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A STUDY ON EMPLOYEE ENGAGEMENT AT JUPITER KNITTING COMPANY

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ANVESAK
ISSN: 0378 – 4568 UGC Care Group 1 Journal

A STUDY ON EMPLOYEE ENGAGEMENT AT JUPITER KNITTING COMPANY

Dr.D.Divya, Assistant Professor, Department of MBA, Sri Ramakrishna College of
Arts and Science, Coimbatore
Pradeepa. S, II – MBA, Sri Ramakrishna College of Arts and Science, Coimbatore
Ramya R.D ,II – MBA, Sri Ramakrishna College of Arts and Science, Coimbatore.
ABSTRACT
The concept of employee engagement is in existence since 1990 when the term was used for the
first time. Employee Engagement is emerging as a new dimension of HR, it is a relatively new
term in HR literature. A great deal of interest has been shown in Employee Engagement in recent
years. Employee engagement is a multidimensional concept taking in a two-way interaction
between the employers and employees of an organization. As a matter of fact, employee
engagement has emerged as a notable need for businesses. Employee engagement is important
for any employer which aims to retain its valued employees as an employer’s capability to
manage employee engagement is related to its ability to achieve enhanced business gains and a
high level of performance.
KEYWORDS: Employee engagement, Employee performance, Organizational mission,
Commitment, New challenges.
INTRODUCTION
The concept of employee engagement has existed since 1990 when the term was used for the
first time. Employee engagement is emerging as a new dimension of HR. It is a relatively new
term in HR literature. A great deal of interest has been shown in employee engagement in recent
years. Employee engagement is a multidimensional concept, taking into account two-way
interaction between the employers and employees of an organization. As a matter of fact,
employee engagement has emerged as a notable need for businesses. Employee engagement is
important for any employer which aims to retain its valued employees, as an employer’s
capability to manage employee engagement is related to its ability to achieve enhanced business
gains and a high level of performance.
We spoke to Jim McCoy, chief revenue officer, and general manager at Scout Exchange, an AI-
powered recruitment marketplace, who shared some of the character traits engaged employees
exhibit. He says, "Highly engaged employees are typically high energy people that have close
relationships with their colleagues, including their direct manager or supervisor. They have a

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clear sense of commitment to their organization. They are excited to take on new challenges,
embrace change, and welcome solving tough problems.
OBJECTIVE
 To identify the factors influencing the degree of employee engagement.
 To correlate employee engagement with employee performance and their behavior.
REVIEW OF LITERATURE
Over the last two decades, Gallup has been conducting a survey to gauge overall
employee engagement. They have accomplished this through a list of 12 questions in their G12
employee engagement survey that identifies the percentages of employees that fall into one of
three groups: employees that are (a) engaged, (b) not engaged, and (c) actively disengaged.
("Gallup G12 Survey," n.d.). The group of "engaged" employees are highly committed to the
organization, and show passion and drive in their work (Sorenson & Garman, 2013). They strive
for excellence in their roles (Anitha, 2014). The group of "not engaged" employees are just going
through the motions at work. Overall, they lack drive and passion for the work they do (Sorenson
& Garman, 2013). Employees who are not engaged focus on the tasks given to them instead of
the mission of the organization (Anitha, 2014). Actively disengaged employees are not just
unhappy at work; they are acting out in ways that show their unhappiness (Sorenson & Garman,
2013). They tend to demotivate other employees in the organization who might fall into the
engaged category (Anitha, 2014). Current State of Engagement: The survey data collected by
Gallup in 2014 of US companies showed that 31.5% of employees were "engaged", 51.0% were
"not engaged", and 17.5% were "actively disengaged" (Adkins, 2015). Nearly 70% of all
employees are not committed to the organization and lack a level of enthusiasm for work.
RESEARCH METHODOLOGY
Research was conducted for a period of 4 months in Jupiter Knitting Company. The data
was collected using a questionnaire from 150 respondents by Convenience Sampling technique.
DATA ANALYSIS AND INTERPRETATION:
TABLE 1- DISTRIBUTION OF RESPONDENTS BY SATISFACTION TOWARDS
THE JOB
Options Respondents Percentage
Strongly agreed 51 34%

