CHAPTER I

INTRODUCTION
1.1 INTRODUCTION

Commercial vehicle dealers play a vital role in the transportation industry, serving as
essential intermediaries between manufacturers and businesses in need of reliable vehicles for
their operations. These dealerships offer a wide range of commercial vehicles, including
trucks, vans, buses, and specialized vehicles tailored to various industries. In a commercial
vehicle dealer company, the Human Resources (HR) department plays a pivotal role in
ensuring the smooth functioning of various aspects related to personnel management and
organizational development. Firstly, HR is responsible for recruitment and talent acquisition,
identifying and attracting skilled professionals to fill positions ranging from sales
representatives to service technicians. This involves developing job descriptions, sourcing
candidates through various channels, conducting interviews, and facilitating the hiring
process in alignment with the company's staffing needs and objectives.

HR is instrumental in implementing and administering employee benefits and compensation

programs, ensuring that employees are fairly compensated for their contributions and
provided with competitive benefits packages. This includes managing payroll, administering
health insurance, retirement plans, and other perks, and addressing employee inquiries and
concerns related to compensation and benefits. HR also plays a crucial role in performance
management and employee development, facilitating regular performance evaluations,
providing feedback and coaching to employees, and identifying opportunities for training and
career advancement. HR also plays a key role in employee engagement initiatives, organizing
team-building activities, recognition programs, and other events to boost morale, motivation,
and job satisfaction among employees.Overall, the HR department in a commercial vehicle
dealer company serves as a strategic partner, providing support, guidance, and expertise in all
areas related to human capital management, contributing to the company's growth, and
sustainability in a competitive market.

MEANING OF EMPLOYEE ENGAGEMENT

Employee engagement is the level of commitment and involvement an employee has towards
their organization and its values. An engaged employee is aware of business context, and
works with colleagues to improve performance within the job for the benefit of the
1
organization. It is a positive attitude held by the employees towards the organization and its
values. The paper focuses on how employee engagement is an antecedent of job involvement
and what should company do to make the employees engaged.

The ability of the organization to attain its goals largely depends upon the effectiveness of its
Employee Engagement Program. Therefore it deserves great planning and care to formulate
and implement Employee Engagement strategies.

A detailed and exhaustive exploratory research is also done over the net through relevant
websites to delineate appropriate Employee Engagement methods to understand the current
trends in the Industry and to know the company profile. A questionnaire was undertaken as a
tool for the extraction of the effectiveness of the Employee Engagement. 50 candidates had
answered the questionnaires.

The answered questionnaires were, then analyzed. To define in a capsule, it was more of an
observation to find the effectiveness of Employee Engagement.

IMPORTANCE OF ENGAGEMENT

Engagement is a very important factor in the success of each organization. Many advantages
emerge from engaged employees: first, they are loyal to their company and they are
perceived as a reference for the other workers. Second, they are always motivated; so they
can offer better productivity, and here we can make a link between employee engagement
and profitability. Third, and in addition to the highly productive participation, the
engagement also increases the levels of emotions and feelings of each worker which can
affect positively the customer service and the customer satisfaction. Fourth, engaged
employee is always passionate about his work and duties which will facilitate his way to
reach the company's goals.

Benefits of employee engagement

Before we delve into the many benefits that high employee engagement provides, we need to
understand the concept. There is no agreed-upon standard definition of ‘employee
engagement’ out there. Several practitioners and researchers have developed their own
working definitions, which can lead to some confusion.

2
The Real Benefits of Employee Engagement

1) Employee Satisfaction: Research indicates that if employees are engaged with the
company their job satisfaction levels increase. Employees that are engaged and satisfied are
very invested in the success of the business and have a high level of commitment and loyalty.

2) Productivity: Engaged employees are often top performers, those committed to ‘going the
extra mile’ to achieve business success. As an employee becomes more engaged their
absenteeism lowers and their motivation increases leading to increased productivity. What
this means is that the more engaged the employee is the more efficient and driven to succeed
they become.

3) Retention & Recruitment: Retaining good employees is key to the success of every
business. Employees who are engaged significantly lower the risk of turnover for the
company. As engaged employees are more invested in the success of the company they also
become more loyal.

4) Innovation: There is a close relationship between innovation and employee engagement.

Engaged employees perform at a higher level and bring passion and interest to their job,
which often leads to innovation in the workplace. As highly engaged employees feel they
have a real stake in the organization, they strive to efficiently create new products, services
and processes.

5) Profitability: Companies with more engaged employees tend to have higher profitability
rates. When employees are engaged they become more productive and efficient, positively
affecting the company’s bottom line. The equation makes perfect sense. The more engaged
your employees are the more efficient and productive they become, lowering operating costs
and increasing the profit margin.

SOME WAYS TO MEASURE EMPLOYEE ENGAGEMENT

Employee engagement is the level of commitment employees have toward achieving the
goals and objectives of a company. It influences the success of a company because actively
engaged employees tend to be more productive and more focused on growing sales and
satisfying customers. Employee engagement also cultivates a culture of teamwork in an
organization. More employers are measuring employee engagement as a way of gauging the
overall success of the company.

3
PERSONNEL MEETINGS

Face-to-face meetings are a simple and direct method of measuring employee engagement
because they give workers a chance to discuss their levels of motivation and what can be
done to improve them. Suitable topics of discussion include how the employee views his
contributions, his value to the business.

OBSERVATION

A manager or business owner who takes time to walk around the premises and watch his
employees’ interactions in the course of their day-to-day duties can easily determine their
levels of engagement. For example, actively engaged employees take a genuine interest in
their jobs.

PERFORMANCE APPRAISALS

Regular performance appraisals are useful methods of determining how engaged employees
are in their jobs and giving them useful feedback. Managers can learn about workplace
concerns in the process of evaluating work performance. For example, if an employee's
performance has dropped off compared with previous years, managers should have the
employee explain why.

CUSTOMER SATISFACTION

There is a direct correlation between customer satisfaction and employee engagement.

Customers are more likely to buy a product or service when an employee shows enthusiasm
for it. Sales tend to increase when employees are engaged in their work. A company can also
get a sense of employee engagement by having customers provide feedback on their levels of
service.

INSPECTION OPPORTUNITIES

Another way to measure employee engagement is to let employees put their skills and ideas
into action. Seeing how employees apply their skills on certain projects can provide valuable
insights into their level of engagement.

