ACKNOWLEDGEMENT

“Vision without action is merely a dream, Action without vision just

passes the time, and vision with action can change the world.” The most
awaiting moment of successful completion of an Endeavour is always a
result of persons involved explicitly or implicitly therein and it is impossible
without the help and guidance of the people around.

It is my privilege to express our sincerest regards to our Internal Mentor,

Mrs. Rajni Kapoor, for their valuable inputs, able guidance,
encouragement, whole-hearted cooperation and constructive criticism
throughout the duration of my project.

I deeply express my sincere thanks to our Head of the Department, Mr. for
encouraging and allowing me to present the project on the topic “Employee
Engagement Initiative” submitted in partial fulfillment for the degree of
Bachelor of Business Administration.

I take this opportunity to thank all our lecturers who have directly or
indirectly helped my project. I pay my respect and love to my parents and
all other family members for their love and encouragement throughout. Last
but not the least I express my thanks to my friends for their cooperation and
support.

-MADHUMITA VERMA
(Enrollment Number –02424501709)
 DECLARATION

I hereby declare that the project work entitled “Employee

Engagement Initiative” submitted to the Guru Gobind Singh
Indraprastha University is the record of an original work done
by me under the guidance of our Internal Mentor, Mrs. Rajni
Kapoor, JIMS, and this work have not performed the basis for
any Degree of diploma/ associate ship/fellowship and similar
project if any.

-MADHUMITA VERMA
(Enrollment Number –02424501709)
 TABLE OF CONTENTS

S.NO. DESCRIPTION PAGE

NO.

1 Acknowledgement 1

2 Declaration 2

3 Table of Contents 3

4 Executive Summary 5

5 Introduction 6

6 Company Profile

7 Research Methodology

8 Data Analysis and Interpretation

9 Recommendations and Conclusion

10 Annexure

11 Bibliography
 LIST OF TABLES
S.NO. TABLE TITLE PAGE NO.
LIST OF FIGURES
1 Table (1.1)
2
S.NO. Table (1.2)
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1 Figure 1
2 Figure 2
3 Figure 3 Executive summary
4 Figure 4
5 Figure 5
6 Figure 6
7 Figure 7
8 Figure 8
9 Figure 9
10 Figure 10
11 Figure 11

Engaged employees are the key to organizational success. An engaged

employee will challenge the status quo or the argument “that’s the way
we’ve always done it” and this leads to higher effectiveness within the
organization. Company leaders desire employees that see opportunities for
improvement and who can overcome challenges. The proactive employee
is one that has the hunger for results and doesn’t wait on the sidelines.

While a satisfied employee is content, an engaged employee is proactive,

takes on additional tasks, and overcomes challenges. A workforce of
engaged employees is much more capable and invested in organizational
success while experiencing fulfillment in their role.

Measuring employee engagement is essential for organizational

performance. We have included scholarly research in our investigation of
employee engagement to establish construct validity. By incorporating
scholarly research, we are happy to offer our engagement survey for you to
assess the level of engagement in your organization and facilitators of
engagement.

introduction
Chapter 1

Abstract

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.
.

EMPLOYEE ENGAGEMENT - AN OVERVIEW

INTRODUCTION
Employee Engagement is the extent to which employees think, feel, and act in ways that
represent high levels of commitment to their organization. Engaged employees are motivated to
contribute 100% of their knowledge, skills, and abilities to help their organization succeed. They
care deeply about their company, want to contribute to its success, and regularly have peak
experiences at work.

Employee engagement is a workplace approach designed to ensure that employees are

committed to your business goals and values. By involving them in your business, you will
motivate them to contribute to your business success and at the same time improve their sense of
well-being.

Further guidance on employee engagement is available in the 'Engaging for success: enhancing
performance through employee engagement' report - produced after the Department for Business,
Innovation & Skills (BIS) commissioned an independent review into engagement in the
workplace.

Employee engagement starts with managers showing a clear and collective commitment to
making employee engagement part of business culture. This means sharing information on
business plans and performance, making sure you live your business values and seeking views
and ideas from employees on how to improve your business.

It is a two-way street. Encourage your employees to play their part by sharing their feedback,
raising concerns and supporting the way you do business.

Employee engagement is a route to business success. An engaged workplace encourages

commitment, energy and productivity from all those involved to help improve business
performance.

This guide introduces employee engagement - what it means and how it works. It provides best
practice on how you can develop integrity in your business by defining, communicating and
embedding values and supportive behaviour.

WHY DOES EMPLOYEE ENGAGEMENT MATTER?

Employee engagement matters because engaged employees create loyal customers who, in turn,
drive profitable growth. That is the simple conclusion at the heart of "Putting the Service-Profit
Chain to Work", a seminal study of successful service organizations published in the Harvard
Business Review in 1994.

Based on an analysis of major US corporations such as Banc One, Intuit Corporation, Southwest
Airlines, ServiceMaster, USAA, Taco Bell, and MCI, the Harvard study established the links in
the Service-Profit Chain: Profit and growth are stimulated primarily by customer loyalty.
Customer loyalty is a direct result of customer satisfaction. Customer satisfaction is largely
influenced by the value they attach to the services provided. Value is created by satisfied, loyal,
and productive employees. Employee satisfaction, loyalty and productivity are in turn stimulated
by policies, practices and support services which inspire employees to deliver results to
customers.

In other words, the Service-Profit Chain shows how employee engagement impacts on customer
satisfaction and profitability. And it shows management the importance of focusing on the
factors which drive engagement: investment in recruitment, training and development, and the
technology that supports people, together with performance management systems which properly
link performance and pay.

For some business leaders the Harvard model did not provide the hard evidence they needed to
justify the required level of investment. However, a number of other studies have made good the
deficit, most notably the Sears Employee-Customer-Profit Chain Model which was at the heart
of a far-reaching culture change and financial turnaround at the US retail giant in the early
1990's. This model shows that a 5 point improvement in employee attitudes towards their own
job and towards Sears as a company predicts a 0.5% increase in revenue.
Since the turn of the century a number of studies have supported these findings. In 2004 Sirota
Consulting studied 28 multinational companies and found that the share prices of organizations
with highly engaged employees rose by an average of 16 per cent compared with an industry
average of 6 per cent. And an ISR study published in 2005 showed that in companies with above
average levels of employee engagement profits rose by 2.06 per cent and the operating margin
rose by 3.74 per cent over 36-months. Conversely, companies with low levels of employee
engagement saw net profit fall by 1.38 per cent and the operating margin fall by 2.01 per cent
over a 36-month period.

For other business leaders the statistics are not necessary. To them the relationship between
employee engagement and profitable growth is self-evident. When asked which measurements
"give the best sense of a company's health" in a recent Business Week advice column, former GE
Chairman and CEO Jack Welch replied: "Employee engagement first. It goes without saying that
no company, small or large, can win over the long run without energized employees who believe
in the mission and understand how to achieve it. That's why you need to take the measure of
employee engagement at least once a year through anonymous surveys in which people feel
completely safe to speak their minds." And as Richard Branson says: "We embarked on
consciously building Virgin into a brand which stood for quality, value, fun and a sense of
challenge. We also developed these ideas in the belief that our first priority should be the people
who work for the companies, then the customers, then the shareholders. Because if the staff are
motivated then the customers will be happy, and the shareholders will then benefit through the
company's success."

In summary the research shows what some of the world's most respected business leaders already
know: the links between employee engagement, customer satisfaction and organizational
performance are beyond question. However, it also shows that high levels of engagement are far
from being the norm. Indeed, recent research from Towers Perrin 1 describes
employee DISENGAGEMENT as a global epidemic. Therefore, the challenge for many
companies is to properly measure engagement, identify its key drivers and create a culture is
which engagement becomes "the way we do things around here".

BENEFITS OF EMPLOYEE ENGAGEMENT?

Employee engagement benefits everyone involved with your business by creating an informed,
involved and productive workplace that helps propel your business towards its goals. Engaged
employees:

 have a desire and commitment to give their best to your business

 generate more revenue for your business
 demonstrate higher levels of innovation
 act as advocates for your business
 have lower rates of sickness or absenteeism
 are less likely to leave your business
 behave in ways that support your business values
 have a positive impact on customer services
 offer significantly higher levels of service to customers
 more likely to create a work environment that is collaborative, creative, and stimulating.
 tend to have fewer accidents and injuries

Engaged employees also have a stronger sense of personal well-being and feel more involved,
committed and productive at work.

HOW DO WE MEASURE EMPLOYEE ENGAGEMENT?

There is no generally accepted definition of employee engagement. So it is not really surprising

that there is no definitive methodology for measuring it. Most research organizations favour the
use of a survey, and have developed distinctive approaches: The Gallup Organization is well
known for its Q12 approach and Towers Perrin-ISR for its cognitive - affective - behavioural
engagement model, but none can claim to offer the last word on the subject. Nevertheless, any
organization seeking to measure and raise the level of engagement does need to employ a
structured approach based on a tried and tested model. Below we explain Digital Opinion's
engagement model and our approach to measuring engagement.

We define employee engagement as follows:

"Engaged employees enjoy their work and are proud to tell people that they work for the
Company. They go the extra mile to help their customers and colleagues, and they want
to stay and develop a career with the Company. In the long run they are the real
contributors."

This definition forms the basis for our model, which reduces the inherent complexity to
measurable proportions.

(Figure 1) Engagement model

In the model, employee engagement has two dimensions: the first relates to the satisfaction that
people get from the individual jobs that they do. The second relates to the commitment and
loyalty they feel towards their employer. Each dimension has three facets which form the basis
for six key questions.

