.00 100.00

50

40

30

20

10

0
Strongly Agree Neutral DisAgree Strongly
Agree Disagree

INTERPRETATION

From the above table (35%) of the respondents strongly agree that the old employees
are considered for less vacancy and 31% of the respondents agree that the old
employees are considered for less vacancy.

33
4.1.6 Table indicating my work unit is able to recruit people with the right skills

Particulars No Of Respondents Percentage of Respondents

Strongly Agree 64 43

Agree 42 33

Neutral 30 20

Disagree 11 0

Strongly Disagree 5 0

Total 150.00 100.00

50
40
30
20
10
0
Strongly Agree Neutral DisAgree Strongly
Agree Disagree

INTERPRETATION

From the above table (58%) of the respondents agree work unit is able to recruit
people with the right skills and 45% of the respondents agree that work unit is able
to recruit people with the right skills

34
4.1.7 Table indicating Expectation of employees at work

Particulars No Of Percentage of
Respondents Respondents

Strongly Agree 58 40

Agree 42 30

Neutral 37 14

Disagree 29 6

Strongly
Disagree 21 19

Total 150.00 100.00

80
60
40
20
0
Strongly Agree Neutral DisAgree Strongly
Agree Disagree

INTERPRETATION

Above table shows that 40% employees strongly agree, 30% employees were agree,
20% of employees were slightly dissatisfied and 10% of employees were strongly
dissagree from expectation of employees at work.

35
4..1.8 Opportunity to do the work best every day

Particulars No Of Respondents Percentage of Respondents

Strongly Satisfied 72 60

Satisfied 52 30

Average 37 34

Dissatisfied 29 10

Highly Dissatisfied 21 2

Total 150.00 100.00

80

60

40

20

INTERPRETATION:

Above table shows that 60% employees are strongly satisfied, 30% employees are
agree and 10% of were disagree from opportunity to do the work best every day.

36
4.1.9 Table indicating Received recognition praise for doing good work

Particulars No Of Respondents Percentage of Respondents

Strongly Agree 21 70

Agree 32 11

Neutral 50 34

Disagree 5 26

Strongly Disagree 21 19

Total 150.00 100.00

60
50
40
30
20
10
0
Strongly Agree Neutral DisAgree Strongly
Agree Disagree

INTERPRETATION

Above table shows that 70% of employees are strongly agree, 20% employees agree
and 10% of employees were slightly dissatisfied from received recognition praise for
doing good work

37
4.1.10 Table indicating Creativity and innovations are rewarded

Particulars No Of Respondents Percentage of Respondents

Strongly Agree 41 60

Agree 50 31

Neutral 37 14

Disagree 29 5

Strongly Disagree 0 0

Total 150.00 100.00

50
40
30
20
10
0
Strongly Agree Neutral DisAgree Strongly
Agree Disagree

INTERPRETATION

Above table shows that 60% of employees are strongly agree, 30% employees are
agree and 10% employees are dissagree from getting rewarded

38
4.1.11 Table indicating Someone at work who encourage your development

Particulars No Of Respondents Percentage of Respondents

Strongly Agree 58 40

Agree 32 35

Neutral 37 25

Disagree 5 0

Strongly Disagree 0 0

Total 150.00 100.00

60

40

20

0
Strongly Agree Neutral DisAgree Strongly
Agree Disagree

INTERPRETATION

Above table shows that 42% of employees are strongly agree, 25% employees are
agree and 10% of employees are disagree from someone at work who encourages
your development

39
4.1.12 Table indicating At work do your opinions seem to count

Particulars No Of Respondents Percentage of Respondents

Strongly Agree 45 40

Agree 62 52

Neutral 37 34

Disagree 29 1

Strongly Disagree 21 0

Total 150.00 100.00

50
40
30
20
10
0
Strongly Agree Neutral DisAgree Strongly
Agree Disagree

INTERPRETATION

Above table shows that 40% of employees are strongly agree, 30% employees are
agree, 20% of employees disagree and 10% employees are dissatisfied from at work
do your opinions seem to count.

