1

A STUDY ON EMPLOYEE ENGAGEMENT WITH REFERENCE TO INTEGRA

SOFTWARE SERVICES INDIA PRIVATE LIMITED.

BY

VINOTH.M

(REG NO 411718631047)

Of

PRINCE SHRI VENKATESHWARA PADMAVATHY ENGINEERING

COLLEGE
PONMAR

CHENNAI – 600127

A SUMMER PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT SCIENCES

In partial fulfillment of the requirement for

the award of degree of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY

CHENNAI-600025

August, 2022
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TABLE OF CONTENTS

CHAPTER NO. TITLE PAGE NO.

Abstract 3

1 Introduction 4

2 Need for the study 5

3 Objectives of the study 6

4 Literature review 7

5 Research methodology 9

6 Data analysis and interpretation 12

7 7.1 Findings of the study 22

7.2 Suggestions 23

8 Conclusion 24

9 References 25
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ABSTRACT

This study has been enriched in INTEGRA SOFTWARE SERVICES

INDIA PRIVATE LIMITED to identify the level of employee engagement
and factors contributing to employee engagement. Employee engagement
referred as “a positive attitude held by the employee towards the organization
and its value. An engaged employee is aware of the business context, and
works with colleagues to improve the performance within the job for the
benefit of the organization. The organization must work to develop and nurture
engagement, which requires a two-way relationship between employer and
employee.”

This study helps in knowing the factors affecting employee

engagement. The main objective is to study about the employee engagement
with reference to INTEGRA SOFTWARE SEVICES INDIA PRIVATE
LIMITED. The secondary objectives of the study are to know the factors
contributing to employee engagement, analyse need of employee engagement
and suggest suitable measures to improve employee engagement practices.

The research design is used for the study was descriptive research
design. The descriptive research design means the research which is done to
know the current situation of the study. The data has been collected using
structured questionnaire. This study is conducted among 200 employees out of
250 employees at INTEGRA SOFTWARE SEVICES INDIA PRIVATE
LIMITED. The type of sampling technique used for the study was stratified
random sampling. Analysis and interpretation has been done using the
statistical tools like Correlation, ANOVA, Percentage analysis, Chi-square,
Weighted average method and data are presented through tables and charts.

The findings of the study reveal that respondents have satisfied with
receiving performance feedback but to overcome lack of career development
opportunities. The suggestions have been provided based on lack of career
development which helps the respondents to get engaged in their work and
achieve organizational goals.
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INTRODUCTION

Employee engagement is a complex, broad construct that subsumes many

well researched ideas such as commitment, satisfaction, loyalty and extra role
behavior. An engaged employee extends themselves to meet the organization’s
needs, takes initiative, reinforces and supports the organization’s culture and
values, stays focused and vigilant, and believes he/she can make a difference.

Managers agree that modern business demands higher productivity and

more efficiency, than in previous times. Companies are trying to increase their
performance in order to place their company ahead of the competitors. At some
point, satisfied employees, content with their work experience, was a good
formula for success, as a satisfied employee, who wanted to stay with a
company, contributed to the workforce stability and productivity. But those
times have changed. Nowadays, the business environment is global and
competitive and simply satisfied and stable employees are not enough to bring
necessary business results.

Satisfied employees may just meet the work demands, but this will not
lead to higher performance. In order to compete effectively, employers need to
go beyond satisfaction - employers must do their best to inspire their employees
to apply their full potential and capabilities to their work, if they do not, part of
the valuable employees’ resources remains unavailable for the company.
Therefore, modern organizations expect their employees to be full of enthusiasm
and show initiative at work, they want them to take responsibility for their own
development, strive for high quality and performance, be energetic and
dedicated to what they do – in other words companies want their employees be
engaged. Employee engagement is the best tool in the company’s efforts to gain
competitive advantages and stay competitive.

