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CHAPTER – I

INTRODUCTION TO THE STUDY

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INTRODUCTION -

India’s manufacturing sector is vital for its economic progress. Its contribution to the GDP is
16 per cent, with the potential to grow more. The government has realized the importance of
this sector to the country’s industrial development, and has taken a number of proactive steps
to further enhance the industry. Deloitte’s global index for 38 nations (2013) ranked India as
the fourth most competitive manufacturing nation. The country’s economy saw massive
expansion in the period 2006 2011, attaining a five-year Compound Annual (CAGR) of 7.8
percent. Some of the barriers faced by Indian manufacturing industry in spite of its
attractiveness among the foreign companies are

 Inadequate power supply

 Shortage of working capital
 Low domestic demand
 Lack of skilled labour

Employee engagement is the level of commitment and involvement an employee has towards
their organization and its values. An engaged employee works with colleagues to improve
performance in the job for the benefit of the organization. It is a positive attitude held by the
employees towards the organization and its values. Categories of Employee Engagement
According to the Gallup the Consulting organization, there are three are different types of
people.

 Engaged
"Engaged" employees are builders. They want to know the desired expectations for
their role so they can meet and exceed them.
 Not Engaged
Not-engaged employees tend to concentrate on tasks rather than the goals and outcomes
they are expected to accomplish.
 Actively Disengaged
The "actively disengaged dwellers". They're "Consistently against Virtually
Everything." They're not just unhappy at work; they're busy acting out their
unhappiness.

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CHAPTER –II
RESEARCH METHODOLOGY

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2.1 RESEARCH METHODOLOGY -

The research method of the study explains the systematic way of findings to the predetermined
objectives. Moreover this provides the clean path to accomplish and achieve clear solution for
the problem stated. The following are the stages through which the research has passed to
obtain the conclusions.

1. Define the research problem

2. Review the literature
3. Design research
4. Collection of data
5. Analyse data
6. Interpret data
7. Report the data

2.2 STATEMENT OF THE PROBLEM

A study of Employee Engagement in the manufacturing industry will bring about considerable
awareness about the prevalent level of engagement in the companies and the extent of steps
taken to increase and maintain engagement levels. Since attrition is in the order of the day, it
leads to unskilled workforce in the manufacturing unit and it is quite a serious concern to take
efforts to retain employees. Engagement as a retention strategy to attain skilled employees and
its effectiveness can be emphasized through this study, since humans are the essence of an
organization.

2.2 PURPOSE AND IMPORTANCE OF THE STUDY.

The answers from the Employees will give the true picture of the Employee Engagement.
Analysing the candidates answers will help in understanding problems from the Employees
view, thus will help to develop the current system and making it more effective.

2.3 OBJECTIVES OF THE STUDY :

 To Study the Employee Engagement practices in a well established garment Industry

 To evaluate the effectiveness of the Employee Engagement.
 To find out the satisfaction levels of the Employees with the current system.

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2.4 SCOPE OF THE STUDY :

 It helps to understand employee job satisfaction level and the relation between
employee and organisation
 It is useful to carry out the effective employee management and also to increase
productivity
 Employee engagement will help organisation and employees to carry out advancement
and growth in the organisation as well as in business

2.5 LIMITATIONS OF THE STUDY :

1. There was a time restriction of 45 days, so the study was conducted by selecting a
sample of 15 respondents and the facts and findings may not represent a true picture of
the procedure followed in organization.
2. Only the Employee Engagement is considered.
3. In order to analyse the study the questionnaire has been administered to the Employees.

2.6 METHODOLOGY:
A study is conducted to know the views of the Employees on the Current System. To know the
attitude of the Employees data is collected through structured questionnaire. (Where questions
are in pre-arranged order). The questionnaire consists dichromatic, multiple choice and open
ended questions.
Sample Selection:
As the objective of the project is to study the Employee Engagement to know the perception
of the Employees, sample is selected based profiles.
Sampling Size:
A sample size of 15 is drawn, where the respondents are the Employees.
Source of data:
For the purpose of the study the following sources of data are used. Primary data: Primary data
refers to the collection of first hand data.
Data is collected through
• Questionnaire
• Observations

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Questionnaire: Questionnaire is prepared and circulated to the employees to know their

opinion.
Observations: Observations were done during the visits to the organization.

Secondary data:
Secondary data refers to the data, which is not newly generated but rather obtained from.
• Published sources.
• Unpolished sources i.e., information about the performance of the company
• Report on the study.
• Review of literature etc.