40
4.1.13 Table indicating my training needs are assessed within my work unit

Particulars No Of Respondents Percentage of Respondents

Strongly Agree 30 25

Agree 58 40

Neutral 37 15

Disagree 29 10

Strongly Disagree 21 8

Total 150.00 100.00

60
50
40
30
20
10
0
Strongly Agree Neutral DisAgree Strongly
Agree Disagree

INTERPRETATION

Above table shows that 40% of employees agree, 30% employees are strongly
agree, 20% of employees disagree and 10% employees are dissatisfied from at work
do your opinions seem to count.

41
4.1.14 Table indicating the purpose of your company make you feel your job is
important.

Particulars No Of Respondents Percentage of Respondents

Strongly Agree 68 60

Agree 42 30

Neutral 9 5

Disagree 7 2

Strongly Disagree 1 0

Total 150.00 100.00

70
60
50
40
30
20
10
0
Strongly Agree Agree Neutral DisAgree Strongly
Disagree

INTERPRETATION

Above table shows that 60% of employees are strongly agree 30% employees agree
and 10% of employees are disagree from the purpose of your company make you
feel your job is important.

42
4.1.15 Table indicating Employees committed to doing quality work

Particulars No Of Respondents Percentage of Respondents

Strongly Agree 78 42

Agree 65 58

Neutral 7 0

Disagree 2 0

Strongly Disagree 0 0

Total 150.00 100.00

60
50
40
30
20
10
0
Strongly Agree Neutral DisAgree Strongly
Agree Disagree

INTERPRETATION

Above table shows that 58% of employees are strongly agree, 42% employees are
agree, 20% of employees are disagree and 10% employees are dissatisfied from
employees committed to doing quality work.

43
4.1.16 Table indicating Employee had opportunities at work to learn and grow

Particulars No Of Respondents Percentage of Respondents

Strongly Agree 78 70

Agree 30 15

Neutral 47 20

Disagree 19 5

Strongly Disagree 5 2

Total 150.00 100.00

80
70
60
50
40
30
20
10
0
Strongly Agree Agree Neutral DisAgree Strongly
Disagree

INTERPRETATION

Above table shows that 70% employees are strongly agree, 20% employees are
strongly agree and 10% of employees are slightly dissatisfied from employee had
opportunities at work to learn and grow.

44
4.1.17 Table indicating Extent to which you are engaged in your job makes you

Particulars No Of Respondents Percentage of Respondents

Strongly Agree 60 60

Agree 58 40

Neutral 17 0

Disagree 29 0

Strongly Disagree 21 0

Total 150.00 100.00

60
50
40
30
20
10
0
Strongly Agree Neutral DisAgree Strongly
Agree Disagree

INTERPRETATION

Above table shows that 60% employees are strongly satisfied, 40% employees are
satisfied, 10% of employees are slightly dissatisfied and 10% employees are
dissatisfied from extent to which you are engaged in your job makes you.

45
4.1.18 Table indicating feel comfortable giving feedback to your supervisor?

Particulars No Of Respondents Percentage of Respondents

Strongly Agree 84 60

Agree 69 31

Neutral 37 0

Disagree 29 0

Strongly Disagree 21 0

Total 150.00 100.00

80
70
60
50
40
30
20
10
0
Strongly Agree Agree Neutral DisAgree Strongly
Disagree

INTERPRETATION

Above table shows that 60% employees strongly agree, 30% employees are agree,
10% of employees are disagree and 10% employees are dissatisfied from extent to
which you are engaged in your job makes you.

46
Chi Square:
Chi-square is the sum of the squared difference between observed (o) and the
expected (e) data (or the deviation, d), divided by the expected data in all possible
categories.
Null hypothesis (Ho):
There is no significant association between experience and employees suggestions
considered by superior.

Alternate hypothesis (H1):

There is a significant association between experience and employees suggestions
considered by superior.

Case Processing Summary

Cases

Valid Missing Total

N Percent N Percent N Percent

Experience * Training 110 100.0% 0 .0% 110 100.0%

Opportunities

47
 Chi-Square Tests
Value df Asymp. Sig.
(2-sided)
214.765
Pearson Chi-Square a
16 .000

Likelihood Ratio 166.038 16 .000

Linear-by-Linear
88.526 1 .000
Association
N of Valid Cases 110
a. 19 cells (76.0%) have expected count less than 5.
The minimum expected count is .25.

