Sip Report Main

List of Tables
Table 1-1 : SWOT Analysis 30

Table 5-1: Distribution of respondents based on their gender 56
Table 5-2 : Distribution of respondents based on their age 57
Table 5-3 : Correlation - Emotional Intelligence and Employee Engagement 58
Table 5-4 : T-Test - Emotional Intelligence and Gender 59
Table 5-5 : T-Test - Employee Engagement and Gemder 60
Table 5-6 : ANOVA - Emotional Intelligence and Age 61
Table 5-7 : ANOAV - Employee Engagement and Age 63
Table 5-8 : Regression - Emotioanl Intelligence and Employee Engagement 66
List of Figures
Figure 1-1: Daniel Goleman's Emotional Intelligence Theory (Harvard Business Review, 2017) 4
Figure 1-2 : Employee Engagement Model (David Zinger, 2014) 6
Figure 1-3 : HR Consulting (CCI Consulting) 10
Figure 1-4 : Industry Trends (Finances Online, 2019) 16
Figure 1-5 : Pestel Analysis (Professional Academy) 19
Figure 1-6 : Our DNA (Flipcarbon Integrated Solutions, 2014) 24
Figure 1-7 : Methodology (Flipcarbon Integrated Solutions, 2014) 26
Figure 1-8 : Founders 29
Figure 3-1 : Conceptual Framework 49
Figure 5-1 : Distribution of respondents based on their gender 56
Figure 5-2 : Distribution of respondents based on their age 57
Figure 5-3 : Mean Plots - EI and Age 62
Figure 5-4 : ANOVA - Employee Engagement and Age 64
Table of Contents
1 Chapter 1: Introduction to the Study & Industry Profile Including Company Profile...........1
1.1 Introduction to Internship..................................................................................................2
1.2 Introduction to the Study...................................................................................................3
1.3 Objective of the Study.......................................................................................................7
1.4 Scope of the Study............................................................................................................7
1.5 Introduction to Human Resource Consulting....................................................................8
1.5.1 Overview of the Industry.........................................................................................11
1.5.2 Challenges of HR Consulting in India.....................................................................16
1.5.3 Top HR Consulting Firms in the World..................................................................17
1.6 PESTEL Analysis:..........................................................................................................19
1.6.1 Political Environment..............................................................................................19
1.6.2 Economic Environment...........................................................................................20
1.6.3 Socio-cultural Environment.....................................................................................21
1.6.4 Technological Environment.....................................................................................21
1.6.5 Legal Environment..................................................................................................22
1.6.6 Environmental Analysis...........................................................................................22
1.7 Company Profile.............................................................................................................23
1.7.1 About Flipcarbon.....................................................................................................23
1.7.2 Our Dream:..............................................................................................................24
1.7.3 Our Driver: Infinite Possibilities.............................................................................24
1.7.4 Our DNA: Sustainable Performance. Enabled........................................................24
1.7.5 OUR METHODOLOGY.........................................................................................25
1.7.6 Our USP...................................................................................................................28

1.8 SWOT Analysis..............................................................................................................29
2 Chapter 2: Work Done in the Company...............................................................................31
2.1 Work Done in the Company...........................................................................................32
2.1.1 Week 1.....................................................................................................................33
2.1.2 Week 2.....................................................................................................................33
2.1.3 Week 3.....................................................................................................................34
2.1.4 Week 4.....................................................................................................................35
2.1.5 Week 5.....................................................................................................................36
2.1.6 Week 6.....................................................................................................................37
2.1.7 Week 7.....................................................................................................................38
2.1.8 Week 8.....................................................................................................................39
2.1.9 Week 9.....................................................................................................................40
3 Chapter 3: Review of Literature...........................................................................................42
3.1 Introduction to Variables................................................................................................43
3.2 Review of Literature.......................................................................................................44
3.2.1 About EI...................................................................................................................44
3.2.2 About Employee Engagement.................................................................................46
3.3 Research Gap..................................................................................................................48
3.4 Conceptual Framework...................................................................................................49
4 Chapter 4: Research Methodology.......................................................................................50
4.1 Meaning of Research......................................................................................................51
4.2 Research Title.................................................................................................................51
4.3 Research Design..............................................................................................................51
4.3.1 Research Design Adopted........................................................................................51
4.4 Sources of Data Collection.............................................................................................52

4.5 Sampling Method............................................................................................................53
4.6 Research Hypothesis.......................................................................................................53
4.7 Plan of Analysis..............................................................................................................54
5 Chapter 5: Data Analysis and Interpretation........................................................................55
5.1 Interpretation on the Basis of Demographic Factors......................................................56
5.1.1 Gender......................................................................................................................56
5.1.2 Age...........................................................................................................................57
5.2 Correlation......................................................................................................................58
5.3 T-Test..............................................................................................................................59
5.3.1 Emotional Intelligence and Gender.........................................................................59
5.3.2 Employee Engagement and Gender.........................................................................60
5.4 ANOVA..........................................................................................................................61
5.4.1 Emotional Intelligence and Age..............................................................................61
5.4.2 Employee Engagement and Age..............................................................................63
5.5 Regression.......................................................................................................................65
6 Chapter 6: Findings, Suggestions and Conclusion...............................................................67
6.1 Findings...........................................................................................................................68
6.2 Suggestions.....................................................................................................................69
6.3 Conclusion......................................................................................................................70
7 Chapter 7: Annexure and References...................................................................................71
References......................................................................................................................................74
Executive Summary
This summer internship program was carried out at Flipcarbon Integrated Solutions Private
Limited – a Human Resource Consultancy for a duration of 2 months. The study was conducted
with the help of a questionnaires sent through Google Form which was filled by various
employees of different companies.
The study intends to observe the role of emotional intelligence on employee engagement. It was
assumed that people with high emotional intelligence would have higher employee engagement
level as compared to people with low emotional intelligence. For the purpose an emotional
intelligence scale and employee engagement scale were administered on 40 working
professionals in Bangalore.
The findings confirm that there is a positive relationship between emotional intelligence and
employee engagement. Employees with high emotional intelligence were seen to be more
equipped to carry out their role and deliver commitment towards their job – they were more
engaged. Understanding the stimulus of emotional intelligence on employee engagement can
provide potential strategies and interventions to leaders and human resource practitioners to
mobilize the workforce in a constructive and energized way.
Further recommendations would be to increase the sample size in the study to amplify the
precision of the result. It would confirm the relationship between Emotional Intelligence and
Employee engagement even further. Emotional Intelligence dimensions needs to be measured
with Employee Engagement to find out with dimension had a relatively greater impact on
Employee Engagement. Goleman’s Emotional Intelligence model can be used for this research.
1
Chapter 1:
Introduction to the Study & Industry Profile
Including Company Profile
1
1.1 Introduction to Internship
Internship is an integral part of all business study programs. It is a necessary step towards the
completion of the MBA degree at CMS Business School, Jain University. An internship enables
us to gain first-hand exposure of working in the real world. It also allows us to harness the skill,
knowledge, and theoretical practice we have learnt through our course.
For my summer internship program, I have worked in various areas of Human Resource field for
a period of 9 weeks dated from 20th May 2019 to 20th July 2019. This report is a short
description of my 9 week’s internship carried out as a compulsory component of MBA Program
in CMS Business School JAIN (deemed to University).
During my internship tenure, I have gained a lot of knowledge about Human Resource under the
supervision and guidance of my internship supervisor. During my internship, I was given a brief
about the procedures of all the human resource work that the company does and supported on
how to plan, implement and supervise the same, by the concerned staff. My internship report
contains all the knowledge which I have learnt there.
2
1.2 Introduction to the Study
Emotional Intelligence:
A review of the various contexts within which emotional intelligence has emerged will help set
the stage for understanding the theory. Initial research focused on the cognitive aspects of
intelligence, but today psychologists and 4 business researchers have begun to understand that the
non-cognitive aspects of intelligence are also important). This new form of intelligence has
emerged over the past decade in discussions among business leaders, industrial psychologists,
social scientists, and others. A generally accepted definition for emotional intelligence is the
aptitude to manage one’s own and other peoples’ feelings and emotions; to distinguish between
different emotions and label them accurately; and to use the emotional information assessed to
guide thinking and actions describes emotional intelligence as being a combination of
interpersonal intelligence and intrapersonal intelligence. Goleman (2005) submits that EI consists
of the social competencies of empathy, motivation, and social skills. Ioannidou and Konstantikaki
(2008) point out that EI not only involves the ability to recognize, determine, and manage the
emotions of one’s self and others, but also includes managing the emotions of groups.
Emotionally intelligent leaders use self-awareness and self-control to influence others by
understanding how their behavior affects others (Goleman, 2005). There are three major
emotional intelligence theories (Webb, 2009), and they differ in how they delineate the critical
factors that make up emotional intelligence; how they define EI; how EI works inter and intra
personally; and the instruments they use to measure the concept (Codier, E., Kooker, B., &
Shoultz, J., 2008). The first of the three major theories that have emerged from the research is the
trait or personality model developed by Reuven Bar-On (1999). The theory focuses on the
individual’s skill to 5 process emotional information and use it to interact within a social setting.
Bar-On initially used the term emotional quotient to describe his model. The trait model,
developed within a clinical setting, was designed to measure personality qualities that enable a
person to acclimatize emotionally (Cherniss, 2000). The model consists of five traits:
intrapersonal, interpersonal, stress management, adaptability, and general mood. The model’s
assessment tool is a reliable evaluation of a person’s ability to manage the pressures and demands
of daily life (Webb, 2009). Peter Salovey, David Caruso, and John Mayer developed the second
3
theory in 1998. The theory is referred to as the Ability Model (Mayer, Salovey, & Caruso, 2004).
It recognizes that individuals vary in their ability to assess emotion and appropriately navigate
through social environments. Their EI theory views emotion as an important source of
information that helps a leader understand the social aspects present in the workplace. Mayer et
al. (2004) developed the Multifactor Emotional Intelligence Scale (MEIS). This tool, consisting of
141 questions, assesses an individual’s ability to perceive emotions, use emotions, understand
emotions, and manage emotions. The MEIS is considered one of the more reliable assessment
tools for measuring emotional intelligence. Finally, Daniel Goleman developed the third theory, a
set of skills and characteristics that drive leadership performance. His theory is considered a
mixed model in that it is the combination of trait and EI ability. The model was developed in an
organizational setting and is used to understand 6 and measure the effectiveness of workplace
relationships.
Figure 1-1: Daniel Goleman's Emotional Intelligence Theory (Harvard Business Review, 2017)
4
Employee Engagement:
Employee engagement has gained the interest of business organizations due to the current
economic challenges they face, specifically doing more with fewer resources in an increasingly
competitive environment. Organizations are also attracted to the dual goals employee engagement
comprises. The importance from an organizational leadership perspective is that employee
engagement offers strategies to enhance the contribution of the individual worker and the
improvement of the organization’s overall performance.
First proposed by William Kahn in 1990, employee engagement research has experienced
increased attention from scholars and practitioners. Employee engagement is focused on
understanding the degree to which employees commit to something or someone within their
workplace, how hard they work, and how long they stay because of that commitment. De Clercq,
Bouckenooghe, Raja, and Matsyborska (2014) posit that employee engagement is a set of positive
emotions that brings congruence and focus on goal alignment, resulting in the reduction of
organizational nonconformity. A critical factor that influences goal congruence is the alignment
of the employee-supervisor relationship. Earlier research has determined that this relationship
may affect job satisfaction, organizational commitment, and intent to stay by the employee. In
addition to the influence of the employee-supervisor goal congruence, employee engagement is
affected by the employee’s feelings, ideas, and views about his or her job. Employee engagement
leads to enthusiasm, passion for the work, and a sense of pride (Alvi et al., 2014). The employee
engagement construct has been challenging to develop due to numerous potential operational
variations, such as job engagement, personal commitment, organizational involvement, staff
engagement, and work engagement.
It is believed that sufficient evidence now exists to suggest that employee engagement is a unique
psychological state (Albrecht, 2010; Markos & Sridevi, 2010; Truss et al., 2014). The employee-
manager relationship plays a significant role in organizational performance, both on the individual
level and the department level (Harter, Schmidt, & Hayes, 2002). The manager’s role is
significant in creating a workplace environment in which the employee determines the degree to
which they are personally committed to the daily work and organizational goals (Markos &
5
Sridevi, 2010). With this relationship, employees are more productive, innovative, and
collaborative.
As a result, employees who are actively engaged in their organizations are psychologically happy
and emotionally attached to their job as well, as the organization, with great enthusiasm (Anandhi
& Perumal, 2013). Significant research has demonstrated that employee engagement leads to
higher organizational performance. (Suehs, 2015)
Figure 1-2 : Employee Engagement Model (David Zinger, 2014)
6
1.3 Objective of the Study
The objectives in the study are:
O1: To measure the levels of Emotional Intelligence and Employee Engagement

