IPASJ International Journal of Management (IIJM)

A Publisher for Research Motivation........

Volume 1, Issue 1, June 2013

Web Site: http://www.ipasj.org/IIJM/IIJM.htm Email: editoriijm@ipasj.org ISSN 2321-645X

An Approach for Increase Productivity using Employee Management

M.K. Gupta
Research Scholar and Faculty, Dept of Mgt Studies, Sathyabama University

ABSTRACT
Employee engagement is that the level of commitment & involvement worker has towards their organization and its values. An engaged worker is tuned in to business context, and works with colleagues to enhance performance at intervals the task for the profit of the organization. Its a positive perspective control by the workers towards the organization and its values. The paper focuses on however worker engagement is AN antecedent of job involvement and what ought to company do to create the workers engaged. worker engagement is that the level of commitment and involvement an employee has towards their organization and its values. AN engaged worker is tuned in to business context, and works with colleagues to enhance performance at intervals the task forthe advantage of the organization. Its a positive perspective control by the workers towards the organization and its values. The paper focuses on however worker engagement is an antecedent of job involvement and what ought to company do to create the workers engaged.

1. INTRODUCTION
EMPLOYEE ENGAGEMENT is one in every of the vital factors, that has drawn attention of managers within the organization in addition as academicians. Worker engagement means total of engagement staff towards his job and in addition as within the organization. Employee engagement may be a set of favorable and un-favorable feelings with that employees read their jobs, the place of labor, and also the nature of job they are doing, the standard of supervision the received, co-workers pay and perks and promotional agencies. DETERMINANTS OF worker ENGAGEMENT Work setting Work place with openness and trust, matching physical facilities, flexibility is quite tributary for satisfaction and job performance. Various work schedules like flexi time, compressed work sheet etc., and a piece setting which inspires employees to air their views freely is a lot of motivating. Relationship with superiors and colleagues the individuals gets clue of behavior from their superiors and colleagues. They develop and apply beliefs, attitudes and valves derived from the cluster of superiors and colleagues with whom they're associated. Motivation and recognition Motivation may be a method of stimulating individuals to achieve to accomplish the desired goals. Motivation is an enclosed feeling and personally totality not partially is motivated. There square measure variety of theories in motivation. The motivation is classed into two types. 1st one is that the staff intended through cash. Its referred to as monetary motivation. Welfare facilities Welfare measures to beat employees occasional issues like unhealthiness, absenteeism and the other hardships. Job security It makes an attempt to style employment in such how that it becomes a lot of attention-grabbing and challenging in order that job holder makes which means out of that. The degree of job security determines the degree of worker Engagement.

Volume 1, Issue 1, June 2013

Page 1

IPASJ International Journal of Management (IIJM)

A Publisher for Research Motivation........

Volume 1, Issue 1, June 2013

Web Site: http://www.ipasj.org/IIJM/IIJM.htm Email: editoriijm@ipasj.org ISSN 2321-645X