The satisfaction dimension focuses on:

The extent to which people feel that they are doing the job they want to do and
Work
are equipped to do

The extent to which people feel supported in their efforts by their manager and
Support
colleagues

The extent to which people feel that their efforts and contribution are recognised
Recognition
and valued

The commitment dimension focuses on:

 Loyalty The extent to which people want to stay and develop a career with the company

The extent to which people are willing to recommend their company to family and
Advocacy
friends

The extent to which people feel that managers and colleagues "walk the talk" in
Values
terms of the company's values

The combined scores for these six questions enable us to construct an Engagement Matrix which
describes the level of engagement in a Company or any part of that company.

Engaged employees are those who get satisfaction from their work AND are committed to their
employer. They are the real contributors. Disaffected employees are those who are negative on
both counts. They can be expected to make a minimal contribution, have a negative impact on
their colleagues, or leave the Company. The two most interesting categories are the uncommitted
and the frustrated. The former are those who take satisfaction from their individual jobs but have
little sense of commitment to the company. The latter are those who are committed to the
Company

Having established a measure of engagement we then look at how each of the other issues
covered by the survey affects those two dimensions, and identify the things that matter most to
its people - the key drivers of engagement. Those are the issues that need to be focused on to
raise the level of engagement.

THE ENGAGEMENT PROCESS

We see raising employee engagement as an ongoing business improvement process which needs to be
directed by senior management but driven by line managers and team leaders working with their
teams.Our recommended approach to managing an engagement survey and post-survey actions depends
on which stage of the process the client is at.

Year one: Company-wide focus

For the first year we recommend a top level company-wide approach. Senior management and HR
assume direct responsibility for promoting the survey, maximising the response, championing post-survey
actions and ensuring that they are followed through. Analysis and reporting are conducted at a company
wide-level and the focus is on the big engagement issues rather than departmental or team level concerns.
This company-wide approach reduces concerns about confidentiality and helps to maximise the response.
Positioning the senior team as the principal engagement champions helps to raise the profile of employee
engagement throughout the company.

Year two: Divisional/departmental focus

For the second year we recommend a more in-depth approach. Senior management and HR continue to
play a part in promoting the survey, and monitoring the roll-out of post-survey actions. However, direct
responsibility for the survey and the broader engagement process is delegated to the next management tier
such as divisional/departmental heads. It is now their responsibility to maximise the response, champion
post-survey actions and ensure that they are followed through. Analysis and reporting are conducted at a
divisional/departmental as well as at a Company wide-level, and the focus is now on the generation of
divisional/departmental solutions to the key engagement issues. The tangible improvements which
followed the first survey should help to ensure a high level of involvement in the survey and commitment
to the engagement process.

Year three: Team focus

After two surveys and two rounds of the engagement process it is time to delegate responsibility for
engagement down to line managers and team leaders. It is their task to maximise the response, champion
post-survey actions and ensure that they are followed through. Analysis and reporting are now conducted
at a team level as well as at a divisional/departmental and Company wide-level, and the focus is on line
managers and team leaders working with their teams to the generate team solutions to the key
engagement issues. It is at this level - line managers and team leaders working with the own teams - that
engagement really takes root and becomes an integral part of the company's culture. And in that context it
is useful to recall the point made by the CIPD: Engagement is something the employee has to offer: it
cannot be "required" as part of the employment contract.

Three-year engagement process

SEIJITS & KRIM’S MODEL OF TEN C’S WITHIN
EMPLOYEE ENGAGEMENT

Current models for employee engagement generally focus on organizational policies.

Today’s changing workforce generations are looking for more!

Based on worldwide research onto the drivers of employee engagement, The Training
Foundation developed the CHOICETM model in consultation with a number of major clients. This
innovative model has the objective of providing leaders and managers with clear insight into the
real issues they face in sustaining high levels of engagement in their people.

The Ivey Business Journal published a report that supports the employee engagement element of
this list and perhaps goes even further by suggesting that everything begins with employee
engagement.

They refer to Seijits & Krim’s model of Ten C’s within Employee Engagement that encompasses
the elements of resourcing and skills and development as components of employee engagement.

The Ten C’s of Employee Engagement tell that how can leaders engage employees’ heads, hearts
and hands. The literature offers several avenues for action; we summarize these as the Ten C’s of
Employee Engagement.

The Ten C’s of Employee Engagement are:

1. Connect 

 Managers should connect with employees.
 If 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.

2. Career 

 Leaders should provide challenging and meaningful work with opportunities for c
areer advancement. 
 Organizations must provide job rotation for their top talent and assign stretch
goals.
 Are people accountable for progress?
 Are jobs enriched in duties and responsibilities?
 Good leaders challenge employees; but at the same time, they instill 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 depends critically on how clear individuals are
about their goals and what they really want to achieve.

4. Convey 

 Leaders must 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.
 They also provide feedback.

5. Congratulate 

 Employees often receive immediate feedback when their performance 
is poor, or below expectations.
 But praise and recognition for strong performance is much less common.

6. Contribute 

 People want to know that their input matters and 
that they are contributing to the organization’s  success in a meaningful way.
 Employees’ understanding of the connection between their work and the
strategic objectives of the company has a positive impact on job performance.
 Good leader’s help people see and feel how they are contributing to the
organization’s success and future.

7. 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.

8. Credibility 

 Leaders should strive to maintain a company’s reputation and 
demonstrate high ethical standards. 
 People want to be proud of their jobs, their performance, and their organization.
 That is not possible in an unethical organization.
 9. Control 

 Employees value control over the flow and pace of their jobs.
 Leaders can create opportunities for employees to exercise this control.
 Leaders must consult with their employees with regard to their needs.
 Key questions are :
o Do leaders involve employees in decision-making, particularly when
employees will be directly affected by the decision?
o Do employees have a say in setting goals or milestones that are deemed
important?
o Are employees able to voice their ideas?

10. Confidence 

 Good leaders help create confidence in a company by being role models for high
ethical and performance standards.

Conclusion 

 There is a compelling case for leaders to make employee
engagement one of their priorities.
 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 behavioral strategies that will facilitate
full engagement.
 These efforts should be ongoing.
 Employee engagement is hard to achieve.
 If not sustained by leaders, it can wither with relative ease.
 If sustained, it gives an unmatched competitive advantage.
The Three Aspects of Employee Engagement

Global studies suggest that there are three aspects of employee engagement:

 The employee and their own unique psychological makeup and experience.
 The employer and their ability to create the conditions that promote employee
engagement.
 Interaction between employees at all levels.

Employee engagement creates great motivation within employees for the work they do and
increases their commitment to the organization. It is about creating an enthusiasm for their
roles, their work and the organization, well informed and well integrated with their colleagues
and the fabric or culture of the organization.

The Five Keys of Employee Engagement

1. Build a ‘Culture of Appreciation’ Year Round:

Use Employee Appreciation Day to kickoff a new, year-round employee recognition effort or
energize your existing one. By recognizing and rewarding employees throughout the year, it
creates a culture of appreciation and a highly motivated satisfied workforce within our
organization.

2. Create a ‘Recognition Moment’ through Meaningful Rewards:

Giving employees a generic company watch or one-size-fits-all “gift” is an uninspiring way to say
thank you. Rather, award your employees by giving them a choice of meaningful, self selected
rewards such as gift cards, quality merchandise or travel vouchers. When employees redeem
their award, it will create an important “Recognition Moment” - with impact.

3. Empower Everyone in the Process-From the Board Room to the Mail Room:

Employee recognition should not reside solely on the shoulders of management. Every person
in the organization should be empowered to acknowledge their peers and co-workers for a job
well done. This enables frequent recognition and engages the entire staff – not just the top 10%-
in the process.
 4. Tie Rewards to the Bigger Picture for Bigger Results:

Employee recognition should be directly linked to the company’s vision/mission. This aligns the
entire workforce towards achieving critical company milestones.

5. Communicate , Again and Again:

Frequent program communication raises awareness increases partition, boosts performance,

and most importantly, helps develop that important culture of appreciation.

The Super Seven Factors for Employee Engagement

By Melanie Joy Douglas, Monster.ca , a new report identifies seven clear indicators of
employee engagement and points to how Canadian employers should be addressing
employee satisfaction and retention.

The independent study, conduct by WarrenShepell and Canadian HR Reporter,

surveyed more than organizational leaders across Canada. “The report’s data shows
links between the presence of seven top job and workplace factors and positive
employee mental health, a lower rate of turnover, and factors satisfaction,” explains Rod
Phillips, president and CEO of WarrenShepell in a recent press statement.

The top seven workplace factors are as follows:

1. Trust senior management.

2. Asked for their ideas and opinions on important matters.

3. Clearly understands the organization’s vision and strategic direction.

4. Trust their supervisors.

5. Receive recognition and praise for good work.

6. Have a clear say in decisions that affect their work.

7. Perceive their supervisors as caring and considerate of their well-being.

When asked to evaluate how much of a presence these top workplace
characteristics had, Canadian business leaders respond as follows:

o Trust senior management: 37%

o Asked for their ideas and opinions on important matters: less than 50%
o Clearly understands the organization’s vision and strategic direction: 33%
o Trust their supervisors: 42%
o Receive recognition and praise for good work: less than 50%
o Have a clear say in decisions that affect their work: 34%
o Perceive their supervisors as caring and considerate of their well-being: 45%

“While business leaders may recognize the importance of the top seven factors,” says
Phillips, “there is still a large gap between what employees need and what is being
provided in Canadian workplaces.

Money, compensations, and perks are not even in the top seven. Rather agrees that
these survey results provide “a checklist for organizations to utilize when reviewing their
own success in dealing with satisfaction, retention, and workplace mental health
issues.”

WarrenShepell is a leading provider of Employee Assistance Programs. Canadian HR

Reporter is Canada’s national journal of Human Resource management.

Emotional Attachment
Only 29% of employees are actively engaged in their jobs. These employees work with
passion and feel a profound connection to their company.