4
COST OF DISENGAGED WORKFORCE

This belief of the disengaged employee creates a negative spiral that affects his work, co-
workers, customers, productivity, and eventually both happiness of employee and company
performance. Some effects are illustrated below:

1. Effect on Work - The disengaged employee tries to evade work, struggles to meet
deadlines and is reluctant to accept additional responsibility.

2. Effect on Co-Workers - The negativity of a disengaged employee, demonstrated either

through raves and rants or complete withdrawal from participation, affects the team morale.

3. Effects on Productivity - Disengaged employees seldom push themselves to meet

organizational goals let alone contribute to innovative practices at workplace.

1.2 INDUSTRY PROFILE

AUTO MOBILE INDUSTRY

The Automobile industry in India is the seventh largest in the world with an annual
production of over 2.6 million units. India emerged as Asia's fourth largest exporter of
automobiles, behind Japan, South Korea and Thailand. By 2050, the country is expected to
top the world in car volumes with approximately 611 million vehicles on the nation's roads.

Following economic liberalization in India in 1991, the Indian automotive industry has
demonstrated sustained growth as a result of increased competitiveness and relaxed
restrictions. Several Indian automobile manufacturers such as Tata Motors, Maruti Suzuki
and Mahindra and Mahindra, expanded their domestic and international operations. India's
robust economic growth led to the further expansion of its domestic automobile market which
attracted significant India-specific investment by multinational automobile manufacturers.

Embryonic automotive industry emerged in India in the 1940s. Following the

independence, in 1947, the Government of India and the private sector launched efforts to
create an automotive component manufacturing industry to supply to the automobile industry.
Japanese manufacturers entered the Indian market ultimately leading to the establishment of
Maruti Udyog. A number of foreign firms initiated joint ventures with Indian companies.

5
 In the 1980s, a number of Japanese manufacturers launched joint-ventures for building
motorcycles and light commercial-vehicles. It was at this time that the Indian government
chose Suzuki for its joint-venture to manufacture small cars. Following the economic
liberalization in 1991 and the gradual weakening of the license raj, a number of Indian and
multi-national car companies launched operations. Since then, automotive component and
automobile manufacturing growth has accelerated to meet domestic and export demands.

Indian auto industry records highest-ever sales in April, 2023 and recorded a 12.9%
growth. The Indian auto industry performed well in April, 2023, showing considerable
growth in all major segments. A total of 1,957,599 passenger vehicles, three-wheelers, two-
wheelers, and quadricycles were produced in the month.

COMMERCIAL VEHICLE DEALERSHIP

Commercial vehicle dealerships sell trucks, buses, and other vehicles that are used for
business purposes. They typically offer financing, leasing, and maintenance services as well.
Commercial vehicle dealerships often have a wide range of vehicles available, including both
new and used models. They may specialize in certain types of vehicles, such as buses or
heavy-duty trucks, and may also offer customization options to meet the specific needs of
their customers.

These dealerships often have a team of salespeople who are knowledgeable about the
vehicles they sell and can help customers find the right vehicle for their business needs. They
may also have service departments staffed by trained technicians who can perform repairs
and maintenance on the vehicles they sell.

Commercial vehicle dealerships also offer parts and accessories for the vehicles they
sell. This can include replacement parts, custom accessories, and safety equipment. Some
dealerships may also offer training programs for drivers and other employees to help ensure
the safe and efficient operation of their vehicles.

These dealerships also offer warranty and service contracts to help customers protect
their investment and ensure their vehicles are properly maintained. They may also provide
roadside assistance services to help customers in the event of a breakdown or other
emergency. Finally, some dealerships may offer trade-in programs to help customers upgrade
to newer or more advanced vehicles.

6
 Commercial vehicle dealerships also offer financing and leasing options to help
customers purchase or lease their vehicles. They may work with a variety of lenders to
provide competitive rates and terms. Additionally, some dealerships may offer fleet
management services to help businesses keep track of their vehicles and ensure they are
properly maintained.

These dealerships also offer parts and accessories for the vehicles they sell. This can
include replacement parts, custom accessories, and safety equipment. Some dealerships may
also offer training programs for drivers and other employees to help ensure the safe and
efficient operation of their vehicles. Additionally, some dealerships may offer training
programs for drivers and other employees to help ensure the safe and efficient operation of
their vehicles.

1.3 COMPANY PROFILE

ORGANIZATION NAME:

ABT INDUSTRIES LIMITED, TATA MOTORS, COIMBATORE

ABT Industries Limited was established in 1932, and has since grown to become one
of the leading commercial vehicle dealers in India. In addition to selling and servicing
commercial vehicles, the company also provides financing and insurance services to its
customers. ABT Industries Limited is committed to providing its customers with the highest
levels of customer service, and has a team of experienced professionals who are dedicated to
meeting the needs of its customers.

ABT Industries Limited has partnerships with several leading manufacturers of commercial
vehicles, including Ashok Leyland, Tata Motors, and Mahindra & Mahindra. The company
offers a wide range of vehicles to meet the needs of its customers, including trucks, buses,
and construction equipment. ABT Industries Limited also provides a range of value-added
services to its customers, including maintenance contracts, roadside assistance, and driver
training programs.

ABT Industries Limited is a part of the Sakthi Group, which is a diversified business
conglomerate with interests in a wide range of sectors, including automotive, engineering,
sugar, and textiles. The Sakthi Group has grown to become one of the leading business

7
groups in India. The group has a strong focus on innovation and technology, and is
committed to delivering high-quality products and services to its customers.
ABT Industries Limited, is a commercial vehicle dealer that operates under the Sakthi Group.
The company specializes in the sale and service of a wide range of commercial vehicles,
including trucks, buses, and construction equipment. ABT Industries Limited has a strong
presence in Southern India, with dealerships located in Tamil Nadu, Karnataka, and Kerala.
The company is committed to making a positive impact on society, and has a strong
reputation for corporate social responsibility.

In ABT commercial vehicle dealership include policies related to employee scheduling, such
as shift scheduling and time off requests. Policies related to employee communication, such
as email and phone use, may also be included in HR policies. Additionally, policies related to
employee travel, such as reimbursement for travel expenses, may be in place. Finally, HR
policies may also include guidelines for employee behaviour during company events, such as
holiday parties or team building activities.