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Chapter – III
THEROTICAL BACKGROUND

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3.1 INTRODUCTION:-

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. Employers with engaged employees tend to
experience low employee turnover and more impressive business outcomes. A positive attitude
held by the employee towards the organization and its values. An engaged employee works
with colleagues to improve performance within the job for the benefit of the organization. The
organization must work to develop and nurture engagement, which requires a two-way
relationship between employer and employee.
Most organizations today realize that a satisfied employee is not necessarily the best employee
in terms of loyalty and productivity. It is only an engaged employee who is intellectually and
emotionally bound with the organization who feels passionate about its goals and is committed
towards its values thus he goes the extra mile beyond the basic job.
Enagged employees perform better, put in extra efforts to help get the job done, show a strong
level of commitment to the organization, and are more motivated and optimistic about their
work goals Employee engagement is a powerful retention strategy. An engaged employee gives
his company his 100 percent. Employee engagement is a barometer that determines the
association of a person with the organization. It is about creating the passion among associates
to do things beyond what is expected from him.
Employee engagement is the level of commitment and involvement an employee has towards
their organization and its values. An engaged employee is aware of business context, and works
with colleagues to improve performance within the job for the benefit of the organization. It is
a positive attitude held by the employees towards the organization and its values. . Employee
engagement is a set of favorable and un-favorable feelings with which employees view their
jobs, the place of work, and the nature of job they do, the quality of supervision the received,
co-workers pay and perks and promotional agencies.
Employees feel engaged when they find personal meaning and motivation in their work,
receive positive interpersonal support, and operate in an efficient work environment. When
organizations focus attention on their people, they are making an investment in their most
important resource. You can cut all the costs you want, but if you neglect your people, cutting
costs won’t make much of a difference. Engagement is all about getting employees to “Giving
Their All?” Obviously, all organizations want their employees to be engaged in their work.

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Some of the most successful organizations are known for their unique work environments in
which employees are motivated to do their very best. These great places to work have been
recognized in such lists as Fortune’s 100 Best Companies to Work For.
According to - Jack Welch, Former Chairman and CEO of General Electric
“The best companies now know, without a doubt, where productivity real and limitless
productivity comes from. It comes from challenged, empowered, excited, rewarded teams of
people. It comes from engaging every single mind in the organization, making everyone part
of the action, and allowing everyone to have a voice a role in the success of the enterprise.
Doing so raises productivity not incrementally, but by multiples.”

3.2 DEFINITIONS OF EMPLOYEE ENGAGEMENT:-

Different definitions by different people:-
Engagement at work was conceptualized by Kahn as the ‘harnessing of organizational
members’ selves to their work roles. In engagement, people employ and express themselves
physically, cognitively, and emotionally during role performances.
Put simply, Employee Engagement exists “when the employee feels:
 Physically
 Intellectually
 Emotionally
… Attached to their work” - Kahn.
“Employee engagement is the involvement with and enthusiasm for work.”
- The Gallup Organization.
Employee engagement is "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."
- The Conference Board.
“Engagement is the energy, passion, or ‘fire in the belly’ employees have for their employer.
It is the state of emotional and intellectual commitment to an organization or group producing
behavior that will help fulfill an organization's promises to customers - and, in so doing,
improve business results.”
- Hewitt Associates.

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3.3 CONCEPT OF EMPLOYEE ENGAGEMENT:-

Engagement at work was conceptualized by Kahn, (1990) as the ‘harnessing of organizational
members’ selves to their work roles. In engagement, people employ and express themselves
physically, cognitively, and emotionally during role performances. The second related
construct to engagement in organizational behavior is the notion of flow advanced by
Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975) defines flow as the ‘holistic sensation’
that, people feel when they act with total involvement. Flow is the state in which there is little
distinction between the self and environment. When individuals are in Flow State little
conscious control is necessary for their actions.

Employee engagement is the thus the level of commitment and involvement an employee has
towards their organization and its values. An engaged employee is aware of business context,
and works with colleagues to improve performance within the job for the benefit of the
organization. The organization must work to develop and nurture engagement, which requires
a two-way relationship between employer and employee.’ Thus Employee engagement is a
barometer that determines the association of a person with the organization.

Engagement is most closely associated with the existing construction of job involvement
(Brown 1996) and flow (Csikszentmihalyi, 1990). Job involvement is defined as ‘the degree to
which the job situation is central to the person and his or her identity (Lawler & Hall, 1970).
Kananga (1982) maintained that job involvement is a ‘Cognitive or belief state of
Psychological identification. Job involvement is thought to depend on both need saliency and
the potential of a job to satisfy these needs. Thus job involvement results form a cognitive
judgment about the needs satisfying abilities of the job. Jobs in this view are tied to one’s self
image. Engagement differs from job in as it is concerned more with how the individual
employees his/her self during the performance of his / her job.

Furthermore engagement entails the active use of emotions. Finally engagement may be
thought of as an antecedent to job involvement in that individuals who experience deep
engagement in their roles should come to identify with their jobs. When Kahn talked about
employee engagement he has given important to all three aspects physically, cognitively and
emotionally. Whereas in job satisfaction importance has been more given to cognitive side.

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HR practitioners believe that the engagement challenge has a lot to do with how employee feels
about the about work experience and how he or she is treated in the organization. It has a lot to
do with emotions which are fundamentally related to drive bottom line success in a company.
There will always be people who never give their best efforts no matter how hard HR and line
managers try to engage them. “But for the most part employees want to commit to companies
because doing so satisfies a powerful and a basic need in connect with and contribute to
something significant”.