O2: To understand whether Emotional Intelligence influences Employee Engagement.
O3: To understand the moderating effect of gender and age on EI and EE.
O4: To study whether Emotional Intelligence and predict Employee Engagement.
1.4 Scope of the Study
 The study analyses the influence of Emotional Intelligence on Employee Engagement

 Age as a demographic factor can be understood influencing Emotional Intelligence
and Employee Engagement.
 Gender as a demographic factor can be understood influencing Emotional
Intelligence and Employee Engagement.
7
1.5 Introduction to Human Resource Consulting
HR Consultant: an extension of the management consultant, who charges companies a high

hourly rate to impart much-needed human resources services.
As an HR Consultant you’d act in a supervisory role to an HR team or department, providing

high-level support in the administration of a human resources program.
HR consulting is the practice of delivering all aspects of human resource management as an

external provider, and with the professional and business issues associated with operating such a
practice—including client development, contracts and client management.
According to Global Industry Analysts, Inc. (GIA), HR outsourcing remains strong with an
expected combined global market of almost $54 billion by 2020.1 Talent management has
emerged as an area of focus from a strategic HR standpoint.
The demand for these services is not limited to large organizations. For independent HR
consultants, in fact, the greatest area of opportunity might be with small companies. According to
the Small Business Administration, the vast majority of U.S. businesses have 20 or fewer
employees.2 That represents significant opportunity for independent HR consultants.
As more organizations have chosen to lighten their staffing burdens by contracting for HR
services, outsourcing opportunities have grown for independent HR consultants.
Nature of the Work
HR consultants are basically small business owners and must have the same traits as any other
entrepreneur. These include:
Ability to work independently.
Basic business management skills—such as accounting, office management and customer service.
Ability to market services.
8
In addition, successful HR consultants have expertise in a specific area of HR practice—or broad
expertise as a generalist—and an identified target market with a demonstrated need for the
services the consultant offers. See HR Consultants Can 'Generalize' or 'Specialize.'
To attract clients, HR consultants must be able to demonstrate, through their background and
experience, that they can accomplish certain goals and objectives. Potential clients are interested
in knowing what the HR consultant can deliver and in seeing evidence that the consultant has
done similar work in the past.
A consultant's varied experience with multiple organizations can provide an edge without
undermining the capabilities of in-house staff. Consultants' relative objectivity and neutral stance
are valuable to organizations. This neutrality allows consultants to focus on real issues and
solutions instead of on internal politics.
Staying up-to-date on HR trends and issues can be a formidable challenge, but it is a necessity.
Participation in professional organizations can be a good source of information through other HR
colleagues and through material made available in publications and online resources and at
conferences. See Latest HR Trends, Problems Can Be Consultants' Opportunities and Emerging
Issues and Opportunities for HR Consultants.
The life of an independent consultant can be rewarding—and maddening; it can be invigorating—

and demoralizing. The ups and downs are influenced primarily by clients and the quest to find
them, keep them and work with them effectively.
Business Management
HR consultants must be adept at managing their business as entrepreneurs and using their time
efficiently when no one is driving them but themselves. See HR Consultants Battle Burnout.
Some key business considerations for HR consultants include:
Areas of focus. Determine whether the consultancy will provide general or specialized HR
services, and identify services that will be provided.
9
Target market(s). Determine the target market to be served (e.g., industry, geography, main point
of client contact).
Management team. Decide whether the consultancy will be operated independently, or whether
staff—or partners—will be necessary to meet client needs. See Franchising a Consultancy.
Financial. Identify revenue and expense expectations and establish a preliminary budget for
operations.Administrative. Determine how business operations will be managed, including such
matters as invoice management, collections and tax considerations. Identify necessary outside
resources (e.g., legal, financial).to determine requirements for doing business. (SHRM, 2016)
Figure 1-3 : HR Consulting (CCI Consulting)
10
1.5.1 Overview of the Industry
The industry of HR services in India has been around for more than three decades. In the pre-
liberalization era, the industry was an insignificant part of the national gross domestic product
(GDP). Post 1991, the service sector in India grew in eminence and has steadily emerged as the
biggest pie of the national GDP. Mostly driven by IT/ITeS services, the overall industry has
steadily matured both in the global as well as the India-to-India market. The HR services sector,
however, driven by brick and mortar businesses and traditional delivery models has fallen behind
as compared with other highly mature service sectors and the global market.
Over the last few years, the HR industry has witnessed some radical evolutionary leaps led
primarily by technology and the growth of domestic home-grown multinationals. While there are
some variable opinions on the exact size of the industry (owing specifically to the variance in
opinion on temp staffing and education), the industry is estimated to be over Rs. 30,000 crores.
Out of this, the segment of recruitment accounts for a majority of the industry (over 70%). Some
of the other services that command a big market share include L&D, outsourcing, technology, and
consulting and advisory services.
Compared to other mature HR service economies in the West, most experts believe that there are
sizeable opportunities in India yet to be explored. Ironically, with the exception of Info Edge,
there are no public companies in this space. The need for specialization at an industry, skill, and
local level will drive consolidation and pave the way for large home-grown public companies.
The emergence of large public companies will depend on how effectively companies are able to
attract finance and create plans for scaling up. The technology space presents immense
opportunities for growth and innovation driven mostly by cloud, social media, and consumer
technologies. While in all other geographies, the evolution of services has followed a common
path, there is a large opportunity in India to leapfrog if companies can efficiently utilize
technology. The future of the industry will be largely driven by a combination of social, cloud,
and mobile technologies, commonly referred as SOCOMO.
It is interesting to note that there are instances where Indian organizations have successfully
utilized technology to develop highly advanced service functions as compared to other developed
11
markets. Owing to the maturity of the technology market in India, it is possible that the HR
service sector in India will skip the traditional maturity path and evolve in an atypical manner.
The constitution of the workforce has changed radically and digital natives will comprise a
majority of the workforce in a few years. This is an indication that innovation will have a
significant impact on the industry in the coming years.
The recent spurt in large-scale acquisitions is changing the landscape of HR services and will
affect how investors will look at this space. Emerging organizations and emerging technologies in
human capital management will become the prime focus for venture capital investments. Niche
services fuelled by technology are making their way into this space and attracting investments in
the West. These services are more plug-and-play solutions that address specific needs in
organizations. An example is background and reference checking solutions that use social
technology to connect with a candidate’s former employer or a former colleague to verify
credibility of claims made in a candidate’s resume or an interview. There are a number of
solutions emerging in performance management. Niche solutions that use social technology and
business software, to help provide on-going feedback against critical KPIs and connect individual
and organizational goals are cropping up. Market experts believe that similar trends will reflect in
India in the coming months.
There are several opportunities for the sector and the outlook for the coming months will continue
to remain positive. In line with the global outlook for the industry, consolidation is expected
across most of the segments. However, consolidation is expected to be more prominent in some of
the segments, including technology, outsourcing, and recruitment. The coming few months will
see more industry associations being formed, owing to the need to build a unified voice and share
best practices. The Indian Staffing Federation (ISF) that came into existence in 2011 is one such
example. Industry consortiums, such as CII will likely play a crucial role in this.
The demand side challenges and increasing pressure on HR organizations in India will compel the
creation of new services. The imminent skills shortage, changing nature of the workforce
composition and the growing influence of social media will likely drive the introduction of new
services such as employer brand consulting, and online and computer-based skilling services. As
the demand landscape intensifies, service providers will likely introduce new and innovative
12
products in the areas of talent and performance management, engagement, and retention. Most
experts are unanimous in their opinion that innovation will be the key propeller of growth in the
industry.
The demand for HR services will move away from pure cost efficiencies toward value
conversations. As seen globally, the coming times may likely see larger, integrated, multi-year,
multi-service deals in India. There is expected to be an increase in organizations looking for
managed services, a type of service where a single provider manages the end-to-end service of a
particular program. An example would be a managed recruiting service that includes vendor
management, assessments, and candidate selection. The RPO space will also likely see fervent
activity.
The industry, however, will continue to be affected by the low maturity of the HR function in
India. HR professionals continue to find it difficult to make and drive a strong business case on
the value of employing HR services to their CEOs. Experts also believe that HR service
companies are not doing enough to educate the buyer. In the absence of use-case scenarios and a
weak business case, the opportunity for the buyer to move up the HR service value chain becomes
difficult.
The introduction of large global players will likely constitute a threat to home-grown companies.
Home-grown companies face two key challenges - the inability to scale and the inability to attract
funds. A typical example is the segment of HR consulting where global companies rule the roost.
These large corporations are acquiring smaller organizations that find it difficult to compete with
the scale and presence of the global players. In the age of talent competition, entrepreneurs in
India need to open up to the idea of hiring specialist talent, such as CMOs and CTOs.
The path to growth for the HR industry lies in the diversification of the service portfolio to cover
a broader spectrum of services. Service companies have a huge role to play in educating the
market on value-based conversations that rise above mere cost conversations. As an industry,
providers have to continue their focus on hiring skilled talent and innovation as part of their long-
term strategic plan.
13
1.5.1.1 The HR Buyer
HR in India, starting from independence until the mid-70s was purely transactional and focused
on industrial relations. From the 70s, the focus shifted to personnel management and this
continued until the early 90s. HR, as a function, evolved post liberalization era when global
business standards were introduced and the competition for talent intensified. The HR buyer
began to look keenly into recruitment services to gain access to a larger pool of quality talent.
As business complexity grew, management of the employee lifecycle became more challenging
and HR functions started feeling the pressure to manage the scale and complexity of a larger and
more diverse workforce. While recruitment is still the predominant preference, the last 10 years
have seen organizations open up to a broad spectrum of HR services. There are three markets of
HR buyers in India― multinational corporations with access to global markets, home-grown
owner-promoted companies, and SME and small companies.
The multinational corporations are the largest consumers of HR services in India, and home-
grown Indian companies are far behind the curve in terms of adoption maturity. Large multi-
national corporations who have significant service budgets, however, typically address their need
for value-added HR services at an international scale and Indian players have to compete with
global players in a more mature market. Education and awareness about HR services among
home-grown owner-promoted and small scale companies is low and hence, the bulk of the
business for service companies comes from the lower spectrum of the value chain, such as
compensation benchmarking, transactional activities, and administrative services. The HR buyer
in India is yet to mature enough to consume high-value services such as leadership development
and succession management.
1.5.1.2 Outsourcing and Niche Services

