EXECUTIVE SUMMARY

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. This study focuses on how employee engagement is an
antecedent of job involvement and what company should do to make the
employees engaged. People tend to receive more pleasure and satisfaction
from what they do if they are in jobs or roles that match both their
interests and their skills. If people feel they are making meaningful
contributions to their jobs, their organizations, and society as a whole,
they tend to be more engaged.

The connections between what people do every day and the goals
and mission of the organization is crucial to engagement. This project is
going to take into consideration the needs and wants of the employees.
The employees need to be happy with the work they are doing feel
contended as they go back home from their work and should not feel
stressed by the amount of work and flaws in the organization. They
should be overenthusiastic with their job take it as a passion and should
not take it merely as a job just to earn their living. For this purpose
knowing the employee is necessary, understanding them making them
relax at work, getting them involved with the work giving them
autonomy etc helps improve productivity. 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.
INTRODUCTION
1.1EMPLOYEE ENGAGEMENT

Engagement at work was conceptualized by Kahn, (1990) as the

‘harnessing of organizational members’ selves to their work roles. In
engagement, people employ and express themselves physically,
cognitively, willingness to accomplish organizational objectives which
began in the 1920's. The value of morale to organizations was matured by
US Army researchers during WWII to predict unity of effort and
attitudinal battle-readiness before combat. In the postwar mass production
society that required unity of effort in execution, (group) morale scores
were used as predictors of speed, quality and militancy. With the advent
of the knowledge worker and emphasis on individual talent management
(stars), a term was needed to describe an individual's emotional
attachment to the organization, fellow associates and the job. Thus the
birth of the term "employee engagement" which is an individual
emotional phenomenon whereas morale is a group emotional
phenomenon of similar characteristics

Thus, Employee engagement, also called work engagement or

worker engagement, is a business management concept. An "engaged
employee" is one who is fully involved in, and enthusiastic about, his or
her work, and thus will act in a way that furthers their organization's
interests.
Employee engagement is defined as the level of commitment and
involvement an employee has towards their organization and its values.
An engaged employee is aware of business context, and works with
colleagues to improve performance within the job for the benefit of the
organization.
 The organization must work to develop and nurture engagement,
which requires a two-way relationship between employer and employee.’
Thus Employee engagement is a barometer that determines the
association of a person with the organization. Engagement is most closely
associated with the existing construction of job involvement
Job involvement is defined as ‘the degree to which the job situation is
central to the person and his or her identity.
Kanungo (1982) defined as job involvement is a ‘Cognitive or belief state
of Psychological identification. Job involvement is thought to depend on
both need saliency and the potential of a job to satisfy these needs. Thus
job involvement results form a cognitive judgment about the needs
satisfying abilities of the job. Jobs in this view are tied to one’s self
image. Engagement differs from job in as it is concerned more with how
the individual employees are during the performance of his / her job.
Furthermore engagement entails the active use of emotions. Finally
engagement may be thought of as an antecedent to job involvement in
that individuals who experience deep engagement in their roles should
come to identify with their jobs.

For more than 20 years, managers have been looking at the

organizational factors which engage (or disengage) their employees.
Basically, an engaged workforce is always more productive than one that
isn't.
There is a cost to pay by having non-engaged employees. They don't
work hard, which means that organization lose money through less
productivity. While one may not be able to calculate the exact amount
that business loses through non-engaged employees, it is possible to get a
very good estimate of how much your business is at risk because of less
productive employees.
 Employees are not going to be a happy lot if you are going to give
those targets. From a business point of view, the statement may seem
outrageously ridiculous – having a business without targets would be as
good as spending money without knowing what you would get in return.
A business without targets risks not going anywhere, just as a ship that
has set course in the ocean has no idea where it is heading. So, is it
practically possible not to give your employees targets at all and just
expect them to perform?
Well, the idea is not what it seems at the outset. It is true that not having a
target would mean the liberty to be whatever and do whatever, something
that may not be compatible with organizational objectives. And the very
idea of business is to aim for an objective. Business should have a clear
cut target, an end result towards which it needs to strive. And managers
tend to translate business objectives into departmental, team and
individual targets.
The problem, however, would be about the targets being imposed on
employees. It is common practice in most businesses where
managements tend to have an ultimate idea of what needs to be achieved,
divides the workload into chunks and translates it for departments and
employees to achieve. And there is hardly any evidence of consultation
happening between managers and subordinates in determining, discussing
and finalizing targets.
The missing piece in the puzzle that relates management objectives
and employee targets is a consultative approach in fixing targets. To
be sure, it may not be plausible that management discuss organizational
objectives in black and white and then fix a target for an employee in
consultation with him. However, the most important aspect of fixing
targets is achieving them. And targets cannot be achieved, unless
they are taken ownership of.
Employees would take ownership of what they do, only when there is at
least a minimal degree of consultation in the process. With consultation,
there would be involvement and employee engagement – and
employee engagement is an important process that determines
organizational success. Employees would feel involved and engaged
when there is transparency in setting targets and when targets are within
reach, having been set in consultation with them.
Resorting to pressure tactics to make employees achieve targets would be
self-defeating, as it would only dent employee morale and add to work
stress, both of which are not in the interest of the organization.
HR practitioners believe that the engagement challenge has a lot to do
with how employee feels about the about work experience and how he or
she is treated in the organization. It has a lot to do with emotions which
are fundamentally related to drive bottom line success in a company.
There will always be people who never give their best efforts no matter
how hard HR and line managers try to engage them. “But for the most
part employees want to commit to companies because doing so satisfies a
powerful and a basic need in connect with and contribute to something
significant”.

