1

CHAPTER 1
INTRODUCTION AND RESEARCH DESIGN

1.1 Introduction

Employee Engagement is a fundamental concept in the effort to understand and describe, both
qualitatively and quantitatively, the nature of the relationship between an organization and
its employees. An engaged employee is defined as one who is fully absorbed by and enthusiastic about
their work and takes positive action to further the organization's reputation and interests. An engaged
employee has a positive attitude towards the organization and its values.

An organization with high employee engagement might therefore be expected to outperform

those with low employee engagement. Employee engagement improves the productivity of an
organization as the practice helps the employees in teamwork, co-ordination and inter-personal skills.
Employee engagement first appeared as a concept in management theory in the 1990s, becoming
widespread in management practice in the 2000s, but it remains contested. It stands in an unspecified
relationship to earlier constructs such as morale and job satisfaction. Despite academic critiques,
employee-engagement practices are well established in the management of human resources and
of internal communications.

Employee engagement today has become synonymous with terms like 'employee experience' and
employee satisfaction. The relevance is much more due to the vast majority of new generation
professionals in the workforce who have a higher propensity to be distracted and disengaged at work.
Truly engaged employees reflect a company's respect for its workforce, which, in turn, can be seen in
employees' job satisfaction and pride of ownership in their work.

Importance of employee engagement

Organizations with high levels of employee engagement are thought to be more profitable and
have higher customer satisfaction ratings than organizations with low levels, they also have less
absenteeism and turnover. In a competitive hiring market, engaged staff members who feel they have
good work-life balance and high levels of employee satisfaction are less likely to return a headhunter's
call.
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Benefits of employee engagement

A company with demonstrable employee satisfaction will find it easier to hire new workers, and
studies have shown that engaged employees can boost stock prices and shareholder returns. A culture of
engagement will also make on boarding easier, leading to new employees becoming productive at a
faster rate.

FACTORS CONTRIBUTING TO EMPLOYEE ENGAGEMENT

1. Career Development Opportunities

Career development opportunities are one of the factors contributing to employee engagement at
the workplace. When employers continuously invest both time and money in their employees’
development at the workplace, employees will realize that the company is also interested in the progress
in their career. And when an employee personally feels that his career goals can be achieved by being a
part of the organization then he will be able to actively engage to the organizational objective. Another
factor which the employee will consider is that the organization's interest on providing training to
continuously improvise the skill of its employees'.

2. Fair Pay Structure

Having a well-designed compensation plan that ensures equity should be a high priority for all
employers. Yet, a compensation plan should not be focused on the salary for a position. Compensation
plans can, and typically do, include things like commissions, bonuses or merit pay, stock options and a
comprehensive benefits package to complement a base salary. Compensation will typically be perceived
as fair if it is designed with a system of components including job descriptions, job analyses and
evaluations, and pay structures. Ensuring that these elements are included when determining
compensation plans is essential to maintaining internal and external equity.

3. Learning Culture

A learning culture is one with organizational values, systems and practices that support and
encourage both individuals, and the organization, to increase knowledge, competence and performance
levels on an ongoing basis. This, in turn, promotes continuous improvement and supports the
achievement of business goals, innovation and the ability to deal with change.
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One of the factors contributing to employee engagement is by creating a company culture that
encourages your employees to keep on learning and acquiring new knowledge all the time. An employee
who understands that their employer is not only interested in making profits and sales, but also in
improving and educating all of their staff, will soon learn to appreciate the company’s learning culture
and will get engage in the company’s goals.

4. Cultural diversity

Cultural diversity in the workplace encompasses the variety of experiences and perspectives that
arise from employee’s differences in an organization. These differences are based on race, gender, ethnic
group, age, sexual orientation, personality, cognitive style, religion, tenure, organizational function,
education, heritage, and more. Also known as multiculturalism, cultural diversity is born from the
values, norms, and traditions of an employee that affect the way she typically perceives, thinks, interacts,
behaves, and makes judgments. When companies recruit and retain a diverse pool of people, it brings
about different benefits to the company as well as its employees.

5. Transparency and Honesty

In an honest and transparent organization, team members are engaged and it becomes easier to
attract and retain talent, and the relationship with suppliers, partners and customers are strengthened.
Organizations that are transparent and honest are seen as more trustworthy and these organizations have
an easier time fostering strong employee relationships.

Employees value authenticity and transparency from organizations and leaders. They also want
to work for an organization that has ethical, responsible and transparent atmosphere. One of the best
ways for an organization to demonstrate its value is to be transparent and honest about what the
organization believes in and stands for.

6. Autonomy

In the past, traditional organizational structures have called for strict oversight at the lower levels
of the organization, and more autonomy in the higher ranks. However, studies show work environments
that are more autonomous in nature have not only higher job satisfaction, but also better productivity.
Most managers and leaders have, on a regular basis, the unenviable task of trying to get other people to
adopt particular goals. In an organization, employee autonomy can have positive benefits for both the
individuals and the company as a whole. When staff members have the freedom to approach their jobs in
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a way that suits their personalities and skill sets, your business can flourish as long as all bases are
covered.

7. Communication

Communication is a powerful tool that can have an enormous impact on the success of any
organization. Effective communication can increase employee engagement, boost workplace
productivity, and drive business growth. Communication is the cornerstone of an engaged workforce. A
company’s workforce represents its most significant investment and ultimately determines the success or
failure of the organization. Engaged employees are far more likely to demonstrate the dedication and
commitment that are essential to the long-term growth of any company, large or small. One of the most
difficult challenges for any organization today is to find ways to effectively speak to its employees.
Effective communication is important to employees, managers, senior leaders, and other stakeholders.

8. Employee Recognition

There is a powerful link between recognition and engagement. Simply by recognizing

and acknowledging employees for their work, companies can generate a strong emotional commitment
to their organization. Recognition can make staff feel valued and, as a result, contribute to great
employee experiences. Recognition not only boosts individual employee engagement, but it also has
been found to increase productivity and loyalty to the company, leading to higher retention.

10 C's of Employee Engagement

1. Connect
Leaders need to project that they value the employees of their respective organizations. To
establish an emotional connect with the employees, leaders must consider introducing employee-focused
initiatives such as profit sharing and introducing work-life balance initiatives in the organization.
Employee engagement is a direct reflection of the feelings of employees in an organization about their
relationship with their leaders. Employees tend to observe whether the leaders and their organization
actually walk the talk.
2. Career
Leaders should strive to provide meaningful and challenging work scenarios with ample
opportunities for growth for the career growth of their employees. Leaders need to ensure that they offer
opportunities for job rotation for their top talents, assign such goals which can be stretched to employees,
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hold employees accountable for their progress, and also ensure if the jobs are enriched regarding
responsibilities. Good leaders are ones who constantly challenge their employees while at the same time
instilling the confidence in them so that these challenges can be met. If leaders do not provide people
with the knowledge or the tools to succeed, it is certainly unethical and demotivating for employees.
This eventually leads to frustration, stress, and disengagement for employees.
3. Clarity
It is imperative that leaders need to communicate with their employees with a clear vision.
Employees are keen to comprehend the vision of their leaders for the organization and the goals that
their leaders decide for the department, team, or unit. In other words, it’s important that employees
clearly comprehend the organizational goals, their significance, and how these goals can be
accomplished in the best possible manner. When this clarity regarding understanding is achieved, the
employees can successfully contribute towards the success of the organization. One of the most crucial
problems in American business is sheer ignorance on the part of the employees as to how the business
functions. Hence it is important for leaders to understand that leaders use information not to intimidate
employees, or to manipulate and control them. Leaders need to use the information to teach their
employees how to function together as a cohesive unit to achieve common goals.
4. Communicate
Leaders should be able to clearly communicate their expectations from them and also provide
timely feedback as to how they are functioning in the organization. Good leaders are known for laying
down processes and procedures that help the employees to master important tasks and thereby help in
achieving their goals. In fact, a good leader is one who closely works with his employees on a day to day
basis to improve their skills and help them achieve small wins that will help a team or an organization to
give their best.
5. Congratulate
It is equally important for exceptional leaders to give due recognition to their employees, and not
just once, but consistently. Leaders need to ensure that they should provide not only immediate feedback
when the performance of an employee is poor, but also provide immediate recognition when an
employee performs exceedingly well too.
6. Contribute
It is common for employees to be keen to know that their input holds importance and that they
too can actively contribute towards the success of the organization. Leaders need to understand that
when an employee comprehends the correlation between his or her work and the strategic objectives of
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the organization, it is bound to have a positive impact on their job performance. Also, the attitude of an
employee towards his or her job has a significant impact regarding loyalty and customer service. Last
but not the least, when the attitude of employees improves, it also leads to an improvement in their job-
related behavior. Good leaders are those who can help their employees see and feel how they are
contributing towards the overall success of the organization.
7. Control
It holds a lot of significance for employees when they have control over the pace and flow of
their jobs. It’s up to leaders to create opportunities for exercising authority by their employees. When
employees are given some amount of flexibility based on their personal needs or included in the
decision-making process, it creates a feeling of trust within the employees, and it also leads to reduced
level of stress in them. Apart from this, it also helps in creating a culture where employees will want to
take up ownership of their issues and look for solutions.
8. Collaborate
Studies have proved that when employees work in teams collaboratively and have the trust of
their colleagues, they always outperform teams and individuals which fall short in the same. Great
leaders need to create a working environment that promotes trust and collaboration. Research supports
the fact that when employees of an organization cared for by their peers, it predicts a healthy degree of
employee engagement.
9. Credibility
Leaders of organizations should always strive to maintain the reputation of the company and
project very high ethical standards. Employees too want to be proud of their performance, their jobs, and
of course their organization.
10. Confidence
Great leaders help in generating confidence in an organization by being a classic example of
high ethical and performance standards. Leaders need to be actively involved in identifying the level of
employee engagement in their organization, figure out the factors behind any lack of employee
engagement, and strive to do away with all such reasons, and put into practice behavioral strategies that
will help to facilitate complete employee engagement. However, this is not a one-time effort, but an
ongoing one.
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1.2 STATEMENT OF THE PROBLEM

Organization has employees with diverse workforce who differs in race, gender, ethnic group,
age, personality, cognitive style, religion, tenure, education, heritage, and more. Engaging the
employees who possess this cultural diversity is more of a challenging job to the organization. As the
factors to convince each employee is vivid. Some employees value money, rewards while others value
respect, recognition, fair treatment. The exact means to engage employees are not clear and it is different
for different people and organization. It is vital for an organization to analyze that whether the
employees are oriented towards the goals of the organization as the key to the success of any
organization depends on the efforts and interests of the employee.