Though, the notion of engagement is relatively new, it is already a hot

managerial topic and it is rare to find an HR or managerial related article that
does not mention employee engagement. The relative novelty of the concept has
caused a situation, where there is still no one clear and agreed definition of
engagement. Engagement creates the prospect for employees to attach closely
with their managers, co-workers and organization in general and the engaging
environment is the environment where employees have positive attitude toward
their job and are willing to do high-quality job.
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NEED FOR THE STUDY

This study is conducted to know the employee perceptions towards

engagement programs which are currently practiced in Integra software services
and to assess the effect of engagement in employee job performances Integra
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OBJECTIVES OF THE STUDY

Primary objective:
To study about the employee engagement with reference to Integra
Software Services Private Limited.

Secondary objectives:
 To understand the various factors contributing to employee
engagement within the organisation.
 To analyze the need of employee engagement.

 To provide suggestions for improving employee engagement

practices in Integra software solutions.
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REVIEW OF LITERATURE

T.SUHASINI AND DR.K.KALPANA 2021; the study reveals that employee engagement is a
comprehensive task and cannot be accomplished by the effective training programs also
organisations can improve engagement by opportunity thinking , enhancing employee decision
making and commitment . employee engagement results inreduced turnover intentions and
increased innovative work related behavior

V.SHIVA KUMAR 2020 ; this is study describes that the high level of employee engagement
increases the growth of the organization and act as a retention strategy .

NP MYILSWAMY ,DR.R.GAYATRI 2019 ;according to their research ‘A study on employee

engagement ; role of employee engagement in organizational effectiveness ‘, it is concluded that
the level of engagement determines employees productivity and their intention to stay in the
organization . employee engagement

JOHNSON 2018 ;asserts that if applied correctly the engagement data can well act as a
warning system for the organization , the study reports a negative correlation between the specific
instances of work place deviations and levels of EE within the organization .

SWEETMAN AND LUTHANS 2017 DEFINED from the psychologigal perspective ,

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

FERNANDEZ 2016; displays the dissimilarity between job satisfaction , the well known
construct in management , and engagement competing that employee satisfaction is not the same
as employee engagement and since managers cannot depend on employee satisfaction to retain the
best.

TOWERS PERRIN 2015 ; investigated and reported that those organizations with more engaged
employees subsequently increased their operating income by 19percent and earning per share by 28
percent annually. THE PUBLICATIONS OF THE CONFERENCE BOARD OF USA ; describes
employee engagement as an intensified emotional association that an employee feels for his or her
organization that influences him or her to utilize greater discretionary effort to his or her work.
ROBINSON 2014 ; according to him employee engagement can be attained through
designing an organizational environment where positive emotions such as involvement and
pride are encourage

HARTER ET AL. 2013; engagement is defined as employees involment ,satisfaction and

enthusiasm towards work this definition was derived from items in the gallup workplace
audit GWA1999,organizations ,which werw constructed on employee opinions of work
characteristics .
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A statement of Kroth and Boverie, (2012) cited by Swathi, S., (2011) engaged employees are
passionate about the workthey do. Passion is always accompanied by excitement, enthusiasm and
productivity.

As cited by Salimath & Kavitha (2010), engaged employees are committed, motivated, energetic
and enthusiastic about problem solving. They are absorbed in their work, put their heart into their
jobs, are excited about doing a good job, exert energy in their work and are a source of competitive
advantage for their employees

A highly engaged employee will consistently deliver beyond expectations . High levels of employee
engagement are inextricably linked with high levels of customer engagement, good performance
appraisal and a safe working environment (Shaw, 2009).
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RESEARCHMETHODOLOGY

Research
Research refers to a search for knowledge. It can also be given as a scientific and systematic search
for pertinent information on a specific topic. In fact research is an art of scientific investigation.
Research design
It is simply the framework or plan for a study that is used as a guide in collecting and
analyzing the data. It is the blue print that the followed in completing a study.
Types of research design
 Descriptive research design
Sampling
Collecting data about each and every unit of the population is called census method. The approach,
where only a few units of population under study are considered for analysis is called sampling
method.
Population
A research population is generally a large collection of individuals or objects that is the main
focus of a scientific query. The total populations of the organization are 200
Sampling unit
The sampling unit is the basic unit containing the elements of the population to be sampled eg: city
blocks, households.etc..
Sample size
The total numbers of populations are 200employees. In the total population select 150 sample are
selected for interpretation by using random sampling method.
Sampling techniques
It is basically classified into two types are probability sampling and Non probability sampling.