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. 88% of highly engaged employees believe they can positively
impact quality of their organization's products, compared with only 38%
of the disengaged. 72% of highly engaged employees believe they can
positively affect customer service, versus 27% of the disengaged.68% of
highly engaged employees believe they can positively impact costs in
 their job or unit, compared with just 19% of the disengaged. Engaged
employees feel a strong emotional bond to the organization that employs
them. This is associated with people demonstrating willingness 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 (e.g. personal
growth, working to a common purpose, being part of a larger process)
rather than simply focusing on extrinsic factors (e.g., pay/reward).

Involvement
Eileen Appelbaum and her colleagues (2000) studied 15 steel mills, 17
apparel manufacturers, and 10 electronic instrument and imaging
equipment producers. Their purpose was to compare traditional
production systems 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
plants showed more positive attitudes, including trust, organizational
commitment and intrinsic enjoyment of the work. The concept has gained
popularity as various studies have demonstrated links with productivity.
It is often linked to the notion of employee voice and empowerment.

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 commitment perform 20% better and
are 87% less likely to leave the organization, which indicates that
engagement is linked to organizational performance. For example, at the
beverage company of Molson Coors, 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 a 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- versus high-engagement teams totaling $2,104,823.3
(Lockwood).

Generating Engagement
The main focus is on developing a better understanding of how different
variables such as quality of work relationships and values of the
organization interact and their link to important work outcomes. About
85% of highly engaged employees believe they can positively impact the
quality of their organization's products, compared with only 30 percent of
the disengaged. From the perspective of the employee, "outcomes" range
from strong commitment to the isolation of oneself from the organization.
The study shows that only 29% of employees are actively engaged in
their jobs. Those "engaged" employees work with passion and feel a
strong connection to their company. About ⅔ of the business units
scoring above the median on employee engagement also scored above the
 median on performance. Moreover, 55% of employees are not engaged
meaning that they go through each workday putting time but no passion
into their work. Only about ⅓ of companies below the median on
employee engagement scored above the median on performance.Access
to a reliable model enables organizations to conduct validation studies to
establish the relationship of employee engagement to
productivity/performance and other measures linked to effectiveness.
It is an important principle of industrial and organizational psychology
(i.e. the application of psychological theories, research methods, and
intervention strategies involving workplace issues) that validation studies
should be anchored in reliable scales (i.e. organized and related groups of
items) and not simply focus on individual elements in isolation. To
understand how high levels of employee engagement affect
organizational performance/productivity it is important to have an a priori
model that demonstrates how the scales interact. Unfortunately, the major
consulting firms have ignored this basic and critical aspect.
As employee productivity is clearly connected with employee
engagement, creating an environment that encourages employee
engagement is considered to be essential in the effective management of
human capital.

Aspects of Employee Engagement

Three basic aspects of employee engagement according to the global

studies are:-
 T he employees and their own unique psychological make up and
experience
The employers and their ability to create the conditions that promote
employee engagement
Interaction between employees at all levels.
There are three different types of people:-

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

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

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

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

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

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

Engagement has gained great importance in today’s world for managers

to cultivate disengagement or alienation which is central to the problem
of workers’ lack of commitment and motivation. Meaningless work is
often associated with apathy and detachment from ones works. In such
conditions, individuals are thought to be estranged from their selves .One
of the other Research using a different resource of engagement
(involvement and enthusiasm) has linked it to such variables as employee
turnover, customer satisfaction – loyalty, safety and to a lesser degree,
productivity and profitability criteria.
An organization’s capacity to manage employee engagement is closely
related to its ability to achieve high performance levels and superior
business results. Some of the advantages of Engaged employees are

• Engaged employees will stay with the company, be an advocate of

the company and its products and services, and contribute to
bottom line business success.
• They will normally perform better and are more motivated.
• There is a significant link between employee engagement and
profitability.
• They form an emotional connection with the company. This
impacts their attitude towards the company’s clients, and thereby
improves customer satisfaction and service levels.
• It builds passion, commitment and alignment with the
organization’s strategies and goals.
• Increases employees’ trust in the organization.
• Creates a sense of loyalty in a competitive environment.
 • Provides a high-energy working environment
• Boosts business growth
• Makes the employees effective brand ambassadors for the
company.