MISSION & VISION

Mission of our company is to produce technologies and projects which will contribute well-
being of country economy for national and foreign companies which are leader at the sector.

For this reason it educates personnel in accordance with highest standards and helps teams to
develop qualification and vision which are needed for a successful team.

Target to be an institution which is preferred and known well, that is leading at its sector in
the future through strategical plans it arranged and goods & services which add value to
customers support company vision.

8
 CHAPTER II
REVIEW OF LITERATURE

Arnaz Kaizad Wadia (2023) in the paper, “Growing importance of employee engagement
for reducing employee turnover and enhancing business performance” stated that
employee engagement is a powerful word that can be used to describe how employees feel
about their work. These days, and especially during COVID times, employee engagement has
become one of the most important metrics for the organization. As Jack and Suzy Welch
suggest: "Employee engagement first. No company, small or large, can win in the long run
without energized employees who believe in the mission and understand how to achieve it."
Many studies show how increasing employees' levels of commitment can have a big impact
on company success; not only does it lead them away from high turnover rates, but it also
increases productivity because they're more likely than ever before to be engaged in what
matters: making money. Therefore, employee engagement has the power to make or break a
business.

Nabin Prajapati (2022) in the paper, “Factors Influencing Employee Engagement and its
Impact on Organizational Performance” states that the purpose of this study is to identify
the factors affecting the employee engagement as well as to examine the effect of employee
engagement on organizational performance. The result shows that identified factors like
career development, compensation, work environment, team and co-worker relationship,
organizational policies and workplace wellbeing have positive and significant impact on
employee engagement whereas Leadership has negative and insignificant impact on
employee engagement. Further, the result also shows employee engagement had significant
impact on organizational performance.

Nurul Imani Kurniawati (2022) in the paper,” The Influence of Employee Engagement on
Organizational Performance: A Systematic Review” the authors used a systematic
literature review to understand the factors affecting organizational performance and employee
engagement from some literature published in databases of well-known journals such as
Emerald, Wiley, Scopus, SAGE, and Google Scholar from 2010 to 2022. The study used a
9
systematic literature review (SLR) to understand the factors affecting organizational
performance and employee engagement from some literature published in databases of well-
known journals such as Emerald, Wiley, Scopus, SAGE, and Google Scholar from 2010 to
2022. The goal is to reflect the factors that influence the impact of employee engagement on
organizational performance. The results showed a significant relationship between the effect
of employee engagement on organizational performance with p < 0.01. The limitation of this
study is that this study is limited to subjects that discuss the impact of employee engagement
and organizational performance.

Nithya Rajendran (2022) in the paper,” The Impact of Employee Engagement on

Organizational Performance: A Study on an Organization” states about the impact of
employee engagement on organizational performance in a local pharmaceutical
manufacturing company was investigated, which revealed statistically non-significant
relationship between rewards and recognition with employee engagement. Organizational
performance and employee engagement are vital elements for sustainability of business
entities. In future studies, other factors can be studied with respect to local and international
pharmaceutical organizations with broader sample size to confirm the casual relationship
found in this study.

Saumya Shirina (2021) paper titled “Driving Employee Engagement in Today’s Dynamic
Workplace: A Literature Review” states that increasing engagement is a primary objective
of organizations seeking to understand and measure engagement. Employee engagement is
the extent to which employees feel connected, passionate about their duties at work and are
committed and put unrestricted effort into their work. Employee engagement strategies have
been proven to reduce staff turnover, improve productivity and performance, retain customers
at a greater rate and make more profits. Employee engagement today has become
interchangeable with terms like employee satisfaction and employee well-being.
Professionals have a higher possibility to be “distracted” and “disengaged” at work in the
dynamic workplace today. Most importantly, engaged employees have a sense of well-being
and are happier both in their personal and in their professional lives. The objective of this

10
research is to do a literature review and analyse the result that focuses on the evolving role of
employee engagement practices in the dynamic workplace of today.

Arnab Kumar Samanta (2021) in the paper, “Organizational culture and Employee
engagement: A Review of selected studies” the authors tried to examine the effect of
organizational culture on employee engagement and performance and its evaluation has been
identified by certain selected researcher's research and their main aim of research article is to
identify and determine strong relationship between organizational culture and employee
engagement as well as performance. The study attempts to examine the effect of
organizational culture on employee engagement and performance and its evaluation has been
identified by certain selected researcher’s research. In this study it was tried to look at the
effect of organizational culture on employee’s engagement and performance with evidence of
selected related literatures.

Garima Sainger (2019) in the paper,” Building engagement in the workplace for
employee productivity: A conceptual review”, the authors have discussed about evolution
and conceptual overview of employee engagement and how engagement is related to
employee productivity and organisational benefits, and highlighted about worldwide
scenarios of Employee Engagement, what are different drivers of it and how it can be
managed. The purpose of this study is to understand how Employee Engagement will help
organisations manage employee productivity and succeed in a complex competitive
environment. The study aims to discuss about evolution and conceptual overview of
employee engagement and how engagement is related to employee productivity and
organisational benefits. The study also highlights about worldwide scenarios of employee
engagement, what are different drivers of it and how it can be managed.

Rebecca Jones (2018) in the paper “The Relationship of Employee Engagement and
Employee Job Satisfaction to Organizational Commitment” states the relationship
between employee engagement, job satisfaction, and organizational commitment was
examined by Jones et al. as mentioned in this paper, who found a significant association
between engagement and job satisfaction and also found that job satisfaction was a predictor
of organizational commitment.
11
Anjum Tanwar (2017) in the paper, “Impact of Employee Engagement on Performance”
this paper states that an Impact of Employee Engagement on the performance of the
employees has been found and the purpose of this paper is to find out an impact of employee
engagement on the impact of employees performance. Since Employee engagement is a fairly
novel concept thus a lot of measurement metrics are not present to find out direct relationship
between employee engagement and its impact on the performance of employees thus the
purpose of this paper is to find out an Impact of employee engagement on the performance of
the employees.

Vipul Saxena (2015) in this paper “Impact of employee engagement on employee

performance-case of manufacturing sectors” the authors found that the degree of
employee engagement strongly correlates with organizational culture, open communication
with supervisors, empathetic attitude of the superiors towards the employees, recognition of
one's contributions towards the organizational goals, and freedom to participate in the
decision making process, safety measures in the organization and HR policies related to
training and development, compensation and benefits and career development. Contribution
of the paper: Study developed a model which will help in better implementation of
engagement strategy for improving performance and retention. The study covers both white
collar and blue collar employee for better understanding at both levels in emerging markets
like India. This is the first such study involving both segment of manufacturing units.

