Final Project-2

Chapter 1
1.1 Human Resource Management
HRM refers to the policies, practices, and systems that influence employees’ behavior,
attitudes, and performance. Human resource practices play a key role in attracting, motivating,
rewarding, and retaining employees. Other human resource management practices include
recruiting employees, selecting employees, designing work, compensating employees, and
developing good labor and employee relations, Strategic Training, details the importance placed on
training in comparison to other human resource management practices. To be effective, training
must play a strategic role in supporting the business.
Human resource management is one of several important functions in most companies.

Other functions include accounting and finance, production and operations, research and
development, and marketing. Keep in mind that although human resource management practices
can help companies gain a competitive advantage, the company needs to produce a product or
provide a service that customer’s value.
HRM is concerned with the human beings in an organization. “The management of man” is
a very important and challenging job because of the dynamic nature of the people. No two people
are similar in mental abilities, tacticians, sentiments, and behaviours; they differ widely also as a
group and are subject to many varied influences. People are responsive, they feel, think and act
therefore they cannot be operated like a machine or shifted and altered like template in a room
layout. They therefore need a tactful handing by management personnel.”
HRM is the process of managing people of an organization with a human approach Human
resources approach to manpower enables the manager to view the people as an important resource.
It is the approach through which organization can utilize the manpower not only for the benefits of
the organization but for the growth, development and self satisfaction of the concerned people.
Thus, HRM is a system that focuses on human resources development on one hand and effective
management of people on the other hand so that people will enjoy human dignity in their
employment.
HRM is involved in providing human dignity to the employees taking into account their
capacity, potentially, talents, achievement, motivation, skill, commitment, great abilities, and so on.
So, that their personalities are recognized as valuable human beings. If an organization can trust,
depend and draw from their bank account on the strength of their capital assets, they can trust,
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depend and draw more on their committed, talented, dedicated and capable people. This is what the
HRM is involved in every business, managerial activity or introduction.
Importance of HRM
The importance of human resource management can be discussed by Yodder, Heneman and
others, from three standpoints, social, professional and individual enterprise.
Social Significance:
Proper management of personnel enhances their dignity by satisfying their social needs.
This is done by: Maintaining a balance between the jobs available and the jobseekers, according to
the qualifications and needs; Providing suitable and most productive employment, which might
bring them psychological satisfaction; Making maximum utilization of the resources in an effective
manner and paying the employee a reasonable compensation in proportion to the contribution made
by him; Eliminating waste or improper use of human resource, through conservation of their
normal energy and health; and By helping people make their own decisions, that are in their
interests.
Professional Significance
By providing healthy working environment it promotes team work in the employees. This is
done by: Maintaining the dignity of the employee as a ‘human-being’; Providing maximum
opportunity for personal development; Providing healthy relationship between different
workgroups so that work is effectively performed; Improving the employees’ working skill and
capacity; Correcting the errors of wrong postings and proper reallocation of work.
Significance for Individual Enterprise

It can help the organization in accomplishing its goals by: Creating right attitude among the
employees through effective motivation; Utilizing effectively the available goals of the enterprise
and fulfilling their own social and other psychological needs of recognition, love, affection,
belongingness, esteem and self-actualization. Dynamic and growth - oriented organization do
require effective management of people in a fast - changing environment. Organizations flourish
only through the efforts and competencies of their human resources. Employee capabilities must
continuously be acquired, sharpened, and used. Any organization will have proper human resource
management
(i) To improve the capabilities of an individual;
(ii) To develop team spirit of an individual and the department; and
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(iii) To obtain necessary co - operation from the employees to promote organizational
effectiveness.
1.2 Employee engagement
Employee engagement is the thus the level of commitment and involvement an employee
has towards their organization and its values. An engaged employee is aware of business context,
and works with colleagues to improve performance within the job for the benefit of the
organization. The organization must work to develop and nurture engagement, which requires a
two-way relationship between employer and employee.’ Thus Employee engagement is a
barometer that determines the association of the person with the organization.
Engagement is most closely associated with the existing construction of job involvement
and flow. Job involvement is defined as ‘the degree to which the job situation is central to the
person and his or her identity. Kanungo maintained that job involvement is a ‘Cognitive or belief
state of Psychological identification. Job involvement is thought to depend on both need saliency
and the potential of a job to satisfy these needs. Thus job involvement results form a cognitive
judgment about the needs satisfying abilities of the job. Jobs in this view are tied to one’s self
image. Engagement differs from job in as it is concerned more with how the individual employees
his/her self during the performance of his/her job. Furthermore engagement entails the active use of
emotions. Finally engagement may be thought of as an antecedent to job involvement in that
individuals who experience deep engagement in their roles should come to identify with their jobs
Employee engagement is a property of the relationship between an organization and its employees.
An “engaged employee” is defined as one who is fully absorbed by and enthusiastic about their
work and so takes positive action to further the organization’s reputation and interests.
Aspects of employee engagement
Three basic aspects of employee engagement according to the global studies are:-
· The employees and their own unique psychological makeup and experience
· The employers and their ability to create the conditions that promote employee
engagement.
· Interaction between employees at all levels.
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Thus it is largely the organization’s responsibility to create an environment and culture conducive
to this partnership, and a win-win equation.
Importance of engagement
Engagement is important for managers to cultivate given that disengagement or alienation is

central to the problem of workers’ lack of commitment and motivation. Meaningless work is often
associated with apathy and detachment from ones works. In such conditions, individuals are
thought to be estranged from their selves. Other Research using a different resource of engagement
(involvement and enthusiasm) has linked it to such variables as employee turnover, customer
satisfaction – loyalty, safety and to a lesser degree, productivity and profitability criteria. An
organization’s capacity to manage employee engagement is closely related to its ability to achieve
high performance levels and superior business results. Some of the advantages of Engaged
employees are
 Engaged employees will stay with the company, be an advocate of the company
and its products and services, and contribute to bottom line business success.
 They will normally perform better and are more motivated.
 There is a significant link between employee engagement and profitability.
 They form an emotional connection with the company. This impacts their attitude towards
the company’s clients, and thereby improves customer satisfaction and service levels
 It builds passion, commitment and alignment with the organization’s strategies and goals
 Increases employees’ trust in the organization
 Creates a sense of loyalty in a competitive environment
 Provides a high-energy working environment
 Makes the employees effective brand ambassadors for the company
A highly engaged employee will consistently deliver beyond expectations. In the workplace
research on employee engagement have repeatedly asked employees ‘whether they have the
opportunity to do what they do best everyday’. While one in five employees strongly agree with
this statement. Those work units scoring higher on this perception have substantially higher
performance.
Thus employee engagement is critical to any organization that seeks to retain valued
employees. The Watson Wyatt consulting companies has been proved that there is an intrinsic link
between employee engagement, customer loyalty, and profitability. As organizations globalize and
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become more dependent on technology in a virtual working environment, there is a greater need to
connect and engage with employees to provide them with an organizational ‘identity.
Factors leading to employment engagement

Studies have shown that there are some critical factors which lead to Employee
engagement. Some of them identified are
Career Development –
Effective Management of
Talent
Leadership- Clarity of
Company values
Leadership – Respectful
Treatment of Employees Feeling
Valued
Leadership – Company’s
&
Standards of Ethical
Involved
Behavior
Empowerment
Image & Communication
Equal Opportunities &

Fair Treatment
Performance Appraisal
Pay & Benefits
Health & Safety
Job Satisfaction
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Career development- Opportunities for personal development- Organizations with high levels
of engagement provide employees with opportunities to develop their abilities, learn new skills,
acquire new knowledge and realize their potential. When companies plan for the career paths of
their employees and invest in them in this way their people invest in them.
Career development- Effective management of talent- Career development influences

engagement for employees and retaining the most talented employees and providing opportunities
for personal development.
Leadership- Clarity of company values- Employees need to feel that the core values for which
their companies stand are unambiguous and clear.
Leadership- Respectful treatment of employees- Successful organizations show respect for each
employee’s qualities and contribution regardless of their job level.
Leadership- Company’s standard of ethical behavior- A company’s ethical standards also lead
to engagement of an individual.
Empowerment
Employees want to be involved in decisions that affect their work. The leaders of high-
engagement workplaces create a trustful and challenging environment, in which employees are
encouraged to dissent from the prevailing orthodoxy and to input and innovate to move the
organization forward.
Image
How much employees are prepared to endorse the products and services which their
company provides its customers depends largely on their perceptions of the quality of those goods
and services. High levels of employee engagement are inextricably linked with high levels of
customer engagement.
Other factors
Equal opportunities and fair treatment

