1.

1 INTRODUCTION Employee engagement

Employee engagement, also called work engagement or worker engagement, is a business management concept. An "engaged employee" Engagement at work was conceptualized by Kahn, (1990) as the harnessing of organizational members selves to their work roles. In engagement, people employ and express themselves physically, cognitively, and emotionally during role performances. The second related construct to engagement in organizational behavior is the notion of flow advanced by Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975) defines flow as the holistic sensation that, people feel when they act with total involvement. Flow is the state in which there is little distinction between the self and environment. When individuals are in Flow State little conscious control is necessary for their actions. Employee engagement is the thus the level of commitment and involvement an employee has towards their organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee. Thus Employee engagement is a barometer that determines the association of a person with the organization Engagement is most closely associated with the existing construction of job involvement (Brown 1996) and flow (Csikszentmihalyi, 1990). Job involvement is defined as the degree to which the job situation is central to the person and his or her identity (Lawler & Hall, 1970). Kanungo (1982) maintained that job involvement is a Cognitive or belief state of Psychological identification. Job involvement is thought to depend on both need saliency and the potential of a job to satisfy these needs. Thus job involvement results form a cognitive judgment about the needs satisfying abilities of the job. Jobs in this view are tied to ones self image. Engagement differs from job in as it is concerned more with how the individual employees his/her self during the performance of his / her job. Furthermore engagement entails the active use of emotions. Finally engagement may be thought of as an antecedent to job involvement in that individuals who experience deep engagement in their roles should come to

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

Aspects of Employee Engagement

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

Categories of Employee Engagement

According to the Gallup the Consulting organization there are there are different types of people:Engaged--"Engaged" employees are builders. They want to know the desired expectations for their role so they can meet and exceed them. They're naturally curious about their company and their place in it. They perform at consistently high levels. They want to use their talents and strengths at work every day. They work with passion and they drive innovation and move their organization forward Not Engaged Not-engaged employees tend to concentrate on tasks rather than the goals and outcomes they are expected to accomplish. They want to be told what to do just so they can do it and say they have finished. They focus on accomplishing tasks vs. achieving an outcome. Employees who are not-engaged tend to feel their contributions are being overlooked, and their potential is not being tapped. They often feel this way because they don't have productive relationships with their managers or with their co-workers. Actively Disengaged--The "actively disengaged" employees are the "cave dwellers." They're "Consistently against Virtually Everything." They're not just unhappy at work; they're busy acting out their unhappiness .They sow seeds of negativity at every opportunity. Every day,
2

actively disengaged workers undermine what their engaged co-workers accomplish. As workers increasingly rely on each other to generate products and services, the problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization's functioning.

Importance of Engagement
Engagement is important for managers to cultivate given that disengagement or alienation is central to the problem of workers lack of commitment and motivation (Aktouf). Meaningless work is often associated with apathy and detachment from ones works (Thomas and Velthouse). In such conditions, individuals are thought to be estranged from their selves (Seeman, 1972) .Other Research using a different resource of engagement (involvement and enthusiasm) has linked it to such variables as employee turnover, customer satisfaction loyalty, safety and to a lesser degree, productivity and profitability criteria (Harter, Schnidt & Hayes, 2002). An organizations capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. Some of the advantages of Engaged employees are Engaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom line business success. They will normally perform better and are more motivated. There is a significant link between employee engagement and profitability. They form an emotional connection with the company. This impacts their attitude towards the companys clients, and thereby improves customer satisfaction and service levels It builds passion, commitment and alignment with the organizations strategies and goals. Increases employees trust in the organization Creates a sense of loyalty in a competitive environment Provides a high-energy working environment Boosts business growth Makes the employees effective brand ambassadors for the company A highly engaged employee will consistently deliver beyond expectations. In the workplace research on employee engagement (Harter, Schmidt & Hayes, 2002) have repeatedly asked employees whether they have the opportunity to do what they do best everyday. While one in five employees strongly agree with this statement. Those work units scoring higher on this perception have substantially higher performance. Thus employee engagement is critical to any organization that seeks to retain valued employees. The Watson Wyatt consulting companies has been proved that there is an intrinsic link between employee engagement, customer loyalty,
3

and profitability. As organizations globalize and become more dependent on technology in a virtual working environment, there is a greater need to connect and engage with employees to provide them with an organizational identity.

Factors Leading to Employee Engagement

Studies have shown that there are some critical factors which lead to Employee engagement. Some of them identified are

Career Development- Opportunities for Personal Development

Organizations with high levels of engagement provide employees with opportunities to develop their abilities, learn new skills, acquire new knowledge and realise their potential. When companies plan for the career paths of their employees and invest in them in this way their people invest in them.

Career Development Effective Management of Talent

Career development influences engagement for employees and retaining the most talented employees and providing opportunities for personal development.

Fig1.1 Employee Engagement Model

Leadership- Clarity of Company Values

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

Leadership Respectful Treatment of Employees

5

Successful organizations show respect for each employees qualities and contribution regardless of their job level.

Leadership Companys Standards of Ethical Behaviour

A companys ethical stand ards also lead to engagement of an individual

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

How to measure Employee Engagement?

Gallup research consistently confirms that engaged work places compared with least engaged are much more likely to have lower employee turnover, higher than average customer loyalty, above average productivity and earnings. These are all good things that prove that engaging and involving employees make good business sense and building shareholder value. Negative workplace relationships may be a big part of why so many employees are not engaged with their jobs.

Step I: Listen
The employer must listen to his employees and remember that this is a continuous process. The information employees supply will provide direction. This is the only way to identify their specific concerns. When leaders listen, employees respond by becoming more engaged. This results in increased productivity and employee retention. Engaged employees are much more likely to be satisfied in their positions, remain with the company, be promoted, and strive for higher levels of performance.

Step II: Measure current level of employee engagement

Employee engagement needs to be measured at regular intervals in order to track its contribution to the success of the organisation. But measuring the engagement (feedback through surveys) without planning how to handle the result can lead employees to disengage. It is therefore not enough to feel the Pulsethe action plan is just as essential.
6

Step III: - Identify the problem areas

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

Step IV: Taking action to improve employee engagement by acting upon the problem areas
Nothing is more discouraging to employees than to be asked for their feedback and see no movement toward resolution of their issues. Even the smallest actions taken to address concerns will let the staff know how their input is valued. Feeling valued will boost

1.2 COMPANY PROFILE

Murugappa Group is one of India's leading business conglomerates. The Group has 28 businesses including seven listed Companies actively traded in NSE & BSE. Headquartered in Chennai, the major Companies of the Group include Carborundum Universal Ltd.,
7

Cholamandalam Investment and Finance Company Ltd., Cholamandalam MS General Insurance Company Ltd., Coromandel International Ltd., Coromandel Engineering Company Ltd., E.I.D. Parry (India) Ltd., Parry Agro Industries Ltd., Tube Investments of India Ltd., Market leaders in served segments including Abrasives, Auto Components, Cycles, Sugar, Farm Inputs, Fertilizers, Plantations, Construction, Bio-products and Nutraceuticals, the Group has forged strong joint venture alliances with leading international companies like Mitsui Sumitomo, Foskor, Cargill, Groupe Chimique Tunisien, Winterthur Technology Group and Morgan Crucible. The Group has a wide geographical presence panning 13 states in India and 5 continents.
Renowned brands like BSA, Hercules, Ballmaster, Ajax, Parrys, Gromor and Paramfos are from the Murugappa stable. The organization fosters an environment of professionalism and has a workforce of over 32,000 employees.

TUBE INVESTSMENTS OF INDIA LIMITED

Tube Investments of India Ltd is part of the USD 3.24 billion Murugappa Group. Over the past five decades, the company has honed its competencies in the field of metallurgy, engineering, design and development. It has four divisions - TI Cycles, Tube Products of India (TPI), TIDC India and TI Metal Forming - each a pioneer and market leader in its segment.
TPI is the undisputed market leader in high-end cold drawn welded (CDW) tubes. TI Cycles brings you the BSA and Hercules brands of bicycles and fitness equipment. TIDC is India's leading manufacturer of power transmission chains for the automotive, industrial and agricultural segments. TI Metal Forming pioneered cold roll forming and is a market leader in speciality steel strips for the bearings and fine blank industry. TI also enjoys a sizeable share of the Indian auto market by manufacturing auto door frames at TI Metal forming. TI reported a turnover of 1761.84 crores in 2006-07, 11 per cent higher than the previous year. It was originally founded as TI Cycles of India, in 1949. Group companies Tube Products of India and TI Miller - which manufactured cycle lamps and dynamo sets - were merged with the company in 1959 and 1984, respectively. It has 13 manufacturing and assembly units spread across the country, all supported by marketing offices that act as an interface between customer requirements and the production team. The company's shares are listed on the National, Mumbai and 8

Chennai stock exchanges within India and its GDRs on the Luxembourg Stock Exchange.

