A Project report On

At J.K. Cement, Nimbahera (Chittorgarh).

Submitted to

Rajasthan Technical University

In the partial fulfillment for the award of Master Degree of Business Administration Session 2007-2009

Submitted By: Mr. Manu Vijay MBA III sem.

Under the Guidance of: Mr. Rahul Jain

Vision School of Management (Affiliated to Rajasthan Technical University & Approved by AICTE) Udaipur Road Chittorgarh (Raj.) E-mail: info@visionmanagement.Org Website: www.visionmanagement.Org

DECLARATION:
This is to certify that the MRP submitted by me in Masters of Business Administration Program from Vision School Of Management, Chittorgarh [Rajasthan technical university, Kota] embodies the original work done by me under the able guidance and supervision of Mr. R.P. Singh, General Manager (HRD & RTC), at J.K. cement, Nimbahera (Chttorgarh). No part of this report has been produced from any other summer project, monograph, report or book and all facts and figures have been confirmed by organizational guide.

Manu Vijay M.B.A. [RTU] Vision School Of Management

PREFACE:

This MRP is prepared as the partial fulfillment for Two-Year degree Program of MBA curriculum of Rajasthan Technical University, Kota. It is expected from an MBA to possess a good communication & effective presentation skills. Objectives of the project report, these are:i.) ii.) To study the impact of employee engagement on productivity of the organization. To study the various methods of employee engagement prevailing in the organization. The research provides an opportunity to a student to demonstrate application of his/her knowledge, skill and competencies required during the technical session. Research also helps the student to devote his/her skill to analyze the problem to suggest alternative solutions, to evaluate them and to provide feasible recommendations on the provided data. Although I have tried my level best to prepare this report an error free report every effort has been made to offer the most authenticate position with accuracy. This report contains a number of additional features: Chapter 1. Introduces cement industry in India, general characteristic, key external drivers, cement manufacturing process, swot analysis, price & profit to the firm, trend & players, domestic players, market opportunities for investment & company profile & objectives of the report. Chapter 2. On conceptual framework which related to employee engagement (in the public sector, interpretative models, power of employee engagement & 9 core statement. Chapter 3. On review of literature which consider Merit board links employee engagement & productivity, Engagement equals productivity, Cambridgeshire county council etc. Chapter 4. On research methodology which consider definition, sample size, types & techniques, tools used & limitation of the study. Chapter 4. On data analysis & interpretation related to employee engagement & productivity of J.K. cement.

Chapter 5. On observation & finding, conclusions & suggestion related to research methodology, data analysis & interpretation which consider the topic of Impact of employee engagement on productivity ( with specific reference of J.K Cement) of organization. A bibliography in project report is provided at the end that should serve as good sources of reference material for learners & researchers in the area. An annexure appears at the end of the report that provides some useful sources of information on the Internet regarding project report. This should prove to be a welcome features for those persons who would like to access the net for more information on issues covered in this project report.

ACKNOWLEDGEMENT:
The successful completion of a MRP requires guidance & help from a number of people. I was
fortunate to have all the support from my teachers. I therefore take this opportunity to express my profound sense of gratitude to the all those who extended their whole hearted help and support to me in completing the project study report work on

Imapct of employee engagement on productivity ( with specific reference of

J.K Cement) of organization.

I also express my deep sense of gratitude to Mr. R.P. Singh, General Manager (HRD & RTC), at J.K. cement, Nimbahera (Chttorgarh), who has helped us to do our project. We also thank to Mr. Narendra Vaishnav (Officer- RTC).for his valuable help in each stage of the project. Because of his co-operation and continuous guidance successful completion of this project study report was made possible. I am sincerely thankful to Dr. A.L. Jain (Director, Vision School of Management) for allowing
me to undertake the report and making available all facilities for the successful completion of the report besides guiding me to pursue the study on proper line. I also express my deep sense of gratitude towards Mr. Rahul Jain (Guide, Faculty at VSM), Mr. Vibhor Paliwal, Dr. Snehal Maheshkar, Ms. Pratibha Pagaria, Ms. Shobhika Tyagi, P.L. Dashora (Librarian) & all faculty members.

No Acknowledge would suffice for the support my family members, my training colleagues, classmates & friends. Lastly, I extend my thanks to all those whose name have not been mentioned way in successfully carrying out the project report.

(MANU VIJAY)

CONTENTS
DECLARATION PREFACE ACKNOWLEDGEMENT EXECUTIVE-SUMMARY TABLE-CONTENT PIE-CHART CONTENT I II-III IV V-VIII XI XI-XII

Particular Chapter 1 Company Profile 1.1 Introduction of the Industry

1.2 History behind J.K. cement 1.3 Management Setup 1.4 J K Marketing Organization 1.5 Social Responsibility 1.6 Type of cement 1.7 Corporate Profile 1.8 Company Strength 1.9 Company Achievement 1.10 Corporate Plan 1.11 Company Product

Page No.
1- 42 1 19 22 23 23 26 27 29 31 33 35 36

1.12 Information Required Under Section 217 (1)(e) of The Companies Act,

Chapter 2 Conceptual frame work

2.1 Introduction of Employee Engagement 2.2 Understanding Employee Engagement in The Public Sector 2.3 Interpretative Models of Employee Engagement. 2.4 Power of Employee Engagement 2.5 The 9 Core Statement of Engaged Employees 2.6 Four Fundamental Action Leading to +ve Results 2.7 Essential Reading 2.8 Latest on Employee Engagement 2.9 Earlier Stories on Employee Engagement

43-72 43 45 49 58 61 62 65 66 70 73-89 73 74 76 77 78 80 81 82 87

Chapter 3 Review of Literature

3.11 Merit Board Links Employee Engagement & Productivity 3.12 Engagement Equals Productivity 3.13 Cambridgeshire County Council 3.14 Rotherham Metropolitan Borough Council 3.15 3.16 3.17 3.18 CIPD (2006c): Employee variations B&Q Towers Perrin RBS - How a major corporation uses its

employee data 3.19 Literature view on impact of engagement

3.20 Importance of Employee Engagement

Chapter 4 Research Methodology

4.1 Research - Objective 4.2 Research - Plan 4.3 Limitation

Chapter 5 Data Analysis and Interpretation Chapter 6 Conclusion and Suggestion

Reference and Bibliography

88 90-91 90 90 91 92-127 128-129 130

LIST OF TABLES Particular 1.2.1 Industry demand supply outlook

1.2.2 Cement capacity that can be sold million tones 1.2.3 Present capacity & Performance

Page No.
3 18 21 26 36 39

1.5.1 Types of cement

3.1 Literature view on impact of engagement 3.2 Importance of Employee Engagement

LIST OF CHARTS AND FIGURES

Particular
1.1 General characteristics
1.2 Per Capital Consumption Of Cement (2003) 1.3 Capacity additions (million tones) 5.1 Employee engagement helps you a lot to increase your knowledge, skill, attitude & ability to perform the job. 5.2 You had proper discussion with your head of department on the topics of training or the areas of production are decided after proper discussion with you. 5.3 The objective of the production were clear to you. 5.4 The senior is able to provide you knowledge about all the aspects, which you want. 5.5 The methodology of production was excellent. 5.6 There is open discussion between you & the HRD. 5.7 You had achieved your learning goals from the employee engagement. 5.8 The HRD department seriously follow-up the suggestion provided by you for the improvement of the production. 5.9 Is the employee engagement supportive? 5.10 If their any feedback system about the production from the production department.

Page No.
2 12 17 92

95

98 101 104 107 110 113

116 119

122 5.11 What type of error may arise in your job, if you dont involve in employee engagement. 125 5.12 What quality of production you are getting from J.K. cement.

Introduction:-

Industry Profile:The Indian cement industry with a total capacity of 151.2 million tones (including mini plants) in March 2003 has emerged as the second largest market after China, surpassing developed nations like the USA and Japan. Per capital consumption has increased from 28kg in 1980-81 to 110kg in 2003-04. In relative terms, Indias average consumption is still low and the process of catching up with international averages will drive future growth. Infrastructure spending (particularly on roads, ports and airports), a spurt in housing construction and expansion in corporate production facilities is likely to spur growth in this area. South East Asia and the Middle East are potential export markets. Low cost technology and extensive restructuring have made some of the Indian cement companies the most efficient across global majors. Despite some consolidation, the industry remains somewhat fragmented and merger and acquisition possibilities are strong. Investment norms including guidelines for foreign direct investment (FDI) are investor-friendly. All these factors present a strong case for investing in the Indian market.

Cement industry trends in India:

Cement industry is growing at 10-12%YoY There are over 125 large manufacturing plants and over 300 mini cement plants. Over 180 million tonnes installed capacity and utilization is over 90%. Over 10 million tonnes exports. Growth is driven by infrastructure and housing boom. Technology changes in recent years towards modern and environmental friendly.

General characteristics:

Good made to stock High capital intensive Low labor intensive Highly automated

General General Characteristics Characteristics High weight/price Ratio, hence High freight cost

End product is cheap Low differentiation

Cyclic industry, Demand related to economic activity .

Industry demand supply outlook:

As on31 march Current Capacity Capacity growth Cement demand Demand growth Domestic consumption Growth domestic consumption Exports Export growth Cement capacity utilization

FY04 144.5 117.2 113.8

FY05 151.3 4% 127.1 8% 123.1 7%

FY06 157.1 4% 141.6 8% 135.6 10% 6.0 47% 90%

3.4 81%

4.1 21% 84%

Indias per capita cement consumption of 110kg per year, whereas chinas figures of 659 kg per year. This clearly shows that demand of cement in Indias market has a lot to catch up. During the tenth plan, the industry, expected to grow at 10% per annum adding a capacity of 40-52 million tonnes, according to the annual report of the department of industrial policy and promotion (DIPP). The report reveals that this growth trend is being driven mainly by the expansion of existing plants. The Indian cement industry not only ranks second in the production of cement in the world but also produces quality cement, which meets global standards. however , the industry faces a number of constraints in terms of high cost of power , high railway tariff; high incidence of state and central levies and duties; lack of private and public investment in infrastructure projects; poor quality coal and inadequate growth of related infrastructure like sea and rail transport, ports and bulk terminals .in order to utilize excess capacity available with the cement industry, the government has identified the following thrust areas for increasing demand for cement: 1. Housing development program.

2. Promotion of concrete highways and roads. 3. use of ready mix concrete in large infrastructure projects; and 4. Construction of concrete roads in rural areas. Indian cement industry is modern and uses latest technology. Efforts are being made to recover waste heat and success in this area has been significant. India is also providing different varieties of cement like Ordinary Portland Cement(OPC), Portland Pozzolana Cement(PPC), Portland Blast Furnace Slag Cement (PBFS), Oil Well Cement, Rapid Hardening Portland Cement, Sulphate Resisting Portland Cement, White Cement, etc.

CEMENT MARKET IN INDIA:

NORTH Punjab, Delhi, Haryana, Himachal Pradesh, J&K and Rajasthan .

WEST

Maharashtra and Gujarat

SOUTH

Tamil Nadu, Andhra Pradesh, Karnataka, and Kerela

EAST

Bihar, Orrisa, West Bengal, Assam and Meghalaya

CENTRAL

Madhya Pradesh and Uttar Pradesh

KEY EXTERNAL DRIVERS

Y AR S M I R PR IVE DR

RA T F IN UC R ST RE U

SECONDSECONDARY ARY DRIVERS DRIVERS

*Bank *Bank lending rate lending rate *Disposable *Disposable income income *Government *Government initiative initiative

*Raw *Raw material cost material cost *Fuel price *Fuel price *Transportati *Transportati on cost on cost

UT T P IN OS C

*Monsoon *Monsoon *Festive *Festive season season

ON S A Y SE LIT A

A FLOW DIAGRAM OF CEMENT MANUFACTURING PROCESS:

75-80% CaCO3, Chalk, Limestone, Mart. Quarrying

20-25% Sio2 + Al2O3 + Fe2O3, Clay, Sand, Shale.

Quarrying

Crushing

Crushing

Mixing

Raw Grinding

Burning to Clinker

Gypsum

Additives

Cement Grinding

Cement

Packing & Transportation

3 Ps of PERFORMANCE at J.K. CEMENT:

Profit does not provide the only clue to a companys true performance. This is because not all benefits and costs, arising from the companys operation, find their way to the balance sheet. For instance, the positive impacts of a companys operation on people in its vicinity, say the establishment of a hospital, do not appear in its balance sheet. Neither do the negative impact. It is for such reason that J.K. Cement prefers to highlight its performance from three different angles, or what is called The Triple Bottom Line

(1). Economic (balance sheet performance) (2). Community (service to the society or community) (3). Environmental (steps taken to nurture environment) At J.K. Cement, we call them THE 3 Ps of Performance Profit, People & Planet. PROFIT:
J.K. Cement way as far as profit is concerned besides making efforts to influence turnover J.K. Cement emphasize on cutting cost to cut ahead. The reason is simple turnover is an outcome of the price, price realization and quantity sold all factors dependent on externalities like government policies and market cycles which are beyond companys control. Cost, on the other hand, is something J.K. Cement can and does exercise a lot of control over.

PEOPLE:
The importance of the HR function lies in the fact that in an extremely competitive industry like cement, the company's performance depends on the creativity, motivation and initiatives of the individuals. Individuals comprise the critical resource, instrumental in bringing about improvements in the manufacturing process thereby reducing operating costs and maximizing gains. To maximize gain from people side ASCENT GROUP has been created. Ascent group is a motley collection of individual who get together to engage in the self-development projects and motivate each other. Beside this an IN-HOUSE MAGAZINE MANTHAN is published. The simple objective of bringing out such magazine was to create a regular forum for people at J.K. Cement to interact and express ideas and feelings. It is believed that such an effort would have positive payoffs far beyond its pages. Beside this every year it organizes HANUMAN MANDIR CULTURAL FIESTA.

PLANET:
Produce more with less has been J.K. Cements guiding philosophy over the years. The objective is to leave the minimum footprint, or negative impact, of its operations on the earths resources. To protect environment J.K. Cement has taken various initiatives in the field as water conservation by Recycling of Waste Water, Rain Water harvesting, by reducing Co2 emission, by Green belt development and by energy conservation

SWOT- ANALYSIS:-

STRENGTH STRENGTH

WEAKNESS WEAKNESS

Low cost production Low cost production Lime stone reserves Lime stone reserves Captive power plant Captive power plant Low logistic cost Low logistic cost 100% use of pet coke as fuel 100% use of pet coke as fuel

No rail at Ras site No rail at Ras site Waiting time of trucks adds to Waiting time of trucks adds to extra cost extra cost

OPPORTUNITY OPPORTUNITY

THREATS THREATS

Explore new alternate fuel Explore new alternate fuel Increase the sale of PPC Increase the sale of PPC Explore new markets Explore new markets Improve IT infrastructure Improve IT infrastructure

Rise in inflation Rise in inflation Gap in demand & supply Gap in demand & supply Increasing competition Increasing competition Increase in fuel price Increase in fuel price Reductionin in cement prices Reduction cement prices

Objective, CSI
The purpose of the Cement Sustainability Initiative is to:

Explore what sustainable development means for the participating companies and the cement industry. Identify and facilitate actions that companies can take as a group and individually to accelerate the move towards sustainable development.

Provide a framework through which other cement companies can participate, and

Provide a framework for engaging external stakeholders.

Agenda, CSI
The 10 companies involved in the CSI have chosen to develop an agenda for three reasons:

To prepare for a sustainable future by making a more efficient use of natural resources and energy, and engaging with local issues in emerging markets.

To meet the expectations of stakeholders and maintain their license to operate in communities across the world through a greater transparency of operations, effective engagement with society and initiating actions, which lead to sustained positive changes, and

To individually understand and build new market opportunities through process innovations, which achieve greater resource/ energy efficiency and long-term cost savings; product and service innovations to reduce environmental impacts and work with other industries on novel uses of byproduct and waste materials in cement production.

The companies have identified six key areas where they believe that the CSI can make a significant contribution towards a more sustainable society

Climate protection. Fuels and raw materials. Employee health and safety. Emissions reduction Local impacts. Internal business processes.

A GLOBAL HEAVY WEIGHT

India is the second largest cement producing country in the world. Cement demand in the country grows at roughly 1.5 times the GDP growth rate. The industry had a turnover of around US$7.8 billion in 2003-04 and according to CRISIL is expected to grow at a CAGR of around 7per cent in the next five years. The demand for cement is closely related to the growth in the construction sector. Consequently, cement demand has been posting a healthy growth rate of around 8per cent since 1997-98, propelled by the increased thrust on infrastructure development, and the higher demand from the housing sector and industrial projects. This trend is likely to continue in the coming years.

3.2 LOW PER CAPITAL CONSUMPTION A LONG TERM OPPORTUNITY

3.2.1 PER CAPITAL CONSUMPTION OF CEMENT (2003 )

1230

1030 830

630 430 230 0 Germany China India Thailand France US Japan Korea Mexico

Source: United States Geological Survey Another factor that makes Indian cement an attractive investment destination is the combination of a lower per capital consumption and a faster growth rate. The Indian cement industry has registered a production of more than 100 million tones since 200102. The per capital consumption of 102kg as compared to the world average of 260kg, 450kg in China and 631kg in Japan underlines the tremendous scope for growth in the Indian cement industry in the long term.

Prices and Profits to the Firm Major players in the industry are not planning any significant capacity addition for the next two years. Considering the gestation period of setting up a cement plant, additional supply from new capacities, if any, will arrive only from 2005-06 onwards. Limited capacity additions and high demand will narrow the demand supply gap, improve price realizations and lead to higher profitability. Any further reduction in import duties on cement and clinkers is unlikely to affect the industry as the cement produced is at par with the international standards and the prices are lower than those prevailing in other international markets. 3.3.POLICY Opening up the FDI Channel The impact of government policies on cement demand has been steadily decreasing with the sector being gradually deregulated. At present, 100per cent foreign direct investment (FDI) is permitted in the cement industry. Lafarge was the first foreign company to enter the Indian market in 1999. Easing Environment Norms To set up a cement plant in India, with an investment of over US$22million entrepreneurs are required to obtain environmental clearance from the Ministry of Environment.100per centFDI is allowed for private cement companies to set up power projects as well as coal or lignite mines for captive consumption. State policies and norms to encourage investment. Both the state and export policies promote cement production. Exporters can claim duty drawbacks on imports of coal and furnace oil up to 20 per cent of the total value of imports. Most state governments offer fiscal incentives in the form of sales tax exemptions in order to attract investment. In some states, this applies only to intra-state

sales, like Madhya Pradesh and Rajasthan. States like Haryana offer a freeze on the power tariff for 5years, while Gujarat offers exemption from duty on electricity.