People that are actively engaged help move the organization forward. 84% of highly
engaged employees believe they can positively impact quality of their organization’s
product, compared with only 31% of the disengaged. 72% of the highly engaged
employees believe they can positively affect, versus 27% of the disengaged. 68% of
highly engaged employees believe they can positively impact costs in their job or unit,
compared with 19% of the disengaged. Engaged employees feel a strong emotional
bond to the organization that employs them. This is associated with people
demonstrating a willing to recommend the organization to others and commit time and
effort to help the organization succeed. It suggests that people are motivated by intrinsic
factors rather than simply focusing on extrinsic factors.

Involvement
Eileen Appelbaum and her colleagues studied 15, 17 apparel manufacturers, and 10
electronic instrument and imaging equipment producers. Their purpose was to compare
traditional production system with flexible high-performance production systems
involving teams, training, and incentive pay systems. In all three industries, the plants
utilizing high-involvement practices showed superior performance. In addition, workers,
in the high-involvement showed more positive attitudes, including organizational
commitment and intrinsic enjoyment of the work. The concept has gained popularity as
various studies have demonstrated links with. It is often linked to the notion of employee
voice.

Commitment
It has been routinely found that employee engagement scores account for as much as half of
the variance in customer satisfaction scores. This translates into millions of dollars for
companies if they can improve their scores. Studies have statistically demonstrated that
engaged employees are more productive, more profitable, more customer-focused, safer and
less likely to leave their employer.

Employees with the highest level of performance 20% better and are 87% less likely to leave
the organization performance. For example, at the beverage company of, it was found that
engaged employees were five times less likely than non-engaged employees to have a safety
incident and seven times less likely to have lost-time safety incident. In fact, the average cost of
a safety incident for an engaged employee was 63, compared with an average of $392 for a
non-engaged employee. Consequently, through strengthening employee engagement, the
company saved $1,721,760 in safety costs in 2002. In addition, savings were found in sales
performance teams through engagement. In 2005, for example, low-engagement teams were
seen falling behind engaged teams, with a difference in performance-related costs of low-
engagement versus high-engagement teams totaling $2,104,823.3.

Employee Engagement and Cost Control

Employee Engagement and Cost Control Co-exist, because Cost control has many
ramifications right from people related cost to business related cost like travel cost, cost
of operations etc. In this environment what gets highlighted is people related cost where
as there is more to it. In fact employees who are closest to business are best suited to
give ideas related to cost control and ultimately we depend on them for execution.
The approach should be communication at all levels and making sure employees are
explained the reason for the cost containment initiatives. We should actually engage
employees help and seek their ideas in making business viable and strong. Finally any
business which has or may have developed the habit of spending more or consuming
more will have to in how they spend resources. The recipe is same for everybody-
Organization as well as for individuals.
In the kind of strategies created by organizations, the engagement strategy can be sliced at
various levels. At a minimum level its parties, office get together etc. Cost containment initiatives
usually target such areas and if we keep our employees informed they are ok with it in the short
run. We should provide good career, greater exposure to senior management, having a process
for feedback in letting employees know how they are doing is the best strategy.

Employee Engagement & Retention

Employee engagement illustrates the commitment and energy that employees bring to
work and is a key indicator of their involvement and dedication to the organization.
Employees who are engaged are more productive, content and more likely to be loyal to
an organization. When organizations put sound HR practices in place, they are more
likely to discover that employees feel satisfied, safe and will work to their full potential
and that means they are more likely to stay put .

HR Responsibility towards Employee Engagement

1. Strategic HR Planning:

People are the main resource that organizations have for delivering services. Strategic
HR Planning links HR management directly to an organization’s strategic plan and that
means that staff will have meaningful roles tied to the strategic direction of the
organization.

2. Strategically Planning:

How your organization will meet its current and future HR needs and how people will be
supported and nurtured within your organization is critical for success.

3. Operational HR Planning:

At an operational level, organizations put in place HR management practices to support

management and staff in achieving their day to day goals. Whether it’s determining how
many employees are needed to deliver services over the next year or how performance
will be monitored, the HR management practices and activities needs to be planned to
answer the question: “Where is our organization going and how will it get there?”

An operational plan ensures that employees are properly supported.

4. Compensation and Benefits:

Though usually not ranked the most important, compensation is an important factor in
job satisfaction. An employee who feels adequately compensated monetarily is more
likely to stay with your organization.

5. Developing HR Policies:

Policies and procedures both communicate the values of your organization and provide
everyone with a consistent process to follow. Policies and procedures provide your
employees with a process to follow and that knowledge can help them confidently
approach situations- particularly difficult situations.

6. Employment Legislation Standards:

Provincial/territorial and federal governments outline the minimum requirements to

ensure a safe and equitable work environment for employees.

7. Job descriptions:

Job descriptions are basic HR management tools that can help to increase individual
and organization effectiveness. A well-written job description sets an employee up for
success by outlining their responsibilities and the parameters of their position. Job
descriptions also show how an employee’s position contributes to the mission, goals
and objectives of the organization.

8. Performance Management:

Performance Management is an ongoing process where the manager/supervisor and

employee work together to plan, monitor and review an employee’s work objectives or
goals and overall contribution to the organization motivates employees to do their best.

Establishes clear communication between the manager and the employee about what
s/he expected to accomplish Provides on-going, constructive feedback on performance.
Establishes plans for improving performance, as necessary Identifies the skills and
abilities of each employee so that work assignments build on and reflect an employee’s
strengths. Identifies individual employees for more challenging work assists and
supports staff in achieving their work and career goals by identifying training needs and
development opportunities contributes to succession management plan so that
employee skills are developed and employers develop they need to fill an potential HR
gap in the future.

9. Learning, Training and Development:

Investing in training programs helps employees develop personally and professionally.

10. Workplace Diversity:

Creating an environment where people feel welcome and safe from harassment and
discrimination motives staff to perform absenteeism and performance problems
decrease while productivity, morale and employee retention increases.

11. Work Term and Group Dynamics:

When you develop and support effective teams, you enhance the power and feeling of
satisfaction of individuals working on the team. When a team works well, it means that
staff trusts one another and that leads to better sharing of knowledge and
understanding.

12. Conflict Resolution:

In a healthy workplace, there will be conflict. Having a conflict resolution policy and a
process will mean that conflict is constructive and not destructive.

13. Workplace Wellness Initiatives:

A healthy workplace means more than just warding off colds and the flu. It is more
holistic and takes into consideration the physical, spiritual, environmental, intellectual,
occupational and mental health of employees. Wellness promotion doesn’t just benefit
the employee because an organization filled with healthy, balanced and fulfilled
employees, is a productive workplace that retains its employees.

14. Employee Recognition:

Giving employees sense of shared values and purpose by creating a relationship with
them is important. When you thank employees you value them and that, in turn, is
motivating. Updating staff on organizational issues through internal communications like
e-mail updates and newsletters builds the sense of team and their value to the team.
 15. Staff-volunteer relations:

Develop a sense of team with staff and volunteers contributing to the organization’s
mission.

Employee Engagement Consists of Two Main Elements

1. Employee satisfaction
2. Job satisfaction

Employee Satisfaction

Employee satisfaction is a measure of how happy workers are with their job and working

environment. Keeping morale high among workers can be of tremendous benefit to any
company, as happy workers will be more likely to produce more, take fewer days off, and stay
loyal to the company. There are many factors in improving or maintaining
high employee satisfaction, which wise employers would do well to implement.

To measure employee satisfaction, many companies will have mandatory surveys or face-to-

face meetings with employees to gain information. Both of these tactics have pros and cons,
and should be chosen carefully. Surveys are often anonymous, allowing workers more freedom
to be honest without fear of repercussion. Interviews with company management can feel
intimidating, but if done correctly can let the worker know that their voice has been heard and
their concerns addressed by those in charge. Surveys and meetings can truly get to the center
of the data surrounding employee satisfaction, and can be great tools to identify specific
problems leading to lowered morale.

Many experts believe that one of the best ways to maintain employee satisfaction is to

make workers feel like part of a family or team. Holding office events, such as parties or group
outings, can help build close bonds among workers. Many companies also participate in team-
building retreats that are designed to strengthen the working relationship of the employees in a
non-work related setting. Camping trips, paintball wars and guided backpacking trips are
versions of this type of team-building strategy, with which many employers have found success.

Of course, few workers will not experience a boost in morale after receiving more money.
Raises and bonuses can seriously affect employee satisfaction, and should be given when
possible. Yet money cannot solve all morale issues, and if a company with widespread
problems for workers cannot improve their overall environment, a bonus may be quickly
forgotten as the daily stress of an unpleasant job continues to mount.
If possible, provide amenities to your workers to improve morale. Make certain they have a
comfortable, clean break room with basic necessities such as running water. Keep facilities
such as bathrooms clean and stocked with supplies. While an air of professionalism is
necessary for most businesses, allowing workers to keep family photos or small trinkets on their
desk can make them feel more comfortable and nested at their workstation. Basic
considerations like these can improve employee satisfaction, as workers will feel well cared for
by their employers.

The backbone of employee satisfaction is respect for workers and the job they perform. In every
interaction with management, employees should be treated with courtesy and interest. An easy
avenue for employees to discuss problems with upper management should be maintained and
carefully monitored. Even if management cannot meet all the demands of employees,
showing workers that they are being heard and putting honest dedication into compromising will
often help to improve morale.

 5 Steps to Gauge Employee Satisfaction

Energy 

If the air around the office is crackling with energy and enthusiasm then it definitely indicates
that everyone is raring to go! The spring in the step definitely indicates that the person is
charged up to face a multitude of tasks. A spontaneous rendition of the latest popular song
while being alert and glued to the monitor just indicates that the person is enjoying his job just
like one would a song and dance routine! 