3.4 ASPECTS OF EMPLOYEE ENGAGEMENT:-

Three basic aspects of employee engagement according to the global studies are:-
• The employees and their own unique psychological makeup and experience.
• The employers and their ability to create the conditions that promote employee engagement.
• Interaction between employees at all levels.
Thus it is largely the organization’s responsibility to create an environment and culture.
Conducive to this partnership and a win-win equation.

3.5 THE DIFFERENCE BETWEEN EMPLOYEE SATISFACTION,

EFFECTIVENESS AND ENGAGEMENT:-
Satisfaction, effectiveness, and engagement are all inter-related in an upward progression.
Each item has different drivers, but they build on one another to increase performance in the
workplace. Just because employees are satisfied with their job does not mean they are effective
or engaged.
It is possible for an employee to be completely satisfied with his or her job, and not be fully
engaged. To further complicate matters, an employee can be both satisfied and effective, yet
not be engaged.
All three components work together to create an environment where employees are highly
motivated and committed to giving their best performance

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ENGAGEMENT – THE EVOLUTIONARY JOURNEY

Higher

How much people

Engagement want and actually do
improve business
results

Commitment How much people want to improve

business results

Satisfaction How much people

like there
Lower

Source:- The Gallup Organization Study

3.6 DETERMINANTS OF EMPLOYEE ENGAGEMENT:-

1. Work Environment
Work place with openness and trust, matching physical facilities, flexibility is quite conducive
for satisfaction and job performance and a work environment which encourages employees to
air their views freely is more motivating.
2. Relationship with Superiors and Colleagues
The individual’s gets clue of behavior from their superiors and colleagues. They develop and
apply beliefs, attitudes and valves derived from the group of superiors and colleagues with
whom they are associated.
3. Motivation and Recognition
Motivation is a process of stimulating people to attain to accomplish the desired goals.
Motivation is an internal feeling and in person totality not in part is motivated. There are
number of theories in motivation. The motivation is classified into two types. First one is the
employees motivated through money. It is called financial motivation.

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4. Welfare Facilities
Welfare measures to overcome employees’ occasional problems such as illness, absenteeism
and any other hardships.
5. Job Security
It attempts to design a job in such a way that it becomes more interesting and challenging so
that job holder makes meaning out of that. The degree of job security determines the degree of
employee engagement.
6. Grievance Handling
It is one of the important factors to achieve the organizational goal. It should be emphasis on
upward and downward grievance. It helps the employees to get opportunity to express their
feelings and views.
7. Quality Policy
It is an enhancement to the traditional way of doing business. When the expression quality
policy is used, we usually think in terms of an excellent of production and services that fulfill
or exceed our expectations. These expectations are based on the intended use and selling price.
8. Individual’s Growth Opportunities
An employee particularly the achievement-oriented one, seeks growth through his work. If the
works provides him opportunity for personal growth and to develop his personality he will feel
committed to the job and the organization.
9. Goals and Responsibilities
When an individual enters the organization, the job description should be clearly explained by
the management. The employees have to know the goals and responsibilities in their job. If the
employees are clear with their goals and responsibilities it helps them to get opportunity in
their job.
10. Image of the Organization
Apart from value forming institutions of the society, organizations where
Individual work, also shape their value through in lesser degree. An organization has its own
images which are reflected in the form of collective values of individuals who join it. Where
the organization image is poor, the employee may either leave the organization.
11. Training and Development
Training is a process of learning a sequence of programmed behavior. It is an
Application of knowledge. It attempts to improve their performance on the current job or
prepare them for an intended job. Development is a long term educational process utilizing a
systematic or organized procedure by which managerial personnel learn conceptual and

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theoretical knowledge for general purpose. In Elite hospital periodical training is given to
receptionist, nurses and lab technicians to increase their efficiency of work.
12. Promotions
It is a term which covers a change and calls for greater responsibility and usually involves
higher pay and better terms and conditions of service and therefore a higher status or rank.

3.7 ELEMENTS OF EMPLOYEE ENGAGEMENT :-

The research contributes that personal impact, focused work, and interpersonal harmony
comprises engagement. Each of these three components has sub-components that further define
the meaning of engagement.
A) Personal Impact:-
Employees feel more engaged when they are able to make a unique contribution, experience
empowerment, and have opportunities for personal growth.
B) Focused Work:-
Employees feel more engaged when they have clear direction, performance accountability, and
an efficient work environment. Aside from the personal drive and motivation to make a
contribution, employees need to understand where to focus their efforts. Without a clear
strategy and direction from senior leadership, employees will waste their time on the activities
that do not make a difference for the organization’s success. Additionally, even when direction
is in place, employees must receive feedback to ensure that they are on track and being held
accountable for their progress. Finally, employees want to work in an environment that is
efficient in terms of its time, resources, and budget. Employees lose faith in the organization
when they see excessive waste. For example, employees become frustrated when they are asked
to operate without the necessary resources or waste time in unnecessary meetings.
C) Interpersonal Harmony-
Employees feel more engaged when they work in a safe and cooperative environment. By
safety, we mean that employee trust one another and quickly resolve conflicts when they arise.
Employees want to be able to rely on each other and focus their attention on the tasks that really
matter. Conflict wastes time and energy and needs to be dealt with quickly. Employees also
need to cooperate to get the job done. Partnerships across departments and within the work
group ensure that employees stay informed and get the support they need to do their jobs.