Disengagement results when the trust between the employee and the company is compromised
and the employees feel unable or unwilling to be engaged. In order to transform the disengaged and
neutral employees to a positive engaged employees a positive feeling should be implanted in them.

This project deals with the factors that contribute to engagement or disengagement of employees
at Ramco cements, corporate office, Chennai. The construct which are considered on the backdrop of
employee engagement include Employee commitment, Job Satisfaction, Organizational citizenship
behavior and career growth and development.

1.3 Objectives of Study

Primary Objective

To study employee engagement and various factors contributing to it in Ramco cements Limited.

Secondary Objective

 To evaluate the way organizational environment helps in the prosperity of employee

engagement.

 To assess the contribution of Associate's behavior in Employee Engagement.

 To understand the engagement of employees to organizational objective.

 To identify the difference in engagement levels caused due to variation in experience.

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1.4 Scope

Engagement differs for different people based on their demographics like experience, age,
gender, marital status and graduation and also based on other factors like job satisfaction, employee
commitment, behavior of associates and career growth and development. It is difficult to understand the
insights of the employees for the organization. A proper study on how the employees feel about the
organization in terms of their engagement could greatly benefit the organization, the result of which
could help the organization in earning the trust and confidence of its employees and bring about a
positive employee with greater engagement.

This study analyzes all the factors contributing to engagement and disengagement and also asses
what is expected out of an organization on employee behalf. So this study could help in improvising
ways to boost employee engagement.

1.5 Research Methodology

1.5.1 Research Design

Descriptive research design is a scientific method which involves observing and describing the
behavior of a subject without influencing it in any way. There are three
main types of descriptive methods, observational methods, case-study methods and survey methods. The
one which is used in this project is survey method by making the employees answer the research
questions.

Research design is needed as it is the framework or blueprint for conducting the research project.
It details the procedures necessary for obtaining the information needed to structure or solve research
problems. In simple words it is the general plan of how research is to be proceeded.

1.5.2 Research Questions

1. How organizational environment helps in the flourishment of employee engagement?

2. Which factor possessed by the employee contributes the most to employee engagement?

3. What are the causes for disengagement?

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1.5.3 Sampling Design

A sample design is made up of two elements.

1.Sampling method. Sampling method refers to the rules and procedures by which some
elements of the population are included in the sample. Some common sampling methods are simple
random sampling , stratified sampling , and cluster sampling . 2. Estimator. The estimation process for
calculating sample statistics is called the estimator.

1.5.4 Questionnaire Design

The questionnaire had two sectors. The first section consists of the demographic data to be
collected from the respondents. The second section consists of the statements measuring Organizational
climate, leadership, Job satisfaction, Employee Commitment and Employee Engagement. The Scale was
measured from a score of 5 to 1 with strongly disagree to strongly agree using five point Likerts Scale,
where higher score represents “Strongly agree” and the lesser gives “Strongly Disagree”.

Total Population : 110

Sample Size : 86

Sampling Technique : Simple Random sampling

1.5.5 Data Collection

There are two nature of data collected for the project

 Primary Data

 Secondary Data

Primary Data

Data collected by the investigator for a specific purpose. In Ramco cements the primary data is
collected by means of
1. Questionnaire
2. Personal observation
3. Interaction with employees
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Secondary Data

Data collected by someone else being utilized for the project is referred to as Secondary
Data. For this project the secondary data is collected by

1. Company Website

2. Company Magazine (Ramco Bhandham)

1.5.6 Chapter Scheme

Title page

Certificate from the institute

Certificate from the organization

Acknowledgement

Index

Chapter 1 INTRODUCTION

It contains introduction of the project, the factors influencing the study, statement of the problem,
the objectives of the study, Scope of the study, Data collection methods i.e. Primary and Secondary data
collected from various source.

Chapter 2 ORGANIZATION PROFILE

It contains detail about the industry profile and the complete history of the organization under
study. It includes details like its financial details, statistical details and also details regarding the
founders, shareholders, competitors etc.

Chapter 3 THEORETICAL FRAMEWORK AND REVIEW OF LITERATURE

It includes details regarding the topic under study and also it is include the details about the
literature study of the topic previously undergone by other researchers.
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Chapter 4 ANALYSIS AND DATA INTERPRETATION

Analysing of data obtained through the research questionnaire and presenting the processed data
as information in graphical and tabular form.

Chapter 5 FINDINGS, SUGGESTIONS AND CONCLUSIONS

It includes what is depicted out of the answers from the questionnaire, the suggestions to
improvise the existing organizational framework and also the conclusion of the project.

QUESTIONNAIRE

Contains the survey questions which is circulated amongst the employees of the organization to
obtain their insight about the organization in the backdrop of the topic under study.

BIBLIOGRAPHY

Comprise the details of the list of references used for the topic under study. This includes

 Company website
 Journals
 Magazines etc
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CHAPTER 2
ORGANIZATION PROFILE

2.1 Industry Profile

India is the second largest producer of cement in the world. India's cement industry is a vital part
of its economy, providing employment to more than a million people, directly or indirectly. Ever since it
was deregulated in 1982, the Indian cement industry has attracted huge investments, both from Indian as
well as foreign investors.
India has a lot of potential for development in the infrastructure and construction sector and the
cement sector is expected to largely benefit from it. Some of the recent major initiatives such as
development of 98 smart cities are expected to provide a major boost to the sector. A significant factor
which aids the growth of this sector is the ready availability of the raw materials for making cement,
such as limestone and coal.
Market Size

The housing and real estate sector is the biggest demand driver of cement, accounting for about
65 per cent of the total consumption in India. The other major consumers of cement include public
infrastructure at 20 per cent and industrial development at 15 per cent. Cement production capacity stood
at 502 million tonnes per year in 2018. Cement consumption is expected to grow by 4.5 per cent in FY19
supported by pick-up in the housing segment and higher infrastructure spending. The industry is
currently producing 280 MT for meetings its domestic demand and 5 MT for exports requirement.
The Indian cement industry is dominated by a few companies. The top 20 cement companies
account for almost 70 per cent of the total cement production of the country. A total of 210 large cement
plants account for a cumulative installed capacity of over 350 million tonnes, with 350 small plants
accounting for the rest. Of these 210 large cement plants, 77 are located in the states of Andhra Pradesh,
Rajasthan and Tamil Nadu.
Investments

On the back of growing demand, due to increased construction and infrastructural activities, the
cement sector in India has seen many investments and developments in recent times.
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According to data released by the Department of Industrial Policy and Promotion (DIPP), cement and
gypsum products attracted Foreign Direct Investment (FDI) worth US$ 5.26 billion between April 2000
and June 2018.
Some of the major investments in Indian cement industry are as follows:

 As of December 2018, Raysut Cement Company is planning to invest US$ 700 million in India
by 2022.
 During 2017-18, Ultratech commissioned a greenfield clinker plant with a capacity of 2.5 MTPA
and a cement grinding facility with 1.75 MTPA capacity in Dhar, Madhya Pradesh. The company
is expecting to complete a 1.75 MTPA cement grinding facility and a 13 MW waste heat
recovery system by September 2018 at the same location.
 In May 2018, Ultratech Cement decided to acquire the 13.4 MTPA capacity cement business of
Century Textiles and Industries.
 JK Cement is planning to invest Rs 1,500 crore (US$ 231.7 million) over the next 3 to 4 years to
increase its production capacity at its Mangrol plant from 10.5 MTPA to 14 MTPA.

Government Initiatives

In order to help the private sector companies thrive in the industry, the government has been
approving their investment schemes. Some such initiatives by the government in the recent past are as
follows:
In Budget 2018-19, Government of India announced setting up of an Affordable Housing Fund of Rs
25,000 crore (US$ 3.86 billion) under the National Housing Bank (NHB) which will be utilised for
easing credit to homebuyers. The move is expected to boost the demand of cement from the housing
segment.
Leading Producers and consumer states
 Andra Pradesh
 Karnataka
 Madya Pradesh
 Tamil Nadu
 Kerala
 Rajasthan
 Gujarat
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Among these states Madya Pradesh is the largest producer of cement. Since the raw materials
abundance favours the production in huge quantity.

