divya shekhar sip a 0101909084 final

8/8/2019 Divya Shekhar Sip A 0101909084 Final

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DECLARATION

I, Divya Shekhar student of Masters of Business Administration from Amity Business School, AmityUniversity Uttar Pradesh hereby declare that I have completed Summer Internship on Employee

Engagement at Grey Matter India Technologies Pvt. Ltd, Pune.as part of the course requirement .

I further declare that the information presented in this project is true and original to the best of my

knowledge.

Date: 02/07/2010 Divya Shekhar

Enroll. No: A0101909084

Place: Noida MBA Class of 2011


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Acknowledgement

I express my sincere gratitude to my industry guide Mr.Shailesh Banaeet, HR Executive,

Grey Matter India Technologies Pvt. Ltd., for his able guidance, continuous support and

cooperation throughout my project, without which the present work would not have been

possible.

I would also like to thank the entire team of Grey Matter India Technologies Pvt. Ltd., for

the constant support and help in the successful completion of my project.

Student Name & Signature: Divya shekhar

Enroll. No: A0101909084

Program: MBA(G)


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CHAPTER 1

INTRODUCTION

IT INDUSTRY PROFILE:-


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The IT industry has great scope for people as it provides employment to technical and non-

technical graduates and has the capability to generate huge foreign exchange inflow for India.

India exports softwares and services to approximately 95 countries in the world. By outsourcing

to India, many countries get benefits in terms of labour costs and business processes. Also, the

Indian companies are broadening the range of services being provided to the customers, which is

resulting in more off shoring. Talent acquisition, development and retention initiatives taken by

the companies have brought down the employee attrition rates, thereby providing more stability

to the employees and increasing their job commitment.

All these factors collectively create a number of opportunities in the IT sector.

Future Of Information Technology:-

IT will continue to gain momentum; telecom and wireless will follow the trend. The immense

expansion in networking technologies is expected to continue into the next decade also. IT willbring about a drastic improvement in the quality of life as it impacts application domains and

global competitiveness. Technologies that are emerging are Data Warehousing and Data Mining.

They involve collecting data to find patterns and testing hypothesis in normal research. Software

services that are being used in outsourcing will go a long way

Career Opportunities:-

Career opportunities in IT sector are bright and growing in India as well as abroad. IT is a

diverse industry in which companies are looking for a multi-skilled, tech savvy workforce. Even

if you are not planning to enter the sector directly, you will still need IT skills for employment in

other sectors. India's large population is more of a strength than weakness. It is a huge potential

market. In the year 2006-07, the industry hired approximately 3, 80,000 people. Out of these, the

ITeS sector hired 2,00,000 people and the rest were taken by IT.

ABOUT GREY MATTER INDIA TECHNOLOGIES PVT. LTD


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Industry focus:-

Always on par with current IT trends and emerging technologies, GMI hasaligned its servicesmix to help businesses successfully capitalize on the increasing demand for web entertainment

solutions and wireless computing. Through unmatched execution of countless outsourcedservices, GMI has built core expertise in the following domains:

Online entertainment:-

GMI boasts of a vast repertoire of entertainment solutions effectively deployed across web and

wireless platforms. GMI guarantees a decisive advantage over the market dynamics with:

Over 400 man-years of experience in community portal development for entertainment houses,

content-sharing applications, educational institutions, healthcare organizations, travel & finance

industries and regional communities. Renowned proficiency in application development with

extensive experience in internet application development (Microsoft .NET, PHP, Perl, ASP,

AJAX etc.), system application development (VC++, ATL-COM, C on Linux etc.) and mobile

application development (Symbian OS, Windows Mobile OS, Palm OS etc). Core expertise in

social community portal development platforms like LAMP and Microsoft .NET.

High technical stronghold in the entertainment networking arena with proven background in

scalable content distribution applications on wireless and online networks.