Smile 

This curve is the most obvious indication of an employee's satisfaction. Happy employees make
for happy work environments. The lack of a smile and an agitated demeanor clearly signals that
the employee is not happy about something within the company, be it the individual's job, or the
work environment. 

Banter 

Office banter roughly includes coffee table and lunchroom conversations and general gossip.
Keep track of the groups of employees who gravitate together out of common interests. What is
being discussed at these places will help the HR department effectively pinpoint the levels of
satisfaction within the office. 

Willingness to take on extra

Employees who are happy with their jobs do not mind taking extra loads of the same kind. Since
they obviously enjoy what they are doing, they do not mind the extra work once in a while! 
Faithfulness to Deadlines

Adhering to deadlines is not a problem when a job is executed with enthusiasm. Lack of
motivation coupled with lethargy is kept at bay as the work is viewed not as burden but as
fun. All these indicators will prove effective only if the HR manager takes pains to keep himself
abreast of office happenings. Expecting genuine feedback through form filling is asinine, as it is
the most sterile form of communication.

Job Satisfaction

Job satisfaction is in regard to one's feelings or state-of-mind regarding the nature of

their work. Job satisfaction can be influenced by a variety of factors, e.g., the quality of
one's relationship with their supervisor, the quality of the physical environment in which
they work, degree of fulfillment in their work, etc.

This is when a person considers the whole job and everything about it.  Overall job
satisfaction is actually a combination of intrinsic and extrinsic job satisfaction:

 Intrinsic Job Satisfaction is when workers consider only the kind of work they
do, the tasks that make up the job.
 Extrinsic Job Satisfaction is when workers consider the conditions of work,
such as their pay, coworkers, and supervisor.

These two types of satisfaction are different, and it helps to look at jobs from both points
of view.  For example, if you are dissatisfied with your current job, ask yourself, "To
what extent is it due to the kind of work I am doing?"  and "To what extent is it due
to the conditions of my work?"  If it is primarily the kind of work you are doing, it
is intrinsic job dissatisfaction.  This calls for a different solution, than if your
dissatisfaction is extrinsic in nature.

And, second, you want to recognize that job satisfaction is influenced by job
expectations - what people look for or require from a job such as job security, pay,
prestige, or independence.  And, that some people have higher expectations for work
than others.  What expectations do you have for your work?  How strong are they?  

What can you do to maximize your job satisfaction?  Based on research and the
experience of professional career specialists, here are eight recommendations:

i. Know yourself. 
ii. Learn about jobs that are most likely to meet your expectations. 
iii. Consider consulting a professional career counselor.  
iv. Do not allow your job dissatisfactions to go unresolved for long. 
 v. Have realistic expectations for work. 
vi. Look separately at the kind of work you are doing versus the conditions of work.
vii. Look down the road at your possible career progress. 
viii. Examine your values -- what is most important to you.  

Chapter 2

India bulls

Indiabulls Group was established in 2000 and within a short span has grown into one
of the leading Indian business houses with its companies being listed on Indian and
overseas financial markets having a combined net worth in excess of Rs. 18,000
crores. 
‘India bulls’ is India’s leading financial services and Real Estate Company having over
640 branches across India. India bulls serves the needs of more than 4,50,000
customers with its wide range of financial services and products from securities,
derivatives trading, depositary services, research and advisory services, customer
secured and unsecured credit, loan against shares and mortgage and housing finance.
India bulls with around 4000 Relationship Managers, helps its clients to satisfy their
customized financial goals. India bulls through its group companies have entered Indian
Real Estate business in 2005. It is currently evaluating several large-scale projects
worth several hundred million dollars.
India bulls Financial Services Ltd is listed on the National stock Exchange, Bombay
Stock Exchange and Luxembourg Stock Exchange. The market capitalization of India
bulls is around USD 2,350 million (25 th April 2007). Consolidated net worth of the group
is around USD 510 million (31 st March 2007) of equity capital in Foreign Direct
Investment (FDI) since March 2000.
 Some of the large shareholders of India bulls are the largest financial institutions of the
world such Fidelity Funds, Goldman Sachs, Merrill Lynch, Morgan Stanley and Farallon
Capital.
India bulls became the first company to bring FDI in Indian Real Estate through a JV
with Farallon Capital Management LLC, a respected US based investment firm. India
bulls have demonstrated deep understanding and commitment to Indian Real Estate
market by winning competitive bids for landmark properties in Mumbai and Delhi.

Indiabulls Group Has Four Main Listed Companies

 Indiabulls Financial Services (IBFSL) is one of India's leading non-banking

financial companies (NBFCs). IBFSL’s wholly owned subsidiary Indiabulls Housing
Finance Limited (IBHFL) is a SARFAESI notified Housing Finance Company (HFC)
providing mortgages across India. With a cumulative disbursal of Rs. 40,000 crores over
past five years, IBFSL is a leading provider of lending and other financial products
including home mortgages, loans against property, commercial vehicle loans, and
commercial credit to prime corporates only. IBFSL provides competitively priced home
loans to the salaried segment clients with very high credit rating. IBFSL offers a very
high level of client servicing standards through its highly trained staff and large
distribution network encompassing more than 140 locations across India. IBFSL's focus
is on lending to prime AAA clients backed by fully secured loans. IBFSL enjoys AA+
rating and has among the lowest leverage and highest net worth among its peer group
and has very stable long term financing from leading Indian and international banks and
financial institutions.

 Indiabulls Real Estate (IBREL) is one of India's largest listed developers

currently developing 57 million square feet of residential and commercial real estate.
IBREL has an additional land bank in excess of 3,050 acres. IBREL's strategy is to be a
focused regional player. More than 90% of IBREL's portfolio by value is in the three
major markets of Mumbai, NCR and Chennai. IBREL's has acquired land in excess of
Rs. 3,000 crores through government land auctions alone over the past five years.
IBREL has delivered a record 3.3 million SF developed space valued in excess of Rs.
7,000 crores (within 4 years of inception). This would be fastest and largest delivery in
value terms by any Indian real estate developer in the same time period. IBREL's
flagship 7 million SF high-end residential and commercial development in Central
Mumbai has won awards for the best office property and has leading international and
Indian firms as tenants.
 Indiabulls Power (IBPOW) is developing over 6,600 MW of power generating
capacity across India. Execution on 5,400 MW of coal based thermal power at Nashik
and Amravati in Maharashtra amounting to a capital expenditure of Rs. 28,000 crores is
already in full swing with land, water, coal and environmental clearances in place. Work
is being executed by leading Indian and international suppliers and contractors such as
BHEL, L&T, ABB, Areva, Gammon, GDC, Kirloskar and Shapoorji Pallonji. 

 Indiabulls Securities (ISL) is one of India's leading capital markets company

providing securities broking and advisory services. ISL also provides depository
services, equity research services and IPO distribution to its clients and offers
commodities trading through a separate company. These services are provided both
through on-line and off-line distribution channels. ISL is a pioneer of on-line securities
trading in India. ISL's in-house trading platform is one of the fastest and most efficient
trading platforms in the country.
 Unique features
 Trading via branch Network, telephones and Internet account

 Automatic extended margin Trading Facility

 Integrated Banking, Trading and Depositary Account

 Technology transforming desktop into NEAT like terminal for Internet Trading
(user friendly and fast). Both NSE and BSE.

 Facility to Buy Today and Sell Tomorrow itself.

Services
 Equity & Derivatives

 Equity Analysis

 Depository Services

 Margin Trading
  Commodities

 IPO Financial

 Loan against shares

i. Equity & Derivatives:

Equities are the amount at which shareholders own in a publically quoted

company. It is the risk bearing part of the company’s capital and contrast with
dept capital, which is usually secured in some way.

Derivative is a product whose value is derived from the value of one or more
underlying called bases (underlying asset, index, or reference rate), in a
contractual manner. The underlying asset can be commodities, precious metals,
currency, bonds, stock, stock indices, etc.

ii. Equity Analysis:

In India bulls rating are based on a disciplined, objective approach that is unique
to India bulls. Their ratings are different because they are:

 Factual: Unbiased and not focused on investment banking or equity

underwriting conflicts.
 Reliable: Research done by India bulls’ researchers and correlated with
stock performance.
 Comprehensive: Large number of stocks evaluated and kept with updated.

iii. Depositary Services:

Depositary is like bank where securities are held in dematerialized (electronic)

form. India bulls Depositary services are:

 National Securities Depositary Ltd. (NSDL)

  Central Depositary Services Ltd. (CDSL)

iv. Margin Trading:

Margin trading facility is provided to those clients who pen the mantra account.
Features of margin trading as follows:

 Funds against 100% of the cash value.

 Only shares purchased in margin account can be sold in this account
 No hire restriction to clear his position subject to RMs
 Interest is charged on the amount funded from the day of trade 17-22%

v. IPO Financing:

India bulls securities Ltd started the IPO Financing in September 2004. For IPO
the company should have a minimum of 3 years experience in business.
Company came forward with the IPO for the expansion purpose or for getting
working capital. IPO is a primary market. In India bulls, financing of IPO is only
for their clients. List of approved IPO will be circulated.
 Growth story

India bulls have emerged as one of the leading and fastest growing financial company in
less than two year, since its initial public offering in September 2004. It has a market
capitalization of around 2,350 million (25 th April 2007) and consolidated net worth of the
group is around USD 510 million.

YEAR INDIA BULLS GROWTH STORY

 India bulls Financial Services Ltd. Established India’s one of the first
2000-01 trading platforms with the development of an in house team.

 India bulls expands its services offerings to include Equity, F&O,

2001-03 Wholesale Debt, Mutual fund, IPO distribution and Equity Research.

 India bulls ventured into Insurance distribution and commodities

trading.
2003-04
 Company focused on brand building and franchise model.
  India bulls came out with its initial public offer (IPO) in September
2004.

 India bulls started its consumer finance business.

