Summer Internship Report

Summer Internship Report on Employee Engagement at Eicher Polaris
Pvt Ltd.
CHAPTER 1
INTRODUCTION
Human resource executives in India continue to struggle with talent management issues,
particularly retention. The quest to find the best way to retain employees has taken HR pundits
through concepts such as employee review, employee satisfaction and employee delights. The
latest idea is Employee Engagement, a concept that holds, that, it is the degree to which an
employee is emotionally bonded to his organization and passionate about his work that really
matters.
Engagement is about motivating employees to do their best. An engaged employee gives
his company his hundred percent. The quality of output and competitive advantage of a
company depends upon the quality of its people.
It has been proved that there is an intrinsic link between employee engagement,
customer loyalty and profitability. When employees are effectively and positively engaged
with their organization they form an emotional connection with the company. This impacts
their attitude towards the companys clients, and thereby improves customer satisfaction and
service levels.
Most organizations realize today that a satisfied employee is not necessarily the best
employee in terms of loyalty and productivity. It is only an engaged employee who is
intellectually and emotionally bound with the organization, feels passionately about its goals
and is committed towards its values who can be termed thus. He goes the extra mile beyond
the basic job responsibility and is associated with the actions that drive the business.
Moreover, in times of diminishing loyalty, employee engagement is a powerful retention
strategy. The fact that it has a strong impact on the bottom-line adds to its significance.
A successful employee engagement helps create a community at the workplace and not
just a workforce. As organizations globalise and become more dependent on technology in a
virtual working environment, there is a greater need to connect and engage with employees to
provide them with an organizational identity. Especially in Indian culture this becomes more
relevant given the community feeling which organization provide in our society.
IILM AHL - CET| MBA 2015 - 2017

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There are a lot of HR things. They are called fads. Those are the bandwagons upon
which we hop. Perhaps its time to evaluate whether employee engagement is a fad or a new
knowledge domain for which HR executives can help make their companies a better place to
work.
Objective of the study

1. To determine the level of engagement of the respondents regarding their job.
2. To study and understand the job satisfaction among the employees.
3. To examine the practices followed in EPPL regarding employee engagement system

4. Analyse employee engagement activities adopted by various automobile companies.
5. To suggest measurement for improvement.
Scope of the study

Embarking upon the scope of the project assigned to me I was first briefed by the
(Manager HR) Ms Snigdha Shukla on the day one and during that session a well planned
agenda was formulated.
It suggested that first I ought to observe every minute activity going in the EPPL.
Next to analyse the employee engagement activities followed by various automobile industries,
FMCG and Consumer Durable Goods companies.

Following the above was the task to be aware about the structure, functioning and products of
the EPPL.
After that I undertook the job of employee interaction- the most important part of my project.
Employee interaction was in the form of questionnaire fill up.
Report generation was the ultimate ramification of the questionnaire administration in the
survey.
RESEARCH METHODOLOGY
SOURCES

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Ms Snigdha Shukla my respected external guide, was the sole source of everything
which was important for my easier-said-than-done project to materialize. She guided my
footsteps whenever and wherever I stumbled on the way to my objective and not only this she
was also my torchbearer and gave me all the moral and material support.
Available with me was the employees database which was a reliable and authentic
source of employees address. And from those documents maintained by HR department I used
to distribute the questionnaire to the employees.
1. Primary Source
It consisted of the first hand source of data collected through the questionnaires from the
respondents.
In this project the primary data was collected through questionnaire method. A structured
questionnaire was administered and employees were asked to fill it. A total of 15 employees
responded to the questionnaire.
Questionnaire
Data collection Method through Questionnaire Method was used and employee
responses on that were tabulated and represented in percentage form, which then were
analyzed and interpreted. This was followed by findings and recommendations.
The questionnaire consisted of multiple choice questions based on 5 factors as listed below:
Relation to organization
Relation to work
Relation to team work
Rewards and recognition
Competency
Scale Used
Likert - type scaling technique was used for the analysis approach wherein a particular

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item is evaluated on the basis of how well it discriminates by adopting favourable or

unfavourable attitude towards the given object. The respondent responded in any of the
following ways:
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Survey
Statistical surveys are used to collect quantitative information about items in a
population. Survey focuses on opinions or factual information depending on its purpose.
Interviews
Interviews are undertaken on a personal one-to-one basis or in a group. They can be
conducted at work, at their leisure time in an organization; by informal talks the employee
satisfaction with their work and with the company can be acknowledged.
2. Secondary data
The theoretical foundation of the study is based on various secondary sources such as:
a. Websites of EPPL
b. Journals
c. Past records
RESEARCH DESIGN
Exploratory Research
I augment my knowledge of Eicher Polaris Pvt. Ltd. by interviewing the various
executives in a focused group discussion. Based on a thorough inventory of EPPL internal
processes a questionnaire was developed.
Descriptive Research

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The responses of the employees would be further used for statistically analysis to bring
out the salient features of data and points out to the week or strong spots for further
investigations.
SAMPLE DESIGN
Sample size is 15
The sample population comprises of all the employees working in Eicher Polaris Pvt.
Ltd. Plant office. Total employees of 15 responded to the questionnaire, which would be
further used for the analysis.
The sampling would be representative sampling, where all the employees at plant office
Kukas, Jaipur, are considered on a probability basis, and from which information are obtained
and statistical inferences or predictions made about the entire population within Eicher Polaris
Pvt. Ltd.
Limitations
Since the whole population of employees is not considered in sampling and only a segment is
considered, there is a probability of biasness.
The data is not a true representative of the Eicher Polaris Pvt. Ltd.
The employees have attempted to fill the questionnaires as an act of formality.
All the present employees did not fill in the questionnaires.
CHAPTER 2

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2.1.
Eicher Polaris An overview

Eicher Polaris Pvt. Ltd. (EPPL) is a 50:50 joint venture between India based Eicher
Motors Ltd. and US based Polaris Industries Inc. The two companies signed a strategic joint
venture agreement in July 2012. Backed by an investment of over INR 350 crore, EPPL
combines Eichers proven expertise in frugal engineering, lean business model and in-depth
understanding of emerging markets with the excellent product development capabilities and
world class reliability of Polaris.
Eicher Polaris Pvt. Ltd. manufacture and will sell a full new range of personal vehicles
suitable for India and other emerging markets, catering to the needs of emerging independent
businessmen. Polaris-Medina, USA and Eicher Motors Ltd., India, combined their R&D
facilities to design and develop the first vehicle that will soon make its way onto the Indian
roads.
The joint venture will allow Eicher Motors Ltd. to enter into a new vehicle segment.
This JV was formed with an initial investment of 350 crore (equivalent to 462 crore or
US$68.6 million in 2016) and the new company was named "Eicher Polaris Pvt. Ltd."
In 2013, Eicher Polaris Pvt. Ltd. set up its first state-of-the-art manufacturing plant in
Kukas, near Jaipur, India. Spread over 25 acres, the manufacturing facility also house a R&D
centre. EPPLs corporate headquarters is located in Gurgaon.
About Eicher Motors Ltd.
Eicher Motors Limited (EML) is the flagship company of the Eicher Group. As the
manufacturer of Indias first agricultural tractor in 1959, EML emerged as a major catalyst for
Indias green revolution. Today, the company is a prominent player in the Indian automotive
space. Eicher Motors owns the iconic Royal Enfield motorcycle business, which leads the
premium motorcycle segment in India.
The oldest motorcycle company in continuous production world-wide, Royal Enfield
has witnessed a huge surge in demand in the recent past, and is charting its course to be the
leading player in the mid-sized motorcycle segment globally. EMLs joint venture with the
Volvo group, VE Commercial Vehicles Limited, designs, manufactures and markets reliable,
fuel-efficient trucks and buses, and is leading the path in driving modernisation in commercial
transportation in India and other developing markets. EMLs 50:50 strategic joint venture with
US based Polaris Industries Inc., Eicher Polaris Private Ltd. will design and develop,
manufacture and sell a full new range of personal vehicles.
In 2014, Eicher Motors recorded its highest ever total income of INR 8738 crores (USD
1.4 billion) and is listed on the Bombay and National Stock Exchanges.