A highly engaged employee will consistently deliver beyond

expectations. In the workplace research on employee engagement (Harter,
Schmidt & Hayes, 2002) have repeatedly asked employees ‘whether they
have the opportunity to do what they do best everyday’. While one in five
employees strongly agree with this statement. Those work units scoring
higher on this perception have substantially higher performance.
Thus employee engagement is critical to any organization that seeks to
retain valued employees. The Watson Wyatt consulting companies has
been proved that there is an intrinsic link between employee engagement,
customer loyalty, and profitability. As organizations globalize and
become more dependent on technology in a virtual working environment,
there is a greater need to connect and engage with employees to provide
them with an organizational ‘identity.’

Assessment versus Behavioral Surveying

Employee assessment is the process of identifying which employee is

suited for promotion to a specific position, or which new person should
be hired as a new employee to fill a specific position. Behavioral
surveying or profiling, also known as personality surveying, is the means
by which each employee's personality is identified. In addition to using a
survey to identify personality, the employer also must take into
consideration other factors, such as appearance, education, skills, and
employment background.
How important is the surveying component?

Numerous studies have identified a significant correlation between using

behavioral surveys and selecting employees who have superior
performance. In one of our recent studies, we did behavioral surveys on
the franchisees of a mid-sized franchisor, and also did a job survey in
which they identified the profile of what they considered an ideal. The
results were absolutely eye-opening. Before having their franchisees do
the survey, the franchisor divided them into multiple groups based on the
amount of royalties they generated. The employer knew who the best
franchisees were in terms of generating royalties, but did not know why
they were different.

When we gave each franchisee behavioral surveys, we found a direct

correlation between the franchisees who were closest to the ideal profile
of a franchisee, and those who had the least ideal profiles. The results are
summarized in the table entitled, "Engagement Study of Leading.

The Bottom Line

Using surveys in the hiring process may be the most important thing a
company can do to assure that they put "the right people on the bus." In
today's complex business environment, fewer and fewer companies are
willing to allow its managers to provide references for employees who
leave their company. In addition, online employee ads often bring a flood
of resumes. While companies may be able to identify multiple candidates
who seem to have the right skills and appearance, the best way they can
determine whether the employee has the right personality profile is
through surveying.
How to Increase Employee Engagement

An organization’s productivity is measured not in terms of employee

satisfaction but by employee engagement. Employees are said to be
engaged when they show a positive attitude toward the organization and
express a commitment to remain with the organization.

Organizations that believe in increasing employee engagement levels

focus on:
Culture: It consists of a foundation of leadership, vision, values,
effective communication, a strategic plan, and HR policies that are
focused on the employee.
Continuous Reinforcement of People-Focused Policies: Continuous
reinforcement exists when senior management provides staff with
budgets and resources to accomplish their work, and empowers them.
Meaningful Metrics: They measure the factors that are essential to the
organization’s performance. Because so much of the organization’s
performance is dependent on people, such metrics will naturally drive the
people-focus of the organization and lead to beneficial change.
4. Organizational Performance: It ultimately leads to high levels of
trust, pride, satisfaction, success, and believe it or not, fun.

Increasing employee engagement (further)

• Provide variety: Tedious, repetitive tasks can cause burn out and
boredom over time. If the job requires repetitive tasks, look for
ways to introduce variety by rotating duties, areas of responsibility,
delivery of service etc.
• Conduct periodic meetings with employees to communicate good
news, challenges and easy-to-understand company financial
information. Managers and supervisors should be comfortable
communicating with their staff, and able to give and receive
constructive feedback.
• Indulge in employee deployment if he feels he is not on the right
job. Provide an open environment.
• Communicate openly and clearly about what's expected of
employees at every level - your vision, priorities, success
measures, etc.
• Get to know employees' interests, goals, stressors, etc. Show an
interest in their well-being and do what it takes enable them to feel
more fulfilled and better balanced in work and life.
• Celebrate individual, team and organizational successes. Catch
employees doing something right, and say "Thank you."
• Be consistent in your support for engagement initiatives. If you
start one and then drop it, your efforts may backfire. There's a
strong connection between employees' commitment to an initiative
and management's commitment to supporting it.
 Engaged High
Employee Productivity
Do Right Things
Have A Shared
Purpose
Ensure Synergy

High
Effectiveness

The outcome these factors are always positive plus these factors help in
bringing a transparent culture in the organization.