3.4.TRENDS AND PLAYERS

Cement production in India has increased at a CAGR of 8.1per cent during the last decade with a production level of 117.5million tones in 2003-04. The cement industry comprises 125 large cement plants (capacity more than 0.198million tones per annum) with an installed capacity of 148.28million tones and more than 300 mini cement plants (capacity less than 0.198million tones per annum) with an estimated capacity of 11.10million tones per annum. The industry worked at an estimated 80.2per cent capacity in 2003-04. Small plants, however, work at an installed capacity of around 40per cent. Among the different varieties of cement, India produces Ordinary Portland Cement (OPC), Portland Pozzolana Cement (PPC), Portland Blast Furnace Slag Cement (PBFS), Oil Well Cement, Rapid Hardening Portland Cement and Sulphate Resisting Portland Cement. The share of blended cement in total cement production has increased from 29per cent in 1997-98 to 54.5per cent in 2003-04. Deconstructing Costs Energy (including the landed cost of coal), freight and limestone costs are the major cost components of the cement industry. These costs account for around 35per cent, 22per cent and 9.5per cent of the total production costs respectively. Decline in energy cost
Indian cement companies have been able to curtail costs through the setting up of captive power plants. There has been a decline in the average coal consumption from 0.18 tones per tone of cement to 0.17 tones per tone due to pyro processing systems, increased usage of imported coal (with higher calorific value) and the higher production of blended cement.

The switch from the wet process to the dry process of cement manufacturing has also aided in saving energy costs. DOMESTIC PLAYERS Associated Cement Companies Ltd (ACCL) ACC Ltd manufactures ordinary Portland cement, composite cement and special cement and has begun offering its marketing expertise and distribution facilities to other producers in cement and related areas. It has twelve manufacturing plants located throughout the country with exports to SAARC nations. The company plans capital expenditure through acquisitions. Non-core assets are to be divested to release locked up capital. It is also expected to actively pursue overseas project engineering and consultancy services. Birla Corp Birla Corps product portfolio includes acetylene gas, auto trim parts, casting, cement, jute goods, calcium carbide, yarn etc. The cement division has an installed capacity of 4.78million metric tones and produced 4.77million metric tones of cement in 2003-04. The company has two plants in Madhya Pradesh and Rajasthan and one each in West Bengal and Uttar Pradesh and holds a market share of 4.1per cent. It manufactures Ordinary Portland cement (OPC), Portland pozzolana cement, fly ash-based PPC, Low-alkali Portland cement, Portland slag cement, low heat cement and sulphate resistant cement. Large quantities of its cement are exported to Nepal and Bangladesh. Going forward, the company is setting up its captive power plant to remain cost competitive. Grasim Ultra Tech Cemco Grasims product profile includes viscose staple fibre (VSP), grey cement, white cement, sponge iron, chemicals and textiles. With the acquisition of Ultra Tech, L&Ts cement division in early 2004, Grasim has now become the worlds seventh largest cement producer with a combined capacity of 31million tones. Grasim (with Ultra Tech) held a market share of around 21per cent in 2003-04. It has plants in Madhya Pradesh, Chattisgarh, Punjab, Rajasthan, Tamil Nadu and Gujarat among

others. The company plans to invest over US$ 9million in the next two years to augment capacity of its cement and fibre business. It also plans to focus on its international ventures, ramping up the capacity of Alexandra Carbon Black in Egypt to 1,70,000 tones Per annum (from1, 20,000tpa) and raising the capacity of the carbon black plant in China from12,000tpa to 60,000 tpa. Gujarat Ambuja Cements Ltd (GACL) Gujarat Ambuja Cements Ltd was set up in 1986 with the commencement of commercial production at its 2million tone plant in Chandrapur, Maharashtra. The group has clinkermanufacturing facilities at Himachal Pradesh, Gujarat, Maharashtra, Chattisgarh, Punjab and Rajasthan. The company has a market share of around 10per cent, with a strong foothold in the northern and western markets. Its total sales aggregated US$ 526million with a capacity of 12.6million tones in 2003-04. Gujarat Ambuja is Indias largest cement exporter and one of the most cost efficient firms. GACL has a 14.45per cent stake in ACC, making it the second largest cement group in the country, after Grasim-Ultra Tech Cemco. The company has free cash flows that it is likely to use to grow inorganically. The company is scouting for a capacity of around two million tone in the northern and western markets. It has also earmarked around US$ 195-220 million for acquisition. India Cements India Cements is the largest cement producer in southern India with a total capacity of 8.81million tones and plants in Andhra Pradesh and Tamil Nadu. The company has a market share of 5.4 per cent with a total cement production of 6.36 million tones in 200304. Its product portfolio includes ordinary portland cement and blended cement. The company has limited its business activity to cement, though it has a marginal exposure to the shipping business. The company plans to reduce its manpower significantly and exit non-core businesses to turn around its fortune. It also expects the export market to open up, with the Gulf emerging as a major importer.

JK Synthetics JK Synthetics, a Singhania Group company, started manufacturing nylon at Kota in 1962. Subsequently, it diversified into PSY/PFY, nylon tyre-cord, cement (in 1975), acrylic and white cement (1984). The company has a market share of 2.7per cent. JK Synthetics Limited is restructuring its business divisions into two separate entities- JK Cements and JK Synthetics. After the restructuring, it will be left with a cement plant at Nimbahera in Rajasthan, with a capacity of 3.26 million metric tones and manufacturing white cement.

3.4.MARKET OPPORTUNITIES FOR INVESTMENT

Growing demand-supply gap Capacity additions (million tones) Capacity additions (million tones)

250

200 195.2 168.2 150 146.4 117.3 100 1 50

0 2003.4 2006-07

According to CRISIL estimates, the demand-supply gap of roughly Capacity given demand 40million tones, capacity addition is expected over the next five years. Of this, almost 30million tones will be met through Greenfield/Brownfield expansions

and 10million tones through blending. The capacity addition of 30million tones would require an investment of around US$ 2.2 billion.
Consolidation opportunity: Merger and Acquisitions

Cement capacity that can be sold million tones Million tones East West North South Total 1.20 2.36 10.37 9.42 23.35

Consolidation is expected to increase further in the cement industry. Around 23million tones of additional capacity could be sold simply because on a stand-alone basis these units are unviable. As part of a larger group, their operations could be cost effective. This opens up a number of possibilities for acquisitions and mergers. The Infrastructure Opportunity The National Highways Development Project (NHDP) includes the 5,846km Golden Quadrilateral (GQ) and the 7,300km North-South, East-West corridor. In addition, upgradation of rural roads, up-gradation to four/six lanes of about 13,000km of National Highways and 10,000km of additional highways have been initiated. The NHDP is expected to lay a significant part of the roads in cement concrete. Thus, if 25per cent of the roads of East-West corridors are laid by concrete, it is likely to lead to an incremental demand of 5-6million tones of cement per annum. Likewise, the Golden Quadrilateral is expected to add 4-5million tones of demand per annum. The total demand from these road projects is expected to generate an incremental growth of 4-5per cent per annum over the next 2-3 years. Among other infrastructure sectors, construction and modernization of four airports and two seaports, railroad, power plants and water management systems are also likely to boost the demand for cement, in particular the ready-mix cement.

Company Profile
1.1 HISTORY BEHIND J K CEMENT The initial "J.K." stands for a father- son team, namely: Juggilal Kamlapath
Singhania

J .K. organization started in the year 1884 at Calcutta. J .K. started their business as a Financier, Investor, Trading Supplier of cotton belts and manufacturer of small machinery parts like V' belts, etc. They established few small cotton textile industries also. In the year 1914 they shifted their business from Calcutta to Kanpur where they established many big industries like J.K. cotton Mills, Straw product Co, Lohia Mach, J.K. Pulp and Raymonds Woolen, etc. In the year 1934 J.K. organization started one more division, as J.K. Synthetics Ltd. They established various big plants of Nylon, Acrylic fiber, etc. at Kota and Tyre Cord, Chemical and Pesticides at Jhalawar. In the year 1974 under the same division one more unit was started for manufacturing of Grey Cement at Nimbahera. Expansion of this plant took place in the year 1979, when 2nd kiln was commissioned with a capacity of 1200 tone per day and 7-lakh tones per year. After modification in Preheater its present capacity is 1800 TPD. Again in the third phase, a kiln was erected in the year 1982 and production of this kiln was 1350 tone per day. In the year 1988 a new technology was introduced in this 3rd Kiln that consisted of precalcination process, which raised the capacity of this plant

to 3400 tone per day,which was earlier 1350 tone per day. Besides, J.K. cement plant is having its own diesel generator sets, producing power to meet the power energy requirements. Main raw material for cement is LIMESTONE, for limestone we have our own open cast mines adjoining to the plant. Besides we have developed few more mines at Maliakhera, Karoonda and Tilakhera for producing 10,000 tones limestone per day as needed. J .K. Cement erected one more plant from Jan. 2001 with the capacity of 1400 tone per day at village Mangrol. In Nov.-2003 after modification in Preheater and installation of Mechanical elevator its capacity increased to 2200 TPD. Due to power shortage as imposed by Ajmer electricity supply board J.K. established its own Thermal Power Plant at village Bamania, near Shambhupura, which is generating 15 M.W. power every day, which is consumed by J.K. Cement Plant. J K Cement also has a plant of 400TPD-installed capacity of White Cement at Gotan, Nagpur (Raj). J.K. Cement has started the following projects: Cement Project at Karnataka of over 5500 TPD and Thermal Power Plant of capacity 30 MW. Thermal Power Plant at Nimbahera of 22 MW. Waste Heat Recovery Plant at Nimbahera of 15 MW capacity. Bhumi Poojan of Dr Gaur Hari Singhania Technical University at Bhatewar, Udaipur. J.K. cement is one of the most productive, cost efficient cement producing plant in the country, a company, believing in corporate responsibility to

society, integrity and fairness. The companys cement is sold under the J.K. Sarve Shaktiman brand name, enjoys good brand image and a price premium. The following types of cements are produced by J K Cement Works. (a) (b) (c) (d) Ordinary Portland Cement (OPC) Portland Pozzolana Cement (PPC) Super Silicate Cement (SSC) Masonry Cement (MC) J. K. Cement manufactures and markets cement and clinker for both domestic as well as exports markets.
1.2 PRESENT CAPACITY AND PERFORMANCE 1.2.1 CLINKER PRODUCTION Ist Plant / Kiln IInd Plant / Kiln IIIrd Plant / Kiln IVth Plant at Mangrol Total Capacity 1200 Tone Per Day (TPD) 1800 TPD 5000 TPD 2200 TPD 10200 TPD

1.2.2 PRODUCTION ANALYSIS TABLE: IN TONS Year 2005-06 2006-07 2007-08 Clinker 3170268 2907196 2917045
Cement

3511022 3640823 3765855

1.2.3 FINANCIAL ANALYSIS: IN Rs.

Year 2005-06 2006-07 2007-08

Turnover 1108.7 1529.7 1812.8

PBT

52.2 272.0 346.6

1.3. MANAGEMENT SET- UP

1.3.1 Corporate Level- Kanpur Chairman Managing Director Group Executive President 1.3.2Unit Head Level- Nimbahera President
J.K.Organization

- Dr Gaur Hari Singhania - Shri Y P Singhania - Shri R G Bagla

- Shri.D.Ravisankar

J.K. Cement ltd.

J.K. Cement Works (Grey Cement) 1. J.K. Cement works, Nimbahera 2. J.K. Cement works, Mangrol 3. JJ.K. Thermal Power Plant, Bamania 1.4. K Marketing Organisation & R T C - North 4. J.K. Thermal Power Plant, Nimbahera Project: J.K. Cement Project, Karnataka

J.K. White Cement Works J.K. Grey Cement Works Gotan,Nagaur,

1.4.1 J K MARKETING ORGANIZATION The Head office of Marketing Department of J K Cement Ltd. is at Delhi, which is headed by Sr. V P (Marketing-Grey Cement) and Sr. V P (MarketingWhite Cement). The White Cement is sold all over India and the Grey Cement is sold in the States of Rajasthan, M.P., U.P., Haryana, Punjab, Gujarat and Delhi. With the commissioning of J. K Cement Project, Karnataka Southern region will also be covered for Grey Cement.

1.4.2 Regional Training Centre The Regional Training Centre - North is a premier training centre of North India promoted with assistance from World Bank, DANIDA and Govt. of India as a unique HRD project in Cement Industry is also attached with J K cement Works as Lead Plant. It is equipped with modern training aids and caters to the skill enhancement and competency developmental needs of more than 20 cement and other plants. It has trained over 5000 technical and managerial personnel during the last 12 years. The centre has conducted many tailor-made in-house programs for cement and other industries in India and abroad including for Oman Cement, Oman and Star Cement,

1.5. SOCIAL RESPONSIBILITY

Educational services: Construction of rooms in Govt. College at Nimbahera. Running JK Institute of Technology, ITI in five trades affiliated to NCVT. Running 10+2 CBSE affiliated school Running Regional Training Centre for Cement technocrats aided by WB & DANIDA. Various constructions in nearby govt. Schools of Chittorgarh district.

 We are involved in girls school (under construction) and committed reasonable financial contribution for above Medical services Rs. 36 lacks contribution for the construction of govt. Hospital at Nimbahera. Ambulance to govt. Hospital. Free facility of pathological laboratory for the persons of surrounding area. Financial contribution to various NGOS for medical camps in the district. Financial contribution for construction of dispensary & health centre in nearby villages. Free Homeopathic consultancy/medicines for the patients of nearby area. Religious services Radhakrishna temple at colony premises. Prayer hall in hanuman temple in Nimbahera. Bheemkeshwar temple in staff colony. Dharmashala at Bhanwarmata (tourist/ religious place). 8 rooms for Dharamshala at Pashupati Nath temple in Mandsaur (M.P.). Various temples in number of nearby villages. Sports services Sports infrastructure like wooden badminton court, table tennis court, billiard room, and cricket ground, volleyball ground in colony campus. Sponsoring all India youth football, volley ball and badminton tournaments. Sponsoring inter-district tournaments. Arranging summer camps for various sports. Other social services Construction of approach roads in and around villages of mining area.

 Digging of tube wells. Supply of tube well pumps. Construction of water tanks. Supply of drinking water in tankers in nearby needy places during summer. Regular plantation in plant, colony and nearby villages. Direct and indirect employment to thousands of persons of surrounding area. Financial helps to NGOS. Financial aid to organize religious festivals by municipals Cement Cement are bonding consisting essentially of compounds of calcium oxide with silica alumina and iron oxide which can harden in air and water. In general cement is a generic name for powdered materials, which initially have plastic flow when mixed with water or other liquid but form a solid structure in several hours with varying degree of strength & bonding properties, which continue to improve with age. History of Cement Joseph Aspendence discovered cement in1824. Materials used were Lime, Brick bed marl volcanic lava ash and water. Burn these materials in furnace at 1200C and ground with gypsum. 1897 wet process kilns came in existence. Semi-dry process kiln slowly picked up.

 Dry process with two-stage kiln. Four stage pre-heater with pre-calcinator. Developed grinding process.

Types of Cement Future Cement: -Portal cement tried cement and Soral cement, Reactive belite cement and rice husk ash cement. BIS covers 14 types of cement. 9 are commercially produced in India. Major cements are OPC, PPPC, PSC. Cements are classified into four groups o General purpose cement o Cements to meet environmental & climatic needs. o Cements to meet the service conditions in construction.
o New cements.

1.5.1

Types of cement CEMENT

SYMBOL
33OPC 43OPC 53OPC PSC LHC RHC SRC PPC (Fly ash based) PPC (Calcined clay based) MC HAC SSC WPC OWC

STANDARD
IS: 269-1989 IS: 8112-1989 IS: 12269-1987 IS: 455-1989 IS: 12600-1989 IS: 8041-1990 IS: 12330-1989 IS: 1489(Part1)-1991 IS: 1489(Part2)-1991 IS: 3466-1988 IS: 6452-1989 IS: 6909-1990 IS: 8042-1989 IS: 8229-1989

Ordinary Portland Cements 33 grade Ordinary Portland Cements 43 grade Ordinary Portland Cements 53 grade Portland Slag Cements Low Heat Portland Cement Rapid Hardening Portland Cement Sulphate Resisting Portland Cement Portland Pozzolana Cement (Fly ash based) Portland Pozzolana Cement (Calcined clay based) Masonry Cement High Alumina Cement Supersulphated Cement White Portland Cement Oil Well Cement

Hydrophobic Cement

HC

IS: 8043-1991

CLASSIFICATION OF CEMENT S.No 1. 2. 3. 4. CLASSES OF CEMENT CEMENT General purpose cement OPC, PPC, PSC, HSC Cements to meet environmental & climatic SRC, HAC, SSC, HC condition needs Cements to meet the service conditions in HAC, LHC, RHC, HSC, constructions New cements OWC, WPC Portal cements, trief

cement and soral cements and rice husk ash cement 4.1.CORPORATE PROFILE

Vision To be a premium conglomerate with a clear focus on each business. Mission To deliver superior value to our customers, shareholders, employees and society at large.

Values Respect for the individual, integrity, speed, simplicity, seamlessness, self assuredness and a 100per cent commitment are the values we value. Management Philosophy Customer Satisfaction Always invest in latest technology

 Huge distribution network creation Expansion through balancing equipment Constant focus on cost control & quality Invest in Managers & Develop people skills Stability of Executive Management & Low Employee Turnover Social Welfare A Priority Salient Features 1. First dry process plant in India. 2. Latest process precalcinator technology for clinker. 3. UNT II was first PLC controlled cement plant in India. 4. Most modern and sophisticated central control room for entire process control from one point. 5. First Fuzzy Logic Control kiln and Cen-scanner for monitoring of kiln shell temperature in India. 6. On-line quality control by X-ray analyzer. 7. First computerized management system in Indian cement industry. 8. Now computerized management system extended to stores, purchase, sales, accounts, and personnel functions.

9. Continuous on going process of training & development. 4.2.COMPANY STRENGTH

We enjoy a number of key competitive advantages, which have helped us maintain our position as one of the leading cement manufactures in the Northern Indian cement market. Our principal strengths and competitive advantages are as follows:

Leading position in attractive Northern India grey cement market: Based on CMA data, Northern Indian cement manufacturers have consistently operated at the highest levels of capacity utilization among Indias five regions. We believe this reflects the strong demand in Northern India for cement products relative to supply. Further, based on capacity expansions announced by cement manufacturers, we except cement plants in Northern India to continue to operate at high utilization levels and anticipate continued strong demand for our grey cement products in the near and medium-term. We believed that we are well positioned to take advantage of this demand, as the fourth largest grey cement manufacturer in Northern India, and the largest grey cement manufacturer in the state of Rajasthan.