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About Polaris Industries Inc

Polaris is a recognized leader in the powersports industry with annual 2014 sales of $4.5
billion. Polaris designs, engineers, manufactures and markets innovative, high quality off-road
consumer and military vehicles, including all-terrain vehicles (ATVs) and the Polaris
RANGER and RZR side-by-side vehicles, snowmobiles, motorcycles and on-road
electric/hybrid powered vehicles.
Polaris is among the global sales leaders for both snowmobiles and off-road vehicles
and has established a presence in the heavyweight cruiser and touring motorcycle market with
the Victory and Indian Motorcycle and Slingshot brands. Additionally, Polaris continues to
invest in the global Work and Transportation vehicle industry with Global Electric Motorcars
(GEM), Goupil Industrie SA, Aixam Mega S.A.S., and internally developed vehicles. Polaris
enhances the riding experience with a complete line of Polaris Engineered Parts, Accessories
and Apparel, Klim branded apparel and ORV accessories under the Kolpin , Cycle
Country and
Armor brands.
Pro
Polaris Industries Inc. trades on the New York Stock Exchange under the symbol PII, and
the Company is included in the S&P Mid-Cap 400 stock price index.
2.2.
The Company Product and Services

The Eicher Polaris Multix (or Multix) is a personal utility vehicle manufactured
by Eicher Motors and Polaris India (the Indian arm of Polaris Industries). The vehicle was
announced in June 2015, and the first vehicle was delivered on 26 August 2015. Multix is
promoted by its manufacturer as "India's first personal utility vehicle", able to be used as
a people carrier, a cargo carrier and also a power generator.
2.3.
About Multix
Multix is purpose-built for the independent businessman. Son, brother,
father, shopkeeper, dreamer, doer, gambler, winner, herohe plays many

roles. His road to success is lined with twists and turns, a series of everevolving
challenges
that
he
adapts
to
and
overcomes
without
fail.
Unfortunately, there was no single vehicle that could support him through his

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unpredictable journeyuntil Eicher Motors identified the problem and decided

to do something about it.
Collaboration with global ATV experts Polaris Industries Inc. resulted in
the perfect partnership: Eicher Polaris Pvt. Ltd. And this powerful collaboration
resulted in the perfect solution. Multix. From family to business, Multix is
purpose-built to take care of your ever-evolving needs. It seats a family of 5
comfortably. With 1918 litres of extendable carrying space, it is ideal for
business trips. Thanks to its X-Port TMfeature, Multix can generate 3 kilowatts of
electricity. Its the first of its kind. Its a game changer. Its the new 3-in-1.
Design
The Multix was designed with the aim of being used for both family and business
purposes, and has been called a "3-in-1" vehicle. Its cargo capacity is 400 litres. Multix also
generates 3 kilowatts of electricity and can thus be used as a power generator as well.
Variants
The Multix has two variants, the AX+ and the MX. With the exception of doors (and the
overall weight of the vehicle), both the variants are identical. AX+ has open doorways, whilst
MX has doors. The curb weight of the MX is 100 kg more than that of AX+.

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Multix AX+
With open doorways and carrying space, the AX+ makes extra room for passengers and
the tools of your trade. Its sturdy roof protects against the harshest weather, while its tubular
frame ensures safety.
Available in two colours
Rich Red
Pure white
Multix MX
The MX makes ample room for the tools of your trade. Its built-in
music system is perfect for family road trips and vacations. The MX is fully
loaded, built for those who juggle roles and value flexibility.
Available in 4 colours
Rich red
Pure white
Bright yellow
Soft silver

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Unique Features of Multix or its USP

Every feature of the new 3-in-1 Multix fulfils a specific purpose. From comfort to
safety, styling to economy, space to electricity, it multiplies utility like no other vehicle.
1. Power Generation
Utility x Versatility x Electricity
A power take-off unit, the X-PortTM helps Multix generate 3 kilowatts of electricity so that you
can power your home, water pumps, music systems, winnowing fans, chaff cutters and other
essential machinery. Its not just a vehicle, its a powerhouse.
2. Space
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3-Minute Seat Configuration x Family x Business
Multix goes from carrying a family of 5 to carrying the tools of your trade in 3 minutes. Its as
easy as one, two, and three.
Unscrew hooks + dislodge rear seat

Dismantle rear glass + unfold rear seat on to the floor + fix seat into place
Remove rear cover for ample carrying space
3. All road capability

High Ground Clearance x Pro-RideTM Suspension System x Indian Roads
High ground clearance (172 mm) and the Pro-RideTM independent suspension system ensure
an exceptionally smooth ride quality. Multix makes the toughest of back roads feel like slick
city streets.
4. Comfort
Generous Cabin Space x Ample Carrying Space x Smooth Ride Quality
With 122 mm of legroom and ample cabin space, Multix is ideal for long-distance and daily
travel. It can seat up to 5 people. Its adjustable seats can be used to create extra room for
business trips. Combine this with a bump-free ride, and youve got comfort like never before.
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5. Safety
Strong Tubular Frame x Efficient Handling x Damage Resistance
Multixs body is highly durable and damage-resistant. Its tubular frame is built to withstand
most hits, bumps and bangs. Multixs robust inner frame keeps passengers well protected.
With its precise handling, Multix tackles the roughest terrain with ease, making safety a
standard fit.
6. Economy
Diesel Engine x High Mileage x Low Maintenance
The four-stroke, direct-injection BS III diesel engine delivers a mileage of 28.45 kmpl.* The
body is made of FlexituffTM, a highly durable material, resistant to rust and easy to repair at
affordable rates. Multix needs very little attention, a promising quality in any partner, on or off
the road.
*As certified by ARAI under Rule 115 of CMVR, 1989
7. Styling
Tubular Frame x Muscular Lines x 4 Colours
Rugged lines and sharp angles mark Multix' s tubular frame body. The build emphasizes its
height and muscle.
Available in 4 colours
Rich Red
Bright Yellow
Pure White
Soft Silver
*The AX+ is only available in Rich Red and Pure White. The MX is available in all 4 colours.
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2.4.
Organisational Structure
2.5.
Manpower Status
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CHAPTER 3
3.1.
CRITICAL REVIEW OF LITERATURE
1. McKinsey & Co. (1998) study entitled The War for Talent that reported that a shortage of
skilled employees was an emerging trend. Today, there is widespread agreement among
academics and practitioners that engaged employees are those who are emotionally connected to
the organization and cognitively vigilant. How employees feel about their jobs, their
supervisors, their peers, top management, and many other factors affects their individual
productivity, and collectively the ability of the organization to achieve its objectives.
2. Robinson (2006) recommended that there is considerable evidence that many employees are
greatly underutilized in the workplace through the lack of involvement in work-based decisions.
3. Beardwell and Claydon (2007) found that Employee involvement is seen as a central principle
of soft HRM, where the focus is upon capturing the ideas of employees and securing their
commitment. Critics have argued that employee involvement has management firmly in control
and very limited real influence is given to employees. According to Lawler and Worley (2006)
for a high-involvement work practice to be effective and for it to have a positive impact on
employee engagement, employees must be given power.
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4. Penna (2007) presents a hierarchical model of engagement. This model indicates that staff is
seeking to find "meaning" at work. Penna defines "meaning" as fulfillment from the job.
Fulfillment comes from the employee being valued and appreciated, having a sense of belonging
to the organization, and feeling as though they are making a contribution, and is matching with
the underlying theoretical framework of Robinson. Penna states that the organization becomes
more attractive to new potential employees and becomes more engaging to its existing staff.
Me
ani
ng
Leadership,
Trust and
Respect
Promotion Opportunities
Learning and Development
Pay, Working hours, Conditions
[Increasing engagement with organisation]