Simple random sampling

This is the simplest and most popular technique of sampling. In it each unit of the
population has equal chance of being included in the sample.
Questionnaire
The primary instrument used in the study is “questionnaire”. A questionnaire is a search instrument
consisting of a series of questions and other prompts for the purpose of gathering information from
respondents. Although they are often designed for statistical analysis of the responses, this is not
always the case. The questionnaire was invented by Sir Francis Galton the form of each question is
also important.
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SourcesofDataCollection:

For the purpose of the study the necessary data has been collected from primary and secondary
methods.
Primary Data: Primary data required for the study was been collected through questionnaire
method.
Secondary Data: It was collected published books, journals, company records, files and internet.
Statistical tools used
 Chisquare test
 Correlation
 ANOVA
 Weighted average

Chi Square Test

The Chi-square test is widely used to test the independence of attributes. It is applied to test the
association between the attributes when the sample data is presented in the form of a contingency
table with any number of rows or columns. It is a non-parametric test.
Chi-square test is used to:
• Test the goodness of fit
• Test the significance of association between two attributes (test of
independence).
• Test the homogeneity or the significance of population variance.

Chi square is calculated by,

Where, O = Observed frequency

E = Expected frequency
Degree of freedom (D.f) = (c-1) (r-1)
C = No. of column

Correlation
Correlation is an analysis of the co-relation between two or more variables.
Coefficient of correlation:
The degree to which the two variables are interrelated is measured by a coefficient
which is called coefficient of correlation.
Karlpearson’s coefficient of correlation=

Weighted average:
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Mean in which each item being averaged is multiplied by a number (weight) based on the item's
relative importance. The result is summed and the total is divided by the sum of the weights.
Weighted averages are used extensively in descriptive statistical analysis such as index numbers.
Also called weighted mean.
Formula:
ΣWXi
WEIGHTED AVERAGE = -------------
ΣXi

(OR)

Total score
Mean score = ------------------------------
Number of respondents

Where,
Total score= Number of respondents and Weight
ΣWXi = The sum of weights (let x1, x2, x3… xn)
ΣXi = occur with weights (w1, w2, w3…wn).

ANOVA
Analysis of variance(ANOVA) is a collection of statistical models used to analyse the
differences between group means and their associated procedures ( such as “variation” among
and between groups ), developed by R. A. fisher. In the ANOVA setting, the observed variance in
a particular variable is partitioned into compents attributable to different sources of variation.
In its simplest form, ANOVA provides a statistical test of whether or not the means of
several groups are equal, and therefore generalizes the t- test to more than two groups. Doing
multiple two-sample t-tests would result in an increased chance of committing a type I error. For
this reason, ANOVA as are useful in comparing (testing) three or more means (groups or
variables) for statistical significance
ONE WAY ANOVA TABLE
Source of variation SS Df MS (variance) F ratio

Among groups SSA c-1 MSA= SSA/c-1

Within groups SSW n-c MSW= SSW/n-c F= MSA/MSW

Total SST=SSA+SSW n-1

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Table no: 2.1 Table showing Age of the respondents.

S.no Age in years No. of Respondents Percentage of the

Respondents

1 Under 25 30 15
2 25-34 100 50
3 35-44 50 25
4 Above 45 20 10
Total 200 100

Interpretation:

From the above table, it is observed that 50% of the respondents are in the
age group of 25-34 years, 25% of the respondents are in the age group of 35-44
years, 15% of the respondents are in the age group of under 25 years, 10% of
the respondents are in the age group of above 45 years.

Chart no: 2.1(a) Chart showing Age of the respondents.

60

50

40
Percentage

30

20

10

0
Under 25 25-34 35-44 Above 45
Age in years
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Table no: 2.2 Table showing Gender of the respondents.