Top 10 Cement Producing Countries

As per the Global Cement Top 100 Report 2017-2018 the countries that tops in the production
of cement are as follows:
1. China
2. India
3. United States of America
4. Russia
5. Vietnam
6. Brazil
7. Turkey
8. Iran
9. Indonesia
10. Saudi Arabia
Top 10 Cement Producers in India
1. UltraTech Cement
Ultratech is the India's largest amongst the world's total cement manufacturers. The company has
the presence in five countries. The total operations include 11 integrated plants, one white cement plant,
one clinkerisation plant, 15 grinding units, two rail and three coastal terminals, and 101 readymix
concrete plants. Additionally, the company is the largest clinker exporter in India.
Establishment : 1987
Headquarter : Mumbai
2.Shree Cements
Shree cements is a trusted brand in India, mainly in the northern and eastern part of the country.
Currently the company has the manufacturing operations over Northern and Eastern India across six
states. Additionally, the company is popular as one of the efficient and environmental friendly
companies in the global cement industry.
Establishment : 1970
Headquater : Bangur Nagar, Rajasthan
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3.Ambuja Cements
Ambuja cements is one of the most popular brands in Western India. The company was formerly
known as Gujarat Ambuja Cements Limited. Basically it is a major cement producing company in India.
Now the company is a part of the global conglomerate LafargeHolcim. Currently Ambuja cements has a
cement capacity of 29.65 million tonnes with five integrated cement manufacturing plants and eight
grinding units across the country.
Establishment : 1983
Headquarter : Mumbai
4.ACC
ACC limited is India's one of the largest manufacturers of cement and ready-mixed concrete. The
company has 17 modern cement factories and more than 50 ready-mixed concrete plants. ACC has a
unique block record of innovative research, product development, and specialized consultancy services.
Basically ACC is the first cement company in the country to start bulk cement especially for large
consumers
Establishment : 1936
Headquarter : Mumbai, Maharashtra
5. Ramco Cement
Ramco cement was founded as Madras Cement. Company's Flagship product Ramco grade is the
most trusted cement brand in South India. The company has 5 cement plants, 4 grinding plants, 1
packing plants, 1 ready-mix concrete plant and 1 dry mortar plant spread across the country. Companies
product range include Portland cement, Ready mix concrete and Dry mortar products.
Establishment : 1957
Headquarter : Chennai
6. Binani Cements
Binani cement is the flagship company of the Braj Binani group. Basically the company produces
ordinary Portland cement (OPC) and Pozzolona Portland cement (PPC) under the Binani brand.
Additionally, the company enjoys significant premium status in the Northern and Western India.
Establishment : 1997
Headquarter : Mumbai
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7. OCL India
OCL India is cement plant which was set up under the request of the Government of Odisha to
manufacture super grade cement for use in the construction of the Hirakud dam . The company is
popular for producing one of the most prestigious brand Konark.
Establishment : 1950
Headquarter : Rajgangpur(Odisha)

8.Birla Corp
Birla corporation of India Limited is an Indian based flagship company of the MP birla group of
companies. The cement division of Birla corporation Limited has seven plants. All the cement plants are
ISO 9001:2000 certificate covering the entire range of production and marketing. Some of the most
popular cement brands are Samrat, Khajuraho and Birla premium cement.
Establishment : 1919
Headquarter : Kokata, West Bengal
9. J.K Cement
JK cement company is extensively used in the manufacturing and distribution of cement as well
as cement based products. The company was founded by Lala Kamalpat Singhania. The company is the
second largest manufacturer of white cements and wall putty in India. Actually the comoany has the
annual production capacity of 600,000 tons and 700,000 tons in India.
Establishment : 1975
Headquarter : Kanpur
10. India Cement
This is one of the most popular cement companies in Southern India. From a two plant company
having just a capacity of 1.3 million tons in 1989, the company has robustly grown in the last two
decades. Presently the company has a total capacity of 15.5 million tons per annum. It has seven
integrated cement plants in Tamil Nadu, Telegana, Andhra Pradesh, one in Rajasthan and two grinding
units one each in Tamil Nadu and Maharashtra.
Establishment : 1946
Headquarter : Chennai, Tamil Nadu
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2.2 Company Profile

The Ramco Cements Limited is the flagship company of the Ramco Group, a well-known
business group of South India. It is headquartered at Chennai. The main product of the company is
Portland cement, manufactured in eight state-of-the art production facilities that includes Integrated
Cement plants and Grinding units with a current total production capacity of 16.45 MTPA (out of
which Satellite Grinding units capacity alone is 4 MTPA). The company is the fifth largest cement
producer in the country. Ramco is the most popular cement brand in South India. The company also
produces Ready Mix Concrete and Dry Mortar products, and operates one of the largest wind farms in
the country.

Sustainable Growth

The cement industry in India has been through several cyclical booms and busts. In all these
situations Ramco cements has grown steadily and presented a steady state of growth. Ramco cements
established itself in the frontier in Tamil Nadu and Kerala. It is India's fifth largest cement player. Its
share trades at Rs 835 but has limited liquidity as Ramco cements believe equity to be the costliest way
of financing. The company's focus is greater concentration on Research and development.

The company was promoted by P.A.C Ramasamy Raja of Rajapalayam in 1957 starting with a
200 tonne per daycement plant in R.R.Nagar near Madurai. A successful enterpreuner Raja had been
running the spinning mill at Rajapalyam since 1938. The operation of the new 200 tonne per day cement
palnt, by the name Madras cements Limited commenced with an initial capital of Rs 50 Lakh in 1961 at
R.R. Nagar. It was the third cement unit in the state after Dalmia cement and India Cement. Ramasamy's
son P.R. Ramasubrahmaneya Rajha became chairman of the company in 1962and helped it expand
steadily. He also set up the group's IT solution business, Ramco systems Limited in 1999. A spectacular
growth was observes i.e. from 200 tonnes per day to 16.5 Million tonnes per day.

Diversified Interests

The Rs 6900 Cr Ramco group has diverse businees interests in textiles, cement and Information
technology. Ramco cements, the flagship company of the group, based in Chennai has Eight modernized
production facilities, which includes integrated cement plants and grinding units with a total production
capacity of 16.5 MTP. Its grinding capacity alone is 4 MTP. One tonne of clinker produces 1.5 tonnes of
cement after the addition of fly ash. The capacity and location of these plants are discussed below
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Integrated Cement Plants

 Ramasamy Raja Nagar, Virudhunagar District, Tamil Nadu (2 Million Tonne Per Annum)
 Alathiyur (3.05 Million), Tamil Nadu
 Ariyalur, Govindapuram, Ariyalur District, Tamil Nadu (3.5 Million)
 Jayanthipuram,Krishna District, Andhra Pradesh (3.65 Million)
 Mathodu, Chitradurga District, Karnataka (2.90 Million)

Grinding Units

 Uthiramerur, Kanchipuram District, Tamil Nadu

 Valapady, Salem District, Tamil Nadu
 Kolaghat, Purba Medinipur District, West Bengal
 Vizag, Visakhapatnam , Andhra Pradesh

Packing Terminal

Nagercoil Packing Unit, Kumarapuram, Aralvaimozhi, Kanyakumari District, Tamil Nadu

Research Centre

Ramco Research Development Centre (RRDC), Chennai

Ready Mix Concrete Plant

In 1998, The Ramco Cements Limited established its RMC Unit to cater to the needs of the
Infrastructure and Housing Industry. This unit is located in Chennai at Vegaivasal on the Medavvakam
Mambakkam Road.
With its expertise and ability to produce concretes of various grades, the Plant has been
producing concrete customized to the unique requirements of its customers

Expanding Capacity and Growth

Ramco cements has investments in progress of over Rs.3500 Cr which is planned to be funded by
loans. Ramco reported a net sales of Rs.3992 Cr in March 2017, as against Rs 3661 Cr in March 2016.
Its net profit has increased by 19.75 percent to Rs 650 Cr in 2017 from Rs 542 Cr in March 2016. The
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debt to equity ratio is 0.38. Thepromoters hold 43 percent of the company, with 20 percent held by the
public and the rest with FIIs, MFs and BFIs .