Second largest white cement producer in India: White cement accounted for 16.6% of our total revenue and 35.2% of adjusted EBITDA from our cement operations in fiscal 2005, and 15.5% of revenues and 26.7% of our adjusted EBITDA from our cement operations in the six months ended September 31,2005. Unlike grey cement, the white cement industry in India is highly concerned with the two largest players accounting for the substantial majority of Indias production capacity. Consequently, prices of white cement have been relatively less volatile and sales of white cement have generated more stable cash flows for us even during industry downturns in grey cement. We also believe our position as the second largest producer of white cement

in India, together with our nationwide delivery network, significantly enhances the overall brand image of JK Cement. Proximity and access to large reserves of high quality limestone: We have access to large reserves of limestone for both our grey and white cement operations, which we believe are sufficient to sustain our operations well into the future. Based on independent geological surveys of different mines during 1996 to 2001, we believe that our limestone reserves are sufficient to support our current and planned capacity for approximately 40 years for both grey and white cement. (Put in risk assuming we are able to renew our existing leases upon their expiry). As one of the first cement producers in Northern India, we were able to choose our limestone reserves in an area with high quality limestone resources. In addition to allowing us to produce white cement, which requires high quality limestone, it also provides us with a cost advantage, as we are not required to purchase sweeteners to improve the quality of limestone.

Further, our manufacturing plants are in close proximity to our limestone reserves, resulting in lower transportation costs. Finally, our mines that supply our white cement plant at Gotan also have a supply of white clay, an important additive necessary for white cement production. Experience and technical know-how: We have 30 years of experience in the Indian cement industry, which we believe provides us with the skills to maximize production efficiency, expand production capacity quickly and reduce costs. Over the years, we believe that we have developed long-term customer relationship and a strong reputation for quality. Further, we have a stable and experienced middle and senior level management team, many of whom have been working in our cement operations for more than 20 years. Our Nimbahera manufacturing facility was chosen by World Bank and the Danish International Development Agency as one of the four training centers in India to serve as the Regional Training Center for Northern India. There are only four regional training centers for the cement industry in India, and we believe our operation of the training center provides us with access to state of art training aids, live working models, and technical expertise developed by well known national and international cement producers.

4.3.COMPANY ACHIEVEMENTS

The key events in respect of the JKSL Cement Division and the Company are set forth below: YEAR 1975 The grey cement plant at Nimbahera, with an initial capacity of 0.3 MnTPA, commenced commercial production 1979 A second production line was added at Nimbahera, increasing the capacity from 0.3 MnTPA to 0.72 MnTPA 1982 A third production line was added at Nimbahera, increasing the capacity from 0.72 MnTPA to 1.14 MnTPA 1984 Lime-based white cement plant was established at Gotan, with an initial capacity of 0.05 MnTPA 1987 A captive thermal power plant was installed at Bamania 1988 A pre-calciner was installed at Nimbahera, increasing the total capacity to 1.54 MnTPA 1990

The JKSL Cement Division instituted Architect of the Year award

1994 (i) The Company was incorporated (ii) The Regional Training Centre for Northern India, which was established at the Nimbahera plant of the JKSL Cement Division with aid from the World Bank and the Danish International Development Agency, commenced service 2000 The total capacity of the white cement plant at Gotan was increased to 0.3 MnTPA as a result of continuous modernization and up gradation 2001 A new grey cement plant with a capacity of 0.75 MnTPA was installed at Mangrol 2004 (i) The Company acquired the JKSL Cement Division (ii) The total capacity of the grey cement plant at Nimbahera was increased to 2.8 MnTPA as a result of continuous modernization and upgradation 2005 (i) The Company allotted 7,426,950 Equity Shares to the shareholders of JKSL pursuant to the AAIFR order dated January 23, 2003 (ii) The Company was listed on the BSE 2006 -JK Cement has finalised the issue price of its recently concluded initial public offering (IPO) at Rs 148 per share.

-Jk Cement Limited has informed that w.e.f. 16.12.2006 Mr. Manish Bajpai Company Secretary and Compliance Officer of the company has resigned and in his place Mr. Ashish Sabharwal has been appointed as Company Secretary. 2007

-Jk Cement Limited has appointed Dr. K.B. Agarwal as Additional Director of the Company to hold office until the conclusion of next Annual General Meeting.

4.4.CORPORATE PLAN

Increase Power generation capacity to 50MW by 2006-2007. Establish one R&D center for cement & its applications such as concrete, tiles etc. To achieve specific power consumption level of 85units per tone of cement. O.k. Cement has excellent track record of HR Planning and Development. The initiative taken for setting up Regional Training Center (RTC) as Nimbahera (in the campus of J.K. Cement works) is an indication of Managements commitment towards HRD. The Center at Nimbahera is one of the four Rats in India and caters the manpower development needs, not only to J.K. Cement Works, but also supports cement industry in Western M.P., Rajasthan, Haryana, Jammu & Kashmir, Himachal Pradesh and Punjab (i.e. Northern Region). 1. First Five-Year Plan (1951-56): In the beginning of the first five-year plan, there were 22 factories with a production was 2.69million tones only. The target set for the first five-year plan was 5.02million tones. Therefore, capacity enhancement was the main objective of this plan. 2. Second Five-Year Plan (1956-61): Due to the rising demand a the end of the first plan period government imposed a sort of control of issuing an order under section 18G of the industries

(Development & Regulations) Act, 1951, making it necessary for all cement producers to sell their total production to State Trading Corporation of India for distribution to consumers at uniform price fixed by the Government from time to time on F.O.R. destination basis. 3. Third Five-Year Plan (1961-66): This plan marked for industrial growth led the government to anticipate a heavy shortage of cement and to meet this challenges. Expansion programs were undertaken: To make survey for the prospecting and providing cement grade limestone in the country. To set up unit in public sectors to achieve plan targets. To support all the ancillary and subsidiary activities connected with cement and make efforts for its growth and development. 4. Policy of 1980: National Highway Project, new railway lines, bridges, irrigation canals and dams reshaped the country and projected a new face of the industrialists scenario. The government of India had to decide start a partial decontrol of cement industry and subsequently to fuller decontrol of it. The new policy granted cement manufactures a profit of about 12% in their investments so that rapid increase in cement production can take place to bridge the gap of demand and production capacity.

Greenfield Grey Cement at Karnataka in Jaykaycem Ltd A Greenfield Grey Cement project is being set up in Jaykaycem Ltd. (wholly owned subsidiary of the Company) at Mudhol in the State of Karnataka with a capacity of 3.5 million tones at an estimated project cost of Rs.1050 crores (Rs.950 crores to be spent in first phase and Rs.100 crores in second phase for

putting up a Grinding Unit at Bellary). The project cost includes cost of Captive Power plant of 50 MW. Foundation stone of the plant was laid on 8th December; 2007.The Company is in process of obtaining various approvals. Necessary land has already been acquired and orders for long delivery items of plant and equipments have already been placed. Financial closure of the project is likely to be completed by end of September 2007. The Company proposes to invest about Rs. 400 Crores in the said project from its internal accruals. A total sum of Rs.76.40 crores has already been spent on the project. Barring unforeseen circumstances, the project is expected to be on stream in first quarter of 2009. During the year, the Company has acquired from IDBI the assets of Nihon Nirmaan Ltd. at Gotan for Rs.42 crores. The Company has decided to utilize this facility to produce Grey cement. It has been decided to revenue these facilities at an estimated cost of Rs.70 crores the capacity of plant is expected to be 4 Lacs Tons Revamping has already started and it is likely to be completed by December 2007. In the meantime, the Company has already started grinding facilities at the plant w.e.f. 19.3.2007.
4.5.COMPANY PRODUCTS We produce grey cement and white cement. Grey cement produced by us consists of Ordinary Portland Cement (OPC) and Portland Pozzolana Cement (PPC). OPC has three principal grades that are differentiated by their compressive strengths, and consists of 53-grade, 43-grade and 33-grade OPC. All our products comply with the quality standards specified by the Bureau of Indian Standards (BIS). Our cement products are marketed under the brand names J.K. Cement and Sarvashaktimaan for OPC products, J.K. Super for PPC products and J.K. White and Camel for white cement products, which we believe are well known brands in their respective markets. Types of Cement

Grey Cement

White Cement

J.K. Wall Putty

GREY CEMENT: SPECIFICATION RAW MATERIAL TRADE NAME TRADE MARK PRODUCTS GRADES PACKAGING CAPACITIES GREY CEMENT LIMESTONE & GYPSUM SARVASHAKTIMAAN VIJAYSTAMBH 43, 53, PPC 50 Kg per bag

During the year under report, the production of Grey cement at Nimbahera and Mangrol plants were higher at 3.64 million tons compared to 3.51 million tons in the previous year. Sales volume also increased in tandum with production. Higher realizations during the current year coupled with increase in production of blended cement resulted in substantially higher profits after setting of price increase of various inputs. INFORMATION REQUIRED UNDER SECTION 217(1)(e) OF THE COMPANIES ACT, 1956 A. CONSERVATION OF ENERGY (a) Energy conservation measures taken: * Installation of Cement Mill 5 to increase production of Cement Mill 4 along with close circuiting. * Installation of Cement Mill 6 to increase production of Cement Mill 3 along with close circuiting * Enlargement of down comer duct of PH 2 to save power. * Replacement of Cement Mill 4 separator

* Feeding of fly ash at outlet of Cement Mill 3 from fly ash silo * Close circuiting of 1 & 2 Cement Mills. * ESP up gradation work at Kiln 4 * Additional Elevator for Cement Mill No.8 * Dust & Spillage Control System * Installation of 13.0 MW waste heat recovery power plant. * Installation of 20 MW Pet coke based captive power plant. * Installation of 10 MW Turbine at Bamania to replace existing 7.5 MW Turbine. * Installation of control & automation system at Kiln -3.

B. TECHNOLOGY ABSORPTION (i) Research & Development, specific area in which R & D has been carried out. * Increase in fly ash in PPC production (ii) Benefits Derived as a result of above R & D * Fly ash addition has been increased from 18.44% to 24.08% at NBH and from 17.72% to 21.56% at Mangrol * Reduction in cost

* Cleaner Environment * Smooth & continuous running of Kiln & raw mill (iii) Future Action Plan * Size reduction of clinker granule and limestone

* Mechanical transport system for Kiln 1&2 CM 3&4 (iv) Expenditure on R & D The Research & Development activities are carried out by our own team under the advice and consultancy of foreign consultant. Apart from regular expenditure on research activities debited to profit & loss account under different heads, the company has paid contribution of Rs. 29 lacs to Research institutes for carrying out research and development work related to Company's products. (v) Efforts in brief, made towards Technology Absorption, Adaptation and innovation. * Daily monitoring of power consumption * Preventive monitoring of all critical equipments. WHITE CEMENT: The production of white cement at 248880 M.T. during the year under review against 226729 M.T. in 2005-06 recorded growth of 9.77%. This was mainly on account of robust growth of around 65% recorded in export volumes (37294 tons vs. 22472 tons). The growth in domestic market (including Nepal) was 3.59%. Increased market of value added products mainly wall putty also contributed to additional profits.

A. CONSERVATION OF ENERGY (a) Energy conservation measures taken: * Steam exhaust cyclone dust collection arrangement modified for online refeeding, eliminating the operation of additional drug chain to conserve energy * Calciner installed to enhance kiln capacity and achieve further reduction in energy consumption. * A clay crusher was developed and installed at raw mill to take care of large size lumps and to cater demand for increased capacity resulting in smooth operation and energy conservation. (b) Additional Investments & proposals being implemented for reduction in conservation of energy. B. TECHNOLOGY ABSORPTION (i) Research & Development, specific area in which R & D has been carried out. * Clinker dryer circuit optimization to achieve homogeneous seasoning resulting in improved cement quality * Kiln inlet modified with improved seal to reduce the fresh air entry to improve the Clinkerisation process

* The clinkerisation process controls switched to free lime control in place of clinker litre weight control by installing latest X-Ray analyzer having XRF & XRD features (ii) Benefits Derived as a result of above R & D *Consistency in quality with increased whiteness *Consistency in kiln operation and clinker quality (iii) Future Action Plan *Complete automatic Putty manufacturing plant keeping the specialities of imported high-speed mixers, batch controller, to cater the increased market demand and consistency in quality. *Upgrading of Packing machines with check weigher arrangement for 50 Kg. Cement bags. *Petcoke/Coal/Lignite based thermal power plant. (iv) Expenditure on R & D The Research & Development activities are carried out by our own team under the advice and consultancy of foreign consultant. Apart from regular expenditure on research activities debited to profit & loss account under different heads, the company has paid contribution of Rs. 29 lacs to Research institutes for carrying out research and development work related to Company's products. (v) Efforts in brief, made towards Technology Absorption, Adaptation and innovation. * Monitoring of energy consumption * Proactive approach towards Environmental Management System.

J.K. Wall Putty: White cement based putty for luxurious and silky interior/ exterior finish of our dream home. J.K. Wall Putty is White Cement based putty for cement plastered walls and ceilings. J.K. Wall Putty is used to fill the uneven surfaces of cement plastered walls and concrete walls. Application of J.K. Wall Putty provides smooth and strong finish to the walls for further application of all kinds of paints. The smooth finish gives better look to interiors and exteriors. Surface Preparation: The surface should be cleaned to make it free from dirt, dust, grease, oil and paint. All foreign impurities should be removed with a wire-brush. Wall surfaces should be cured so that the surface is saturated with water yet in touch dry condition. Treatment of New Surface: The new surface requires only soft treatment such as removal of dust, dirt and foreign matter. In case of cracks, voids and damages; it should be patched up prior to application of J.K. Wall Putty with grey/white cement. Treatment of Old Surface: All loose material and/or organic growth must be removed with putty blade or brush. In case of old painted surface scrub the surface with course emery stone/paper. Preparation of J.K. Wall Putty Paste: J.K. Wall Putty is a fine powder. Mix slowly J.K. Wall Putty with approx.40% water by volume to prepare paste of desired consistency. Mix vigorously for 510 minutes lump free, uniform and smooth putty paste. Product should be mixed in required quantities to be used within 2-3 hrs. of preparation.

Application: Apply uniformly the first coat of J.K. Wall Putty with blade/ trowel on the wall from bottom to top. Apply second coat after the first coat has dried completely. Limit the total thickness of 2 coats to 1.5mm. Allow completely drying and then use fine emery paper to remove the application mark if any. Any kind of paint can be applied on this surface. Use water for curing before applying paint. Precaution: Although J.K. Wall Putty does not contain any toxic material, use rubber gloves while mixing, as prolonged exposure with water may soften the skin resulting in fine cuts/legions due to cement particles. Precaution should be taken to avoid dust inhalation while handling the powder putty. Storage: Store J.K. Wall Putty in a dry place and open the pack just before use. Keep out of reach of children.

Theoretical frame work :Employee Engagement:For several years now, 'employee engagement' has been a hot topic in corporate circles. It's a buzz phrase that has captured the attention of workplace observers and HR managers, as well as the executive suite. And it's a topic that employers and employees alike think they understand, yet can't articulate very easily. employee engagement as "a heightened emotional connection that an employee feels for his or her organization, that influences 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. 1. Trust and integrity how well managers communicate and 'walk the talk'. 2. Nature of the job Is it mentally stimulating day-to-day? 3. 4. Line of sight between employee performance and company performance Does the employee understand how their work contributes to the company's performance? 5. Career Growth opportunities 6. Are there future opportunities for growth? 7. Pride about the company 8. How much self-esteem does the employee feel by being associated with their company? 9. Coworkers/team members 10. significantly influence one's level of engagement 11. Employee development 12. Is the company making an effort to develop the employee's skills? 13. Relationship with one's manager 14. Does the employee value his or her relationship with his or her manager? We define employee Engagement as a psychological state in which in which employees feel a vested interest in the company s success and are both willing and motivated to perform to levels that exceed the stated job requirements. Its reflects how employees feel about the overall work experience

Employee Engagement foster & drives discretionery behaviour, eliciting employees , highest productivity, their best ideas & their genuine commitment to the success of the organization. Employee engagement, also called Work engagement, is a concept that is generally viewed as managing discretionary effort, that is, when employees have choices, they will act in a way that furthers their organization's interests. An engaged employee is a person who is fully involved in, and enthusiastic about, his or her work. Employee Engagement is now measured by items which have been linked to key business outcomes. In a study of professional service firms, the Hay Group found that offices with engaged employees were up to 43% more productive The most striking finding is the almost 52% gaps in operating incomes between companies with highly engaged employees and companies whose employees have lowengagement scores. High-engagement companies improved 19.2% while lowengagement companies declined 32.7% in operating income during the study period. For example, New Century Financial Corporation, a U.S. specialty mortgage banking company, found that account executives in the wholesale division who were actively disengaged produced 28% less revenue than their colleagues who were engaged. Furthermore, those not engaged generated 23% less revenue than their engaged counterparts. Engaged employees also outperformed the not engaged and actively disengaged employees in other divisions. It comes as no surprise, then, that engaged employees have been statistically linked with innovation events and better problem solving. Arnold is more likely to define engagement as a beneficial two-way relationship where employees and employers 'go the extra mile' for one another. Companies that get it right reap the rewards and so do their employees, he said. The benefits of having happy staff are well-documented. But the challenge for many organisations is showing that engagement brings a tangible return on investment - a process many companies find elusive. "Engagement means different things to different people," Arnold said. "There was a risk that it would become just another buzzword, so settling on a definition gave us a lot of debate."

UNDERSTANDING EMPLOYEE ENGAGEMENT IN THE PUBLIC SECTOR Introduction 3.1 The objective of this review the extent to which employee engagement varies between the public and private sectors. This was examined on two levels:

Are there any fundamental differences in how employee engagement operates between the public and private sectors that would impact on interpretative models? In particular, do the drivers of employee engagement vary between the two sectors? And What evidence, if any, is there on the effectiveness of employee engagement between the public and private sectors? Are there any marked differences between the sectors in terms of how engaged staff are?