Mobiles and wireless:-

With its quality-focused wireless solutions, GMI has achieved numerous technological

breakthroughs in the mobile and wireless domain, consistently garnering high levels of customer

satisfaction. GMI delivers visibly leveraged market reach through:

Cutting-edge mobile software design, development and enhancement services coupled with

precise integration and porting of wireless applications. Core expertise across all wireless

technologies for enabling feature-rich mobile communities that offer web-like experience with

blogs, dynamic feeds, etc. Thorough testing and test automation services for mobile software

carried out under stringent quality standards. Record success in tactical implementation of

complex advertising networks, wireless hubs and SMS/MMS publishing platforms for wirelessadvertising purposes. Renowned proficiency in the development of device solutions for mobile

equipment manufacturers.

Solutions:-


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With extensive experience and proven expertise in web as well as wireless development, GMI

has crafted numerous exclusive solutions that blur the boundaries between both the domains to

provide leveraged productivity and profits. These state of the art solutions fall under categories

like:

Social Networking

Pioneer in the social networking arena and online community development with proven track

record of success. Up-to-date awareness of evolving technological trends, with proficiency in

'Web 2.0' centric development. Extensive portfolio of pioneering breakthroughs in Mobile

community and wireless as well as wireless-to-web networking, with proven expertise over

GSM, GPRS and 3G platforms. Proven forte in implementing robust Commerce Solutions like

B2B, B2C Exchanges.

Wireless Computing

Cutting-edge mobile software design, development and enhancement services coupled with

precise integration and porting of wireless applications. Excellent record of deploying full-

fledged mobile communities, wireless hubs and mobile-enabled social as well as corporate

networks equipped with wireless web connectivity. Extensive experience in deploying and with

wireless-to-web internetworking capabilities. Development and implementation of value-added

applications for augmenting mobile communications with innovations in messaging and

streaming media solutions. Record success in tactical implementation of content distribution

systems, complex advertising networks, and SMS/MMS publishing platforms for wireless

advertising purposes. Renowned proficiency in the development of device solutions for mobile

equipment manufacturers.

Content Distribution

Cutting-edge development of content-streaming apps and multimedia streaming solutions across

the web as well as wireless platforms. Successful deployment of content distribution services and

multimedia advertising solutions for mobile networks and communities. Strategic planning and

implementation of complex advertising networks, advertiser-publisher hubs and numerous otheradvertising content distribution solutions. Development of innovative mobile portal enabler tools

that offer wireless-to-web internetworking coupled with content generation and content hosting

capabilities.

Online Advertising


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Proficiency in all aspects of online advertising, ranging from the implementation of advertiser-

publisher networks to the development of comprehensive PPC Management Systems. Record

success in the implementation and deployment of Ecommerce Advertising Platforms and P2P

hubs. Extensive experience in the development of Online Affiliate Platforms and Affiliate

Management Systems. Proven expertise in deploying content distribution systems and streaming

media solutions with wireless-to-web internetworking capabilities.


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CHAPTER 2

LITERATURE REVIEW

Engagement at work was conceptualized by Kahn, (1990) as the harnessing of organizational

members selves to their work roles. In engagement, people employ and express themselves

physically, cognitively, and emotionally during role performances.


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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 a person with the organization

When Kahn talked about employee engagement he has given important to all three aspects:-

physically, cognitively and emotionally. Whereas in job satisfaction importance has been more

given to cognitive side.

HR practitioners believe that the engagement challenge has a lot to do with how employee feels

about the about work experience and how he or she is treated in the organization. It has a lot to

do with emotions which are fundamentally related to drive bottom line success in a company.

There will always be people who never give their best efforts no matter how hard HR and line

managers try to engage them. But for the most part employees want to commit to companies because doing so satisfies a powerful and a basic need in connect with and contribute to

something significant.

CATEGORIES OF EMPLOYEE ENGAGEMENT:-

According to the Gallup the Consulting organization there are there are different types of

people:-

Engaged--"Engaged" employees are builders. They want to know the desired expectations for

their role so they can meet and exceed them. They're naturally curious about their company and

their place in it. They perform at consistently high levels. They want to use their talents and

strengths at work every day. They work with passion and they drive innovation and move their

organization forward.