2004-05
 India bulls entered the Indian Real Estate market and became the
first company to bring FDI in Indian Real Estate.

 India bulls won bids for landmark properties in Mumbai.

 India bulls have acquired over 115 acres of land in Sonepat for
residential home site development.

 Merrill Lynch and Goldman Sac, one of the renowned investment

banks in the world has increased their shareholding in India bulls.

 India bulls is a market leader in securities brokerage industry, with

around 31% share in online trading.
2005-06
 Faralon Capital and its affiliates, the world’s largest hedge fund
committed Rs. 2000 million for India bulls subsidiaries Viz. India bulls
Credit Services Ltd. And India bulls Housing Finance Ltd.

 Steel Tycoon Mr. LN Mittal promoted LNM India Internet venture Ltd
acquired 8.2% stake in India bulls Credit Services Ltd.

 India bulls entered in a 50/50 joint venture with DLF, Kenneth

Builders & Developers (KBD). KBD has acquired 35.8 acres of land
from Delhi Development Authority through a competitive bidding
process for Rs. 450 crore to develop residential apartments.

 India bulls Financial Services Ltd. Is included in the prestigious

Morgan Stanley Capital International Index (MSCI)

 Farallon capital has agreed to invest Rs. 6,440 million in India bulls
Financial Services Ltd.
2006-2007
 India bulls ventured into commodity brokerage business.

 India bulls has received an ‘in principle approval’ from Government

of India for development of multi product SEZ in the state of
Maharashtra.

 Dev Property Development plc. has subscribed to new shares and

has also acquired a minority shareholding from the company.
  India bulls financial Services Ltd. Board resolves to Amalgamate
India bulls Credit Services Ltd. And demerge India bulls Securities
Ltd.

VISION

To be the largest financial services organization in Indian retail market and became a
one-step shop for all non-banking and financial product/services for the retail customer.

Mission

1. Rapidly increase the number of our client relationships to be clear market leader.

2. Provide clients with a very broad array of product offering.

 Corporate Philosophy

 People organization
 Entrepreneurial mindset
 Ownership of responsibility
o Sitting late in office to complete work (deadlines)
o Taking care of office property
o Making suggestion and carrying out cost saving activities
o Management structure/Hierarchy
 o SWOT

philosophy

‘YOU COME FIRST ’

We have created a unique organization that is designed for you – The Smart Investor –
We passionately believe in the Smart Investor who wants to make his own educated
investment choices and demands world class access to a full range of services and
products ranging from Equities to Insurance, combined with the highest level of
integrity, service and professionalism.

India bulls is a full service investment firm offering clients access to a tremendous
range of financial services from 135 locations across 95 cities. We have a strong team
of over 1000 Client Relationship Managers focused on serving your unique needs. Our
world-class infrastructure, built with tens of crores of investment, provides our clients
with real-time service, multi-channel and 24/7 access to all information and products.
As we’ve expanded and developed to serve the needs of all kinds of investors, we’ve
expanded and developed to serve the needs of all kinds of investors, we’ve been
guided by one underlying philosophy: You Come First.

We are proud to introduce to you India bulls Professional Network TM that offers real-
time prices, equity analysis, detailed data and news, intelligent analytics, and electronic
trading capabilities, right at your fingertips. This powerful technology is complemented
by our knowledgeable and customer focused Relationship Managers who are available
to help with your financial planning and investment needs.
 Organization structure

INDUSTRY PROFILE

Stock market has been defined under section 2 (3) of Securities Contract (regulation)
Act 195 as ‘anybody of individual incorporated or not, constituted for the purpose of
assisting, regulating or controlling the business of buying, selling or dealing in
securities.
The securities, which are traded in the stock market, are defined under section 2 (9) of
the act as:

Shares, scraps, stocks, bonds, debentures stock or other marketable securities of alike
nature in any incorporated or other body corporate. Government Securities and Rights
or Interest in Securities.

Objectives

 Enhance the investment through education, protection, quality information and

speedy grievance redressed.

 Encourage corporate entities by providing an efficient secondary market through

continuous track and timely dissemination of information and compliance with
listing norms.

 Ensure quality services from members by training, guiding and facilitating the
activities of the members.
  Evolve innovative measures to upgrade the skills of personnel.

Functions of Stock Exchange

 Primary Market Function

 Secondary Market Function
 Healthy distribution of new securities
 Enlistment of newly issued securities
 Buyers and sellers meet
 Watch dog
 Easy liquidity
 Balance in fluctuation of price
 Expert investment advice
 Generation of more capital

Recognized Stock Exchange

There are 24 recognized stock exchanges in the country. By and large, all the
exchanges have computerized or screen based trading, wherein buying and selling of
stocks is done using a network of computers.

Members
The exchange has 248 members serving the diverse needs of the investors. The
corporate members constitute more than 25% of the total membership of the
exchange. Members operate within the overall framework of policies and practices
developed over a period of time by the exchange.

Listing
The security listed at the exchange includes a number of innovative and seasoned
corporate from different sectors of industry. As on 31 st March 2003 the number of
companies listed on the exchange is 575 consisting of 280 regional 295 non regional
companies.

Investor Information Centre

The exchange has established well-equipped library and investor information centre to
cater to varied information needs of investors, corporate members and others. The
centers have collection of wide range of books, periodicals, journals, annual reports,
and prospectus and research publications relating to capital markets.

Investment Education Centre

Empowerment of investors through education is focus of the exchange. The exchange

has established an exclusive investment education center to cater to the needs of the
market participants.

Clearing Settlement

Clearing and settlement refers to the function that takes place in the stock exchange at
the end of the day after all the trading transaction at the stock exchange. The
settlement of all transactions of the exchanges on a day today basis is the main goal of
the department. The transfer of the money and securities from the investor to the
broker and to the stock exchange is the responsibility of the members in the clearing
and settlement department at the stock exchange.

The prices are negotiated when agreement is entered into. The member who wants to
buy/sell will quote prices. When the prices are matched with others, then the clearing
and settlement mechanism takes place.
 Activity T + Rolling Settlement
Trading T
Securities/funds paying T+2
Securities/funds pay out T+2
Auction T+3
Auction paying/payout T+5

Online Trading

One of the greatest developments that took place in the stock exchange is that of the
replacement of the physical trading by the online trading. This has helped to increase
the volumes of the securities traded in the stock market over the years. In online trading
the rates of the securities are available to the investors during the trading hours through
the online trading television screen at the stock exchange premises.
The online trading has helped the investors to overcome the shortcomings of the
physical trading and thus avoids the disadvantages such as

 Loss of the share certificates

 Court injunctions order

 Fake and forged certificates

 Incomplete transfer deeds

 Large volumes of paper

National Securities Depositary Ltd. (NSDL)

Using innovative and flexible technology systems, NSDL works to support the investors
and brokers in the capital market of the country, NSDL, we play a quiet but central role
in developing products and services that will continue to nurture the growing needs of
the financial services industry.
In the depositary system, securities are held in depositary accounts, which is more or
less similar to holding funds in bank accounts. The cost of transacting in a depositary
environment is considerably lower as compared to transacting in certificate.

Central Depositary Services Ltd. (CDSL)

The stock exchange Mumbai and Bank of India (BOI) have jointly promoted the second
Depositary in the country for dealing in securities with electronic form by name CDSL.

Security & Confidentiality

It is an integrated part of CDSL environment. It ensures the security and integrity of data
by protecting it from any pilferage or manipulation by unauthorized users.

Stock Holding Corporation of India Ltd. (SHCL)

It is the biggest depository participant service in India. From a tentative foray in 1998
into the individual investor arena to servicing around seven lakhs accounts, they have
endeavored to constantly add and innovate to make business a pleasure for customers
over 100 of SHCL’s networked branches ensure we are available where you look out for
us. Across the country, 14 Depositary participant Machines (DPM) connected to NSDL
and seven connected to CDSL ensure fast and direct processing of our instructions.

There are private institutions that are providing the depositary participant services.
According to Security and Exchange Board of India (SEBI) scheduled commercial
banks can also act as depositary participants.

Some major players from banking sector are:

 Canara Bank
 Corporation Bank
 Dena Bank
 HDFC
 ING Vysya
 ICICI
 Company history

Indiabulls was founded in 2000 by Sameer Gehlaut, Saurabh Mittal and Rajiv Rattan
as Indiabulls Securities Ltd., a brokerage company with its revolutionary online trading
platform. In 2004, Indiabulls Group diversified in to lending and credit services. In 2005,
Indiabulls forayed in to Real Estate with the purchase of mill lands in Central Mumbai. In
2007, building on its capabilities of successfully executing large and complex projects
the group diversified into Power. Indiabulls Group all along its journey has successfully
delivered value for its customers, partners and shareholders by way of superior
products , services and timely execution.