Variations in employee engagement process 3.2 From our analysis of the models presented the differences between the public and private sectors have no impact whatsoever on how employee engagement works. This reflects the fact that the positive factors impacting on employee engagement apply with equal weight to the public and private sectors. In particular this includes:

The importance of providing high quality management, especially at supervisory and immediate line management level The importance of having a strong organisational vision and clarity in goals that are clearly articulated and communicated to staff at all levels The importance of engaging in effective two-way communication between the organisation and its staff

3.3 No interpretative model of the employee engagement process assessed as part of the literature review has drawn any sectoral distinction: they are generic across all organisational types in the public and private sectors. This is a key finding of the literature review. 3.4 However, the employee engagement outcomes do vary according to a range of factors reflecting organisational and employee characteristics. The aspiration to find a 'one size fits all' model does not apply, either to all individual employees or to all organisations. These variations are discussed below. Variations in employee engagement outcomes 3.5 There is a surprisingly limited amount of research commenting on variances in employee engagement between the public and private sectors. This may relate to the fact that there is more in common between the sectors than there is variation and the principles of engagement tend to be generic across both sectors. The literature reviewed tends to highlight the relatively strong performance of the public sector in terms of job

specific parameters ( i.e. public sector workers are more likely to receive compensation for working extra hours, and find their work more worthwhile and personally meaningful) but its weaker performance in the critical employee engagement drivers such as strategic vision and management. For example, CIPD (2006c) in a national survey of 2,000 UK employees found the following:

Hours worked - there are no differences between the public and private sectors in terms of hours worked. However, public sector workers are more likely to receive some compensation for working extra hours than those in the private sector; Work-life balance - one would have expected that public sector workers would be receiving more help from their employer to achieve a good work-life balance, but actually there is no difference; Employer negatives - public sector employees are more negative about their employers than their private sector counterparts, reporting that: o They experience more bullying and harassment than those in the private sector o They are less satisfied with the opportunities they have to use their abilities o They are more stressed and under more pressure o They are more critical of their organisation o They are less likely to feel their senior managers have a clear vision for the organisation o They have less trust and confidence in their senior managers; and o They are also less likely to believe organisational communication. Job positives - however, the public sector ethos is reflected in the fact that more public sector workers find their work worthwhile and personally meaningful. This is an important finding, that Penna (2007) presents a model whereby 'meaning at work' is at the apex of the model, and one of the most important factors in driving engagement. Individual/employee performance outcomes - public sector workers rate their own performance lower than private sector employees and are more likely to have taken more sick leave in the last year.

3.6 Ipsos MORI (2006) has highlighted the need for public sector organisations to improve the way in which they manage change and develop leadership capability. It is discussed later how engagement can help organisations manage change (see the Cambridgeshire County Council case study which highlights how engagement was brought in to assist a large and difficult change in the Council). Drawing upon research data from over 200 of the UK's leading organisations, an analysis by sector shows that in many areas there is typically little difference in employee attitudes. However, in core aspects of working life (ref. 'job positives' above), public sector staff tend to be happier with:

Job security Being paid fairly and their pay reflecting level of performance Training and development opportunities

The feedback they receive from line managers Working hours.

3.7 As a result of the research, Ipsos MORI (2006) conclude that public sector employees are more likely to feel that the work they do is interesting and, in general, perceive a greater feeling of morale where they work. 3.8 In contrast, the public sector usually trails the private sector in two key areas: change management and leadership capability (this is despite the fact that public sector employees report a greater level of contact with senior management). The Ipsos MORI (2006) research found that whilst around three-quarters of employees in both sectors understand the need for change, there is a large disparity in terms of those who support the need for change - with 75 per cent of employees in the private sector supporting the need for change, compared to 65 per cent in the public sector. Moreover, public sector employees are significantly more likely to feel that some of the changes being implemented are unnecessary: they believe that " there is too much change for change's sake". Thus it is imperative that managers fully engage staff in understanding the rationale for change, rather than just communicating the change to them, and support employees through the change process. 3.9 In terms of the more practical aspects of change management, again public sector employees are more critical. A quarter of private sector employees, compared to just 15 per cent of public sector employees, believe that change is well managed in their organisation: see Figure 3.1. Figure 3.1 Perceptions of Change Management by Sector

Source: Ipsos MORI (2006)

3.10 The Ipsos MORI (2006) research highlights other areas in which public sector staff are usually more critical than their private sector counterparts:

Receiving recognition for good performance and providing opportunities for employees to let the organisation know how they feel about things that affect them in their work Having adequate /sufficient facilities or resources to do their work effectively The belief that their organisation puts customers first Confidence that they are working for a successful organisation.

3.11 As a consequence, the public sector tends to trail the private sector in core areas that can lead to enhanced employee engagement, such as clarity of direction, effective communication and management. The conclusion of this research is that the public sector needs to concentrate more on how it manages change and develops leadership capability, to contribute to delivering the Public Sector Reform Agenda effectively. 3.12 These findings in the UK are supported by research in Canada conducted by the Auditor General of British Columbia (Office of the Auditor General of British Columbia, April 2002). The British Columbia public service received an engagement rating of 59 per cent compared to 79 per cent for the top 50 companies to work for in Canada (Hewitt Associates: The 50 Best Companies to Work for in Canada, as cited in Office of the Auditor General of British Columbia 2002). In comparison to the leading private sector companies, British Columbia's public service employees are relatively happy with their work, are just as committed to staying with their employer, but due to a climate of distrust, a lack of confidence in their managers, and a feeling that the public hold a negative view of them as workers, they are not as proud of where they work. Only 43 per cent would highly recommend their department to a friend seeking employment, compared to 86 per cent in the comparison group. Again the public sector compares favourably in job content, but is weak in terms of organisational identity and advocacy amongst staff. Summary and key findings

No interpretative model of the employee engagement process that has been reviewed has drawn any sectoral distinction: they are generic across the public and private sectors. However, the employee engagement outcomes do vary according to a range of factors reflecting organisational and employee characteristics. The aspiration to find a 'one size fits all' model does not apply. In general, public sector employees are more satisfied with their job characteristics, but are significantly less satisfied with key drivers of employee engagement compared to the private sector. These weaknesses include lack of orientation to organisational objectives and lack of advocacy. However, variations in employee engagement within sectors are far more significant and important than any reported variations between the public and

private sectors. The challenge is for employers to understand the importance of employee engagement within their own organisation and to address it effectively.

INTERPRETATIVE MODELS OF EMPLOYEE ENGAGEMENT Introduction

4.1 This chapter looks at the models of engagement as found throughout the literature. An employer's point of view, engagement is often about employees 'going the extra mile' or exerting 'discretionary effort'. It was also discussed that many of the factors that drive engagement are under the control of the organisation. However, employees will place different emphasis on the extent to which they value each of these factors in exchange for their discretionary effort. This chapter therefore examines the models of engagement in the literature to determine what the key drivers of engagement are, and the extent to which employees value these, and what employees find connects them to the organisation, motivates them to perform above and beyond expectations and compels them to actively promote the interests and objectives of the organisation. 4.2 Although the organisation has primary responsibility for leading engagement, there are also secondary employee and job specific factors which can affect levels of engagement. These are also discussed in this chapter to provide a more comprehensive picture of the factors that determine engagement. The findings are presented under the following headings:

Modelling Engagement - a series of the most relevant interpretative engagement models are presented. Role of Engagement in Organisational Outcomes - this section illustrates the mechanisms through which engagement can impact on organisational outcomes. Organisational Variations - an analysis of the extent to which engagement varies between organisations. Employee Variations - an analysis of the extent to which engagement varies between employees.

Modelling engagement
4.3 As highlighted by CIPD (2007a) there is no definitive all-purpose list of engagement drivers. There are many individual and organisational factors that determine whether employees become engaged, and to what extent they become engaged. This section highlights the models that illustrate these factors and the importance that employees place on them in becoming engaged. 4.4 The approach to employee engagement, discussed by Robinson et al (2004), stresses the importance of 'feeling valued and involved' as a key driver of engagement. Within this umbrella of feeling valued and involved there are a number of elements that have a varying influence on the extent to which the employee will feel valued and involved and hence engaged. Figure 4.1, which is based on a diagnostic model in Robinson et al

(2004), illustrates the drivers of engagement suggested through a survey of over 10,000 NHS employees. Robinson et al (2004) state that this can be a useful pointer to organisations towards those aspects of working life that require serious attention if engagement levels are to be maintained or improved. Figure 4.1 Robinson et al (2004) model of the drivers of employee engagement

Source: Robinson et al (2004) 4.5 Although tested within the NHS, the authors suggest that many of the drivers of engagement will be common to all organisations, regardless of sector. However as is discussed later in this chapter, engagement levels can vary according to demographic and job related factors. What is noted from the model above is that some of these factors are what would be fundamental or contractual requirements for the organisation (the 'hygiene' factors), such as pay and benefits and health and safety, whereas others are the areas where the organisation must 'go the extra mile' to ensure effective communication, management and cooperation. 4.6 Penna (2007) presents a hierarchical model of engagement factors (see figure 4.2), which illustrates the impact each level will have on the attraction, engagement and retention of talent. They propose a model with "meaning at work" at the apex, which they maintain is borne out by the research carried out into meaning at work. In this context, Penna (2007) defines meaning at work as the situation where a job brings fulfilment for the employee, through the employee being valued, appreciated, having a sense of belonging and congruence with the organisation and feel like they are making a contribution. In this model, as the hierarchy ascends and the organisation successfully meets each of these engagement factors, the organisation becomes more attractive to new potential employees and becomes more engaging to its existing staff.

Figure 4.2 Penna (2007) model of hierarchy of engagement

Source: Penna (2007) 4.7 Interestingly in this model the 'hygiene' factors appear at the foundation of the model, indicating the nature of these factors as a necessary, but not sufficient, building block upon which the organisation must further develop in order to engage staff. 4.8 Work by Schmidt (2004) (see figure 4.3) frames engagement within the context of organisational health and Workplace Well-Being 4 ( WWB). Engagement is defined by Schmidt (2004) as the overarching label that brings employee satisfaction and commitment together. This model highlights the importance of commitment to the job as driven by job satisfaction, and also notes the importance of the supportive organisation. By creating the right conditions to generate high levels of employee engagement, the organisation can drive high performance - with high performance being defined as the achievement of the overarching public sector goal of advancing the public good. The model depicts the flow of organisational dynamics that begins with recruitment and moves through support for work, to workplace well-being, to engagement and finally to high levels of organisational performance.

Figure 4.3 Schmidt (2004) model of organisational dynamics in the public sector

Source: Schmidt (2004) 4.9 This model implies that the foundations of engagement lie in policies to recruit and retain the right workforce ( i.e. in terms of employing specific competences, knowledge and experiences required for success as well as diversity) and to promote health, safety, and well-being. Schmidt (2004) bases the model on a variety of studies and writings, implicit in which is the notion that it is WWB that drives engagement. CIPD (2007a) concurs with this view of the importance of well being, stating that engagement is 'wholly consistent' with an emphasis on employee well-being. 4.10 In Schmidt's (2004) discussion, WWB itself is driven by commitment and job satisfaction, which in turn are determined by a number of factors. It is a similar idea to the model presented by Robinson et al (2004) where 'feeling valued and involved' was the key driver of engagement, but in turn was influenced to a varying degree by a range of factors. As is the case throughout much of the literature, Schmidt (2004) does not present a definitive list of the drivers of commitment and satisfaction (as the drivers of engagement) but reviews several studies and reports. Concentrating here on the studies

presented by Schmidt (2004) that appear to be based on a more robust approach ( e.g. regression analysis as opposed to theorising) the following results are of interest: 4.11 WorkUSA (2000) - This survey used regression analysis to identify the key factors affecting employee commitment:

Trust in senior leadership Chance to use skills Competitiveness of rewards Job security Quality of company's products and services Absence of workplace stress Honesty and integrity of company's business conduct

4.12 ERIN Research - The Region of Peel (a large municipality in Ontario, Canada) carried out an employee survey in 2002. Schmidt (2004) advocates the robustness of the results, from the Canadian public sector, due to the use of 'advanced statistical techniques' and 'excellent' return rates on the survey of 72%. The survey identified job satisfaction and commitment as the drivers for the engagement model, with the following factors found to be important to each: Job satisfaction:

A career path that offers opportunities for advancement; Fair pay and benefits; The perception that the municipality offers good value to customers; A satisfactory work environment, as defined by: o A reasonable workload; o Good relations with immediate supervisor; o Smoothly functioning organisational dynamics; o Good relationships with colleagues; and o Effective internal communication.

Commitment:

Job satisfaction; A career path that offers opportunities for advancement; A positive perception of senior management; and The perception that the municipality offers good value to customers.

4.13 The analysis of the survey found a correlation between satisfaction and commitment of 0.57 suggesting that the two concepts are related but deserve separate analysis. Further, what also emerges from these results is that satisfaction is a driver of commitment, but not vice versa, as commitment does not appear as a key factor in the analysis of what drives satisfaction.

Management and communication 4.14 The importance of good management and effective communication has been highlighted as key vehicles through which employee engagement can be implemented. As Robinson et al (2004) highlight, organisations must work to engage employees and establish a two-way relationship between the employer and employee. Michelman (2004) notes that the defining contribution of great managers is that they boost the engagement levels of the people who work for them. Michelman (2004) suggests that they achieve this through concentrating on four core areas of managing people:

Selection; Expectation setting; Motivation; and Development

4.15 Michelman (2004) points out that in leading engagement, great managers will seek the right fit for a person's talent, they work to see that employees are rewarded for their performance and they endeavour to ensure that talent is developed through progressively more challenging and meaningful assignments. 4.16 A research report into employee engagement by Melcrum Publishing (2005) based on a global survey of over 1,000 multinationals concluded that from an organisation's point of view it is the senior executives that 'set the tone' of engagement in an organisation, whatever the size. There are a number of actions and strategies that senior management can make use of to inspire engagement among employees and motivate them to go the extra mile. The six top drivers of engagement from the senior management perspective were found to be:

Communicating a clear vision of the future Building trust in the organisation Involving employees in decision making that will affect them Demonstrating commitment to the organisation's values Being seen to respond to feedback Demonstrating genuine commitment to employee's well being

4.17 The same Melcrum Publishing (2005) report also examined the role of line managers in encouraging engagement. In this regard, the survey results imply that 'creating a climate of open communication' is the single most important action for line managers in affecting levels of employee engagement, with 60% of those surveyed claiming it is the most important element. 4.18 Regarding the importance of communication, Moorcroft (2006) discusses the restructuring that took place at the Royal Bank of Canada ( RBC) in 2004. It was noted at that time that there was a need to engage rather than inform employees and thus better align their performance with the organisation's vision and business goals. Formerly, communication strategies had focused on informing employees and creating awareness.

However a new strategy was designed by the company in order to engage employees (and thus generate desired behaviours) that would help create outcomes (measurable effects) in support of the organisation's objectives. 4.19 The strategy has four key objectives: i) Help employees develop a better understanding of how what they do relates to the organisation's vision, strategies and goals; ii) Create a more dynamic and interactive communication environment that involves employees in thinking about and understanding how they can influence business results; iii) Ensure employees are getting the information they need to help frame and guide their day-to-day decisions; and iv) Promote and recognise the desired behaviours and outcomes in communication. 4.20 This strategy is illustrated by RBC in the following model: Figure 4.4 RBC's new model of employee communication

Source: Moorcroft (2006) 4.21 Moorcroft (2006) notes that the 'old' model was focused on developing tactics and methods by which to inform employees, or create awareness, of company news and objectives. However, the new model (see figure 4.4 above) is based on engaging employees in the communication process in order to achieve the desired outcomes and thus build the business value. This is achieved by helping employees have a better idea of how what they do impacts upon the organisation and by promoting behaviours that help achieve organisational objectives. Moorcroft (2006) reports that the changes to employee

communications are beginning to show solid results, with employee alignment and engagement scores improving. Interestingly, the communication budget has actually been reduced at the same time, illustrating that a more focused and thought through strategy can result in better value for money. The role of engagement in organisational outcomes 4.22 This section discusses the models that illustrate the place of engagement in the wider operations of the organisation and the mechanisms through which engagement can impact on the wider context. 4.23 The elements of various models that illustrate the nature in which engagement can have an impact upon the organisation. Heintzman and Marson (2006) use the private sector service-profit chain model as a basis for producing a public sector equivalent (see figure 4.5). They base the model on research carried out in Canada on what the top public sector challenges are, namely;

Human resource modernisation; Service improvement; and Improving the public's trust in public institutions.

4.24 Heintzman and Marson (2006) point out that the private sector has, for over a decade, documented the links between employee engagement and client satisfaction, and between client satisfaction and bottom line financial results. The authors note that the third element (the bottom line) cannot be transferred directly to the public sector but based on research on the link between public service outcomes and the public's rating of overall government performance, they suggest the following public service value chain: Figure 4.5: Heintzman and Marson's (2006) public sector value chain

Source: Heintzman and Marson (2006) 4.25 Whilst Heintzman and Marson (2006) state that work is still underway to document the drivers of employee engagement with respect to this model they state that possible candidates (based on secondary research quoted within the paper) are:

Support for the goals and mandate of the organisation; Effective leadership and management; Supportive colleagues and work unit;

Tools, authority and independence to do the job; Career progress and development; and Workload.

4.26 Heintzman and Marson (2006) cite emerging Canadian evidence that supports this concept. They suggest that by understanding the drivers of engagement and the link between engagement and performance of the institution, this tool can be used across public sector management to make significant improvements in employees' work and in the overall performance and perception of the public sector. 4.27 A model produced by the CIPD (2006c) and presented in the organisation's Employee Attitudes and Engagement Survey' of 2006, brings various elements of employee engagement together in one overarching model (see figure 4.6). This then formed the basis of the survey, which was carried out across the private and public sectors. 4.28 The model, which illustrates the linkages and important factors in each of these elements, is provided below, with arrows indicating directions of influence: Figure 4.6: The CIPD (2006c) model of employee engagement model

Source: CIPD (2006c) 4.29 Individual factors are those such as gender, age, ethnicity and disability (discussed in more detail later in this chapter). Working life describes factors such as occupation, hours of work and pay, as well as important issues such as bullying or workplace harassment. 4.30 Management, leadership and communication refers to how employees view their managers and leaders, how much opportunity they have to participate in organisational decision making and levels of trust. As CIPD (2006c) highlights, these factors have been found in research to be very important in determining levels of engagement. This is also the area where managers can have an important influence.

4.31 Attitudes to work refers to employees' perceptions of their jobs and includes levels of well-being, satisfaction, enthusiasm, commitment and loyalty. It is important to note here the two-way interaction in this model between attitudes to work and engagement. Whilst satisfaction, commitment, stress and loyalty factors feed into levels of engagement, it follows from the model that organisations that successfully engage their employees will engender greater levels of job satisfaction and loyalty, for example. 4.32 The engagement box itself refers to the CIPD's (2006c) three types of engagement (as discussed in section 2.21 above) - cognitive, emotional and physical. Finally, in the model above, engagement and attitudes to work lead to outcomes for the organisation, in terms of individual performance, intent to quit and absence levels. The model was used by CIPD in their annual attitude and engagement survey, with the finding that there is in fact a lot that managers and leaders can do to drive up engagement. Levels of trust and confidence in senior management and line managers were found to be 'disappointingly low' in the survey, however CIPD (2006c) cites this as an opportunity for managers to evaluate how their own organisation compares with the national sample and to consider how best to harness the engagement levels of their own workforce.