Not Engaged---Not-engaged employees tend to concentrate on tasks rather than the goals and

outcomes they are expected to accomplish. They want to be told what to do just so they can do it

and say they have finished. They focus on accomplishing tasks vs. achieving an outcome.

Employees who are not-engaged tend to feel their contributions are being overlooked, and their

potential is not being tapped. They often feel this way because they don't have productive

relationships with their managers or with their coworkers.

Actively Disengaged--The "actively disengaged" employees are the "cave dwellers." They're

"Consistently against Virtually Everything." They're not just unhappy at work; they're busy

acting out their unhappiness .They sow seeds of negativity at every opportunity. Every day,

actively disengaged workers undermine what their engaged coworkers accomplish. As workers


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increasingly rely on each other to generate products and services, the problems and tensions that

are fostered by actively disengaged workers can cause great damage to an organization's

functioning .

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 (Aktouf). Meaningless

work is often associated with apathy and detachment from ones works (Thomas and Velthouse).

In such conditions, individuals are thought to be estranged from their selves (Seeman, 1972)

.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 (Harter, Schnidt & Hayes, 2002)

An organizations 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 companys clients, and thereby improves customer satisfaction and service

levels

It builds passion, commitment and alignment with the organizations strategies and goals

Increases employees trust in the organization

Creates a sense of loyalty in a competitive environment

Provides a high-energy working environment

Boosts business growth

Makes the employees effective brand ambassadors for the company

Thus employee engagement is critical to any organization that seeks to retain valued employees.There is an intrinsic link between employee engagement, customer loyalty, and profitability. As


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organizations globalize and 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 EMPLOYEE ENGAGEMENT :-

Studies have shown that there are some critical factors which lead to Employee

engagement. Some of them identified are

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 realise their potential. When


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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 employees qualities and contribution

regardless of their job level.

Leadership Companys Standards of Ethical Behaviour

A companys ethical standards also lead to engagement of an individual EmpowermentEmployees 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 andservices. High levels of employee engagement are inextricably linked with high levels of

customer engagement.

OTHER FACTORS:-

Equal Opportunities and Fair Treatment


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The employee engagement levels would be high if their bosses (superiors) provide equal

opportunities for growth and advancement to all the employees.

Performance appraisal

Fair evaluation of an employees performance is an important criterion for determining the levelof 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 persons family life influences his wok life. When an employee realizes that the organization

is considering his familys benefits also, he will have an emotional attachment with the

organization which leads to engagement

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.


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was that he kept detailed diaries on each of his players. He kept track of small improvements he

felt the players could make and did make. At the end of each practice, he would share his

thoughts with the players. The lesson here is that good leaders work daily to improve the skills of

their people and create small wins that help the team, unit, or organization perform at its best.

Clarity about what the organization stands for, what it wants to achieve, and how people can

contribute to the organizations success is not always evident.

5. Congratulate: Business leaders can learn a great deal from Woodens approach. Surveys

show that, over and over, employees feel that they receive immediate feedback when their

performance is poor, or below expectations. These same employees also report that praise and

recognition for strong performance is much less common. Exceptional leaders give recognition,

and they do so a lot; they coach and convey.

6. Contribute: People want to know that their input matters and that they are contributing to the

organizations success in a meaningful way. This might be easy to articulate in settings such as

hospitals and educational institutions.Good leaders help people see and feel how they are

contributing to the organizations success and future.

7. Control: Employees value control over the flow and pace of their jobs and leaders can create

opportunities for employees to exercise this control. A feeling of being in on things, and of

being given opportunities to participate in decision making often reduces stress; it also createstrust and a culture where people want to take ownership of problems and their solutions. There

are numerous examples of organizations whose implementation of an open-book management

style and creating room for employees to contribute to making decisions had a positive effect on

engagement and organizational performance. The success of Microsoft, for example, stems in

part from Bill Gates belief that smart people anywhere in the company should have the power to

drive an initiative. Initiatives such as Six Sigma are dependent, in part, on the active participation

of employees on the shop floor.