Figure: Pennas (2007) Hierarchical Model
5. Kular et al. (2008) explored Five key areas: What does employee engagement mean?; How
can engagement be managed?; What are the consequences of engagement for organisations?;
How does engagement relate to other individual characteristics?; How is engagement related to
employee voice and representation?
6. Robertson-Smith and Markwick (2009) throw light on what engagement is and reveals that it
is an important yet complex challenge, and there remains a great deal of scope for discussing the
various approaches.
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7. Simpson (2009) discussed that the current state of knowledge about engagement at work
through a review of the literature. This review highlighted the four lines of engagement research
and focuses on the determinants and consequences of engagement at work.
8. Susi & Jawaharrani (2011) examined some of the literature on Employee engagement, explore
work-place culture & work-life balance policies & practices followed in industries in order to
promote employee engagement in their organizations to increase their employees productivity
and retain them. Work-life balance is key driver of employees satisfaction.
9. Ram & Gantasala (2011) investigated the antecedents and consequences of employee
engagement in Jordanian Industry.
10. Bhatla (2011) focused on the need for such employees and how their presence can improve the
progress and work efficiency of the organization as a whole .Also focused on the challenges
faced by the HR managers to improve employee engagement for an organizations survival.
11. Shashi (2011) reinforced the importance of employee communication on the success of a
business. She revealed that an organization should realize the importance of employees, more
than any other variable, as the most powerful contributor to an organizations competitive
position.
12. Bijaya Kumar Sundaray (2011) focused 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.
13. Siddhanta & Roy (2012) explored implications for theory, further research and practices by
synthesizing modern 'Employee Engagement' activities being practiced by the corporate with the
review of findings from previous researches / surveys.
14. Singh & Shukla (2012) tried to find out what variables are significant to create an engaged
workforce. The study was exploratory in nature and the data has been collected from a tin
manufacturing organization.
DIMENSIONS OF EMPLOYEE ENGAGEMENT
In 2006, The Conference Board published an article Employee Engagement A review
of current research and its implication on the basis of some major studies conducted by
Gallup, Towers Perrin, Blessing White, The Corporate Leadership Council and others. It
identified following key drivers related to employee engagement as:

Trust & integrity managers should communicate well and go by their words.
Nature of the job employees should find their job challenging enough to motivate
themselves.
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Line of sight between employee performance and company performance employee should
have clear understanding as to how they contribute to the companys performance.

Career growth opportunities employees should have clear career path and growth.
Pride about the company employees should feel esteemed by being associated with the
organization.
Co-workers / team members relationship with colleagues significantly increase employee
engagement level.
3.2.
EMPLOYEE ENGAGEMENT IN INDIA

The recent Work Asia research study by Watson Wyatt Worldwide indicates that India
has the highest percentage of highly engaged workers at 78% in Asia as compared to Japan,
which has the lowest employee engagement level at 39%.
Head to head with China, the engagement level of the Indian worker is 20% more than
his Chinese counterpart. These are all encouraging signs - but the challenges and the
opportunities ahead are manifold. The imminent US slowdown, shrinking of talent pool,
slowdown in hiring, larger employee expectations are all challenges for internal
communicators to cope with. The Gallup Organization describes employee engagement as the
"the involvement with and enthusiasm for work".
The challenges faced by organizations in India are around attrition, communication,
career development and engagement while trying to keep pace with the explosive growth.
Outsourcing outfits have the highest attrition rates losing staff at a rate of between 100% and
200% a year. It is widely believed that organizations spend an average of 36% of their
revenues on their employees but do not have a tangible way to measure its impact.
A Mercer study Whats Working a series of national research on worker insights,
highlights factors that make a difference to employee engagement. The surveys 125 questions
elicit views in the areas defined by Mercers Human Capital Strategy Model and cover
training and development, work environment, leadership, performance management, work/life
balance, communication, compensation, benefits, and engagement.
The India study throws up some fascinating directions for HR and internal
communication professionals. Employee engagement is no more just about the employees
intent to leave. The employees commitment to the organization and motivation to contribute
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to the organizations success plays a significant role. The top three drivers in India are trust in
senior management, how the organization is perceived for customer service and fair pay.
Surprisingly, from an Indian context, the least valued factors in the continuum were benefits,
compensation and performance management.
In India, having a long-term career is considered positive and stable. Frequent job
changes are viewed negatively and therefore the high scores around the commitment count are
in line with the mindset.
Internal communication and HR professionals need to take note of the employees need
for giving feedback and to observe action taken from this. Employees seem to be getting very
little information on the organizations vision and future plans, a cause of concern. Other areas
for action include the organizations reputation in the market congruent to other research in
this space which believes that organizations which are socially responsible are considered
better places to work. In the talent management bracket, managers fare poorly for their
involvement, understanding and support as well as for merit based appraisals.
In India, with a large number of global players entering the market, the talent pool has
now a plethora of choices and even these multinationals are finding it tough to retain staff.
The Canadian HR Reporter writes that employees want to know where their careers are
heading and that is a critical component of the talent retention strategy organizations need to
focus on. Softer styles of leadership have a better impact in India and China leaving
organizations to develop or seek leaders who can fill this need.
3.3.
IMPORTANCE OF ENGAGEMENT
Engagement is important for managers to cultivate, given that disengagement or
alienation is central to the problem of workers lack of commitment and motivation.

Meaningless work is often associated with apathy and detachment from ones works
(Thomas& Velthouse ).In such conditions, individuals are thought to be estranged from their
selves. An organizations capacity to manage employee engagement is closely related to its
ability to achieve high performance levels and superior business results.
As organizations globalize and become more dependent on technology in a virtual
working environment, there is a greater need to connect and engage with employees to
provide them with an organizational identity.
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Engaged employees are more likely to stay and be an advocate of the companys
product and services. They contribute to the overall success of the organization. A greater
number of loyal employees ensure low recruitment and training costs, in effect enhancing the
productivity of the organization. They are also more willing to put in extra effort when the
organization needs it. Their impact on the working environment is also significant as they are
more focused on organizational benefit than personal goals. This consequently reduces
feelings of acrimony and internal rivalries. They also project a positive image to new recruits
and this motivates the latter to perform better and assimilate them in the office culture.
Research also shows that engaged employees in customer-facing roles are more likely to treat
customers in ways that positively influences customer satisfaction.
3.4.
CATEGORIES OF EMPLOYEES
There are three different types of employees. They are engaged, not engaged, actively
disengaged.
1. Engaged - Engaged employees are builders. They want to know the desired expectations
for their role so that they can meet and exceed them. They are naturally curious about their
company and their place in it. They perform at consistently high levels. They want to use
their talents and strengths at work every day. They work with passion and they drive
innovation and move their organization forward.
2. Partly Engaged - Not engaged employees tend to concentrate in tasks rather than the goals
and outcomes they are expected to accomplish. They want to be told what to do just so that
they can do it and say they have finished. They focus on accomplishing tasks vs achieving
an outcome. Employees who are not engaged tend to feel their contributions are being
overlooked and their potential is not being tapped. They often feel this way because they
dont have productive relationships with their managers or with their co-workers.
3. Disengaged - The actively disengaged employees are the cave dwellers. They are
consistently against virtually everything. They are not just unhappy at work they are busy
acting out their unhappiness. They sow seeds of negativity at every opportunity. Everyday
actively disengaged workers undermine what their engaged co-workers accomplish. The
problems and tensions that are fostered by actively disengaged workers can cause great
damage to an organizations functioning.
3.5.
THE TEN CS OF EMPLOYEE ENGAGEMENT
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How can leaders engage employees heads, hearts, and hands? The literature offers several
avenues for action; we summarize these as the Ten Cs of employee engagement.
1. Connect - Leaders must show that they value employees. Employee-focused initiatives
such as profit sharing and implementing worklife balance initiatives are important.
However, if employees relationship with their managers is fractured, then no amount of
perks will persuade employees to perform at top levels. Employee engagement is a
direct reflection of how employees feel about their relationship with the boss.
Employees look at whether organizations and their leader walk the talk when they
proclaim that, Our employees are our most valuable asset.
2. Career - Leaders should provide challenging and meaningful work with opportunities for
career advancement. Most people want to do new things in their job. For example, do
organizations provide job rotation for their top talent? Are people assigned stretch goals?
Do leaders hold people accountable for progress? Are jobs enriched in duties and
responsibilities? Good leaders challenge employees; but at the same time, they must
instil the confidence that the challenges can be met.
3. Clarity - Leaders must communicate a clear vision. People want to understand the vision
that senior leadership has for the organization, and the goals that leaders or departmental
heads have for the division, unit, or team. Success in life and organizations is, to a great
extent, determined by how clear individuals are about their goals and what they really want
to achieve.
4. Convey - Leaders clarify their expectations about employees and provide feedback on their
functioning in the organization. Good leaders establish processes and procedures that help
people master important tasks and facilitate goal achievement. Good leaders work daily to
improve the skills of their people and create small wins that help the team, unit, or
Organization performs at its best.
5. Congratulate - Business leaders can learn a great deal from Woo dens approach. Surveys
show that, over and over, employees feel that they receive immediate feedback when their
performance is poor, or below expectations. These same employees also report that praise
and recognition for strong performance is much less common. Exceptional leaders give
recognition, and they do so a lot; they coach and convey.
6. Contribute - People want to know that their input matters and that they are contributing to
the organizations success in a meaningful way. First, an employee understands of the
connection between her work as operational zed by specific job-relevant behaviours and
the strategic objectives of the company had a positive impact on job performance. Second,
an employees attitude towards the job and the company had the greatest impact on loyalty
and customer service than all the other employee factors combined. Third, improvements in
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employee attitude led to improvements in job-relevant behaviour; this, in turn, increased