Power of employee Engagement:By now, many of us have heard the buzz on employee engagement so much so that the buzzword is loosing its value. Talent management and employee engagement, just like other buzzwords and business fads, really do have value if we understand their true meaning and dont let them get diluted with misconceptions. Engagement goes beyond the good employee or the good company citizen. Employee engagement is the extent to which employees put discretionary effort into their work, in the form of extra time, energy and brainpower. Think about it When companies are often trying to improve performance with fewer people and decreasing resources due to cutbacks and financial pressures, discretionary effort is the grail managers are seeking. Employees who freely give that extra effort are of tremendous value. General studies show that a 5% increase in employee engagement results in a 2.5% increase in growth. Growth measured by company value, which in the public sector is measured by stock value. The relationship between employee engagement, high performance, and company growth is compelling to say the least. Unfortunately, national surveys of company managers show an overall dissatisfaction with employee engagement levels and measures of employee engagement show a very distressing picture...

The Three Levels of Employee Engagement

Highly 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 have a visceral connection to their company. And they drive innovation and move their organization forward. Moderately Engaged to Not Engaged employees are the largest group. Those that put their time in and take a wait-and-see attitude towards their job, co-workers, and employer. They arent a negative force at work but neither are they a positive force. Actively Disengaged employees are those fundamentally disconnected from their jobs. The actively disengaged counter the productivity of engaged and highly engaged employees. They miss an average of 3.5 days more than other employees and cost the U.S. economy between $292 billion and $355 billion per year. For most businesses, only 14% of their employees are highly engaged and upwards of 24% are actively disengaged. (Ive seen these numbers vary from a low highly engaged number of 5% to a high of 17%, and a low actively disengaged number of 19%.) The Cost of Low Employee Engagement So what is the cost? Lets assume...

A business has a payroll of ten million dollars. Highly engaged employees are 90% productive (probably higher). Moderately engaged and not engaged employees average out at 70% productivity. Actively disengaged employees are 50% productive (probably lower).

And well adjust the breakdown to more favorable numbers (and easier math)

15% are highly engaged employees and are 90% productive. .15 * .90 * 100 = 13.5% productivity.

65% are moderately engaged employees and are 70% productive.

.65 * .70 * 100 = 45.5% productivity.

20% are actively disengaged employees and are 50% productive. .20 * .50 * 100 = 10.0% productivity.

Overall productivity level = 13.5% + 45.5% $10,000,000 annual payroll * 69% productivity $3,100,000 lost on unrealized productivity.

+ =

10.0% = 69%. $6,900,000 ROI. or

However, it gets worse. The 19% to 24% of actively disengaged employees not only give a comparatively low level of effort, they undermine the efforts of others thus decreasing the effective productivity of the entire staff. Furthermore, if these employees are in customer-facing roles, they can cost the company current and new business. The really scary part is that national averages show the number of actively disengaged employees going up - from a low of 16% in the mid 90s to a high of up to 24% today.

What Can We Do To Increase Engagement?

The most critical element to employee engagement is the front-line manager. Managers need to discover and develop employees' talents if they want to keep them engaged. Employees must have a strong relationship with, and clear communication from, their manager. Managers have to challenge employees within their areas of talent, and then help them gain the skills and knowledge they need to build their talents into strengths. Managers should help employees develop ownership of their goals, targets, and milestones, so employees can enhance their contributions to the company and increase their impact. In this article I discussed what employee engagement is, the cost and consequences of low levels of engagement, and touched on what managers need to do. Next time, well delve into more detail about what managers and leaders must

do to measure and increase engagement levels and thus productivity and company growth. In the last article on employee engagement, we talked about what

engagement is, the relationship between employee engagement, high performance, and company growth, and the cost of low employee engagement levels.
In this article, I want to focus on what a manager can and needs to do to raise levels of engagement. But first, let's build a little on the definition of Employee Engagement ... We stated in the last article that employee engagement is "the extent to which employees put discretionary effort into their work, in the form of extra time, energy and brainpower". A good definition to be sure but there's more to it than that. Employee engagement can be broken down into two areas - the first being emotional and the second, rational. Within these we can define 9 core statements that characterize engagement.

The 9 Core Statements of Engaged Employees

Emotional 1. 2. 3. 4. 5. I would recommend my company to a friend as a good place to work. My company inspires me to do my best work. I am proud to tell others I work for my company. My job provides me with a sense of personal accomplishment. I really care about the future of my company.

Rational 1. I understand how my unit contributes to the success of my company. 2. I understand how my role is related to my company's overall goals, objectives, and direction. 3. I am willing to put in a great deal of effort beyond what is normally expected to help my company succeed. 4. I am personally motivated to help my company be successful. Obviously, an employee who would make these statements is highly engaged, but our topic today is how to increase the level of engagement in those employees who would not make these statements.

Managers Make The Difference

As was concluded in part 1, the most critical element to employee engagement is the front-line manager. 1. Managers need to discover and develop employees' talents if they want to keep them engaged. 2. Employees must have a strong relationship with, and clear communication from, their manager. 3. Managers have to challenge employees within their areas of talent, and then help them gain the skills and knowledge they need to build their talents into strengths. 4. Managers should help employees develop ownership of their goals, targets, and milestones, so employees can enhance their contributions to the company and increase their impact. But saying it doesn't get it done. Managers need to know how to do these things and, sad to say, most MBA programs don't teach it. Additionally, managers cannot do it alone. The organization must adopt a "talent management" culture in order to make engagement initiatives successful. That being said, let's look at a few critical fundamentals that will lead to positive results.

Four Fundamental Actions Leading to Positive Results 1. Clarify Expectations

Create Goal Statements that formalize the following:

What is to be accomplished Who will be involved When the activity will be completed How much it costs and which resources will be used

Evaluate work against measurable standards -Positive Results will most likely include: For the employee Less frustration and stress - clear direction Higher level of motivation and satisfaction

A common or shared language More effective communication with manager

For the manager More effective communication with team member More focused and productive team member Higher productivity and accomplishment of business goals A common or shared language

2. Don't Leave Employees Out Of The Plan

Even the best plan can fail if the employees are not committed to it Get Commitment Get Accountability -Positive Results will most likely include: For the employee Higher level of motivation and engagement Ownership to the process and to their own development Commitment and accountability to the plan For the manager A better performance plan overall - dual input Higher level of commitment and accountability from team members Streamlines work processes, saves time and money

3. Meet On An On-Going Basis To Share Feedback

Increase effectiveness of communication Increase competence and confidence Increase productivity and accuracy Encourage a higher standard

-Positive Results will most likely include: For the employee Recognized for what they are doing well Learn if "off course", receive guidance, and improve performance Clearer sense of what's expected if goals change Less frustration and stress due to more timely feedback and input

For the manager Time and opportunity to provide critical feedback Learn valuable information and gain insights Increased commitment, quality standards and productivity levels More insight into potential talent and development opportunities Increased quality of communication Increased levels of credibility and trust w/ team members

4. Providing Factual / Behavior-Specific Feedback

Give specifics and facts of performance Be clear about what changes are needed Provide objective guidance and direction Focus on behavior vs. attitudes or personal characteristics Solve problems and move forward -Positive Results will most likely include: For the employee Commitment and accountability to changing their behavior Feels treatment is fair, professional Information provided is tangible, practical and actionable For the manager Clarifies performance outcomes Cultivates a more healthy environment Increases levels of credibility and trust w/ team members Focused team members, leading to: o More timely results o More accurate results o More productive teams

Essential Reading
A road map for employee engagement Now that we have identified the key drivers of employee engagement, how can we start to create and implement - a road map for achieving outstanding organisational performance? Attitude and engagement creates turbulence in corporate America Corporate America is not aligned with the needs and requirements of its increasingly diverse workforce and radical changes in attitudes mean that a

growing number of young Americans are dissatisfied, disengaged and unproductive. A is for Apathy A quick search on Amazon reveals not one single business book or pamphlet about overcoming apathy. And yet anyone who been a manager for more than a week must surely recognise that proving that effort is worthwhile is the real essence of leadership. Employee disengagement a global epidemic At a time when companies are relying on their workforces to achieve growth, a major new survey has found that only one in seven employees worldwide are fully engaged with their jobs and willing to go the extra mile for their companies. Employee engagement: What exactly is it? The notion of employee engagement is causing a big buzz in management circles at the moment. It's a topic that employers and employees alike think they understand, yet often can't articulate very easily. So what exactly is it? Employee engagement: the what, why and how Employee engagement is the new Holy Grail for organisations worldwide. But what exactly does it mean? Why is it so important? And if you haven't got enough of it, how can you get some more? The keys to employee engagement Keeping your employees engaged really isn't rocket science - it's just a metter of listening, learning and leading by example. Managers critical to employee engagement Managers' behaviour has a huge impact on the work climate and is a critical component in employee engagement and motivation. Yet too many reward programmes simply focus on money and ignore this human factor.

Engage me or enrage me More managers and leaders ask me "how to engage" and, "how to innovate" than any other question. As well they might, given that so many of us have to disengage just to survive their endless ill-conceived meetings, badly-laid plans, and the waste, day by day, minute by minute, of our lives.

Latest on Employee Engagement:Recession promps a rat race re-evaluation In tough times, many organisations slip into treating people badly. But with half of workers considering down-shifting to a more fulfilling job, poor employers could find their offices rapidly emptying when things pick up. Conflict can be a force for good Never mind about emotional intelligence, empathy or consensual leadership, what really drives workplaces is passion, ambition and even conflict. Are people really your most important asset? Many companies proclaim that their employees are their greatest asset. Unfortunately, the phrase has become somewhat clich, similar to saying employees are "empowered." These are valid statements only if companies put actions behind their claims. A little respect Whatever our age, it seems Aretha Franklin was right. What most of us want from work is simply to be managed with a little respect. Fear brings loathing, not harder work In the current climate it's easy to ignore the career needs and motivations of your workers. But assuming your team will go the extra mile just because they feel lucky still to have a job is a big mistake. Making sure not everybody hurts It's a tough thing to ask when times are so tough, but it is now even more important that senior executives find time to provide encouragement, advice and support for their people. Cut in haste, repent at leisure Before cutting jobs, take a deep breath and consider whether this is really the answer to your woes, or whether it simply create even more problems down the line.

I'm a manager, get me out of here Most managers are a bundle of nerves who would prefer to be back in the ranks rather than leading their teams through the worst recession in a generation. Time to rethink your job Is it possible to get staff more engaged and committed just by changing how they think about their work? A new Canadian study has suggested that it is. Economic crisis drains morale With the news full of yet more job losses, it's not surprising that worries about job security are having a significant impact on productivity, engagement and the general working environment. Demoralised, demotivated, dysfunctional Just when they thought things couldn't get any worse, many organizations are seeing employee morale plummet as long hours, anxiety and stress tends sends productivity levels through the floor. A cultural conundrum Robert moved from the UK to a management job in China a year ago. While things went well at first, one of his team has recently been openly challenging his working-style and being dismissive of his decisions. What should he do? Looking after talent is vital in a downturn In the current climate, you might have thought that organisations would focus on containing costs and managing employees out of the door. In fact the opposite is the case. US workers left cold by their leaders Nearly half of American workers rate their immediate supervisor more highly than their boss, viewing their senior executives as uninspiring, demotivating and stuck in their ivory towers. Positive thinking: does it really get results? The idea that positive thinking can affect our lives for the better has been gaining momentum over the past 80 years, and even more so recently. So does the concept work? I dare say it does - within reason. Generation Y the least engaged The knives are out again for Generation Y as a new survey finds that in almost all parts of the world, employees born since 1980 are the least engaged members of the workplace.

Five simple keys to building solid teams When I ask teams what they would like from their supervisors, the same simple things keep coming up. You might think they're obvious - but if they are, teams wouldn't continually be mentioning them! The rise and rise of the four-day week A four-day work week might seem like a radical way to cut energy consumption, but it is gaining acceptance among state governments across the U.S. and looks set to spread further still. Get rid of managers and we'll all be happier It's not the lack of money, the daily commute or even the mindlessness of what they are doing that makes workers feel most unhappy. It is - you guessed it - their managers. Pare back perks at your peril In a downturn cutting back on benefits may seem like a win/win decision. But according U.S business school Wharton, firms that take an axe to their perks may soon live to regret it as it. Green credentials can boost employee loyalty With rising fuel prices hitting workers' wallets, an employer's green credentials are becoming an increasingly important retention tool as well as something nice to have from a brand perspective. What are you doing to increase trust? Without trust, there's no passion or desire for excellence. Employees stop contributing, valuable new ideas are never brought the table and bad ideas are never challenged. An organization suffering from these conditions eventually becomes incapable of correcting its own mistakes. Managers fail to live up to expectations Seven out of 10 employees still trust their bosses highly, despite the fact that the vast majority of managers generally fail to live up to their expectations and aspirations. Meetings and emails take the happiness out of work It's official. Endless meetings and the constant deluge of emails really do drain most of us of the will to live, let alone work effectively.

Is your work an obligation or an opportunity? People tend to see work either as an obligation, overbearing, or an opportunity. And if you want to take the opportunity to rise above the mundane and "make a difference", try thinking like an entrepreneur. Bitter workers feel ignored and overlooked The modern workplace is a hot-bed of simmering resentment, with workers feeling ignored and overlooked and preferring to communicate by email rather than actually speaking to each other. Americans bitter as the dream turns sour Half of US workers believe that the American dream of a nice home, financial security for you and your family and hope for the future is now unattainable. Are you dead on the job? Here's a challenge for you. Find someone doing something good today and tell them what a good job they're doing. Because praise is the thing that motivates us the most, even though it takes so little time and costs nothing. Avenues for employee complaints seem to be closed A prime reason for employee unhappiness is that companies do not adhere to a set of standards. Some are too forgiving of employee misconduct, while others are managed by people who themselves overstep boundaries and could care less about rules. What makes managers tick Interesting and challenging work is what drives most managers to go the extra mile, not performance-related pay, cash bonuses or a stake in the business.

Earlier Stories on Employee Engagement . . .

Passion and purpose at work Engagement crisis could tip UK into recession The kids are all right Thank you costs nothing, but is worth a fortune Four out of 10 managers sap the will to work U.S. workers are more loyal, but only when they're old Lions led by donkeys Employee engagement has a ring to it Getting to the heart of the disengagement gap Why loyalty pays The many faces of employee engagement Can we stop the rot? British bosses are bullying bureaucrats Clarity the key to employee engagement Work-life grumbles are a sign of deeper management failings Good communication boosts the bottom line Workers prefer tough love In praise of praise Even high-flyers need a bit of support Trust the boss? No chance Managers fail to find out why staff leave The disengagement gap Third of workers don't rate their boss

Are corporate leaders losing the plot? Secrets, lies and career plans Unlocking the power of ownership Is corporate America cutting its own throat? Measuring employee communication Sliding loyalty causes retention headaches Why manners matter Stock options aren't enough to keep employees engaged. You need state-of-the-art communications that can drive performance and in an environment that employees want to be every day. Employee engagement leads to employee retention, higher customer productivity, motivated employees and profitability. And we're here to help you achieve those results. See for yourself. Here's how to get started: 1. Get a free eNewsletter. Sign up for The Engagement Report by completing the form to the right. Written by engagement expert Linda Dulye, The Engagement Report will bring you the latest news and information on successful engagement programs around the world. 2. Brush up on your skills. View Ragan's calendar of upcoming events to choose the conference, workshop or teleseminar on employee engagement that's right for you. 3. Listen to a multimedia CD. Hear a CD recording of our teleseminar on employee engagement: The new rules of engagement for executive messaging. Or choose another multimedia CD on how to improve employee retention and increase employee productivity. 4. Start talking. Jump into the conversation about employee engagement on Ragan's message boards. 5. Take a peek at our archives. Read about employee engagement, employee productivity and employee retention in these informative articles:

Rules of employee engagement Motivating employees? Companies are getting a whole lot better at it

Employee engagement: It's not about communications, stupid After two days of talking about employee engagement, one thing became abundantly clear: It's really hard to do, and very few people are doing it well Get Engaged: Why companies are paying close attention to employee engagement and what it means to you Does engagement work? A new book tackles what drives employee productivity and employee retention

Review of literature:-

1.) Merit board links employee engagement and productivity

By Brittany R. Ballenstedt bballenstedt@govexec.com November 18, 2008

Employees who are fully engaged tend to work in offices that achieve better program results, call in sick less often and stay with their agencies longer, according to a new report by the Merit Systems Protection Board. The report, which is based on results from a 2005 survey of nearly 37,000 employees at 24 federal agencies, found that despite dwindling resources and increased pressure to improve programs, agencies can thrive if managers connect with their employees. "Federal supervisors and managers have an important role to play in engaging employees," said MSPB Chairman Neil McPhie. "Those who are successful in engendering these attitudes will lead a more engaged workforce that will produce better outcomes for their agencies." The survey found that about one-third of federal workers considered themselves to be fully engaged, while almost one-half are somewhat engaged and 17 percent are not engaged. The report noted a connection between levels of employee involvement and specific outcomes, though the cause and effect were not always clear. Higher levels of employee engagement correlated with higher scores on the results and accountability portion of the Office of Management and Budget's Program Assessment Rating Tool. Additionally, employees at the five agencies with the best engagement levels used an average of nine sick days in 2005, while those at the five agencies with the most apathetic workforces took off an average of 12 sick days. Finally, only 17 percent of the nonretirement eligible employees who reported they were "very likely" to leave their agencies within the next year were engaged, while 36 percent classified themselves as "somewhat engaged" and almost 47 percent put themselves into the "not engaged" category. There were differences in the level of employee job involvement among different groups of federal employees, the report noted. For example, Senior Executive Service members told of higher levels of engagement than supervisors, who, in turn, were more invested in their work than nonsupervisors. Employees with higher salaries and more education also tended to be more engaged, according to the report. Employees at the Air Force, Army, NASA and the State Department reported the highest levels of engagement, while employees at the Federal Deposit Insurance Corporation and the Homeland Security Department reported the lowest. MSPB said the nature of an organization's work and its management practices, culture, mission and overall stability were important factors in piquing employees' interest. The board recommended that agencies foster engagement by improving new hire marketing, encouraging networking and rotating employees to different teams or organizations.

Employees also should be shown that they are valued from their first day on the job, MSPB said, and agencies should have mentoring programs to help them define their roles. In addition, supervisors should use the various phases in the performance management process to provide guidance and feedback and to tell employees how their work contributes to the agency's overall mission. Finally, MSPB said, agencies should measure employee engagement periodically and energize the workforce if it is found to be lacking. "By establishing a link between employee engagement and agency outcomes, we hope to refocus attention and energy on management practices that can increase the level of employee engagement in federal agencies," McPhie said.