Areas of Business
TI has evolved a successful business portfolio over the years. Starting as one of the most important post-independence forays by the Murugappa Group into manufacturing - the bicycle, the poor man's vehicle - the company has successfully grown diversified engineering businesses serving various industries.

BUSINESS DIVISIONS TI Cycles of India

BSA and Hercules are two of the leading brands of bicycles from TI Cycles in the Indian market. Recently, the company has entered the growing fitness equipment segment in order to cater to the contemporary consumer needs. With a

network of around 1500 direct dealers and more than 10000 indirect dealers TI Cycles has a nation wide presence. A pioneer in the market, TI Cycles has constantly come up with new trends in line with evolving consumer needs. With the changing RETAIL environment, TI Cycles has introduced 'BSA GO' stores, which have revolutionised the bicycle outlet in India. A one-stop premium shop for all bicycling and fitness requirements, BSA GO has a customer friendly ambience which serves as a model for other bicycle outlets in the country.

TIDC India
TIDC is one of India's leading manufacturers of power transmission chains for the industrial, automotive and agricultural segments. The company was established in 1960 and today is the undisputed market leader in both the industrial and automotive chains. The company made a foray into fine blanking in line with its vision of becoming a prominent global player in power transmission components, and is now a major supplier of FB components to the automotive industry. Currently, about 45 per cent of the company's turnover is from exports and this is an indication of its growing global presence. TIDC exports chains under the brand name 'Rombo'. Its chains have gained recognition in Europe, the US, Japan, South America and Asian markets for high quality and reliability. Over 50 per cent of the chains exported are for special applications. In the domestic market the 'Diamond' brand chains cater to a range of two wheelers and industrial OEMs. TIDC also services the after-market with kits and chains through a well-established distribution network and warehouses.

TI Metal Forming
Pioneers in cold roll forming, TIMF manufactures precision value-added sheet metal components like car door frames, sashes, divisional channels, stainless steel rails, chassis long members, deep drawn parts, hydroformed parts,

10

CRF sections for the Indian Railways, etc.Established in 1965 as a division of Tube Investments, TIMF's key target customers are auto OEMs, Indian railway wagon builders, tier 1 auto components manufacturers, etc.

Tube Products of India (TPI)

TPI is India's undisputed market leader in cold drawn welded (CDW) steel tubes. Set up in 1955, the company produces precision steel tubes, CR strips and high strength tubular components that cater to the demanding needs of the automobile, general engineering, boiler, white goods and fine blanking industries. A TS16949 and ISO 14001 certified company, TPI is the preferred supplier of precision welded tubes to major automotive companies in India and abroad. Today, TPI is the preferred supplier of precision tubes, Electric Resistance Welded (ERW) and Cold Drawn Welded (CDW), to major automotive companies in India and abroad. TPI is India's undisputed market leader in CDW tubes to the Automotive industry. It has also significant market presence in power plants, boiler, textile machinery, general engineering. It is the Market leader in Telescopic Front Fork Inner tubes and Cylinder bore tubes for shock absorber and gas spring applications, Propeller shaft tubes for Automotive segment. Other Speciality products include Rear Axle Tubes, Side Impact Beams, Tie Rods, Drag links, Heavy thick steering shafts and Hydraulic Cylinder tubes. The International Business Division (IBD) was formed to focus on international markets, gearing TPI to compete with global tube manufacturers. The most recent addition to TPI is the Tubular Components Division (TCD), which manufactures high strength tubular auto components, providing the advantage of weight reduction, higher component efficiency and cost reduction.

TPI produces a wide range of CRCA strips including special extra deep drawing, high tensile, medium carbon, high carbon finding application in industries such as Bearings, Automobile, Auto Ancillaries, white goods, fine blanking and General Engineering. TPI has been supplying to customers such as Bajaj Auto Anciliaries, TVS Motors
11

Anciliaries, Hero Honda Anciliaries, Tata Motors, Toyota India, Delphi, Gabriel, Escorts , Endurance. Its success stems from market driven, customer oriented approach coupled with superior process design, short product development cycle, delivering high quality products and efficient customer service ensuring total customer satisfaction. TPI has Integrated manufacturing facilities at Chennai (Two tubes plants and one strips plant at Avadi and one at Ambattur), Shirwal & Mohali.. These plants conform to international standards and achieve operational excellence through TPM. TPI has distribution centers across India, which ensures timely service to the customers daily requirements. TPI has received ISO-TS 16949 for all plants, ISO 9001: 2000 for all plants, ISO 14001:2004 for Avadi & IBD Plants, Self-certification for boiler tubes by the central boiler board. TPI is the Winner of the Sword of honour for outstanding safety performance from the British Safety council. Tubular Components Division (TCD), a plant of TPI, has won Supplier Performance Award 2007-2008. Timely delivery, top notch quality and excellent service have been key for the division for winning this award.

QUALITY
Product Development Flow

12

Quality is the hallmark of TPI tubes. And the quality of every tube manufactured at TPI is assured by a comprehensive quality system which encompasses all activities right from customer enquiry to the final dispatch of finished tubes. The Quality system at TPI Main plant, shirwal and Mohali is accredited with ISO 9000-2000 while the export unit has the QS 9000 certification from BVQI. Adhering to strict environment protection norms, TPI EOU also has acquired ISO 14000 status. Quality Assurance begins right from the customer's enquiry. The customer's needs and specifications are studied very carefully and minutely before submitting a commercial offer. After receipt of the Purchase Order, a systematic approach is followed to establish and validate the manufacturing process through a well documented process sequence and the process capability studies are carried out for the critical parameters during the trial run through statistical Quality control techniques and the PPAP (Process Part Approval Plan) is submitted to the customer for approval. Quality is assured right from the raw material stage itself. Raw material both hot rolled coils as well as cold rolled coils are bought from reputed Indian Steel Mills or imported from the best steel producing plants. All incoming material is inspected for chemical composition and tested for mechanical properties, gauge variation and visually inspected for surface defects. All Hot rolled coils are pickled to clean all surface impurities and scales before it is fed into the tube mills. At the tube mill, the product is rolled as per the set parameters and the initial set up tubes are subjected to the cone test, flattening test and crushing tests. The weld flow angle check is a mandatory qualifying test for each and every size of tube rolled to ensure the weld integrity. At the draw bench for the cold drawn tubes, the tubes are again randomly subjected to destructive tests. All the critical parts are subjected to non destructive eddy current tests and if specified, pressure testing and magnetic crack detection tests. One of the latest features to be added to the non destructive testing capability is the introduction of Ultrasonic Inspection for thick walled tubes. Other tests include the mechanical testing for Tensile strength, yield strength and hardness in line with the customers specifications. These include 13

dimensional and visual checks for thickness, outside diameter, inside diameter, ovality, straightness, fin height, surface finish. After complete inspection, the tubes are stenciled online through automatic stenciling machine giving details of the order number and batch number for easy traceability. The tubes are then oiled and packed to ensure that the tubes are received by the customer in exactly the same condition that it was packed at the plant. The tubes are dipped in non bituminous rust preventive oil which can be easily cleaned before use. The tubes are then packed in hexagonal bundles and each bundle is tagged with a printed tag for identification. The hexagonal bundles are then wrapped in HDPE sleeves for protection and loaded on to containers and is cleared for dispatch. All the shipments are accompanied by a Work Test Certificate. Further inspections by third party such as Lloyds, Bureau Veritas or customer's own inspection can be arranged if required and agreed at the time of purchase order by the customer.

FLOW CHART

14

Fig1.2 Quality of product development

15

2.1 OBJECTIVE OF THE STUDY Primary Objective:

To find out the level of employee engagement in TUBE PRODUCTS OF INDIA

Secondary Objectives:
1. To find out the relationship between employee engagement and Productivity 2. To analyse the relationship between employee engagement and Absenteeism 3. To find out whether increase in employee engagement has an impact on Employee Satisfaction 4. To study the effectiveness of free flow of information between the management and the employees. 5. To examine the effects of work culture/environment in Tube Products of India on employee

16

2.2 SCOPE OF THE STUDY

It

suggested

that

first

ought

to

observe

every

minute

a c t i v i t y going in the TUBE PRODUCTS OF INDIA.