8. Collaborate: Studies show that, when employees work in teams and have the trust and

cooperation of their team members, they outperform individuals and teams which lack good

relationships. Great leaders are team builders; they create an environment that fosters trust and

collaboration. Surveys indicate that being cared about by colleagues is a strong predictor of

employee engagement. Thus, a continuous challenge for leaders is to rally individuals to


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collaborate on organizational, departmental, and group goals, while excluding individuals

pursuing their self-interest.

9. Credibility Leaders should strive to maintain a companys reputation and demonstrate highethical standards. People want to be proud of their jobs, their performance, and their

organization.

10. Confidence: Good leaders help create confidence in a company by being exemplars of high

ethical and performance standards.

The Gallup Management Journalpublishes a semi-annual Employment Engagement Index.The most recent results indicate that: Only 29 percent of employees are actively engaged in their jobs. These employees work with

passion and feel a profound connection to their company. People that are actively engaged help

move the organization forward.


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Fifty-four percent of employees are not engaged. These employees have essentially checked

out, sleepwalking through their workday and putting time but not passion into their work.

These people embody what Jack Welch said several years ago. To paraphrase him: Nevermistake activity for accomplishment.

Seventeen percent of employees are actively disengaged. These employees are busy acting out

their unhappiness, undermining what their engaged co-workers are trying to accomplish.The Gallup Organization's research indicates that 29 percent of all workers in government are

"actively disengaged," compared to 16 percent across all sectors.

According to recent research by the Gallup organization, there is a very high correlation between

negative workplace relationships and "actively disengaged" workers (i.e. those who act out their

unhappiness at work). Conversely, over 80 percent of engaged workers indicate that their

organizations actively encourage friendships at work. These findings have major implications

for government managers. Few public sector organizations actively promote friendships at work,

and many managers are reluctant to confront the problem employees who tend to be poison to

workplace chemistry. This article was published by the Gallup Management Journal in June

2004.

A Towers Perrin 2005 Global Workforce Survey involving about 85,000 people working full-

time for large and midsized firms found similarly disturbing findings. Only 14 percent of all

employees worldwide were highly engaged in their job. The number of Canadians that reportedbeing highly engaged was 17 percent. Sixty-two percent of the employees surveyed indicated

they were moderately engaged at best; 66 percent of employees in Canada were moderately

engaged. And 24 percent reported that they are actively disengaged; the corresponding number in

Canada was 17 percent.

The survey also indicated that on a country-by-country basis, the percentages of highly engaged,moderately engaged, and actively disengaged employees varied considerably. And the results

showed some interesting, perhaps counter-intuitive, results. For example, Mexico and Brazil

have the highest percentages of engaged employees, while Japan and Italy have the largestpercentages of disengaged employees. In their report, the authors interpreted these and other

findings as an indication that employee engagement has relatively little to do with macro-

economic conditions. Instead, it is the unique elements of the work experience that are most

likely to influence engagement.

By introducing the concept of full engagement, this article aims to propose that employee

engagement is more likely to be sustainable when employee well-being is also high


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Findings Most current perspectives on employee engagement include little of direct relevance

to well-being and reflect a narrow, commitment-based view of engagement. This view focuses

too heavily on benefits to organizations. A broader conception of engagement (referred to as

full engagement), which includes employee well-being, is a better basis for building

sustainable benefits for individuals and organizations.

In 2006, The Conference Board published "Employee Engagement, A Review of Current

Research and Its Implications". According to this report, twelve major studies on employeeengagement had been published over the prior four years by top research firms such as Gallup,

Towers Perrin, Blessing White, the Corporate Leadership Council and others.