The employee engagement levels would be high if their bosses (superiors) provide equal
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Opportunities for growth and advancement to all the employees
Performance appraisal
Fair evaluation of an employee’s performance is an important criterion for determining the
level of employee engagement. The company which follows an appropriate performance appraisal
technique (which is transparent and not biased) will have high levels of employee engagement.
Pay and benefits

The company should have a proper pay system so that the employees are motivated to work
in the organization. In order to boost his engagement levels the employees should also be provided
with certain benefits and compensations.
Health and safety

Research indicates that the engagement levels are low if the employee does not feel secure
while working. Therefore every organization should adopt appropriate methods and systems for the
health and safety of their employees.
Job satisfaction
Only a satisfied employee can become an engaged employee. Therefore it is very essential
for an organization to see to it that the job given to the employee matches his career goals which
will make him enjoy his work and he would ultimately be satisfied with his job.
Communication
The company should follow the open door policy. There should be both upward and
downward communication with the use of appropriate communication channels in the organization.
If the employee is given a say in the decision making and has the right to be heard by his boss than
the engagement levels are likely to be high.
Family friendliness
A person’s family life influences his wok life. When an employee realizes that the
organization is considering his family’s benefits also, he will have an emotional attachment with
the organization which leads to engagement
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Co- operation
If the entire organization works together by helping each other i.e. all the employees as well
as the supervisors co-ordinate well than the employees will be engaged.
How to measure employee engagement?

Gallup research consistently confirms that engaged work places compared with least
engaged are much more likely to have lower employee turnover, higher than average customer
loyalty, above average productivity and earnings. These are all good things that prove that
engaging and involving employees make good business sense and building shareholder value.
Negative workplace relationships may be a big part of why so many employees are not engaged
with their jobs.
Step I: Listen
The employer must listen to his employees and remember that this is a continuous process.
The information employee’s supply will provide direction. This is the only way to identify their
specific concerns. When leaders listen, employees respond by becoming more engaged. This
results in increased productivity and employee retention. Engaged employees are much more likely
to be satisfied in their positions, remain with the company, be promoted, and strive for higher
levels of performance.
Step II: Measure current level of employee engagement

Employee engagement needs to be measured at regular intervals in order to track its
contribution to the success of the organization.
But measuring the engagement (feedback through surveys) without planning how to handle
the result can lead employees to disengage. It is therefore not enough to feel the pulse- the action
plan is just as essential.
Knowing the degree in which employees are engaged?

Employee engagement satisfaction surveys determine the current level of employee
engagement. A well-administered satisfaction survey will let us know at what level of engagement
the employees are operating. Customizable employee surveys will provide with a starting point
towards the efforts to optimize employee engagement. The key to successful employee satisfaction
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surveys is to pay close attention to the feedback from the staff. It is important that employee
engagement is not viewed as a one-time action. Employee engagement should be a continuous
process of measuring, analyzing, defining and implementing.
Step III: Identify the problem areas

Identify the problem areas to see which are the exact areas, which lead to disengaged
employees.
Step IV: Taking action to improve employee engagement by acting upon the problem area
Nothing is more discouraging to employees than to be asked for their feedback and see no
movement toward resolution of their issues. Even the smallest actions taken to address concerns
will let the staff know how their input is valued. Feeling valued will boost morale, motivate and
encourage future input. Taking action starts with listening to employee feedback and a definitive
action plan will need to be put in place family.
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1.3 Indian Textile Industry
India is a traditional textile -producing country with textiles in general, and cotton in
particular, being major industries for the country. India is among the world’s top producers of yarns
and fabrics, and the export quality of its products is ever increasing. Textile Industry is one of the
largest and oldest industries in India. Textile Industry in India is a self-reliant and independent
industry and has great diversification and versatility.
The textile industry can be broadly classified into two categories, the organized mill sector
and the unorganized decentralized sector.
The organized sector of the textile industry represents the mills. It could be a spinning mill
or a composite mill. Composite mill is one where the spinning, weaving and processing facilities
are carried out under one roof.
The decentralized sector is engaged mainly in the weaving activity, which makes it heavily
dependent on the organized sector for their yarn requirements. This decentralized sector is
comprised of the three major segments viz., power loom, handloom and hosiery. In addition to the
above, there are readymade garments, khadi as well as carpet manufacturing units in the
decentralized sector.
The Indian Textile Industry has an overwhelming presence in the economic life of the
country. It is the second largest textile industry in the world after China. Apart from providing one
of the basic necessities of life i.e. cloth, the textile industry contributes about 14% to the country's
industrial output and about 17% to export earnings. After agriculture this industry provides
employment to maximum number of people in India employing 35 million people. Besides, another
50 million people are engaged in allied activities.
India is the largest producer of Jute, the 2nd largest producer of Silk, the 3rd largest
producer of Cotton and Cellulosic Fibre / Yarn and 5th largest producer of Synthetic Fibres/Yarn.
Textile Industry contributes around 4% of GDP, 9% of excise collections, 18% of

employment in industrial sector, and has 16 % share in the country’s export. The Industry
contributes around 25% share in the world trade of cotton yarn. India is the largest exporter of yarn
in the international market and has a share of 25% in world cotton yarn export market. India
contributes for 12% of the world’s production of textile fibers and yarn. Indian textile industry is
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second largest after China, in terms of spindle age, and has share of 23% of the world’s spindle
capacity. India has around 6% of global rotor capacity. The country has the highest loom capacity,
including handlooms, and has a share of 61% in worldloomage. The Apparel Industry is one of
largest foreign revenue contributor and holds 12% of the country’s total export.
Strengths of the Textile Industry:
The following are few strengths of the Indian Textile Industry:
 An Independent and self-reliant industry;

 Large and potential domestic and international market;
 Abundant Raw Material availability that helps industry to control costs and
reduces the lead-time across the operation;
 Availability of low cost and skilled manpower provides competitive

advantage to industry;
 Availability of large varieties of cotton fibre and has a fast growing synthetic fibre industry;
synthetic fiber industry;
 Promising export potential
.
Weaknesses of the Textile Industry:
The following are the few drawbacks of the textile industry, which it has to overcome.
 The Industry is a highly fragmented Industry.

 It is highly dependent on Cotton.
 There is lower productivity in various segments.
 There is a declining in Mill Segment
 Lack of Technological Development that affect the productivity and other
activities in whole value chain.
 Infrastructural Bottlenecks and Efficiency such as, Transaction Time at

Ports and transportation Time.
 Unfavorable labor Laws.