India bulls Financial Services Ltd. was incorporated on January 10. 2000 as M/s Orbis
InfoTech Private Ltd. at New Delhi under the Companies Act, 1956 with Registration
No. 55 – 103183. The name of Company was changed to M/s. India bulls Financial
Services Private Ltd. on March 16, 2001 due to change in the main objects of the
Company from InfoTech business to Investment and Financial Services business. It
became a Public Ltd Company on February 27, 2004 and the name of was changed to
M/s, India bulls Financial Services Ltd. The Company was promoted by three engineers
from IIT Delhi, and has attracted more than Rs. 700 million as investments from venture
capital, private equity and institutional investors such as LNM India internet Ventures
Ltd., Transatlantic Corporation Ltd., Farallon Capital Partners, R Capital Partners L.P.,
and Infinity Technology Trustee Pvt. Ltd. and has developed significant relationships
with large commercial banks such as Citibank, HDFC Bank, Union Bank, ICICI Bank,
ABN Amro Bank, Standard Chartered Bank, Lord Krishna Bank and IL&FS. The
Company and its subsidiaries have facilities from the above mentioned banks and
financial institutions aggregating to Rs. 1760 million. The Company headquarters are
co-located in Mumbai and Delhi, allowing it to access the two most important regions for
Indian financial markets, the Western region including Mumbai, rest of Maharashtra and
Gujarat, and nearby cities, parts of Haryana, Uttar Pradesh and Punjab, and access the
highly skilled and educated workforce in these cities. The marketing and sales efforts
are headquartered out of Mumbai, with a regional headquarter in Delhi, and its back
office, risk management, internal finances etc. are headquartered out of Delhi, allowing
the Company to scale these processes efficiently for the nationwide network. India bulls
Financial Services Ltd. fixes an issue of Rs. 19 per share for its initial public offering
(IPO), which was oversubscribed 18.5 times. India bulls Financial Services IPO closed
on September 10, with an impressive response from all categories of investors. The
book was finally subscribed 18.5 times with over 1.3 lakh bids. The institutional portion
was subscribed more than 12 times, the retail portion 25 times and the non-institutional
portion 24 times.

Ownership Patterns

India bulls Financial Services Ltd.: Board of Directors

 Chairman
 Directors (5)
 Independent Director
 Whole Time Director

India bulls Financial Services Ltd.: Key Executives

 Company Secretary & Compliance Officer

Divisions

There are 14 divisions in the HR department of India bulls. These are:

 Recruitment
 Offers
 Appointment letters
 Joining
 Biometrics/ ECF (Employee Clearance Form) and Resignations/Mediclaim
 Compensation Management
  PF and ESI
 Training
 Performance Appraisal
 Changes and Hierarchy Updating
 Confirmations and Promotions
 Bank Account Updating
 HRIS
 HR Audit

Number of People

India bulls Financial Services Ltd., Gurgaon has over 1936 employees. The HR
department alone consists of around 69 employees.
The top level consists of 1% of total India bulls employees. Middle level is that of
9.69% and the lower level has the major portion i.e., 89.31% of the total employees.

Department Workers

 Statutory Compliance – 4 executives

 Hierarchy – 3 executives
 Audit – 2 executives
 Payroll – 3 executives

Financial Profile of the Company

India bulls Financial Services Ltd.: Balance Sheet (Crores)

 0603 - (12) 0503 - (12) 0403 - (12) 0303 - (12) 0203 - (12)

Sources Of Funds

Owner’s Fund
Equity Share Capital 32.05 26.65 16.31 15.71 15.54
Share Application Money 16.72 0.00 0.00 0.00 0.30
Preference Share Capital 0.00 0.00 0.00 0.00 0.00
Reserves & Surplus 1,279.39 421.77 40.11 14.57 9.32
Loan Funds
Secured Loans 2.97 382.18 83.03 16.73 15.26
Unsecured Loans 669.70 224.48 84.57 1.03 0.00
Total 2,000.83 1,055.08 224.02 48.04 40.42

Uses Of Funds

Fixed Assets
Gross Block 82.59 44.89 18.33 14.47 12.67
Less: Revaluation Reserve 0.00 0.00 0.00 0.00 0.00
Less: Accumulated
13.35 6.10 3.93 2.82 1.89
Depreciation
Net Block 69.24 38.79 14.40 11.66 10.78
Capital work-in-progress 3.21 1.65 0.00 0.00 0.42
Investments 267.42 0.72 0.00 0.00 0.00

Net Current Assets

Current Assets, Loans &
2,220.79 1,180.99 262.95 62.50 58.45
Advances
Less: Current Liabilities &
559.84 167.08 53.32 26.11 29.22
Provisions
Total Net Current Assets 1,660.95 1,013.91 209.62 36.39 29.23
Miscellaneous expenses not
0.00 0.00 0.00 0.00 0.00
written
Total 2,000.82 1,055.07 224.02 48.05 40.43

Note:
Book Value of Unquoted
267.42 0.72 0.00 0.00 0.00
Investments
Market Value of Quoted
0.00 0.00 0.00 0.00 0.00
Investments
Contingent Liabilities 1.50 0.62 0.19 0.00 0.00
Number of Equity shares
1,602.25 1,332.39 815.63 0.00 0.00
outstanding (in lakhs)
India bulls Financial Services Ltd.

Current Price NSE: Rs. 193.88

Market Capital: Rs. 10,638.04 Cr

At a Glance
Industry Finance – General
Business Group Not Applicable
CEO Mr. Sameer Gehlaut
Face Value 2

Financials Rs. (in Crores)

For the year 0603 0503 0403 0303

Operating Income 610.29 167.57 71.92 25.78
Net Profit 253.37 56.71 19.35 5.10
Net Worth 1,168.60 442.69 56.32 30.28
No. of Shares (in crore) 16.02 13.32 8.16 0.00
Adjusted EPS (Rs) 14.78 3.78 2.29 0.00
Book value per share (Rs) 81.85 33.65 6.92 0.00
Dividend per share (Rs) 1.80 0.00 0.00 0.00
Net Profit Margin (%) 41.32 33.73 26.91 19.13
Current Ratio 3.97 7.07 4.93 2.39
Lt Debt Equity 0.28 0.45 1.34

Products & Services

India bulls’ Client Relationship Managers are available to you to help with your financial
planning and investment needs. To provide the highest possible quality of service, India
bulls provide full access to all our products and services through multi-channels.
Our Retail Equity Business caters to the needs of individual Indian and Non- Residential
Indian (NRI) investors. India bulls offers broker assisted trade execution automated
online trading investing and access to all IPO’s. through various types of brokerage
accounts, India bulls offers the purchase and sale of securities that includes Equity,
Derivatives and Commodities Instruments listed on National Stock Exchange of India
Ltd. (NSEIL), The Stock Exchange, Mumbai (BSE) and NCDEX.

Services Offered

 India bulls Signature account: Comprehensive services including research and

investing guidance for independent investors.

 Power India bulls TM

: India bulls is dedicated to empower Active Traders through
personal service and advanced trading technology.

 Non-Resident Indian (NRI) Investor Services: With an extensive range of

investment products, you will discover an unwavering commitment to helping you
invest in India.

 Depositary Services: India bulls is a depositary participant with the National

Securities Depositary Ltd and Central Depositary Services (India) Ltd. for trading
and settlement of dematerialized shares. India bulls perform clearing services for
all securities transactions through its accounts. We offer depositary services to
create a seamless transaction platform – execute trades through India bulls
Depositary Services. India bulls Depositary Services is part of our value added
services for our clients that create multiple interfaces with the client and provide
for a solution that takes care of all your needs.

 Insurance: India bulls gives you the opportunity to avail of the whole range of
Birla Life Insurance Products through the India bulls network of 1000
Relationship Managers over 135 locations nationwide.

 Fast Loans: With India bulls Fast Loans, you can avail of easy loans for a
minimum of Rs. 10,000 to a maximum amount of Rs. 1, 00,000.

Following are the various offered:

 o Flexible loan tenor of up to 4 years (I.e. 1 month to 48 months).
o Loans available from a minimum of Rs. 10,000 up to a maximum of Rs. 1,
00,000.
o Easy monthly repayment through equated monthly installments (EMI).
o Easy documentation and quick disbursal.

 Housing Finance: India bulls have commenced lending of Mortgage Loans to

prospective customers under the flagship of India bulls Housing Finance Ltd.
Here we enable home-seekers to access finance to buy, build, rent or improve
their homes. We also provide plot loans, Loan against residential, Commercial
and Rental Property, thereby enabling the borrower to leverage the property
owned to fund any legitimate needs be it Business Expansion, Child’s Education,
Childs’s Marriage or for holiday abroad.

Competitors

India bulls is India’s leading Financial Services and Real Estate Company with a Pan
India presence. It offers ease, convenience and reliability in all their products from
securities to consumer finance, mortgage to real estate development.

Some of its competitors in the financial sector are as follows:

 AK Capital Services Ltd.

 Bajaj Global Ltd.
 Bombay Polymers Ltd.
 Centrum Capital Ltd.
 Credential Finance Ltd.
 Financial & Management Services Ltd.
 ICICI Services Ltd.
 Hiranandani
 Maruti Securities Ltd.
 Motilal
  Oswal
 PNB Finance & Industries Ltd.
 Reliance Capital Ltd.
 Reliance Capital Ventures Ltd.
 Religare
 Securities Capital Investments (india) Ltd.
 Share Khan
 Stock Holding Corporation of India Ltd.
 Tokyo Finance Ltd.
 Unicorn

Group Companies

 INDIABULLS FINANCIAL SERVICES LTD.:

India bulls Financial Services is retail financial services company providing a

diverse array of financial products and services, through its nationwide network
of over 300 India bulls offices, and services over 2, 50,000 clients spread across
110 cities in India.

 INDIABULLS RESOURCES LTD.:

India bulls Resources Ltd., a 100 per cent subsidiary of India bulls Financial
Services Ltd., has been established with the objective of evolving as independent
oil company overtime.

 INDIABULLS ESTATE PVT. LTD.:

Through its group companies, India bulls is also engaged in real estate
development.
Level Break-up

Every organization has three basic management.

These are :

1) Top-level management
2) Middle level management
3) Lower level management

All these levels have different roles and responsibilities to perform and take care of. The
following graph shows different percentages of all the three levels in India bulls. The
top-level management comprises of 1% of the entire India bulls team, middle level
management comprises of 9.69% and the lower level management comprises of
89.31%
 Level Break-up

Top Management
Middle Management
Lower Management

Level Break Up

Top Management 1
Middle Management 9.69
Lower Management 89.31

HR DEPARTMENT

HR department at IB is divided into three major teams:

 Recruitment
 Payroll
 Operations

Divisions

There are 11 divisions in the HR department of IB.