Bhagyasree Padhi (2015) in the paper, “A Study on Employee Engagement Models for
Sustainability of Organisation” the authors discuss the meaning and significance of the
employee engagement in the organization and various models related to employee
engagement have been discussed and the factors that keep the employees motivated and
engaged have been highlighted. Out of several resources available to the organizations,
management of human resource, in general, and keeping the employees engaged in the work
place, in particular, has become the most sensitive aspect that plays a crucial role in the
success or failure of the business today. The study suggests that the management should be

12
cautious enough to take care of the employees in the way that they should feel valued and
involved in the work.

I.Shanmuga Priya (2014) in the paper, “Employee Engagement in Organizations” state

that employee engagement is defined as an attitude or behaviours that imply being busy with,
involved in, attracted by, committed to, retained and held fast in our work or organisation as
discussed by the authors. According to Scarlett Surveys, "Employee Engagement is a
measurable degree of an employee's positive or negative emotional attachment to their job,
colleagues and organization that profoundly influences their willingness to learn and perform
is at work". Thus engagement is distinctively different from employee satisfaction,
motivation and organizational culture.

C. Swarnalatha (2012) in the paper, “Employee engagement: the key to organizational”

success states that the employee engagement is a vast construct that touches almost all parts
of human resource management facets we know hitherto as discussed by the authors, and it is
a predictor of positive organizational performance clearly showing the two-way relationship
between employer and employee compared to the three earlier constructs: job satisfaction,
employee commitment and organizational citizenship behaviour. Engaged employees are
emotionally attached to their organization and highly involved in their job with a great
enthusiasm for the success of their employer, going extra mile beyond the employment
contractual agreement.

Bijaya Kumar Sundaray (2011) in the paper “Employee Engagement: A Driver of

Organizational Effectiveness” The authors focus on various factors which lead to employee
engagement and what should company do to make the employees engaged and what kind of
attention on engagement strategies will increase the organizational effectiveness in terms of
higher productivity, profits, quality, customersatisfaction, employee retention and increased
adaptability. This paper focuses on various factors which lead to employee engagement and
what should company do to make the employees engaged. Proper attention on engagement
strategies will increase the organizational effectiveness in terms of higher productivity,
profits, quality, customer satisfaction, employee retention and increased adaptability.
13
Rama J. Joshi (2011) in the paper, “Drivers of Employee Engagement in Indian
Organizations” the authors analyse organizational climate and its role in driving Employee
Engagement in a variety of Indian organizations and find that Work Life Balance, Job
Content, Monetary Benefits and Team Orientation are common drivers of engagement for
both executives and non-executives. Employee engagement has a direct relationship with
employee performance and business results. Scope for Advancement and Top-Management
Employee Relations were the additional key drivers of engagement for executives. 'Employee
Engagement' is a relatively new term in HR literature and came into prominence from 2000
onwards. The term Employee Engagement, coined by the Gallup Research Group, has been
attractive for the major reason that it has been shown to have a statistical relationship with
productivity, profitability, employee retention, safety, and customer satisfaction.

14
 CHAPTER III

RESEARCH METHODOLOGY

3.1 NEED FOR STUDY

 Developing employee engagement strategies tailored to the unique dynamics of the

automotive industry, considering factors like sales targets, customer satisfaction, and
service excellence.
 HR designs industry regulations to equip employees with the necessary tools to excel
in their roles, fostering engagement through competence and confidence.
 Organizing team-building activities and events to strengthen relationships among
employees, enhance collaboration, and promote a sense of belonging within the
dealership, thereby increasing engagement and morale.
 To promote employee well-being programs focused on health and wellness, stress
management, and work-life balance to support the overall physical and mental
wellness of employees, contributing to higher levels of job satisfaction, engagement,
and retention.

3.2 OBJECTIVES OF THE STUDY

3.2.1 PRIMARY OBJECTIVE

Measure the employee engagement and its impact on the organisational performance.

3.2.2 SECONDARY OBJECTIVE

 To compare employee engagement levels across different departments within the

organization
 To examine the role of leadership and work culture in fostering employee
engagement.
 To understand the training and development strategies in individual employee
engagement.
 To assess the impact of providing compensation, recognition and reward programs on
employee motivation.
15
  To explore the relationship between the employee engagement and performance.

3.3 RESEARCH FRAMEWORK

3.4 HYPOTHESIS

 Higher levels of employee engagement are positively associated with higher

individual job performance.
 Organizations with higher average employee engagement levels demonstrate superior
overall performance metrics compared to organizations with lower engagement levels.
 Employee engagement is positively related to job satisfaction among employees.
 Higher employee engagement is associated with lower turnover intentions among
employees.
 Higher levels of employee engagement enhance team collaboration and cohesion.

16
  Job satisfaction mediates the relationship between employee engagement and
individual job performance.
 The relationship between employee engagement and organizational performance is
moderated by organizational culture, such that the relationship is stronger in
organizations with a supportive and inclusive culture.
 Higher levels of employee engagement are positively correlated with increased
innovative behavior among employees.
 Higher employee engagement is associated with lower rates of absenteeism.
 Organizations with higher employee engagement levels experience higher customer
satisfaction ratings.
 Employee engagement is positively associated with employee well-being, including
lower stress levels and better mental health.
 The effectiveness of leadership within an organization moderates the relationship
between employee engagement and organizational performance.
 Higher employee engagement leads to higher levels of organizational commitment
among employees.
 Engaged employees are more likely to participate in knowledge-sharing activities
within the organization.
 Higher levels of employee engagement are positively associated with increased
productivity at the individual level.

3.5 SCOPE OF THE STUDY

 Explore various factors that influence employee engagement, including organizational

culture, leadership styles, communication channels, job autonomy, recognition, and
career development opportunities.
 Investigate the relationship between employee engagement and organizational
performance metrics such as productivity, profitability, customer satisfaction,
employee turnover rates, and innovation.
 Conduct a comparative analysis of employee engagement levels across different
departments, job roles, and demographic groups within the organization to identify
potential disparities and areas for targeted intervention.