Each of the studies used different definitions and, collectively, came up with 26 key drivers of

engagement. For example, some studies emphasized the underlying cognitive issues, others onthe underlying emotional issues.

The Conference Board looked across this mass of data and came up with a blended definition

and key themes that crossed all of the studies. They define employee engagement as "a

heightened emotional connection that an employee feels for his or her organization, thatinfluences him or her to exert greater discretionary effort to his or her work".

At least four of the studies agreed on these eight key drivers.

Trust and integrity how well managers communicate and 'walk the talk'.

Nature of the job Is it mentally stimulating day-to-day?

Line of sight between employee performance and company performance Does the

employee understand how their work contributes to the company's performance? Career Growth opportunities Are there future opportunities for growth?

Pride about the company How much self-esteem does the employee feel by being

associated with their company?

Coworkers/team members significantly influence one's level of engagement

Employee development Is the company making an effort to develop the employee'sskills?

Relationship with one's manager Does the employee value his or her relationship with

his or her manager?

Other key findings include the fact that larger companies are more challenged to engage

employees than are smaller companies, while employee age drives a clear difference in theimportance of certain drivers. For example, employees under age 44 rank "challenging

environment/career growth opportunities" much higher than do older employees, who value"recognition and reward for their contributions".

But all studies, all locations and all ages agreed that the direct relationship with one's manager is

the strongest of all drivers.


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In the final analysis, one wonders whether employee engagement is just another trendy concept,

or really a big deal?

According to the report, employee engagement is a very big deal. There is clear and mountingevidence that high levels of employee engagement keenly correlates to individual, group and

corporate performance in areas such as retention, turnover, productivity, customer service andloyalty.

And this is not just by small margins. While differences varied from study to study, highlyengaged employees outperform their disengaged counterparts by a whopping 20 28 percentage

points!

Finally, there is some evidence that companies are responding to this employee engagement

challenge - by flattening their chains of command, providing training for first-line managers andwith better internal communications. Changes won't happen overnight, but with such significant

upside to the bottom line - they might happen more quickly than you think

DDI investigated the effects of employee engagement on a range of outcomes, including

performance and the likelihood of remaining with the organization. DDI also gathered data toexamine the impact of a leaders own engagement on the engagement levels and

retention of his or her subordinates.

Employee engagement exhibited substantial relationships with several aspects of interpersonal

performance, including Coaching, Sales Ability, Persuasiveness, and Teamworkhighlyengaged employees were 3.0 times, 2.7 times, and 2.2 times more likely to excel in these areas,

respectively, as compared to poorly engaged employees.

DDIs current research into the factors that predict employee engagement shows that a measure(ERI) can be used to strongly predict engagement. This research also supports a substantial

relationship between engagement and critical business outcomes such as individual performance

and the likelihood of leaving the company. Organizations can use the ERI withinDDIs Career Batteries to select individuals who are pre-disposed to become highly engaged;

this is an important foundation for post-hire interventions that address engagement. This research

also illustrates that engaged leaders can generate compounding benefits for their organizationsthrough higher engagement and retention levels of their direct reports.

Subordinate Engagement and Retention.

DDI also gathered engagement scores notonly from employees, but also from theirsupervisorsResults show that the average levels of engagement were considerably higher for employees of

supervisors with higher levels of engagement, as compared to those of low engagement

supervisors. Furthermore, subordinates of highly engaged supervisors were less likely to indicatethat they may leave the organization within a year.

Hodes Research


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This latest study from Hodes Research surveyed Human Resources and Internal

Communications professionals to obtain an in-depth understanding of how employers are

implementing employee engagement strategies, and how the downturn in the economy hasimpacted these practices and strategies.

Results include:

The most named types of engagement programs being implemented are:

education/training (28%), recognition/awards (27%), research (22%), and communication(19%).

Overall, most companies (81%) conduct engagement surveys, and more than half (56%)

conduct them at least once a year.