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Agreed 48 32%
Neutral 27 18%
Disagree 18 12%
Strongly disagree 6 4%
Total 150 100
INFERENCE:
From the above table it is inferred that 34% of the respondents strongly agree that they are
satisfied with their job, 32% respondents agree, 18% of the respondents are neutral, 12%
respondents strongly disagree, and 4% of the respondents disagree. This showed most of them
are not satisfied with their job.
CHI SQUARE TEST BETWEEN GENDER AND COMMUNICATION MADE BY THE
SUPERVISORS
Null hypothesis: (Ho)
There is no significant difference between gender and communication made by the supervisors in
the organization.
Alternative hypothesis: (H1)
There is a significant difference between gender and communication made by the supervisors in
the organization.
CHI SQUARE TEST
Table 2 Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
gender * communication 150 100.0% 0 .0% 150 100.0%

Source: Primary Data

Table 3 gender * communication Cross tabulation
communication Total
Strongly agree neutral disagree Strongly
agree disagree

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gender male 34 57 1 0 0 92
female 0 0 30 11 17 58
Total 34 57 31 11 17 150

Asymp. Sig. (2-

Value df sided)
Pearson Chi-Square 145.919a 4 .000
Likelihood Ratio 191.335 4 .000
Linear-by-Linear Association 105.308 1 .000
N of Valid Cases 150
Chi-Square Tests
Source: Primary Data
a.1 cells (10.0%) have expected count less than 5. The minimum expected count is 4.25.
INFERENCE
Reject the null hypothesis and accept the alternative hypothesis that there is a significant
difference between Age and supervision in the department.
SUGGESTIONS
● Management should take some measures in order to make the working environment friendly
because only 26 Percentage of the respondents are agreed that Management should help to
employees to utilize their skills and abilities
● The Management should improve the communications with the employees.
LIMITATIONS
● Feel difficult due to the long distance from residence to company.
● Most of the respondents hesitated to give accurate data regarding this research.
● Most of the respondents were busy with their work and they weren’t cooperating to give the
data.
● The study is conducted in a single organization with multiple sectors.
● Employees are from different educational levels.
CONCLUSION
Employee engagement is attracting a great deal of interest from employers across numerous
sectors. In some respects, it is a very old aspiration – the desire by employers to find ways to

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increase employee motivation and to win more commitment to the job and the organization. In
some ways, it is ‘new’ in that the context within which engagement is being sought is different.
One aspect of this difference is the greater penalty to be paid if workers are less engaged than the
employees of competitors, given the state of international competition and the raising of the bar
on efficiency standards. A second aspect is that the whole nature of the meaning of work and the
ground rules for employment relations have shifted and there is an open space concerning the
character of the relationship to work and to the organization which employers sense can be filled
with more sophisticated approaches.
REFERENCE
1. Andrew, O.C., Sofian, S., 2012. Individual factors and work outcomes of employee
engagement. Procedia— Social and Behavioral Sciences, 40, Pp. 498-508.
2. Bakker, A.B., 2011. An evidence-based model of work engagement. Current Directions in
Psychological Science, 20 (4), P p. 265-269.
3. Bakker, A.B., Demerouti, E., 2014. Job demands-resources theory. In P. Y. Chen, C. L.
Cooper (Eds.). Wellbeing: A complete reference guide, Volume III, Work and Wellbeing,
Wiley Blackwell, New York, NY, Pp.
4. 37-64.
5. Shaw, K. (2005). Employee Engagement: How to Build a High-performance Workforce,
Chicago, IL: Melcrum
6. Publishing Limited.
7. SHRM (2008) White Paper: Employee Engagement and Organizational Performance: How
do you
8. know your employees are engaged?
www.shrm.org/hrresources/whitepapers_published/CMS_
9. 012127.asp.
10. Shirom, A. (2003). ‘Job-related burnout: A review’, in J.C. Quick & L.E.Tetrick (Eds.),
Handbook of
11. Occupational Health Psychology (pp.245–65).Washington,DC:American Psychological
Association.
12. Ulrich, D. & Brockbank,W. (2005) HR Value Proposition. Cambridge, MA: Harvard
Business Press.

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13. Vance, R. (2006a). Employee Engagement and Commitment.Alexandr ia,VA: SHRM

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