17
  Recognize the influence of cultural factors on employee engagement and
organizational dynamics, considering the cultural diversity and demographics of the
workforce.
 Acknowledge the limitations of the study, such as sample size, data collection
methods, and external factors, and suggest avenues for future research to deepen
understanding of employee engagement and its impact on organizational outcomes.

3.6 RESEARCH DESIGN

3.6.1 DATA COLLECTION METHODS

PRIMARY DATA
Primary data was collected through direct interaction with employees. The
employees are interviewed by giving a questionnaire the filled in questionnaire leads to the
collection of primary data.
SECONDARY DATA
Secondary data termed as reference data. The data is obtained form already existing
information, information from the personnel department’s reports, and welfare department
company journals, yearbooks, website etc.

TOOLS USED

1. Simple Percentage analysis

2. Chi-square test
3. Correlation
4. Anova
5. Regression

PERCENTAGE ANALYSIS

Percentage refers to a special kind of ratio. Percentage is used in making comparison

about two or more series of data. Percentage as also used to describe relationship. It is also
used to compare the relative terms of two or more series of data.

18
 Number of respondents
Percentage of respondents = ______________________ X 100
Total respondents

CHI-SQUARE

Chi-square was done to find out one way analysis between socio demographic variable
and various dimensions of the programme

O – Observed frequency, E – Expected frequency

CORRELATION

Correlation is computed into what is known as the correlation coefficient, which

ranges between -1 and +1. Perfect positive correlation (a correlation co-efficient of +1)
implies that as one security moves, either up or down, the other security will move in
lockstep, in the same direction. Alternatively, perfect negative correlation means that if one
security moves in either direction the security that is perfectly negatively correlated will
move in the opposite direction. If the correlation is 0, the movements of the securities are said
to have no correlation; they are completely random.

¿
∑ XY
√ ¿ ¿¿

ANOVA
Examination of change, or ANOVA, is a solid measurable method that is utilized to
show contrast between at least two methods or parts through importance tests. It likewise
shows us an approach to make numerous examinations of a few populace implies. The Anova
test is performed by looking at two sorts of variety, the variety between the example implies,

19
just as the variety inside every one of the examples. Beneath referenced recipe addresses one
way Anova test measurements:

F = Anova Coefficient
MST = Mean sum of squares due to treatment
MSE = Mean sum of squares due to error

REGRESSION

Regression is a statistical technique used to analyze the relationship between a

dependent variable and one or more independent variables. It helps in predicting the
dependent variable based on the values of the independent variables by fitting a line (in the
case of simple linear regression) or a hyperplane (in the case of multiple regression) that best
represents the data. The formula for simple linear regression is 𝑦=𝛽0+𝛽1𝑥+𝜖y=β0+β1x+ϵ,
where 𝑦y is the predicted value, 𝑥x is the independent variable, 𝛽0β0 is the y-intercept, 𝛽1β1
is the slope, and 𝜖ϵ is the error term. Regression is widely used in various fields to make
predictions, understand relationships, and inform decision-making based on data analysis.

3.6.2 SAMPLING METHODS

The sampling technique used in this study is “convenience sampling” when the population
element for inclusion in the sample is based on the ease of access. It can be called as
convenience.

3.6.3 RESPONDENTS

Employees: The primary respondents will be the employees. As respondents, employees may
exhibit various behaviours and actions that reflect their perceptions, attitudes, and
experiences within the organization.

20
3.6.4 SAMPLE SIZE

1. Population size: The total number of employees is 150 considered for the study.

2. Calculate the proportion: Divide the number of department according to the total
population size.

3. Determine the desired overall sample size: This can be done using various statistical
formulas considering factors like desired precision, confidence level, and population size.

3.7 LIMITATIONS OF THE STUDY

The study relies on self-reported data from employees, which may be subject to bias or
inaccuracies. Employees may provide responses they perceive as socially desirable or may
not accurately represent their true feelings and behaviours.

The study's findings may be limited by the size and representativeness of the sample
population. If the sample size is small or not diverse enough, the results may not be
generalizable to the broader organization or industry.

21
 CHAPTER - IV

DATA ANALYSIS AND INTERPRETATION

TABLE NO - 4.1

AGE GROUP OF THE RESPONDENTS

AGE RESPONDENTS PERCENTAGE (%)

25 – 30 74 49.3%
3 1-40 40 26.7%
41 – 50 26 17.3%
Above 51 10 6.7%
TOTAL 150 100.0%
Source: Primary Data

Interpretation: It is evident from the above table that 49.3% of the respondents are in the
age group of 25 – 30, 26.7% of the respondents are in the age group of 3 1-40, 17.3% of the
respondents are in the age group of 41 – 50 and 6.7% of the respondents are in the age group
of above 51 years. Majority 49.3% of the respondents are in the age group of 25 – 30.

22
CHART NO - 4.1

AGE GROUP OF THE RESPONDENTS

23
TABLE NO - 4.2

GENDER OF THE RESPONDENTS

GENDER RESPONDENTS PERCENTAGE (%)

Male 83 55.3%

Female 67 44.7%

TOTAL 150 100.0%

Source: Primary Data

Interpretation: The above table indicates that 55.3% of them are female respondents
and 44.7% of them are male respondents. Majority 55.3% of them are female respondents.

CHART NO - 4.2
24
GENDER OF THE RESPONDENTS

TABLE NO - 4.3

25
MARITAL STATUS OF THE RESPONDENTS

GENDER RESPONDENTS PERCENTAGE (%)

Married 97 64.7%

Unmarried 53 35.3%

TOTAL 150 100.0%

Source: Primary Data

Interpretation: The above table clearly indicates that 64.7% of the respondents get married

and only 35.3% of them are unmarried. Majority 64.7% of the respondents get married

person.

CHART NO - 4.3

26
 MARITAL STATUS OF THE RESPONDENTS

TABLE NO - 4.4

27
MONTHLY INCOME OF THE RESPONDENTS

INCOME RESPONDENTS PERCENTAGE (%)

Below Rs15,000 69 46.0%
Rs.15,001 - Rs.20,000 44 29.3%
Rs 20,001 - Rs.25,000 24 16.0%
Above Rs.25,001 13 8.7%
TOTAL 150 100.0%
Source: Primary Data

Interpretation: It is evident from the table that 46% of the respondents are getting below

Rs.15,000, 29.3% of them are getting Rs.15,001 - Rs.20,000, 16% of them are getting Rs

20,001 - Rs.25,000, and 8.7% of the respondents are getting Rs.25,000 as monthly income.