When asked for their top three priorities from among 17 choices, the most cited are:employee engagement (42%), training and development (27%), retention (25%), and

sourcing (24%).


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CHAPTER - 3

RESEARCH METHODOLOGY

RESEARCH OBJECTIVE:-


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CHAPTER 4

DATA COLLECTION


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The data collection was done using a questionnaire.

Sample Size 40

Source of data:

Primary data as well as secondary data.

Sampling Method:

Non-probabilistic (The sample consists of a pre defined set of individuals).

Target population:


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Employees at software engineer position in Grey Matter India Technologies Pvt. Ltd.

Questionnaire Design

The questionnaire has been designed with 12 questions keeping the factors in mind which leadsto employee engagement.

Five level Likert Scale is used to measure responses from the respondents

Dichotomous scale has also been used to get the responses from the respondents of our target

population.

Since no simulations were used to carry on the research and it was done on employees who are

actually working in respective organizations the environment is Field Conditions

We assumed that there was be no deviation in the employee perception and no induced

behaviour while research was conducted and hence the outcome of the research was notinfluenced.

CHAPTER 5


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DATA INTERPRETATION AND ANALYSIS

Do you know what is expected of your work?

Frequency Percent Valid Percent Cumulative Percent

Valid yes 33 82.5 82.5 82.5

no 7 17.5 17.5 100.0

Total 40 100.0 100.0


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Employees should know exactly what is expected of them. If expectations are unclear,

employees will inevitably face frustration, and will be open for other opportunities where they doknow what's expected of them, and where their contributions are measured and recognized.

From the research results, it is observed that out of 40 respondents, 33(82.5%) are aware of theexpectations what organizations have from them but on the other hand, there were hand a smallno. of respondents i.e,7(17.5%) are unaware of the things that what organization exactly expects

out of them.

Do you have the equipments and materials you need to work


Valid strongly agree 6 15.0 15.0 15.0

Agree 26 65.0 65.0 80.0

neither agree nor disagree 5 12.5 12.5 92.5

Disagree 3 7.5 7.5 100.0

Total 40 100.0 100.0


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Employees need the right tools and equipment to support their skills, experience and talents &

perform their jobs at an optimum level.

From the research results, it is observed that out of 40 respondents, only 15% of them stronglyagree, while 65% do agree on the fact that they have got the equipments and materials needed to

work, around 12% were neutral with the equipments and materials provided and 7% of them

were unhappy.

Are you satisfied with the infrastructure in which you have to do your work?


Valid highly satisfied 10 25.0 25.0 25.0

Satisfied 21 52.5 52.5 77.5

neither satisfied nor dissatisfied 8 20.0 20.0 97.5

Dissatisfied 1 2.5 2.5 100.0

Total 40 100.0 100.0


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Infrastructure is also an important motivational factor for the employees working in an

organization.From the research results, it is observed that at Grey Matter India Technologies Pvt Ltd, majority

of the employees were happy with the infrastructure i.e,77% and very less percentage of peoplewere not satisfied with the infrastructure i.e,2.5% .So, we may conclude that the company has a

good infrastructure.

In the last fifteen days, have you received recognition or praise for doing good

work?


Valid Yes 20 50.0 50.0 50.0

no 20 50.0 50.0 100.0

Total 40 100.0 100.0


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From the research results, it is observed that the proportion of people received recognition or

praise for doing good work in the last fifteen days are somewhere equal, having 50-50 ratio.

Are you satisfied with the supportiveness by HOD/superiors?


Valid Yes 19 47.5 47.5 47.5

no 21 52.5 52.5 100.0

Total 40 100.0 100.0


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Managers must spend most of their time with their most productive talent. Many managers give

their greatest degree of attention to employees who are falling behind. Talented, productive

people crave time and attention from their managers, and will leave your company if they have a

weak relationship (or no relationship) with their manager or supervisor.From the research results, it is observed that the around 48% employees are happy with the

supportiveness by the the superiors while 52% are not.

At work, do your opinions seem to count?