Interpretation

Since p value 0.000 is less than 0.05. We accept the alternate hypothesis and
reject the null hypothesis. Hence there is significant difference between age of the
respondents and the source of funding for doing business

48
ONE WAY ANOVA
Null hypothesis (Ho):
There is no significant association between age of the employees and their career
growth and opportunities..
Alternate hypothesis (H1):
There is a significant association between age of the employees and their career
growth and opportunities.

Descriptives

NEW EMPLOYEE ORGANIZATION

95% Confidence
Interval for Mean

Std. Std. Lower Upper Minim Maxim

N Mean Deviation Error Bound Bound um um

Strongly 9 2.00 .000 .000 2.00 2.00 2 2

agree

Agree 59 2.00 .000 .000 2.00 2.00 2 2

Neutral 33 2.82 .392 .068 2.68 2.96 2 3

Disagree 9 3.56 .527 .176 3.15 3.96 3 4

Total 110 2.37 .572 .055 2.26 2.48 2 4

49
ANOVA

Sum of df Mean F Sig.

Squares Square
Between
122.784 4 30.696 176.404 .000
Groups
Within Groups 18.271 105 .174
Total 141.055 109

INTERPRETATION:

Since p value (0.046) is less than 0.05. we accept the alternate hypothesis and reject
the null hypothesis.

T-Test

Null hypothesis (Ho):

There is a significance difference between gender and duration of the induction

program was sufficient.

Alternate hypothesis

There is no significance difference between gender and duration of the induction

program was sufficient.

50
Group Statistics

SUFFICIENT N Mean Std. Std. Error

DURATION Deviation Mean

Do you get the Strongly Agree 6 1.00 .000 .000

quality for your
work? Agree 60 1.03 .181 .023

Independent Samples Test

Levene's t-test for Equality of Means

Test for
Equality of
Variances

F Sig. t df Sig. Mean Std. 95%

Differe Error Confidence
(2-tailed)
nce Differ Interval of the
ence Difference

Lower Upp
er

-
Equal variances assumed .861 .357 .4 64 .656 -.033 .074 -.182 .115
48
Do you get
the quality for
-
your work?
1. 59.0
Equal variances not assumed .159 -.033 .023 -.080 .013
42 00
6

INFERENCE:

In Levene's Test for Equality of Variances significance value is 0.357 which is

greater than or equal to 0.05. it means that the variability in the two conditions is
about the same 0.656>0.05 so there is statistically no significant difference between
two conditions.

51
 CHAPTER 5
FINDINGS,SUGGESTIONS AND CONCLUSION
5.1.MAJORITY FINDINGS ( copy the inference from each table)

 Majority 54% of the respondents are between 18 to 25 years old.

 Majority 58% of the respondents strongly agree that agree that finding the
information are given properly

 Majority 40% of the respondents strongly agree that agree that finding the
old employees are considered for less vacancy

 Majority 35% of the respondents agree that agree that finding the information
are given properly

 Majority 35% of the respondents agree that agree that finding Promotions in
my work unit are based on merit

 Majority 42% of the respondents agree that agree that finding employees in my
work unit share job knowledge with each other.

 Majority 47% of the respondents agree that agree that finding Recognition in
my work unit depends on how well employees perform

 Majority 58% of the respondents agree that agree that finding Creativity and
innovation are rewarded

 Majority 46% of the respondents agree that agree that work unit has prepared
employees for potential security threats

 Majority 42% of the respondents agree that agree that talents are used well in
the workplace

 Majority 38% of the respondents agree that agree that training needs are
assessed within my work unit

52
  Majority 40% of the respondents agree that they have a feeling
of personal empowerment with respect

 Majority 52% of the respondents agree that agree that a real opportunity to
improve my skills

 Majority 46% of the respondents agree that agree that work gives a feeling
of personal accomplishment

5.2 SUGGESTIONS & RECOMMENDATIONS

Supervisors and Managers should meet at regular intervals with the employees to
discuss about the improvement in the company, at work place and in their living of
standard, family problems etc. Gap between managers and the employees should be
reduced by raising the level of engagement. For example: by conducting extra co-
curricular activities like social and cultural programs. Very few employees feel that
their ideas or work aren’t being recognized / appreciated. So they can be encouraged
by giving importance to their ideas. Create good and healthy environment at work
place by increasing interactions, credibility, confidence etc. Some of the employees
find their job boring and monotonous. Encourage 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.