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3.8 THREE COMPONENTS OF EMPLOYEE ENGAGEMENT:-

The First Component of the employee engagement refers to the cognitions that
Underpin employees’ rational sense-making in the workplace. Employees actively perceive
their work environment and it is through this interpretive sense-making process that employees
develop an appraisal of what their organization is like to work in. More positive appraisals of
important workplace features like leadership, communication, job design, supervision, and
support contribute to more a favorable summary belief that they work for a great organization.
It is this summary belief or underlying cognition that affects people attitudinal responses to the
organization, or the second component of the of employee engagement.
The Second Component of the employee engagement refers to the emotions employees feel
in response to their perceptions of the workplace. When employees actively perceive their
organization in a favorable manner (e.g., the organization has good communication processes,
positive leadership, provides rewarding jobs, etc.) then they respond affectively with greater
job satisfaction and emotional attachment (commitment) to the organization.
The Third Component of the employee engagement refers to the behaviors that employees
display when cognitively and emotionally engaged with the organization. The behavioral
action that is considered most important to an engaged employee is their discretionary work
effort, or willingness to go beyond simple contractual requirements in order to help the
organization reach its objectives. In sum, employee engagement reflects three overlapping
dimensions – thinking (the perception that this is a great workplace), feeling (affective
responses such as job satisfaction and organizational commitment), and acting (going the extra
mile to help the organization succeed).

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3.9 CATEGORIES OF ENGAGED EMPLOYEES:-

According to the Gallup Organization study there are four categories of Employees:

1. Actively Disengaged 3. Nearly Engaged

2. Not- Engaged 4.Actively Engaged

Actively Disengaged employees aren’t just unhappy at work; they’re busy acting out their
unhappiness. Not-Engaged employees are essentially “Checked out”. They are sleepwalking
through their workday, putting time –but not energy or passion – into their work. Nearly
Engaged employees are an “Insensitive breed”, they do the job as they are told putting no extra
effort. Actively Engaged employees work with passion and feel profound connection to their
company, they move the organization forward. The characteristics of these four categories of
Employees are listed below:

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Actively Disengaged Nearly Engaged Actively Engaged

Disengaged

Bored and frustrated Often feel Do as you are told Do your very best
at work underutilized

Negative or sarcastic Spend time at work Do strictly what’s Constantly learning

attitude about work taking care of required and taking
personal needs calculated risks

Critical of leaders or Pay is a big reason Stick to what you Feel stretched
peers why stay know and take few beyond comfort
risks zone

Look for ways to find Do just enough to get See many barriers to Take personal
blame by and not get in better results outside satisfaction in the
trouble of personal control quality of work

Speak Poorly about Rarely stretched by Work can be

the company new assignments stressful; but also
rewarding and fun

Looking for a better It’s better than no job It’s just a job You love your job
job

3.10 MEASURES OF EMPLOYEE ENGAGEMENT:-

Gallup research consistently confirms that engaged work places compared with least engaged
are much more likely to have lower employee turnover, higher than average customer loyalty,
above average productivity and earnings. These are all good things that prove that engaging
and involving employees make good business sense and building shareholder value.

Negative workplace relationships may be a big part of why so many employees are not engaged
with their jobs.

Step I: Listen

The employer must listen to his employees and remember that this is a continuous process. The
information employee’s supply will provide direction . This is the only way to identify their
specific concerns. When leaders listen, employees respond by becoming more engaged. This
results in increased productivity and employee retention. Engaged employees are much more

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likely to be satisfied in their positions, remain with the company, be promoted, and strive for
higher levels of performance.

Step II: Measure Current Level of Employee Engagement

Employee engagement needs to be measured at regular intervals in order to track its

contribution to the success of the organization. But measuring the engagement (feedback
through study) without planning how to handle the result can lead employees to disengage. It
is therefore not enough to feel the pulse—the action plan is just as essential.

Step II1: - Identify the problem areas

Identify the problem areas to see which are the exact areas, which lead to disengaged employees

Step IV: Taking action to improve employee engagement by acting upon the problem
areas

Nothing is more discouraging to employees than to be asked for their feedback and see no
movement toward resolution of their issues. Even the smallest actions taken to address
concerns will let the staff know how their input is valued. Feeling valued will boost morale,
motivate and encourage future input. Taking action starts with listening to employee feedback
and a definitive action plan will need to be put in place finally.

3.11 KEY DRIVERS OF EMPLOYEE ENGAGEMENT:-

The drive for an engaged workforce needs to build on good people management and
development policies, and the active support of line managers. People management strategies
and policies need to be aligned with those of the wider business. Employees need to understand
how their work contributes to organizational outcomes.