HR outsourcing and niche service providers constitute the third largest revenue segment in the
industry. From a construct perspective, this segment has two predominant types of service
arrangements― project based or single contract deals and large scale multi-year arrangements.
These services typically cover the complete breadth of the employment lifecycle and include
services such as candidate assessments, payroll and benefits, RPO, training process outsourcing
(TPO), engagement, performance management, and exit and outplacement services. The market
14
comprises global players that are apt in multi-functional process outsourcing services, pure play
global HR process experts, and domestic home-grown players.
Post liberalization, Indian corporations have steadily witnessed more global players entering the
market equipped with best-of-breed business practices. These disruptive developments exposed
Indian corporations to competitive threats unprecedented in the erstwhile closed economy times.
In response, Indian corporations adapted through expansion into global geographies, diversifying
product and service lines, and introducing global best practices. Human capital management thus
evolved as a crucial component of organizational strategy. With the HR function shifting to a
strategic focus, the need for process-level partnerships is increasingly gaining importance.
2012 reflected the impact of the economic slowdown on the job market. Attraction and retention
of high quality talent has become a critical ingredient of organizational success. With lesser jobs,
the competition for quality talent has intensified. While the trend is expected to continue across
the next few months, value-based services such as assessments and RPO have seen a consequent
rise in demand.
1.5.1.3 HR Consulting
The consulting space in India is crowded with all the major global players having a significant
presence. Consulting, by definition is a service that helps a client address a specific business
challenge. Consulting services in India comprise strategy consultants, niche boutique consultants,
recruitment consultants, business consultants, IP or knowledge consultants, leadership
consultants, and system integrators.
There are various market categories in the consulting space with varying size and maturities.
There are four categories of HR consulting organizations in India― MNCs that have been in
India for a long time, MNCs that are new entrants or are looking to enter the Indian market, large
Indian corporates, and SMEs and smaller corporations. Each of these markets have different
levels of maturity and demands.
The consulting space in India has seen some changes in the last couple of years. Economic
conditions and cost pressures have shrunk consulting budgets in organizations, thereby making it
difficult for small players to sustain. As a result, consolidation has taken place, and there exists
15
fewer players in India but on a larger scale. Consulting organizations in India unanimously agree
that the Indian market has a lot of untapped opportunity.
At the same time, the market is witnessing pressures on margins and costs, both from the supply
as well as the demand side. Consulting organizations in India are also worried about the dearth of
skilled talent.
Figure 1-4 : Industry Trends (Finances Online, 2019)
1.5.2 Challenges of HR Consulting in India

Changing pattern of consumption Another issue that business consultants are facing is changing
pattern of consumption of services by clients. The consumers are going different ways in getting
their work done as a result of extensive research facilities and development of technologies. It is
difficult to stay up to date all the time but if they want to survive in the market then it is important
that you make the necessary changes on a regular basis.
Unpredictability
There is a high rate of unpredictability in the market and new firms are entering regularly,
changing the competition level and market scenario. Apart from that, any kind of political or
economic changes has to be reflected on by the employees at a consulting firm. The
unpredictability has made it important that there is research work done of a very high and serious
level and the solutions provided are able to target the problem area.
16
Reduction in price
The prices that are prevailing in the market are constantly under the pressure of reduction as there
is increase in competition, globalization and advancement of technologies. There is continuous
fall in the price of products and services. It is difficult to keep narrowing down the profit margin
to attract the clients.
Need for skilled consultants
With the technology taking a new shape everyday there is an increasing need of skilled employee
who knows how to deal with it. There are lesser requirements of employees who work in the
traditional pattern. It can be said that consultancy now needs more of a youth. (Your Story, 2019)
1.5.3 Top HR Consulting Firms in the World
• Deloitte Consulting LLP
Deloitte provides industry-leading audit & assurance, consulting, tax and risk & financial
advisory services to many of the world’s most admired brands, including nearly 90% of the
Fortune 500 and more than 5,000 private and middle market companies. Our people work across
the industry sectors that drive and shape today’s marketplace — delivering measurable and lasting
results that help reinforce public trust in our capital markets, inspire clients to see challenges as
opportunities to transform and thrive, and help lead the way toward a stronger economy and a
healthy society. Deloitte ranked #1 globally in Consulting based on revenue by Gartner; a
worldwide leader and a major player in the Americas in Business Consulting Services based on
capability and strategy by IDC; and a global leader in Innovation Consulting Services based on
strategy and current offering by Forrester.
• Mercer LLC
Mercer delivers advice and technology-driven solutions that help organizations meet the health,
wealth and career needs of a changing workforce. Mercer's more than 25,000 employees are
based in 44 countries and the firm operates in over 130 countries. Mercer is a business of Marsh
& McLennan Companies (NYSE: MMC), the leading global professional services firm in the
17
areas of risk, strategy and people. With more than 76,000 colleagues and annualized revenue
approaching $17 billion. Through its market- leading businesses including Marsh, Guy Carpenter
and Oliver Wyman, Marsh & McLennan helps clients navigate an increasingly dynamic and
complex environment.
• Aon Hewitt
Before there was Aon Hewitt, there were two companies: Aon and Hewitt. The former was a
leading provider of risk management and insurance services, while the latter was a specialist HR
consulting outfit. When the former purchased the latter for around $4.9 billion in 2010, the Aon
brand and business lived on, with one important addition: the subsidiary firm of Aon Hewitt,
under whose aegis the firm's HR consulting operations are now grouped. According to the firm's
most recent annual report, the Aon Hewitt unit generates around one third of Aon's total revenue,
and "works to maximize the value of clients’ human resources spending, increase employee
productivity, and improve employee performance. Our approach addresses a trend towards more
diverse workforces (demographics, nationalities, cultures and work/lifestyle preferences) that
require more choices and flexibility among employers — so that they can provide benefit options
suited to individual needs."
18
1.6 PESTEL Analysis:
Figure 1-5 : Pestel Analysis (Professional Academy)
1.6.1 Political Environment
Replaceable employees.
More people are feeling replaceable by organizations. In their eyes, companies don’t care about
loyalty. Employers and HR are on the hunt for new talent. In fact, HR keeps an eye out for new
talent even when they don’t need to replace someone, although this is more prevalent in some
industries over others.
A shift in focus.
Companies are shifting management styles: instead of performance-based, HR are implementing

talent-based management. What’s the difference?
Talent management requires HR to search for, cultivate, and motivate employees to maintain
high-performance rates. Performance management would require HR to focus on creating a
welcoming and motivational environment so all employees can improve their performance. The
19
former focuses on individual performance while the latter emphases group employee
performance.
You’re on your own.
Individual employees can have different salaries, benefits, and other perks — even if they have
the same title and experience as another worker. This is individualism. Rather than maintaining
the same perks of the job for all qualified employees, each person has to fight for what they want.
This is more prevalent than ever, especially when employees are encouraged to not discuss their
pay with others.
A change in pay methods.
The changing economy and political landscape has led to a change in how employees are paid.
Some get performance-based pay rather than results-based pay. What does it mean?
1.6.2 Economic Environment

Economic factors concern the nature and direction in which the firm operates. Because the
consumption patterns are affected by the relative affluence of various market segments, each firm
must consider economic trends in the segments that affect its industry.
The impact of globalization.
Globalization has changed how we work, who we hire, and how we hire them. Labor markets
change depending on who and how we hire too. Unless HR can keep up with these market
changes, they can’t hire the right employees. For instance, more companies are open to hiring
remote workers. It opens the talent pool. Hiring overseas workers can be cheaper too.
If HR managers don’t realize this, they may end up costing the company valuable time and
money.
New accommodations for overseas workers.
If you do hire companies overseas, HR may have a difficult time training these new workers. It’s
much easier to keep everyone on the same page when they work in the same office, clock in at the
same time, and are available for weekly face-to-face meetings as necessary. But when workers
20
live further away, keeping track of everyone’s more difficult. It may strain HR workers who have
to adjust how they manage workers’ information and communication.
1.6.3 Socio-cultural Environment