 Lack of Trade Membership, which restrict to tap other potential market.
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1.4 Company Profile
COATS INDIA
Coats Group plc is a British multi-national company. It is the world's largest manufacturer
and distributor of sewing thread and supplies, and the second-largest manufacturer of zips and
fasteners, after YKK. It is listed on the London Stock Exchange and is a constituent of the FTSE
250 Index.
History
In 1755 James and Patrick Clark began a loom equipment and silk thread business
in Paisley, Scotland. In 1806 Patrick Clark invented a way of twisting cotton threads together to
substitute for silk threads which were unavailable due to France's blockade of Great Britain and
opened the first plant for manufacturing the cotton thread in 1812. In 1864 the Clark family began
manufacturing in Newark, New Jersey, U.S. as the Clark Thread Co. In 1802 James Coats set up
a weaving business, also in Paisley. In 1826 he opened a cotton mill at Ferguslie to produce his
own thread and, when he retired in 1830, his sons, James & Peter, took up the business under the
name of J. & P. Coats. The firm expanded internationally, particularly to the USA. In 1890 Coats
listed on the London Stock Exchange, with a capital base of £5.7M. In 1952 J. & P. Coats and the
Clark Thread Co. merged. In 1961 a merger with Patons and Baldwins created Coats Patons. In
1986 a merger with Vantona Viyella created Coats Viyella. In 2003 Guinness Peat took
Coats private and in 2015 it returned to the market as 'Coats Group'.
Who we are
With a rich heritage dating back to the 1750s, Coats is the world’s leading industrial thread
manufacturer and a major player in the Americas textiles crafts market. Headquartered in the UK
we employ 19,000 employees in over 60 countries across six continents around the world.
A global leader
We have an unrivalled access to global markets and customers, and are recognised as the
market leader across many areas of operation. Our products are sold in over 100 countries
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Our Industrial business is significantly larger than its nearest competitor in industrial thread, and
our Crafts business is the number one player in the Americas textile crafts market and has
operations in the UK.
Deep heritage and expertise
Coats has a long heritage and has been serving customers and playing a part in communities
for more than 250 years. Our well known brands and company-wide understanding of our
customers and consumers mean our products and services meet current and future needs. Our
strong relationships with our business partners and consumers, coupled with the deep expertise of
our people, builds trust and certainty.
A pioneer
Our pioneering history and innovative culture ensure lead the way around the world:
providing complementary and value added products and services to the apparel and footwear
industries; applying innovative techniques to develop technical products in new areas such as
aramids, tracer threads and fibre optics; and extending the crafts offer into both new markets and
online.
Vision, goals and culture
Our vision
At Coats we have a clearly defined vision:
We will be the world leader in value added engineered yarns and threads for industrial and
consumer use.
We will develop and supply highly complementary products and services, where they add
significant value to customers.
We will achieve success through customer-focused innovation and winning propositions driven by
motivated people and global teamwork.
As an organization we are focused on creating value for customers, employees and shareholders
Goals – our primary goals as an organization are:
 Profitable sales growth

 Increased productivity
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 Value delivery
These goals will be delivered on the basis of strong foundations and a set of principles and
priorities.
Foundations– all of our work is built upon the five elements outlined below:
 Safety
 Compliance
 Sustainability
 Performance
 Technology
Principles – these are a guide to how we behave with each other:
 Energy for change

 Respectful and inclusive
 Freedom to operate
 Openness and honesty
 Positive teamwork
Priorities – these are the basis on which our decisions are taken and priorities are set:
 Customer experience
 Digital first
 Simplification
 Innovation
 Talent
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1.5 Need for the study
The need for the study is to find the effectiveness and to find the various influencing job
engagement. Engaged employees are motivated to contribute 100% of their knowledge, skills and
abilities to help their organization succeed and have successful peak experiences at work.
Employee engagement is essential for the growth of organization as it influence for productivity,
quality, and good performance to become global competitors. Hence the study of employee
engagement has become important in the current situation. Textile industry is one of the growing
industries in India and has variety of opportunities which have been untapped up to date. Employee
engagement arises from both personal and environmental sources. Thus there is a need to develop
an understanding on engagement’s bases within individuals themselves. The company will be able
to understand the challenges of employee engagement and enable them strategize on how to solve
engagement and commitment problems to guarantee continued existence in the competitive
environment. It will also aid investment in human resource with an aim to improve performance.
The study will be essential as the management and the manager are responsible for the day to day
activities of the company.
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1.6 Scope of the study
In the current scenario employee engagement is important in the organization for their
better future performance. The study is conducted to determine and analysis regarding
employee engagement in the company. The study will be useful for the top level management
to decide about attitude of the employees on various factors related to employee engagement.
The factors considered in the study helps to decide about the dimensional that would improve
the engagement of employee when improved.
1.7 Objectives of the study
 To study the employee engagement practices prevailing in Madura Coats private ltd.
 To understand the various factors affecting employee engagement.
 To find out the influence of age on employee engagement.
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Chapter 2
2.1 Literature review
Johnson (2011) a negative correlation exists between instances of workplace deviance or

counterproductive work behaviors and levels of employee engagement within organizations.
Rothmann S & Rothmann S. (2010) the needs of businesses to maximize the inputs of
employees have also contributed to the interest in engagement. Business needs are driven by
intense, often global, competition, which is increasing the need for employees to be
emotionally and cognitively committed to their company, their customers and their work.
W.H. Macey and B. Schneider (2008) Job involvement (including task engagement and job
commitment) as traditionally conceptualized and assessed is an important facet of the
psychological state of engagement.
Mathieu Gilson & Ruddy (2006) suggested that empowerment is the ‘‘experience of
authority and responsibility.’’ Conceptually, empowerment defined in this manner might be
considered an antecedent or a condition of engagement, and the reader can see the conceptual
slipperiness with which we are dealing. Indeed, any distinction between the state of
engagement and psychological empowerment becomes considerably less clear when
considering the four-dimensional model suggested by Spreitzer (1995).
Woodruffle (2006) has suggested ten ways to engage employees. He has given special
emphasis on non-financial motivators like advancement, autonomy, civilized treatment,
employer commitment, environment, exposure to senior people, awarding of due praise,
availability of support, feeling of being challenged, feeling of being trusted, feeling of
working for a good and reliable organization, feeling of working on useful assignments and
respecting work/life balance.
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Gerard H. Seijts and Dan Crim (2006) have also opined that if leaders actively try to
identify the levels of engagement in their organization, find the reasons behind the lack of full
engagement, strive to eliminate those reasons and implement behavioral strategies that will
facilitate full engagement. They assert though that if these efforts should be ongoing,
employee engagement will be easy to achieve.
Lawler and Worley (2006) for a high-involvement work practice to be effective and for it to
have a positive impact on employee engagement, employees must be given power. They
argue this will lead to employees having the ability to make decisions that are important to
their performance and to the quality of their working lives, thus engaging them in their work.
Furthermore, Lawler and Worley (2006) contend that power can mean a relatively low level
of influence, as in providing input into decisions made by others or it can mean having final
authority and accountability for decisions and their outcomes. Involvement is maximized
when the highest possible level of power is pushed down to the employees that have to carry
out the decision, resulting in gaining the maximum level of engagement possible from
employees.
Robinson (2006) employee engagement can be achieved through the creation of an