A minority of employees may not want to be engaged; organizations may need to give
particular attention to recruitment and communications. There is no short-cut to building and
maintaining employee engagement, but the time, effort and resource required will be amply.
There is no definitive all-purpose list of engagement ‘drivers’, but they should be influenced
by certain factors, which are following:

i) Involvement in decision-making

ii) Freedom to voice ideas, to which managers listen

iii) Feeling enabled to perform well

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iv) Having opportunities to develop the job

v) Feeling the organization is concerned for employees’ health and well-being.

Perceived managerial fairness in dealing with problems also impacts significantly on individual
performance, although it is not significantly related to engagement. Engagement levels are
influenced by employees’ personal characteristics: a minority of employees are likely to resist
becoming engaged in their work. But people are also influenced by the jobs they do and the
experiences they have at work. The way in which both senior management and line managers
behave towards, and communicate with, employees, plus the way in which work is organized
and jobs defined, contribute significantly towards making work meaningful and engaging.

The Basic Key Drivers of Employee Engagement

1. Level of Education

Level of education of an individual is a factor, which determines the degree of

Employee’s Engagement. For example, several studies have found negative correlation
between the level of education, particularly higher level of education and in job Engagement.
The possible reason for those phenomenon’s may be that highly educated persons have very
high expectations form their jobs, which remain unsatisfied.

2. Age

Individual experience different degree of employee Engagement at different stages of their life.
Employee Engagement is high at the initial stage, gets gradually reduced, starts rising up to
certain stages, and finally dips to a low degree.

3. Other Factors

Besides the above two factors, there are other individual does not have favorable social and
family life, he may not feel happy at the work place. Similarly other personal problem
associated with him may affect his level of job Engagement.

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People Work

Senior  Work Activities

Leadership  Resources
 Manager  Processes
 Co–workers
Total Rewards Engagement Opportunities

 Pay &  Career Opportunities

Benefits  Learning/Development
 Recognition

Company Practices
Quality of Life
 People Practices
 Policies  Work/Life Balance
 Performance
Assessment
 Company Reputation

Source: Hewitt Associates Study, 2004

The Other Key Drivers of Employee Engagement

1) Work-Life Balance-

Work-life balance has been the first casualty of the pressure packed working environment of
the corporate world today. A lack of work-life balance has been found to drastically affect
productivity levels and quality of working conditions for most employees. Many organizations
have been trying to enforce this through a series of measures.

2) Training & Development-

Adequate facilities for training accompanied with adequate need assessment, required to
enhance their skills. Appropriate training and development helps employees to increase their
productivity and to enhance their knowledge be it related to Behavioral, Technical and
Functional.

3) Organizational Commitment-

It is the employee's psychological attachment to the organization. It can be contrasted with

other work-related attitudes, such as Employee Engagement and Organizational Identification
(the degree to which an employee experiences a 'sense of oneness' with their organization).

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Employee identifies with the organization and there is perfect harmony between his beliefs,
values and goals and those of the organization.

4) Pride to be in Organization-

Employee feels proud to be associated and there is an emotional bonding with the organization,
this bonding leads to more productive work hence, Engaged Employees.

5) Communication-

If you accept that employees want to be involved in what they are doing then this trend is clear.
The effect of poor internal communications is seen as its most destructive in global
organization which suffer from employee annexation - where the head office in one country is
buoyant (since they are closest to the action, know what is going on, and are heavily engaged)
but its annexes (who are furthest away from the action and know little about what is happening)
are dis-engaged. In the worst case, employee annexation can be very destructive when the head
office attributes the annex's low engagement to its poor performance... when its poor
performance is really due to its poor communications.

6) Recognition-

Employee recognition is a communication tool that reinforces and rewards the most important
outcomes people create for your business. When you recognize people effectively, you
reinforce, with your chosen means of recognition, the actions and behaviors you most want to
see people repeat. An effective employee recognition system is simple, immediate, and
powerfully reinforcing.

7) Co-workers-

Adequate mutual trust & understanding among fellow employees ensures engaged employees.
If employees' relationships with their managers are fractured, then no amount of perks will
persuade the employees to perform at top levels. Employee engagement is a direct reflection
of how employees feel about their relationship with the boss.

8) Decision Making-

Empowerment & support down the line to take decisions. Employees want to be involved in
decisions that affect their work. The leaders of high engagement workplaces create a trustful
and challenging environment, in which employees are encouraged to dissent from the
prevailing orthodoxy and to input and innovate to move the organization forward.

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9) Career Advancement Opportunities-

Opportunities for Individual growth. The boundary less career may redirect the primary
responsibilities of career management to employees this does not mean the organizations have
no responsibility. In the boundary less career, the organization’s responsibility is to build
employee self-reliance and to help employees maintain their marketability through continual
learning. The organization needs to provide support for employees to continually add to their
skills, abilities, and to their knowledge.

10) Leadership-

Employees feel that the Supervisors are always there for help and besides they empower and
provide adequate climate to support and develop.

a)Clarity of Company Values

Employees need to feel that the core values for which their companies stand are unambiguous
and clear.

b) Respectful Treatment of Employees

Successful organizations show respect for each employee’s qualities and contribution
regardless of their job level.

c) Company’s Standards of Ethical Behavior

A company’s ethical standards also lead to engagement of an individual.