Shareholding pattern

4 2

13
Promoter's
Public & others
43
MFs
FIIs
18
Government
BFIs

20

Fig 2.1 Shareholding Pattern

Scope in the future

The eastern states of India are likely to be the newer and virgin markets for cement companies
and could contribute to their bottom line in future. In the next 10 years, India could become the main
exporter of clinker and gray cement to the Middle East, Africa, and other developing nations of the
world. Cement plants near the ports, for instance the plants in Gujarat and Visakhapatnam, will have an
added advantage for exports and will logistically be well armed to face stiff competition from cement
plants in the interior of the country.
Due to the increasing demand in various sectors such as housing, commercial construction and
industrial construction, cement industry is expected to reach 550-600 Million Tonnes Per Annum
(MTPA) by the year 2025.
A large number of foreign players are also expected to enter the cement sector, owing to the
profit margins and steady demand. In future, domestic cement companies could go for global listings
either through the FCCB route or the GDR route.
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Awards
Winner of the Energy Performance
Ramco Company has won the following awards constituted by National Council for Cement and
Building Materials, New Delhi.
Ramasamy Raja Nagar Plant

 For Best Improvement in Electrical Energy Performance - 2014-15

 For Best Improvement in Energy Performance in Manufacture of Blended Cements - 2014-15

Alathiyur Plant

 For Best Improvement in Energy Performance in Manufacture of Blended Cements - 2013-14

The awards were presented by Sri.Sailendra Singh, Joint Secretary, Department of Industrial Policy and
Promotion, Ministry of Commerce and Industry, Government of India on 4.12.2015, at the 14th
International Seminar on Cement and Building Materials.
Winner of the Four Leaves Award
The Ramco Cements Limited is the only Company in the Indian Cement Industry to win the Four
Leaves Award (instituted by Centre for Science & Environment) for taking steps to protect the
environment by ensuring dust free and clean factory premises.
Winner of the Cleaner Production Measures Award
Andhra Pradesh Pollution Control Board and Environment & Forest Dept, Government of AP,
presented the Award to The Ramco Cements Limited , Jayanthipuram Unit in recognition of
practicing Cleaner Production Measures, on the eve of World Environment Day celebrated at Hyderabad
on 05-06-12.
Winner of CII Environmental Best Practices Award
Alathiyur Unit bagged the CII Environmental Best Practices Award 2012. The Award being
presented by Mr.L.S.Ganapati, Chairman, CII Environmental Best Practices Award Committee, 2012.
Other Awards
 Green Award 2012 for Alathiyur factory
 National Level Excellent Energy Efficient Unit Award 2012 for Alathiyur factory
 National Award for Energy Conservation (Confederation of Indian Industries)
 Best Energy Efficient Unit (National Council for Cement and Building Materials)
 21

 Corporate Performance Award (Economic Times)

 Best Improvement in Energy Performance (International Congress on Chemistry of
Cement)
 The Analyst Award (The Institute of Chartered Financial Analysts of India)
 Best all Round Industrial Performance (Federation of AP Chambers of Commerce
Industries)
 Visvesvariah Industrial Award (All India Manufacturers Organization)
 Business Excellence Award (Industrial Economist)
 Export Performance Award (CAPEXIL)
 State Safety Awards (Tamil Nadu & AP Governments)
 Good Industrial Relations Award (Tamil Nadu & AP Governments)
 Mine Safety Awards (Government of AP)
 Cleaner Production Measures (AP Pollution Control Board)
 22

CHAPTER 3

THEORETICAL FRAMEWORK AND REVIEW OF LITERATURE

3.1 Definition of Employee Engagement

Employee engagement is a property of the relationship between an organization and its

employees. An “engaged employee” is one who is fully absorbed by and enthusiastic about their work
and so takes positive action to further the organization’s reputation and interests. In other words it is the
emotional commitment the employee has to the organization and its goals. Employees could appear
contented at work but this does not necessarily mean that they are engaged in the true sense. These
employees may turn up at work without complaining and get along to doing their tasks of the day.
However, making them happy is far different from making them engaged.

Employee engagement is actually the level of enthusiasm and dedication an employee feels
toward his or her job. To these engaged employees, it is far more than a pay or any allowance provided,
it is the eagerness towards their task that makes them passionate in their work, and this passion is often
reflected in their individual outcomes. An engaged employee cares about their work and about the
performance of the company, and they want to feel that their efforts could make a difference. It is
generally seen as an internal state of mind; physically, mentally and emotionally that binds together the
work effort, commitment and satisfaction in an employee.

Professor William Kahn of Boston University was the first to coin the term ‟Engagement” in
1990 in his paper ‟Psychological conditions of personal engagement and disengagement at work”.
According to Kahn(1990) engagement is defined as the simultaneous employment and expression of a
person's preferred self in task behavior that promote connections to work and to others, personal
presence (physical, cognitive, emotional) and active,full performances. According to his perspective,
employee engagement is the best description of a multi dimensional motivational concept reflecting the
simultaneous investment of an individual's physical cognitive and emotional energy. Different authors
considers various constructs for their project based on the organization under study. The constructs taken
 23

under study in Ramco cements Limited includes 1. Organizational Citizenship Behavior 2. Employee
commitment 3. Job satisfaction 4. Career Growth and Development.

Fig 3.1 Drivers of Employee Engagement

3.2 Constructs of Employee Engagement

3.2.1 Organizational Citizenship Behavior

Organizations have long been interested in how employees feel and think about their jobs and
what employees are willing to dedicate to the organization. Researchers have argued that engagement as
a motivational variable should lead to high level of organizational performance. Employee engagement
is fundamentally a motivational concept that represents the active allocation of personal resources
associated with a work role. Employee engagement has been found to be positively related to individual
job performance. Employee engagement would be a predictor of organizational commitment,
Organizational citizenship behavior, and may lead to intention to leave.

When employees are engaged in their work, they increase the occurrence of behavior that
promotes effective and efficient functioning of the Organization. These behaviors are known as
Organizational Citizenship Behavior which can be defined as the individual behavior that is
discretionary, not directly and explicitly recognized by former reward system. OCB promotes the
effective and efficient functioning of the organization and thereby increase organizational performance.
 24

OCB is taken as a variable to test whether they boost the employee engagement thereby elevating
organizational performance.

3.2.2 Employee Commitment

Employee Engagement and Commitment are the two of the necessary endeavors in which
organization must invest its time and effort. Both are different, as engagement drives commitment,
whereas the reverse is not possible, commitment cannot be achieved without employee engagement.
Employee Engagement is about staff, takes place when employee show interest in their jobs, and are
willing to exert an extra discretionary effort to get the required results. It is not for the Organization and
comes from the internal motivation, however the benefits do reach the organization.

Commitment on the other hand is about identification with the organization, feeling proud to go
to work, and might not be prepared to go that extra mile for the job if the employee is high on
commitment and low on engagement however a highly committed and high engaged employee would be
excited about the job, put best effort into his/her duties and fully identifies with the organization. This
variable is taken into account to consider whether commitment influences the employees to get engaged
in their work or not.

3.2.3 Job Satisfaction

Employee satisfaction or job satisfaction is, quite simply, how content or satisfied employees are
with their jobs. Factors that influence employee satisfaction addressed in these surveys might include
compensation, workload, perceptions of management, flexibility, teamwork, resources, etc.
These things are all important to companies who want to keep their employees happy and reduce
turnover, but employee satisfaction is only a part of the overall solution. In fact, for some organizations,
satisfied employees are people the organization might be better off without. Satisfaction doesn't means
high performance or engagement. On the other hand Engaged employees are motivated to do more than
the bare minimum needed in order to keep their jobs. They have a strong sense of purpose and
leadership. They love to be challenged. Engaged employees are the engine of a company, and their
performance is proof of this. The importance of engagement cannot be overstated. Satisfied employees
are merely happy or content with their jobs and the status quo.

Employee satisfaction and employee engagement are similar concepts on the surface, and many
people use these terms interchangeably. The importance of knowing the difference between satisfaction
 25

and engagement is critical for an organization to make strategic decisions to create a culture of
engagement. Employee satisfaction covers the basic concerns and needs of employees. This variable is
taken into account to verify whether job satisfaction influences employee to engage positively to
organizational objective.

3.2.4 Career Growth and Development

Organizations are increasingly investing in career development programs to keep employees

engaged while helping them to improve their skills. Learning in the workplace is an investment that can
help companies retain and engage employees. Employee's believe it is management's job to provide
them with accelerated development opportunities. Workers who feel they are not on a solid growth path
or not improving their skills are more apt to leave your company than those who are continuously
learning new things and advancing their careers. Employees today seek long-term career growth
opportunities and have a desire to develop marketable skills. The more an employer can offer learning
and development onsite, the more likely employees will stick around and provide a good ROI on these
new skills.

3.3 Review of Literature

According to Wisnu Wardhana, Syamsul Maarif, Anggraini Sukmawati, ‟The survival and
growth of an organization is not only determined by success in managing finances based on capital or
money alone, but also determined by successful management of employees. The contribution of workers
above and beyond this formal work description is called Organizational Citizenship Behavior (OCB).
Positive behavior of employees will be able to support individual performance and organizational
performance for better organizational development.”

According to Trong Tuan Luu, Chris Rowley, Thanh Thao Vo ‟ Employee diversity, when
effectively managed, can fuel employees to add value to the organization.” The research entails the
investigation into how diversity-oriented HR practices that address and value employee diversity
contribute to employee work engagement.

Wisnu Wardhana, Syamsul Maarif, Anggraini Sukmawati, "Human Resource Management: The Influence of Organizational
Citizenship Behavior to Job Satisfaction and Employee Engagement at International Non-Profit Organization", International
Journal of Science and Research (IJSR), Volume 6 Issue 11, November 2017, 1712 - 1716

Trong Tuan Luu, Chris Rowley, Thanh Thao Vo, "Addressing employee diversity to foster their work engagement", Journal of
Cleaner Production, Volume 95, February 2019, Pages 303-315
 26

According to Matthew Potoski, Patrick J. Callery, ‟ Peer communication is a mechanism for

improving the credibility of employee engagement programs.” The research analyses the effect of peer
communication on control and test group to analyze the variation in employee engagement in the light of
peer communication.
According to Madhura Bedarkar, Deepika Pandita, ‟ Employee engagement as a tool for
strategic partner in the business. The key drivers of employee engagement includes three divers, namely
communication, work life balance and leadership. ” This study analyze how these drivers impact the
level of employee performance and well being at workplace of the employees.