Following the above was the task to be aware about the structure, functioning and products of the TUBE PRODUCTS OF INDIA. After that I undertook the job of employee interaction- the m o s t important part of my project. Employee interaction was in the form of questionnaire fill up. Report generation was the ultimate ramification of the questionnaire questionnaire administration in the survey.

17

2.3 NEED FORTHE STUDY

Builds passion, commitment and alignment with the organizations strategies and goals Create a sense of loyalty in a competitive environment Lowers attrition rate Increase productivity and improves morale Boost business growth Increases employees trust in the organization

All together employee engagement creates overall organizations effectiveness. Thus an organization can gain a competitive advantages by creating an engaged employees. It therefore becomes, imperative for the organizations to identify the level of engagement in their organizations, strive to eliminate the reasons behind the disengaged employees and implement strategies to make them fully engaged. Employees may work more intelligently if they are informed about the reasons for and the intention of decisions that are taken in a participative atmosphere. To find out the general opinion of employee towards the management of the organization with respect to their level of satisfaction.

18

2.4 LIMITATIONS OF THE STUDY

Since the study is conducted in a particular company, the result of the company cannot be generalized to other company or industries. Some employees are not interested in disclosing their true skills/ qualifications. So there is a chance of getting some false information. The study totally depends upon the information provided by the respondent subjective bias is not eliminated.

To determine whether effective employee empowerment helps to increase employee engagement.

Due to lack of time, sample size is small and depth analysis is not done.

19

2.5REVIEW OF LITERATURE
Mohammad Safari Kahreh, Heidar Ahmadi, Asgar Hashemi, May 2011 Achieving Competitive advantage through empowering employees: An empirical study Volume 3 No 2 pg: 27-32 Published by: For East Research Centre Abstract: While discussion of employee empowerment has been prevalent in the popular literature for many years, theoretical research on psychological empowerment has been appearing only recently in scholarly journals. Empowerment is a concept that links individual strengths and competencies, natural helping systems and proactive behavior to social policy and social change. This paper aims to illustrate the role of empowering employees on the gaining competitive advantage. For this purpose, a novel and innovative conceptual framework are used and presented. Data are gathered from academicians and experts associated with the financial services in Iran. In this paper, three main dimensions of competitive advantage that are Efficiency, Innovation and Responsiveness are investigated and examined. Results showed that the dimensions of employees empowerment are positively affected on gaining sustainable competitive advantage for organizations. Ali Dahmal Al- Aamri , June 2009 Employee Motivating In Private Organization Volume 1, No. 2, Pg no: 1-12 Abstract: Business all over the world today is very challenging. Internal and external operating environment factors continue to challenge corporate performance and revenue growth. To stay profitable in the highly challenging and competitive global market economy, all the factor of production men, machine, materials should be wisely managed. Among the factors of production human resource constitutes the biggest challenge because unlike other inputs employee management calls for skillful handling of thoughts, feelings and emotions to secure higher productivity. Employee motivation delivers long-term benefits in the form of higher productivity. A motivated employee is a valuable asset which delivers immense value to the organization in maintaining and strengthening its business and revenue growth. The project paper studies employee motivating in private organization.
20

Sharon McKechnie Predicting employee engagement in an age-diverse retail workforce Abstract: The news that the early retirement trend has been reversed and current older workers plan to work past conventional retirement ages has been widely heralded. Managers have been encouraged to make adjustments to differences in job conditions that are important to older workers. We use social exchange theory and the norm of reciprocity as a framework for examining six dimensions of job quality for their impact on employee engagement among several groups of older and younger workers at different points in the cycle of their careers in a large retail setting. Employees N=6047 were surveyed as part of a large-scale research project. Exploratory factor analyses identified commonalities among 27 job quality variables and four reliable factors. Regression analyses estimated the relationship between four job conditions and employee engagement. Although the relative weights of the factors differed by career stage, the same factors: Supervisor Support and Recognition; Schedule Satisfaction; and Job Clarity were significant predictors of employee engagement for all age groups; Career Development was a predictor for all but the retirement-eligible employees. Findings reveal the importance of recognizing age diversity among both young and old employees. Both theoretical and practical implications are discussed. Andrea Seymour and Kathryne Dupre Advancing employee engagement through a healthy workplace strategy Abstract: Background In recent years, there has been increased focus on improving the quality of the working lives of staff in health care organizations. Research shows that improvements can be achieved through a comprehensive organizational approach to workplace health. Improved worker engagement is a realizable outcome of such an approach, provided that it is based on reliable and relevant data and is tailored to the specific environment in which it is being implemented. Assessment of problem An intervention project was designed to develop an organization-wide approach to employee workplace health. A comprehensive health risk assessment was undertaken, along with a staff survey on workplace culture, individual health practice and environmental effects on physical health.

21

Results In general, the findings present a positive picture of the culture and factors that influence psychological wellbeing. However, improvement is needed in some areas: satisfaction is only marginally outweighing stress, and musculoskeletal disorders account for much absenteeism. Employee health needs include weight management, improving fitness and nutrition, and decreasing coronary risk. Strategies for change Results have prompted this organization to pursue the development of a Healthy Workplace Policy that will be used as a filter for all other policies relating to workplace culture, environment and practice, and have provided the impetus and focus to review the organization of employee health services. Lessons learned three major administrative activities are necessary to move from planning to sustained action: ensure adherence of all staff to any policy derived from a health risk assessment; ensure staff feel proposed changes are relevant and important; and create a road map to guide the development of a strategic and an implementation plan. The findings outlined in this report can be addressed by organizations that are willing to commit to a comprehensive approach to workplace health. Jyotsna Bhatnagar Emerald Group Publishing Limited Abstract: Purpose With talent management becoming an area of growing concern in the literature, the purpose of this paper is to investigate talent management and its relationship to levels of employee engagement using a mixed method research design. Design the first phase was a survey on a sample of 272 BPO/ITES employees, using Gallup q12 or Gallup Workplace Audit. Focus group interview discussion was based on reasons for attrition and the unique problems of employee engagement. In the second phase, one of the BPO organizations from the phase I sample was chosen at random and exit interview data was analyzed using factor analysis and content analysis. Findings the results were in the expected direction and fulfilled the research aims of the current study. In the first phase low factor loadings indicated low engagement scores at the beginning of the career and at completion of 16 months with the organization. High factor loadings at intermediate stages of employment were indicative of high engagement levels, but the interview data reflected that this may mean high loyalty, but only for a limited time. In the second phase factor loadings indicated three distinct factors of organizational culture, career

22

planning along with incentives and organizational support. The first two were indicative of high attrition. Research limitations a limitation of the research design was a sample size of 272 respondents. Some of the Cronbach's alpha scores of the subscales of Gallup q12 were low. The strength of the study lies in data triangulation, which was obtained through a mixed method approach, a survey and unstructured focus group interviews. There are theoretical implications for the construct of employee engagement. There seems to be a construct contamination from the fields of employee satisfaction, employee commitment and employee involvement, which is beyond the scope of this paper. Future studies in India may look into this area and construct an independent scale of employee engagement, focusing on the antecedent variables and testing them for theoretical underpinnings. Journal of Occupational and Organizational Psychology, September 2010 Volume 83, Issue 3, pages 579599 Abstract: We constructed a model of workplace psychosocial safety climate (PSC) to explain the origins of job demands and resources, worker psychological health, and employee engagement. PSC refers to policies, practices, and procedures for the protection of worker psychological health and safety. Using the job demandsresources framework, we hypothesized that PSC as an upstream organizational resource influenced largely by senior management, would precede the work context (i.e., job demands and resources) and would in turn predict psychological health and work engagement via mediation and moderation pathways. We operationalized PSC at the school level and tested meso-mediational models using two-level (longitudinal) hierarchical linear modelling in a sample of Australian education workers (N = 209288). Data were repeated measures separated by 12 months, nested within 18 schools. PSC predicted change in individual psychological health problems (psychological distress, emotional exhaustion) through its relationship with individual job demands (work pressure and emotional demands). PSC moderated the relationship between emotional demands and emotional exhaustion. PSC predicted change in employee engagement, through its relationship with skill discretion. The results show that the PSC construct is a key upstream component of work stress theory and a logical intervention site for work stress intervention.