customer satisfaction and an improvement in revenue growth. In sum, good leaders help
people see and feel how they are contributing to the organizations success and future.
7. Control - Employees value control over the flow and pace of their jobs and leaders can
Create opportunities for employees to exercise this control A feeling of being in on
things, and of being given opportunities to participate in decision making often reduces
stress; it also creates trust and a culture where people want to take ownership of problems
and their Solutions.
8. Collaborate - Studies show that, when employees work in teams and have the trust and
cooperation of their team members, they outperform individuals and teams which lack good
relationships. Great leaders are team builders; they create an environment that fosters trust
and collaboration. Surveys indicate that being cared about by colleagues is a strong
predictor of employee engagement. Thus, a continuous challenge for leaders is to rally
individuals to collaborate on organizational, departmental, and group goals, while excluding
individuals pursuing their self-interest.
9. Credibility - Leaders should strive to maintain a companys reputation and demonstrate
high ethical standards. People want to be proud of their jobs, their performance, and their
image.
10. Confidence - Good leaders help create confidence in a company by being exemplars of
high ethical and performance standards. Practitioners and academics have argued that
Competitive advantage can be gained by creating an engaged workforce.
Leaders should actively try to identify the level of engagement in their organization, find
the reasons behind the lack of full engagement, strive to eliminate those reasons, and
implement behavioural strategies that will facilitate full engagement. These efforts
should be ongoing. Employee Engagement is hard to achieve and if not sustained by
3.6.
leaders it can wither with relative ease.

FACTORS LEADING TO EMPLOYEE ENGAGEMENT
The critical factors which lead to employee engagement are;

1. Career development
Opportunities for personal development - Organizations with high levels of engagement
provide employees with opportunities to develop their abilities, learn new skills, acquire new
knowledge and realize their potential. When companies plan for the career paths of their
employees and invest in them, then they prove to be the assets of the organization.
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Effective management of talent - Career development influences engagement for

employee and retaining the most talented employees and providing opportunity for personal
development.
2. Leadership
Clarity of company values - Employees need to feel that the core values for which their
company stands are unambiguous and clear.
Respectful treatment of employees - Successful organizations show respect for each
employees qualities and contribution regardless of their job level.
3. Empowerment
Employees want to be involved in decisions that affect their work. The leaders of high
engagement work places create a trustful and challenging environment in which employees
are encouraged to dissent from the prevailing orthodoxy and to input and innovate to move the
organization forward.
4. Image
How much the employees are prepared to endorse the products and services which their
company provides its customers depends largely on their perception of the quality of those
goods and services. High levels of employee engagement and are inextricably linked with
high levels of customer engagement.
5. Equal opportunity and fair treatment

The employee engagement levels would be high if their superiors provide equal
opportunities for growth and advancement to all the employees.
6. Reinforcement of people focused policies
Continuous reinforcement exists when senior management provides staff with budgets
and resources to accomplish their work and empowers them.
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7. Communication
The Company should follow the open door policy. There should be both upward and
downward communication with the use of appropriate communication channels in the
organization. If the employee is given a say in the decision making and has the right to be
heard by his boss then the engagement levels are likely to be high.
8. Quality of working relationships with peers, superiors & subordinates
If employees relationship with their managers is fractured, then no amount of perks will
persuade the employees to perform at top levels. Employee engagement is a direct reflection
of how employees feel about their relationship with the boss.
9. Perception of the ethos and values of the organization
Inspiration and values are the most important factors that influence engagement.
Inspirational leadership is the ultimate perk. In its absence it is unlikely to engage employees.
10. Performance appraisal
Fair evaluation of an employees performance is an important criterion for determining
the level of employee engagement. The company which follows an appropriate performance
appraisal technique (which is transparent and not biased) will have high levels of employee
engagement.
11. Pay and benefits
The company should have a proper pay system so that the employees are motivated to
work in the organization. In order to boost his engagement levels the employee should also be
provided with certain benefits and compensation.
12. Health and safety
Research indicates that the engagement levels are low if the employees do not feel
secure while working. Therefore every organization should adopt appropriate methods and
systems for the health and safety of their employees.
13. Job satisfaction
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Only a satisfied employee can become an engaged employee. Therefore it is very