53
5.3. LIMITATIONS OF STUDY

 Though the research was done in a systematic and planned manner, there
were a few hurdles that could not be overcome. These constituted the
limitations of the research in the employee engagement strategy.
 Care was taken that the below limitations did not affect the research results as
much.
 Time constraint was the biggest limitations. The project had to be completed
within 3 months and hence the sample size had to be less. .
 Validity of information obtained from employees could not be verified.

54
5.4. CONCLUSION

Based on tools like chi square, anova and t-test the analysis has be taken. According
to the analysis of data on employee engagement activities, it is concluded that there
is a significant relationship between employee engagement and employee
performance and satisfaction Thus Employee engagement is the emotional
attachments or feelings of employees towards the organizational vision. It is the
measure to analyse the needs and satisfied level of employees inside the
organization. In current scenario, employee engagement concept is one of the
significant mandatory measure in the HR policies of each and every organization,
further it will give positive outcomes to the organization.

In this company the engagement level of employee is good. 78% of the employees
are well engaged with their job nature; work environment and with organization. Thus
the need for employee engagement in this organization was found. This study
focused on various dimensions of employee engagement like personal factors,
organizational factors & Environmental factors. The Organizational factor influences
more in this organization towards employees. If the organization follows all the above
dimensions 100% of employee engagement will be achieved soon. Thus employee
engagement is the driving and important factor in the organization.

55
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58
ANNEXURE – I QUESTIONNAIRE

1.Name :

2.Designation :

3.Age
18 -25 Yrs 26-35 Yrs 36 -45 Yrs Above 45 Yrs
4.Gender:
Male Female
5.Educational Qualification:
Below +2 +2 UG (A&S) PG (A&S)
6.Years of Experience:
0 – 2 Yrs 3 – 5 Yrs 6 – 8 Yrs Above 8 Yrs

Are you satisfied with the information given by the supervisor?

a) Strongly Agree,
b) Agree,
c) Partially Agree,
d) Disagree,
e) Strongly Disagree

.Were the old employees are considered for less vacancy?

a) Strongly Agree,
b) Agree,
c) Partially Agree,
d) Disagree,
e) Strongly Disagree

Does your work unit is able to recruit people with the right skills
a) Strongly Agree,

59
 b) Agree,
c) Partially Agree,
d) Disagree,
e) Strongly Disagree
.Has anyone at the company asked about and expressed support for your career
goals?
a) Strongly Agree,
b) Agree,
c) Partially Agree,
d) Disagree,
e) Strongly Disagree
12.Do you feel empowered at work?
a) Strongly Agree,
b) Agree,
c) Partially Agree,
d) Disagree,
e) Strongly Disagree
13.Do you feel comfortable contributing ideas and opinions in our workplace?
a) Strongly Agree,
b) Agree,
c) Partially Agree,
d) Disagree,
e) Strongly Disagree
14.When something unexpected comes up in your work, do you usually know whom
to ask for help?
a) Strongly Agree,
b) Agree,
c) Partially Agree,
d) Disagree,
e) Strongly Disagree

60
15.Employees committed to doing quality work?
a) Strongly Agree,
b) Agree,
c) Partially Agree,
d) Disagree,
e) Strongly Disagree
16. When you are in any problem relating to work, do you trust your managers to
listen?
a) Strongly Agree,
b) Agree,
c) Partially Agree,
d) Disagree,
e) Strongly Disagree
17.Do you feel comfortable giving feedback to your supervisor?
a) Strongly Agree,
b) Agree,
c) Partially Agree,
d) Disagree,
e) Strongly Disagree
18.Do you feel like coworkers give each other respect here?
a) Strongly Agree,
b) Agree,
c) Partially Agree,
d) Disagree,
e) Strongly Disagree
19.Do you think your manager values your opinions?
a) Strongly Agree,
b) Agree,
c) Partially Agree,
d) Disagree,
e) Strongly Disagree

61
20.Are you often stressed with deadlines and workloads?
a) Strongly Agree,
b) Agree,
c) Partially Agree,
d) Disagree,
e) Strongly Disagree
21. Do you think that the company’s wellness policies and fitness initiatives are
enough?
a) Strongly Agree,
b) Agree,
c) Partially Agree,
d) Disagree,
e) Strongly Disagree
22.Do you receive enough recognition?
a) Strongly Agree,
b) Agree,
c) Partially Agree,
d) Disagree,
e) Strongly Disagree
23. Are you recognized fairly for your contribution to team efforts?
a) Strongly Agree,
b) Agree,
c) Partially Agree,
d) Disagree,
e) Strongly Disagree
24. Does your supervisor, or someone at work, seems to care about you as a person?
a) Strongly Agree,
b) Agree,
c) Partially Agree,
d) Disagree,
e) Strongly Disagree.