23

Journal of Human Resource Management, September 2009 Volume 22, Issue 3, pages 463591 Abstract: An organizations productivity is measured not in terms of employee satisfaction but in terms of employee engagement. Employees are said to be engaged when they show a positive attitude towards the organization and e x p r e s s commitment to remain with the organization. It is the a level

o f commitment and involvement an employee has towards the organization and its values. An engaged employee is aware of the business context and works with colleagues to improve performance within the job for the benefit of the organization. The profit chain establishes relationship between profitability, c u s t o m e r l o y a l t y a n d e m p l o y e e satisfaction, loyalty and productivity. The links in the chain (which should be regarded as propositions) areas follows; profit and growth are stimulated primarily by customer loyalty. Loyalty is a direct result of customers satisfaction. Satisfaction is largely influenced by the services provided to customers. Satisfied, loyal and productive employee creates value. Employee satisfaction in turn results p r i m a r i l y f r o m h i g h q u a l i t y s u p p o r t s e r v i c e s a n d p o l i c i e s t h a t e n a b l e employees to deliver results to customers. HR practioners believe that the engagement challenge has a lot to do with how employee feels about th e work experience and how he/she is treated in the organization. it has a lot to do with emotions which are fundamentally related to drive bottom line success in a company. Employee engagement represents an alignment of maximum job satisfaction with maximum job contribution. By plotting a given population against these two axes, five distinct employee segments are identified-fully engaged, almost engaged, honeymooners & hamsters, crash & burn and disengaged. According to BW-HR global survey 34% of the employees in India are fully engaged and 13% disengaged. as many as 29% are almost engaged.

24

Fred Luthans, Employee engagement and manager self-efficacy Abstract: Although technology still dominates, human resources and how they are managed is receiving increased attention in the analysis of gaining competitive advantage. Yet, many complex questions remain. This study first examines the theoretical understanding of employee engagement. Then an empirical investigation is made of the role that a wide variety of managers n = 170 psychological state of self-efficacy plays in the relationship between their employees average of about 16 per manager measured engagement and a multiple measure self, subordinates and peers of the managers effectiveness. Results of the statistical analysis indicate that the managers self-efficacy is a partial mediator of the relationship between his or her employees engagement and the managers rated effectiveness. Overall, these findings suggest that both employee engagement and manager self-efficacy are important antecedents that together may more positively influence manager effectiveness than either predictor by itself. Implications for effective management development and practice are discussed.

25

RESEARCH METHODOLOGY RESEARCH:

According to Clifford woody, Research means, Defining and redefining problems, formulation hypothesis or suggested solution; collection organizing and evaluating data; making deduction and reaching conclusion to determine whether they fit the formulating hypothesis. Research in common parlance refers to a search for knowledge. Once can also define research as a scientific and systematic search for pertinent information on a specific topic. In fact, research is an art of scientific investigation. The advanced Learners Dictionary of current English lays down the meaning of research as a careful investigation or inquiry especially through search for new facts in any branch of knowledge. Redman and Mory define research as a systematized effort to gain new knowledge. Some people consider research as a movement, a movement from the known to unknown. It is actually a voyage of discovery.

RESEARCH DESIGN:
The adoption of a proper methodology is an essential and important step in conducting survey or any research. In this study the researcher has adopted a descriptive research method. Descriptive research study are those studies which are concerned with describing the character of a particular individual, or of a group.

TYPE OF RESEARCH USED IN THIS STUDY: Descriptive research:

Descriptive research includes survey and facts findings enquiries of different kinds. The major purpose of the descriptive research is that there is a detailed description of state of affairs as it exists at present. In social science and business research we quite use the term ex post facto research for the descriptive research studies. The main characteristic of this method is that the researcher has no control over the variables. He only reports what has happened or what is happening. Most of the projects are used for descriptive study in which the researcher seeks to measure such certain items ex post facto research also includes attempts by the researcher to discover even when they cannot control the variables. The methods of research utilized in descriptive research are survey method of all kinds, including comparative and correlation methods.

26

SAMPLING PLAN:
Population Population or universe can be defined as the complete set of items, which are of interested in any particular situation in case of population data is collected from each and every unit. Sampling Unit This answers who is to be surveyed. The researcher must define target population that will be sampled; ones this is determined a sampling frame is developed so that everyone in the target population has an equal chance of being selected. Sample Sample denotes the entire part of the universe, which is studied and conclusions are drawn on the basis of the entire universe. Sample size An important decision that has to be taken is adopting the sampling technique is about the size of the sample. Size of the sample means the number of sample unit selected from the population for investigation. It answers how many people should be surveyed. The sampling method used is stratified sampling. Sampling Technique Stratified Sampling is used in this study. Stratified sampling is a method of polling that separates the population into groups with commonalities and then polls members of each group. The separation may be by gender, ethnicity, age or other common interests. As a result of separating the groups it is then possible to obtain a more accurate poll and to identify specific target groups for marketing purposes.
SAMPLE SIZE DETERMINATION: The data gathering exercise was begun with a survey pre-test analysis. Samples of 25 Vodafone Outlets were investigated to assess the suitability of the questionnaire design. Based on the response entertained by them and analysis of the same questionnaire was found to be suitable for the study.

27

Mathematical formula is used to determine the sampling size.

n = Z2 * P * Q e2

(1.96)2 * 0.87 *0.13 (0.05)2

= 175

Hence, from the above sample size determination it is found that 175 responses have to be considered in order to study the Employee Engagement at tube products of India.

SOURCE OF DATA:
Data refers to information or facts. The data regarding the various engagement activities and other required information where collected with the help of the Human Resource department.

TYPES OF DATA USED IN THIS STUDY

The types of data may be classified into (a) primary data and (b) secondary data. Primary Data: Primary data are first-hand information collected through various methods such as observation, interviewing, mailing etc. Secondary Data: Secondary data are the data that have been already collected and compiled for another purpose.

TOOLS USED FOR DATA COLLECTION

Primary data was collected using the questioner. A questionnaire consists of a number

of questions printed or typed in definite order on a form or set of forms. This questionnaire is issued to the respondents who are expected to read and understand the questions and write down the reply in the space meant for it in the questionnaire itself. RESEARCH TOOL: Questionnaire A form containing a set of questions, especially one addressed to a statistically significant number of subjects as a way of gathering information for a survey.

Types of questions used:

28

Open-end Questions: Open-end questions are those questions that give your audience an opportunity to express their opinions. In these types of questions, there are no predetermined set of responses and the person is free to answer however he/she chooses. By including Openend questions in your questionnaire, you can get true, insightful and even unexpected suggestions. Qualitative questions fall under the category of open format questions. An ideal questionnaire would include an open format question at the end of the questionnaire that would ask the respondent about suggestions for changes or improvements. Closed -end Questions: Closed-end questions are questions that include multiple choice answers. Multiple choice questions fall under the category of closed format questions. These multiple choices could either be in even numbers or in odd numbers. By including closed-end questions in your questionnaire design, you can easily calculate statistical data and percentages. Preliminary analysis can also be performed with ease. Closed-end questions can be asked to different groups at different intervals. This can enable you to efficiently track opinion over time. Multiple Choice Questions: In this type of questions, the respondents are given 4-5 choices in which the respondents has to select one. For this type of questions, we can apply statistical tools like Chi-square and weighted average method.
Secondary data is the data that have been already collected by and readily available from other sources. Such data are cheaper and more quickly obtainable than the primary data and also may be available when primary data cannot be obtained at all.

29

TOOLS USED FOR DATA ANALYSIS

1. Charts and Tables 2. Interval Estimation 3. KolmogorovSmirnov test 4. Spearmans Rank Correlation 5. Chi-Square 6. Two-way Anova 7. Weighted Average

1. CHARTS: The tables and charts are used mainly for the multiple choice questions. And these tables and charts are used to frame the findings. Graphical method is used in order to represent the factor in various graphical methods like pie chart, column chart, tubes, cone and cylinder. 2. INTERVAL ESTIMATION: Interval estimation, in statistics, the evaluation of a parameterfor example, the mean (average)of a population by computing an interval, or range of values, within which the parameter is most likely to be located. Intervals are commonly chosen such that the parameter falls within with a 95 or 99 percent probability, called the confidence coefficient. Hence, the intervals are called confidence intervals; the end points of such an interval are called upper and lower confidence limits.

Obj100

Interval estimation is derived using the formula

30

Where, p is the sample proportion of success, q is the sample proportion of failure, n is the sample size & z is the standard variants for a given confidence level.

3. KOLMOGOROVSMIRNOV TEST:

In statistics, the KolmogorovSmirnov test (KS test) is a nonparametric test for the equality of continuous, one-dimensional probability distributions that can be used to compare a sample with a reference probability distribution (one-sample KS test), or to compare two samples (two-sample KS test).