essential for an organization to see to it that the job given to the employee matches his career
goals which will make him enjoy his work and he would ultimately be satisfied with his job.
14. Family friendliness
A persons family life influences his work life. When an employee realizes that the
organization is considering his familys benefits also, he will have an emotional attachment
with the organization which leads to engagement.
15. Co-operation
If the entire organization works together by helping each other i.e., all the employees as
well as superiors co-ordinate well then the employees will be engaged.
3.7.
How to Make Employees Engage
Growth and development - An exciting position, with plenty of opportunity for growth,
learning, and advancement for employees is always helpful in retaining employees.
Support and recognition - Giving those rewards and recognition.
In many instances, employee retention starts just as soon as an employee is hired. If a company
sees an unusual amount of potential in a new hire, management could make them feel
appreciated right off the bat. In a way, this practice can be considered a combination of
recruitment and retention tools.
Employee Participation in decision making is also a very effective engagement activity in the
organization.
Aligning effort with strategyEngagement begins with employees clear understanding of
what they should be doing on the job. Each employee needs a solid job description and a clear
set of performance expectations.
EmpowermentEmpowerment is a feeling of job ownership and commitment brought about
through the ability to make decisions, be responsible, be measured by results, and be
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recognized as a thoughtful, contributing human being rather than a pair of hands doing what
others say.
Teamwork and Collaboration - In the context of engagement, teamwork and collaboration
require good relationships both within the work group and across work groups. Many
organizations have strong teams with members who work well with each other.
Provide Variety - Tedious, repetitive tasks can cause burn out and boredom over time.
If the job requires repetitive tasks, look for the ways to introduce variety by rotating duties,
areas of responsibility, delivery of service etc.
Conduct periodic meetings with employees to communicate good news, challenges and easy-tounderstand companys financial information. Managers and supervisors should be comfortable
communicating their staff and able to give and receive constructive feedback.
Indulge in employee deployment if he feels he is not on the right job .Provides an open
environment.
Communicate openly and clearly about whats expected of employee at every level-your vision,
priorities, success measures etc.
Get to know employee interests, goals, stressors etc. Show an interest in their well being and do
what it enables them to feel more fulfilled and better balanced in work life.
Celebrate individual, team and organizational success. Catch employee doing something right
and say, Thank-You.
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CHAPTER 4
4.1.
Concept of Employee Engagement in EPPL
The people are the most important assets and through their capabilities and use of their
knowledge. The human resource department of EPPL experiments and conducts surveys to
develop new concepts relating to employee well being, satisfaction and organizational
behaviours for the development of the employees in the organization.
Engagement of an employee is an important factor of consideration for every
organization for the prosperity and integrity of the organization. Satisfied knowledgeable
workforce is therefore instrumental in achieving organizational success. If an employee is not
satisfied in any of the factors which are basic ,prior and unavoidable like good and secured
job, working environment, salary, proper and effective interpersonal communication among
all the level of the organization, scope of development ,recruitment policy, reward and
appraisal system ,organizations discipline, training facility, recreation facility, complete
understanding of the work, goals and values, decisions making policies then they will feel de
motivated to work and the organization will not get the desired output even from the best
employee working within it. In other words, job dissatisfaction leads to psychological
withdrawal, dispensary visits, poor mental health, poor performance, lower attractiveness of
the job and absenteeism, they will find opportunities elsewhere, where they can avail a better
job that can satisfy all their needs. This will in fact lead to the increase in the level of
absenteeism.
Hence the human resource management conducts a survey on the employee satisfaction,
every year, to find out the various factors of sin whish employee feels satisfied. This survey
also helps them to find out in which an employee feels satisfied. Survey also helps them to
find out new factors apart from the standardize factors that are usually being prescribed as
factors of satisfaction.
Therefore these factors eventually help the department and the
management to take proper action in future for the well being, motivation, satisfaction and
development of the employees working within it from the human relations and organizational
behaviour point of view.
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Employee training & development, competency mapping through HRRA, career

progression, succession planning is given utmost attention by top management for developing
a world class workforce. HR programs are tailored to meet these objectives.
4.2.
Employee engagement activities in Eicher Polaris Pvt Ltd.
1. Rewards and Recognition (Kudos)
EPPL believes that motivating employees in the right way can have a direct impact to
the productivity of the organization. That is why they organize different award ceremonies
throughout the year. Some of the significant recognitions are as follows:
a. Value Champion of the Month (VCM)
This programme is mainly focused on the white collar employees for their continuous
improvement and engaging them with the organisation. The rewards are given to the best
performers on monthly basis. To achieve its aim and objectives of being the most loved brand
and enriching the lives of millions; EPPL continuously works to achieve its 7 valuesCustomer Centricity, Respect, lean ways of working, passion, speed, innovation and
trust. Employees are encouraged to provide KUDOS points to each other in terms of the
above mentioned values in their relationship. Kudos can be treated as an effective tool of
motivation.
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b. Kaizen
Under kaizen, all employees are responsible for identifying the gaps and inefficiencies
and everyone, at every level in the organization, suggests where improvement can take place.
c. You Make a Difference
The 'U Make a Difference' award program recognizes individuals and teams who
exemplify excellence and the ability to reach above and beyond the expected to "Make a
Difference" in the organization.
The awards acknowledge that outstanding contributions to the organization's vision can
take many different forms and they provide all members of the company the opportunity to
formally recognize each other's efforts and contributions throughout the year. These awards
are an important aspect of company's culture of recognition.
A 'U Make a Difference' award is an honor for members of the company community
who, through their performance, commitment and service make the university a great place to
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learn and work. The rewards are given every year by the Board of Director to the employees
for their outperformance.
d. Shabbash
e. Tatkal awards
This award is given to the staffs without prior notice when they do any good
performance in his work.
2. People connect
a. Employee connect
This activity is a platform where all the employees of the organisation meet together at
one place and share the opinion of each for the improvement. Here the employees can also
raise their voice about any problems they face in their working environment. Solutions are the
main focus of the organisation rather than the problems.
b. Communication meeting
Communication meeting is done with the associates as well as staffs to update about the
plant. Many issues or problems occurring in the workplace can be resolved through better
communications. Errors in the handling of customer orders or service are often due to some
sort of breakdown in communication.
c. Safety committee meeting
Safety is very important part of any organization in this present era. So EPPL also takes
care of this very aspect to save its employees as well as to maintain the safety level in
company premises. Keeping in view the nature of the job and activities performed, safety of
employees assumes a critical role observance of safety rules and practices is the responsibility
of all EPPL employees. An unsafe act of one employee endangers other, as well as himself.
Therefore, certain safety rules have been developed for all the plants.
d. Canteen committee meeting
e. Transport committee meeting
3. Sports event
Sports can help the employees to refresh themselves from the monotonous routine work.
EPPL considers Sports as an effective tool to build team spirit and leadership ability. They
also arrange intra and inter tournaments of volleyball and cricket at regular interval.
4. Environment month
Environment Month was observed with full enthusiasm by the organization. Staffs and
associates
participated
in
plantation
drives
to
make
their
surrounding
green.
Saplings were implanted by the members of the organization. The authorities motivated the
employees to plant more and more trees in order to make the surroundings green.
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Staffs and associates raised slogans and displayed posters regarding different
environmental issues and were encouraged to participate in drawing and poster making
competitions with environment-related topics.
Marathon race were also held on account of environment month where all the
members of the company took part. This activity make the employees take a relief from work
stress and build the feeling of competition and sense of achievement to the winners. This also
helps in growth of the employees as there is rewards and recognition to all participants.
Every Thursday in the course of environment month there was Skit with the theme of
saving environment from one department in a week.
5. Talented Tuesday
Talented Tuesday is a weekly event held for the staffs where any members can share
anything of his talent and share the opinion to other members and executives. There would be
a presentation by the employees based on what is happening in the work and what have been
done for the improvement n what are still required. The presenter gets rewarded by the senior
management. This motivates the staffs to keep up good work and build leadership quality
within the person.
6. Training and Development
Within the company, training and development is divided into two areas. Manager and
leadership training is one area with another involving the delivery of programs to ensure that
company values and methods are understood and practiced worldwide. The second area
involves training specific to manufacturing at Multixs manufacturing plant in the company
like safety of the associates in operating the equipments and machineries.
7. Ocular evidence
Rally for the publicity of the brand and the organisation is also held to make aware of
the public with the upcoming vehicle Multix. Here the staffs as well as the associates take the
initiative to by driving the vehicle to nearby places in Jaipur. This event was held for
continuous one month on regular basis.
8. Medical fitness and camp
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EPPL organized a free medical camp at the Company. The health camp was organized
with the objective of providing free medical examination/check-up to the employees. Medical
professional and lad technicians kindly volunteered to contribute towards achieving the
following objectives:
Measurement of pulse, blood pressure, height, weight and BMI.
Blood sugar monitoring to screen diabetes.
Blood donation
9. Visits
a. Family visit to plant
The company invites the family members of the employees to visit the plant and share
an EPPL moment. This makes the employees increase morale in working with the
organisation as their family members have been shown concerned by the company.
b. Visit to family
The concern authority makes a visit to the associates family to share their happy and
sad moment. This engagement activity is designed to build the sense of belongings to the
family with the company. Here the family members can share what they think of their spouse
or children or siblings working in EPPL.
10. Birthday bashes
Every last day of the month there is a birthday celebration for all the employees whose
birthday falls on that particular month. All the staffs gather together and celebrate the birthday
leaving the work behind for some time.
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Chapter 5
Data Analysis and Interpretation
5.1.
Analysis of various automobile companies, FMCG and Consumer durable