Matthew Potoski, Patrick J. Callery, "Addressing employee diversity to foster their work engagement", Journal of Cleaner
Production, Volume172, 20 January 2018, Pages 1486-1500

Madhura Bedarkar, Deepika Pandita, "A Study on the Drivers of Employee Engagement Impacting Employee Performance",
Journal of Cleaner Production, Volume 133, 15 May 2014, Pages 106-115
 27

CHAPTER 4

ANALYSIS AND DATA INTERPRETATION

Frequency tables and charts showing the demographic factors of the respondents

Table 4.1 Age wise distribution

Age
Cumulative
Frequency Percent Valid Percent Percent
Valid 20-30 years 42 48.8 48.8 48.8
31-40 years 22 25.6 25.6 74.4
41-50 years 11 12.8 12.8 87.2
Above 50 years 11 12.8 12.8 100.0
Total 86 100.0 100.0

Fig 4.1 Age wise distribution

Inference
In the analysis 48.8% of the respondents were between 20-30 years, 25.6% of the respondents
were between 31-40 years, 12.8% of the respondents were between 40-50 years and 12.8% of the
respondents were above 50 years.
 28

Table 4.2 Gender wise distribution

Gender

Cumulative
Frequency Percent Valid Percent Percent
Valid Male 86 100.0 100.0 100.0

Fig 4.2 Gender wise distribution

Inference
In the analysis all the respondents were Male.
 29

Table 4.3 Marital status wise distribution

Marital status

Frequency Percent Valid Percent Cumulative Percent

Valid Married 51 59.3 59.3 59.3

Unmarried 35 40.7 40.7 100.0

Total 86 100.0 100.0

Fig 4.3 Marital status wise distribution

Inference
In the analysis 59.3% of the respondents were Married, 40.7% of the respondents were
Unmarried.
 30

Table 4.4 Graduation wise distribution

Graduation

Frequency Percent Valid Percent Cumulative Percent

Valid UG 55 64.0 64.0 64.0
PG 31 36.0 36.0 100.0
Total 86 100.0 100.0

Fig 4.4 Graduation wise distribution

Inference
In the analysis 64% of the respondents were Under Graduates, 36% of the respondents were Post
Graduates.
 31

Table 4.5 Experience wise distribution

Experience
Cumulative
Frequency Percent Valid Percent Percent
Valid 0-5 years 36 41.9 41.9 41.9
6-10 years 23 26.7 26.7 68.6
11-15 years 13 15.1 15.1 83.7
Above 15 years 14 16.3 16.3 100.0
Total 86 100.0 100.0

Fig 4.5 Experience wise distribution

Inference
In the analysis 41.9% of the respondents have experience of 0-5 years, 26.7% of the respondents
have experience of 6-10 years, 15.1% of the respondents have experience of 11-15 years and 16.3% of
the respondents have experience above 50 years.
 32

Table 4.6 Opinion on Enthusiasm towards work

Enthusiasm towards work is higher

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree
2 2.3 2.3 2.3

Disagree 11 12.8 12.8 15.1

Neutral 24 27.9 27.9 43.0
Agree 33 38.4 38.4 81.4
Strongly agree 16 18.6 18.6 100.0
Total 86 100.0 100.0

Fig 4.6 Opinion on Enthusiasm towards work

Inference
From the above table it is inferred that 2.3% rated strongly disagree, 12.8% rated Disagree,
27.9% rated neutral, 38.4% rated Agree and 18.6% rated Strongly agree about their enthusiasm towards
work being higher.
 33

Table 4.7 Opinion about Lengthy duration of work

Lengthy duration of work might affect the quality of work

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree
33 38.4 38.4 38.4

Disagree 41 47.7 47.7 86.0

Neutral 8 9.3 9.3 95.3
Agree 3 3.5 3.5 98.8
Strongly agree 1 1.2 1.2 100.0
Total 86 100.0 100.0

Fig 4.7 Opinion about Lengthy duration of work

Inference
From the above table it is inferred that 38.4% rated strongly disagree, 47.7% rated Disagree,
9.3% rated neutral, 3.5% rated Agree and 1.2% rated Strongly agree about their lengthy duration
affecting the quality of their work.
 34

Table 4.8 Opinion about their intense nature of work

Intense work never stops me from being enthusiastic

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree
3 3.5 3.5 3.5

Disagree 9 10.5 10.5 14.0

Neutral 30 34.9 34.9 48.8
Agree 31 36.0 36.0 84.9
Strongly agree 13 15.1 15.1 100.0
Total 86 100.0 100.0

Fig 4.8 Opinion about their intense nature of work

Inference
From the above table it is inferred that 3.5% rated strongly disagree, 10.5% rated Disagree,
34.9% rated neutral, 36% rated Agree and 15.1% rated Strongly agree about their intense nature of work
affecting their quality of work.
 35

Table 4.9 Opinion about their purpose of work done by them

The purpose of the work done by me is known

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree
3 3.5 3.5 3.5

Disagree 5 5.8 5.8 9.3

Neutral 20 23.3 23.3 32.6
Agree 32 37.2 37.2 69.8
Strongly Agree 26 30.2 30.2 100.0
Total 86 100.0 100.0

Fig 4.9 Opinion about their purpose of work done by them

Inference
From the above table it is inferred that 3.5% rated strongly disagree, 5.8% rated Disagree, 23.3%
rated neutral, 37.2% rated Agree and 30.2% rated Strongly agree about their knowledge on purpose of
work done by them.
 36

Table 4.10 Opinion about the challengers that triggers the employees to do the job

Challenges in job triggers interest to do the job

Cumulative
Frequency Percent Valid Percent Percent
Valid Disagree 1 1.2 1.2 1.2
Neutral 18 20.9 20.9 22.1
Agree 43 50.0 50.0 72.1
Strongly Agree 24 27.9 27.9 100.0
Total 86 100.0 100.0

Fig 4.10 Opinion about the challengers that triggers the employees to do the job

Inference
From the above table it is inferred that 1.2% rated Disagree, 20.9% rated neutral, 50.0% rated
Agree and 27.9% rated Strongly agree that the challenges motivates or triggers the employees to do the
job
 37

Table 4.11 Opinion about the help of the co-workers in accomplishing the tasks

Co-workers renders help in accomplishing difficult task

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree 5 5.8 5.8 5.8

Disagree 14 16.3 16.3 22.1

Neutral 14 16.3 16.3 38.4
Agree 35 40.7 40.7 79.1
Strongly Agree 18 20.9 20.9 100.0
Total 86 100.0 100.0

Fig 4.11 Opinion about the help of the co-workers in accomplishing the tasks

Inference
From the above table it is inferred that 5.8% rated strongly disagree16.3% rated Disagree, 16.3%
rated neutral, 40.7% rated Agree and 20.9% rated Strongly agree that their of co-workers help in
accomplishing the tasks.
 38

Table 4.12 Opinion about the procrastination that results because of helping co-workers

Procrastination is the result of helping co-workers

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree
13 15.1 15.1 15.1

Disagree 15 17.4 17.4 32.6

Neutral 24 27.9 27.9 60.5
Agree 27 31.4 31.4 91.9
Strongly Agree 7 8.1 8.1 100.0
Total 86 100.0 100.0

Fig 4.12 Opinion about the procrastination that results because of helping co-workers

Inference
From the above table it is inferred that 15.1% rated strongly disagree 17.4% rated Disagree,
27.9% rated neutral, 31.4% rated Agree and 8.1% rated Strongly agree that procrastination or delay in
work is the result of helping co-workers.
 39

Table 4.13 Opinion about the opportunities to express their view/perspective

Adequate opportunities are provided to express individual perspective

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree
5 5.8 5.8 5.8

Disagree 2 2.3 2.3 8.1

Neutral 5 5.8 5.8 14.0
Agree 40 46.5 46.5 60.5
Strongly Agree 34 39.5 39.5 100.0
Total 86 100.0 100.0

Fig 4.13 Opinion about the opportunities to express their view/perspective

Inference
From the above table it is inferred that 5.8% rated strongly disagree 2.3% rated Disagree, 5.8%
rated neutral, 46.5% rated Agree and 39.5% rated Strongly agree that adequate opportunities are
provided to express individual perspective.
 40

Table 4.14 Opinion about the communication of vital information to proceed work

Vital information to proceed work is effectively communicated

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree
5 5.8 5.8 5.8

Disagree 9 10.5 10.5 16.3

Neutral 20 23.3 23.3 39.5
Agree 38 44.2 44.2 83.7
Strongly Agree 14 16.3 16.3 100.0
Total 86 100.0 100.0

Fig 4.14 Opinion about the communication of vital information to proceed work

Inference
From the above table it is inferred that 5.8% rated strongly disagree 10.5% rated Disagree, 23.3%
rated neutral, 44.2% rated Agree and 16.3% rated Strongly agree that vital information to proceed work
is effectively communicated.
 41