S.no Gender No. of Respondents Percentage of the

Respondents
1 Male 150 75

2 Female 50 25

Total 200 100

Interpretation:

From the above table, it is observed that 75% of the respondents are male and 25% of
the respondents are female.

Chart no: 2.2 (a) Chart showing Gender of the respondents.

80

70

60

50
Percentage

40

30

20

10

0 Male Female
Gender
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Table no: 2.3 Table showing Educational Qualification of the respondents.

S.no Educational qualification No. of Respondents Percentage of the

Respondents
1 Graduation 80 40

2 Post Graduation 92 46

3 Others 28 14

Total 200 100

Interpretation:

From the above table, it is observed that 46% of the respondents are post graduates, 40%
of the respondents are graduates and 14% of the respondents are under other category.

Chart no: 2.3 (a) Chart showing Educational Qualification of the respondents.

50
45
40
35
30
Percentage

25
20
15
10
5
0

Graduation Post Graduation Others

EducationalQualification
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Table no: 2.4 Table showing Experience of the respondents.

S.no Experience No. of Respondents Percentage of the

Respondents
1 Below 2 years 36 18
2 2-3 years 28 14
3 3-4 years 36 18
4 More than 4 years 100 50
Total 200 100

Interpretation:

From the above table it is observed that 50% of the respondents are having more than 4
years of experience, 18% of the respondents are having below 2 years of experience, 18% of the
respondents are having 3-4 years of experience, 14% of the respondents are having 2-3 years of
experience.

Chart no: 2.4(a) Chart showing Experience of the respondents.

60

50

40
Percentage

30

20

10

0
Below 2 years 2-3 years 3-4 years More than
4 years
Experience
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CHI-SQUARE TEST:

Null Hypothesis H0: There is no significant difference between gender of the respondents
and experience of the respondents.

Alternate Hypothesis H1: There is a significant difference between gender of the

respondents and experience of the respondents.

2.16 Table showing the opinion about Gender of the respondents and experience of the respondents.

Gender of the respondents

Observed N Expected N Residual

Male 150 100.0 50.0
Female 50 100.0 -50.0
200
Total

Experience of the respondents

Observed N Expected N Residual

Below 2 years 36 50.0 -14.0
2-3 years 18 50.0 -32.0
3-4 years 46 50.0 -4.0
More than 4 years. 100 50.0 50.0
Total 200
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Test Statistics

Gender of the respondents Experience of the respondents

Chi-Square 50.000 74.720b
df 1 3
Asymp. Sig. .000 .000

a. 0 cells (0.0%) have expected frequencies less than 5. The minimum expected cell frequency
is 100.0.
b. 0 cells (0.0%) have expected frequencies less than 5. The minimum expected cell frequency is
50.0.
Inference:

Here the significance occurs at .000 and it is less than .05. Hence H0 is accepted.

Result:

There is no significant difference between gender of the respondents and experience of

the respondents.
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CORRELATION:

Null Hypothesis H0: There is no significant difference between age of the respondents and
career development opportunities.

Alternate Hypothesis H1: There is a significant difference between age of the respondents
and career development opportunities.

Table showing the opinion about age of the respondents and careerdevelopment
opportunities.

Correlations

Age of Career development

the opportunities
respondents
Pearson 1 .877**
Correlation
Age of the respondents
Sig. (2-tailed) .000
N 200 200
Pearson .877** 1
Career
development Correlation
opportunities Sig. (2-tailed) .000
N 200 200
**. Correlation is significant at the 0.01 level (2-tailed).

Inference:

Here the significance occurs at .000 and it is less than 0.01. Hence H0 is accepted.

Result:

There is no significant difference between age of the respondents and career

development opportunities
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WEIGHTED AVERAGE METHOD:

Table showing respondents opinion about receiving fair and honest performance feedback

No. Of respondents Total score Mean

S.no Opinion Weight (x)
(f) (fw) score
1 Highly satisfied 24 5 120
2 Satisfied 80 4 320 3.38
3 Neutral 60 3 180
4 Dissatisfied 20 2 40
Highly
5 dissatisfied 16 1 16

Total 200 15 676

Mean Score = Total score / No. of respondents

= 676/200
Mean score = 3.38.