62
 ANNEXURE II - RESEARCH ARTICLE

A STUDY ON EMPLOYEE ENGAGEMENT STRATEGY IN BIZDOM SOLUTIONS

DR.JAINAB ZAREENA & NITHYA KALYANI ALIAS NITHISHA B

1 MBA Student, School of Management Studies, Sathyabama Institute of Science and

Technology, Chennai,Tamil Nadu, India

2 Assistant Professor, School of Management Studies, SathyabamaInstitute of Science and Technology, Chennai,
Tamil Nadu, India

ABSTRACT

Employee engagement is becoming valuable as the success comes from within the organization when
transforming into the digital age and the modern world. It is crucial to take into consideration the level of
engagement as competitive advantage and value proposition when talking about a successful and efficient
organization. Employee engagement is 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. It is a positive attitude held by the
employees towards the organization and its values. The organization must work to develop and nurture
engagement, which requires a two way relationship between employer and employee.’ Thus the Employee
engagement is a barometer that determines the association of a person with the organization. The driving factors
of engagement are classified into responsibilities

KEYWORDS: Employee Engagement, work environment, image of the organization, decision making

INTRODUCTION

Employee engagement strategies is 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. It is a positive attitude held by the
employees towards the organization and its values. In engagement, people employ and express themselves
physically, cognitively, and emotionally during role performances.

To identify the areas in which your organization needs to improve and the next step is to develop a strategy.
Employees are recognized as assets to be utilized to their thorough, with no extent for own decision making.
Because of these attitudes in the employment relationship, the attentiveness of the employee is interior to that of
the employer. That’s where an employee engagement strategy comes into play.

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OBJECTIVES

• To identity the influence of organizational inputs on the Engagement.

• To identify Ways to enhance Employee Engagement in the organizations.
• To examine the effort of engagement on individual outcomes.
• To identify the ambience offered by the organized to engage employees productivity.

REVIEW OF LITERATURE

Dr. Mukesh Batra, CEO& Founder, Dr. Batra’s Positive Health Clinic Pvt. Ltd (2019): To keep the medical
team motivated to perform, our pay packages are fixed at a rate higher than the industry standard, and for those
working outside the city, there is always the motivation of a good accommodation. Kishor Patil, CEO & MD,
KPIT Cummins Infosystems Ltd (2018): Employee engagement at KPIT Cummins is about participation of
employees and their ability to become intrapreneurs. Ajai Chowdhry, Founder, HCL, and Chairman &
CEO, HCL Infosystem Ltd (2020): Employees’ engagement is the most critical part in the running of an
organization and we undertake many initiatives to enable that. It was found that what employees think
about engagement and based on that feedback, we analyze each input received and take action. Dr.
Wilfried Aulbur, MD and CEO, Mercedes-BENZ India Pvt. Ltd (2015): For me, Employee engagement is
about, knowing that you are making a difference, creating an impact, while having a good time at your job,
much time to work, enjoy what you do. Dr. Mukesh Batra, CEO& Founder, Dr. Batra’s Positive Health
Clinic Pvt. Ltd (2015): To keep the medical team motivated to perform, our pay packages are fixed at a
rate higher than the industry standard, and for those working outside the city, there is always the motivation of a
good accommodation. Ajai Chowdhry, Founder, HCL, and Chairman & CEO, HCL Infosystem Ltd(2019).
Employees’ engagement is the most critical part in the running of an organization and we undertake many
initiatives to enable that. We find out what employees think about engagement and based on that feedback,
we analyze each input received and take action.

RESEARCH DESIGN

The study is descriptive in nature. This research is basically fact finding with adequate interpretation using simple
analysis of data and by developing thinking and elabo rating 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

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HYPOTHESIS:

Ho - : There is no significant difference between employee engagement and employee performance and
satisfaction

H1 - There is a significant difference between employee engagement and employee performance and satisfaction.