The quality of employees and their development through training and

education are major factors in determining long-term profitability of a
small business. If you hire and keep good employees, it is good policy to
invest in the development of their skills, so they can increase their
productivity.
Training often is considered for new employees only. This is a mistake
because ongoing training for current employees helps them adjust to
rapidly changing job requirements.
1.2 Purpose of Training and Development

Reasons for emphasizing the growth and development of personnel

include
• Creating a pool of readily available and adequate replacements for
personnel who may leave or move up in the organization.
• Enhancing the company's ability to adopt and use advances in
technology because of a sufficiently knowledgeable staff.
• Building a more efficient, effective and highly motivated team,
which enhances the company's competitive position and improves
employee morale.
• Ensuring adequate human resources for expansion into new
programs.

Training and development Leads to-

• Increased productivity.
• Reduced employee turnover.
• Increased efficiency resulting in financial gains.
• Decreased need for supervision.
Employees frequently develop a greater sense of self-worth, dignity and
well-being as they become more valuable to the firm and to society.
Generally they will receive a greater share of the material gains that result
from their increased productivity. These factors give them a sense of
satisfaction through the achievement of personal and company goals.
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1.4.REVIEW OF LITERATURE

John.h fleming and jim asplund report on how to manage an employee-

customer encounter. Corporate culture-In a world of cut throat
competition where only the fittest of all survives having a high
performing corporate culture is advantageous.Every organization wants
its employees to be builders as it is through their actions they make the
organization weak or strong.As the world shifts from industrial to
knowledge based economy and as employees are valued for what they
know rather than what they produce the power of the employers has
vanished or disappeared.Therefore to manage people to get the best
results and for high levels of productivity employee engagement is
necessary i.e.the ability ot capture the heads hearts and souls of the
employees to instill an intrinsic desire and passion for excellence.Just as
engaged customers are the most profitable for the company similarly
engaged employees are the companies profitable and productive
workers.Whatever may be their motivation for joining the company what
matters the most is the environment there which fosters their learning
growth starves or frustrates them.

According to John and Jim,the four dimensions of employee engagement

are-
1  How can we grow-opportunities to learn and grow,progress in
the last 6 months.
2  Do I belong-best friend, coworkers committed to quality.
3  What do I give-encourages development, do what I do best
everyday.
4  What do I get-I know what is expected from me at the work.
A report on employee engagement by Katherine esty and Mindy gewirtz-
They define employee engagement as the willingness and ability to
contribute towards the success of the company. According to them the
best way to increase employee engagement is to focus on creating a
culture of engagement and culture according to them include the
practices, shared mindset and ethos of an organization. Once the culture
is created engagement becomes the way things are done here and it need
not be created year after year. According to their model there are a few
factors that leads to a culture of engagement which in turn leads to greater
profits, increased productivity and retention of valued employees. The
factors are as follows-
1  Two way feedback --Organization does well in terms of
communication down from the management to the employees but fail to
communicate up on a regular basis.
2  Trust in leadership --Trust can be shattered when promises are
broken, building trust is a slow process and could be done by
communicating a clear vision of the organization.
3  Career development --Engagement levels rise when there is a
formal career development (e.g.) career development tracks etc.
4  Employees understand their role in success --It is important for
the employee to know what should be done differently to help the
business succeed hr can in turn clarify what are the competencies and
how helping the employees upgrade their skills and to match the needs of
the future.
5  Shared decision making –Decision making should be pushed
down to the lowest possible level so that the employee feels that his view
points are taken into consideration by the management.
Report by Jason Mathews It is said that the engaged employees are not
just committed, they are not just passionate or proud but instead They
have a line-of-sight on their own future and on the organization’s mission
and goals. They are using their talents and discretionary effort for the
betterment of the organization. There is a clear correlation between
engagement and retention, with 85% of engaged employees indicating
that they plan to stay with their employer through 2008. An effective
employee retention strategy is based on an understanding of engagement.
Moreover, engaged employees stay for what they give (they like their
work); disengaged employees stay for what they get. To keep the
employees engaged the practices according to him should be --
1  Maximize managers - they are the main connection in the
employee engagement equation.
2  Align, align, align - clarify strategy and organizational goals.
3  Redefine career - employees need line-of-sight on their future to
be truly engaged.
4  Pay attention to culture - culture and employee motivation go
hand-in-hand.
5  Survey less, act more - don't rely purely on an employee
engagement survey to drive your strategy
This is really important; if one wants business to flourish and reach
heights then this above figure should be kept in mind. This is the reality
of life nothing to learn from books its generic if you treat your people
your employees in a good manner keep them happy, respect them they
will respect you back, they will feel motivated and happy and thus will do
their duty or any work assigned to them will full enthusiasm and panache
as a matter of fact. They will treat the customers as if they are their own,
then comes word of mouth which we all know is a great traveler and
travel miles and across globe. These customers call us and buy then rest
is up to the company this cycle can be followed or can be broken can be
followed for good can be broken for your own loss decide for yourself.
2.1.Scope of the Study:

1. Only the Employee Engagement is considered.

2. The study is conducted at Micromax Software solution with a
simple sample size of only 50 employees.
3. In order to analyze the study the questionnaire has been
administered to the Employees.

2.2.Need of the Study:

 The answers from the Employees will give the true picture of the
Employee Engagement
 Analyzing the candidates answers will help in understanding
problems from the Employees view, thus will help to develop the
current system and making it more effective.
2.Objectives of the Study:

Primary objectives
 To study the employee engagement on Micromax Software
Solutions.
Secondary objectives
 To examine the importance given by employees to their work.
 To study the effectiveness of free flow of information between the
management and the employees.
 To examine the effects of work culture/environment and ethos on
employees.
 To find out whether the employees are being adequately
compensated for their service.
 To know the suitable measures to suggest for improvement.
2.4.Limitation of the Study:

1. Time constraint serves as the main limitation for the study. As the
project study is vast nature and employees has less time to give answer.

2. The study undertaken may not be dependable because it is a research

not a consensus.

As the study had been done on a small scale which increase the chances
for misinterpretation.
 2.5.RESEARCH METHODOLOGY
1. Sources of data
Both primary and secondary data are collected so as to fulfill
various objectives of the present study. For the purpose of collection of
data, a detailed questionnaire has been prepared and collected from the
employees.
2. Sample size
For the purpose of the study 150 questionnaire were
collected from the Employees.
3. Sample design
The questionnaire is well structured, simple and
understandable so as to cover the objectives of the study. The method of
sampling adopted for the study is a convenient sampling method.
4. Tools used for the study
For the purpose of the study following tools has been
considered. Percentage analysis or descriptive analysis for exhibiting
ordinary tables and chi square analysis used to test the significant
association between two attributes.

a. Descriptive / Percentage analysis:-

Percentage analyses is carried out for the answer given by the
respondents towards the questions given in the questionnaire
b. Chi – square Analysis:-
Chi – square analysis is an important test to find out whether there
are any relationship two variables.
Formula for calculating chi – square analysis is following:

(0-E) 2
χ2 = ∑ ----------
E

Where O = Observed frequency,

E = Expected frequency

Correlation Co-efficient Definition:

A measure of the strength of linear association between two variables.
Correlation will always between -1.0 and +1.0. If the correlation is
positive, we have a positive relationship. If it is negative, the relationship
is negative.
Formula:
Correlation Co-efficient :
Correlation(r) =[ NΣXY - (ΣX)(ΣY) / Sqrt([NΣX2 - (ΣX)2][NΣY2 -
(ΣY)2])]
where
N = Number of values or elements
X = First Score
Y = Second Score
ΣXY = Sum of the product of first and Second Scores
ΣX = Sum of First Scores
ΣY = Sum of Second Scores
ΣX2 = Sum of square First Scores
ΣY2 = Sum of square Second Scores
 DATAANALYSIS AND INTERPRETATION:

PROVIDED WITH ALL THE MATERIALS WHICH ARE REQUIRED

TO PERFORM A JOB

SL.N PARTICULARS NO.OF PERCENT

O RESPONDENTS AGE
1 STRONGLY AGREE 24 48
2 AGREE 14 28
3 NEITHER AGREE NOR 4 8
DISAGREE
4 DISAGREE 6 12
5 STRONGLY DISAGREE 2 4
TOTAL 50 100

50 48
45
40
Percentage

35
30 28
25
20
15 12
10 8
5 4
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Particulars
INTERPRETATION:
In the above diagram, 48% are strongly agree, 28 % are agree, 8% are
neither agree nor disagree, 12% are disagree and 4% are strongly
disagreed.
THE PROCESSES AND PROCEDURES ADOPTED BY
ORGANISATION FOR EVALUATION AND PROMOTION
PURPOSES ARE FAIR