goods
Employee Engagement in various Automotive Industries and FMCG
Industries
Automotive Industries
TATA Motors
Activities
1. Community development centres
a. Merging families into TATA org. culture
b. Facilities include; sports, medical, gyms.
c. Merit awards to employees children.
Leadership
Development
2.
a. Comprehensive leadership development programme
b. Multi-rate feedback/reflection
c. Individual development plan
d. Team building
3. Regular town halls
a. Lunch with MD, phone your MD to increase interaction between
employees and MD
b. Ethical issues are dealt by Chief Ethics Officer and Local Ethics
Officer
c. Womens welfare committee to handle women related issues
4. Darpan Annual Employee Engagement Survey
5. Training
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a. Innovative workshop
b. Cross functional teams
c. Collaborative working
6. Gyan Jyoti
a. Enhance skills through e-learning
b. In house expertise
7. Samvedna
a. Tree plantation drive
b. Energy conservation
c. Wealth out of waste initiatives
Maruti Suzuki
Activities
1.
2.
3.
4.
e-Parivartan Programme
Volunteer program for employees to engage in social and community work
a. Mentoring
b. Teaching
c. Community development
d. Raising environmental awareness
e. Organising health
Employee reward programme
a. Reward for best employees monthly or quarterly
b. Reward for best workers monthly
Stay interview
a. Understand employees aspiration, problems and expectation.
b. Changes in performance rating scale, career progression policy and
employee referrals
Suggestion schemes
a. FY2012-13 received over 3.96 lakh suggestions from its employees
resulting in savings
b. Saving of Rs 354 crore
c. Reward employees every month for the suggestions in cash and
kind.
Year
No. of suggestions
cost saving (in Crores)
2009-10
128,861
202.10
2010-11
185,645
147.08
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2011-12
320,000
294.2
2012-13
396,000
354
ASHOK LEYLAND
Activities
1.
2.
3.
Mission Yes Powered by youth

a. Engage and harness the substantial youth power.
b. Meeting the emerging business challenges.
Mission Gemba
a. Information spread
b. Developing skills
c. Empowering employees to reach world class level of quality.
d. Recognition and rewards for performance
Future Leader Program
a. Systematic attempt at identifying and nurturing future leaders.
Mahindra and Mahindra
Activities
1.
2.
3.
4.
5.
Young Mahindra program

a. Participation of youngster to form a parallel governing council
b. Debate on company issues and bring solutions.
c. Cultural programs
d. Communication of recommendation
Rise i4 ideation program
a. Teams and workmen ideas of improving PQDSM
b. Central competition for best ideas given
c. Encouraging rewards and recognition program
Man of the month and man of the year
a. Monthly, quarterly, 6 months and yearly basis.
b. Winners family is invited to join the celebration
c. Felicitation his/her spouse for their success
d. Family engagement program
Mahindra skill competition
a. Selected employee participate in world skill competition
b. Participate at international level
Occasional carnival-like experiences
a. Pottery making
b. Jewellery making
c. Karaoke
d. Street market selling sweets
e. Handicraft
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6.
Town halls
a. Meeting of senior management with employees to share
business updates
b. Opportunity to employees to ask and directly interact with the
senior management
Toyota
Activities
1.
2.
3.
4.
5.
6.
Rewards and benefits

a. Discounted vehicles and spare parts
b. Overseas career development
c. Parental leaves
d. Employee assistance program
e. Superannuation
Employee satisfaction survey
a. Determine employee satisfaction index
b. Opportunity for employee to make confidential comments
c. Improvement of workplace culture
Labour management meeting
a. Discussion and negotiation
b. Opinion sharing
c. Mutual understanding regarding labour-management issues
Health and safety
a. Building up good health
b. Bolstering mental health care
c. Health and safety training
Study dispatch program for young employees
a. Develop and enhance the skills of young employees
b. Employees in the 4th year with Toyota are dispatch to overseas
subsidiaries, overseas graduation program
c. Acquire practical skills, deepen understanding of different culture,
improve language skills in the workplace
Athletic clubs
a. 35 athletic clubs
b. Source of pride for all employees
c. Motivation and encouragement
Ford Motors
Activities
1.
Interactive forums
a. Intranet site @Ford Online
b. Annual sustainability reports and executive summary
c. Social media applications, e.g. Facebook
d. Trade union agreement and joint labour-management committees
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e. Websites and executive Q&A sessions with management

f. Quarterly Town Hall meetings
g. Employee surveys
h. Employee resource group initiatives
Go Further Employee Events
a. Opportunity to view, learn about and test yet-to-be released vehicles
Leadership development
a. Develop skill and motivate team
b. Provide safe, respectful and inclusive environment
2.
3.
Factors of production are standardized the world over, and similar product offerings
exist globally. Manufacturing firms are constantly on the lookout for distinguishing factors.
Employee engagement is the factors that can help manufacturing firms achieve excellence.
Interpretation:
The various organisations analysed in above table shows the level of engagement in various
automobile company in India.
From the above table it can be concluded that Engagement strategies mostly adopted by
various sampled automobile companies are:
A. Employee survey:
This help organisation able to see how the company is functioning from many
perspectives across the organisations structure.

