Summary of Analysis:

The general trend which is visible across functions, levels and units states that: Employee Engagement is positively affected by employees opinion about their managers. The correlation anaylsis show a high score on Employee Engagement related to parameters on Manager Effectiveness. The Employee Engagement is also affected to a large extent by company policies and the administrative efficiency with which they are implemented. For all locations, levels and functions, a high correlation was seen between employee policies and Organization ulture. This suggests that the organization culture is shaped to a large extent by the !olicies employed in the company. "ence, being perceived as an efficient company in terms of administration will impact the employees outloo# about the Organisation ulture in a positive way. $ot much relationship could be seen between Employee Satisfaction and Manager Effectiveness. "owever, high scores on both affect the Employee Engagement score

Employee Engagement

Employee (atisfation )anager Effectiveness

%evel, &unction and 'nit wise analysis are mentioned below

Location wise:
Relationship between Employee Engagement and Employee Satisfaction "igh relationship could be seen between *Organisation Culture and + of the six parameters under Employee (atisfaction. i.e. ,Tours and Travels, -ecreation, and employee policy. This could be inferred that the employees perception about Organization Culture is shaped by how efficiently the administration is managed with regards to the !olicies and the implementation of those !olicies. The SI of organizational culture stands at 69%. On this parameter TTC Mann scores the lowest of all the location covered in the surve . The SI on Organisational Culture is the lowest for TTC Mann stands at 6!%" while its score on Employee Policy parameter is the lowest at ##%. Within Employee Engagement$ There is also a high correlation between Organisational Culture with Role, Ma!ing. ecision

Roles and Responsi"ility has statements which deal with clear communication of goals, challenging wor# and motivation to contribute to company ob/ective, while * ecision Ma!ing parameter has statements which deal with decision ma#ing process and the extent to which an employee is allowed to ta#e decisions on his own, in absence of his manager. 0t can be inferred that employees would value an * Organisation Culture for the latitude that is granted in the decision ma!ing process and the clear communication of goals to them. Relationship between Employee Engagement and Manager Effectiveness a. &or all locations there is a high correlation between the (0 on #earning Environment with elegation and Company $lignment. #earning Environment % &nterpersonal parameter has statements which deal with Training The extent to which an employee is encouraged to thin# innovatively. The interpersonal relationship at wor# between manager and employee. The managers ability to delegate effectively and his behavior which is in line with the company policy affect the employees perception of a learning culture.

Level wise:
Relationship between Employee Engagement and Employee Satisfaction &or all levels, there is a high correlation between Employee 'olicy (part of Employee Satisfaction) and 1 out of the 2 parameters on Employee Engagement. 3s stated earlier, it can be interpreted that the Employee Engagement depends on how efficiently the administration is managed with regards to the !olicies and the implementation of those !olicies. Relationship between Employee Engagement and Manager Effectiveness 4eing perceived as *usiness riven, and having Customer Focus Manager Effectiveness% is very highly related to most of the parameters on Employee Engagement. *usiness riven and Customer Focus parameters deal with )anagers interaction with ustomers and his perception within his team. This has a positive impact on Employee Engagement in the company. (+raining 'rogram for Manager) Relationship between Employee Satisfaction and Manager Effectiveness There is no significant relationship seen between parameters of Employee Satisfaction and Manager Effectiveness, however (0 on +our and +ravels is highly correlated with 5 parameters of )anager Effectiveness. There is only one statement for the parameter *Tours and Travels i.e. 6 I receive reasona&le Tour and Travel 'llowance while on Official travel7. On a broader level, it could be stated that if the Satisfier are loo#ed after and implemented, they contribute to the overall Employee Engagement. 3lso *Employee 'olicy also affects the + parameters on )anagers Effectiveness.

!unction wise:
Relations,ip "et-een Employee Engagement and Employee Satisfaction &or all functions, there was significant relationship for one parameter. i.e. +ours and +ravels with 1 parameters of Employee Engagement. Tours and Travels form a part of Employee Satisfaction. 3s mentioned earlier, this again confirms that having an effective policy and its implementation, results in an increased Employee Engagement. Relations,ip "et-een Employee Engagement and Manager Effectiveness "igh correlation exists between Company $lignment (Manager Effectiveness) and Employee Engagement. S" scores on #ultural Alignment and Employee Engagement: S": #ultural Alignment Employee Engagement #ompany $ata (9% 66% %usiness $evelopment ()% 6)%

3lso high relationship exits between employees perception of the company being *usiness riven and Employee Engagement. 0t could be implied that, if the employees perceive their manager8supervisor wor#ing in accordance with the company ob/ective, participate in company initiative it affects their perception of organization culture positively.

Relations,ip "et-een Employee Satisfaction and Manager Effectiveness $o significant relationship could be seen between employee satisfaction and manager effectiveness for functions.