Majority 46% of the respondents are getting below Rs.15,000.

CHART NO – 4.4

28
MONTHLY INCOME OF THE RESPONDENTS

TABLE NO - 4.5

29
EXPERIENCE OF THE RESPONDENTS

EXPERIENCE NO. OF RESPONDENTS PERCENTAGE (%)

54 36.0%
Below 1

25 16.7%
2–5

52 34.7%
6–9

19 12.7%
Above 10

150 100.0%
TOTAL

Source: Primary Data

Interpretation: The above table clearly shows that nearly 36.0% of the respondents lie

between below 1 years of experience, 16.7% lie between 2 – 5 years of experience, 34.7% of

them between 6 – 9 years of experience and 12.7% of the respondents has more than 10 years

of experience. Majority 36.0% of the respondents lie between below 1 years of experience.

CHART NO - 4.5

30
 EXPERIENCE OF THE RESPONDENTS

TABLE NO - 4.6

31
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

EDUCATIONAL
NO. OF RESPONDENTS PERCENTAGE (%)
QUALIFICATION
25 16.7%
School level

66 44.0%
Diploma

Graduation 51 34.0%

8 5.3%
Post-Graduation

150 100.0%
Total

Source: Primary Data

Interpretation: The above table depicts that 16.7% of the respondents are in School Level,

44% of the respondents are in Diploma, 34% of the respondents are in Graduation, 5.3% of

the respondents are in Post-Graduation. Majority 44% of the respondents are qualification in

Diploma.

CHART NO - 4.6
32
 EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

TABLE NO - 4.7

DEPARTMENT YOU ENGAGE IN ORGANIZATION

33
 ENGAGE NO. OF RESPONDENTS PERCENTAGE (%)

67 44.7%
Human resources

48 32.0%
Accounting

18 12.0%
Administrative

17 11.3%
Sales

150 100.0%
TOTAL

Source: Primary Data

Interpretation: The above table depicts that 44.7% of the respondents are selecting Human

resources, 32% of the respondents are selecting Accounting, 12% of the respondents are

selecting Administrative and 11.3% of the respondents are selecting Sales. Majority 44.7% of

the respondents are selecting Human resources

CHART NO - 4.7

DEPARTMENT OF ENGAGE IN YOUR ORGANIZATION

34
TABLE NO - 4.8

OPPORTUNITIES FOR PROFESSIONAL GROWTH

35
 OPPORTUNITIES NO. OF RESPONDENTS PERCENTAGE (%)

64 42.7%
Highly satisfied

31 20.7%
Satisfied

45 30.0%
Neutral

Dissatisfied 5 3.3%

5 3.3%
Highly dissatisfied

150 100.0%
TOTAL

Source: Primary Data

Interpretation: The above table depicts that 42.7% of the respondents are selecting Highly

satisfied, 20.7% of the respondents are selecting Satisfied, 30% of the respondents are

selecting Neutral, and 3.3% of the respondents are selecting Dissatisfied and Highly

dissatisfied. Majority 42.7% of the respondents are opportunities for growth of Highly

satisfied

CHART NO - 4.8

OPPORTUNITIES FOR PROFESSIONAL GROWTH

36
TABLE NO - 4.9

SATISFACTION LEVEL OF JOB RELATED TRAINING

37
 SATISFACTION NO. OF RESPONDENTS PERCENTAGE (%)

14 9.3%
Highly satisfied

72 48.0%
Satisfied

47 31.3%
Neutral

Dissatisfied 9 6.0%

8 5.3%
Highly dissatisfied

150 100.0%
TOTAL

Source: Primary Data

Interpretation: The above table depicts that 9.3% of the respondents are selecting Highly

satisfied about training, 48% of the respondents are selecting Satisfied about training, 31.3%

of the respondents are selecting neutral, 6% of the respondents are selecting Dissatisfied

about training and 5.3% of the respondents are selecting Highly dissatisfied about training.

Majority 48% of the respondents are selecting Satisfied about training.

CHART NO - 4.9

SATISFACTION LEVEL OF JOB RELATED TRAINING

38
TABLE NO – 4.10

OPPORTUNITIES FOR TALENTS AND EXPERTISE

39
 TALENTS AND
NO. OF RESPONDENTS PERCENTAGE (%)
EXPERTISE

Highly satisfied 63 42.0%

Satisfied 54 36.0%

Neutral 26 17.3%

Dissatisfied 4 2.7%

Highly dissatisfied 3 2.0%

TOTAL 150 100.0%

Source: Primary Data

Interpretation: The above table depicts that 42% of the respondents are highly satisfied of

talent and expertise, 36% of the respondents are satisfied of talent and expertise, 17.3% of the

respondents are neutral of talent and expertise, 2.7% of the respondents are Dissatisfied of

talent and expertise, and 2.0% of the respondents are highly dissatisfied of talent and

expertise. Majority 42% of the respondents are highly satisfied of talent and expertise

CHART NO - 4.10

OPPORTUNITIES YOUR TALENTS AND EXPERTISE

40
TABLE NO– 4.11

41
CHI-SQUARE ANALYSIS

The table depicts the analysis between the educational qualification of the respondents

and satisfaction level of job related training.

NULL HYPOTHESIS: HO: There is no significance between the educational qualification

of the respondents and satisfaction level of job related training.

Chi-Square Tests

Asymp. Sig. (2-

Value df sided)

Pearson Chi-Square 3.496E2a 12 .000

Likelihood Ratio 261.480 12 .000

Linear-by-Linear Association 120.101 1 .000

N of Valid Cases 150

a. 13 cells (65.0%) have expected count less than 5. The minimum expected
count is .43.

Symmetric Measures

Value Asymp. Std. Errora Approx. Tb Approx. Sig.

Ordinal by Ordinal Gamma 1.000 .000 23.798 .000

c
Measure of Agreement Kappa .

N of Valid Cases 150

a. Not assuming the null hypothesis.

b. Using the asymptotic standard error assuming the null hypothesis.

c. Kappa statistics cannot be computed.They require a symmetric 2-way table in which the values of the first variable
match the values of the second variable.