Recognition of the organisations strength and weakness in key areas such as
overall employee satisfaction, supervisory effectiveness and performance
management.
Opportunity to improve performance by offering useful feedback on areas for
improvement.
Identify how much the employees are happy and connected working with the
organisation.
B. Rewards and recognition
This is one of the most motivational factors to engaged and retain the employees. Their
opinions and contributions are well recognised by the management. This increases not only
the satisfaction level but also the morale of the employees working with the organisation. This
strategy is adopted by every company to make their employees committed with the
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organisation. A unique rewards followed by Toyota is that they give discount on the vehicles
to their employees. This increases the value of the employees and also makes them their
customers.
C. Town hall meetings or communication meeting
Many issues or problems occurring in the workplace are resolved through better
communications. Errors in the handling of customer orders or service are often due to some
sort of breakdown in communication. A company conducts a town hall meeting to give
information and/or to get information. A meeting is conducted to announce a new benefit, or
describe a new policy, or clarify an issue of concern. The company promotes employee
awareness of new sales or marketing plans, new customers, new products or services, or sales
goals or milestones through town hall meetings. A group meeting helps to build a better team
spirit in an organization.
D. Training and development
Companies try to develop their employees as a potential pool of workforce. With the
ambition the various companies arrange different training sessions for the employees. There
are online sessions where employees can assess themselves sitting at his/her own work station.
There are also the privileges of mentoring and business partnership in some companies.
Employees can have a mentor for one year to whom they can ask for help and learn new
things. The training and development programme help the employees to know better what is
the major target and of how their work should be done to achieve the aim and objectives.
Analysis of response to the survey
5.2.
Relation to Organisation
1. I think this organisation is a great place to work.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
0
11
4
Percentage
0
0
0
73
27
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Pvt Ltd.
27
strongly disagree
disagree
neutral
agree
strongly agree
73
Interpretation: Out of the total respondent 73% of the sample agreed to the fact that this
organisation is a great place to work are while 27% are strongly agreed on this fact. None of
the respondent disagrees to this statement working in the organisation.
2. I would prefer someone to work here.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
2
10
3
Percentage
0
0
13
67
20
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20%
13%
strongly disagree
disagree
neutral
agree
strongly agree
67%
Interpretation: 20% of the sample surveyed strongly believe in recommending friends and
relatives to their organizations, 67% agreed to this while 13% has disregarded the option.
3. I understand the strategic goals of the organisation.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
4
10
1
Percentage
0
0
0
73
27
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Pvt Ltd.
0.13
0.27
strongly disagree
disagree
neutral
agree
strongly agree
0.6
Interpretation: The above table and chart shows that the majority of 60% of the
respondents agree with the statement that they understand the strategic goals of the
organisation. And only 13% of them strongly agreed while remaining 27% of the sampled
do not clearly understand the strategic goals of the organisation.
4. I know what I should do to help the company meet its goals and objectives.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
1
5
9
Percentage
0
0
7
33
60
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Pvt Ltd.
0.07
strongly disagree
disagree
0.33
neutral
agree
0.6
strongly agree
Interpretation: From Q4, 9 people out of 15 which is 60% strongly agreed with the fact that
they know what they should do to help the company meets its goals and objectives. On the
other hand 33% i.e., 5 people agreed to it. And 7% of the respondents are not much aware of
what they should do. As the percentage is low, so it is assumed most of the employees are
engaged.
5. I am happy about the values of this organisation how it conducts its business.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
2
9
4
Percentage
0
0
13
60
27
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Pvt Ltd.
0.13
0.27
strongly disagree
disagree
neutral
agree
strongly agree
0.6
Interpretation: Out of the total respondents, 60% agreed to the opinion that they are happy
about the values of the organisation as how it conducts its business. And of which 27%
strongly agreed while 13% of the sampled are not very happy with the organisation values.
6. The mission and purpose of this company makes me feel my job important.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
2
9
4
Percentage
0
0
13
60
27
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Pvt Ltd.
0.13
0.27
strongly disagree
disagree
neutral
agree
strongly agree
0.6
Interpretation: From Q6, 4 people out of 15 which is 27%, strongly agreed with the fact
that the mission or purpose of the company makes them feel their job important. And 9
people out of the total agreed the opinion. While 13% of the respondents are do not agree to
the fact that their job description perfectly matches with the organisational goals. As the
percentage is low, so it is assumed most of the employees are engaged.
Relation to Work
7. I am satisfied with the work I do.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
3
7
5
Percentage
0
0
20
47
33
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Pvt Ltd.
0.2
0.33
strongly disagree
diasgree
neutral
agree
strongly agree
0.47
Interpretation: 33% of the total sample respondents are highly satisfied with the work they
do in the company. And 47% of the people are satisfied while the rest 20% merely satisfied
with the works.
8. I am prepared to put myself out to do my work.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
1
10
4
Percentage
0
0
7
67
26
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Pvt Ltd.
0.07
0.27
strongly disagree
disagree
neutral
agree
strongly agree
0.67
Interpretation: As is indicated by the results, that 27% and 67% of the employees strongly
agree and agree with the statement that if the company requires them for extra effort, they
are ready to help the company respectively. This shows that the employees are very
dedicated towards their work and are happy to being that organization .Extra effort indicates
extra time for work and less time for family, they are even agree to that that. Therefore
employees are the strength of EPPL.
9. My job is challenging.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
1
6
8
Percentage
0
0
7
40
53
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0.07
strongly disagree
disagree
0.53
neutral
0.4
agree
strongly agree
Interpretation: 53% out of the total respondent strongly agreed with the statement that
their job is challenging and 40% agreed with it. While 7% do not find their job so
challenging.
10. I am given freedom to decide how to do work.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
0
12
3
Percentage
0
0
0
80
20
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0.2
strongly disagree
disagree
neutral
agree
strongly agree
0.8
Interpretation: None of the respondent disagrees with the statement that they are given
freedom to decide how to do the work. This shows that the superior listened to the ideas and
opinions of the employees.
11. I get plenty opportunity to learn in this job.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
1
1
10
3
Percentage
0
7
7
66
20
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7%
20%
7%
strongly disagree
disagree
neutral
agree
strongly agree
66%
Interpretation: From Q11, 10 people out of 15 which are 66% agreed with the fact that has
ample opportunities to learn throughout the job. 20% of people strongly agreed to the
opinion. While 7% disagree to the opinion. As the percentage is low, so it is assumed most
of the employees are engaged.
12. I have no problem in achieving a balance between my work and my private life.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
2
11
2
Percentage
0
0
13
74
13
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Pvt Ltd.
0.13
0.14
strongly disagree
disagree
neutral
agree
strongly agree
0.73
Interpretation: A good majority of 87% sampled employees responded to the statement

that they have no problem in achieving a balance between their work and private life in
which 13% strongly agreed to it. While 13% of remaining sampled employees do not
balance the two very much.
13. I intent to go on working in this organisation.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
1
10
4
Percentage
0
0
7
67
27
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Pvt Ltd.
0.07
0.26
strongly disagree
disagree
neutral
agree
strongly agree
0.67
Interpretation: A majority of 67% has agreed to continue to serve in the same organization,
26% are very much willing to do the same whereas a stricking 7% of the employees are those
who are on the verge to leave the organization since they are not commiting.
Relation to Team Work

14. The management team here is transparent.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
0
12
3
Percentage
0
0
0
80
20
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Pvt Ltd.
0.2
strongly disagree
disagree
neutral
agree
strongly agree
0.8
Interpretation: The entire sample has agreed to the statement that the management team
here is transparent with a good proportion of 20% strongly agreed on the transparency.
15. My superior gives me help and support.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
0
9
6
Percentage
0
0
0
60
40
51

Pvt Ltd.
strongly disagree
0.4
disagree
neutral
agree
0.6
Interpretation:
strongly agree
In response to the question that weather the support that employees get
from their superior; 40% of respondents responded that they strongly agree that support from
their superior is excellent. And 60% agreed to the opinion.
The responses clearly demonstrate that the relationship of employees with their peers,
subordinate and bosses is nice. This increases the employees involvement and loyalty
towards organization
16. My department makes a valuable contribution to my company.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
0
4
11
Percentage
0
0
0
27
73
52

Pvt Ltd.
0.27
strongly disagree
disagree
neutral
agree
strongly agree
0.73
Interpretation: 73% of the total respondent responded that the strongly agreed to the
statement given that their respective department makes a valuable contribution to the
company. 27% agreed while none of the respondent disagrees to the statement.
17. My team inspire me to do my best work.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
0
8
7
Percentage
0
0
0
53
47
53

Pvt Ltd.
strongly disagree
disagree
0.47
neutral
0.53
agree
strongly agree
Interpretation: All the sampled respondents agreed with the statement that their respective
team members inspire one another to do the best work of which 47% strongly agreed to it.
Rewards and Recognition

18. I receive appropriate feedback about my performance.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
4
8
3
Percentage
0
0
27
53
20
54

Pvt Ltd.
0.2
0.27
strongly disagree
disagree
neutral
agree
strongly agree
0.53
Interpretation:
According to the Table above, 73% of the sampled employees receive
valuable and appropriate feedback about their performance in which 20% find it very useful
that helps in their development in the organization. And 27% may or may not find it
valuable or that can give any profit to them.
19. My contributions are fully recognised by my manager.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
2
10
3
Percentage
0
0
13
67
20
55

Pvt Ltd.
0.2
0.13
strongly disagree
disagree
neutral
agree
strongly agree
0.67
Interpretation:
As is depicted by the graph, 13% employees feel that their contributions
are sometime recognised. And cumulatively, 87% employees think that their contribution is
being valued and recognised by their manager in which 20% highly agreed to the opinion.
20. I am satisfied with the pay and benefits I receive.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
5
9
1
Percentage
0
0
33
60
7
56

Pvt Ltd.
0.07
0.33
strongly disagree
disagree
neutral
agree
strongly agree
0.6
Interpretation: 5 employees out of 15 are not very much happy with the pay and benefits
they receive. But 67% are satisfied with their pays of which 7% of respondents are highly
satisfied.
Competency
21. I receive adequate training relevant to my job.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
1
14
0
Percentage
0
0
7
93
0
57

Pvt Ltd.
0.07
strongly disagree
disagree
neutral
agree
strongly agree
0.93
Interpretation: A good a majority of 93% of the total respondents agreed that they receive
adequate training to their job. This indicates a good satisfaction received from the training
programme and considered useful to them.
22. My company helps me develop myself and my career.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
3
11
1
Percentage
0
0
20
73
7
58