SL.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 4 8
2 AGREE 6 12
3 NEITHER AGREE NOR 5 10
DISAGREE
4 DISAGREE 18 36
5 STRONGLY DISAGREE 17 34
TOTAL 50 100

40
36 34
35
30
Percentage

25
20
15 12
10 8 10
5
0
Strongly Agree NeitherDisagreeStrongly
Agree Agree Disagree
Nor
Disagree
Particulars

INTERPRETATION:
In the above diagram, 8% are strongly agree, 12 % are agree, 10% are
neither agree nor disagree, 36% are disagree and 34% are strongly
disagreed.

REGULARLY RECEIVE RECOGNITION/PRICES TO RECEIVE

GOOD WORKS
SL.NO PARTICULARS NO.OF PERCENTAGE
RESPONDENTS
1 STRONGLY AGREE 8 16
2 AGREE 12 24
3 NEITHER AGREE 8 16
NOR DISAGREE
4 DISAGREE 10 20
5 STRONGLY 12 24
DISAGREE
TOTAL 50 100

25 24 24
20
20
Percentage

16 16
15

10
5
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Particulars
INTERPRETATION
In the above diagram, 16% are strongly agree, 24 % are agree, 16% are
neither agree nor disagree, 20% are disagree and 24% are strongly
disagreed.
CO-WORKERS GIVE DUE RESPECT TO MY IDEAS

SL.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 10 20
2 AGREE 16 32
3 NEITHER AGREE 4 8
 NOR DISAGREE
4 DISAGREE 8 16
5 STRONGLY 12 12
DISAGREE
TOTAL 50 100

35 32
30
25
Percentage

20 20
16
15 12
10 8
5
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Particulars
INTERPRETATION
In the above diagram, 20% are strongly agree, 32 % are agree, 8% are
neither agree nor disagree, 16% are disagree and 12% are strongly
disagreed.

COMPANY HAS A GOOD REPUTATION

SL.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 12 24
2 AGREE 13 26
3 NEITHER AGREE 5 10
NOR DISAGREE
4 DISAGREE 12 24
5 STRONGLY 8 16
 DISAGREE
TOTAL 50 100

30
26
25 24 24
Percentage 20
16
15
10 10

5
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Particulars
INTERPRETATION:
In the above diagram, 24% are strongly agree, 26 % are agree, 10% are
neither agree nor disagree, 24% are disagree and 16% are strongly
disagreed.

MANAGER PROVIDES ME WITH SUFFICIENT AND TIMELY

INFORMATION ON THE COMPANY’S BUSINESS DIRECTION
AND GROWTH PLANS

SL.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 7 14
2 AGREE 9 18
3 NEITHER AGREE 9 18
NOR DISAGREE
4 DISAGREE 15 30
5 STRONGLY 10 20
DISAGREE
 TOTAL 50 100

30 30

25
20
Percentage
20 18 18
15 14
10
5
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Particulars
INTERPRETATION
In the above diagram, 14% are strongly agree, 18 % are agree, 18% are
neither agree nor disagree, 30% are disagree and 20% are strongly
disagreed.

COMPENSATION PACKAGE IS SIMILAR TO THAT OF SIMILAR

ORGANIZATIONS

SL.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 3 6
2 AGREE 9 18
3 NEITHER AGREE 8 16
NOR DISAGREE
4 DISAGREE 11 22
5 STRONGLY 19 38
DISAGREE
TOTAL 50 100
 40 38
35
30

Percentage
25 22
20 18 16
15
10 6
5
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Particulars
INTERPRETATION
In the above diagram, 6% are strongly agree, 18 % are agree, 16% are
neither agree nor disagree, 22% are disagree and 38% are strongly
disagreed.

DO YOU KNOW WHAT IS EXPECTED FROM MY JOB

SL.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 15 30
2 AGREE 11 22
3 NEITHER AGREE 2 4
NOR DISAGREE
4 DISAGREE 12 24
5 STRONGLY 10 20
DISAGREE
TOTAL 50 100
 30 30

25 24
22
20

Percentage
20
15
10
5 4
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Particulars
INTERPRETATION
In the above diagram, 30% are strongly agree, 22 % are agree, 4% are
neither agree nor disagree, 24% are disagree and 20% are strongly
disagreed.