Socio-cultural factors that affect a firm involve the belief, values, attitudes, opinion and lifestyle
of persons in the firm's external environment as developed from cultural, ecological,
demographical, and educational and ethical conditioning. Social, cultural, demographic and
environmental changes have a major effect upon all products, services, markets and customers.
Understanding a variety of demographics in one workplace.
As I’ve said above, companies don’t need to hire employees based on location anymore. With the
hundreds of productivity tools and instant messaging services, it’s possible to hire and work from
anywhere in the world. Companies will likely have a variety of workers from all over. And each one
may have different expectations in payment structure, training, and communication. HR needs to
accommodate all these employees, ensuring they have proper access to information, training,
compensation, benefits (if applicable), and more.
The rights of people.
Employee rights differ by location. HR must ensure the company isn’t infringing on employee rights,
while also ensuring employees are following all regulations while working for the company. What
these regulations are may differ based on the location of the company or employees.
1.6.4 Technological Environment

The technological factors involve the technological changes that help to avoid obsolescence and
promote innovation.
Fast, simple communication.
Thanks to technology, workplace communication is easy. HR can instantly send out emails or text
messages. Employees can sign up for specific messaging apps, like WhatsApp, and join
workgroup chats. If this isn’t convenient, HR can still call people or talk face-to-face with
employees (if possible).
21
Simple recruitment
It’s just as simple to recruit talent as it is to communicate with them. HR can put up a job ad in
minutes. Then they can use the database to sort through applicants until only the top choices are
left. Or HR can scout through forums, websites, and social media for new hires. Regardless, it’s
much less time-consuming and easier to vet than asking your friend if he knows someone looking
for a job.
Information overload.
All of this information is good… until it’s too much. Although HR is privy to different data
analysis methods to gather employee intel, it may also make employees uncomfortable. They may
feel like their security is at risk. How much info is too much? It’s hard to tell at the moment.
1.6.5 Legal Environment
A legal responsibility.
HR must abide by many legalities, but the most important to confidentiality. It’s both ethically
important, but also a legal responsibility for HR. If not upheld, HR workers can be fired. In
worse-case scenarios, managers can face jail time.
Proper verification needed.
HR verifies new employees, which often means conducting a background check. If HR doesn’t
vet this information, the company could face legal consequences.
1.6.6 Environmental Analysis

Saving the tree.
Thanks to the internet, HR doesn’t need so much paperwork. Rather than printing out handbooks,
contracts, and other documentation, much (if not all) of this paperwork is digitally managed. The
only thing companies need is a digital storage system to keep all the information straight.
More remote work means less driving pollution.
22
Working with worldwide talent less driving back and forth to the job site and home. This means
less carbon emission in the air because everyone can work from their computer or smartphone.
23
1.7 Company Profile
1.7.1 About Flipcarbon
Flipcarbon Integrated Solutions Private Limited was set up in 2014 to provide complete
strategy to execution design and deployment solutions to growth-oriented organizations. It works
closely with Startups, MSME Organizations, Large Multinationals and family run businesses to
unlock the full potential of the business. This we do through:
 A commitment to rapid growth.

 A culture that enables rapid growth through autonomy but controls costs through disci-
pline.
 Capability practices that not only understand the dynamics of doing new things but also
the people implications of attempting to do new things.
 Developing and deploying more competitive people.
Flipcarbon was born out of a realization, the realization that diamonds are forever but fire lies at
the heart of coal and stories are born out of the relentless march of graphite on Paper. Today, our
focus is to enable our clients to grow and sustain their organization through robust people
practices by providing them uniquely tailored services. We are a company that lives its credo of
infinite possibilities every single moment.
1.7.2 Our Dream:

We partner with clients for the fulfillment of their dreams. We catalyze and enable sustained
business performance through alignment of strategy and people.
1.7.3 Our Driver: Infinite Possibilities

We think long term. A start-up today can be a unicorn tomorrow. A family enterprise can decide
to unlock even more value by inducting a different talent group. A government can decide to run
like a corporation. Thinking big is our driver and we keep pushing our own capabilities to be
ready for a larger future for our clients and ourselves.
24
1.7.4 Our DNA: Sustainable Performance. Enabled.
Our DNA is a set of values which define who we are and how we approach our customers, our
deliverables and our responsibilities.
Figure 1-6 : Our DNA (Flipcarbon Integrated Solutions, 2014)
Capability is the building block of any individual or business. At Flipcarbon, we make it a point
to reinforce our knowledge and our experience through continued research and exploration. While
knowledge gives us the technical capabilities to perform a task, experience involves our
internalization of those capabilities through practice.
Our greatest strength is our belief in Conviction. It is said that the difference between Arjuna
and Karna was exactly this. While both were willing to kill for their beliefs, Arjuna was also
willing to let-live for his. To us, doing our job right and doing the right job are both equally
important and this comes from our courage of conviction.
Care is about being considerate about fair and efficient deployment of resources. It is about
respecting the fact that all resources are finite, if leveraged with due consideration they provide
infinite possibilities.
Customer is at the heart of our action and we are conscious and conscientious of their needs.
Our agility, nimble footed approach and focus on cost makes us alive to dynamic needs of our
customers. We are never satisfied and this hunger pushes us to new horizons in playing a
meaningful role in our customers’ lives.
We adopt collaborative approach in identifying the opportunities and finding solutions.
25
1.7.5 OUR METHODOLOGY
Assessment
Measurement Strategy
Implementation Communication
Education
Figure 1-7 : Methodology (Flipcarbon Integrated Solutions, 2014)
Assessment
 Define objectives.
 Design an assessment plan.
 Implement the plan & gather Information.
 Interpret / Evaluate information.
 Use the results in strategy formulation.
We develop an understanding of current reality against the essential components of a world-class

organization. During this phase, our consulting experts establish your current level of
performance and identify areas for change. The issues identification is done collaboratively with
your team to develop Scenario Ownership among them. We adopt appropriate methodologies of
interviews with staff and management, analysis of data and gut instincts.
Strategy
 Backed by diagnosis.
 Strengthened by guiding principles.
26
 Creates sustainable advantage.
 Coherent actions defined.
 Clear to describe.
 Measurable.
Our consultants identify and present the case for change to strategic leadership. During this phase,
strategic leadership is engaged in creating the vision for an improved future, so that the
organization can work on common goals and objectives. We outline the required interventions in
strategy, structure, systems, leadership interventions and culture change in the organization. These
reports and suggestions are discussed with the strategic leadership to outline a plan.
Communication
 Inform.
 Influence.
 To build credibility, image and goodwill.
 To press for action.
Organizational change initiatives trigger anxiety across the corporate hierarchy in even the best of
times. They can make one dizzy, they can elicit fear, even panic. Calls to change can also provoke
especially intense resistance. When uncertainty is such a prominent - and threatening - feature on
the external landscape, people crave constancy and routine inside their organizations.
Our consultants help you keep the message simple, build behaviours based on realities, create a
framework to help people stay disciplined. We help you adopt a storyteller approach and use new
age media in unexpected ways.
Education
 Make it useful. Create a sense of urgency.

 Make it relevant. Create and communicate a vision for the future.
 Make it engaging. Offer the tools of the trade.
 Create an environment. The change will have to be anchored in culture.
Our job here is to allow people to effect the change organization is looking for, make sure
everyone involved is conversant with the tools and the theories around the initiative, and ensure
that the Sustainability Drivers are embedded at this point in time.
27
At this point our job is to ensure that we have Change Agents and Change Missionaries in place
to drive the change, create a sense of urgency, ensure relevant stakeholders are committed, and if
required, disarm the culture
Implementation
 Remove obstacles.
 Create short term wins: 6 months.
 Make it replicable: 12 months.
 Make it reliable: 18 months.
 Make it sustainable: 24 months.
We work closely at all levels of the organization and across five differentiators - People, Process,
Technology, Leadership and Culture. We identify opportunities for continuous improvement,
transferring know-how to ensure a sustainable future.
Measurement
 Measure against milestones and celebrate successes.

 Identify and address unanticipated barriers.
 Reinforce focus, in case of drift.
 Course correct where required.
Some metrics that are key are embedded in the implementation phase viz. project KPIs, ROI
measures, Effectiveness etc.
1.7.6 Our USP
Our Leadership team consists of practitioners from across industries with consumer focus –
AlcoBev, Pharma, Retail, Cement, IT, FMCG, Telecom, Office Automation et al, each unique in
its business but with the common thread of massive scale and large distribution networks to
manage.
With more than 100 years of combined management experience, more than four years of
consulting experience and an ever-growing list of more than 50 absolutely ecstatic clients, we are
poised to be the gold standard in management consulting.
28
Figure 1-8 : Founders
29
1.8 SWOT Analysis
Consulting firms provide professional services to businesses. There is a lot of competition among
consulting firms to secure and maintain clients, and many factors that lead a client to select one
consulting firm over another. As such, it is helpful for consulting firms to regularly assess the
marketplace and their competitiveness in the market. One tool for analyzing a firm’s competitive
market position is the SWOT analysis. SWOT stands for Strengths, Weaknesses, Opportunities
and Threats. This tool utilizes data to provide a realistic overview of the market and
competitiveness. The SWOT analysis of a firm can provide a snapshot of current conditions for
business.
STRENGTHS WEAKNESSES OPPURTUNITIES THREATS
1) Strong and experienced 1) Less number of 1) Emerging markets 1) Attrition and

employees Employee loy-
leaders
2) Product market e.g. do- alty
2) Communication main targeted offerings
2) Less awareness
2) Strong Ethics
3) No work life bal- 3) Repeat Business from
ance for employ- existing clients
3) High competi-
3) Strong relations built ees tion
by leaders with firms
5) Flexibility
Table 1-1 : SWOT Analysis
30
2
Chapter 2:
Work Done in the Company
31
2.1 Work Done in the Company
Interned as a part of the HR Consulting team of Flipcarbon
- Flipcarbon is a consulting firm with a very small team – team of 8.
- Interns are assigned certain projects according to the requirement of clients.
- They mostly deal with all the HR functions with focus on consulting, outsourcing and
training and development.
Reporting to: Mr. Prabhash Nirbhay
Assigned Tasks:
1) Nectar - Induction Program
Description: Creating a general induction and detailed orientation program (one day) for Nectar
2) Econz - Employee Engagement Calendar
Description: Proposing employee engagement activities and organizing them within a certain
time period
3) Arcis - Orientation Program Implementation
Description: Finding areas of implementation of the program that needs to be considered
4) Principal Proposal – Identify, Use
Description: Constructing the identify and use part of the Principal training program proposal
5) Econz – Individual Training Program
Description: Created a specialized training program for employee development
6) Mahavir – Training Needs Identification
Description: Aligned Training Intervention to Competency Assessment Analysis
7) Mahavir – Training Calendar
Description: Planned the training activities in a certain time period
32
2.1.1 Week 1
Time Frame – 20-May-19 to 27-May-19
Tasks Performed:
 Made Induction Program,