organizational environment where positive emotions such as involvement and pride are
encouraged, resulting in improved organizational performance, lower employee turnover and
better health. West (2005) argues that when individuals feel positive emotions, they are able
to think in a more flexible, open-minded way and are also likely to feel greater self-control,
cope more effectively and be less defensive in the workplace.
Saks (2006) argues that organizational commitment also differs from engagement in that it
refers to a person’s attitude and attachment towards their organization, whilst it could be
argued that engagement is not merely an attitude; it is the degree to which an individual is
attentive to their work and absorbed in the performance of their role. In addition, while OC
Binvolves voluntary and informal behaviors that can help co-workers and the organization,
the focus of engagement is one’s formal role performance rather than purely extra-role and
voluntary behavior.
Peter Cheese (2005) has focused on analysis of data collected from 2400 employees & 240
HR executives from 26 organizations through a new measurement tool – The Accenture
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Human Capital Development framework which revealed that organizations with most
engaged employees have built a culture that fosters motivation, commitment and passion for
work. Variables like recognizing & rewarding performance, establishing a learning
environment, creating knowledge sharing communities and managing the culture of change
facilitate employee engagement.
Wellins and Concelman (2004) suggest that “Employee engagement is the illusive force that
motivates employees to higher levels of performance. This coveted energy is an amalgam of
commitment, loyalty, productivity an ownership.” they further added that it includes,
“feelings and attitudes employees have towards their jobs and their organization. ’’Robinson,
Perryman and Hayday (2004), define “engagement as a positive attitude held by the
employee towards the organization and its values. An engaged employee is aware of the
business context, works with colleagues to improve performance within the job for the
benefit of the organization”. They further add that organization must develop and nurture
engagement which is a two way relationship between employer and employee.
The Gallup Organization (2004) found critical links between employee engagement,
customer loyalty, business growth and profitability. They compared the scores of these
variables among a sample of stores scoring in the top 25 per cent on employee engagement
and customer loyalty with those in the bottom 25 per cent. Stores in the bottom 25 per cent
significantly under-performed across three productivity measures: sales, customer complaints
and turnover. Gallup cites numerous similar examples. The International Survey Research
(ISR) team has similarly found encouraging evidence that organizations can only reach their
full potential through emotionally engaging employees and customers (ISR 2005).
May et al (2004) engagement is most closely associated with the constructs of job
involvement and ‘flow’ (Csikszentmihalyi 1990). Job involvement is defined as ‘a cognitive
or belief state of psychological identification’ (Kanungo 1982:342). This differs from
engagement in that it is concerned more with how the individual employs him/her self during
the performance of his/her job. Furthermore, whilst the focus of job involvement is on
cognitions, engagement, according to most definitions, also encompasses emotions and
behavior.
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Holbeche and Springett (2003) people’s perceptions of ‘meaning’ with regard to the
workplace are clearly linked to their levels of engagement and, ultimately, their performance.
They argue that employees actively seek meaning through their work and, unless
organizations try to provide a sense of meaning, employees are likely to quit. The research
findings suggest that many people experience a greater search for meaning in the workplace
(70 per cent) than in life in general (ibid). There are numerous possible reasons for this, for
example, it may be because people generally spend longer at work than on other parts of their
lives. Holbeche and Springett (2003) argue that high levels of engagement can only be
achieved in workplaces where there is a sharedsense of destiny and purpose that connects
people at an emotional level and raises their personal aspiration.
Towers Perrin (2003) building engagement is a process that never ends and it rests on the
foundation of a meaningful and emotionally enriching work experience. Furthermore, it is not
about making people happy, or even paying them more money. As important as pay and
benefits are in attracting and retaining people, it was found they play a less important role in
engaging people in their work. The elements found to be fundamental for engagement were
strong leadership, accountability, autonomy, a sense of control over one’s environment and
opportunities for development; there are no substitutes for these fundamentals.
Purcell et al’s (2003) study found a number of factors to be strongly associated with high
levels of employee engagement. The one thing all of these factors had in common was that
they were connected with an employee’s involvement in a practice related to their work. For
example, effective communications was found to be a factor as engagement levels were
affected by the amount of information employees received about how well the company was
performing and how they contributed to the company achieving its business objectives.
Furthermore, employees having involvement in decisions’ affecting their job or work was
also associated with high levels of engagement.
Schaufeli et al. (2002) define employee engagement as “a positive fulfilling, work related
state of mind that is characterized by vigor, dedication and absorption”. They further state
that engagement is not a momentary and specific state, but is “a more persistent and
pervasive affective – cognitive state that is not focused on any particular object, event,
individual, or behavior”.
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Buckingham (2001) such employees were “intent on sharing with colleagues the many
reasons for which they believe their organization is such a rotten place to work”. The study
also found that the longer employees remained with an organization, the more disengaged
they became. Similarly, researchers at Gallup (Brim 2002) and Truss et al (2006) identified
an inverse relationship between employee engagement, or the degree to which a worker is
fulfilled by his or her job, and the length of service. According to Brim (2002) such evidence
indicates that for most employees, the first year on the job is their best and thereafter it is
‘downhill’. One challenge for employers is to find ways of renewing employees engagement
levels through the duration of their employment.
Hyman and Mason (1995) argue that employee involvement schemes “extend little or no
input into corporate or higher level decision making” and generally do not entail any
significant sharing of power and authority. Similarly, Blyton and Turnbull (2004) argue that
employee involvement is ‘soft on power’. However, Purcell et al’s (2003) study found
involvement in decisions affecting the job or work to be an important factor, which was
strongly associated with high levels of employee engagement thus demonstrating it is an
important driver.
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. Thus, according to Kahn (1990), engagement means
to be psychologically as well as physically present when occupying and performing an
organizational role.
Fox (1974) argued that despite an elaborate external controlling structure being in place, no
role can be totally diffuse or totally specific; even in jobs which are tightly controlled, some
outstanding element of discretion always remains. In cases where employees have been given
some control over how they do their jobs, positive benefits have appeared to emerge. For
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example, previous research in the UK has looked at job redesign and the impact this has had
on engagement. In 1990 research was carried out by the University of Sheffield on factory
workers and the number of injuries they reported given the differing levels of control over
their work (Beardwell and Claydon 2007). It was found that, after the workers were given the
training and freedom to make repairs to their own equipment rather than having to call a
supervisor every time they experienced a problem, they reported fewer occupational injuries.
This would suggest that workers who feel they have control over their destiny at work, a key
aspect of employee engagement, are more likely to stay focused and less likely to make
preventable mistakes.
Lodahl & Kejner (1965) define job involvement as “the degree to which a person’s work
performance affects his self-esteem”. They also argue that employees who are highly
concerned with their jobs also reveal high involvement in their organizations. Kanungo
(1982) identified different explanation of job involvement while studying the relationship of
job involvement to numerous variables, including job characteristics, performance, turnover
and absenteeism.
Kelman’s (1958) highest level of motivation involved the investment of not only physical
and cognitive resources, but also involved an investment of emotions. At this level of
motivation, individuals are engaged in their work role through an emotional connection
between themselves and their role. This view is consistent with Kahn’s (1990), who noted
that role engagement was the highest when people were emotionally connected to their work
activity. Kahn’s conceptualization of engagement, as being manifested by three dimensions,
is also consistent with the theoretical tripartite definition of attitudes, which have been
categorized as comprising emotional, cognitive, and behavioral components (Campbell,
1963). Researchers emphasize not only on the role of cognitive evaluations in attitudes, but
also the affect and behavioral components as well (Eagley & Chaiken, 1993).By detailing the
manifestation of engagement in one’s role, Kahn (1990) provided a general description of
engaging emotions, cognitions, and behaviors.
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Chapter 3
3.1 Research
The Advanced Learner’s Dictionary of current English lays down the meaning of
research as “a careful investigation or inquiry especially through` search for new facts in any
branch of knowledge”.
The Research Methodology is used to systematically solve the research problems. It

may be understood as a science of studying how research is done systematically. In this study
various steps that are generally adopted by using analytical and descriptive research studies.
In this study it is necessary to know only about research but also about methodology.
3.2 Research design
A research design is the plan of a research study. The design of a study defines the
study type (descriptive, correlation, semi-experimental, experimental, review, meta-analytic)
and sub-type (e.g., descriptive-longitudinal case study), research question, hypotheses,
independent and dependent variables, experimental design, and, if applicable, data collection
methods and a statistical analysis plan. Research design is the frame work that has been
created to seek answers to research questions.
3.3 Descriptive Research:

Descriptive research is a study designed to depict the participants in an accurate way.
In simple words, descriptive research is all about describing the characteristic features of
population under study.
The three main ways to collect the information are:
1. Observational, defined as a method of doing and recording the participants.
2. Case study, defined as an in depth study of an individual or group of individuals.
3. Survey, defined as a brief interview or discussion with an individual about a specific
topic.
3.4 Collection of Data:
A research cannot be completed without proper collection and analysis of data. In
order to understand the problem underlying research accurately and designing the feasible
solution for that problem, quality data is needed. Data collection is done with a purpose of
gathering information about the topic being studied by the researcher. It is a process of
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finding appropriate sources of information and compiling the information to reach a
particular solution. While dealing with any real life problem, it is obvious that the data at
hand are inadequate and hence it becomes necessary to collect the data that are appropriate.
Depending upon the sources of information available data can be classified as:
1. Primary Data.
2. Secondary Data.
Primary Data:
Primary data are data observed or collected directly from a first-hand experience. It is
the data collected by the investigator himself/herself for a specific purpose. The sources of
primary data are useful in finding the real facts about the incidents or events. Primary data are
freshly collected data that provide information about a particular problem. These data can be
gathered using techniques like interview, observation, mailing, counseling etc. The research
was done with the help of questionnaire that proved to be effective in collecting the relevant
information. The questionnaires were distributed to various respondents in Madura Coats.
Independent Variable:
Independent variables are variables whose variation does not depend on that of
another. The independent variables here are employee engagement factors like leadership &
culture, work satisfaction, work relationships, employee wellbeing, employee value
proposition, personal professional growth, affective and normative commitment and
discretionary behavior.
Dependent Variable:
A dependent variable is what we measure in the experiment and what is affected
during the experiment. The dependent variable responds to the independent variable. It is
called dependent because it depends on the independent variable. The dependent variable
here is the employee motivation.
Instrumentation:
A structured questionnaire which was personally administrated to the respondents was
the tool for the survey. The questionnaire contained questions that were aimed at describing
the factors of employee engagement factors like leadership & culture, work satisfaction, work
relationships, employee wellbeing, employee value proposition, personal professional
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growth, affective and normative commitment and discretionary behavior. Close ended
questions were predominantly given using likert scale which would make it easy to compare
the responses. Final analysis was done by percentage analysis, ANOVA. The weights were
given as 5 for strongly agree, 4 for agree, 3 for neither agree nor disagree, 2 for disagree and
1 for strongly disagree.
Secondary Data:
Secondary data are published data and the data collected in the past. The previously
recorded information about an event is very important in finding the solution. The readily
available information is called “Secondary Data”. Secondary data was collected through
company profile, journals, websites and other databases of the company. It is also collected
through the reference of the old report of the industry. All these data were helpful in carrying
out the analysis.
3.5 Sampling design
A Sample design is a definite plan for obtaining a sample from a given population.
The population of the study is from employees of Madura Coats Pvt Ltd.
Sampling Frame:
In statistics, a sampling frame is the source material or device from which a sample
is drawn. There are number of ways to improve efficiency and effectiveness and providing
additional information about its elements and information related to its variables or group of
interest it may be used to improve the survey design. The sample is framed from the
employees of Madura Coats pvt ltd, Thoothukudi.
3.6 Sampling process
 Population: 700
 Extent: Madura Coats Pvt Ltd
 Sample size: 150
 Sampling method: Convenience sampling
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3.7 Statistical tools
After the collection of data, transformation scores were developed for the dimensions with
respect the responses received. Then the required analysis is made with the help of Statistical
package for Social Sciences (SPSS version 20) and the analyzed data is interpreted.
The following are the tools used for analysis,

 Percentage analysis
 ANOVA analysis
1. Percentage analysis
Percentage refers to a special kind of ratio. The analysis is done with the help of
simple percentage analysis which means percentage analysis is the method to represent raw
streams of data as a percentage (a part in 100- percent) for better understanding of collected
data.
Percentage of respondents = (A*100)/B
A- Number of respondents answered.
B- Total respondents
2. ANOVA
A one way analysis of variance is a way to test the quality of three or more means at
one time by using variances. The one way ANOVA compares the means between the groups
you are interested in and determines whether any of those means are significantly different
from each other specifically it tests the null hypothesis. If however, the one-way ANOVA
returns a significant result then we accept the alternative hypothesis, which is that there are at
least 2 group means that are significantly different from each other. At this point, it is
important to realize that one way ANOVA is an omnibus test statistic and cannot tell which
specific groups were significantly different from each other.
Hypothesis
Hypothesis may be defined as a proposition or a set of proposition set forth as an

explanation for the occurrence of some specified group of phenomena either assered merely
as a provisional conjecture to guide some investigation or accepted as highly probable in the
light of established facts.
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3.8 Findings, Suggestion and Conclusion
From the inference drawn in the Interpretation of analysis certain findings

were identified and suitable suggestions were recommended for the betterment of the
organization.
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Percentage analysis
Table: 4.1
Table showing for classification of respondents based on their age
Age Frequency Percent

21-30 44 28.76
31-40 75 49.02
41-50 34 22.22
Total 153 100.00
Interpretation
From the table it is understood that 49.02% of their respondents fall in the age group of
31-40 years followed by 28.8% of them between 21-30 years and 22,2% of them are
between 41-50 years.
Chart:4.1
Chart showing for classification of respondents based on their age
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Table: 4.2
Table showing for classification of respondents based on their education
Education Frequency Percent

B.sc 17 11.11
MBA 34 22.22
Polytechnic 44 28.76
BE 23 15.03
ITI 35 22.88
Total 153 100.00
Interpretation
From the table it is understood that 28.76% of their respondents are Diploma holders
followed ITI graduates by 22.88%,MBA graduate holders by 22.22%,BE holders
by15.03%and 11.115 are B.sc holders.
Chart:4.2
Chart showing for classification of respondents based on their education
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Table: 4.3
Table showing for classification of respondents based on their gender
Gender Frequency Percent

Male 119 77.78
Female 34 22.22
Total 153 100.00
Interpretation
From the table it is understood that 77.78% of the respondents are male and 22.22% are
female.
Chart:4.3
Chart showing for classification of respondents based on their gender
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Table: 4.4
Table showing for classification of respondents based on their department
Department Frequency Percent

IRD 3 1.96
Finance 66 43.14
Production 69 45.10
Logistics 14 9.15
Purchase 1 0.65
Total 153 100.00
Interpretation
From the table it is understood that 45.10% of the respondents work with Production
by 43.14% with Finance by 9.15% with Logistics by 1.96% with IRD and 0.65% with
Puechase and between production by 45.10%.
Chart:4.4
Chart showing for classification of respondents based on their department
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Table: 4.5
Table showing for classification of respondents based on their work experience

Work
experience Frequency Percent
1-5 22 14.38
6-10 61 39.87
11-15 47 30.72
Above 15 23 15.03
Total 153 100.00
Interpretation
From the table it is understood that 39.87% of the respondents have an experience of
6-10 years followed by 11-15 years by 30.72%,above 15 years by 15.03%,1-5 years are
14.38% of them are between 11-15 above 15.03%.
Chart:4.5
Chart showing for classification of respondents based on their work experience
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Table: 4.6
Table showing respondents opinion about recommending the company to other

employees
Response Frequency Percent

Strongly
disagree 2 1.31
Disagree 9 5.88
Neutral 46 30.07
Agree 90 58.82
Strongly
agree 6 3.92
Total 153 100.00
Interpretation
The above table shows that around 61% of the respondents say that they would
recommend the company to their friends for employement and 30% of their would not give
any opinion and 9% of them would not recommend to others
Chart:4.6
Chart showing respondents opinion about recommending the company to other

employees
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Table: 4.7
Table showing respondent’s opinion about working in other places
Particulars Frequency Percent

Strongly
disagree 2 1.31
Disagree 30 19.61
Neutral 57 37.25
Agree 56 36.60
Strongly
agree 8 5.23
Total 153 100.00
Interpretation
The above table shows that around 42% of the respondents say that it rarely crosses
their mind to leave the company to work in some other place and 37% of them would not
give anyopinion and 21% of them would not work in some other place.
Chart:4.7
Chart showing respondent’s opinion about working in other places
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Table: 4.8
Table showing respondent’s opinion about their senior management level

Strongly
disagree 5 3.3
Disagree 23 15.0
Neutral 85 55.6
Agree 33 21.6
Strongly
agree 7 4.6
Total 153 100
Interpretation
The above table shows that around 26% of the respondents say that their company’s
senior management is visionary and inspirational and 56% of them would not give any
opinion on senior management level and 18% of their senior management is not visionary
and inspirational.
Chart 4.8
Chart showing respondent’s opinion about their senior management level
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TABLE: 4.9
Table showing of respondent’s opinion about their authority to make necessary

decision.

Strongly
disagree 7 4.58
Disagree 23 15.03
Neutral 86 56.21
Agree 31 20.26
Strongly agree 6 3.92
Total 153 100.00
INTERPRETATION
The above table shows that around 24% of the respondents say that they are entrusted
with the authority to make necessary decision and 56% of their would not give any opinion
and 20% of them feel that they are not entrusted.
CHART 4.9
Chart showing of respondent’s opinion about their authority to make necessary

decision.
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TABLE: 4.10
Table showing of respondent’s opinion about their forward look to going to work

Strongly
disagree 7 4.58
Disagree 6 3.92
Neutral 40 26.14
Agree 91 59.48
Total 153 100.00
INTERPRETATION
The above table shows that around 65% of the respondents say that they really look
forward to going to work and 26% of their would not give any opinion about going to work
and 9% of they are not looking forward to going to work.
CHART 4.10
Chart showing of respondent’s opinion about their forward look to going to work
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Table: 4.11
Table showing of respondent’s opinion about excessive pressure in their job

Strongly
disagree 7 4.58
Disagree 26 16.99
Neutral 73 47.71
Agree 41 26.80
Total 153 100.00
Interpretation
The above table shows that around 31% of the respondents say that there is
excessive pressure in their job and 48% of them not give any opinion about their excessive
pressure in your job and 21% of they are not forward to going work.
Chart 4.11
Chart showing of respondent’s opinion about excessive pressure in their job
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Table: 4.12
Table showing of respondent’s opinion about satisfaction on their job.