COMPANY’S POLICIES AND PROCEDURES CREATE A CONDUCIVE WORK

ENVIRONMENT

SL.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 9 18
2 AGREE 13 26
3 NEITHER AGREE 1 2
NOR DISAGREE
4 DISAGREE 16 32
5 STRONGLY 11 22
DISAGREE
TOTAL 50 100
 35 32
30
26
25

Percentage
22
20 18
15
10
5 2
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Particulars
INTERPRETATION
In the above diagram, 18% are strongly agree, 26 % are agree, 2% are
neither agree nor disagree, 32% are disagree and 22% are strongly
disagreed.
SUPERVISOR IS CONCERNED ABOUT MY CONTINUOUS
LEARNING AND DEVELOPMENT

SL.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 7 14
2 AGREE 11 22
3 NEITHER AGREE 2 4
NOR DISAGREE
4 DISAGREE 16 32
5 STRONGLY 14 28
DISAGREE
TOTAL 50 100

35 32
30 28
25
Percentage

22
20
15 14
10
5 4
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Particulars
INTERPRETATION
In the above diagram, 14% are strongly agree, 22 % are agree, 4% are
neither agree nor disagree, 32% are disagree and 28% are strongly
disagreed.
JOB CONTRIBUTES TOWARDS ACHIEVING THE COMPANY
GOALS
SL.NO PARTICULARS NO.OF PERCENTAGE
RESPONDENTS
1 STRONGLY AGREE 11 22
2 AGREE 15 30
3 NEITHER AGREE 4 8
NOR DISAGREE
4 DISAGREE 8 16
5 STRONGLY 12 24
DISAGREE
TOTAL 50 100

30 30

25 24
22
Percentage

20
16
15
10 8
5
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Particulars
INTERPRETATION
In the above diagram, 22% are strongly agree, 30 % are agree, 8% are
neither agree nor disagree, 16% are disagree and 24% are strongly
disagreed.

THE PHYSICAL WORK ENVIRONMENT HERE IS APPROPRIATE

FOR THE TYPE OF WORK

SL.NO PARTICULARS NO.OF PERCENTAGE

 RESPONDENTS
1 STRONGLY AGREE 18 36
2 AGREE 21 42
3 NEITHER AGREE 1 2
NOR DISAGREE
4 DISAGREE 7 14
5 STRONGLY 3 6
DISAGREE
TOTAL 50 100

45 42
40 36
35
Percentage

30
25
20
15 14
10 6
5 2
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Particulars
INTERPRETATION
In the above diagram, 36% are strongly agree, 42 % are agree, 2% are
neither agree nor disagree, 14% are disagree and 6% are strongly
disagreed.
MANAGER PROVIDES TIMELY FEEDBACK THAT ALLOWS TO
IMPROVE THE PERFORMANCE

SL.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 7 14
2 AGREE 11 22
3 NEITHER AGREE 3 6
 NOR DISAGREE
4 DISAGREE 19 38
5 STRONGLY 10 20
DISAGREE
TOTAL 50 100

40 38
35
30
Percentage

25 22
20 20
15 14
10
6
5
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Particulars
INTERPRETATION
In the above diagram, 14% are strongly agree, 22 % are agree, 6% are
neither agree nor disagree, 38% are disagree and 20% are strongly
disagreed.
IMPORTANT DECISIONS ARE REGULARLY COMMUNICATED
TO THE EMPLOYEES

SL.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 9 18
2 AGREE 13 26
3 NEITHER AGREE 3 6
NOR DISAGREE
4 DISAGREE 12 24
5 STRONGLY 13 26
DISAGREE
 TOTAL 50 100

30
26 26
25 24

Percentage
20 18
15
10
6
5
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Particulars
INTERPRETATION
In the above diagram, 18% are strongly agree, 26 % are agree, 6% are
neither agree nor disagree, 24% are disagree and 26% are strongly
disagreed.

WHEN IT COMES TO EXECUTING THE JOB, HAVE AN

AUTHORITY TO MAKE NECESSARY DECISIONS

SL.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 21 42
2 AGREE 9 18
3 NEITHER AGREE 5 10
NOR DISAGREE
4 DISAGREE 8 16
5 STRONGLY 7 14
DISAGREE
TOTAL 50 100
 45 42
40
35

Percentage
30
25
20 18
16 14
15
10 10
5
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Particulars
INTERPRETATION
In the above diagram, 42% are strongly agree, 18 % are agree, 10% are
neither agree nor disagree, 16% are disagree and 14% are strongly
disagreed.