Valid frequently 9 22.5 22.5 22.5

Rarely 15 37.5 37.5 60.0

occassionally 16 40.0 40.0 100.0

Total 40 100.0 100.0


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From the research results, it is observed that the employees at Grey Matter India Technologies

Pvt Ltd found that their opinions at work do count but not that much as it should have been. As

they are working in teams there is neck to neck competition and the best opinion is always takeninto action. Around 23 % employees said that their opinions seem to count at work very

frequently, but 40% of them said that there are rare chances of it for them.

Does the mission/purpose of your company make you feel your job is important?


Valid Yes 34 85.0 85.0 85.0

neither yes nor no 6 15.0 15.0 100.0

Total 40 100.0 100.0


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At Grey Matter India Technologies Pvt. Ltd, when employees(respondents) were asked that does

the mission or purpose of their company make them feel that their job is important then majority

i.e,85% answered that, yes it does so but on the other hand only 15% of the employees were not

agree with the fact.

Do you have a best friend at work?


Valid yes 24 60.0 60.0 60.0

no 16 40.0 40.0 100.0

Total 40 100.0 100.0


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The Company should create an environment that encourages employees to drive towards

innovation or to create better systems for more productive results. It has been found that ifemployees get friendly and homely environment at work they work more efficiently.

From the research results, it is observed that at Grey Matter India Technologies Pvt Ltd 60% of

the employees have some best friend at the work while 40% dont.

In the last six months, has someone at work talked to you about your progress?


Valid yes 33 82.5 82.5 82.5

no 7 17.5 17.5 100.0

Total 40 100.0 100.0


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When employees were asked about their progress report that in the last six months, has someone

talked to them about their progress majority said yes i.e, 82% of the total 40 respondents while

18% said no.

Do you agree that frequent chance has been given to improving your skill and job knowledge?


Valid highly agree 9 22.5 22.5 22.5

Agree 20 50.0 50.0 72.5

neither agree nor disagree 10 25.0 25.0 97.5

Disagree 1 2.5 2.5 100.0

Total 40 100.0 100.0


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From the research results, it is observed that at Grey Matter India Technologies Pvt. Ltdemployees do get frequent chance to improve on their skills and job knowledge as 72.5 % were

of the view that they do get enough chances to improve on their skills and job knowledge while

only 2.5% were of the different opinion.

Are you satisfied with the stress relief programs conducted in your organization?



Satisfied 13 32.5 32.5 37.5



Total 40 100.0 100.0


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From the research results, it is observed that at Grey Matter India Technologies Pvt. Ltd most of

the employees are neutral on the fact that they are satisfied with the stress relief programs

conducted in the organization. Only 37% were satisfied with it while 7.5% were not.

Are you satisfied with the level of trust on your team?



Satisfied 22 55.0 55.0 67.5



Total 40 100.0 100.0


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CHAPTER 6

RECOMMENDATIONS AND CONCLUSIONS

The objective of the study was to find the employee engagement levels of the employees in the

IT sector and provide suggestions to improve the same. Through the research it has been found

that neither sex nor the years of experience play any significant role in deciding how engaged the

employees are.. The areas in which the sector needs to improve are providing better pay

packages, better career planning for its employees, more top down communication.

The factor analysis conducted can provide a platform from which future employee engagement

studies can be conducted. There are 6 factors (mainly 5) that determine the levels of employee

engagement in an organization. They are relationship with superiors and peers, fairness in pay

and performance evaluations, efficiency of the systems and processes adopted by the


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organization, facilitation of individual growth by the organization, organizational support and

miscellaneous.

The findings of this study can be used to improve the employee engagement levels in the IT

sector. However further studies are required to pin point the exact reasons behind the high

attrition rates in the IT industry.

The recommendations after carrying out the research is that organizations should focus on the

needs of the employees like better coordination among superiors and the subordinates, friendly

environment in the office, fairness in the pay and performance evaluations, efficiency of the

systems and processes adopted by the organization, facilitation of individual growth by the

organization, organizational support and miscellaneous. The employees needs encouragement

and appreciation, applaud and treasure.