4. SPEARMANS RANK CORRELATION: Spearman's Rank Correlation is a technique used to test the direction and strength of the relationship between two variables. In other words, its a device to show whether any one set of numbers has an effect on another set of numbers. It uses the statistic Rs which falls between -1 and +1. Spearmans rank correlation is derived using the formula R=1- 6D2n(n2-1) Where D2 the sum of squares of rank differences is, observations. is the number of paired

5. CHI-SQUARE: Chi-square is a statistical test commonly used to compare observed data with data we would expect to obtain according to a specific hypothesis. For example, if, according to Mendel's laws, you expected 10 of 20 offspring from a cross to be male and the actual observed number was 8 males, then you might want to know about the "goodness to fit" between the observed and expected. Were the deviations (differences between observed and expected) the result of chance, or were they due to other factors. How much deviation can occur before you, the investigator, must conclude that something other than chance is at work, causing the observed to differ from the expected. The chi-square test is always testing what scientists call
31

the null hypothesis, which states that there is no significant difference between the expected and observed result.

Chi- square is derived using the formula

Obj101

=Oi-Ei2Ei

Obj103 Obj102

Where, = Observed Frequency and = Expected Frequency. 6. TWO-WAY ANOVA: The two-way analysis of variance is an extension to the one-way analysis of variance. There are two independent variables. The two-way analysis of variance (ANOVA) test is an extension to the one-way ANOVA test that attempts to examine the influence of different categorical independent variables on one dependent variable. While the one-way ANOVA measures the significant effects of one independent variable (IV), the two-way ANOVA is used when there are more than one level of IVs and multiple observations at each IV level. 7. WEIGHTED AVERAGE:

An average in which each quantity to be averaged is assigned a weight. These weightings determine the relative importance of each quantity on the average. Weightings are the equivalent of having that many like items with the same value involved in the average.

32

3.2 ANALYSIS AND INTERPERETATION

3.2.1 TABLE SHOWING THE AGE GROUP OF THE RESPONDENTS

S.No 1 2 3 4 5

Options 20-25 26-30 31-35 36-40 40 & Above TOTAL

No. Respondents 6 9 66 63 31 175

of Percentage (%) 3.4 5.1 37.7 36 17.7 100

INTERPETATION: Among 175 respondents, 37.7% of respondents fall between the age group of 31-35, 36% of the respondents fall within the age group of 36-40, 17.7% of respondents fall between the age group of 40 and above, 5.1% of respondents fall between the age group of 26-30, 3.4% of respondents fall between the age group of 20-25. INFERENCE: From the analysis it is inferred that the majority of the respondents fall between the age group of 31-35.

33

3.2.1 CHART SHOWING THE AGE GROUP OF THE RESPONDENTS

3.2.2. TABLE SHOWING THE MARITAL STATUS OF THE RESPONDENTS

S.No 1 2

Options YES NO TOTAL

No. Respondents 43 132 175

of Percentage (%) 24.6 75.4 100

INTERPETATION: Among 175 respondents 75.4% of the employees are married and 24.6% of the employees are single. INFERENCE: From the analysis it is inferred that the majority of the respondents are married employees. 3.2.2 CHART SHOWING THE MARITAL STATUS OF THE RESPONDENTS

3.2.3 TABLE SHOWING THE EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

34

S.No 1 2 3 4 5

Options 1-5th 6-10th HSC/ ITI DIPLOMA UG/ PG TOTAL

No. Respondents 4 7 32 64 68 175

of Percentage (%) 2.2 4 18.2 36.5 38.9 100

INTERPETATION: Among 175 respondents, 37.7% of respondents fall between the age group of 31-35, 36% of the respondents fall within the age group of 36-40, 17.7% of respondents fall between the age group of 40 and above, 5.1% of respondents fall between the age group of 26-30, 3.4% of respondents fall between the age group of 20-25. INFERENCE: From the analysis it is inferred that the majority of the respondents fall between the age group of 31-35. 3.2.3 CHART SHOWING THE EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

SPEARMANS RANK CORRELATION

3.2.4

TABLE

SHOWING

THE

EXPERIENCE AT

THIS

COMPANY AND

SATISFACTION OF THE WORKING ENVIRONMENT

A)

Experience At This Concern OPTIONS NO. OF RESPONDENTS

35

S. NO

PERCENTAGE (%)

1 2 3 4 5

0-5 Months 6-10 Months 1-5 years 6-10years More than 10 years TOTAL

3 8 63 69 32 175

1.7 4.5 36 39.4 18.2 100

B)

Satisfaction With Your Working Environment

S. NO 1 2 3 4 5

OPTIONS Highly Satisfied Satisfied Uncertain Dissatisfied Highly dissatisfied

NO. OF RESPONDENTS 72 63 24 12 4 175

PERCENTAGE (%) 41.1 36 13.7 6.8 2.2 100

36

TABLE SHOWING SPEARMANS RANK CORRELATION OF THE EXPERIENCE AT THIS COMPANY AND SATISFACTION OF THE WORKING ENVIRONMENT

X 3 8 63 69 32

Y 72 63 24 12 4

RX 5 4 2 1 3

RY 1 2 3 4 5

D 4 2 -1 -3 -2

D2 16 4 1 9 4 34

n=5;

D2= 34

R=1- 6D2n(n2-1)

= 1- 6x345x25-1

=1- 204120
37

R= -0.7 : - There is a week negative correlation.

3.2.4 CHART SHOWS THE EMPLOYEES EXPERIENCE AT THIS CONCERN

3.2.5 THE BELOW CHART SHOWS THE SATISFACTION LEVEL OF THE EMPLOYEES WITH THE ORGANISATION

Conclusion:

This low value shows that the correlation between Employees experience and their satisfaction level in regards to the experience is low and hence there exists a weak negative correlation

38

3.2.6 TABLE SHOWING THE REMUNERATION PER MONTH

S.NO 1 2 3

OPTIONS Rs3000- Rs 5000 Rs5001-Rs10000 Above Rs 10000 TOTAL

NO.OF RESPONDENTS 18 46 111 175

PERCENTAGE 10.2 26 63.4 100

INTERPETATION: Among 175 respondents 63.4% of the respondents gets above Rs. 10000/- per month,26.2% of the respondents gets Rs 5001-10000 per month, 10.2% of the respondent gets Rs 3000-5000 as remunerations per month INFERENCE: From the analysis it is inferred that the majority of the respondents gets above Rs10000 Per month.

3.2.6 CHART SHOWING THE REMUNERATION PER MONTH

39

3.2.7 TABLE SHOWING THE SATISFACTION OF THE WORKING ENVIRONMENT S. NO 1 2 3 4 5 OPTIONS Highly Satisfied Satisfied Uncertain Dissatisfied Highly dissatisfied NO. OF RESPONDENTS 72 63 24 12 4 175 PERCENTAGE (%) 41.1 36 13.7 6.8 2.2 100

INTERPETATION: Among 175 respondent 41.1% of the respondents are Highly satisfied of the work Environment, 36% of the respondents are satisfied of the work Environment, 13.7% of the respondents are Uncertain about there work environment, 6.8% of the respondent are Dissatisfied with there work environment, 2.2% of the respondent are Highly Dissatisfied with there work environment.

CHI- SQUARE
H0: There is no significance difference between the skill and job knowledge. H1: There is a significance difference between the skill and job knowledge.

Oi 66 63

Ei 35 35

Oi- Ei 31 28

Oi-Ei2 961 784

Oi-Ei2Ei 27.4 22.4

40

31 9 6

35 35 35

-4 -26 -29

16 676 841

0.45 19.3 24 93.55

D.F = n-1 = 5-1 =4

At 5% loss employee degrees of freedom for the tabulated value is 9.49 93.55 > 9.49

0.052= 9.45

Reject H0

Solution: Null Hypothesis is rejected. There is a significance difference between the skills and job knowledge.