Table 4.15 Opinion about the team spirit in the Organization

There is a strong sense of team spirit in the organization

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree
7 8.1 8.1 8.1

Disagree 8 9.3 9.3 17.4

Neutral 17 19.8 19.8 37.2
Agree 24 27.9 27.9 65.1
Strongly Agree 30 34.9 34.9 100.0
Total 86 100.0 100.0

Fig 4.15 Opinion about the team spirit in the Organization

Inference
From the above table it is inferred that 8.1% rated strongly disagree 9.3% rated Disagree, 19.8%
rated neutral, 27.9% rated Agree and 34.9% rated Strongly agree about the team spirit in the
organization.
 42

Table 4.16 Opinion about the sense of happiness working in the organization

There is a sense of happiness in working in this organization

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree
2 2.3 2.3 2.3

Disagree 7 8.1 8.1 10.5

Neutral 17 19.8 19.8 30.2
Agree 41 47.7 47.7 77.9
Strongly Agree 19 22.1 22.1 100.0
Total 86 100.0 100.0

Fig 4.16 Opinion about the sense of happiness working in the organization

Inference
From the above table it is inferred that 2.3% rated strongly disagree 8.1% rated Disagree, 19.8%
rated neutral, 47.7% rated Agree and 22.1% rated Strongly agree that they derive a sense of happiness
working in this organization.
 43

Table 4.17 Opinion about the employee's emotional attachment to the Organization

Emotional attachment to the organization is less

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree
32 37.2 37.2 37.2

Disagree 44 51.2 51.2 88.4

Neutral 6 7.0 7.0 95.3
Agree 2 2.3 2.3 97.7
Strongly Agree 2 2.3 2.3 100.0
Total 86 100.0 100.0

Fig 4.17 Opinion about the employee's emotional attachment to the Organization

Inference
From the above table it is inferred that 37.2% rated strongly disagree 51.2% rated Disagree, 7.0%
rated neutral, 2.3% rated Agree and 2.3% rated Strongly agree about their emotional attachment to the
organization.
 44

Table 4.18 Opinion about stay in the organization is more of a necessity than desire

Staying in the organization is more of a necessity then desire

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree
34 39.5 39.5 39.5

Disagree 43 50.0 50.0 89.5

Neutral 2 2.3 2.3 91.9
Agree 4 4.7 4.7 96.5
Strongly Agree 3 3.5 3.5 100.0
Total 86 100.0 100.0

Fig 4.18 Opinion about stay in the organization is more of a necessity than desire

Inference
From the above table it is inferred that 39.5% rated strongly disagree 50% rated Disagree, 2.3%
rated neutral, 4.7% rated Agree and 3.5% rated Strongly agree about their stay in the organization is
more of a necessity than desire.
 45

Table 4.19 Opinion about changing the organization quite often

Changing organization quite often is unethical

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree
8 9.3 9.3 9.3

Disagree 10 11.6 11.6 20.9

Neutral 29 33.7 33.7 54.7
Agree 19 22.1 22.1 76.7
Strongly Agree 20 23.3 23.3 100.0
Total 86 100.0 100.0

Fig 4.19 Opinion about changing the organization quite often

Inference
From the above table it is inferred that 9.3% rated strongly disagree 11.6% rated Disagree, 33.7%
rated neutral, 22.1% rated Agree and 23.3% rated Strongly agree about their decision to change the
organization quite often is unethical.
 46

Table 4.20 Opinion about quitting organization in case of a better opportunity

Quitting the job will be considered if a better opportunity is provided

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree
4 4.7 4.7 4.7

Disagree 2 2.3 2.3 7.0

Neutral 25 29.1 29.1 36.0
Agree 27 31.4 31.4 67.4
Strongly Agree 28 32.6 32.6 100.0
Total 86 100.0 100.0

Fig 4.20 Opinion about quitting organization in case of a better opportunity

Inference
From the above table it is inferred that 4.7% rated strongly disagree 2.3% rated Disagree, 29.1%
rated neutral, 31.4% rated Agree and 32.6% rated Strongly agree about their decision regarding
switching jobs in case of a better opportunity.
 47

Table 4.21 Opinion about satisfaction due to pay and fringe benefits

Pay and fringe benefits provides a sense of satisfaction

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree
2 2.3 2.3 2.3

Disagree 3 3.5 3.5 5.8

Neutral 19 22.1 22.1 27.9
Agree 40 46.5 46.5 74.4
Strongly Agree 22 25.6 25.6 100.0
Total 86 100.0 100.0

Fig 4.21 Opinion about satisfaction due to pay and fringe benefits

Inference
From the above table it is inferred that 2.3% rated strongly disagree 3.5% rated Disagree, 22.1%
rated neutral, 46.5% rated Agree and 25.6% rated Strongly agree that pay and fringe benefits offers
satisfaction.
 48

Table 4.22 Opinion about support and guidance

Adequate support and guidance are provided for work

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree 2 2.3 2.3 2.3

Disagree 3 3.5 3.5 5.8

Neutral 27 31.4 31.4 37.2
Agree 40 46.5 46.5 83.7
Strongly Agree 14 16.3 16.3 100.0
Total 86 100.0 100.0

Fig 4.22 Opinion about support and guidance

Inference
From the above table it is inferred that 2.3% rated strongly disagree 3.5% rated Disagree, 31.4%
rated neutral, 46.5% rated Agree and 16.3% rated Strongly agree that support and guidance offers job
satisfaction.
 49

Table 4.23 Opinion about the role of respect and fair treatment in job satisfaction

The degree of respect and fair treatment is a delight

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree
1 1.2 1.2 1.2

Disagree 5 5.8 5.8 7.0

Neutral 16 18.6 18.6 25.6
Agree 36 41.9 41.9 67.4
Strongly Agree 28 32.6 32.6 100.0
Total 86 100.0 100.0

Fig 4.23 Opinion about the role of respect and fair treatment in job satisfaction

Inference
From the above table it is inferred that 1.2% rated strongly disagree 5.8% rated Disagree, 18.6%
rated neutral, 18.6% rated Agree and 32.6% rated Strongly agree that the degree of respect and fair
treatment offers job satisfaction
 50

Table 4.24 Opinion about the independence in work

Independence to do work in my style gives contentment

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree 3 3.5 3.5 3.5

Disagree 5 5.8 5.8 9.3

Neutral 21 24.4 24.4 33.7
Agree 31 36.0 36.0 69.8
Strongly agree 26 30.2 30.2 100.0
Total 86 100.0 100.0

Fig 4.24 Opinion about the independence in work

Inference
From the above table it is inferred that 3.5% rated strongly disagree 5.8% rated Disagree, 24.4%
rated neutral, 36% rated Agree and 30.2% rated Strongly agree that the independence to do work in their
style gives contentment or job satisfaction.
 51

Table 4.25 Opinion about quality of supervision

Quality of supervision offers satisfaction

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree
3 3.5 3.5 3.5

Disagree 5 5.8 5.8 9.3

Neutral 17 19.8 19.8 29.1
Agree 46 53.5 53.5 82.6
Strongly agree 15 17.4 17.4 100.0
Total 86 100.0 100.0

Fig 4.25 Opinion about quality of supervision

Inference
From the above table it is inferred that 3.5% rated strongly disagree 5.8% rated Disagree, 19.8%
rated neutral, 53.5% rated Agree and 17.4% rated Strongly agree that the quality of supervision gives
satisfaction to them
 52

Table 4.26 Opinion about the organization's surety in career development

Organization gives me surety about achieving my career goal

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree
5 5.8 5.8 5.8

Disagree 7 8.1 8.1 14.0

Neutral 16 18.6 18.6 32.6
Agree 45 52.3 52.3 84.9
Strongly Agree 13 15.1 15.1 100.0
Total 86 100.0 100.0

Fig 4.25 Opinion about the organization's surety in career development

Inference
From the above table it is inferred that 5.8% rated strongly disagree 8.1% rated Disagree, 18.6%
rated neutral, 52.3% rated Agree and 15.1% rated Strongly agree that organization provides a surety to
them about their career growth.
 53

Table 4.27 Opinion about the organization's objective in terms of individual objective

Organization objective is in line with my career objective

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree
5 5.8 5.8 5.8

Disagree 5 5.8 5.8 11.6

Neutral 22 25.6 25.6 37.2
Agree 46 53.5 53.5 90.7
Strongly Agree 8 9.3 9.3 100.0
Total 86 100.0 100.0

Fig 4.27 Opinion about the organization's objective in terms of individual objective

Inference
From the above table it is inferred that 5.8% rated strongly disagree 5.8% rated Disagree, 25.6%
rated neutral, 53.5% rated Agree and 9.3% rated Strongly agree that organization's objective is in line
with their career objective.
 54

Table 4.28 Opinion about opportunities to improve skills of an individual

Opportunities to improve/develop skills are provided by the organization

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree 3 3.5 3.5 3.5

Disagree 3 3.5 3.5 7.0

Neutral 24 27.9 27.9 34.9
Agree 39 45.3 45.3 80.2
Strongly Agree 17 19.8 19.8 100.0
Total 86 100.0 100.0

Fig 4.28 Opinion about opportunities to improve skills of an individual

Inference
From the above table it is inferred that 3.5% rated strongly disagree 3.5% rated Disagree, 27.9%
rated neutral, 45.3% rated Agree and 19.8% rated Strongly agree that organization provide opportunities
for individual's career growth and development.
 55