11) Innovation-

It is a more specialized kind of change. Innovation is a new idea applied to initiating or

improving a product, process, or service. So all innovations involve change, but not all changes
necessarily involve new ideas or lead to significant improvements. Innovations in organizations
can range from small incremental improvements to any Job related content. But Employees
should find job content intrinsically satisfying and have the opportunity to put innovative ideas
into work.

12) Performance Appraisal-

Fair evaluation of an employee’s performance is an important criterion for determining the

level of employee engagement. The company which follows an appropriate performance

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appraisal technique (which is transparent and not biased) will have high levels of employee
engagement.

13) Pay and Benefits-

The company should have a proper pay system so that the employees are motivated to work in
the organization. In order to boost his engagement levels the employees should also be provided
with certain benefits and compensations.

14) Health and Safety-

Research indicates that the engagement levels are low if the employee does not feel secure
while working. Therefore every organization should adopt appropriate methods and systems
for the health and safety of their employees.

15) Job Satisfaction-

Only a satisfied employee can become an engaged employee. Therefore it is very essential for
an organization to see to it that the job given to the employee matches his career goals which
will make him enjoy his work and he would ultimately be satisfied with his job.

16) Family Friendliness-

A person’s family life influences his wok life. When an employee realizes that the organization
is considering his family’s benefits also, he will have an emotional attachment with the
organization which leads to engagement.

3.12 FACTORS FOR HIGHER EMPLOYEE ENGAGEMENT :-

The contributing factors are:

 Understanding of corporate goals/mission

 Understanding of job and how it contributes to overall corporate goals

 Clear communication of goals, expectations, directions

 Job design

 Job fit

 Support and tools

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 Independence & innovation

 Relationship with boss/direct reports

 Clear feedback on performance

 Recognition

 Learning and development opportunities

 Opportunities for advancement

 Pride in organization

 Employee input

 Employee involvement in decision making

 Work-life balance

 Workplace culture/morale

 Co-worker relationships/good team environment (enjoy colleagues)

 Fair HR practices

To conclude, Employee 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.

ENGAGED EMPLOYEES…

 Stay: Employees tend to remain in the company.

 Say: Employees speak well about the company.

 Strive: Employees ready to work beyond the call of duty.

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CHAPTER – IV

ORGANISATIONAL PROFILE

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4.1 INTRODUCTION OF THE ORGANIZATION:-

L.V. Garment Company is providing service since 20 years till now. It also provides the
best quality. We help them to maintain the decorum of the particular workplace by providing
exclusive and as per your demand designed uniform. Our company provides the school
uniforms of various garments, various company’s such as Valji, Mafatlal and Armylon with
mill manufacturer from Bhiwandi , Bhurahanpur. Our company commenced its business
operation as prominent manufactured supplier of school uniforms, college uniforms, sport
uniforms, fancy wear, school bags, labels, batches as well.

Our Strengths

✓ Technology based working.

✓Best Infrastructure facility.

✓Designers.

✓ Best Production Processes.

✓Best quality with competitive rates.

✓Timely based delivery

4.2 HISTORY OF THE ORGANIZATON:-

L.V. Garments is the sole firm with proprietorship and the proprietor is BABU LAXMSA
CHAVAN. It is been associated from 20 years ago and it was associated in the joint family.
It’s turnover expandable up to 4-5 crore per year and target to complete in next couple year up
to 10-15. L.V. Garments has only one major unit which is associated in SOLAPUR.

Firstly company started to manufacture fancy frocks for the small girls after that slowly
company developed in its school business which expanded vastly in Maharashtra side. After
school uniform manufacturing company started to manufacture fancy shirts with the various
kinds of fabrics which were available in Mumbai market area.

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Firstly clients were from near of Maharashtra and afterwards from 2010 clients expanded up
to Bangalore.

Now company has its own position in the market area which is developed by the sole proprietor
and it gives the opportunity to work with various kinds of politicians schools such as Excellent
public school, ANAND GURUKUL.

VISION-

To manufacture world–class products of outstanding quality that give our customers a

competitive advantage through superior products and value, so we can make every customer
smile.

MISSION-

Our mission is to provide high quality uniform garment and one stop services (Apparel,
Sampling, Patterning, Grading and Development) to satisfy our client’s needs through a range
of efficient, effective manufacturing activities and delivered on holistic basis.

4.3 ORGANISATIONAL CHART-

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MANAGING
DIRECTOR

Factory manager

Marketing Production H. R. D. Finance

manger manager manager manager

Senior
merchandisers

Merchandisers Administrati Accounts Commercial

ve staff manager manager

Junior Cutting manager Sewing room Finishing

Merchandisers manager room manager

Helpers Line Supervisors

supervisor

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4.4 PRODUCTS OF THE ORGANIZATION:-

Production details :

The manufactured products at work are known for its best stitching, perfect fitting and excellent
finishing. Our infrastructure is based on modern technology, well defined machinery system to
provide the excellent order in timely based delivery. We also supply the best quality fabric also
the one which is demanded from the client. We also have all types of transportation facility to
reach the product to its destination.