Pvt Ltd.
0.07
0.2
strongly disagree
disagree
neutral
agree
strongly agree
0.73
Interpretation: A majority with 73% of the respondent agreed to the statement that the
company helps them develop themselves and their career. And 7% strongly agreed. While
20% do not find the company so helpful in developing themselves and their career.
23. I have the skills I consider most important to do my job effectively.
Total respondent
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
15 employees
0
0
0
10
5
Percentage
0
0
0
67
33
59

Pvt Ltd.
0.33
strongly disagree
disagree
neutral
agree
0.67
strongly agree
Interpretation: The whole respondent agreed to the opinion that they have the skills they
consider most important to do their job effectively out of which 33% strongly agreed to it.
Overall satisfaction measure
60

Pvt Ltd.
Level of Satisfaction
70
60
50
percentage
40
62
30
20
27.5
10
10
0
strongly agree agree
neutral
0.28
disagree
Interpretation: Hence as per the response given by the sampled employees it can be said
that the majority with 89.7% of employees are engaged. And 10% are not engaged. While a
small proportion of 0.28% are actively disengaged.
Engaged
Partly Engaged
Disengaged
89.7%
10%
0.3%
Categories ofemployees
10%0%
engaged
not engaged
actively disengaged
90%
CHAPTER 6
61

Pvt Ltd.
Findings
I.
It can be said that the employees are very dedicated towards their work and are happy to being
that organization .Extra effort indicates extra time for work and less time for family, they are
even agree to that that. Therefore employees are the strength of EPPL.
II.
As per the analysis done for various automobile companies engagement activies,to engage the
workforce, most of the organizations analysed, surveyed periodicaly to recognise employees
and provides flexible working hours.
III.
Employees are given freedom to decide how to do their job in the organization and majority of
the employees agreed on this fact.
IV.
EPPL employees believe they work for a great company, contrary to the fact that some dont
find their future with this company.
V.
The Company in itself generates high levels of satisfaction, is socially responsible, and is
strongly aligned to personal values.
VI.
Most sampled employees agreed to fact that they get plenty of opportunities to gain their
professional growth in this organization. One reason for this could be that they find their work
not to be challenging and stimulating.
VII.
Approx. 53% employees agree that the feedback about their performance is adequate enough
while 27 % feel that they are not given adequate feedback. On the other side, 20% employees
accept that whatever feedback is provided to them is constructive.
VIII.
Differences prevailed in the existing pay and benefit as perceived by the employees of different
departments.
IX.
Teamwork is very much encouraged in this company and that most of the employees accept
X.
this.
Employees accept that the work life balance is maintained in their life and that they dont have
XI.
any difficulty in satisfying both job and private life.

Majority of the sample are loyal towards their organization and they also recommend their
friends and relatives to join the organization.
Suggestions
The HR department can focus on improving the following:
62

Pvt Ltd.
The concerned person in the organisation should conduct STAY INTERVIEW to understand the
current employees and retain valued employees.
The company could start measuring employees' passion about work and the work environment
by issuing an employee satisfaction survey on a regular basis.
Use Training to Increase Confidence - Managers should not cut training budgets to save costs
as they should understand that as a result the service delivery and morale could suffer.
Help Employees See the Big Picture - Employees want to feel that they are contributing and
making a difference.
Recognize Employee Contributions - Recognition from a supervisor makes a meaningful,

engaging difference in employee morale and employee loyalty.
Conduct welfare activities and programs like department get together, fun activities like quizzes
etc.
Employee Benefit Packages - A key motivator for employees to work hard and remain
dedicated are good benefit programs.
Always support the employees during difficult times, both financially and emotionally.
Finally the organization can increase the engagement activities like hiring a team-building
expert and arrange a one-day retreat, create an anonymous feedback mechanism, Provide
feedback and guidance every now & then, provide them with various services to help them
balance their work and family lives to understand the employees and to engage all of them
more actively than the present level.
Conclusion
63

Pvt Ltd.
Employee retention continues to remain a top priority at many organizations and one
that companies increasingly view as a driver of business strategy. Business-critical knowledge
can walk out the door when an employee leaves the company. While employee retention
figures have long been used by companies as a measure of their performance in developing an
effective organization, this view of employee retention is not only outdated, but these figures
may not be comprehensive enough to truly determine the organization's effectiveness.
The concept of employee retention is more complex than simply evaluating employee
turnover from one year to the next. These figures of employee retention can be somewhat
misleading it isn't necessarily the number of employees an organization loses, it's the
number of top-performing employees that leave the company that should be of concern. For
example, management is one of the key reasons employees decide to stay or leave an
organization. If there is high turnover among the management ranks, employees may also feel
unstable in this ever-changing environment. Yet, on the other hand, it may not be the best
business strategy to retain a manager that is disliked by employees.
The business strategy of employee retention actually lies with employee engagement;
retention is an outcome of engagement. What most organizations fail to realize is that
employee engagement is the biggest retention factor they have control over. Engaged
employees not only stay longer with the organization, they are more productive, more
conscientious, make fewer errors, and take better care of customers. The business strategy of
employee retention must incorporate methods that achieve a high level of employee
engagement among the organization's top performers, not necessarily the entire workforce.
If effective engagement practices are in place, the organizations can curb the growing
attrition rates especially manufacturing sectors. Thus the research study proves the
significance of engagement activities as a part of retention strategy in an organization.
BIBLIOGRAPHY
64

Pvt Ltd.
1. Gerard H. and Dan Crim (2006). "The Ten C's of Employee Engagement".
Ivey
Business
Journal.
http://web.ebscohost.com/ehost/pdf?
vid=18&hid=109&sid=21a25099-6e82-4e66-849c-92a8d3ee0c6e
%40sessionmgr102.
2. 2008 Employee Engagement Report. http://www.blessingwhite.com/eee
3. http://www.haygroup.ca/pdf/knowledge_engaged_performance_working_pa
per.pdf.
4. What Is Engagement?, Ken Scarlett, (2008)
5. Robinson, D., S. Perryman, and S. Hayday (2004). "The Drivers of Employee
Engagement". Institute for Employment Studies. http://www.employmentstudies.co.uk/summary/summary.php?id=408
6. V. Rama Devi, (2009) "Employee engagement is a two-way street", Human
Resource Management International Digest,
Websites:
www.everydayengagement.com
www.siescoms.edu
www.insightlink.com
www.oestrategies.com
www.peoplematrix.com
www.citehr.com
https://www.scribd.com/
65

Pvt Ltd.
ANNEXURE
Questionnaire on Employee Engagement Survey at EicherPolaris Pvt Ltd
Department_________________________.
Strongl
y
disagree
Disagree
Neutral
Agree
Strongly
agree
Relation to Organisation
1.
2.
3.
4.
5.
6.
I think this organisation is a

great place to work.
I would refer someone to
work here.
I understand the strategic
goals of the organisation.
I know what I should do to
help the company meet its
goals and objectives.
I am happy about the values of
this organization how it
conducts its business.
The mission of purpose of this
company makes me feel my
job important.
Relation to Work
7.
8.
9.
I am satisfied with the work I

do.
I am prepared to put myself
out to do my work.
My job is challenging.
10 I am given freedom to decide

.
how to do work.
11. I get plenty opportunity to
learn in this job.
12 I have no problem in
.
achieving a balance between
my work and my private life.
66

Pvt Ltd.
13
.
I intent to go on working in
this organisation.
Relation to team work

14
.
15
.
16
.
17
.
The management team here is

transparent.
My superior gives me help and
support.
My department makes a
valuable contribution to my
company.
My team inspire me to do my
best work.
Rewards and Recognition

18
.
19
.
20
.
I receive appropriate feedback

about my performance.
My contributions are fully
recognised by my manager.
I am satisfied with the pay
and benefits I receive.
Competency
21
.
22
.
23
.
I receive adequate training

relevant to my job.
My company helps me
develop myself and my career.
I have the skills I consider
most important to do my job
effectively.
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