3.2.7 CHART SHOWS THE FREQUENT CHANCE HAS BEEN GIVEN FOR IMPROVING YOUR SKILL AND JOB KNOWLEDGE

41

3.2.8 TABLE SHOWING THE EXERTING A BEST EFFORT FOR THE TEAM TO CHERISH S. NO 1 2 3 4 5 OPTIONS Highly Satisfied Satisfied Uncertain Dissatisfied Highly dissatisfied NO. OF RESPONDENTS 69 64 29 11 2 175 PERCENTAGE (%) 39.4 36.5 16.5 6.2 1.1 100

INTERPETATION: Among 175 respondents 39.4% of the respondents says that they are highly satisfied with the cherish factor in the team, 36.5% of the respondents says that they are satisfied with the cherish factor in the team, 16.5% of the respondents says that they are Uncertain with the cherish factor in the team, 6.2% of the respondents says that they are Dissatisfied with the cherish factor in the team, 1.1% of the respondents says that they are highly Dissatisfied with the cherish factor in the team. INFERENCE:

42

From the analysis it is inferred that the majority of the respondents says that they are highly satisfied with the exerting a best effort for the team to cherish. 3.2.8 CHART SHOWING THE EXERTING A BEST EFFORT FOR THE TEAM TO CHERISH

3.2.9 TABLE SHOWING THE FREQUENT CHANGES HAS BEEN GIVEN FOR IMPROVING THERE SKILLS AND JOB KNOWLEDGE S. NO 1 2 3 4 5 OPTIONS Strongly Agree Agree Neither Disagree Disagree Strongly Disagree agree NO. OF PERCENTAGE RESPONDENTS (%) 66 63 nor 31 9 6 175 37.7 36 17.7 5.1 3.4 100

INTERPETATION: Among 175 respondents 37.7% of the respondent are strongly agree the frequent changes which are been made to improve the skill and job knowledge, 36% of the respondent are agree the frequent changes which are been made to improve the skill and job knowledge, 17.7% of the respondent are neither agree nor disagree with the frequent changes which are been made to improve the skill and job knowledge, 5.1% of the respondent are disagree the frequent changes which are been made to improve the skill and job knowledge, 3.4% of the respondent are strongly disagree the frequent changes which are been made to improve the skill and job knowledge. INFERENCE:

43

From the analysis it is inferred that the majority of the respondents says that they are Strongly agree with the frequent changes has been given for improving there skills and job knowledge.

3.2.9 CHART SHOWING THE FREQUENT CHANGES HAS BEEN GIVEN FOR IMPROVING THERE SKILLS AND JOB KNOWLEDGE

44

3.2.10 TABLE SHOWING THE RESPONDENTS OPINION REGARDING THE MANAGEMENT ACTIVITIES

A)

The Recognition Given By The Management

A Excellent Very good Fairly good Average Poor TOTAL

No of respondents 32 68 64 7 4 175

Percentage (%) 18.2 38.8 36.5 4 2.2 100

B)

Supervisors Are Supportive While Doing Your Job

No of respondents

Percentage (%)
45

Always Frequently Occasionally Rarely Never TOTAL

82 63 19 9 2 175

18.2 38.8 36.5 4 2.2 100

C) Suggestions Are Being Considered By the Management

A Always Frequently Rarely Occasionally Never TOTAL

No of respondents 64 68 32 7 4 175

Percentage (%) 36.5 38.8 18.2 4 2.2 100

46

TWO WAY ANOVA A TEST TO ANALYZE IF THERE IS ANY SIGNIFICANCE DIFFERENCE BETWEEN THE SATISFACTION OF THE EMPLOYEE ENGAGEMENT AND THE MANAGEMENT

H0: There Is No Significance Difference between the Satisfaction of the Employee Engagement and the Management.

H1: There Is Significance Difference between the Satisfaction of the Employee Engagement and the Management.

Source of variants Between column Between Row Residuals

Sum of squares 0 10004 2378 2 4 8

DF

Mean sum of squares M1=0 M2=2501 M3=297

F- ratio Fc= 0 Fr= 8.4

i) Fc= 0 ; D.f= 2, 8

0 < 4.46 Accept H0

ii) Fr= 8.4 D.f= 4,8

8.4 > 3.84 Reject H0

RESULT:

47

i) From the above analysis it is inferred that the significant value 0 is < 4.46. Hence

Accept H0. Therefore there is no Difference between the Satisfaction of the Employee Engagement and the Management.

ii) From the above analysis it is inferred that the significant value 8.4 is > 3.84. Hence

Reject H0. Therefore there is Difference between the Satisfaction of the Employee Engagement and the Management.

3.2.11 TABLE SHOWING THE DEVELOPMENT ON YOUR WORK

S. NO 1 2 3 4 5

OPTIONS Highly Satisfied Satisfied Uncertain Dissatisfied Highly dissatisfied

NO. OF RESPONDENTS 69 64 32 7 3 175

PERCENTAGE (%) 39.4 36.5 18.2 4 1.7 100

INTERPETATION: Among the 175 respondents, 39.5% of the respondents are Highly satisfied with the development on there job, 36.5% of the respondents are satisfied with the development on there job, 18.2% of the respondents are Uncertain with the development on there job, 4% of the respondents are Dissatisfied with the development on there job, 1.7% of the respondents are Highly Dissatisfied with the development on there job. INFERENCE:
48

From the analysis it is inferred that the majority of the respondents says that they are highly satisfied with the development on there work. 3.2.11 CHART SHOWING THE DEVELOPMENT ON YOUR WORK

3.2.12 TABLE SHOWING THE MISSION AND PURPOSE MAKES THEN FEEL THE IMPORTANCE OF THERE JOB S. NO 1 2 3 4 5 OPTIONS Always Frequently Sometimes Rarely Not at all NO. OF RESPONDENTS 92 61 11 9 2 175 PERCENTAGE (%) 52.5 34.8 6.2 5.1 1.1 100

INTERPETATION: Among 175 respondents, 52.5% says that always mission and purpose makes them feel the important of there job, 34.8% says that mostly mission and purpose makes them feel the important of there job, 6.2% says that Sometimes mission and purpose makes them feel the important of there job,5.1% says that rarely mission and purpose makes them feel the important of there job, 1.1% says that not at all mission and purpose makes them feel the important of there job

INFERENCE: From the analysis it is inferred that the majority of the respondents says that the mission and purpose always makes them feel the importance of there job.

49

3.2.12 CHART SHOWING THE MISSION AND PURPOSE MAKES THEN FEEL THE IMPORTANCE OF THERE JOB

50

3.2.13 TABLE SHOWING THE ACTIVITIES THAT ARE BEING CONDUCTED TO BUILD THE TEAM-SPIRIT IN THE ORGANIZATION S. NO 1 2 3 4 OPTIONS Small team activities Social activities Community outreach Any other NO. OF RESPONDENTS recreation 96 46 18 15 175 PERCENTAGE (%) 54.8 26.2 10.2 8.5 100

INTERPETATION: Among 175 respondents, 54.8% of the respondents like the small team recreation activates that are being conducted to build the team spirit in the organization, 26.2% of the respondents like the social activates that are being conducted to build the team spirit in the organization, 10.2% of the respondents like the community outreach activates that are being conducted to build the team spirit in the organization, 8.5% of the respondents like the other activates that are being conducted to built the team spirit in the organization. INFERENCE: From the analysis it is inferred that the Small team recreation activities that are being conducted to build the team-spirit in the organization. 3.2.13 CHART SHOWING THE ACTIVITIES THAT ARE BEING CONDUCTED TO BUILD THE TEAM-SPIRIT IN THE ORGANIZATION

3.2.14 TABLE SHOWING THE SATISFACTION LEVEL WITH THE STRESS RELIEF PROGRAMS CONDUCTED IN YOUR ORGANIZATION S. NO OPTIONS NO. OF RESPONDENTS PERCENTAGE (%)

51

1 2 3 4 5

Highly Satisfied Satisfied Uncertain Dissatisfied Highly dissatisfied

63 82 19 9 2 175

36 46.8 10.8 5.1 1.1 100

INTERPETATION: Among 175 respondents, 46.8% of the respondents are satisfied with the stress relief programs conducted in the organization, 36% of the respondents are highly satisfied with the stress relief programs conducted in the organization, 10.8% of the respondents are Uncertain with the stress relief programs conducted in the organization, 5.1% of the respondents are dissatisfied with the stress relief programs conducted in the organization, 1.1% of the respondents are Highly dissatisfied with the stress relief programs conducted in the organization. INFERENCE: From the analysis it is inferred that the majority of the respondents are satisfied with the stress relief programs conducted in there organization. 3.2.14 CHART SHOWING THE SATISFACTION LEVEL WITH THE STRESS RELIEF PROGRAMS CONDUCTED IN YOUR ORGANIZATION

KOLMOGRAPH
3.2.15 TABLE SHOWING THE UTILIZATION YOURSELF AND YOUR POTENTIAL AS A WHOLE TO THIS ORGANIZATION

Oi 72 63

Pi 0.41 0.36

Pi. 0.41 0.77

Ei 35 35

Qi 0.20 0.20

qi. 0.20 0.40

( Pi-qi) 0.21 0.37

52

24 12 4

0.14 0.07 0.02

0.91 0.98 1

35 35 35

0.20 0.20 0.20

0.60 0.80 1

0.31 0.18 0

In this above table the largest absolute value is 0.37. If the sample size is more than 35 the table value is 1.36n = 1.36175