Table 4.29 Opinion about the training that is provided for career development

Necessary training is provided to keep up with career path

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree
6 7.0 7.0 7.0

Disagree 12 14.0 14.0 20.9

Neutral 17 19.8 19.8 40.7
Agree 37 43.0 43.0 83.7
Strongly agree 14 16.3 16.3 100.0
Total 86 100.0 100.0

Fig 4.29 Opinion about the training that is provided for career development

Inference
From the above table it is inferred that 7% rated strongly disagree 14% rated Disagree, 19.8%
rated neutral, 43% rated Agree and 16.3% rated Strongly agree that necessary trainings are provided to
keep up in the career path.
 56

Table 4.30 Opinion about superiors who helps in career development

Superiors encourage in professional development

Cumulative
Frequency Percent Valid Percent Percent
Valid Strongly disagree 3 3.5 3.5 3.5

Disagree 4 4.7 4.7 8.1

Neutral 24 27.9 27.9 36.0
Agree 33 38.4 38.4 74.4
Strongly Agree 22 25.6 25.6 100.0
Total 86 100.0 100.0
Fig 4.30 Opinion about superiors who helps in career development

Inference
From the above table it is inferred that 3.5% rated strongly disagree 4.7% rated Disagree, 27.9%
rated neutral, 38.4% rated Agree and 25.6% rated Strongly agree that superiors encourage employees in
their professional development.
 57

To test the relationship between Experience and Employee Engagement

Hₒ - There is no significant relationship between Experience and Employee Engagement

H1 - There is a significant relationship between Experience and Employee Engagement

Table 4.31 Relationship between Experience and Employee Engagement

ANOVA
Enthusiasm towards work is higher

Sum of Squares df Mean Square F Sig.

Between Groups
4.104 3 1.368 1.354 .263

Within Groups 82.827 82 1.010

Total 86.930 85

Inference
From the above table it is inferred that test statistics is greater than p value(i.e. F > Fp value) so
the null hypothesis is accepted and inferred that there is no significant relationship between experience
and employee engagement
 58

To test the relationship between Employee Engagement and Organizational Citizenship Behavior

Hₒ - There is no significant relationship between Employee Engagement and Organizational Citizenship

Behavior
H1 - There is a significant relationship between Employee Engagement and Organizational Citizenship
Behavior

Table 4.32 Relationship between Employee Engagement and Organizational Citizenship Behavior

Correlations
EE OCB
EE Pearson Correlation 1 .392**
Sig. (2-tailed) .000
Sum of Squares and Cross-products 780.756 346.442
Covariance 9.185 4.076
N 86 86
OCB Pearson Correlation .392** 1
Sig. (2-tailed) .000
Sum of Squares and Cross-products 346.442 1.002E3
Covariance 4.076 11.783
N 86 86
**. Correlation is significant at the 0.01 level (2-tailed).

Inference
Since the significance value is less than 0.05 the alternate hypothesis is accepted at 1%
significance level i.e. there is a positive relationship of 39.2% between employee Engagement and
Organizational Citizenship Behavior. So Employee Engagement increases if there is favorable
citizenship behavior in the organization.
 59

To test the relationship between Employee Engagement and Employee Commitment

Hₒ - There is no significant relationship between Employee Engagement and Employee Commitment

H1 - There is a significant relationship between Employee Engagement and Employee Commitment

Table 4.33 Relationship between Employee Engagement and Employee Commitment

Correlations
EE EC
EE Pearson Correlation 1 .325**
Sig. (2-tailed) .002
Sum of Squares and Cross-products 780.756 221.802
Covariance 9.185 2.609
N 86 86
**
EC Pearson Correlation .325 1
Sig. (2-tailed) .002
Sum of Squares and Cross-products 221.802 595.221
Covariance 2.609 7.003
N 86 86
**. Correlation is significant at the 0.01 level (2-tailed).

Inference
Since the significance value is less than 0.05, the alternate hypothesis is accepted at 1%
significance level i.e. there is a positive relationship of 32.5% between employee commitment ad
employee engagement. This implies that employee commitment also boosts the engagement of
employees.
 60

To test the relationship between Employee Engagement and Job Satisfaction

Hₒ - There is no significant relationship between Employee Engagement and Job Satisfaction

H1 - There is a significant relationship between Employee Engagement and Job Satisfaction

Table 4.34 Relationship between Employee Engagement and Job Satisfaction

Correlations
EE JS
EE Pearson Correlation 1 .575**
Sig. (2-tailed) .000
Sum of Squares and Cross-products 780.756 480.488
Covariance 9.185 5.653
N 86 86
JS Pearson Correlation .575** 1
Sig. (2-tailed) .000
Sum of Squares and Cross-products 480.488 893.023
Covariance 5.653 10.506
N 86 86
**. Correlation is significant at the 0.01 level (2-tailed).

Inference
Since the significance value is less than 0.05 the alternate hypothesis is accepted at 1%
significance level i.e. there is a positive relationship of 57.5% between employee Engagement and job
satisfaction. This implies that the satisfaction obtained from the job makes the employees engaged to the
work.
 61

To test the relationship between Employee Engagement and Career Growth and Development

Hₒ - There is no significant relationship between Employee Engagement and Career Growth and
Development
H1 - There is a significant relationship between Employee Engagement and Career Growth and
Development

Table 4.35 Relationship between Employee Engagement and Career Growth and Development

Correlations
EE CGD
EE Pearson Correlation 1 .404**
Sig. (2-tailed) .000
Sum of Squares and Cross-products 780.756 407.895
Covariance 9.185 4.799
N 86 86
CGD Pearson Correlation .404** 1
Sig. (2-tailed) .000
Sum of Squares and Cross-products 407.895 1.308E3
Covariance 4.799 15.393
N 86 86
**. Correlation is significant at the 0.01 level (2-tailed).

Inference
Since the significance value is less than 0.05 the alternate hypothesis is accepted at
1% significance level i.e. there is a positive relationship of 40.4% between employee
Engagement and career growth and development. This implies that the organization offers a
clear career path which prompts the employees to get emotionally engaged to the
organization.
 62

CHAPTER 5
FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 Findings

 From the analysis it is inferred that 48.8% of the respondents were between 20-30 years,
25.6% of the respondents were between 31-40 years, 12.8% of the respondents were
between 40-50 years and 12.8% of the respondents were above 50 years.
 From the analysis it is inferred that 81.4% of the respondents were Male, 18.6% of the
respondents were Female.
 From the analysis it is inferred that 59.3% of the respondents were Married, 40.7% of the
respondents were Unmarried.
 From the analysis it is inferred that 64% of the respondents were Under Graduates, 36%
of the respondents were Post Graduates .
 From the analysis it is inferred that 41.9% of the respondents have experience of 0-5
years, 26.7% of the respondents have experience of 6-10 years, 15.1% of the respondents
have experience of 11-15 years and 16.3% of the respondents have experience above 50
years.
 From the analysis it is inferred that 2.3% rated strongly disagree, 12.8% rated Disagree,
27.9% rated neutral, 38.4% rated Agree and 18.6% rated Strongly agree about their
enthusiasm towards work being higher.
 From the analysis it is inferred that 8.1% rated strongly disagree, 16.3% rated Disagree,
18.6% rated neutral, 37.2% rated Agree and 19.8% rated Strongly agree about their
lengthy duration affecting the quality of their work.
 From the analysis it is inferred that 3.5% rated strongly disagree, 10.5% rated Disagree,
34.9% rated neutral, 36% rated Agree and 15.1% rated Strongly agree about their intense
nature of work affecting their quality of work.
 From the analysis it is inferred that 3.5% rated strongly disagree, 5.8% rated Disagree,
23.3% rated neutral, 37.2% rated Agree and 30.2% rated Strongly agree about their
knowledge about the purpose of work done by them, i.e. the reason for assignment of
work.
 63

 From the analysis it is inferred that 1.2% rated Disagree, 20.9% rated neutral, 50.0% rated
Agree and 27.9% rated Strongly agree that the challenges motivates or triggers the
employees to do the job.
 From the analysis it is inferred that 5.8% rated strongly disagree16.3% rated Disagree,
16.3% rated neutral, 40.7% rated Agree and 20.9% rated Strongly agree that their of co-
workers help in accomplishing the tasks.
 From the analysis it is inferred that 15.1% rated strongly disagree 17.4% rated Disagree,
27.9% rated neutral, 31.4% rated Agree and 8.1% rated Strongly agree that
procrastination or delay in work is the result of helping co-workers.
 From the analysis it is inferred that 4.7% rated strongly disagree 15.1% rated Disagree,
30.2% rated neutral, 32.6% rated Agree and 17.4% rated Strongly agree that adequate
opportunities are provided to express individual perspective.
 From the analysis it is inferred that 5.8% rated strongly disagree 10.5% rated Disagree,
23.3% rated neutral, 44.2% rated Agree and 16.3% rated Strongly agree that vital
information to proceed work is effectively communicated.
 From the analysis it is inferred that 8.1% rated strongly disagree 9.3% rated Disagree,
19.8% rated neutral, 27.9% rated Agree and 34.9% rated Strongly agree about the team
spirit in the organization.
 From the analysis it is inferred that 2.3% rated strongly disagree 8.1% rated Disagree,
19.8% rated neutral, 47.7% rated Agree and 22.1% rated Strongly agree that they derive a
sense of happiness working in this organization.
 From the analysis it is inferred that 7.0% rated strongly disagree 20.9% rated Disagree,
31.4% rated neutral, 26.7% rated Agree and 14.0% rated Strongly agree about their
emotional attachment to the organization.
 From the analysis it is inferred that 3.5% rated strongly disagree 15.1% rated Disagree,
27.9% rated neutral, 30.2% rated Agree and 23.3% rated Strongly agree about their stay
in the organization is more of a necessity than desire.
 From the analysis it is inferred that 9.3% rated strongly disagree 11.6% rated Disagree,
33.7% rated neutral, 22.1% rated Agree and 23.3% rated Strongly agree about their
decision to change the organization quite often is unethical.
 64