Strongly
disagree 12 7.84
Disagree 29 18.95
Neutral 71 46.41
Agree 34 22.22
Strongly
agree 7 4.58
Total 153 100.00
Interpretation
The above table shows that around 27% of the respondents say that they are satisfied
on their job and 46% of them not give any opinion about their satisfaction on their job and
26% of they are not satisfied.
Chart 4.12
Chart showing of respondent’s opinion about satisfaction on their job.
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Table: 4.13
Table showing of respondent’s opinion about their positive attitude.

Disagree 15 9.80
Neutral 92 60.13
Agree 42 27.45
Strongly
agree 4 2.61
Total 153 100.00
Interpretation
The above table shows that around 30% of the respondents say that there is positive
attitude among co-workers and 60% of them not give any opinion about positive attitude and
10% of say that there is no positive attitude among co-workers.
Chart 4.13
Chart showing of respondent’s opinion about their positive attitude.
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Table 4.14
Table showing of respondent’s opinion about sharing their experience

Strongly
disagree 9 5.88
Disagree 29 18.95
Neutral 66 43.14
Agree 42 27.45
Strongly
agree 7 4.58
Total 153 100.00
Interpretation
The above table shows that around 32% of the respondents say that they share their
experience with others and 43% of them not give any opinion about sharing their experience
and 23% of say that they would not share their experience with others.
CHART 4.14
Chart showing of respondent’s opinion about sharing their experience
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Table: 4.15
Table showing of respondent’s opinion about their trust fostered within group

Strongly
disagree 11 7.19
Disagree 23 15.03
Neutral 70 45.75
Agree 36 23.53
Total 153 100.00
Interpretation
The above table shows that around 32% of the respondents say that an environment of
trust is fostered within group and 46% of them not give any opinion about trust fostered
within group and 22% of say that their trust not fostered within group
CHART 4.15
Chart showing of respondent’s opinion about their trust fostered within group
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Table: 4.16
Table showing of respondent’s opinion about their employee well bring

Strongly
disagree 7 4.58
Disagree 31 20.26
Neutral 64 41.83
Agree 39 25.49
Total 153 100.00
Interpretation
The above table shows that around 33% of the respondents say that their performance
when compared with others is good, 42% of them do not give any opinion and 25% do not
agree with it.
CHART 4.16
Chart showing of respondent’s opinion about their employee well bring
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Table: 4.17
Table showing of respondent’s opinion about their performance

Strongly
disagree 10 6.54
Disagree 35 22.88
Neutral 64 41.83
Agree 35 22.88
Total 153 100.00
Interpretation
The above table shows that around 28% of the respondents say they think their
performance at work compares with others doing a similar job and 42% of them not give any
opinion and 29% of the respondents say that they don’t think their performance at work
compares with others doing a similar job.
CHART 4.17
Chart showing of respondent’s opinion about their performance
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Table: 4.18
Table showing of respondent’s opinion about to leave the company

Strongly
disagree 3 1.96
Disagree 34 22.22
Neutral 72 47.06
Agree 40 26.14
Total 153 100.00
INTERPRETATION
The above table shows that around 29% of the respondents say that it will be hard for
them to leave the company and 47% of them do not give any opinion and 24% of the
respondents say that they dont feel that way.
CHART 4.18
Chart showing of respondent’s opinion about to leave the company
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Table: 4.19
Table showing of respondent’s opinion about their organization best interest

Strongly
disagree 2 1.31
Disagree 23 15.03
Neutral 74 48.37
Agree 49 32.03
Total 153 100.00
INTERPRETATION
The above table shows that around35% of the respondents say that within their
organization the employee are empowered to act and 48% of them do not give any opinion
and21% of the respondents say that the employee are not empowered to act.
CHART 4.19
Chart showing of respondent’s opinion about their organization best interest
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Table: 4.20
Table showing of respondent’s opinion about control over the way they do their job.

Strongly
disagree 5 3.27
Disagree 26 16.99
Neutral 74 48.37
Agree 37 24.18
Total 153 100.00
INTERPRETATION
The above table shows that around31% of the respondents say that they can control
the way they do their job and 48% of them not give any opinion and 21% of the respondents
say that they don’t feel they have control the way they do their job
CHART 4.20
Chart showing of respondent’s opinion about control over the way they do their job.
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Table 4.21
Table showing of respondent’s opinion about their support on life balance

Strongly
disagree 3 1.96
Disagree 15 9.80
Neutral 67 43.79
Agree 63 41.17
Total 153 100
INTERPRETATION
The above table shows that around 45% of the respondents say that Madura coats
provide support on their life balance and 44% of them not give any opinion and 10% of the
respondents say that the Madura coats does not provide support on their life balance.
CHART 4.21
Chart showing of respondent’s opinion about their support on life balance
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Table: 4.22
Table showing of respondent’s opinion about their job intend.

Strongly
disagree 5 3.27
Disagree 27 17.65
Neutral 60 39.22
Agree 50 32.68
Total 153 100.00
INTERPRETATION
The above table shows that around 40% of the respondents say that within the next
year, in their job, they intend to do and 40% of them do not give any opinion 20% of the
respondents say that they won’t intend to do.
CHART 4.22
Chart showing of respondent’s opinion about their job intend.
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Table: 4.23
Table showing of respondent’s opinion about their plan for the foreseeable future.

Strongly
disagree 2 2.0
Disagree 26 17.0
Neutral 72 47.1
Agree 42 27.5
Total 153 100.00
INTERPRETATION
The above table shows that around 33% of the respondents say that they plan to
remain with Madura coats for the foreseeable future and 47% of them do not give any
opinion about their plan for the foreseeable future 19% of the respondents say that they don’t
plan to remain with Madura coats for the foreseeable future.
CHART 4.23
Chart showing of respondent’s opinion about their plan for the foreseeable future.
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Table: 4.24
Table showing of respondent’s opinion about thought to leave their current job

Strongly
disagree 7 4.58
Disagree 16 10.46
Neutral 73 47.71
Agree 50 32.68
Total 153 100.00
INTERPRETATION
The above table shows that around 37% of the respondents say that they have tried to
leave their current job and 48% of them not give any opinion 15% of the respondents say that
they didn’t try at all to leave their current job.
CHART 4.24
Chart showing of respondent’s opinion about thought to leave their current job
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Table: 4.25
Table showing of respondent’s opinion about their professional growth

Strongly
disagree 8 5.23
Disagree 19 12.42
Neutral 71 46.41
Agree 47 30.72
Total 153 100.00
INTERPRETATION
The above table shows that around 36% of the respondents say that their job carries
professional growth and 46% of them do not give any opinion about 17% of the respondents
say that their job does not a professional growth.
CHART 4.25
chart showing of respondent’s opinion about their professional growth
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Table: 4.26
Table showing of respondent’s opinion about their career with organization

Strongly
disagree 8 5.23
Disagree 28 18.30
Neutral 80 52.29
Agree 29 18.95
Total 153 100.00
INTERPRETATION
The above table shows that around 25% of the respondents say that they would be
very happy to spend the rest of their career with the Organization and 52% of themwould not
give any opinion about their career with the organisation24% of the respondents say that they
would not be very happy to spend the rest of their career with this Organization
CHART 4.26
Chart showing of respondent’s opinion about their career with organization
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Table: 4.27
Table showing of respondent’s opinion about their organization with others

Strongly
disagree 12 7.84
Disagree 24 15.69
Neutral 59 38.56
Agree 52 33.99
Total 153 100.00
INTERPRETATION
The above table shows that around 38% of the respondents say that they enjoy
discussing about their Organization with others and 39% of themwould not give any opinion
about their organization with others 23% of the respondents say that theywould not discuss
about their Organization with others.
CHART 4.27
Chart showing of respondent’s opinion about their organization with others
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Table: 4.28
Table showing of respondent’s opinion about organization’s problems as their own.