 Helped in Designing a Training Program
New Learnings:
 Induction programs are very important for employee engagement
Key Observations:
 Details in everything are very important
Brief Summary of your Work Week:
It was a tough week because this is my first experience and the expectations here are very high for
interns. The learning from designing the training program is that everything needs to be detailed
and no gaps should be there. Induction programs need to be a part of a bigger scheme of
employee engagement.
33
2.1.2 Week 2
Time Frame – 27-May-19 to 3-June-19
Tasks Performed:
 Employee Engagement Calendar
New Learnings:
 Employee Engagement is more than just making an activity

 Employee Engagement surveys are only useful is changes are made according to the re-
sults
 Employee Engagement surveys are a promise to make things better from the organizations
side to the employees
Key Observations:
 Budget is very important and extrinsic motivation is also very important
This week was completely focused on the employee engagement calendar for Econz for the year
2019-20. The calendar was based on a certain budget. The highlights of the calendar were:
 Monday Motivation – Motivating employees on Monday through refreshments

 Health and Wellness Programs
 Social Responsibility Activities
 Clean Your Computer Day
 Clean Your Desk Day
34
2.1.3 Week 3
Time Frame – 3-June-19 to 10-June-19
Tasks Performed:
 Training Need Identification
New Learnings:
 The budget and training calendar is important for a training program

 The training needs identification data needs to be analyzed by parts and all the gaps need
to be listed down.
Key Observations:
 Training needs should be aligned with performance management system
This week was composed of working on the training program for Mahavir, which is a company
based in Mumbai. The training program first includes the training need identification where we
identify the need of a training intervention or not. It was a practical implication of what we were
taught in Learning and Development in college.
35
2.1.4 Week 4
Tasks Performed:
 Individual Training Program

 Presentation completed tasks in the meeting for review
New Learnings:
 Process of aligning the training program to the competency assessment

 How to streamline the individual training program and how bottlenecks can be avoided
Key Observations:
 Training program needs to work on creating consistency in the organization
This week was composed of working on the individual training program for Econz, which is a
company based in Bangalore. The objective was to create a specialized training program for
employee development. The first part was need identification, get approval and develop the
training program and at the last construct a training calendar to organize the training program
activities in a certain time period.
36
2.1.5 Week 5
Tasks Performed:
 Culture Manual
 Proposal for Three Day Training Program
New Learnings:
 Process of defining the culture and understanding the importance of it

 It is very important to define the outcome in every part of the program
Key Observations:
 Culture needs to aligned with the strategy of the organization
This week was composed of working on the culture manual for Mirraw, which is a company
based in Mumbai. The objective was to analyse the culture manual of Mirraw and restyle it and
edit it to make it more memorable and to give a better understanding of the culture of the
organization to the employees. The second task was to create a three-day training program for
McCain foods India to address the issue of training Individual Contributors to becoming leaders
of the team.
37
2.1.6 Week 6
Time Frame – 24-June-19 to 1-July-19
Tasks Performed:
 Training Need Assessment

 Recruitment
New Learnings:
 Need assessment surveys need to be personalized as much as possible

 Generic job descriptions make it very difficult to reach to the candidates
Key Observations:
 Managerial support is key during need assessment because their observations play a key
role
This week was composed of creating a need assessment survey and conducting it. The survey was
conducted amongst Sales, IT, Client Servicing, Digital Marketing department of Econz IT
Services. They were told to identify competency areas (functional, behavioral) that will help them
grow in their job and further. It was a fruitful session because they were quite keen on talking
about where they believe they can require help to grow and what might help them. The other
task for the week was recruitment. It composed to shortlisting candidates for Sales Executive and
scheduling preliminary interviews accordingly.
38
2.1.7 Week 7
Time Frame – 1-July-19 to 7-July-19
Tasks Performed:
 Structured Management Routine

 Creating JDs
New Learnings:
 Management routines are a fundamental infrastructure component

 JDs need to carry the all outliers and the important components of the job that the candi-
date should be aware of
Key Observations:
 Management routine should be made for the Heads as well for better structure
This week was composed of introducing the concept of structured management routine for Arcis
as well as creating JDs for Mirraw. These routines are developed in a particular organizational
context and allow the efficient response of organizations to their environment. The routines were
created for Sales, Client Engagement, R&D as well as the heads of the organization. The routines
incorporated of creating key items to create a standard infrastructure for sustainability in the
organization.
39
2.1.8 Week 8
Tasks Performed:
 Training Program – Working Together to Achieve Success
New Learnings:
 Training programs are declaration from the management that they will try to bring change
in the organization
Key Observations:
 Training evaluation should be measured along with the objectives of the training pro-
gram. Pretest and posttest evaluation is recommended.
This week wholly consisted of created a training module for Poclain Hydraulics. They had a
diverse set of participants and the training program needed to address working together as a team
to achieve success. It started from talking about the individual self and them moved forward to
talking about the individual self in a team and working relationships and working together as a
team.
40
2.1.9 Week 9
Tasks Performed:
 Creating JDs – Mirraw
New Learnings:
 Future expectation setting is important
Key Observations:
 Non clarity of JD poses serious challenges
This week consisted of creating JDs for Mirraw. It also consisted to working on the SIP research
project. I created 14 JDs.
41
3
Chapter 3:
Review of Literature
42
3.1 Introduction to Variables
Success of any organization largely depends upon its productive workforce. Research has
demonstrated that emotional intelligence plays significant role in influencing the performance and
productivity of employees at workplace.
Emotional Intelligence refers to the ability to perceive, control, and evaluate emotions.
Emotional Intelligence plays an important role in helping the managers and employees to cope
with this dynamic change in the business environment. Some researchers suggest that emotional
intelligence can be learned and strengthened, while other claim it is an inborn characteristic.
Employees need to enhance their emotional intelligence skills, apart from technical skills, which
in turn will enhance their productivity on the job. Management of emotional intelligence by the
team members will help in developing interpersonal skills of the team members.
Work Engagement can be defined as a positive and satisfying state of mind (Schaufeli &
Bakker, 2004). When applying the term to the workplace, engagement can be described as
involving positive feelings towards work and the job (Macey & Schneider, 2008). The construct
connotes multiple meanings and incorporates a variety of concepts including but not limited to
satisfaction, vigor, dedication, energy, job involvement, and organizational commitment (Macey&
Schneider, 2008). Research on engagement evolved from research on its polar opposite, the
construct of burnout (Schaufeli, Salanova, Gonzalez-Roma, & Bakker, 2002). This shift in the
focus of researchers from the negative to the positive was largely influenced by the positive
psychology movement (Schaufeli, Bakker, &Salanova, 2006; Schaufeli et al., 2002). Positive
psychology encourages researchers to attend to the positive qualities and strengths of humans
instead of only focusing on psychopathology and maladjustment (Seligman &Csikszentmihalyi,
2000). By focusing on engagement, researchers are able to attend to the positive aspects of work
as opposed to the negative aspects as in burnout. (Ravichandran, Arasu (Professor and Head), &
Kumar, 2011)
43
3.2 Review of Literature
3.2.1 About EI
Salovey & Mayer (1990) documented a framework for EI. They traced the roots of EI to social
intelligence and highlighted how the concept of emotion had been used in traditional
intelligences. They explained that EI is associated with positive mental health and emotionally
intelligent people are a pleasant company whereas those lacking in EI are generally maladjusted
to their environment.
Mayer & Salovey (1997) explained the evolution of the concept of EI and put forth their 4
branch ability model of EI. They cited the role of EI in schools, at home, workplace and in other
work settings. They also purported that EI skills can be acquired through education like other
skills.
Krone (1999) identified that Goleman indicates the difference between emotional intelligence
and emotional competency is that emotional intelligence is the capacity to learn emotional
competency.
Mayer, Caruso & Salovey (1999) conducted a research in order to identify whether EI conforms
to the criteria for it to be considered as an intelligence i.e. EI must measure mental performance in
terms of correct and incorrect answers, EI abilities should be correlated yet distinct from the
already existing intelligences and EI must develop with age. Two studies were conducted as part
of this research using Multifactor EI Scale (MEIS). Study 1 was conducted on 503 adults from
diverse sources i.e. college students, corporate employees, executives etc. Results from study 1
confirmed that EI can be considered a new type of intelligence and EI was found to moderately
correlate with a measure of verbal intelligence. Study 2 was conducted on 229 adolescents and the
results were compared with the scores in study 1. The findings from study 2 revealed that adults
scored higher on EQ than adolescents. Therefore, it was concluded that EI can be considered as a
full-fledged Intelligence satisfying the three point criteria.
George (2000) explained the role of EI through description of four aspects of Mayer & Salovey’s
model (1990) in effective leadership. The four components of EI i.e. the appraisal & expression of
44
emotion, use of emotion to enhance cognitive processes & decision making, knowledge about
emotions and management of emotions and five essential elements of effective leadership i.e.
development of collective goals & objectives; instilling in others an appreciation of the
importance of work activities; generating and maintaining enthusiasm; confidence, optimism
cooperation and trust; encouraging flexibility in decision making and change and establishing and
maintaining a meaningful identity for an organization were studied.
Bar-On (2002) Trait model of emotional intelligence focuses on the potential for success rather
than success itself and is more process-oriented than outcome-oriented He posits that emotional
intelligence can be learned and developed over a period of time through training, programming
and therapy.
Mayer et al. (2004) Mayer and Salovey’s model consists of four abilities: perception,
assimilation, understanding, and regulation of emotions
Goleman (2005) describes emotional intelligence as having five essential elements: self-
awareness, managing one’s emotions or self-regulation, building and maintaining relationships,
empathy, and motivation.
Fernandez-Berrocal & Extremera (2006) Over the last 25 years, three major theoretical
frameworks emerged from the research. Mayer and Salovey introduced the ability model; Reuven
Bar-On developed the Emotional-Social Intelligence trait model; and Daniel Goleman advanced a
mixed model of trait and ability known as a competency model
Bar-On’s (2006) model outlines five components which are further classified into fifteen
subcomponents. Intrapersonal: Self Regard, Emotional Self-Awareness, Assertiveness,
Independence, and Self-Actualization. Interpersonal: Empathy, Social Responsibility and
Interpersonal Relationship Adaptability: Reality Testing, Flexibility and Problem Solving Stress
Management: Stress Tolerance and Impulse Control General Mood Components: Optimism and
Happiness. He defines his ESI as “emotional-social intelligence is a cross-section of interrelated
emotional and social competencies, skills and facilitators that determine how effectively we
understand and express ourselves, understand others and relate with them, and cope with daily
demands.”
45
Ioannidou & Konstantikakib (2008) EI involves the ability to recognize, determine, and
manage the emotions of one’s self, of others, and of groups
Shoostarian el al. (2013) defined emotional intelligence as the ability to manage one’s own and
others’ feelings and emotions in such a way to guide their own thinking and actions
3.2.2 About Employee Engagement
Kahn (1990) defines employee engagement as “the harnessing of organization members’ selves
to their work roles; in engagement, people employ and express themselves physically,
cognitively, and emotionally during role performances”. The cognitive aspect of employee
engagement concerns employees’ beliefs about the organization, its leaders and working
conditions. The emotional aspect concerns how employees feel about each of those three factors
and whether they have positive or negative attitudes toward the organization and its leaders. The
physical aspect of employee engagement concerns the physical energies exerted by individuals to
accomplish their roles.
Kahn (1990) says that engagement means to be psychologically as well as physically present
when occupying and performing an organizational role.
Frank et al (2004) identified that most often employee engagement has been defined as
emotional and intellectual commitment to the organization or the amount of discretionary effort
exhibited by employees in their job
Robinson et al (2004). Furthermore, whilst it is acknowledged that employee engagement has