ENOUGH TIME ON HAND TO FOCUS ON PROFESSIONAL

DEVELOPMENT

SL.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 19 38
2 AGREE 17 34
3 NEITHER AGREE 1 2
NOR DISAGREE
4 DISAGREE 9 18
5 STRONGLY 4 8
DISAGREE
TOTAL 50 100
 40 38
35 34
30

Percentage
25
20 18
15
10 8
5 2
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Particulars
INTERPRETATION
In the above diagram, 38% are strongly agree, 34% are agree, 2% are
neither agree nor disagree, 18% are disagree and 8% are strongly
disagreed.

MANAGER IS ALWAYS AVAILABLE TO ANSWER THE

QUESTIONS/QUERIES OR CONCERNS

SL.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 21 42
2 AGREE 11 22
3 NEITHER AGREE 3 6
NOR DISAGREE
4 DISAGREE 9 18
5 STRONGLY 6 12
DISAGREE
TOTAL 50 100
 45 42
40
35

Percentage
30
25 22
20 18
15 12
10 6
5
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Particulars
INTERPRETATION
In the above diagram, 42% are strongly agree, 22 % are agree, 6% are
neither agree nor disagree, 18% are disagree and 12% are strongly
disagreed.

THERE ARE COLLEAGUES AT WORK WHO ENCOURAGE ME

FOR PROFESSIONAL DEVELOPMENT

SL.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 18 36
2 AGREE 17 34
3 NEITHER AGREE 5 10
NOR DISAGREE
4 DISAGREE 4 8
5 STRONGLY 6 12
DISAGREE
TOTAL 50 100
 40 36
35 34
30

Percentage
25
20
15 12
10
10 8
5
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Particulars
INTERPRETATION
In the above diagram, 36% are strongly agree, 34 % are agree, 10% are
neither agree nor disagree, 8% are disagree and 12% are strongly
disagreed.

AT WORK, THINGS GET DONE BY FOLLOWING PREDEFINED

SYSTEMS & PROCESSES, RATHER THAN THROUGH PERSONAL
INFLUENCE

SL.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 27 54
2 AGREE 13 26
3 NEITHER AGREE 1 2
NOR DISAGREE
4 DISAGREE 4 8
5 STRONGLY 5 10
DISAGREE
TOTAL 50 100
 60 54
50

Percentage
40
30 26
20
10 8 10
2
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Particulars
INTERPRETATION
In the above diagram, 54% are strongly agree, 26 % are agree, 2% are
neither agree nor disagree, 8% are disagree and 10% are strongly
disagreed.
THE OVERALL BENEFIT PLAN FULFILLS MY BASIC NEEDS

SL.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 6 12
2 AGREE 10 20
3 NEITHER AGREE 4 8
NOR DISAGREE
4 DISAGREE 18 36
5 STRONGLY 12 24
DISAGREE
TOTAL 50 100
 40 36
35
30

Percentage
25 24
20
20
15 12
10 8
5
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Particulars
INTERPRETATION
In the above diagram, 12% are strongly agree, 20 % are agree, 8% are
neither agree nor disagree, 36% are disagree and 24% are strongly
disagreed.

JOB ALLOWS ME TO MAKE FULL USE OF MY KNOWLEDGE,

SKILLS AND ABILITIES IN THE RIGHT DIRECTION

SL.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 22 44
2 AGREE 13 26
3 NEITHER AGREE 3 6
NOR DISAGREE
4 DISAGREE 8 16
5 STRONGLY 4 8
DISAGREE
TOTAL 50 100
 45 44
40
35

Percentage
30 26
25
20
16
15
10 6 8
5
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Particulars
INTERPRETATION
In the above diagram, 44% are strongly agree, 26 % are agree, 6% are
neither agree nor disagree, 16% are disagree and 8% are strongly
disagreed.
Coefficient of correlation

Aim:

To test the compensation package system with the overall benefit

plan system in the organization.

Null hypothesis:

There is no significant difference between the compensation

package system with the overall benefit plan system in the organization.

Alternative hypothesis:

There is significant difference between compensation package

system with the overall benefit plan system in the organization.

Compensation 6 18 16 22 38
package
Overall Benefit 12 20 8 36 24
plan

X y (X-X’) (X- (Y- (Y- (X-X’)(Y-Y’)

X’)^2 Y’) Y’)^2

6 12 -14 196 -8 64 112
18 20 -2 4 0 0 0
16 8 -4 16 -12 144 48
22 36 2 4 16 256 32
38 24 18 324 4 16 72
Tota 0 544 0 480 264

X’=(∑X)/N=100/5=20

Y’=(∑Y)/N=100/5=20

Coefficient of correlation = (∑XY)/√ ((∑X^2)(∑Y^2))

=264/√ ((544*480)

=264/√ (261120

=0.5166

Result:

The correlation between x and y is 0.5166. There is no significance

difference in x and y.