Strongly
disagree 11 7.19
Disagree 26 16.99
Neutral 74 48.37
Agree 36 23.53
Total 153 100.00
INTERPRETATION
The above table shows that around 27% of the respondents say that they really feel
organization’s problems are their own and 48% of themwould not give any opinion about
their organization’s problems 24% of the respondents say that they would not feel
organization’s problems are their own.
CHART 4.28
Chart showing of respondent’s opinion about organization’s problems as their own.
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Table: 4.29
Table showing of respondent’s opinion about organization’s as a part of family.

Strongly
disagree 4 2.6
Disagree 25 16.3
Neutral 74 48.4
Agree 45 29.4
Total 153 100.00
INTERPRETATION
The above table shows that around 32% of the respondents say that they do not feel
like a part of the family in their organization and 48.4% of themwould not give any opinion
about their organizations as a part of family 20% of the respondents saythatthey feel like a
part of the family in their organization.
CHART 4.29
Chart showing of respondent’s opinion about organization’s as a part of family.
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Table: 4.30
Table showing of respondent’s opinion about their guilty to leave organization

Strongly
disagree 4 2.61
Disagree 24 15.69
Neutral 71 46.41
Agree 51 33.33
Total 153 100.00
INTERPRETATION
The above table shows that around 35% of the respondents say that they would feel
guilty if leave the organization and 46% of themwould not give any opinion about it 18% of
the respondents say that they would not feel guilty if they have to leave the organization.
CHART 4.30
Chart showing of respondent’s opinion about their guilty to leave organization
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Table: 4.31
Table showing of respondent’s opinion about their continuity to work for the
organization in future.

Strongly
disagree 10 6.54
Disagree 41 26.80
Neutral 55 35.95
Agree 43 28.10
Total 153 100.00
INTERPRETATION
The above table shows that around 31% of the respondents say that they would
continue to work for their organization in future and 36% of themwould not give any opinion
33% of the respondents say that they would not continue to work for their organization in
future.
CHART 4.31
Chart showing of respondent’s opinion about their continuity to work for the
organization in future.
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Table: 4.32
Table showing of respondent’s opinion about their sense of obligation to the people in
the organization
Strongly
disagree 3 1.96
Disagree 16 10.46
Neutral 78 50.98
Agree 53 34.64
Total 153 100.00
INTERPRETATION
The above table shows that around 36% of the respondents say that they would not
leave their organization because they have a sense of obligation to the people in it and 51%
of them would not give any opinion and 12% of the respondents saythatthey would leave
their organization.
CHART 4.32
Chart showing of respondent’s opinion about their sense of obligation to the people in
the organization
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Table: 4.33
Table showing of respondent’s opinion about their help on new workers.

Strongly
disagree 8 5.23
Disagree 17 11.11
Neutral 71 46.41
Agree 51 33.33
Total 153 100.00
INTERPRETATION
The above table shows that around 37% of the respondents say that they help new
workers, even when not asked to do and 46% of them would not give any opinion about their
help on new workers17% of the respondents say that they would nothelp new workers.
CHART 4.33
Chart showing of respondent’s opinion about their help on new workers.
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Table: 4.34
Table showing of respondent’s opinion about their willingness to work.

Strongly
disagree 7 4.58
Disagree 31 20.26
Neutral 75 49.02
Agree 28 18.30
Total 153 100.00
INTERPRETATION
The above table shows that around 26% of the respondents say that they willingly stay
at work till late, whenever the organization requires them and 49% of them would not give
any opinion about their willingness to work25% of the respondents say that they would
notwillingly stay at work.
CHART 4.34
Chart showing of respondent’s opinion about their willingness to work.
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Table: 4.35
Table showing of respondent’s opinion about their suggestions for improvements.

Strongly
disagree 8 5.23
Disagree 37 24.18
Neutral 66 43.14
Agree 37 24.18
Total 153 100.00
INTERPRETATION
The above table shows that around 26% of the respondents say that they make
suggestions for improvements and 49% of them would not give any opinion 25% of the
respondents say that they would not make suggestions for improvements.
CHART 4.35
Chart showing of respondent’s opinion about their suggestions for improvements.
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Table: 4.36
Table showing of respondent’s opinion about their faulty procedure.

Strongly
disagree 4 2.61
Disagree 43 28.10
Neutral 67 43.79
Agree 32 20.92
Total 153 100.00
INTERPRETATION
The above table shows that around 27% of the respondents say that they rarely try to
correct a faulty procedure or practice and44% would not give any opinion about their faulty
procedure30% of the respondents say that they would not rarely try to correct a faulty
procedure or practice.
CHART 4.36
Chart showing of respondent’s opinion about their faulty procedure
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Table: 4.37
Table showing of respondent’s opinion about their extra duties and responsibilities.