= 1.3613.22

= 0.10 Calculated value > Table value Therefore reject H0 Ho:- There is no significance difference between the potentials utilization in the organization. H1:- There is a significance difference between the potentials utilization in the organization. Result: Hence there is a significance difference between the potentials utilization in the organization. 3.2.15 CHART SHOWS THE UTILIZING SELF AND THE POTENTIAL AS A WHOLE TO THIS ORGANIZATION

3.2.16 TABLE SHOWING THE OPPORTUNITIES AT WORK TO LEARN AND GROW S. NO 1 2 3 OPTIONS Very high High Medium NO. OF RESPONDENTS 69 64 32
53

PERCENTAGE (%) 39.4 36.5 18.2

4 5

Low Very low

7 3 175

4 1.7 100

INTERPETATION: Among 175 respondents, 39.4% of the respondents says that they have very high opportunities to learn and grow in there job, 36.5% of the respondents says that they have high opportunities to learn and grow in there job, 18.2% of the respondents says that they have Medium opportunities to learn and grow in there job, 4% of the respondents says that they have low opportunities to learn and grow in there job, 1.7% of the respondents says that they have very low opportunities to learn and grow in there job. INFERENCE: From the analysis it is inferred that the majority of the respondents says there is very high opportunities at work to learn and grow 3.2.16 CHART SHOWING THE OPPORTUNITIES AT WORK TO LEARN AND GROW

WEIGHTED AVERAGE
3.2.17 TABLE SHOWS THE RATIONG OF OVEERALL JOB SATISFACTION. 5 4 3 2 1 TOTAL WEIGHTED WEIGHTED RANK TOTAL CURRENT JOB COMPENSATION GROWTH OPPORTUNITIES WORK LOAD 72 68 82 96 63 24 12 64 32 7 63 19 9 46 17 13 82 19 9 4 4 2 3 2 175 175 175 175 175 712 710 739 744 720 AVG 47.4 47.3 49.2 49.6 48 4 5 2 1 3

ACCES TO 63 OPPORTUNITIES

54

INTERPETATION: Among 175 respondents, 72 respondents gave maximum rank to current job, 68 respondent gave there maximum ranking to compensation, 82 respondents gave maximum rank to the growth opportunities, 96 respondent gave the maximum rank to the work load and 63 respondents gave there maximum ranking to the access to opportunities. INFERENCE: From the analysis it is inferred that 72 respondents gave maximum rank to current job, 68 respondent gave there maximum ranking to compensation, 82 respondents gave maximum rank to the growth opportunities, 96 respondent gave the maximum rank to the work load and 63 respondents gave there maximum ranking to the access to opportunities.

INTERVAL ESTIMATION

3.2.18 TABLE SHOWS THE OPPORTINUTIES TO DO THE WORK BEST S. NO 1 2 OPTIONS Yes No NO. OF RESPONDENTS 168 7 PERCENTAGE (%) 96 4

55

175

100

FINDINGS

96% of the respondents are the opportunities to do the work best 4% of the respondents are not the opportunities to do the work best

INFERENCE It is inferred that majority of the respondents are the opportunities to do the work in the organization

n = 175

Obj105 Obj104

Obj106

at 95% confidence level

Obj107

Standard error

Obj109 Obj108

Interval Estimation 0.961.96*0.015 = [0.98, 0.93] CONCLUSION:

56

It is inferred that the opportunities to do the work best the respondents lies between 98% and 93%.

3.2.18 CHART SHOWS THE OPPORTINUTIES TO DO THE WORK BEST

3.2.19 TABLE SHOWS THE ESTABLISHMENT OF IDEAS IN RIGHT WAY

S. NO

OPTIONS

NO. OF RESPONDENTS

PERCENTAGE (%)

Yes

171
57

97.7

No

4 175

2.2 100

FINDINGS

97.7% of the respondents says that they can establish there ideas in right way 2.2% of the respondents says that they cannot establish there ideas in right way.

INFERENCE

It is inferred that majority of the respondents says that they can establish there ideas in right way n = 175

Obj111 Obj110

Obj112

at 95% confidence level

Obj113

Standard error

Obj115 Obj114

Interval Estimation 0.971.96*0.013 = [0.99, 0.95]

58

CONCLUSION: It is inferred that the establishment of ideas in right way, the respondents lies between 99% and 95%.

3.2.19 CHART SHOWS THE ESTABLISHMENT OF IDEAS IN RIGHT WAY

3.2.20 TABLE SHOWS THE MATERIALS AND EQUPMENTS TO DO THERE WORK EFFICIENTLY S. NO OPTIONS NO. OF RESPONDENTS PERCENTAGE (%) 1 Yes 173 98.8

59

No

2 175

1.2 100

FINDINGS

98.8% of the respondents says that they have the materials and equipments to do there work efficiently.

1.2% of the respondents says that they didnot have the materials and equipments to do there work efficiently.

INFERENCE It is inferred that majority of the respondents says that they have the materials and equipments to do there work efficiently. n = 175

Obj117 Obj116

Obj118

at 95% confidence level

Obj119

Standard error

Obj121 Obj120

Interval Estimation 0.981.96*0.010 = [0.99, 0.96]

60

CONCLUSION: It is inferred that the materials and equipments to do there work efficiently, the respondents lies between 99% and 96%. 3.2.20 CHART SHOWS THE MATERIALS AND EQUPMENTS TO DO THERE WORK EFFICIENTLY

3.2.21 TABLE SHOWS THE TRUST ON THERE TEAMS S. NO OPTIONS NO. OF RESPONDENTS PERCENTAGE (%) 1 Yes 169
61

96.5

No

6 175

3.5 100

FINDINGS

96.5% of the respondents are satisfied with the level of trust on there teams. 3.5% of the respondents are not satisfied with the level of trust on there teams.

INFERENCE

It is inferred that majority of the respondents says that they are satisfied with the level of trust on there team. n = 175

Obj123 Obj122

Obj124

at 95% confidence level

Obj125

Standard error

Obj127 Obj126

Interval Estimation 0.961.96*0.014 = [0.98, 0.93] CONCLUSION:

62

It is inferred that the trust on there teams, the respondents lies between 98% and 93%.

3.2.21 CHART SHOWS THE TRUST ON THERE TEAMS

3.2.22 TABLE SHOWS THE INFORMATION YOU NEED TO DO YOUR JOB WELL S. NO 1 2 OPTIONS Yes No NO. OF RESPONDENTS 173 2 PERCENTAGE (%) 98.8 1.2

63

175

100

FINDINGS

98.8% of the respondent says that they get the information they need to do there job well.

1.2% of the respondent says that they did not get the information they need to do there job well.

INFERENCE

It is inferred that majority of the respondents says that they are satisfied with the level of trust on there team. n = 175

Obj129 Obj128

Obj130

at 95% confidence level

Obj131

Standard error

Obj133 Obj132

Interval Estimation 0.981.96*0.010 = [0.99, 0.96]

64

CONCLUSION: It is inferred that the information you need to do your job well, the respondents lies between 99% and 96%.

3.2.22 CHART SHOWS THE INFORMATION YOU NEED TO DO YOUR JOB WELL

3.3 FINDINGS
1. Among 175 respondents, 37.7% of respondents fall between the age group of 31-35, 36% of the respondents fall within the age group of 36-40, 17.7% of respondents fall between the age group of 40 and above, 5.1% of respondents fall between the age group of 26-30, 3.4% of respondents fall between the age group of 20-25.
65

2. Among 175 respondents 75.4% of the employees are married and 24.6% of the employees are single. 3. It was found that among 175 respondents, 38.9% of respondents fall in UG/PG level, 36.5% of the respondents fall within Diploma level, and 18.2% of respondents fall in HSC/ ITI, 4% of respondents fall in 6th -10th, 2.2% of respondents fall in 1-5thlevel of education qualification. 4.The 175 responds where taken from various department in Tube Products of India some of the departments are TDC, LDC, MECH, MAINT, TM 1,2,3,4,5, ERW, ODC, CIVIL, SSC, FFC, HR, ELEC MAINT, FINANCE, QUALITY CONTROL, HDC. 5. It was found that among 175 respondents 39.4% of the respondent have experience of 6-10 years, 36% of the respondent have 1-5years of experience, 18.2% of the respondent have more the 10 years of experience, 4.5% of the respondents have 6- 10 months of experience, 1.7% of the respondents have 0 -5 months of experience. 6. It is revealed that among 175 respondents 63.4% of the respondents gets above Rs. 10000/- per month,26.2% of the respondents gets Rs 5001-10000 per month, 10.2% of the respondent gets Rs 3000-5000 as remunerations per month. 7. Among 175 respondent 96% of the respondents says that they have the opportunities to do the work best in the organization, 4% of the respondents says that they dont have the opportunities to do the work best in the organization. 8. It was found that among 175 respondent 41.1% of the respondents are Highly satisfied of the work Environment, 36% of the respondents are satisfied of the work Environment, 13.7% of the respondents are Uncertain about there work environment, 6.8% of the respondent are Dissatisfied with there work environment, 2.2% of the respondent are Highly Dissatisfied with there work environment. 9. It was found that among 175 respondent 38.8% of the respondent says that the recognition given by the management is Very good, 36.5% says that its fairly good, 18.2% says that its Excellent, 4% of the respondent says that its average and 2.2% of the respondent says that the recognition given by the management is poor.