PERCENTAGE ANALYSIS: Research questions are always answered with a descriptive statistic generally
either percentageor 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.

INTERPRETATION:

From the above table it is interpreted that 22.4% respondents strongly disagree, 53.6% respondents disagree,
24.0% respondents are neutral. From the above table it is interpreted that 22.4% respondents strongly disagree,
53.6% respondents disagree,24.0%respondentsareneutra. From the above table it is interpreted that 20.0%
respondents are strongly disagree, 56.0% respondents disagree, 24.0 % respondents are neutral. From the above
table it is interpreted that 21.6% respondents are strongly disagree, 48.8% respondents disagree, 29.6%
respondents are neutral. From the above table it is interpreted that 28.0% respondents are strongly disagree,
47.2% respondents disagree, 24.8 % respondents are neutral.

STATISTICAL ANALYSIS

CHI SQUARE

Value df Asymp. Sig. (2-

sided)
Pearson Chi-Square 214.765a 16 .000
Likelihood Ratio 166.038 16 .000
Linear-by-Linear
88.526 1 .000
Association
N of Valid Cases 110
b. 19 cells (76.0%) have expected count less than 5. The minimum
expected count is .25.

INTERPRETATION

Since the calculated value is greater than the tabulated value, we reject the null hypothesis and
hence there is a significance difference between the management monitor and approve the
write-offs of obsolete and inactive inventories and often do departments compare quantities
received against receiving reports.

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ANOVA
Sum of Squares df Mean Square F Sig.
Between Groups 122.784 4 30.696 176.404 .000
Within Groups 18.271 105 .174
Total 141.055 109

INTERPRETATION:

The calculated value of F is greater than the tabulated value. Hence, we reject the null hypothesis and conclude
that there is a significance difference between the first-hand information on the Job vacancy was seen from ATM
Recruitment Consultancy Job Portal and the Interview environment was comfortable.

FINDINGS

 Most of the respondents are between 18 to 25 years old.

 Most of the respondents strongly agree that agree that finding the information are given properly

 Most of the respondents strongly agree that agree that finding the old employees are considered for
less vacancy

 Most of the respondents agree that agree that finding the information are given properly

 Most of the respondents agree that agree that finding Promotions in my work unit are based on merit

 Most of the respondents agree that agree that finding employees in my work unit share job knowledge
with each other.

 Most of the respondents agree that agree that finding Recognition in my work unit depends on how well
employees perform

 Most of the respondents agree that agree that finding Creativity and innovation are rewarded

 Most of the respondents agree that agree that work unit has prepared employees for potential
security threats

 Most of the respondents agree that agree that talents are used well in the workplace

 Most of the respondents agree that agree that training needs are assessed within my work unit

 Most of the respondents agree that they have a feeling of personal empowerment with respect

 Most of the respondents agree that agree that a real opportunity to improve my skills

 Most of the respondents agree that agree that work gives a feeling of personal accomplishment

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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 and in their living of standard, family problems etc. Gap between managers and
the employees should be reduced by raising the level of engagement. For example: by conducting extra co-
curricular activities like social and cultural programs. Very few employees feel that their ideas or work aren’t
being recognized / appreciated. So they can be encouraged by giving importance to their ideas. Create good and
healthy environment at work place by increasing interactions, credibility, confidence etc. Some of the employees
find their job boring and monotonous. Encourage them to take part in the job rotation, job enrichment and other
activities being carried out in the organization.

LIMITATIONS OF THE STUDY

 Though the research was done in a systematic and planned manner, there were a few hurdles that could
not be overcome. These constituted the limitations of the research.
 Care was taken that the below limitations did not affect the research results as much.
 Time constraint was the biggest limitations. The project had to be completed within 3 months and hence
the sample size had to be less.
 One problem that every interviewer faces is the non-willingness of respondents to fill up the
questionnaire.
 Validity of information obtained from employees could not be verified.

CONCLUSION

In this company the engagement level of employee is good. 78% of the employees are well engaged with their
job nature; work environment and with organization. Thus the need for employee engagement in this organization
was found. This study focused on various dimensions of employee engagement like personal factors,
organizational factors & Environmental factors. The Organizational factor influences more in this organization
towards employees. If the organization follows all the above dimensions 100% of employee engagement will be
achieved soon. Thus employee engagement is the driving and important factor in the organization.

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