Product Details

L V Garment manufactures the different types of uniforms. Some are as follows

A. School Uniforms

1. Half Shirt

2. Full Shirt

3. Half Pant

4. Full Pant

5. All types of Petticoat

6. One piece

7. Jackets

8. Top

9.Blazers

10.Tie

B. College Uniforms

C. Sport Uniforms

D. Hostel Uniforms

E. School Bags

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CHAPTER –V

DATA ANALYSIS AND INTERPRETATION

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1. Does Fun at work happen regularly?

4
Series1
3

0
Strongly Disagree Slightly Agree Strongly No Opinion
Disagree Disagree Agree

Purpose: Main purpose of asking this question was to see that fun at work activity happens
regularly in the team or not.

INTERFERANCE –

Most of the believe that it happens regularly in the team.

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2. Do I get Feedback regularly from my supervisor for improving your performance?

4 Series1

0
Strongly Disagree Slightly Agree Strongly No opinion
Disagree Disagree Agree

Purpose: The purpose of asking this question was to see whether the supervisor is providing
feedback to the employees regarding his performance or not.

INTERFEARNCE:

Approximately half of the people strongly agree with this statement however there are few who
disagree with this statement.

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3. Do I feel like coming to office regularly?

4
Series1
3

0
Strongly Disagree Slightly Agree Strongly No Opinion
Disagree Disagree Agree

Purpose: Purpose of asking this question was to see that how many people are interested in
doing their work.

INTERFEARNCE:
Most of the Employees want to come to office regularly except few employees.

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4. Do I get sufficient opportunities to improve my skills?

4 Series1

0
Strongly Disagree Slightly Agree Strongly No opinion
Disagree Disagree Agree

Purpose: Purpose of asking this question was to see that how many employees think that they
are given equal opportunities to improve their skills.

INTERFEARNCE:
There is no employee who disagrees with this statement. There are few employees who slightly
disagree with this statement.
Most of the employees think that they get equal opportunities.

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5. Do I receive any recognition for my contributions in last 3 months?

4
Series1
3

0
Strongly Disagree Slightly Agree Strongly No opinion
Disagree Disagree Agree

Purpose: The purpose to ask this question was to see that how many employees think that
rewards and recognition is given to them for their work.

INTERFEARNCE:
Half of the employees think that they get rewards and recognition and half of the employees
disagrees, strongly disagree and slightly disagree with this statement.

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6. Dose my thoughts and feelings get respect at work place?

4 Series1

2
1

0
Strongly Disagree Slightly Agree Strongly No Opinion
Disagree Disagree Agree

Purpose: Purpose of asking this question was to see that the thoughts of employees getting
respect or not

INTERFEARANCE:
Employees feel that their thoughts gets respect and values.

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7. Does my manager demonstrate a personal commitment to my continuous learning and

development?

3 Series1

0
Strongly Disagree Slightly Agree Strongly No Opinion
Disagree Disagree Agree

Purpose: Purpose of asking this question was to see that how much commitment is shown by
the supervisor for the development of the employee.

INTERFEARANCE:
More than half of the employees think that the manager shows commitment towards their
development.

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8. Do I get encouraged to learn from my mistakes?

3 Series1

0
Strongly Disagree Slightly Agree Strongly No Opinion
Disagree Disagree Agree

Purpose: Purpose was to see that do the employees get the opportunity to learn from there
mistake.

INTERFEARANCE:
Most of employees think that they get opportunities to learn from their mistakes.

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9. Do I enjoy my work?

4
Series1
3

0
Strongly Disagree Slightly Agree Strongly No opinion
Disagree Disagree Agree

Purpose: Purpose was to see that employees enjoy their work or not.

INTERFEARNCE: Most of the employees enjoy their work.

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10. Do I aware of career opportunities that are available for me at my company?

4
Series1
3

0
Strongly Disagree Slightly Agree Strongly No opinion
Disagree Disagree Agree

Purpose: Purpose was to see the awareness of the employees about there career opportunities.

INTERFEARNCE: Most of the Employees are aware of the career opportunities

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CHAPTER – VI
FINDINGS AND SUGGESTIONS

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FINDINGS:-
1. Today L.V GARMENT is counted in one of the most competiting company in
SOLAPUR. The reason behind it is the efforts taken by the company to understand its
employees. Employees are considered as one of the most important of the company.
2. In the organizational qualification, Experience, Skill & knowledge these criteria are
applied for the selection of the employees.
3. The organizations have maximum number of experienced employees lies the age above
40.
4. It is observed that the company provides a equal employment opportunity
5. The organization always trusts on their employees.
6. The company has a good compensation management & provides various types of
incentives include Monetary as well as Fringe benefits.
7. Management adopts good performance appraisal system.
8. Most of the employees are very satisfied with various programs organized by the
management.
9. Company’s workers are well trained in the safe operation or all equipment and process
to use in jobs.
10. Attractive Salary, Brand name, Goodwill are the things the employees are attracted to
the organization.
11. Some time management can allow to employee participate in job related decision.
12. Communications between management and employee lines are totally open means any
employee can talk with any head of the department or manager.
13. Employee’s trade union is registered.
14. There are harmonious relations between the Management & the workers.
15. Company provided retirement policy to employee and all workers aware about
retirement policy.
16. It is found that, according to the most of the employees feel that HR policies and
practices followed by the company is very good.