Grievance handling It is one in every of the vital factors to attain the structure goal. It should be stress on upward and downward grievance. It helps the staff to induce opportunity to precise their feelings and views. Quality policy It is associate improvement to the standard method of doing business. When the expression quality policy is employed, we have a tendency to typically assume in terms of a superb of production and services that fulfill or exceed our expectations. These expectations square measure supported the intended use and asking price. Individuals growth opportunities An worker significantly the achievement-oriented one, seeks growth through his work. If the works provides him chance for private growth and to develop his personality he can feel committed to the task and also the organization. Goals and responsibilities When a private enters the organization, the task description ought to be clearly explained by the management. The staff need to recognize the goals and responsibilities in their job. If the staff square measure clear with their goals and responsibilities it helps them to induce chance in their job. Image of the organization Apart from worth forming establishments of the society, organizations wherever individual work, additionally form their worth through in lesser degree. a corporation has its own pictures that square measure mirrored within the sort of collective values of people World Health Organization be a part of it. Wherever the organization image is poor, the worker could either leave the organization. Training and development Training may be a method of learning a sequence of programmed behavior. It is an application of information. It offers associate awareness of the principles and procedure to guide their behavior. It makes an attempt to enhance their performance on the present job or prepare them for an supposed job. Development may be a future instructional method utilizing a scientific or organized procedure by that social control personnel learn abstract and theoretical knowledge for general purpose. In Elite hospital periodical coaching is given to receptionist, nurses and workplace technicians to extend their potency of labor. Promotions It is a term that covers a modification and imply bigger responsibility and frequently involves higher pay and higher terms and conditions of service and so the next status or rank. Aspects of worker Engagement Three basic aspects of worker engagement in line with the worldwide studies are: The staff and their own distinctive psychological structure and experience The employers and their ability to form the conditions that promote employee engagement Interaction between staff in the least levels. Thus it's for the most part the organizations responsibility to form associate setting and culture. Conducive to the current partnership, and a win-win equation. Categories of worker Engagement Engaged--"Engaged" staff square measure builders. They require understanding the will expectations for their role so that they will meet and exceed them. they are naturally interested in their company and their place in it. They perform at systematically high levels. they require to use their abilities and strengths at work a day. Not Engaged---. they require to be told what to try to to with great care they'll eff and say they need finished. They concentrate on accomplishing tasks. Staff World Health Organization square measure not-engaged tend to feel their contributions square measure being unnoticed, and their potential isn't being tapped. They often feel this fashion as a result of they do not have productive relationships with their managers or with their coworkers. Actively Disengaged--The "actively disengaged" staff square measure the "cave dwellers." They're "Consistently against just about Everything." they are not simply sad at work; they are busy acting out their unhappiness .They sow seeds of negativity at each opportunity. Every day, actively disengaged employees undermine what their engaged coworkers accomplish. As employees more and more accept one another to come up with merchandise and services, the issues and tensions that square measure fostered by actively disengaged employees can cause nice injury to associate organization's functioning.

2. INDIVIDUAL FACTORS
Level of Education Level of education of a private may be a issue, that determines the degree of employees Engagement . For instance,

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IPASJ International Journal of Management (IIJM)

A Publisher for Research Motivation........

Volume 1, Issue 1, June 2013

Web Site: http://www.ipasj.org/IIJM/IIJM.htm Email: editoriijm@ipasj.org ISSN 2321-645X

many studies have found indirect correlation between the extent of education, significantly higher level of education and in job Engagement . The attainable reason for those phenomenons could also be that extremely educated persons have terribly high expectations type their jobs, that stay unhappy. Age Individual expertise totally different degree of worker Engagement at different stages of their life. Worker Engagement is high at the initial stage, gets step by step reduced, starts rising up to sure stages, and at last dips to an occasional degree. Other factors Besides the on top of 2 factors, there square measure different individual doesn't have favorable social and family life, he might not feel happy at the work place. Equally different personal problem related to him could have an effect on his level of job Engagement.

3. CONSEQUENCES OF WORKER ENGAGEMENT

High worker Engagement could result in improve productivity, increased turnover, improve group action, and scale back accidents and fewer job stress Productivity The relationship between Engagement and productivity isn't undoubtedly established. However, within the end of the day worker Engagement results in productivity. Employee Turnover High turnover rate is of sizeable concern for workers as a result of it disrupts traditional operations, causes morale issues for people who stick on, and increase the cost concerned in choice and coaching. Job Stress Job stress is that the body response to any job-related issue that threatens to disturb the person's equilibrium. Satisfaction and Safety Discouragement could take one's attention removed from the task at hand. So inattention leads on to accidents.

4. REVIEW OF LITERATURE
Lahiri and Chaudri (1966) over from their study that the character of job could not be accepted as predicting variable in determined to relative importance of job factors. Kumar, Singh and Verma (1981) studied job expectations of 117 supervisors and manager in a very non-public sector organization in varanasi. Among the task expectations factors studied job security obtained the primary rank, followed by chance for advancement play in line with advantage, operating condition etc. Mishra (1992) found vital relationship between respondents from public and private sectors with reference to the climate satisfaction relationship on such dimensions as scope of advert financial advantages, objectively appreciation coaching, education and welfare facilities.