REFERENCES

JOURNALS:-

Ashok Mukherjee Engagement for the mind body, and soul Human Capital, Aug.

2005. Pg.no. 34-36

Charles Woodruffe Employee Engagement The Real Secret of Winning a Crucial

Edge over your rivals Manager Motivation Dec. / Jan. 2006.

Douglas R. May, Richard L Gilson The Psychological conditions of meaningfulness

safety and availability and the engagement of the human spirit at work Journal of

Occupational and Organisational Psychology (2004) Pg.no. 11-37.


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Heskett, Jame L Putting the service profit chain to work Harvard Business Review,

Mar / Apr 94 Vol. 72 Issue 2.

Steve Batts Getting engaged HR Magazine society for Human Resource

Management, Feb. 2004

ONLINE SITES:-

www.ddiworld.com/pdf/ddi_selectionengagement_rr.pdf

http://www.hodes.com/resources/library/researchreports/EngagingTalent

http://www.cipd.co.uk/research/_psychcntr.htm

http://www.siescoms.edu/images/pdf/reserch/working_papers/employee_engagement.pdf

http://www.emeraldinsight.com/journals.htm?articleid=1864304&show=abstract

www.iveybusinessjournal.com

ANNEXURE

RESEARCH QUESTIONS :-

1. Do you know what is expected of you at work?a. Yes

b. No

2. Do you have the materials and equipment you need to do your work right?
http://www.ddiworld.com/pdf/ddi_selectionengagement_rr.pdfhttp://www.cipd.co.uk/research/_psychcntr.htmhttp://www.siescoms.edu/images/pdf/reserch/working_papers/employee_engagement.pdfhttp://www.emeraldinsight.com/journals.htm?articleid=1864304&show=abstracthttp://www.iveybusinessjournal.com/http://www.ddiworld.com/pdf/ddi_selectionengagement_rr.pdfhttp://www.cipd.co.uk/research/_psychcntr.htmhttp://www.siescoms.edu/images/pdf/reserch/working_papers/employee_engagement.pdfhttp://www.emeraldinsight.com/journals.htm?articleid=1864304&show=abstracthttp://www.iveybusinessjournal.com/


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a. Highly agree

b. Agree

c. Neither agree nor disagreed. Disagree

e. Highly disagree

3. Are you satisfied with the infrastructure in which you have to do your work?

a. Highly satisfied

b. Satisfied

c. Neither satisfied nor dissatisfied

d. Dissatisfied

e. Highly dissatisfied

4. In the last fifteen days, have you received recognition or praise for doing good work?a. Yes

b. No

5. Are you satisfied with the supportiveness by HOD/superiors?

a. Highly satisfied

b. Satisfied

c. Neither satisfied nor dissatisfied

d. Dissatisfied

e. Highly dissatisfied

6. At work, do your opinions seem to count?

a. Frequently

b. Rarely

c. Occasionally

7. Does the mission/purpose of your company make you feel your job is important?

a. Yes


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b. Neither yes nor no

c. No

8. Do you have a best friend at work?a. Yes

b. No

9. In the last six months, has someone at work talked to you about your progress?

a. Yes

b. No

10. Do you agree that frequent chance has been given to improving your skill and job

knowledge?a. Highly Agreee

b. Agree

c. Neither agree nor disagree

d. Disagreee. Highly Disagree

11. Are you satisfied with the stress relief programs conducted in your organization?

a.Highly satisfied

b.Satisfied

c.Neither satisfied nor dissatisfied

d.Dissatisfied

e.Highly dissatisfied

12. Are you satisfied with the level of trust on your team?

a.Highly satisfied


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b.Satisfied

c.Neither satisfied nor dissatisfied

d.Dissatisfied

e.Highly dissatisfied

divya shekhar sip a 0101909084 final

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