RESULT: The calculated value is greater than the table value. So we reject the null
hypothesis. There is no significance between the educational qualification of the respondents
and satisfaction level of job related training.

TABLE NO- 4.12

42
CORRELATION

The table shows that the relationship between age group of the respondents and engage
positional responsibilities
Nonparametric Correlations

Correlations

ENGAGE
AGE GROUP OF POSITIONAL
THE RESPONSIBILITI
RESPONDENTS ES

Kendall's tau_b AGE GROUP OF THE Correlation Coefficient 1.000 .812**

RESPONDENTS Sig. (2-tailed) . .000

N 150 150

ENGAGE POSITIONAL Correlation Coefficient .812** 1.000

RESPONSIBILITIES Sig. (2-tailed) .000 .

N 150 150

Spearman's rho AGE GROUP OF THE Correlation Coefficient 1.000 .859**

RESPONDENTS
Sig. (2-tailed) . .000

N 150 150

ENGAGE POSITIONAL Correlation Coefficient .859** 1.000

RESPONSIBILITIES
Sig. (2-tailed) .000 .

N 150 150

**. Correlation is significant at the 0.01 level (2-tailed).

RESULT: This is a positive correlation. There are relationships between age group of the
respondents and engage positional responsibilities.

43
TABLE NO - 4.13

ANOVA ANALYSIS

NULL HYPOTHESIS Ho: There is no significant relationship between experience of the

respondents and appreciate and recognised by company.

ANOVA

EXPERIENCE OF THE RESPONDENTS

Sum of Squares df Mean Square F Sig.

Between (Combined) 147.100 3 49.033 272.609 .000

Groups Linear Unweighted 71.736 1 71.736 398.829 .000
Term Weighted 129.652 1 129.652 720.824 .000

Deviation 17.448 2 8.724 48.502 .000

Within Groups 26.260 146 .180

Total 173.360 149

HOMOGENEOUS
EXPERIENCE OF THE RESPONDENTS

APPRECIATE Subset for alpha = 0.05

AND
RECOGNISED
BY
COMPANY N 1 2 3

Student-Newman-Keulsa Always 82 1.38

Often 50 3.02

Sometimes 7 4.00

Never 11 4.00

Sig. 1.000 1.000 1.000

Tukey HSDa Always 82 1.38

Often 50 3.02

Sometimes 7 4.00

44
 Never 11 4.00

Sig. 1.000 1.000 1.000

Means for groups in homogeneous subsets are displayed.

a. Uses Harmonic Mean Sample Size = 15.040.

RESULT: From the above analysis, we find that calculated value of the F-value is a positive
455.434 value, so H1 accept. There is a significant relationship between experience of the
respondents and appreciate and recognised by company.

45
TABLE NO - 4.14

REGRESSION ANALYSIS

NULL HYPOTHESIS Ho: There is no significant relationship between Monthly income of

the respondents and appreciate and recognised by company.

Model Summary
Adjusted R Std. Error of
Model R R Square Square the Estimate
1 .873a .762 .760 .479
a. Predictors: (Constant), SATISFACTION LEVEL OF
JOB RELATED TRAINING

ANOVAb
Sum of
Model Squares df Mean Square F Sig.
1 Regression 108.595 1 108.595 472.732 .000a
Residual 33.998 148 .230
Total 142.593 149
a. Predictors: (Constant), SATISFACTION LEVEL OF JOB RELATED
TRAINING
b. Dependent Variable: MONTHLY INCOME OF THE RESPONDENTS

Coefficientsa

Standardized
Unstandardized Coefficients Coefficients

B Std. Error Beta t Sig.

-.399 .112 -3.572 .000

.909 .042 .873 21.742 .000

a. Dependent Variable: MONTHLY INCOME OF THE

RESPONDENTS

46
RESULT: From the above analysis, we find that calculated value of the F-value is a positive
472.732 value, so H1 accept. There is a significant relationship between Monthly income of
the respondents and satisfaction level of job related training.

47
 CHAPTER V
FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 FINDINGS

 Majority 49.3% of the respondents are in the age group of 25 – 30.

 Majority 55.3% of them are female respondents.
 Majority 64.7% of the respondents get married person.
 Majority 46% of the respondents are getting below Rs.15,000.
 Majority 36.0% of the respondents lie between below 1 years of experience
 Majority 44% of the respondents are qualification in Diploma.
 Majority 44.7% of the respondents are selecting Human resources
 Majority 42.7% of the respondents are opportunities for growth of highly satisfied
 Majority 48% of the respondents are selecting Satisfied about training.
 Majority 42% of the respondents are highly satisfied of talent and expertise
 Majority 53.3% of the respondents are Satisfied At Work of Satisfied
 Majority 42% of the respondents are selecting Strongly agree about new ideas.
 Majority 54.7% of the respondents are selecting Always
 Majority 38.0% of the respondents are satisfied about positional responsibilities
 Majority 49.3% of the respondents are said challenging
 Majority 76.7% of the respondents are satisfied about Innovation
 Majority 54.7% of the respondents are said to measure Observation

CHI-SQUARE ANALYSIS

RESULT: The calculated value is greater than the table value. So we reject the null
hypothesis. There is no significance between the educational qualification of the respondents
and satisfaction level of job related training.

CORRELATION ANALYSIS

48
RESULT: This is a positive correlation. There are relationships between age group of the
respondents and engage positional responsibilities.

ANOVA ANALYSIS

RESULT: From the above analysis, we find that calculated value of the F-value is a positive
455.434 value, so H1 accept. There is a significant relationship between experience of the
respondents and appreciate and recognised by company.

5.2 SUGGESTIONS

The Company Policy enables the Human Resource Department to engage and select a
favorable workforce in the organization. However few suggestions have being given that will
enable the organization to improve on its workforce

1. While employee recruiting the Automobile industry should avoid internal

promotions at all times since this brings about inner breeding which discourages
new employee recruits who would have contributed tremendously to the growth of
the company.
2. The Company should also increase the salary level of the employees so as to
attract other outside people who are qualified and willing to join Automobile
industry.
3. The Company should also try and reduce the probation period of one year to at
least six months since this keeps the selected employees in anxiety since he or she
is not permanently employed.
4. The Company should also employee engage people who have at least some
previous job experience since it enables the Company to reduce on Training cost
of the employees and encourage workers performance attribute to the well
executive for high intention of work to the automobile industry.