2.) Engagement equals productivity

Johann Tasker 05 October 2004 Employee engagement is a trusted motivational tool, yet only the most highprofile organisations are truly taking it seriously. If you were to ask people what it means to get engaged, most would probably glaze over and talk about true love, diamonds and wedding cake. Not Bob Arnold, director of strategy and human capital management at HR consultancy, Chiumento. Arnold is more likely to define engagement as a beneficial two-way relationship where employees and employers 'go the extra mile' for one another. Companies that get it right reap the rewards and so do their employees, he said. The benefits of having happy staff are well-documented. But the challenge for many organisations is showing that engagement brings a tangible return on investment - a process many companies find elusive. "Engagement means different things to different people," Arnold said. "There was a risk that it would become just another buzzword, so settling on a definition gave us a lot of debate." With this in mind, Arnold embarked on a study with Personnel Today to find out what engagement meant to professionals in different organisations. The study, called Get Engaged, measured engagement levels and whether companies felt they were making progress. The results, drawn from a survey of 400 HR professionals conducted via the Personnel Today website, are surprising. One in four organisations admitted that staff were not engaged. A similar number said the situation had worsened in the

past year. And 44 per cent said that tackling engagement was an overwhelming challenge. "While many claim to be actively tackling the issue, it is worrying that a significant number don't know where to start," Arnold said. "But if you don't know where you are, it's difficult to know where to go." Asda topped the list of companies most admired for its abilities to engage staff, followed by Microsoft and Virgin companies. But manufacturing and retailing rank staff engagement lower than any other sector. "The bigger companies have the money to spend on engagement and publicity," Arnold said. "But I don't decry the PR because it's good that the importance of engagement is highlighted." Board directors appear to have their heads in the clouds, according to the research, with 69 per cent believing that engagement levels in their organisations had increased in the past 12 months. Only 38 per cent of HR managers agreed with them. This difference might be because directors rarely come into direct contact with the feelings of employees on the shop floor, instead basing their opinions on the feelings of managers with whom they have regular or day-to-day contact. A more likely theory might be that directors are overly optimistic because they base their opinions on what they are told. Sometimes, junior managers feed them an overly rosy picture of company life in an attempt to show all is well. Some obstacles to engagement included lack of time (48 per cent), lack of knowledge (40 per cent) and proving return on investment (40 per cent). But poorly skilled line managers were seen as the biggest barrier, with 50 per cent of HR managers saying it was a problem. Arnold said such a response was understandable, but he warned that line managers are an easy target. They are, he said, often unfairly blamed and are expected to have a sixth sense when it comes to influencing an organisation's culture. "Putting in a new manager will change the level of engagement, but it could rise or fall. We should be concentrating on better communication and coaching our managers to do what they do best, while addressing their problem areas."

Measuring the benefits of engagement can be especially hard for some organisations. Better job performance tops the list of benefits, but some firms do not measure engagement at all. Others mistakenly measure levels of absenteeism. "Measuring engagement by looking at absenteeism levels is like looking in the rear-view mirror while you are driving a car," Arnold said. "It tells you where you've been rather than where you're going." Other popular measures include staff turnover (67 per cent), staff opinion surveys (60 per cent) and achievement of targets (42 per cent). But, Arnold said, the biggest benefit of engagement is the value added per employee. High staff turnover rates in the retail sector, for example, mean most employees never stay long enough to get engaged. Similarly, the spectre of job losses means building engagement in a manufacturing company can be a big challenge. Arnold said despite the efforts of the HR managers, no one will stay engaged in the same job forever. The level of engagement will wax and wane, he said. A third of respondents said engagement levels were static. And where levels had fallen, just 48 per cent of firms were doing something about it. But part of the problem could be that some engagement programmes are too rigid. "There's no easy quick fix," Arnold said. "It's an ongoing process and if one programme provided the solution then someone would have patented it and be making a fortune by selling it. "My belief is that engagement cannot be addressed by a mechanistic approach," he said. "Each situation is different and it comes back to the fact that employers and employees must support each other." 3.) Cambridgeshire County Council Profile: 18,000 staff & turnover of 550m Approach: it has had a formal people strategy since 2001 - it is clear about developing the organisation, having a single culture, employee development and creative ways to reward good performance. In 2005 the Institute for Employment Studies ( IES) ran a culture audit out of which the ' Inspire Project' was born - the objective being to change the way people work and communicate. A new framework defining 17 behaviours was rolled out with the assistance of the Hay Group. The project included work on leadership development, with managers - including the Chief Executive - receiving 360-degree appraisals and team-building workshops.

It has also led to a new customer service charter and employee charter. The latter outlines not only what the Council can expect from its employees, but also what they can expect in return - " it is the psychological contract made explicit". Impact: in HR benchmarks the Council has top quartile performance including absence management, and bottom quartile costs for HR service delivery. HR even sells its best practice to other public-sector organisations to generate revenue. The staff survey results are very strong: 85% of employees thought they were doing a worthwhile job 84% said that managers listened to their ideas 90% felt they had the chance to give feedback during appraisals; and 71% said they had enough opportunities to raise issues of importance " We are not a traditional authority - we seem to have more ways to get messages out and actively listen to people than you see in most organisations." " If you don't start with your workforce, how can you reach the public?" " 18,000 ambassadors are better than 18,000 assassins." 4.) Rotherham Metropolitan Borough Council Profile: 13,500 staff Historic Performance: in 2002 the Council was in the 'doldrums', with 1 star and rated as 'weak' in the Comprehensive Performance Assessment. Only 24% of staff rated morale as 'high'. Approach: Rotherham's 'Exchange Programme' was runner up in the 'Improving Business Performance Through Engaging Staff' category of the CIPD People Management Awards. A representative 'Reach-in' panel that gives detailed feedback and quarterly focus groups to handle hot topics supplemented conventional methods such as staff surveys and an employee suggestion scheme. Through effective promotion the number of employee suggestions increased six fold from 50 per year to 300. " Letting

people know the outcomes of their suggestions was the most important part of the process." The Council's wider mission to motivate and inspire is encapsulated in their HEART approach:

Help each other learn and develop

Empower through open communication Appreciate and respect others Recognise and acknowledge contributions Try new ideas and initiatives.

Impact: Staff turnover is down from 18% to 9% Average absence is down from 13.8 days to 9.2 days Rotherham is now a three star council and rated as 'strongly improving'. 65% of staff responded that they are happy at work. " Happy employees are more likely to come to work." "We know staff feel valued, and confident that they are having an input into our success as a council." "The culture has changed from one that was progressing slowly to one that wants to achieve, and is achieving results."
5.) CIPD (2006c): Employee variations The final variable impacting on employee engagement relates to employees themselves. A number of studies have produced quantitative research findings that demonstrate the impact that biographical and job characteristics can have on employee engagement. One of the most in-depth was conducted by the Institute for Employment Studies ( IES) (as analysed by Robinson et al 2004) which analysed attitude survey data for 2003 from 14 organisations in the NHS (>10,000 completed questionnaires). The key findings were: Biographical characteristics

Gender - the difference in engagement scores between men and women was not significant (although note that some surveys (see CIPD 2006c discussed below) find that females are generally more engaged than males - this difference may be due to the fact that the NHS study surveys across employees within the same organisation, whilst the CIPD survey cuts across a wide variety of industries and organisations). Ethnicity - minority ethnic employees have higher engagement levels than their White colleagues. Black, Chinese and Asian employees have higher scores than those in Mixed and White groups.

Age - engagement levels go down slightly as employees get older - until they reach the oldest group, 60 and over, where the highest engagement levels of all are displayed. The high level of engagement levels expressed by experienced employees, who may be considered to be approaching the end of their working lives, suggests an untapped source of potential in many organisations. Work-life balance - those in their 40s and 50s have the highest levels of workplace stress and are likely to find it difficult to balance work and home life. Robinson et al (2004) therefore suggest that attention to family friendly policies could increase the engagement levels for this group. Caring responsibilities - the need for a family-friendly approach and greater emphasis on work-life balance is further underlined by the fact that employees with caring responsibilities for children have significantly lower engagement levels than those who have no caring responsibilities. Medical - those with a disability/medical condition have lower engagement levels than those who do not have such a condition.

CIPD (2006c) in their national survey of 2,000 employees across a wide spectrum of public and private sector employers found broadly similar findings to the NHS survey, although several disparities are noted:

Gender - women were found, in general, to be more engaged than men, but they also tend to be doing different kinds of jobs. Women are more satisfied with their work and hold more positive views of their senior management team than do men. They are more loyal to their organisation as an employer and report higher levels of loyalty to their customers and clients than men. This is in contrast to the NHS survey result conducted by IES and analysed by Robinson et al (2004), where it was found that there was no discernable difference between engagement levels between men and women. As discussed above this may be due to the fact that the NHS study surveyed employees across the same organisation whilst CIPD (2006c) cut across a range of different industries and organisations. This may suggest that males and females are responding in a similar fashion to the same NHS environment but that in general differences in male/female engagement may be due to participation in different occupations and industries. Age - workers aged 55+ are more engaged with their work than younger employees, and they are also happier with their work-life balance, working shorter hours than others. Employees aged under 35 are significantly less engaged with their work than older workers. Again this is contrast to the NHS results where it was found that engagement levels go down as age increases, although both surveys find that workers in the 55+ or 60+ bracket are more engaged. Disability - employees with a disability are less engaged due to a range of negative factors including: bullying and harassment, not being listened to, the stress of work, a feeling of less control over their work, and higher levels of anxiety. Managers - they find their work more important and more meaningful than nonmanagers do. Their responses on communication and involvement are much more

positive than those of non-managers, and managers feel that they have more support and recognition and are listened to more than non-managers are. Flexible contracts - some surprisingly strong differences were found between those working on a flexible contract ( e.g. flexible hours, term time contracts, homeworking etc.) and other workers. Those on flexible contracts tend to be more emotionally engaged, more satisfied with their work, more likely to speak positively about their organisation and least likely to quit than those not employed on flexible contracts.

However, it is particularly important to point out that demographic variables should not be seen in isolation as predictors of performance or engagement. CIPD (2006c) stresses the following: "what we have found is that good management practice and a conducive working environment can lead to high levels of engagement and performance amongst all groups of workers." CIPD (2006c) also note the following regarding job characteristics:

Job group - the nature of the job makes a big difference to engagement levels. In general, managers and professionals have higher levels of engagement than do their colleagues in supporting roles. Working pattern/hours - full-timers are significantly more engaged than parttimers, while employees who work days are more engaged than their colleagues on shifts or on a rota. This suggests that employers need to work harder with people who are not necessarily at work during 'standard' working times - to ensure that they receive communications, are managed effectively and have opportunities to grow and develop in their jobs. Length of service - engagement levels go down as length of service increases - an indication to employers that they need to ensure that longer-serving employees continue to be exposed to new and interesting challenges.

6.) B&Q Profile: Europe's largest home improvement retailer. UK employment growth doubled from 17,500 in 2000 to 35,000 by 2003. Approach: Since 2000, B&Q has used a 12-question survey developed by Gallup, on seven occasions to measure employee engagement - defined by the degree to which workers are emotionally committed to their jobs. Employees respond to each of the 12 questions on a scale of 1 (strongly disagree) to 5 (strongly agree) on a range of topics related to employee needs in the workplace such as friendships, pay, benefits, progress reports, and job related growth opportunities. High scores reflect engaged employees whose needs are being met and who are fully engaged in improving workplace productivity. Middle of the range scores reflect workers who are not engaged, whilst low

scores imply active disengagement - those employees whose needs are not being met and who can actually discourage productivity. However, the survey does not merely gauge prevailing workplace sentiment, rather it is designed to be a tool for action and strategy development. The survey asks about aspects of engagement that can be influenced by supervisors, such as recognition and communication. Thus depending on the outcome, managers can either plan how to exploit their strengths and/or address the weaknesses. Further, the survey is designed to translate the 'softer' aspects of workplace emotions and behaviours into a hard measure of engagement, which in turn can be linked to organisational outcomes. Impact: The use of the Gallup survey at B&Q over 7 separate occasions has allowed the company to build up a wealth of knowledge about what drives engagement within the company and how engagement levels link to greater productivity, better customer engagement and higher profits. The results of surveys have been taken forward into actions to improve scores. Earlier surveys revealed that company-wide, scores were fairly low, prompting management and employees alike to change their attitudes in order to improve engagement. For example, one store scored particularly low on the question 'At work do my opinions seem to count?' Managers changed the agenda of meetings to ask staff if they had issues to raise, and required managers to feed back subsequently on how the issue was being addressed. Thus the use of the survey here highlights how an issue can be identified, and how actions can be taken to create the environment to enable the issue to be resolved. B&Q customer surveys reveal that stores that score highly in the engagement survey also score higher on customer satisfaction. Translating this into organisational outcomes, the stores in the top half of customer loyalty generated 3.4m more in sales each year than stores in the bottom half. 7.) Towers Perrin (2003) presents a range of engagement statements, many of which have elements common to the Robinson et al framework, including pride in being part of the organisation, advocacy about the products and services of the organisation, being inspired by the organisation to produce one's best work, and willingness to put in effort above and beyond normal expectations. The full list of the Towers Perrin engagement statements is provided below:

I really care about the future of my company I am proud to work for my company I have a sense of personal accomplishment from my job I would say my company is a good place to work The company inspires me to do my best work I understand how my unit/department contributes to company success I understand how my role relates to company goals and objectives

I am personally motivated to help my company succeed I am willing to put in a great deal of effort beyond what is normally expected

Based on use of these statements, Towers Perrin (2003) found that just 17% of respondents are 'highly engaged' whilst 19% were found to be 'disengaged. The remaining middle are considered to be the 'moderately engaged'.

8.) RBS - How a major corporation uses its employee data Profile: The Royal Bank of Scotland Group ( RBS) has over 140,000 employees in 30 countries. Approach: RBS has recognised that in an organisation of its size, understanding the effectiveness of its people strategy and 'employee proposition' is a strategic imperative. From 2003, RBS developed a human capital strategy that provides its leaders with a detailed understanding of how effective the group is at attracting, engaging and retaining the best people. RBS has adopted a human capital 'toolkit' which includes diagnostic tools, benchmarking resources and employee research and measurement tools. RBS employs the use of comprehensive surveys which benchmark performance and report on a variety of topics such as absence, turnover and diversity. However, the key to the human capital strategy is its annual survey of employee attitudes delivered to all 140,000 staff. The results are communicated around the organisation and managers are provided with an action plan so that at a local level, tangible actions are agreed and targeted. " This is a sophisticated, business-focused strategy within which employee attitude surveys play a key role" (Aitken 2006 cited in CIPD (2006a)) Impact: RBS publishes its human capital measures in its annual accounts and in its corporate responsibility report. As Aitken highlights " By reporting how our people strategy drives business performance, we differentiate RBS Group as a great company to work for, invest with and bank with. Sharing our approach to developing a highly rewarding and productive workplace is a key part of this approach". Implications for managers: Employee attitude surveys are a fundamental component of sophisticated strategies for managing human capital. Findings on employee engagement can be used to monitor performance, communication, diversity, leadership and work-life balance. Combining attitudinal data with other indicators in the organisation can provide managers with a greater understanding of the relationship between HR policies and practices and organisational performance.

discretionary effort is the grail managers are seeking. Employees who freely give that extra effort are of tremendous value. General studies show that a 5% increase in employee engagement results in a 2.5% increase in growth. Growth measured by company value, which in the public sector is measured by stock value. The relationship between employee engagement, high performance, and company growth is compelling to say the least. Unfortunately, national surveys of company managers show an overall dissatisfaction with employee engagement levels and measures of employee engagement show a very distressing picture... 9.) Schmidt 2004 defines WWB as
" a holistic approach to creating high performance organisations through

establishing the right conditions to generate high levels of employee engagement. This approach assumes that achieving high levels of organisational performance depends on employees who are strongly committed to achieving the goals of the organisation, and who show this through their actions. This behavioural objective is influenced in turn by levels of employee satisfaction, and by supportive, respectful and healthy work environments. 10.) Ken Scarlett, USA The Conference Board "study" of Employee Engagement is a referenced based, not empirically based, journalistic examination of published papers and sales materials that produces a homogenized definition based on word count frequency inaccurately described as "meta-analysis". The Conference Board's definition sets back scientific standardized measurement of engagement to the dark ages by publishing this collated version of definitions drawn primarily from their financial sponsors. Engaging employees is an art and responsibility of management made possible only by statistically measuring 15 engagement drivers via validated survey questionnaire instument with results reported by group and holding managers responsible for keeping employee attitudes towards those engagement drivers within or above the acceptable range. For those interested in a nonmystical, empirically proven definition and practical description of engagement see white papers at www.ScarlettSurveys.com. Be well.

11.) John Truty, Chicago

You need to ask the question ... Why have management and the academics and the consultants been asking these questions since the dawn of the industrial era... Why have they remolded/repackaged/re-re the same basic questions and why have they FAILED? What is it in the basic construction of work (not the physical effort - the construction of the institution of work) that has persisted in defeating attempts by the "professional" to rectify the "problem"? A re-examination of hierarchy and the distribution of benefits within the corporate entity needs to be questioned. Questioning the standard narrative of hierarchy, who controls work processes and knowledge would seem to be salient. And the basic position for corporate power and the "rights" of management are central. When reviewing the literature of labor and the working classes it would seem as if these types of issues are central. My 30 years experience tells me that as long as management perceives itself as have power over other classes of workers (we tend to forget that management are workers too) that these issues will remain unsolved and a rich source of income for a few with little change in the outcomes.... metrics aside ... we have all experienced how surveys are created and analyzed... These are issues of power and the benefits accrued to those powerful people ... In my humble opinion, when the benefits of the labor of all the workers are distributed with greater equity these issues will diminish ...

12.)M.S.Sreekumar, Trivandrum/ Cochin, Kerala, INDIA

I am practisng HR for over 3 decades. In the beginning, we were only taking Opinion Surveys. Subsequently, we migrated to Employee Satisfacvton survey also, on selected critical paarmeters. Criticial parameters unwent change/ refinement, as time went by. Contexualising the HR interventions & tracking thier outcomes wer our objective. We were alost trying to identify their acceptance/ rejection & effectiveness of the HR activies were captured. We aso went throguh Climate Surveys. Later, we also went for Employee Commitment Surveys. For the last couple of years, we are also conducting Employee Engagaement Surveys. The surveys output is respoed at the enterprise elvel and Corrective Action/ Preventive Action/ Remedial Plan is put in palce, and actions taken.

13.) Tulasi, India

I feel larger companies have successfully concentrated on mechanisms/concepts to improve employee engagement. Branding angle adds a lot to this. Employees are more satisfied to be associated with bigger brands. In my opinion companies start looking at the concept only after a sizable growth. Smaller organization are

focusing more on increasing business not realizing that the engaged employees can yield better profits. Its a learning which would come with growth. Bigger organisations also have stronger processes in place which do not allow indivisual interference. leaving little space to the managers to violate "walk the talk" concept.