5. OBJECTIVES OF THE STUDY

To study the worker Engagement with special respect to Roots Industries India restricted, Coimbatore. To determine the inequality in Engagement level of Executives, workers and Operators. To determine the factors poignant the Engagement level of staff. To offer suggestions to the management concerning up the Engagement level of staff.

6. LIMITATIONS OF THE STUDY

The study is predicated on the employees perspective and opinion during which the perspective may change. The results of the study depends upon the data given by the staff which may be biased. The information provided by the employees to not be correct as a result of the concern of the highest management and also the state of mind whereas filling within the form. Detailed clarification should be to the staff concerning the form and so it absolutely was time overwhelming.

7. Conclusion
In this study we find following points:

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IPASJ International Journal of Management (IIJM)

A Publisher for Research Motivation........

Volume 1, Issue 1, June 2013

Web Site: http://www.ipasj.org/IIJM/IIJM.htm Email: editoriijm@ipasj.org ISSN 2321-645X

In executives, efforts & hard work and present job shows that the respondents are agree and in staff efforts and hard work shows that the respondents are agree and in operators efforts & hard work and innovative ideas/suggestions shows that the respondents are agree. In executives, present pay scale, organization provides, and based on performance shows that the respondents are agree and in staff organization provides shows that the respondents are agree and in operators present pay scale, organization provides and based on performance shows that the respondents are agree. In executives, evaluating performance and favour individual shows that the respondents are agree and in staff grievance handling shows that the respondents are agree and in operators based on performance shows that the respondents are agree. There is no significant relationship between the additional responsibility and the experience. There is no significant relationship between the goodwill and the training and development. There is no significant relationship between the performance appraisal and the technical qualification. To improve the employees level of engagement care should be taken to : High official staff can be appointed personnel to interact with employees to find their problems and motivate them to build relationship. Performance counseling may be given in frequent intervals Employees can be assisted with good Career planning programmes. Sponsored higher education programmes may lead to employee commitment and thereby total involvement.

References
[1.] P.R. Arya & B.B. Jandon, human resource development, Punjab university, chandigarch [2.] Gary Dessler, Human resource management, seventh edition, Tata Mc Grew hill publication, New Delhi. [3.] N.Shani and P. Divyapriya(2011), A Role of Innovative Idea Management in HRM, International Journal of Management (IJM), ISSN 0976 6502(Print), ISSN 0976 6510(Online), Volume 2, Number 1, Dec - Jan (2011), pp. 69-78 [4.] International Journal of Management (IJM), ISSN 0976 6502(Print), ISSN 0976 6510(Online), Volume 2, Number 1, Dec - Jan (2011), pp. 61-68 [5.] N.Shani and P. Divyapriya (2011), Developing Creative and Innovative Culture in Organization, International Journal of Management (IJM), ISSN 0976 6502(Print), ISSN 0976 6510(Online), Volume 2, Issue 1, Dec - Jan (2011), pp.52-57 [6.] Hema Gulati and Sunita Bishnoi (2011), Challenges for HR Managers in Indian BPO Industry with Respect to Attrition, International Journal of Management (IJM), ISSN 0976 6502(Print), ISSN 0976 6510(Online), Volume 2, Issue 1, Dec- Jan (2011), pp. 01-14 [7.] K. Lubza Nihar and M Subramanyam (2011),Shariah Based Banking and Profit or Loss Paradigm, International Journal of Management (IJM), ISSN 0976 6502(Print), ISSN 0976 6510(Online), Volume 2, Issue 1, Dec - Jan (2011), pp.30-40 [8.] Aswathappa, 1987 Human Resource and Personal Management Tata Mc Graw, New Delhi. [9.] C.B Memoria,1997 Personnel Management Himalaya Publisher, New Delhi [10.] Werther 1996 Human Resource Management V Edition Mc Graw-Hill,New Delhi. [11.] C.R. Kothari 1990, Research Methodology-Methods and Techniques II Edition, Wishawa Prakash, New Delhi. [12.] Stephen P.Robbins, 1991 Organizational Behaviour Prentice Hall.

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