These are:
  Recruitment
 Offers
 Appointment letters
 Joinings
 Biometrics / ECF ( Employee Clearance Form ) and Resignations /
Medicians
 PF and ESI
 Changes and Hierarchy updation
 Confermations and Promotions
 Bank account updation
 HRIS
 HR Audit

Number of People

India bulls Financial Services Ltd., Gurgaon, has over 2000 employees. The HR
department alone consists 110 employees.

The top level consists of 1% of total India bulls employees.

Middle level is that of 9.69% and the lower level has the major portion i.e. 89.31% of the
total employees.

HR department at IB is divided into three major teams:

 Recruitment
 Payroll
 Operation

o The recruitment team takes care of manpower hiring as well as seletion for the
PAN India for entire group. It plays the vital role in getting the right deserving
candidates and placing them on board for the business.

The various requests are sent by the concerned business to the recruitment team
to source the candidates and schedule interviews with them.After the whole
selection process is complete the recruitment team finally issues the offer letter.
 o The operation team takes care of all operational activities including
documentation part, generation of employee code, email ID, back account etc. It
also plays the processing part of transfer and movement cases of each business
for the PAN India. Maintaining the employee database is major task assingned to
operation team.

o The payroll team handles the attendance for the employees, their leaves,
compensations such as ESIC ( Employee State Insurance Co-operation ), LWF
( Labour Welfare Fund ) and the salary. This team also takes care of the
employee clearance i.e. it is associated with all the formalities associated with
the resigning employees.

Chapter 3
Research methodology

Sample Size: 120

Sampling method: Random

Objectives of research:
Examine the satisfaction level of employees based on each attribute of ten c model of
employee engagement.

Research Method:

Primary data collection technique: Questionnaire

Secondary data collection technique: Internet, Journal, Articles, Books.

Analysis technique: Microsoft excel

Limitation:

1. Company reluctant to share internal information with an outsider.

2. Information provided by these company only biased upon the interviewee’s or on

questionnaire so, human error on my part.

Chapter 4
DATA ANALYSIS & INTERPRETATION

Highly Satisfied Neither Dissatisfied Highly

Satisfied Satisfied Dissatisfied
Attributes nor
Dissatisfie
 d
Career 6.67 4.95 4.44 2.25 2.22
Clarity 9.00 5.11 2.93 0.68 0.00
Collaborate 8.50 3.18 4.09 0.49 2.05
Confidence 11.00 1.18 2.54 0.79 1.27
Congratulatio
6.00 1.67 6.00 0.33 3.00
n
Connect 4.29 16.33 2.69 10.77 2.14
Contribute 7.00 2.57 8.94 0.45 2.24
Control 10.00 1.10 6.36 0.16 6.36
Convey 7.50 3.60 4.17 0.24 0.00
Credibility 6.00 2.17 4.25 0.24 4.15

Table 1.1
 Career
8
7
6
5
4
3
2
1 Career
0
d d ed d d
sfie sfie sfi sfie sfie
ati Sa
ti ati ati ati
yS iss ss iss
l D Di D
gh r ly
Hi no igh
ed H
tisfi
a
erS
ith
Ne

Figure 1

Level of Satisfaction Career

Highly Satisfied 6.67

Satisfied 4.95
Neither Satisfied nor Dissatisfied 4.44
Dissatisfied 2.25
Highly Dissatisfied 2.22

The career graph shows that a high majority of people are highly satisfied with career
attribute which is essential controlling factor of employee engagement.

Next best majority belongs to satisfied category which shows that Co. is very successful
in giving career related opportunities and activities to their employees for making them
for involve in their jobs.

A very small group of people are dissatisfied with this attribute.

 Clarity
10
8
6
4
2
Clarity
0
d d d d
fie fie ed fie fie
s s sfi s s
ati Sa
ti ati ati ati
yS iss ss iss
l D Di D
gh r ly
Hi no igh
ed H
tisfi
a
erS
ith
Ne

Figure 2

Level of Satisfaction Clarity

Highly Satisfied 9
Satisfied 5.11
Neither Satisfied nor Dissatisfied 2.93
Dissatisfied 0.68
Highly Dissatisfied 0

As we have seen in career graph, here also a large majority is highly satisfied with
clarity attribute.

Next majority is with satisfied option.

Small group is with satisfied neither and option and a very few employees are
dissatisfied.

No employee is highly dissatisfied here.

Here CO. should try to give more clear vision to its employees.
 Collaborate
9
8
7
6
5
4
3
2
1 Collaborate
0
ed ed ed ed ed
tisfi tisfi tisfi tisfi tisfi
Sa Sa iss
a
ss
a
iss
a
hly
r D Di D
Hi
g ly
no gh
ed Hi
tisfi
a
erS
ith
Ne

Figure 3

Collaborat
Level of Satisfaction e

Highly Satisfied 8.5

Satisfied 3.18
Neither Satisfied nor
Dissatisfied 4.09
Dissatisfied 0.49
Highly Dissatisfied 2.05

In collaborate attribute also a very largest majority is with highly satisfied option them
second level is with neither and nor option.

Third level is with satisfied option & a lowest majority is with dissatisfied thought which
shows that Co. seems to be successful in this attribute also. Only a few efforts will be
required here.
 Confidence
12
10
8
6
4
2 Confidence
0
ed ed ed ed ed
tisfi tisfi tisfi tisfi tisfi
Sa Sa iss
a
ss
a
iss
a
h ly
r D Di D
Hi
g ly
no igh
ed H
tisfi
a
erS
ith
Ne

Figure 4

Confidenc
Level of Satisfaction e

Highly Satisfied 11
Satisfied 1.18
Neither Satisfied nor Dissatisfied 2.54
Dissatisfied 0.79
Highly Dissatisfied 1.27

Confidence graph is giving wonderful results here.

Without having any doubt mostly employees gave the highly satisfied feedback in
confidence attribute.

No need to say that Co. selects very confident employees which automatically engage
them in their work.

A very high employee engagement seems here.

 Congratulation
7
6
5
4
3
2
1 Congratulation
0
ed ed ed ed ed
tisfi tisfi tisfi tisfi tisfi
Sa Sa iss
a
ss
a
iss
a
h ly
r D Di D
Hi
g ly
no igh
ed H
tisfi
a
erS
ith
Ne

Figure 5

Level of Satisfaction Congratulation

Highly Satisfied 6
Satisfied 1.67
Neither Satisfied nor Dissatisfied 6
Dissatisfied 0.33
Highly Dissatisfied 3

In congratulation attribute, there is an equal majority of people belongs to highly

satisfied option as well as with neither satisfied and nor dissatisfied option.

Here Co. needs to take some relevant actions so that neither and nor bar will not be
able to cross the highly satisfied bar.

Here recognition, appraisal, awards etc. are required.

Here also a very few people are with dissatisfied level.

 Connect
18
16
14
12
10
8
6
4
2 Connect
0
ed ed ed ed ed
tisfi tisfi tisfi tisfi tisfi
Sa Sa iss
a
ss
a
iss
a
hly
r D Di D
Hi
g ly
no igh
ed H
tisfi
a
erS
ith
Ne

Figure 6

Level of Satisfaction Connect

Highly Satisfied 4.29

Satisfied 16.33
Neither Satisfied nor
Dissatisfied 2.69
Dissatisfied 10.77
Highly Dissatisfied 2.14

In connect graph satisfied feedback bar is on topmost level and the second place is
taken by dissatisfaction level.

Here Co. would have to take some actions to making people more connect with their
bosses, so that dissatisfied bar will be go down and the third one highly satisfied bar will
come up.

All other options are at a very low level.

 Contribute
10
8
6
4
2
Contribute
0
ed ed ed ed ed
tisfi tisfi tisfi tisfi tisfi
Sa Sa iss
a
ss
a
iss
a
h ly
r D Di D
Hi
g ly
no igh
ed H
tisfi
a
erS
ith
Ne

Figure 7

Level of Satisfaction Contribute

Highly Satisfied 7
Satisfied 2.57
Neither Satisfied nor Dissatisfied 8.94
Dissatisfied 0.45
Highly Dissatisfied 2.24

Contribute graph shows that a highly majority of people given a feedback that they are
neither satisfied and nor dissatisfied with their contribution in the Co. activities and
works.

By applying some good methods of employee engagement the highly satisfied bar
would come up and the highest bar can come down.

Here the employee should motivate to give their suggestions in decision making.

Here also very few employees lies who are dissatisfied with their contribution.
 Control
12
10
8
6
4
2 Control
0
ed ed ed ed ed
tisfi tisfi tisfi tisfi tisfi
Sa Sa a a a
iss ss iss
h ly
r D Di D
Hi
g ly
no igh
ed H
tisfi
a
erS
ith
Ne

Figure 8

Level of Satisfaction Control

Highly Satisfied 10
Satisfied 1.1
Neither Satisfied nor Dissatisfied 6.36
Dissatisfied 0.16
Highly Dissatisfied 6.36

In this graph a highest majority says that they have control on their activities and they
are happy with the authority and responsibility which is given to them.

But we cannot ignore that in the same graph highly dissatisfied bar is also at a high
level. If necessary efforts will not be done by the Co. than it will not take time to cross
the highly satisfied bar.
 Convey
8
7
6
5
4
3
2
1 Convey
0
ed ed ed ed ed
tisfi tisfi tisfi tisfi tisfi
a Sa a a a
lyS Diss Di
ss
Diss
gh r ly
Hi no igh
d H
sfie
ati
erS
ith
Ne

Figure 10

Level of Satisfaction Convey

Highly Satisfied 7.5

Satisfied 3.6
Neither Satisfied nor Dissatisfied 4.17
Dissatisfied 0.24
Highly Dissatisfied 0

In convey graph also a large majority of employees are highly satisfied. But here also
some actions are needed to be taken by the Co. so that satisfied bar would be able to
cross the neither and nor option bar. There is a need to make the employees that what
is expected from them in their work. There is almost negligible part of employees given
dissatisfied feedback.
 Credibility
7
6
5
4
3
2
1 Credibility
0
ed ed ed ed ed
tisfi tisfi tisfi tisfi tisfi
a Sa a a a
yS iss ss iss
l D Di D
gh r ly
Hi no igh
d H
sfie
ati
erS
ith
Ne

Figure 10

Level of Satisfaction Credibility

Highly Satisfied 6
Satisfied 2.17
Neither Satisfied nor Dissatisfied 4.15
Dissatisfied 0.24
Highly Dissatisfied 4.15

In credibility graph also highest majority of employees have given highly satisfied
feedback.