Result:
From the above table, it is inferred that most of the respondents are satisfied with
receiving fair and honest performance feedback
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ONE-WAY ANOVA:

Null Hypothesis H0: There is no significant difference between experience ofthe

respondents and receiving performance feedback.
Alternative Hypothesis H1: There is a significant difference between experience of the
respondents and receiving performance feedback.

Table showing the opinion about experience of the respondents and receiving
performance feedback.
ANOVA
Receiving performance feedback

Sum of df Mean F Sig.

Squares Square
Between Groups 158.160 3 52.720 141.62 .000
Within Groups 72.960 196 .372 7
Total 231.120 199
Post Hoc Tests
Homogeneous
Subsets
Receiving performance feedback
Duncana,b
Experience of the respondents. N Subset for alpha = 0.05
1 2 3
Below 2 years 36 1.33
2-3 years 28 2.00
3-4 years 36 2.00
More than 4 years 100 3.48
Sig. 1.000 1.000 1.000
Means for groups in homogeneous subsets are displayed.
a. Uses Harmonic Mean Sample Size = 39.498.
b. The group sizes are unequal. The harmonic mean of the group sizes is used. Type
I error levels are not guaranteed.
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Mean Plots

Inference:
Here the significance occurs at .000 and it is less than .05. Hence H0 is accepted.
Result:
There is no significant difference between experience of the
respondents and receiving performance feedback.
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FINDINGS

 It is found that 50% of the respondents are in the age group of 25-34years.
 It is found that 75% of the respondents belong to male.
 It is found that 46% of the respondents are post graduates.
 It is found that 14% of the respondents are having 2-3years of experience.
 It is found that 8% of the respondents are dissatisfied with their encouragement level.
 It is found that 40% of the respondents are satisfied with receiving performance
feedback.
 It is found that 8% of the respondents are highly dissatisfied with their level of
personal accomplishment.
 It is found that 14% of the respondents are highly dissatisfied with
receiving recognition for contribution.
 It is found that 35% of the respondents are highly dissatisfied with career
development opportunities.
 It is found that 30% of the respondents are satisfied with expectation level of work.
 It is found that 40% of the respondents are dissatisfied with opportunity level at
workplace.
 It is found that 30% of the respondents are satisfied with consideration of opinion.
 It is found that 30% of the respondents are highly dissatisfied with learning and
growthopportunities.
 It is found that 40% of the respondents are neutral with mission/purpose of the
company.
 It is found that 30% of the respondents are highly satisfied with excitement level of
performing job.
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SUGGESTIONS

 The satisfied level and neutral level towards respondents opinion about receiving
fair and honest performance feedback are quite close. So, if the company could implement
performance analysis tool the employees will get satisfied and satisfaction level may also
get increased. Constructive and regular feedbacks regarding their progress or career growth
enhance employee engagement.
 The company can provide career development opportunities to employees having
the adequate skills and capacity rather than designation. It can be improved by providing
training for those skilled employees.
 As per the survey, most of the employees opinions are not taken into account for
decision making. So, if the company could get opinion from employees and implement in
decision making. It will bring out innovative ideas from employees and also helps them to
engage in work.
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CONCLUSION

In today’s competitive Business world, employees are expecting more and more from the
employers. With increased change in needs and expectation of the employees and the employers
need to be cautious in choosing the right fit and giving a realistic job preview and engage the
associates through their engagement activities to build passion, commitment and alignment with the
organization’s strategies and goals

From the study on the employee engagement activities at EFD, it was found that the most of the
associates are highly engaged with the company both intellectually & emotionally. Also the study
infers that the associates are more pleased about the birthday bashes celebrations and external
agencies giving presentations/seminar at EFD, however they expect more increased entertainment
programs. Therefore the concern has to concentrate more on increasing the entertainment programs
& recognize their personally preferred topics for external agencies presentations. With regards to the
approachability of HR & meetings conducted by the HR’s at EFD are convincing for the associates.
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