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SUGGESTIONS:-
1. Organization may update its performance appraisal system. It would help organization
& employees to enhance their performance.
2. The company should focus on the recruitment for balancing the experienced and fresh
blood group.
3. Instead of Job related training, the workers should also get training on Soft skills,
personality development, Leadership qualities which will improve the communication
skills of the workers.
4. Organization may undertake various update activities to help all employees to know
HR policies and practices adopted by organization.
5. The organization may form IQAC(Internal Quality Assessment Cell) for improving
performance of the organization .
6. The workers should be judged on certain parameters and the best workers name should
be displayed on the notice board, this will help in increasing the morale of the workers
& the workers will also work more efficiently.
7. Consistently good performers should be given Appreciation letters by the Head of the
Department.
8. In order to reduce absenteeism & Leaves taken the management should take initiatives
to give a reward to the most regular worker.
9. The organization may for alumni cell for the retired employees.
10. Today, the attrition rate is high in every organization and every industry. Organization
may adopt strategy that would curb the attrition and would help organization to retain
its trained employees to complete and enhance its performance in world and retain its
top spot with skilled and loyal employees as a huge human resource asset of the
organization.

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CHAPTER –VII
CONCLUSION

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As per the collection of data and interpretation and analysis of the data I can conclude that L.V
Garment is one of the preferred company of the employees for working and they also follows
all HRM practices in their day to day operations for the engagement of employees in their work
and try to get 100% efforts from them with their satisfaction, so organizations keep them on
top position for next ten years.

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CHAPTER –VIII

BIBLOGRAPHY

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1. Blair-Loy, M., & Wharton, A.S. (2002). ―Employees‟ use of work-family policies and

the workplace social context‖. Social Forces, 80, 813-845.

2. Blood, R.O., & Wolfe, D.M. (1960). Husbands and wives. New York: Macmillan.

3. Champoux, J.E. (1978). ―Perceptions of work and non-work: A reexamination of the

compensatory and spillover models‖. Sociology of Work and Occupations, 5, 402-422.

4. Clark, S.C. (2000). ―Work/family border theory: A new theory of work/family balance‖.

Human Relations, 53, 747-770.

5. Elloy, D.F. & Smith, C.R. (2003). ―Patterns of stress, work-family conflict, role conflict,

role ambiguity and overload among dual career couples: An Australian study‖. Cross

Cultural Management. 10(1): 55-66.

6. Epie, C. (2006). ―Family-responsive policies in the Nigerian environment‖. Paper

presented at the ACREW Conference 2006 on socially responsive approaches to

employment and work. London.

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ANNEXTURE

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Questionnaire

Employee Engagement Survey

1 Does Fun at work happen regularly?

A. Strongly Disagree

B. Disagree

C. Slightly Disagree

D. Agree

E. Strongly Agree

F. No Opinion

2. Do I get Feedback regularly from my supervisor for improving my performance?

A. Strongly Disagree

B. Disagree

C. Slightly Disagree

D. Agree

E. Strongly Agree

F. No Opinion

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 BVDU AKIMSS,SOLAPUR

3. Do I feel like coming to office regularly?

A. Strongly Disagree

B. Disagree

C. Slightly Disagree

D. Agree

E. Strongly Agree

F. No Opinion

4. Do I get sufficient opportunities to improve my skills?

A. Strongly Disagree

B. Disagree

C. Slightly Disagree

D. Agree

E. Strongly Agree

F. No Opinion

5. Do I receive any recognition for my contributions in last 3 months?

A. Strongly Disagree

B. Disagree

C. Slightly Disagree

D. Agree

E. Strongly Agree

F. No Opinion

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6. Are my thoughts and feelings given due respect at work place?

A. Strongly Disagree

B. Disagree

C. Slightly Disagree

D. Agree

E. Strongly Agree

F. No Opinion

7. Does my manager demonstrate a personal commitment to my continuous learning and

development?

A. Strongly Disagree

B. Disagree

C. Slightly Disagree

D. Agree

E. Strongly Agree

F. No Opinion

8. Do I get encouraged to learn from my mistakes?

A. Strongly Disagree

B. Disagree

C. Slightly Disagree

D. Agree

E. Strongly Agree

F. No Opinion

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9. Do I enjoy my work?

A. Strongly Disagree

B. Disagree

C. Slightly Disagree

D. Agree

E. Strongly Agree

F. No Opinion

10. Am I aware of the career opportunities that are available to me at my company?

A. Strongly Disagree

B. Disagree

C. Slightly Disagree

D. Agree

E. Strongly Agree

F. No Opinion

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