But second topmost bar is of neither and nor option.

Here also some essential steps should be taken by Co. so that satisfied bar would be
able to cross the neither and nor bar and which will also help in decreasing the highly
dissatisfied bar.
Employee engagement

Satisfaction Level Employee Engagement

Table 1.2 Career 6.67
Clarity 9
Collaborate 8.5
Confidence 11
Congratulation 6
Connect 4.29
Contribute 7
Control 10
Convey 7.5
Credibility 6

Employee Engagement
12

10

6
Employee Engagement
4

0
er t l
re ity ra
te nc
e
tio
n ec ut
e
tro ve
y
ilit
y
a lar o de l a nn ib n n ib
C C b
nfi u Co tr Co Co d
o lla o r at on Cre
C C ng C
Co

Figure 11
 Our final employee engagement graph shows the highly satisfied level of all the
attributes. It clearly shows that in confidence attribute employees feel the
greatest satisfaction and have a very positive attribute towards it.

 The second best satisfaction level is with control attribute. Employees feel that
they have enough authority and power to take decisions which gives them
satisfaction in their job.

 Third best level is with clarity attribute. A majority of employees feel high
satisfaction in clarity attribute also. They are clear with all rules and regulations of
Co. as well as mission and vision of the Co.

 Fourth best level is with collaborate attribute. Collaborate attribute shows the
quality of leadership in team work. Most of the employees are happy with the
quality of work of their leaders which shows that the teams are working very
efficiently.

 Fifth best level goes to convey. It shows that most of the employees are very
clear about that what is expected them at their work.

 Sixth level is of contribute attribute. It is on sixth level which shows that almost
only half of the employees are fully satisfied with their contribution in the working
of Co. It is not the positive indication because the other of employees feel that
they are not contributing as they can.

 Seventh is career. In career also almost half of the employees are fully satisfied.
There is need to provide some training, job rotation, job enlargement and self
development activities for the career improvement of employees so that the other
half of employees will also be able to achieve the high satisfaction level.

 Eighth level of high satisfaction is congratulations and credibility. Here exact half
of employees are fully satisfied in congratulations and credibility. The Co. needs
to provide recognition, performance appraisal, Gifts, incentives, bonus etc. so
that other employees will also motivate themselves to work better with their best
efforts and efficiency and then this bar will also try to reach its topmost level.

 And lowest place goes to connect. It shows that the Co. needs to do lot of efforts
in making the employees connect with their bosses as well as with their
organization because this attribute is at the lowest place in getting high
satisfaction level.
 Chapter 5
Findings & Inferences
FINDINGS

1. The implementation of Ten C model in India bulls is very powerful.

2. Regarding each C attribute the employees are highly satisfied.

3. Only few areas need some efforts. It is proved that India bulls leaders engage
employees heads, hearts and hands in a complete manner.

4. The employees are fully satisfied to be working here.

5. Both the employees as well as organization cares for each other.

INFERENCES

The inferences to be drawn from these findings are clear: providing your employees
with career opportunities helps drive engagement, and facilitating effective career
discussions helps create career opportunities. In other words, a line can be drawn from
career discussion through career opportunities to employee engagement. As a large
and growing body of research suggests, engagement is a key contributor to the
productivity of the individual and, ultimately, the performance of the organization.
Neither career discussion nor career opportunities, however, should be regarded as
magic bullets. As our research shows, career discussion is one of several factors
contributing to an employee’s sense that his or her organization provides career
opportunities, just as career opportunities, in turn, represent one of several factors
driving engagement. Engaging employees is a complex challenge requiring a multi-
pronged approach.
 Chapter 6

RECOMMENDATIONS

Recommendations & conclusion

1. Policies and procedures should be clear & there implementation should
mandatory.

2. Training & cultural session should be the part of policy of the organization.

3. Self development & creative activities should be encouraged. Mandatory leave

policy should be implemented.

4. Improvement in tax planning, provident fund & other benefits are also required.

5. Matter of party/outing can be looked for.

6. More trustworthy environment & clarity on roles is also required by the

employees.

7. Job rotation should be there so that all the employees are familiar with each
other’s job & they will be skilled in all aspects.

8. A relation between management and employees should be familiar so that a

healthy environment can be created. It will be good for both Co. and employees

9. HR interaction and role to be enhanced & it needs to be proactive.

 CONCLUSION

Employee Engagement is the buzz word term for employee communication. It is a

positive attitude held by the employees towards the organization and its values. It is
rapidly gaining popularity, use and importance in the workplace and impacts
organizations in many ways. Employee engagement emphasizes the importance of
employee communication on the success of a business. An organization should thus
recognize employees, more than any other variable, as powerful contributors to a
company's competitive position. Therefore employee engagement should be a
continuous process of learning, improvement, measurement and action. We would
hence conclude that raising and maintaining employee engagement lies in the hands of
an organization and requires a perfect blend of time, effort, commitment and investment
to craft a successful endeavor.
 annexure

EMPLOYEE ENGAGEMENT QUESTIONNAIRE

Respected sir/madam,

All information given by you will be handled with extreme caution and confidentiality will be
maintained. Kindly fill in all details as per instructions given.

Personal Particulars

Name :

Employee ID :

Department :

Date of Joining :

Designation :

Date of Promotion :

Please tick mark the relevant answer as provided against each question.
 Work

I have the materials and

1. equipment I need to do my
job efficiently.

I know what is expected of

2.
me in my job.

Workload is distributed
3. equally throughout our
department or unit.

4. I feel competent and fully able

to handle my job.

5. I am proud to say that I work

at this company.
Strongly Disagree Neutral Agree Strongly
S.
Statement disagree Agree Comment
no
(1) (2) (3) (4) (5)

Rewards and Recognition

If I do good work I can count

1
on making more money.

XYZ Co recognizes or praises

2.
me whenever I do a good job.

3. I am happy with the benefits

package offered at XYZ Co.
Strongly Disagree Neutral Agree Strongly
S.
Statement disagree Agree Comment
no
(1) (2) (3) (4) (5)
 Opportunities

I am aware of the promotion

1
opportunities in my company.

I have a clearly established

2.
career path at XYZ Co.

In general, promotions are

3. handled fairly at my
company.
In the last year, I have had
4. opportunities to learn and
Grow.
Strongly Disagree Neutral Agree Strongly
S.
Statement disagree Agree Comment
no
(1) (2) (3) (4) (5)

Team Work

The people I work with help

1
each other when needed.

My co-workers and I share

2.
information and new ideas.

3. My co-workers do their best.

4. I enjoy working with my co-

Workers.
Strongly Disagree Neutral Agree Strongly
S.
Statement disagree Agree Comment
no
(1) (2) (3) (4) (5)
 Immediate Supervisor

1 My TL/Manager treats me
fairly.

2. I can freely approach my

TL/Manager with problems.

3. My TL handles my work-
related issues satisfactorily.
4. There is good communication
between me and my superior.
5. My supervisor cares about
me as a person.
Strongly Disagree Neutral Agree Strongly
S.
Statement disagree Agree Comment
no
(1) (2) (3) (4) (5)

Communication

1 I can trust what management

tells me.

2. I feel free to offer comments

and suggestions.

3. I feel that actions are taken

on suggestions given by me.
4. Management care for all its
employees at all levels.
Strongly Disagree Neutral Agree Strongly
S.
Statement disagree Agree Comment
no
(1) (2) (3) (4) (5)
 Quality of Life

1 I am comfortable in my place
of work.

2. XYZ Co provides me good

transportation facilities.

3. I have a best friend at work.

4. XYZ Co cares for my security

and health.
Strongly Disagree Neutral Agree Strongly
S.
Statement disagree Agree Comment
no
(1) (2) (3) (4) (5)

Recreational Activities

1 The recreational
activities( Theme days,
picnics, contests, etc) make
me look forward to work

2. Recreational activities play a

major role in my choosing to
stay at XYZ Co

3. Recreational facilities
provided by XYZ Co are as
good/better than the peer
companies.
Strongly Disagree Neutral Agree Strongly
S.
Statement disagree Agree Comment
no
(1) (2) (3) (4) (5)

Choose The Item That Would Most Improve Your Job Satisfaction.
(Select Only One)

e) Improved cooperation among my co-

a) More challenging work
workers

b) More opportunities to do what I do best f) More say in how my work gets done

c) Greater clarity about my own work

g) A better relationship with my manager
preferences and career goals

d) Greater clarity about what the organization h) Career development opportunities and
needs me to do –and why training

Choose The Item That Would Most Improve Your Performance.

(Select Any One)

a) Development opportunities and training e) A better relationship with my co-workers

b) Regular, specific feedback about how I‟m

f) More resources
doing

c) Greater clarity about what the organization g) A coach or a mentor other than my
needs me to do – and why manager

d) Better communication with my manager

Any other Comments/ Suggestions:

bibliography
WEBSITES:

 www.google.com
 www.wikipedia.com
 www.answers.com

BOOKS:

 B.S.P Rao
 T.N. Chabra
 A.K. Ashwatthappa

JOURNAL:

 Ivey Business Journal