been defined in many different ways, it is also argued the definitions often sound similar to other
better known and established constructs such as ‘organizational commitment’ and ‘organizational
citizenship behavior’ (OCB)
Robinson et al (2004) defined engagement as ‘one step up from commitment’. As a result,

employee engagement has the appearance of being yet another trend, or what some might call
“old wine in a new bottle”.
46
May et al. (2004) stated that employee engagement included not only cognition, but also the
flexible application of emotions and behaviors.
Wellins and Concelman (2005) stated that engagement is a mixture of commitment, loyalty,
productivity, and ownership.
Saks (2006) defined employee engagement as a ―different and unique concept‖ which is
composed of knowledge, emotion and behavior.
Truss et al (2006) define employee engagement simply as ‘passion for work’, a psychological
state which is seen to encompass the three dimensions of engagement discussed by Kahn (1990),
and captures the common theme running through all these definitions.
Ferguson (2007) says that unless employee engagement can be universally defined and
measured, it cannot be managed, nor can it be known if efforts to improve it are working This
highlights the problems of comparability caused by differences in definition.
Bakker (2011) summed the engagement as a positive, highly awakened emotional state with two
features: energy, and involvement. Soane et al. (2012) developed a model of employee
engagement that has three requirements: a work-role focus, activation and positive affect.
Xu et al. (2013) divided employee engagement into four dimensions: organizational identity,
work attitude, mental state, responsibility effectiveness.
47
3.3 Research Gap
Review of literature suggests that a number of studies have been carried out to study the
understanding of Emotional Intelligence and Work Engagement separately. The review has also
helped to identify gaps from conceptual models which lack empirical groundings. The gaps are as
follows:
Research Gap 1: The extent to which the emotional dimensions of work contribute to the
employee engagement rate should be studied.
Research Gap 2: Effect of other moderating variables such a personality, psychological capital
can be studied.
Research Gap 3: The literature available fails to point out the most significant EI competence that
is linked to all the drivers of engagement.
Research Gap 4: Literature related to the utilization of EI to design jobs towards increased
employee engagement is missing.
Research Gap 5: There has been no research in terms of the EI of the employees of specific
industry types and their influence on their work engagement.
48
3.4 Conceptual Framework
Independent Variable Dependent Variable

Emotional Intelligence Work Engagement
Moderating Variable
Gender
Age
Figure 3-9 : Conceptual Framework
49
4
Chapter 4:
Research Methodology
50
4.1 Meaning of Research
According to Clifford Woody “Research comprises defining and redefining problems,

formulating hypothesis or suggested solutions; collecting, organizing and evaluating data; making
deductions and reaching conclusions; and at last carefully testing the conclusions to determine
whether they fit the formulating hypothesis. Research is, thus, an original contribution to the
exiting stock of knowledge making for its advancement. It is the pursuit of truth with the help of
study, observation, comparison and experiment. In short, the search for knowledge through
objective and systematic method of finding solution to a problem is research.
4.2 Research Title
“Study on the influence of Emotional Intelligence on Employee Engagement of employees in

Bangalore”
4.3 Research Design
Research design refers to the overall plan that was used to carry out a research. Research design is
defined as a framework of methods and techniques chosen by a researcher to combine various
components of research in a reasonably logical manner so that the research problem is efficiently
handled. It provides insights about “how” to conduct research using a particular methodology.
4.3.1 Research Design Adopted
This research problem was studied through the use of a quantitative analytical approach. Despite
the limitations of the study, the research design, the validity and reliability of the assessment
tools, the sample size of the participants, and the rigor of the statistical analysis provides
confidence in the results of the study. Since the focus of the study was to determine if there was a
statistically significant relationship between emotional intelligence and employee engagement
existed, a quantitative approach was best suited for this type of analysis.
51
4.4 Sources of Data Collection
There are broadly two types of data available to a researcher. They are:
1. Primary data
2. Secondary data
Primary data: It is important for all areas of research because it is unvarnished information
about the results of an experiment or tarnished it or spun it by adding their own opinion or bias so
it can from the objective conclusion. Primary data is the specific information collected by the
person who is doing the research. It can be obtained through clinical trials, case studies, through
experiments and randomized controlled studies. This information can be analyzed by other
experts who may decides to test the validity of the data by repeating the same experiments.
Primary data can be retrospective, interventional and observational in nature.
For the present study, primary data was collected by survey method using questionnaires.
Secondary data: It is a data collected by someone other than the user. Common sources of
secondary data for social science include censuses, information collected by government
departments, organizational records and data that was originally collected for other research
purposes. Primary data, by contrast, are collected by the investigator conducting the research.
Secondary data analysis can save time that would otherwise be spent collecting data and,
particularly in the case of quantitative data, can provide larger and higher-quality databases that
would be unfeasible for any individual researcher to collect on their own. In addition, analysts of
social and economic change consider secondary data essential, since it is impossible to conduct a
new survey that can adequately capture past change and/or developments.
52
4.5 Sampling Method
Sampling: It is concerned with the selection of a subset of individuals from within a statistical
population to estimate characteristics of the whole population. Researcher rarely surveys the entire
population because the cost of a census is too high.
The participants in this study were selected using a simple random sampling technique. Each
received a questionnaire for each of the following measures: emotional intelligence, work
engagement.
Sample size: A total of 40 respondents were approached to fill the questionnaire for the study.
The sample size for the study is 40.
4.6 Research Hypothesis
H01: There is no association between Emotional Intelligence and Employee Engagement
H02: Demographic factors do not have a moderating effect on the Emotional Intelligence and
Employee Engagement.
 H02a: Gender does not have a moderating effect on the Emotional Intelligence and
 H02b: Age does not have a moderating effect on the Emotional Intelligence and Em-
ployee Engagement.
H03: Emotional Intelligence significantly cannot predict level of Employee Engagement.
53
4.7 Plan of Analysis
Analytical Tool 1 – Correlation
Correlation is a statistical technique that can show whether and how strongly pairs of
variables are related.
Correlation has been used to estimate to investigate the relationship between EI and
Analytical Tool 2 – T-Test
A t-test is a type of inferential statistic used to determine if there is a significant difference

between the means of two groups, which may be related in certain features.
T - Test has been used to analyze the mean difference in responses of the EI attributes
across gender.
Analytical Tool 3 – ANOVA
Analysis of variance (ANOVA) is a collection of statistical models and their associated estimation
procedures (such as the "variation" among and between groups) used to analyze the differences
among group means in a sample.
Analysis of Variance (ANOVA) has been used to analyze the mean difference in responses of the
EI attributes across different groups of age if of the employees.
Analytical Tool 4 – Regression Model
Regression is a statistical measurement used in finance, investing, and other disciplines that
attempts to determine the strength of the relationship between one dependent variable
(usually denoted by Y) and a series of other changing variables (known as independent
variables).
Under the regression model, EI has been taken as the Independent variable and Employee
Engagement as the dependent variable.
54
5
Chapter 5:
Data Analysis and Interpretation
55
5.1 Interpretation on the Basis of Demographic Factors
In this study, descriptive statistics is used to measure the first objective (O1). The moderating
variables of age and gender have been incorporated in this research.
5.1.1 Gender
Basic Variables No. %

Gender
 Male 20 53.5
 Female 21 46.5
Table 5-2: Distribution of respondents based on their gender
Analysis
Table 5-1 depicts the gender wise distribution of respondents. There were 20 male respondents
and 21 female respondents in the study.
Gender
Male Female
Female
47%
Male
54%
Figure 5-10 : Distribution of respondents based on their gender
Inference
From the above chart it can be seen that there is a balance seen between male and female
respondents. This shows that there is increasing diversity and inclusion in the organizations
nowadays.
56
5.1.2 Age
Basic Variables No. %

Age
 20 - 25 28 69.6
 26 - 30 7 16.3
 31 - 35 5 11.3
 36 - 40 1 2.4
Table 5-3 : Distribution of respondents based on their age
Analysis
The above table depicts the age wise distribution of respondents. Respondents in the age group of
20 – 25 were 28, 26 – 30 were 7, 31 – 35 were 5 and there was 1 respondent from the age group
36- 40. The average age is 25 while the median class is 20 – 25. The modal class of age is 20-25
with 28 respondents out of 41.
Age
20 - 25 26 - 30 31 - 35 36 - 40
2%
11%
16%
70%
Figure 5-11 : Distribution of respondents based on their age
Inference
From the above figure, we can see that there is an uneven distribution among the age groups of
respondents. More distribution among the age of respondents would’ve given better inferences in
the relationship between age and EI in the study.
57
5.2 Correlation
In this study, Correlation is used to test the H01 using inferential statistics.
Correlations
EI EE
EI Pearson Correlation 1 .641**