66

10. Among 175 respondents 39.4% of the respondents says that they are highly satisfied with the cherish factor in the team, 36.5% of the respondents says that they are satisfied with the cherish factor in the team, 16.5% of the respondents says that they are Uncertain with the cherish factor in the team, 6.2% of the respondents says that they are Dissatisfied with the cherish factor in the team,1.1% of the respondents says that they are highly Dissatisfied with the cherish factor in the team. 11. It is revealed that among 175respondent 46.8% of the respondents says that the supervisors are always supportive while doing there work, 36% says that the supervisors are Frequently supportive while doing there work, 10.8% of the respondent says that the supervisors are Occasionally supportive while doing there work, 5.1% of the respondent says that the supervisors are Rarely supportive while doing there work, 1.1% of the respondent says that the supervisors are Never supportive while doing there work. 12. It is revealed that among 175 respondents 37.7% of the respondent are strongly agree the frequent changes which are been made to improve the skill and job knowledge, 36% of the respondent are agree the frequent changes which are been made to improve the skill and job knowledge, 17.7% of the respondent are neither agree nor disagree with the frequent changes which are been made to improve the skill and job knowledge, 5.1% of the respondent are disagree the frequent changes which are been made to improve the skill and job knowledge, 3.4% of the respondent are strongly disagree the frequent changes which are been made to improve the skill and job knowledge. 13. It was found that among 175 respondents, 38.8% of the respondent says always the suggestions are being considered by the management, 36.5% of the respondent says frequently the suggestions are being considered by the management, 18.2% of the respondent says rarely the suggestions are being considered by the management, 4% of the respondent says occasionally the suggestions are being considered by the management, 2.2% of the respondent says never the suggestions are being considered by the management. 14. Among 175 respondents, 97.8% of the respondents says that they can establish there ideas in right way, 2.2% of the respondents says that they cannot establish there ideas in right way.

67

15. It was found that among the 175 respondents, 39.5% of the respondents are Highly satisfied with the development on there job, 36.5% of the respondents are satisfied with the development on there job, 18.2% of the respondents are Uncertain with the development on there job, 4% of the respondents are Dissatisfied with the development on there job, 1.7% of the respondents are Highly Dissatisfied with the development on there job. 16. Among 175 respondents, 52.5% says that always mission and purpose makes them feel the important of there job, 34.8% says that mostly mission and purpose makes them feel the important of there job, 6.2% says that Sometimes mission and purpose makes them feel the important of there job,5.1% says that rarely mission and purpose makes them feel the important of there job, 1.1% says that not at all mission and purpose makes them feel the important of there job. 17. It was found that among 175 respondents, 98.9% of the respondent says that they have the materials and equipments to do there work efficiently, 1.2% of the respondent says that they did not have the materials and equipments to do there work efficiently. 18. Among 175 respondents, 54.8% of the respondents like the small team recreation activates that are being conducted to build the team spirit in the organization, 26.2% of the respondents like the social activates that are being conducted to build the team spirit in the organization, 10.2% of the respondents like the community outreach activates that are being conducted to build the team spirit in the organization, 8.5% of the respondents like the other activates that are being conducted to built the team spirit in the organization. 19. It was found that among 175 respondents, 46.8% of the respondents are satisfied with the stress relief programs conducted in the organization, 36% of the respondents are highly satisfied with the stress relief programs conducted in the organization, 10.8% of the respondents are Uncertain with the stress relief programs conducted in the organization, 5.1% of the respondents are dissatisfied with the stress relief programs conducted in the organization, 1.1% of the respondents are Highly dissatisfied with the stress relief programs conducted in the organization. 20. Among 175 respondents, 41.1% of the respondents are Highly agree with the utilizing self and there potential as a whole to this organization, 36% of the respondents are
68

agree with the utilizing self and there potential as a whole to this organization, 13.7% of the respondents are uncertain with the utilizing self and there potential as a whole to this organization, 6.8% of the respondents are disagree with the utilizing self and there potential as a whole to this organization, 2.2% of the respondents are Highly disagree with the utilizing self and there potential as a whole to this organization. 21. Among 175 respondents, 96.5% of the respondent have trust on there team, 3.5% of the respondents do not have trust on there team. 22. It is revealed that among 175 respondents, 39.4% of the respondents says that they have very high opportunities to learn and grow in there job, 36.5% of the respondents says that they have high opportunities to learn and grow in there job, 18.2% of the respondents says that they have Medium opportunities to learn and grow in there job, 4% of the respondents says that they have low opportunities to learn and grow in there job, 1.7% of the respondents says that they have very low opportunities to learn and grow in there job. 23. Among 175 respondents, 98.8% of the respondents say that the information they need are been provided to there job well, 1.2% of the respondents say that the information they need are not been provided to there job well. 24. It was found that among 175 respondents, 72 respondents gave maximum rank to current job, 68 respondent gave there maximum ranking to compensation, 82 respondents gave maximum rank to the growth opportunities, 96 respondent gave the maximum rank to the work load and 63 respondents gave there maximum ranking to the access to opportunities.

3.4 SUGGESTIONS

69

Since few of the respondents feel that if they are rewarded they would perform better

with more effort, the organization can reward them with gift coupons, etc.,

The management can see to that the employees are recognized when they perform their

job well by displaying their name and photograph in the notice board and in the newsletter.

Most of the employees prefer internal communication regarding the various meeting,

conferences, etc., so that management should concentrate on internal communication.

As the employees feel the training programs are not effective to a great extent, the

management can improve the training programs.

Orientation program can be made much effectively so that the policies are clearly

communicated.

Some of the engagement activities should be framed based on motivation concept and

teamwork co-ordination concepts as the employees feel that it would help them to improve their performance.

Promotion opportunities can be improved as the employees feel it is the important

factor for their career growth.

70

3.5 CONCULUSION

Employee engagement is the buzz word term for employee communication. It is a positive attitude held by the employees towards the organization and its value. It is rapidly gaining popularity, use and importance in the work place and impacts organizations in many ways. Employee engagement emphasizes the importance of employee communication on the success of a business an organization should thus recognize employees more than any other variable, as powerful contribution to a companys competitive position. Therefore employee engagement should be a continuous process of learning, empowerment, improvement, measurement and action. The management can see to that the employees are recognized when they perform their job well by displaying their name and photograph in the notice board and in the newsletter. Hence it concludes that raising and maintaining employee engagement lies in the hands of an organization and requires a perfect blend of time, effort, commitment and investment to craft a successful endeavor.

71

ANNEXURE

72

Bibliography

Adams, B. (2004). Creative Pricing, Customizing Lead CAS Trends, Hotel & Motel Management November 15, p. 34-5. Cufaude, J. (2004). In Lanphear, S. (2004). Are Your Employees Highly Engaged? Credit Union Executive Newsletter, 19, 1-2. Credit Union National Association, US.

Sharon McKechnie, Predicting employee engagement in an age-diverse retail workforce, Article first published online: 4 JAN 2011 DOI: 10.1002/job.681

Emerald Group Publishing Limited, Jyotsna Bhatnagar, DOI: 10.1108/01425450710826122

Slater, P. E. (1966) Microcosms. New York. Wiley Smith K. K. & Berg, D. N. (1987). Paradoxes of Group Life. San Francisco. JosseyBass.

JOURNAL
HRM Review, the ICFAI University Press, APRIL 2006

Mallikarjunan.k, drivers of Employee Engagement. Andrew Dutta, Employee Engagement, New corporate Perspective.

WEBSITES
73

http://www.tubeproductsindia.com/ http://www.wikipedia.org/ http://www.siescoms.edu/images/pdf/reserch/working_papers/employee_engagement.p df http://www.siescoms.edu/images/pdf/reserch/working_papers/employee_engagement.p df http://webarchive.nationalarchives.gov.uk/+/http://www.bis.gov.uk/files/file52215.pdf

74