5.3 CONCLUSION

For an organization to run successfully, Human Resource is very important since it acts
as the heart of each and every organization.An organization either commercial or service
industry has to ensure that the Human Resource it has is qualified and possesses the engage
49
skill to be able to give expected results to the management. Hence for all this to be possible
the managements have to recruit the employees their ability and flexible talent required
personnel, “the right man for the right job”. The study on enables us to understand what is
expected of the Human Resource Department while it recruits and selects employees opinion
to work inside the Automobile industry.From the study the Company can use both Findings
and Recommendations to be able to improve on its Recruitment and selection techniques so
as to enable it to have an efficient and effective workforce.

BIBLIOGRAPHY

1. Human Resource Management – K. Aswathappa: TATA Mc Graw hill.

2. Employee Satisfaction – K. Aswathappa TATA Mc Graw hill.

3. Organization Behavior – Rob0bins: PHI publication.

4. Business Research Methods –Donald R: 6th Edition MC Graw Hill Edition.

5. Human Resource Management – J.Jayasankar: margham publications

REFERENCE
 Arnaz Kaizad Wadia (2023) in the paper, “Growing importance of employee
engagement for reducing employee turnover and enhancing business performance”
 Nabin Prajapati (2022) in the paper, “ Factors Influencing Employee Engagement and
its Impact on Organizational Performance”
 Nurul Imani Kurniawati (2022) in the paper,” The Influence of Employee
Engagement on Organizational Performance: A Systematic Review”
 Nithya Rajendran (2022) in the paper,” The Impact of Employee Engagement on
Organizational Performance: A Study on an Organization”
 Saumya Shirina (2021) paper titled “Driving Employee Engagement in Today’s
Dynamic Workplace: A Literature Review”
 Arnab Kumar Samanta (2021) in the paper, “Organizational culture and Employee
engagement: A Review of selected studies”
 Garima Sainger (2019) in the paper,” Building engagement in the workplace for
employee productivity: A conceptual review”
 Rebecca Jones (2018) in the paper “The Relationship of Employee Engagement and
Employee Job Satisfaction to Organizational Commitment”
50
  Anjum Tanwar (2017) in the paper, “Impact of Employee Engagement on
Performance”
 Vipul Saxena (2015) in this paper “Impact of employee engagement on employee
performance-case of manufacturing sectors”
 Bhagyasree Padhi (2015) in the paper, “A Study on Employee Engagement Models
for Sustainability of Organisation”
 I.Shanmuga Priya (2014) in the paper, Employee Engagement in Organizations
 C. Swarnalatha (2012) in the paper, “Employee engagement: the key to
organizational”
 Bijaya Kumar Sundaray (2011) in the paper “Employee Engagement: A Driver of
Organizational Effectiveness”
 Rama J. Joshi (2011) in the paper, “Drivers of Employee Engagement in Indian
Organizations”
 Employee Engagement: A Literature Review Dharmendra MEHTA, Naveen K.
MEHTA, Economia. Seria Management Volume 16, Issue 2, 2018
 A study on Employee Engagement in select organization: Dr D Madan Mohan G
Nalini, ITIHAS The journal of Indian Management Volume 6 Issue 3, 2019.pg 44-47.
 The role of Employee engagement in work related outcomes –Interdisciplinary
journal of research in Business volume 1, issue 3, March 2020(pp 47-61)
 The role of employee engagement in work-related outcomes, Dr. Padmakumar Ram,
Dr. Gantasala V. Prabhakar Interdisciplinary Journal of Research in Business Vol. 1,
Issue. 3, March 2021(pp.47-61)
 A Study On Employee Engagement: Role of Employee Engagement In
Organizational Effectiveness. IJISET - International Journal of Innovative Science,
Engineering & Technology, Vol. 1 Issue 6, August 2022. ISSN 2348 – 7968

WEBSITE

http://abtlimited.com/

51
QUESTIONNAIRE

1. Name :
2. Age category :
a) 25-35 b) 36-40
c) 41-50 d) Above 51
3. Gender
a) Male b) Female
4. Marital status
a) Married b) Unmarried
5. Income per month:
a) Below Rs.15, 000 b) Rs.15, 001-Rs.20,000
c) Rs.20, 001- Rs.25, 000 d) Above Rs.25,001
6. No of years’ experience:
a) Below 1 b) 2 – 5
c) 6 – 9 d) Above 10
7. Educational Qualification:
a) School level b) Diploma
c) Graduation d) Post Graduation
8. Which department do you engage in your organization?
a) Human resources b) Accounting
c) Administrative d) Sales
9. Opportunities for professional growth?
a) Highly satisfied b) Satisfied
c) Neutral d) Dissatisfied
e) Highly dissatisfied

52
10. Satisfaction level of job-related training my organization offers?
a) Highly satisfied b) Satisfied
c) Neutral d) Dissatisfied
e) Highly dissatisfied
11. Opinion for opportunities to apply your talents and expertise?
a) Highly satisfied b) Satisfied
c) Neutral d) Dissatisfied
e) Highly dissatisfied
12. Rate the Employee Engagement in automobile industry?

EMPLOYEE Highly Satisfied Neutral Dis-Satisfied Highly

ENGAGEMENT Satisfied Dissatisfied
Leadership in the
Company
Satisfaction At
Work
Stress Level Is
Manageable
This Place Is
Good To Develop
Career

13. Rate the compensation given in the organization the organization?

a) Highly satisfied b) Satisfied
c) Neutral d) Unsatisfied
e) Highly unsatisfied
14. How do you feel that participation appreciated / recognized by company?
a) Always b) Often
c) Sometimes d) Never
15. Feeling about engage positional responsibilities?
a) Strongly agree b) Agree
c) Neutral d) Disagree
e) Strongly disagree

53
16. About jobs engage level?
a) Challenging b) Exciting
c) Both
17. State the benefits provided by the company to the employee’s satisfaction level?

Benefits Highly Satisfied Neutral Dissatisfied Highly

satisfied dissatisfied

Employee
Satisfaction

Productivity

Retention
& Recruitment

Innovation

Profitability

18. What are the different ways to measure the employee’s engagement level?
a) Personnel meetings b) Observation
c) Performance appraisals d) Inspection opportunities
19. Give about the valuable suggestion ----------------------------------------------

54