Sig. (1-tailed) .000
N 41 41
E Pearson Correlation .641 **
1
E Sig. (1-tailed) .000
N 41 41
Table 5-4 : Correlation - Emotional Intelligence and Employee Engagement
Interpretation
Emotional intelligence is positively correlated with employee engagement. EI score of subjects

correlated positively with employee engagement with correlation coefficient of 0.641. It may be
noted that an ability to perceive and understand the feelings of others, and to use this information
to solve interpersonal problems, can help employees feel more engaged at their work. As
emotional intelligence scores increase, employees seem to employ more effective coping
strategies rather than using less ineffective coping strategies which help them in the organization.
58
5.3 T-Test
In this study, T-Test is used to test the H02a using inferential statistics.
5.3.1 Emotional Intelligence and Gender

Group Statistics
Std. Std.
Deviatio Error
GENDER N Mean n Mean
EI MALE 20 5.371 0.60401 0.1350
7 6
FEMALE 21 4.828 0.66736 0.1456
6 3
Independent Samples Test

Levene's Test for
Equality of
Variances t-test for Equality of Means
95% Confidence
Sig.
Interval of the
(2- Mean Std. Error
Difference
tailed Differenc Differenc
F Sig. t df ) e e Lower Upper
EI Equal 0.642 0.428 2.728 39 0.010 0.54310 0.19911 0.1403 0.9458
variances 5 4
assumed
Equal 2.734 38.904 0.009 0.54310 0.19862 0.1413 0.9448
variances 2 7
not
assumed
Table 5-5 : T-Test - Emotional Intelligence and Gender
Interpretation
The figure above shows the output. The “One-Sample Test” section shows the results of the t-test.
The Sig. column displays the p-value for the test. We use the “Equal Variances Assumed” row to find
the p-value which is 0.01 which is less than 0.05.
The results show that males scored high than females on Emotional Intelligence. High scores on this
scale indicates the higher level of Emotional Intelligence, so the above findings clearly suggest that
males are emotionally intelligent than females. A significant difference (p < .05), among males and
females on Emotional Intelligence is found.
59
5.3.2 Employee Engagement and Gender
Group Statistics
Std. Std.
Deviatio Error
GENDER N Mean n Mean
EE 1.00 20 45.150 5.49904 1.2296
0 2
2.00 20 41.950 7.47962 1.6724
0 9
Independent Samples Test

Levene's Test for
Equality of
Variances t-test for Equality of Means
95% Confidence
Sig.
Interval of the
(2- Mean Std. Error
Difference
tailed Differenc Differenc
F Sig. t df ) e e Lower Upper
EE Equal 1.644 0.208 1.542 38 0.131 3.20000 2.07586 - 7.4023
variances 1.00237 7
assumed
Equal 1.542 34.896 0.132 3.20000 2.07586 - 7.4146
variances 1.01468 8
not
assumed
Table 5-6 : T-Test - Employee Engagement and Gemder
Interpretation
T-test was utilized to ascertain whether the difference in the mean scores of the respondent male and
the female employees with respect to work engagement is statistically significant or merely an
outcome of a random variation. The figure above shows the output. The “One-Sample Test” section
shows the results of the t-test. The Sig. column displays the p-value for the test. We use the “Equal
Variances Assumed” row to find the p-value which is 0.01 which is greater than 0.05.
The results indicate that the differences of employee engagement are not statistically significant when
the differences are evaluated on the basis of gender as the p value is greater than 0.05.
60
5.4 ANOVA
In this study, ANOVA is used to test the H02b using inferential statistics.
5.4.1 Emotional Intelligence and Age
N Mean Std. Deviation Std. Error 95% Confidence Interval for Mean
Lower Bound Upper Bound

1.00 28 5.1048 .70213 .13269 4.8325 5.3770
2.00 7 4.8333 .75302 .28461 4.1369 5.5298
3.00 5 5.2067 .42518 .19015 4.6787 5.7346
Total 40 5.0700 .67852 .10728 4.8530 5.2870
Test of Homogeneity of Variances

Levene df1 df2 Sig.
Statistic
EI Based on Mean 1.033 2 37 .366
Based on Median .795 2 37 .459
Based on Median and with .795 2 34.585 .459
adjusted df
Based on trimmed mean 1.034 2 37 .366
ANOVA
EI
Sum of Squares df Mean Square F Sig.
Between Groups .519 2 .260 .551 .581

Within Groups 17.436 37 .471
Total 17.955 39
Table 5-7 : ANOVA - Emotional Intelligence and Age
61
Means Plots
Figure 5-12 : Mean Plots - EI and Age
Interpretation
ANOVA was utilized to ascertain whether the difference in the mean scores different age groups in
the sample with respect to Emotional Intelligence is statistically significant or merely an outcome of a
random variation. The figure above shows the output. The Sig. column displays the p-value for the
test.
The results indicate that Emotional Intelligence is not statistically significant when the differences are
evaluated on the basis of age as the p value is greater than 0.05.
62
5.4.2 Employee Engagement and Age
Descriptives
EE
95% Confidence
Interval for Mean
Std.
Deviatio Std. Lower Upper Minimu
N Mean n Error Bound Bound m
1.00 28 43.678 7.29817 1.3792 40.848 46.508 28.00
6 2 6 5
2.00 7 43.571 5.47288 2.0685 38.509 48.633 35.00

4 5 9 0
3.00 5 42.800 5.44977 2.4372 36.033 49.566 34.00

0 1 2 8
Total 40 43.550 6.67928 1.0560 41.413 45.686 28.00

0 9 9 1
Test of Homogeneity of Variances
Levene
Statistic df1 df2 Sig.
EE Based 0.854 2 37 0.434
on Mean
Based 0.986 2 37 0.383

on
Median
Based 0.986 2 35.368 0.383
on
Median
and with
adjusted
df
Based 0.902 2 37 0.415
on
trimmed
mean
ANOVA
EE
63
Sum of Mean
Squares df Square F Sig.
Between Groups 3.279 2 1.639 0.035 0.966
Within Groups 1736.62 37 46.936

1
Total 1739.90 39
0
Table 5-8 : ANOAV - Employee Engagement and Age
Means Plots
Figure 5-13 : ANOVA - Employee Engagement and Age
Interpretation
ANOVA was utilized to ascertain whether the difference in the mean scores different age groups in
the sample with respect to Employee Engagement is statistically significant or merely an outcome of a
random variation. The figure above shows the output. The Sig. column displays the p-value for the
test (0.966).
The results indicate that Employee Engagement is not statistically significant when the differences are
evaluated on the basis of age as the p value is greater than 0.05.
64
5.5 Regression
In this study, Regression is used to test the H03 using inferential statistics.
Variables Entered/Removeda
Mode Variables Variables Method
l Entered Removed
1 EI b
. Enter
a. Dependent Variable: EE
b. All requested variables entered.
Model Summary
Mode R R Square Adjusted R Std. Error of
l Square the Estimate
1 .641 a
.411 .396 .43202
a. Predictors: (Constant), EI
ANOVAa
Model Sum of df Mean Square F Sig.
65
Squares
1 Regression 5.085 1 5.085 27.246 .000b
Residual 7.279 39 .187
Total 12.364 40
a. Dependent Variable: EE
b. Predictors: (Constant), EI
Coefficientsa
Model Unstandardized Coefficients Standardized t Sig.
Coefficients
B Std. Error Beta
1 (Constant) .997 .511 1.951 .058
EI .519 .099 .641 5.220 .000

Table 5-9 : Regression - Emotioanl Intelligence and Employee Engagement
Interpretation
Significant – 0.00
R Square – 0.411
A regression analysis was conducted to see if emotional intelligence (total score) how it could
predict employee engagement levels. Results showed that emotional intelligence of employees
significantly influenced employee engagement levels; p < 0.01. This explained that the more
emotionally intelligent the employees were, the more they were able to be engaged at work.
Further research can be done on the domain of Emotional Intelligence – Motivation to find the
further relationship between motivation and employee engagement. Therefore, it can be said that
employees with high emotional intelligence showed higher level of employee engagement than
employees with low emotional intelligence.
66
67
6
Chapter 6:
Findings, Suggestions and Conclusion
68
6.1 Findings
The analysis of data collected was done and it was found that:
1. Correlation –
To test H01, Correlation was used. EI score of subjects correlated positively with employee
engagement with correlation coefficient of 0.641. Emotional intelligence is positively
correlated with employee engagement.
Thereby, H01 is rejected.
2. T-Test –
To test H02a, T-Test was used, (p < 0.05) which is 0.01 indicating that gender has a
significant moderating effect on the Emotional Intelligence and Employee Engagement. EI
gets impacted by gender significantly with respect to its impact of EE.
Thereby, H02a is rejected.
3. ANOVA –
To test H02b, ANOVA was used, (p < 0.05) which is 0.581 indicating that age has no
significant moderating effect on the Emotional Intelligence and Employee Engagement. EI
does not get impacted by age significantly with respect to its impact of EE.
Thereby, H02b is accepted.
4. Regression –
To test H03, Regression was used, (p < 0.01) which is 0.00* indicating that Emotional
Intelligence of employees significantly predicted employee engagement levels; p < 0.01.
Thereby, H03 is rejected.
69
6.2 Suggestions
There are five recommendations based on the study’s findings:

1. Employee engagement studies highlight the value of staff being connected emotionally to
the organization, their work, and their immediate supervisor. Developing management and
leadership education and training programs focused on emotional intelligence
competencies will strengthen management abilities to create and sustain an engaged,
customer-oriented workforce.
2. Further research in the aspect of establishing a stronger relationship between Emotional
Intelligence and Gender needs to be conducted with various variables such as work
discrimination, work pressure for women and men, work environment and other factors.
The factors can be the reason why female employees had a significantly lower EI than
male employees.
3. Further research can be done on the domain of Emotional Intelligence – Motivation to find
the further relationship between motivation and employee engagement. Therefore, it can
be said that employees with high emotional intelligence showed higher level of employee
engagement than employees with low emotional intelligence.
4. The results showed that EI showed a positive relationship with EE. A construct to show
the same pattern of relations with engagement dimensions and job satisfaction can be
studied which will important to find depth in this link.
5. Finally, the results have been obtained with a smaller sample size which shows that it
represents the values of that sample. A larger sample size should be used to determine the
results.
70
6.3 Conclusion
This study focuses on the relationship between Emotional Intelligence and Employee
Engagement. Using the various tests in the study, a relationship between the variables was
investigated.
The results of the study found a significant relationship between Emotional Intelligence and
Employee Engagement which helps establish previous research conducted in the same. This
shows that as engagement is employees harnessing themselves onto the job, Emotionally
Intelligence employees will further have better cognitive, mental, emotional resources to handle
the work.
Since there are several routes to increased employee job satisfaction not just changes in working
conditions but also changes in perception of one job- and job perception is influenced by the
disposition of the individual worker, it is necessary to examine how these different routes might
be promoted. In line with prior research, our findings suggest that EI interventions aimed at
increasing work engagement and positive mood might be particularly useful in increasing job
satisfaction.
The implication of the study regarding Engagement for the HR practitioners is that in order to
develop and engage employees, a much more flexible approach is to be adopted. An approach that
takes into account the gender differences that exist among the employees and work towards the
development of Emotional Intelligence among the employees.
71
7
Chapter 7:
Annexure and References
72
Gallup Q12 QUESTIONNAIRE
Instructions:
Given below are 12 questions. Please read each question carefully and record your answers by a
tick in the appropriate column. There are no right or wrong answers, this questionnaire merely
seeks your opinion on your work environment. All your responses will be kept confidential and it
will be used for academic purpose only
Response Code:
SD -strongly disagree; D -disagree; N-neither agree or disagree; A-agree; SA- strongly agree
Q. S S
No. Questions D D N A A
1 Do you know what is expected of you at work?
Do you have materials and equipment youneed to do your work
2 right?
At work, do you have the opportunity to dowhat you do best every-
3 day?
In the last seven days, have you receivedrecognition or praise for
4 doing good work?
Does your supervisor, or someone at work,seem to care about you
5 as a person?
6 Is there someone at work who encouragesyour development?
7 At work do your opinions seem to count?
Do the mission/purpose of your companymake you feel your job is
8 important?
Are your associates (fellow employees)committed to doing quality
9 of work?
10 Do you have best friend at work?
In the last six months, has some one at worktalked to you about
11 your progress?
In the last year, have you had opportunities atwork to learn and
12 grow?
73
TEIQue-SF
Instructions: Please answer each statement below by putting a circle around the number that best reflects your degree of agreement or disagreement with that
statement. Do not think too long about the exact meaning of the statements. Work quickly and try to answer as accurately as possible. There are no right or wrong
answers. There are seven possible responses to each statement ranging from ‘Completely Disagree’ (number 1) to ‘Completely Agree’ (number 7).
1.........2..........3..........4..........5..........6..........7
Completely Completely
Disagree Agree
1. Expressing my emotions with words is not a problem for me. 1 2 3 4 5 6 7

2. I often find it difficult to see things from another person’s viewpoint. 1 2 3 4 5 6 7
3. On the whole, I’m a highly motivated person. 1 2 3 4 5 6 7

4. I usually find it difficult to regulate my emotions. 1 2 3 4 5 6 7
5. I generally don’t find life enjoyable. 1 2 3 4 5 6 7

6. I can deal effectively with people. 1 2 3 4 5 6 7
7. I tend to change my mind frequently. 1 2 3 4 5 6 7

8. Many times, I can’t figure out what emotion I'm feeling. 1 2 3 4 5 6 7
9. I feel that I have a number of good qualities. 1 2 3 4 5 6 7

10. I often find it difficult to stand up for my rights. 1 2 3 4 5 6 7
11. I’m usually able to influence the way other people feel. 1 2 3 4 5 6 7
12. On the whole, I have a gloomy perspective on most things. 1 2 3 4 5 6 7
13. Those close to me often complain that I don’t treat them right. 1 2 3 4 5 6 7
14. I often find it difficult to adjust my life according to the circumstances. 1 2 3 4 5 6 7
15. On the whole, I’m able to deal with stress. 1 2 3 4 5 6 7

16. I often find it difficult to show my affection to those close to me. 1 2 3 4 5 6 7
17. I’m normally able to “get into someone’s shoes” and experience their 1 2 3 4 5 6 7
emotions.
18. I normally find it difficult to keep myself motivated. 1 2 3 4 5 6 7
19. I’m usually able to find ways to control my emotions when I want to. 1 2 3 4 5 6 7
20. On the whole, I’m pleased with my life. 1 2 3 4 5 6 7
21. I would describe myself as a good negotiator. 1 2 3 4 5 6 7

22. I tend to get involved in things I later wish I could get out of. 1 2 3 4 5 6 7
23. I often pause and think about my feelings. 1 2 3 4 5 6 7

24. I believe I’m full of personal strengths. 1 2 3 4 5 6 7
25. I tend to “back down” even if I know I’m right. 1 2 3 4 5 6 7

26. I don’t seem to have any power at all over other people’s feelings. 1 2 3 4 5 6 7
27. I generally believe that things will work out fine in my life. 1 2 3 4 5 6 7
28. I find it difficult to bond well even with those close to me. 1 2 3 4 5 6 7
29. Generally, I’m able to adapt to new environments. 1 2 3 4 5 6 7

30. Others admire me for being relaxed. 1 2 3 4 5 6 7
74
References
CCI Consulting. (n.d.). HR Consulting. Retrieved from CCI Consulting:
https://www.cciconsulting.com/hr-consulting/
David Zinger. (2014). David Zinger. Retrieved from David Zinger:

http://www.davidzinger.com/zinger-model/
Finances Online. (2019). 202 Essential HR Statistics. Retrieved from Finances Online:
https://financesonline.com/hr-statistics/
Flipcarbon Integrated Solutions. (2014). Our DNA. Retrieved from Flipcarbon Integrated
Solutions: http://www.flipcarbon.com/our-team.php
Harvard Business Review. (2017). Emotional Intelligence. Retrieved from Harvard Business
Review: https://hbr.org/2017/02/emotional-intelligence-has-12-elements-which-do-you-
need-to-work-on
Industry Report. (n.d.). Retrieved from Mordon Intelligence:

https://www.mordorintelligence.com/industry-reports/global-home-appliances-market-
industry
Market Research. (2017). Retrieved from marketresearch.com:

https://www.marketresearch.com/Consumer-Goods-c1596/Consumer-Goods-Retailing-
c80/Small-Appliances-c127/
Professional Academy. (n.d.). Marketing Theories. Retrieved from Professional Academy:

https://www.professionalacademy.com/blogs-and-advice/marketing-theories---pestel-
analysis
Ravichandran, D. K., Arasu (Professor and Head), D., & Kumar, S. (2011, November). The
Impact of Emotional Intelligence on Employee Work. International Journal of Business
and Management, 6. doi:10.5539/ijbm.v6n11p157
75
SHRM. (2016). Introduction to Consulting . Retrieved from SHRM:
https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/
introductiontoconsulting.aspx
Suehs, D. (2015). Emotional Intelligence and Employee Engagement. Emotional Intelligence and
Employee Engagement. Retrieved 02 16, 2019
Your Story. (2019). Problems that are faced by Consulting Firms in India. Retrieved from Your
Story: https://yourstory.com/mystory/problems-that-are-faced-by-consulting-firms-in-ind-
0uufjh2y39
76

Sip Report Main

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Sip Report Main

Uploaded by

Copyright:

Available Formats

List of Tables

Table 1-1 : SWOT Analysis 30

1.1 Introduction to Internship..................................................................................................2

1.2 Introduction to the Study...................................................................................................3

1.3 Objective of the Study.......................................................................................................7

1.4 Scope of the Study............................................................................................................7

1.5 Introduction to Human Resource Consulting....................................................................8

1.5.1 Overview of the Industry.........................................................................................11

1.5.2 Challenges of HR Consulting in India.....................................................................16

1.5.3 Top HR Consulting Firms in the World..................................................................17

1.6 PESTEL Analysis:..........................................................................................................19

1.6.1 Political Environment..............................................................................................19

1.6.2 Economic Environment...........................................................................................20

1.6.3 Socio-cultural Environment.....................................................................................21

1.6.4 Technological Environment.....................................................................................21

1.6.5 Legal Environment..................................................................................................22

1.6.6 Environmental Analysis...........................................................................................22

1.7 Company Profile.............................................................................................................23

1.7.1 About Flipcarbon.....................................................................................................23

1.7.2 Our Dream:..............................................................................................................24

1.7.3 Our Driver: Infinite Possibilities.............................................................................24

1.7.4 Our DNA: Sustainable Performance. Enabled........................................................24

1.7.5 OUR METHODOLOGY.........................................................................................25

1.7.6 Our USP...................................................................................................................28

2 Chapter 2: Work Done in the Company...............................................................................31

2.1 Work Done in the Company...........................................................................................32

2.1.1 Week 1.....................................................................................................................33

2.1.2 Week 2.....................................................................................................................33

2.1.3 Week 3.....................................................................................................................34

2.1.4 Week 4.....................................................................................................................35

2.1.5 Week 5.....................................................................................................................36

2.1.6 Week 6.....................................................................................................................37

2.1.7 Week 7.....................................................................................................................38

2.1.8 Week 8.....................................................................................................................39

2.1.9 Week 9.....................................................................................................................40

3 Chapter 3: Review of Literature...........................................................................................42

3.1 Introduction to Variables................................................................................................43

3.2 Review of Literature.......................................................................................................44

3.2.1 About EI...................................................................................................................44

3.2.2 About Employee Engagement.................................................................................46

3.3 Research Gap..................................................................................................................48

3.4 Conceptual Framework...................................................................................................49

4 Chapter 4: Research Methodology.......................................................................................50

4.1 Meaning of Research......................................................................................................51

4.2 Research Title.................................................................................................................51

4.3 Research Design..............................................................................................................51

4.3.1 Research Design Adopted........................................................................................51

4.4 Sources of Data Collection.............................................................................................52

4.6 Research Hypothesis.......................................................................................................53

4.7 Plan of Analysis..............................................................................................................54

5 Chapter 5: Data Analysis and Interpretation........................................................................55

5.1 Interpretation on the Basis of Demographic Factors......................................................56

5.3.1 Emotional Intelligence and Gender.........................................................................59

5.3.2 Employee Engagement and Gender.........................................................................60

5.4.1 Emotional Intelligence and Age..............................................................................61

5.4.2 Employee Engagement and Age..............................................................................63

6 Chapter 6: Findings, Suggestions and Conclusion...............................................................67

7 Chapter 7: Annexure and References...................................................................................71

Figure 1-2 : Employee Engagement Model (David Zinger, 2014)

The objectives in the study are:

O1: To measure the levels of Emotional Intelligence and Employee Engagement

1.4 Scope of the Study