14.) Rich DiGirolamo, www.richdigirolamo.com When I talk with clients (and potential clients) about employee engagement I ask them what their employees are doing to get themselves engaged. I ask them what excites their employees. Too often were looking to deliver a result or a process rather than deliver a mechanism/concept that will allow the employee to figure it out by his or herself. Telling your people this is how youre going to be engaged is ludicrous. Its almost as bad as telling people youre empowered to run with a task and then all the manager does is steer them and correct them to do it my way. Staff needs to be given far more credit. Staff ideas need to be listened to, heard and implemented. Thats how you get engagement. If youre going to keep ramming things down their throats.good luck. And while I know some of you are envisioning chaos with this approach lets just answer one question.Is your way working? 15.) Annette Kurer
The reason employee engagement is not articulated easily is the same as the reason that employees are often not engaged in their job and organisation. What is the reason? Most people's dialogue skills let them down and they are unable to communicate with clarity or check their message is understood. Most of us have no idea how we look and sound when we communicate we merely state our point or command and move on. What often happens though is that the other person's understanding and ultimate implementation of our message is different from what we thought we'd conveyed. The impact of our communication has been impaired by how we looked and sounded, we don't check it and we get frustrated when some time down the line the message hasn't transformed into action in alignment with our communication.

16.) Andy Parsley, Green Lion Insight and Solutions, UK

Look after your reputation. If the world believes that your organisation is a poor "corporate citizen" they will tell your people. If your employees believe what they

hear they will increasingly distance themselves from the business. And if they don't, they will get increasingly frustrated if they see that you are doing nothing to correct these misperceptions. Either way, organisations that proactively manage their reputations will also enjoy higher levels of employee engagement.

17.)Phil Whiteley
To me, the research showing the importance of employee engagement is overwhelming, and goes right back to the Hawthorne experiments in the 1930s. The barrier to wider acceptance of the link is the illogical separation of strategic discussions, policies for greater efficiency, etc from misleadingly entitled 'soft' matters. We need to challenge the false metaphor that people are 'resources' or 'assets'. They're not. They are the company, and produce every asset within it.

18.) Greg Harris, Omaha, Nebraska

It's amazing that the HR community is still debating whether or not employee engagement is a "big deal." Employee engagement is NOT a fad. It's the byproduct of our economy's transition from an industrial base to a service and information base. As the American workforce evolved from laborers to knowledge workers--a power shift occurred between employer and employee. Engagement will become the best competitive advantage companies will exert to defend their businesses. Engagement research ought to be performed by every company with more than 10 employees. And the results should be scrutinized with the same vigor as financial metrics. My firm operates "Best Place to Work" programs in 41 US markets. The winners of these contests don't leave engagement to "chance." They are intentional about engineering an environment where talented people flourish.

19.) Erik Mazzone, www.erikmazzone.com

Interesting article. Regarding the concluding paragraph (organizations are attempting to increase employee engagement by flattening hierarchies): I'm not sure this is a sensible response to the problem. If all of the studies agree that a key factor in engagement is the employee's relationship with his/her direct line manager, doesn't flattening the hierarchy make this more difficult? Flattening a hierarchy (removing layers of bureaucracy and

management) would seem to increase the number of direct reports each manager has. Having more direct reports means a manager has less time for each individual. Less time for each individual means less time to build a personal relationship. Doesn't this "fix" potentially go in the wrong direction? No matter the definition of employee engagement, the payback to allowing employees to develop a strong sense of ownership, a feeling that it is their workplace, is huge. Stephen Covey wrote that the difference between essentially poorly motivated and highly motivated employees is about 500% in productivity. My own experience in four successful turnarounds verifies this difference and indicates that it is within the grasp of every manager should they decide to act appropriately. My definition of same is embodied in the ten question test below. This is a simple test of 10 questions. Rank yourself (or a manager) on a scale of 1 to 10, 10 being the best or almost always, 1 being the worst or almost never. Add up the points for each question. If you score close to 100, I would expect that your employees will be over 3 times more productive than if your score was 30 or less. In addition, employees will unleash their full potential creativity and innovation, love to come to work and have very high morale.
Table 3.1 Literature view on impact of engagement

Impact of Employee Engagement Statement "There are clear links between employee engagement and effectiveness, which, in turn, affect productivity. Employee engagement goes to the heart of organisational capability issues" ".high levels of engagement have been found to be associated with a whole range of beneficial outcomes, including high levels of performance" Source Briggs (2005), Australian Government Public Service Commissioner as cited in Meere (2005)

CIPD (2006c)

".there appears to be a general willingness to accept the underpinning finding: the higher the level of employee commitment, the better the business outcome. If employee engagement is indeed one-step beyond commitment, the reward should be even greater" ".it takes little persuasion on a theoretical level to convince a business leader that employees who are more committed, work harder and smarter will be better for the company than those who turn up, do merely what they are obliged to do and leave" "Your organisation's success depends on people's true engagement..Research has shown that engaged employees make for a stronger organisation and better business results" "Employers want engaged employees because they deliver improved business performance"

Robinson et al (2004)

Melcrum Publishing (2005)

Right Management (2006)

CIPD (2007a)

Table 3.2 Importance of Employee Engagement - case study evidence

Case Study

Evidence Public Sector Runner up in CIPD People Management Awards - Judges' assessment: "The council made big improvements in employee turnover, satisfaction and absence levels following an employee engagement initiative. Communication between the council officers, the community, unions and council members was outstanding. A good example of how to drive through change quickly, in collaboration with stakeholders." "We are not a traditional authority. We seem to have more ways to get messages out and actively

Source

Rotherham Metropolitan Borough Council

Brockett (2006)

Cambridgeshire

Johnson (2006)

listen to people." County Council "If you don't start with the workforce, how can you reach the public? 18,000 ambassadors are better than 18,000 assassins." Private Sector ".the BBC has moved very strongly and sincerely towards an engagement culture and is doing a lot to encourage behaviour that might, elsewhere, fit Melcrum under this banner. But instead, we talk more about Publishing words like 'involve', 'participate' and 'respond' (2005) rather than 'engage'. That means creating shared meaning and understanding in such a way that our people actively want to participate." RBS is the world's fifth largest bank and it has the concept of employee engagement at the heart of its business strategy. Its model is based on engaging staff to: Royal Bank of Scotland

BBC

' Say' that the job and company are good ' Stay' with the company and develop it ' Strive' to go the extra mile for the company

Robinson et al (2004) Appendix 3

"People need to become engaged with the business so that they become advocates of the business. This means that by your employer brand you have to employ the right people to begin with. Microsoft does this well. Not everyone wants to work for Microsoft, but those that are there love it". Microsoft "The people who get in have a communications vehicle, systems and processes that reflect what they want in terms of the employer brand and what it stands for. Of course, when you have the right people you have the trouble of creating ways of letting them know what is going on in the business and where they fit in - in regard to business goals and objectives". McKenzie, A. HR Gateway

West Bromwich Building Society

" it has a powerful people engagement strategy that consistently demonstrates the link between leadership, culture and business competitiveness. Most recently the society won the UK Business Excellence award for Employee Satisfaction, which recognises 'outstanding performance in the area of staff development and involvement." "At RBC we decided to reinvent our employee communication so that it would not only inform employees, but do a better job of engaging and aligning their performance with our vision and business goals."

IRS Employment Review (24 March 2006)

Royal Bank of Canada

Melcrum Publishing (Oct/Nov 2006)

3.1 RESEARCH METHODOLOGY

THE RESEARCH OBJECTIVES :i.) ii.) To study the impact of employee engagement on productivity of the To study the various methods of employee engagement prevailing in the

organization. organization.

1. ADOPTED RESEARCH METHODOLOGY AS FOLLOWS

:-

RESEARCH PLAN:
Data source Primary & secondary data (questionnaire, different form as reports, magazines, websites etc.) Research approach Descriptive research

Research tools Research Instrument Analytical tools Sample size Sample unit Sample area Questionnaire Sampling Procedure Data Collection Method Type of Question

Likerts (z test), Chi test Questionnaire Pie chart 30 Employee Chittorgarh Structured Judgment Sampling Survey Close & Open ended

LIMITATION
The research conduct was limited to Udaipur region only. Due to time constraints, more time could not be devoted to individual respondent. Due to unwillingness of providing any information, the respondents filled the questionnaire casually which might have effected the conclusion. Marketing manager being busy with his job. He was not able to spare enough time for our proper guidance. A busy schedule of dealers / retailers also makes the collection of information a very difficult one. Full district was not covered as this is very tedious job to be done in 7 days. However almost all main areas of the district were covered. The projections are purely based on verbal meetings and may be influenced by unprecedented factors.

 Non cooperative behavior of the respondent was a big problem in this survey.

While studying the above fact should taken into consideration.

DATA ANALYSIS & INTERPRETATION:

1. Employee engagement helps you a lot to increase your knowledge, skill, attitude & ability to perform the job.
3 4 1 10

12 Strongly Agree Agree Not decided

Disagree

Strongly disagree

TABLE

OPTION S

POINTS GIVEN ON FX 50 LIKERTS 48 SCALE 12 2 (P) 53 106 4 3 2 1 15

RESPODEN-

PR

SURVEY MEAN

STANDARD

STANDARD ERROR (s/n)2

X 5 4 3 2 1 15

F 10 12 4 1 3 Strongly 30 Agree Agree Not Decided Strongly Disagree Disagree

TS (X- X) (R)1.47 0.47 -0.53 -1.53 10-2.53 50 12 4 1 3 30 48 12 2 3 106

2 (PR/R) DEVIA (X-X)2 F(X-X) 2.161 21.61 -TION 0.221 2.652 (s) 0.281 1.124 2.341 2.341 6.40 19.2 11.40 46.93

Total

3.53

1.27

0.23

X = FX / N X = 106 / 30 X = 3.53 (Survey Mean)

2 =

F(X-X )2
N-1

2= 46.93 / 29 = 1.62 = 1.27 (Standard Deviation)

Hypothesis respondents think that there is no significance difference between employee

engagements with regards to productivity of organization.

Points have been allocated to the response using Likerts scale as

Hence the Null Hypothesis (Ho) = 3 Alternative Hypothesis (Ha) 3 Which means that may be greater or lesser than 3. The z value is 1.96 at 95% confidences level or 5% level of significance in table. So, midpoint will be 1+5/2 =3. Level of significance for which the formula is z Sx First equation will be: + z Sx 3 + 1.96 0.23 3 + 0.45 3.45 (Thats upper limits.) We can say that > 3 is rejected. Most respondents agree that employee engagement helps a lot to increase a knowledge & skills to perform the job. Percentage of satisfaction of employee engagement uses by the related respondents. We can say that > 3 is rejected. Second equation will be: - z Sx 3 - 1.96 0.23 3 - 0.45 2.55 (Thats lower limits)

Lower limit = 2.55

=3

Upper limit = 3.45

2. You had proper discussion with your head of department on the topics of training or the areas of production are decided after proper discussion with you.

2 5

1 10

12 Strongly Agree Agree Not decided

Disagree

Strongly disagree

X 5 4 3 2 1 15

F 10 12 5 1 2 30

FX 50 48 15 2 2 117

(X- X) 1.10 0.10 -0.90 -1.90 -2.90

(X-X)2 1.21 0.01 0.81 3.61 8.41 14.05

F(X-X)2 12.10 1.2 4.05 3.61 16.82 37.78

TABLE

OPTION S

POINTS GIVEN ON LIKERTS SCALE (P)

RESPODENTS (R)

PR

SURVEY MEAN (PR/R)

STANDARD DEVIA -TION (s)

STANDARD ERROR (s/n)2

Strongly Agree Agree Not Decided Strongly Disagree Disagree Total

5 4 3 2 1 15

10 12 5 1 2 30

50 48 15 2 2 117 3.90 1.14 0.21

X = FX / N X = 117 / 30 X = 3.90 (Survey Mean)

2 =

F(X-X )2
N-1

2= 37.78 / 29 = 1.30 = 1.14 (Standard Deviation)

Hypothesis respondents think that there is no significance difference between employee

engagements with regards to productivity of organization.

Points have been allocated to the response using Likerts scale as Hence the Null Hypothesis (Ho) = 3 Alternative Hypothesis (Ha) 3 Which means that may be greater or lesser than 3. The z value is 1.96 at 95% confidences level or 5% level of significance in table. So, midpoint will be 1+5/2 =3.

Level of significance for which the formula is z Sx First equation will be: + z Sx 3 + 1.96 0.21 3 + 0.41 3.41 (Thats upper limits.) We can say that > 3 is rejected. Most respondents agree that proper discussion with head of department on the topic of productivity. Percentage of satisfaction uses by the related respondents. We can say that > 3 is rejected. Second equation will be: - z Sx 3 - 1.96 0.21 3 - 0.41 2.59 (Thats lower limits)

Lower limit = 2.59

=3

Upper limit = 3.41

3. The objective of the production were clear to you.

2 1 1 14

12

Strongly Agree

Agree

Not decided

Disagree

Strongly disagree

X 5 4 3 2 1 15

F 14 12 2 1 1 30

FX 60 48 6 2 1 117

(X- X) 1.10 0.10 -0.90 -1.90 -2.90

(X-X)2 1.21 0.01 0.81 3.61 8.41 14.05

F(X-X)2 16.94 0.12 1.62 3.61 8.41 41.20

TABLE

OPTION S

POINTS GIVEN ON LIKERTS SCALE (P)

RESPODENTS (R)

PR

SURVEY MEAN (PR/R)

STANDARD DEVIA -TION (s)

STANDARD ERROR (s/n)2

Strongly Agree Agree Not Decided Strongly Disagree Disagree Total

5 4 3 2 1 15

14 12 2 1 1 30

60 48 6 2 1 117 3.90 1.19 0.22

X = FX / N X = 117 / 30 X = 3.90 (Survey Mean)

2 =

F(X-X )2
N-1

2 = 41.20 / 29 = 1.42 = 1.19 (Standard Deviation)

Hypothesis respondents think that there is no significance difference between employee

engagements with regards to productivity of organization.

Points have been allocated to the response using Likerts scale as Hence the Null Hypothesis (Ho) = 3 Alternative Hypothesis (Ha) 3 Which means that may be greater or lesser than 3. The z value is 1.96 at 95% confidences level or 5% level of significance in table. So, midpoint will be 1+5/2 =3. Level of significance for which the formula is

 z Sx First equation will be: + z Sx 3 + 1.96 0.22 3 + 0.43 3.43 (Thats upper limits.) We can say that > 3 is rejected. Most respondents agree that objective of production are clear for him. Percentage of satisfaction of uses by the related respondents. We can say that > 3 is rejected. Second equation will be: - z Sx 3 - 1.96 0.22 3 - 0.43 2.57 (Thats lower limits)

Lower limit = 2.57

=3

Upper limit = 3.43

4. The senior is able to provide you knowledge about all the aspects, which you want.
3 2 8

7 10 Strongly Agree Agree Not decided

Disagree

Strongly disagree

X 5 4 3 2 1 15

F 8 10 7 2 3 30

FX 40 40 21 4 3 107

(X- X) 1.43 0.43 -0.57 -1.57 -2.57

(X-X)2 2.04 0.18 0.32 2.46 6.60 11.60

F(X-X)2 16.32 1.80 2.24 4.92 19.81 45.09

TABLE

OPTION S

POINTS GIVEN ON LIKERTS SCALE (P)

RESPODENTS (R)

PR

SURVEY MEAN (PR/R)

STANDARD DEVIA -TION (s)

STANDARD ERROR (s/n)2

Strongly Agree Agree Not Decided Strongly Disagree Disagree Total

5 4 3 2 1 15

8 10 7 2 3 30

40 40 21 4 3 107 3.57 1.24 0.23

X = FX / N X = 107 / 30 X = 3.57 (Survey Mean)

2 =

F(X-X )2
N-1

2 = 45.09 / 29 = 1.55 = 1.24 (Standard Deviation)

Hypothesis respondents think that there is no significance difference between employee

engagements with regards to productivity of organization.

Points have been allocated to the response using Likerts scale as Hence the Null Hypothesis (Ho) = 3 Alternative Hypothesis (Ha) 3 Which means that may be greater or lesser than 3. The z value is 1.96 at 95% confidences level or 5% level of significance in table. So, midpoint will be 1+5/2 =3. Level of significance for which the formula is

 z Sx First equation will be: + z Sx 3 + 1.96 0.23 3 + 0.45 3.45 (Thats upper limits.) We can say that > 3 is rejected. Most respondents agree that senior is able to provide to knowledge & information. Percentage of satisfaction of uses by the related respondents. We can say that > 3 is rejected. Second equation will be: - z Sx 3 - 1.96 0.23 3 - 0.45 2.55 (Thats lower limits)

Lower limit = 2.55

=3

Upper limit = 3.45

5. The methodology of production was excellent.

2 7 1 9

11 Strongly Agree Agree Not decided

Disagree

Strongly disagree

X 5 4 3 2 1 15

F 9 11 7 1 2 30

FX 45 44 21 2 2 114

(X- X) 1.20 0.20 -0.80 -1.80 -2.80

(X-X)2 1.44 0.04 0.64 3.24 7.84 13.20

F(X-X)2 12.96 0.44 4.48 3.24 15.68 36.80

TABLE

OPTION S

POINTS GIVEN ON LIKERTS SCALE (P)

RESPODENTS (R)

PR

SURVEY MEAN (PR/R)

STANDARD DEVIA -TION (s)

STANDARD ERROR (s/n)2

Strongly Agree Agree Not Decided Strongly Disagree Disagree Total

5 4 3 2 1 15

9 11 7 1 2 30

45 44 21 2 2 114 3.80 1.13 0.21

X = FX / N X = 114 / 30 X = 3.80 (Survey Mean)

2 =

F(X-X )2
N-1

2 = 36.80 / 29 = 1.27 = 1.13 (Standard Deviation)

Hypothesis respondents think that there is no significance difference between employee

engagements with regards to productivity of organization.