Strongly
disagree 12 7.84
Disagree 42 27.45
Neutral 60 39.22
Agree 34 22.22
Total 153 100.00
INTERPRETATION
The above table shows that around 26% of the respondents say that they avoid taking
up extra duties and responsibilities and 39% would not give any opinion and 34% of the
respondents say that they would not avoid taking up extra duties and responsibilities.
CHART 4.37
Chart showing of respondent’s opinion about their extra duties and responsibilities.
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64
ANOVA
Table -4.38
Table showing for analysis of variance for age and leadership & culture
Hypothesis
Ho: There is no significant difference in the opinion of workers about leadership & culture
with respect to their age.
H1: There is significant difference in the opinion of workers about leadership & culture with
respect to their age.
Age Mean SD F Significant
21-30 3.1761 .53803 .741 .479
31-40 3.2867 .44965
41-50 3.2206 .51036
Total 3.2402 .48909
INTERPRETATION
From the table it is understood that the significant value is 0.479 which is greater than the
level of significance 0.05. Therefore, the null hypothesis is accepted and it is concluded that
there is no significant difference between the age of the respondents and the leadership &
culture existing in the organization.
When compare with the mean value it is observed that the leadership & culture is slightly
high among the age category up to 31-40. Hence we conclude that the leadership & culture
matters stronger with the middle aged employees.
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Table -4.39
Table showing for analysis of variance for age and work satisfaction
Hypothesis
Ho: There is no significant difference in the opinion of workers about work satisfaction with
H1: There is significant difference in the opinion of workers about work satisfaction with
21-30 3.1989 .55662 1.562 .213
31-40 3.1500 .56053
41-50 3.3456 .44812
Total 3.2075 .53863
INTERPRETATION
there is no significant difference between the age of the respondents and the work satisfaction
existing in the organization.
When compare with the mean value it is observed that the work satisfaction is slightly high
among the age category up to 41-50. Hence we conclude that the work satisfaction matters
stronger with the middle aged employees.
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66
Table-4.40
Table showing for analysis of variance for age and work relationships
Hypothesis
Ho: There is no significant difference in the opinion of workers about work relationships with
H1: There is significant difference in the opinion of workers about work relationships with
21-30 3.0909 .53671 1.746 .178
31-40 2.9867 .51807
41-50 3.1765 .45029
Total 3.0588 .51200
INTERPRETATION
level of significance 0.05. Therefore, the null hypothesis is rejected and it is concluded that
there is significant difference between the age of the respondents and the work relationships
When compare with the mean value it is observed that the work relationships is slightly high
among the age category up to 41-50. Hence we conclude that the work relationship matters
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67
Table -4.41
Table showing for analysis of variance for age and employee value proposition
Hypothesis
Ho: There is no significant difference in the opinion of workers about employee value
proposition with respect to their age.
H1: There is significant difference in the opinion of workers about employee value
proposition with respect to their age.
21-30 3.1023 .54804 .178 .837
31-40 3.1033 .48472
41-50 3.0441 .50178
Total 3.0899 .50460
INTERPRETATION
there is no significant difference between the age of the respondents and the employee value
proposition existing in the organization.
When compare with the mean value it is observed that the employee value proposition is
slightly high among the age category up to 31-40. Hence we conclude that the employee
value proposition matters stronger with the middle aged employees.
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68
Table -4.42
Table showing for analysis of variance for age and employee wellbeing
Hypothesis
Ho: There is no significant difference in the opinion of workers about employee wellbeing
H1: There is significant difference in the opinion of workers about employee wellbeing with
21-30 3.1136 .55658 1.692 .188
31-40 3.2978 .51282
41-50 3.2451 .52742
Total 3.2331 .53131
INTERPRETATION
From the table it is understood that the significant value is 0.188 which is higher than the
level of significance 0.05. Therefore, the null hypothesis is rejected and it is concluded that
there is significant difference between the age of the respondents and the employee wellbeing
When compare with the mean value it is observed that the employee wellbeing is slightly
high among the age category up to 31-40. Hence we conclude that the employee wellbeing
matters stronger with the middle aged employees.
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69
Table -4.43
Table showing for analysis of variance for age and affective and normative commitment
Hypothesis
Ho: There is no significant difference in the opinion of workers about affective and normative
commitment with respect to their age.
H1: There is significant difference in the opinion of workers about affective and normative
commitment with respect to their age.
21-30 3.0974 .51717 .356 .701
31-40 3.1733 .45799
41-50 3.1471 .45105
Total 3.1457 .47223
INTERPRETATION
there is no significant difference between the age of the respondents and the affective and
normative commitment existing in the organization.
When compare with the mean value it is observed that the affective and normative
commitment is slightly high among the age category up to 31-40. Hence we conclude that the
affective and normative commitment matters stronger with the middle aged employees.
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70
Table -4.44
Table showing for analysis of variance for age and personal professional growth
Hypothesis
Ho: There is no significant difference in the opinion of workers about personal professional
growth with respect to their age.
H1: There is significant difference in the opinion of workers about personal professional
growth with respect to their age.
21-30 3.1193 .51852 .138 .871
31-40 3.1633 .48542
41-50 3.1250 .46973
Total 3.1422 .48899
INTERPRETATION
level of significance 0.05. Therefore, the null hypothesis is accepted and there is no
significant difference between the age on the personal professional growth existing in the
organization.
When compare with the mean value it is observed that the personal professional growth is
slightly high among the age category up to 31-40. Hence we conclude that the personal
professional growth stronger with the middle aged employees.
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71
Table -4.45
Table showing for analysis of variance for age and discretionary behavior
Hypothesis
Ho: There is no significant difference in the opinion of workers about discretionary behavior
H1: There is significant difference in the opinion of workers about discretionary behavior
21-30 3.0045 .54813 .028 .973
31-40 3.0133 .51184
41-50 2.9882 .47722
Total 3.0052 .51194
INTERPRETATION
there is no significant difference between the age of the respondents and the discretionary
behavior existing in the organization.
When compare with the mean value it is observed that the discretionary behavior is slightly
high among the age category up to 31-40. Hence we conclude that the discretionary behavior
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72
CHAPTER-5
5.1 Findings
 This happens as the employee get experienced their understanding with the core
beliefs become better and skills in managing also improve.
 As the employee become older their understanding with the workplace and other
employee become better so their satisfaction with their work is good.
 Understanding among the employees varies depending the trust that exist among
them. There seems to be a lack of cardial relationship between the age group of 31-40
years. This period in a person’s life is crucial with commitments in both career and
personal life.
 This happens as the employee gets experienced and expert. Company’s assessment
their skills set become better. So the value proposition is high in the organization.
 As the age goes on employees become more aware about things which have to
equiped. This will help in improving employees wellbeing in the organization.
 As the age goes on employees positive emotional attachment and perception towards
their obligation to their organization seems to increase.
 As the employee get experienced in this organization they get enough opportunity for
their personal and professional growth.
 As the experience increasing employee become more rigid in their behavior within the
company especially 41-50 age group shows the lowest discretion in their behavior.
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73
5.2 Suggestions
1. Organization can train the senior employees so that they are able to improve over their
leadership skills.
2. Work satisfaction can be improved by making the task challenging, Employees can be
included will this job is analyzed.
3. Importance of maintaining a smooth and good relationships has to be educated among the
employees. An attempt as to be made to build good teams in the organization.
4. Plans and policies in relation to the employee welfare measures has to be improved.
Though there are women employee enough facilitates have not been provided to them.
Policies can support employee engagement to bring about involvement and commitment.
5. Professional growth can be seen by the employee only if there are promotional
opportunities. These opportunities has to be transparent so that career ladder is made known
to all the employees.
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74
5.3 Conclusion
The Study on Employee Engagement was carried out by the researcher with the
objective of finding out the factors influencing employee engagement. The research is
descriptive in nature. Population consists of all the employee working at Madura Coats pvt
ltd. Sample for the survey were collected based on convenient sampling (153) to collect data
a questionnaire was framed which included the factors like leadership & culture, work
satisfaction, work relationships, employee wellbeing, employee value proposition, personal
professional growth, affective and normative commitment and discretionary behavior to catch
a glimper of employee engagement. The collected data were analyzed used statistical tools
like Percentage analysis and Anova. The based on interpretation of the analyzed data findings
were drawn and suggestions have been recommended.
The importance of employee engagement in the organization setting is undeniable.

The findings of present study concur with literature on the factors that promote employee
engagement. The study reveals many factors that appear to affect the level of employee
engagement of the employee and hypothesized relationship between factors of employee
engagement.
Overall, the components that were found to be most influential factors were
cooperation among employees in the department and meeting deadlines and achieving the
goals.
This leads to certain conclusion in Madura Coats organization, the concept of

employee engagement is not generic but it is organization specific and hence status of
engagement varies from one organization to another organization. Further investigation is
required, with a large and more representative sample, to find whether the present findings
hold good to employees at top as well as the operational level and for other organization.
Page
75

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Chapter 1

1.1 Human Resource Management

Human resource management is one of several important functions in most companies.

Significance for Individual Enterprise

1.2 Employee engagement

Aspects of employee engagement

Engagement is important for managers to cultivate given that disengagement or alienation is

Factors leading to employment engagement

Image & Communication

Equal Opportunities &

Pay & Benefits

Health & Safety

Career development- Effective management of talent- Career development influences

Equal opportunities and fair treatment

Pay and benefits

Health and safety

How to measure employee engagement?

Step II: Measure current level of employee engagement

Knowing the degree in which employees are engaged?

Step III: Identify the problem areas

Textile Industry contributes around 4% of GDP, 9% of excise collections, 18% of

Strengths of the Textile Industry:

The following are few strengths of the Indian Textile Industry:

 An Independent and self-reliant industry;

 Availability of low cost and skilled manpower provides competitive

Weaknesses of the Textile Industry:

 The Industry is a highly fragmented Industry.

 Infrastructural Bottlenecks and Efficiency such as, Transaction Time at

 Unfavorable labor Laws.

Vision, goals and culture

At Coats we have a clearly defined vision:

Goals – our primary goals as an organization are:

 Profitable sales growth

Principles – these are a guide to how we behave with each other:

 Energy for change

1.7 Objectives of the study

2.1 Literature review

Johnson (2011) a negative correlation exists between instances of workplace deviance or

Robinson (2006) employee engagement can be achieved through the creation of an

Kahn (1990) defines employee engagement as “the harnessing of organization members’

The Research Methodology is used to systematically solve the research problems. It

3.2 Research design

3.3 Descriptive Research:

3.5 Sampling design

3.6 Sampling process

The following are the tools used for analysis,

Hypothesis may be defined as a proposition or a set of proposition set forth as an

From the inference drawn in the Interpretation of analysis certain findings

Table showing for classification of respondents based on their age

Age Frequency Percent

Chart showing for classification of respondents based on their age

Education Frequency Percent

Chart showing for classification of respondents based on their education

Gender Frequency Percent

Chart showing for classification of respondents based on their gender

Department Frequency Percent

Chart showing for classification of respondents based on their department

Table showing for classification of respondents based on their work experience

Table showing respondents opinion about recommending the company to other

Response Frequency Percent

Chart showing respondents opinion about recommending the company to other

Table showing respondent’s opinion about working in other places

Particulars Frequency Percent