 From the analysis it is inferred that 4.7% rated strongly disagree 2.3% rated Disagree,
29.1% rated neutral, 31.4% rated Agree and 32.6% rated Strongly agree about their
decision regarding switching jobs in case of a better opportunity.
 From the analysis it is inferred that 2.3% rated strongly disagree 3.5% rated Disagree,
22.1% rated neutral, 46.5% rated Agree and 25.6% rated Strongly agree that pay and
fringe benefits offers satisfaction.
 From the analysis it is inferred that 2.3% rated strongly disagree 3.5% rated Disagree,
31.4% rated neutral, 46.5% rated Agree and 16.3% rated Strongly agree that support and
guidance offers job satisfaction.
 From the analysis it is inferred that 1.2% rated strongly disagree 5.8% rated Disagree,
18.6% rated neutral, 18.6% rated Agree and 32.6% rated Strongly agree that the degree of
respect and fair treatment offers job satisfaction.
 From the analysis it is inferred that 3.5% rated strongly disagree 5.8% rated Disagree,
24.4% rated neutral, 36% rated Agree and 30.2% rated Strongly agree that the
independence to do work in their style gives contentment or job satisfaction.
 From the analysis it is inferred that 3.5% rated strongly disagree 5.8% rated Disagree,
19.8% rated neutral, 53.5% rated Agree and 17.4% rated Strongly agree that the quality of
supervision gives satisfaction to them.
 From the analysis it is inferred that 5.8% rated strongly disagree 8.1% rated Disagree,
18.6% rated neutral, 52.3% rated Agree and 15.1% rated Strongly agree that organization
provides a surety to them about their career growth.
 From the analysis it is inferred that 5.8% rated strongly disagree 5.8% rated Disagree,
25.6% rated neutral, 53.5% rated Agree and 9.3% rated Strongly agree that organization's
objective is in line with their career objective.
 From the analysis it is inferred that 3.5% rated strongly disagree 3.5% rated Disagree,
27.9% rated neutral, 45.3% rated Agree and 19.8% rated Strongly agree that organization
provide opportunities for individual's career growth and development.
 From the analysis it is inferred that 7% rated strongly disagree 14% rated Disagree,
19.8% rated neutral, 43% rated Agree and 16.3% rated Strongly agree that necessary
trainings are provided to keep up in the career path.
 65

 From the analysis it is inferred that 3.5% rated strongly disagree 4.7% rated Disagree,
27.9% rated neutral, 38.4% rated Agree and 25.6% rated Strongly agree that superiors
encourage employees in their professional development.
 From the analysis it is inferred that there is no significant relationship between experience
and employee engagement.
 From the analysis it is inferred that there is significant relationship between Employee
Engagement and Organizational Citizenship Behavior. The co-workers behavior
influences employee engagement.
 From the analysis it is inferred that there is no significant relationship between employee
commitment ad employee engagement.
 From the analysis it is inferred that satisfaction obtained from the job makes the
employees engaged to the work.
 From the analysis it is inferred that organization offers a clear career path which prompts
the employees to get emotionally engaged to the organization.
 66

5.2 Suggestions
1.Some of the employees are not sure about the purpose of work done by them. Hence
they should be clarified about the purpose of work.
2. Employees feel happy about the challenges in the job. Hence more challenges would
trigger the employees in achieving greater results.
3. Employees are emotionally attached to the organization due to the job satisfaction, fair
treatment and adequate supervision hence it should be sustained.
4. Many employees feel that they would change the organization if a better opportunity is
provided. Hence measures to keep the employees hooked to the organization should be
employed.
5. There is no relationship between experience and enthusiasm. Therefore adequate
enthusiasm in work is available for people with different experience and it should be
maintained.
6. Many employees are of the opinion that changing the organization quite often is not
unethical, they should be counseled to change their perception.
7. Many employees feel that training serves greater purpose for their career development.
Hence training needs should be properly recognized.
 67

5.3 Conclusion
Employee Engagement is more of a long term motivation which orients the employees towards
the organizational objective. The degree of employee engagement varies with age, gender, income level,
company policies and procedures, rewards, recognition etc. If there is a higher rate of employee
engagement in the organization then the organization will be able to achieve greater success as human
resources are the most effective resource that an Organization can posses. In that aspect Ramco cements
organization is effective in engaging the employees by with the provision of job satisfaction and a steady
development in an individual's career growth. There exist a greater team spirit in the organization which
implies that the associates behavior in the organization plays a major part in engaging the employees to
the work. The superior's interest in the development of employees for greater benefit of the organization
in the future is also spectacular aspect for employee engagement in the organization. Overall the study
shows that the employees are contented at Ramco cements which contributes to the employee
engagement in the Organization.
 68

ANNEXURE

QUESTIONNAIRE ON EMPLOYEE ENGAGEMENT

IN THE ORGANIZATION

1) Age
 20-30 years  31-40 years  41-50 years  Above 50 years
2) Gender
 Male  Female
3) Marital Status
 Married  Unmarried
4) Graduation
 UG  PG
5) Experience
 0-5years  6-10years  11-15years  Above 15 years

RATING SCALE

1 2 3 4 5
Strongly Disagree Neutral Agree Strongly
Disagree Agree

I. Employee Engagement

S.No FACTORS 1 2 3 4 5

1 Enthusiasm towards work is higher.

2 Lengthy duration of work might affect the quality of

work.

3 Intense work never stops me from being enthusiastic.

4 The purpose of the work done by me is known.

5 Challenges in job triggers interest to do the job.

 69

II. Organizational Citizenship Behaviour

S.No FACTORS 1 2 3 4 5

1 Co-workers renders help in accomplishing difficult

task.
2 Procrastination is the result of helping co-workers.

3 Adequate opportunities are provided to express

individual perspective.
4 Vital information to proceed work is effectively
communicated.
5 There is a strong sense of team spirit in the
organization.

III. Employee commitment

S.No FACTORS 1 2 3 4 5
1 There is a sense of happiness in working in this
organization.
2 Emotional attachment to the organization is less.

3 Staying in the organization is more of a necessity

then desire.
4 Changing organization quite often is unethical

5 Quitting the job will be considered if a better

opportunity is provided.
 70

IV. Job Satisfaction

S.No FACTORS 1 2 3 4 5
1 Pay and fringe benefits provides a sense of
satisfaction.

2 Adequate support and guidance are provided for

work.
3 The degree of respect and fair treatment is a delight.

4 Independence to do work in my style gives

contentment.
5 Quality of supervision offers satisfaction.

V. Career Growth and development

S.No FACTORS 1 2 3 4 5
1 Organization gives me surety about achieving my
career goal.

2 Organization objective is in line with my career

objective.

3 Opportunities to improve/develop skills are provided

by the organization.
4 Necessary training is provided to keep up with career
path.
5 Superiors encourage in professional development.
 71

BIBLIOGRAPHY

Journals

 Wisnu Wardhana, Syamsul Maarif, Anggraini Sukmawati, "Human Resource Management: The

Influence of Organizational Citizenship Behavior to Job Satisfaction and Employee Engagement

at International Non-Profit Organization", International Journal of Science and Research (IJSR),

Volume 6 Issue 11, November 2017, 1712 - 1716

 Trong Tuan Luu, Chris Rowley, Thanh Thao Vo, "Addressing employee diversity to foster their

work engagement", Journal of Cleaner Production, Volume 95, February 2019, Pages 303-315

 Matthew Potoski, Patrick J. Callery, "Addressing employee diversity to foster their

work engagement", Journal of Cleaner Production, Volume172, 20 January 2018, Pages 1486-

1500

 Madhura Bedarkar, Deepika Pandita, " A Study on drivers of Employee Engagement impacting

Employee performance" Journal of Cleaner Production, Volume 133, 15 May 2014, Pages 106-

115

Websites

 http://www.ramcocements.in/about-us.aspx retrieved on 15-01-19

 https://inside.6q.io/10-factors-contributing-employee-engagement/ retrieved on 25-01-19

 https://www.forbes.com/sites/adp/career-development-programs-investing-in-employee-

engagement-and-retention retrieved on 12-02-2019

 https://www.researchgate.net/publication/272659420_The_Relationship_between_Employee_En

gagement_Organizational_Citizenship_Behavior retrieved on 14-02-19

 http://www.mnestudies.com/human-resource/employee-engagement-commitment retrieved on 14-

02-19
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