Points have been allocated to the response using Likerts scale as Hence the Null Hypothesis (Ho) = 3 Alternative Hypothesis (Ha) 3 Which means that may be greater or lesser than 3. The z value is 1.96 at 95% confidences level or 5% level of significance in table. So, midpoint will be 1+5/2 =3. Level of significance for which the formula is

 z Sx First equation will be: + z Sx 3 + 1.96 0.21 3 + 0.40 3.40 (Thats upper limits.) We can say that > 3 is rejected. Most respondents agree that methodology of production are excellent. Percentage of satisfaction of uses by the related respondents. We can say that > 3 is rejected. Second equation will be: - z Sx 3 - 1.96 0.21 3 - 0.40 2.60 (Thats lower limits)

Lower limit = 2.60

=3

Upper limit = 3.40

6. There is open discussion between you & the HRD.

2 5 1 10

12 Strongly Agree Agree Not decided

Disagree

Strongly disagree

X 5 4 3 2 1 15

F 10 12 5 1 2 30

FX 50 48 15 2 2 117

(X- X) 1.10 0.10 -0.90 -1.90 -2.90

(X-X)2 1.21 0.01 0.81 3.61 8.41 14.05

F(X-X)2 12.1 0.12 4.05 3.61 16.82 36.70

TABLE

OPTION S

POINTS GIVEN ON LIKERTS SCALE (P)

RESPODENTS (R)

PR

SURVEY MEAN (PR/R)

STANDARD DEVIA -TION (s)

STANDARD ERROR (s/n)2

Strongly Agree Agree Not Decided Strongly Disagree Disagree Total

5 4 3 2 1 15

10 12 5 1 2 30

50 48 15 2 2 117 3.90 1.13 0.21

X = FX / N X = 106 / 30 X = 3.90 (Survey Mean)

2 =

F(X-X )2
N-1

2 = 36.70 / 29 = 1.27 = 1.13 (Standard Deviation)

Hypothesis respondents think that there is no significance difference between employee

engagements with regards to productivity of organization.

Points have been allocated to the response using Likerts scale as Hence the Null Hypothesis (Ho) = 3 Alternative Hypothesis (Ha) 3 Which means that may be greater or lesser than 3. The z value is 1.96 at 95% confidences level or 5% level of significance in table. So, midpoint will be 1+5/2 =3. Level of significance for which the formula is

 z Sx First equation will be: + z Sx 3 + 1.96 0.21 3 + 0.41 3.41 (Thats upper limits.) We can say that > 3 is rejected. Most respondents agree that open discussion with HRD. Percentage of satisfaction of uses by the related respondents. We can say that > 3 is rejected. Second equation will be: - z Sx 3 - 1.96 0.21 3 - 0.41 2.59 (Thats lower limits)

Lower limit = 2.59

=3

Upper limit = 3.41

7. You had achieved your learning goals from the employee engagement.
3 1 1 10

15 Strongly Agree Agree Not decided

Disagree

Strongly disagree

X 5 4 3 2 1 15

F 10 15 3 1 1 30

FX 50 60 9 2 1 122

(X- X) 0.93 -0.07 -1.07 -2.07 -3.07

(X-X)2 0.86 0.00 1.14 4.28 9.42 15.70

F(X-X)2 8.6 0 3.42 4.28 9.42 25.72

TABLE

OPTION S

POINTS GIVEN ON LIKERTS SCALE (P)

RESPODENTS (R)

PR

SURVEY MEAN (PR/R)

STANDARD DEVIA -TION (s)

STANDARD ERROR (s/n)2

Strongly Agree Agree Not Decided Strongly Disagree Disagree Total

5 4 3 2 1 15

10 15 3 1 1 30

50 60 9 2 1 122 4.07 0.94 0.17

X = FX / N X = 106 / 30 X = 4.07 (Survey Mean)

2 =

F(X-X )2
N-1

2 = 25.72 / 29 = 0.89 = 0.94 (Standard Deviation)

Hypothesis respondents think that there is no significance difference between employee

engagements with regards to productivity of organization.

Points have been allocated to the response using Likerts scale as Hence the Null Hypothesis (Ho) = 3 Alternative Hypothesis (Ha) 3 Which means that may be greater or lesser than 3. The z value is 1.96 at 95% confidences level or 5% level of significance in table. So, midpoint will be 1+5/2 =3. Level of significance for which the formula is

 z Sx First equation will be: + z Sx 3 + 1.96 0.17 3 + 0.34 3.34 (Thats upper limits.) We can say that > 3 is rejected. Most respondents agree that achieved learning goal by the employee engagement. Percentage of satisfaction of uses by the related respondents. We can say that > 3 is rejected. Second equation will be: - z Sx 3 - 1.96 0.17 3 - 0.34 2.66 (Thats lower limits)

Lower limit = 2.66

=3

Upper limit = 3.34

8. The HRD department seriously follow-up the suggestion provided by you for the improvement of the production.
2 1 1 14

12

Strongly Agree

Agree

Not decided

Disagree

Strongly disagree

X 5 4 3 2 1 15

F 14 12 2 1 1 30

FX 60 48 6 2 1 107

(X- X) 1.43 0.43 -0.57 -1.57 -2.57

(X-X)2 2.04 0.18 0.32 2.46 6.60 11.60

F(X-X)2 28.56 2.16 0.64 2.46 6.60 40.42

TABLE

OPTION S

POINTS GIVEN ON LIKERTS SCALE (P)

RESPODENTS (R)

PR

SURVEY MEAN (PR/R)

STANDARD DEVIA -TION (s)

STANDARD ERROR (s/n)2

Strongly Agree Agree Not Decided Strongly Disagree Disagree Total

5 4 3 2 1 15

14 12 2 1 1 30

60 48 6 2 1 107 3.57 1.18 0.22

X = FX / N X = 107 / 30 X = 3.57 (Survey Mean)

2 =

F(X-X )2
N-1

2 = 40.42 / 29 = 1.39 = 1.18 (Standard Deviation)

Hypothesis respondents think that there is no significance difference between employee

engagements with regards to productivity of organization.

Points have been allocated to the response using Likerts scale as Hence the Null Hypothesis (Ho) = 3 Alternative Hypothesis (Ha) 3 Which means that may be greater or lesser than 3. The z value is 1.96 at 95% confidences level or 5% level of significance in table. So, midpoint will be 1+5/2 =3. Level of significance for which the formula is

 z Sx First equation will be: + z Sx 3 + 1.96 0.22 3 + 0.43 3.43 (Thats upper limits.) We can say that > 3 is rejected. Most respondents agree that HRD department seriously follow-up the suggestion for the improvement of the production. Percentage of satisfaction of uses by the related respondents. We can say that > 3 is rejected. Second equation will be: - z Sx 3 - 1.96 0.22 3 - 0.43 2.57 (Thats lower limits)

Lower limit = 2.57

=3

Upper limit = 3.43

9. Is the employee engagement supportive.

2 1 1 11

15

Strongly Agree

Agree

Not decided

Disagree

Strongly disagree

X 5 4 3 2 1 15

F 11 15 2 1 1 30

FX 55 60 6 2 1 124

(X- X) 0.87 -0.13 -1.13 -2.13 -3.13

(X-X)2 0.76 0.02 1.28 4.54 9.80 16.40

F(X-X)2 8.36 0.30 2.56 4.54 9.80 25.56

TABLE

OPTION S

POINTS GIVEN ON LIKERTS SCALE (P)

RESPODENTS (R)

PR

SURVEY MEAN (PR/R)

STANDARD DEVIA -TION (s)

STANDARD ERROR (s/n)2

Strongly Agree Agree Not Decided Strongly Disagree Disagree Total

5 4 3 2 1 15

11 15 2 1 1 30

55 60 6 2 1 124 4.13 0.94 0.17

X = FX / N X = 106 / 30 X = 4.13 (Survey Mean)

2 =

F(X-X )2
N-1

2 = 25.56 / 29 = 0.88 = 0.94 (Standard Deviation)

Hypothesis respondents think that there is no significance difference between employee

engagements with regards to productivity of organization.

Points have been allocated to the response using Likerts scale as Hence the Null Hypothesis (Ho) = 3 Alternative Hypothesis (Ha) 3 Which means that may be greater or lesser than 3. The z value is 1.96 at 95% confidences level or 5% level of significance in table. So, midpoint will be 1+5/2 =3. Level of significance for which the formula is

 z Sx First equation will be: + z Sx 3 + 1.96 0.17 3 + 0.34 3.34 (Thats upper limits.) We can say that > 3 is rejected. Most respondents agree that employee engagement supportive. Percentage of satisfaction of uses by the related respondents. We can say that > 3 is rejected. Second equation will be: - z Sx 3 - 1.96 0.17 3 - 0.34 2.66 (Thats lower limits)

Lower limit = 2.66

=3

Upper limit = 3.34

10. If their any feedback system about the production from the production department.
2 1 1 12

14

Strongly Agree

Agree

Not decided

Disagree

Strongly disagree

X 5 4 3 2 1 15

F 12 14 2 1 1 30

FX 60 56 6 2 1 125

(X- X) 0.83 -0.17 -1.17 -2.17 -3.17

(X-X)2 0.69 0.03 1.37 4.71 10.05 16.85

F(X-X)2 8.28 0.42 2.74 4.71 10.05 26.20

TABLE

OPTION S

POINTS GIVEN ON LIKERTS SCALE (P)

RESPODENTS (R)

PR

SURVEY MEAN (PR/R)

STANDARD DEVIA -TION (s)

STANDARD ERROR (s/n)2

Strongly Agree Agree Not Decided Strongly Disagree Disagree Total

5 4 3 2 1 15

12 14 2 1 1 30

60 56 6 2 1 125 4.17 0.95 0.17

X = FX / N X = 106 / 30 X = 4.17 (Survey Mean)

2 =

F(X-X )2
N-1

2 = 26.20 / 29 = 0.90 = 0.95 (Standard Deviation)

Hypothesis respondents think that there is no significance difference between employee

engagements with regards to productivity of organization.

Points have been allocated to the response using Likerts scale as Hence the Null Hypothesis (Ho) = 3 Alternative Hypothesis (Ha) 3 Which means that may be greater or lesser than 3. The z value is 1.96 at 95% confidences level or 5% level of significance in table. So, midpoint will be 1+5/2 =3. Level of significance for which the formula is

 z Sx First equation will be: + z Sx 3 + 1.96 0.17 3 + 0.34 3.34 (Thats upper limits.) We can say that > 3 is rejected. Most respondents agree that feedback system about the production from the production department is available. Percentage of satisfaction of uses by the related respondents. We can say that > 3 is rejected. Second equation will be: - z Sx 3 - 1.96 0.17 3 - 0.34 2.66 (Thats lower limits)

Lower limit = 2.66

=3

Upper limit = 3.34

11. What type of error may arise in your job, if you dont involve in employee engagement.
2 2 12

12 Confustion No Error Spoilage of the product Delay Wastage

X 5 4 3 2 1 15

F 12 12 2 2 2 30

FX 60 48 6 4 2 120

(X- X) 1.0 0.0 -1.0 -2.0 -3.0

(X-X)2 1.0 0.0 1.0 4.0 9.0 15.0

F(X-X)2 12.0 0.0 2.0 8.0 18.0 40.0

TABLE

OPTIONS

POINTS GIVEN ON LIKERT S SCALE (P)

RESPODENTS (R)

PR

SURVEY MEAN (PR/R)

STANDARD DEVIA -TION (s)

STANDARD ERROR (s/n)2

Confusion Delay No Error Spoilage of the product Wastage Total

5 4 3 2 1 15

12 12 2 2 2 30

60 48 6 4 2 120 4.00 1.17 0.21

X = FX / N X = 106 / 30 X = 4.00 (Survey Mean)

2 =

F(X-X )2
N-1

2 = 40.0 / 29 = 1.38 = 1.17 (Standard Deviation)

Hypothesis respondents think that there is no significance difference between employee

engagements with regards to productivity of organization.

Points have been allocated to the response using Likerts scale as Hence the Null Hypothesis (Ho) = 3 Alternative Hypothesis (Ha) 3 Which means that may be greater or lesser than 3. The z value is 1.96 at 95% confidences level or 5% level of significance in table. So, midpoint will be 1+5/2 =3. Level of significance for which the formula is z Sx

First equation will be: + z Sx 3 + 1.96 0.21 3 + 0.42 3.42 (Thats upper limits.) We can say that > 3 is rejected.

Second equation will be: - z Sx 3 - 1.96 0.21 3 - 0.42 2.58 (Thats lower limits)

Most respondents agree that error may arise without the employee engagement. Percentage of satisfaction of uses by the related respondents. We can say that > 3 is rejected.

Lower limit = 2.58

=3

Upper limit = 3.42

12. What quality of production you are getting from J.K. cement.
1 7 1 10

11

Excellent

Very good

Neither good nor bad

Bad

Worse

X 5 4 3 2 1 15

F 10 11 7 1 1 30

FX 50 44 21 2 1 118

(X- X) 1.07 0.07 -0.93 -1.93 -2.93

(X-X)2 1.14 0.00 0.86 3.72 8.58 14.30

F(X-X)2 11.4 0.00 6.02 3.72 8.58 29.72

TABLE

OPTION S

POINTS GIVEN ON LIKERTS SCALE (P)

RESPODENTS (R)

PR

SURVEY MEAN (PR/R)

STANDARD DEVIA -TION (s)

STANDARD ERROR (s/n)2

Excellent Very Good Neither good nor bad Bad Worse Total

5 4 3

10 11 7

50 44 21

2 1 15

1 1 30

2 1 118 3.93 1.01 0.18

X = FX / N X = 106 / 30 X = 3.93 (Survey Mean)

2 =

F(X-X )2
N-1

2 = 29.72 / 29 = 1.02 = 1.01 (Standard Deviation)

Hypothesis respondents think that there is no significance difference between employee

engagements with regards to productivity of organization.

Points have been allocated to the response using Likerts scale as Hence the Null Hypothesis (Ho) = 3 Alternative Hypothesis (Ha) 3 Which means that may be greater or lesser than 3. The z value is 1.96 at 95% confidences level or 5% level of significance in table. So, midpoint will be 1+5/2 =3.

Level of significance for which the formula is z Sx First equation will be: + z Sx 3 + 1.96 0.18 3 + 0.36 3.36 (Thats upper limits.) We can say that > 3 is rejected. Most respondents agree that quality of product are very good. Percentage of satisfaction of uses by the related respondents. We can say that > 3 is rejected. Second equation will be: - z Sx 3 - 1.96 0.18 3 - 0.36 2.64 (Thats lower limits)

Lower limit = 2.64

=3

Upper limit = 3.36

FINDINGES AT A GLANCE
Good brands image of J.K. cement in existing market. Low sales as compaired to market potential, which is around 27 % of the total market. Birla , Binani and Bangur have maximum market shares viz. Less advertisement of the product as compaired to other company. Lack of self enthusiasm in working patterns of employees. Proper communication between employees and HRD and other parties. Many facility are available to employees from the side of compny on time. There is a need of a proper information, encouragement & motivation related to employee engagement. There is a complaint from the side of retailers is that dealers deal customer directly and sell cement on lower price, due to this customer does not go to retailers and purchase from dealers. thus the retailers are not interested to keep stock of J.K. cement & impact on production department.

SUGGESTIONS
A company would be wise to measure employee satisfactions regularly the key to employee retention is employee satisfaction. Company can increase the role of the employee by considering their suggestions or complaints about service or product, so that necessary action can be taken. Review meetings should be often held so that the working pattern of the employees can be checked and improved if needed. Employees need to be more self-enthusiastic and aggressive towards sales for these appraisals should be gives to those employees who worked hard. Company representatives should reward employees and should make a long term relationship with the employees so that they can push the product & productivity. Since customer are value maxi miser and their expectation to this brand is high, as the brand image shows their complaints should be attended immediately to make then remain brand royal. It should be checked that the non- trade consignment is not sold in the market, so that is does not disturb the retail price of the market. Since transportation forms the major part of the cement cost, market potential of the region should be properly accessed so that emphasis can be more on high retention zone, which can be done by employing more authorized retailers. Top management should be convinced to pass the incentives to the employee so that they are motivated to employee engagement & productivity. Company should increase the promotional and advertisement activities for giving the popularity to the product. Company should set the policy on pricing. There should be certain time period for increment and decrement in the pricing. Company should also give the prior information for this to employee, dealers and retailers. There should be proper loading facility in the plant and out side the plant, delivery of goods should be on time. Top management and employees should maintain proper communication with dealers and retailers. Increase the number of dealers and retailers as this will help in making high sales volume. Cash discount should be competitive and luring. Try to remove dealers monopoly.

BIBLOGRAPHY & REFERENCES: BOOKS:

Kotler Philip, marketing management prentice Hall of India Pvt. Ltd. New Delhi. Kothari C. R. research methodology, vishwa publication, New Delhi. Beri G.C. marketing research, Tata McGraw-hill publicating Co. Ltd. New Delhi. Dr. Sharma D.D. marketing research, Sultan Chand & Sons educational publication, New Delhi. Saxena Rajan marketing management Tata McGraw-hill publicating Co. Ltd. New Delhi. Verma H. V. marketing of services Global business press, New Delhi. Business today magazine of August issue, 2008.

WEB RESOURCES:
http://www.jkcement.com http://www.jkwhite.com http://www.rediff.com http://www.india_today.com http://www.cmaindia.org http://www.en.wikipedia.org http://www.allbusiness.com

PUBLICATION:
Business Standard The Hindu

ANNEXURE:- (Questionnaire) Dear Sir/ Madam,

Please answer the following questions by checkmark again box which you find most suitable for the statement given above it. This questionnaire will help me in evaluating your training and development activities prevailing at J.K. cement limited, Nimbahera, Chittorgarh. Thank you for your contribution.

NAME: AGE:... SEX:. EDUCATION: DESIGNATION: DEPARTMENT: PHONE NO:..

Please tick mark against suitable box: 1). Employee engagement helps you a lot to increase your knowledge, skill, attitude & ability to perform the job.

Strongly agree.

Agree.

Not decided.

Disagree.

Strongly

2). You had proper discussion with your head of department on the topics of training or the areas of production are decided after proper discussion with you.

Strongly agree.

Agree.

Not decided.

Disagree.

Strongly

3). The objective of the production were clear to you.

Strongly agree.

Agree.

Not decided.

Disagree.

Strongly

4). The senior is able to provide you knowledge about all the aspects, which you want.

Strongly agree.

Agree.

Not decided.

Disagree.

Strongly

5). The methodology of production was excellent.

Strongly agree.

Agree.

Not decided.

Disagree.

Strongly

6). There is open discussion between you & the HRD.

Strongly agree.

Agree.

Not decided.

Disagree.

Strongly

7). You had achieved your learning goals from the employee engagement.

Strongly agree.

Agree.

Not decided.

Disagree.

Strongly

8). The HRD department seriously follow-up the suggestion provided by you for the improvement of the production.

Strongly agree.

Agree.

Not decided.

Disagree.

Strongly

9). Is the employee engagement supportive.

Strongly agree.

Agree.

Not decided.

Disagree.

Strongly

10). If their any feedback system about the production from the production department.

Strongly agree.

Agree.

Not decided.

Disagree.

Strongly

11). What type of error may arise in your job, if you dont involve in employee engagement.

Delay.

Wastage.

Confusion.

Spoilage of product.

No error

12). What quality of production you are getting from J.K. cement.

Excellent. Very good. Neither good nor bad. Bad. 13). By, which sources you know about the J.K.cement center.

Worse

By Senior.

By Newspaper.

By good image.

By relatives.

Other

14). Your suggestions for the improvement of the production & employee engagement.

Date: ___/___/_______ Signature