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is often talked about these days, yet few organizations practically define, measure or apply this
concept. Consequently, job satisfaction, a major component of engagement, has decreased 23% in the US in the last
20 years and 10% in the last 2 years.* Clearly, many companies are not getting it.
Engagement is a relatively new way of thinking about leading people Ͷ a sort of magnetic rather than a coerced approach
to getting people
 

 whatever is necessary to ensure the continuous high performance and success of the
business. As a goal of management, employee engagement is about an individual͛s degree of dedication to the
organization and its goals with an implied reward of personal growth. The assumption in the business world is that
engagement level predicts the positive intensity and quality of effort the organization can expect from an individual
within job confines. In this regard, engagement͛s value to the business is a predictor of future behavior and effort.
Business leaders should care about employee engagement because, when correctly measured, engagement profiles provide
management with a statistical method to maximize return on human capital. For example, our studies show that
positively engaged employees have higher than average individual productivity and innovation events plus they remain
with the company longer than disengaged employees. In addition, the discretionary efforts of the fully engaged are of
higher quality and of a more positive intensity than other less-engaged employees: their economic contributions to the
business consistently exceed their employment costs. From a quality of work life perspective, positively engaged
employees are often energetic and enthusiastic which makes them more productive in group efforts and makes them
enjoyable to work with. Our research also shows that fully engaged employees solve problems.
The failure to positively engage people in organizations today often stems from poor definition and measurement of
employee engagement. Managing engagement cannot be effective without practical, reliable measurement and
reliable, concrete definition. Contrary to most published materials, calculated responses to a host of random
͞benchmarked͟ opinion questions are not reliable measures of employee engagement. In fact, this false assumption
lies at the heart of leaderships͛ failure to engage. Meaningful engagement measurement is derived from tried and true
attitude classification psychometrics, and collected via survey responses to a validated, complete inventory of
questions about employee feelings and experiences towards verified engagement ͞drivers͟. The fact is, few employee
engagement surveys reliably measure the 15 proven drivers of engagement.
 OBJECTIVES OF THE PROJECT
Š Employee engagement research claims that it͙
 Predicts organizational and financial success through
task and job motivation and organizational commitment.
 Increases with positive measures:
Š Workload (reasonably)
Š Control
Š Rewards and recognitions
Š Community and social support
Š Perceived fairness
Š Values fit
 ±ETHODOLOGY
The objective of this project is to study the amount of work that is delegated to the
employees and organizational process to delegate the work and for this a questionnaire is
designed.
Source of data: The data used in this project is Primary data which is collected by the
means of a questionnaire on Analysis of Employee Engagement in MTI & RDCIS, SAIL.
Secondary data is collected for the information related to SAIL and MTI.
Sampling Design: In this process the sample is collected with a definite purpose in view.
Here the sample has been selected from the executive employees of MTI & RDCIS because
the purpose of the study is to find the engagement effectiveness of the managers.
Simple Random Sampling: In this method each and every element in the population, here
the sample (all the managerial posts at MTI & RDCIS along the hierarchy), has a known
and equal chance of selection.
Sample size: The sample size used for purpose of study is 65 executive employees of
RDCIS & MTI. The sample has been selected from the list of executive employees working
in MTI & RDCIS. The reason for this kind of selection was to do a study based on the posts
of the employees.
Questionnaire design: The questions are constructed on a four point likert scale. The
questionnaire basically has three parts: the first part measures the amount of delegation
that has been given to each employee, the second part consists of the organizational
process for the delegation of work and the third part looks into the sense of
belongingness of each employee towards the organization.
Analysis: After covering the required number of data various statistical tools are used.
Factor analysis is done on each part of the questionnaire separately and then analyzed.
The graphs are also constructed on the basis of the questionnaire and then analyzed.
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INTERPRETATION:
In the above bar graph we can clearly see that 70% of the total respondents
Strongly agreed that they are provided materials and equipments to do the
job efficiently while 15% agree that they are provided with the above and
10% is in the neutral side whereas 3% is in the Disagree side and 2% are in
the Strongly Disagree side
FINDINGS:
From this we conclude that most of the employees are provided with an
adequate amount of materials and equipments and the higher authority
should look after the employees who all are not provided with adequate
amount of materials and equipments.
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INTERPRETATION:
In the above bar graph we can clearly see that 80% of the total
respondents Strongly agreed that they receive the information
and communication to do the job while 10% agree that they are
provided with the above and 5% is in the neutral side whereas
2% is in the Disagree side and 3% are in the Strongly Disagree
side
FINDINGS:
From this we conclude that most of the employees are receive
the information and communication to do the job and the
higher authority should look after the employees who all are
not provided with adequate amount of facilities.
 
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INTERPRETATION:
In the above bar graph we can clearly see that 10% of the total respondents
are agreed upon recieveing recognition /phrase for doing good work
equipments to while 70% agree that they are provided with the above and
10% is in the neutral side whereas 5% is in the Disagree side and 5% are in
the Strongly Disagree side
FINDINGS:
From this we conclude that most of the employees are recieveing
recognition /phrase for doing good work equipments communication to do
the job and the higher authority should look after the employees who all
are not provided with adequate amount of facilities.
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INTERPRETATION:
In the above bar graph we can clearly see that 70% of the total respondents
Strongly agreed that they are provided materials and equipments to do
the job efficiently while 15% agree that they are provided with the above
and 10% is in the neutral side whereas 3% is in the Disagree side and 2%
are in the Strongly Disagree side
FINDINGS:
From this we conclude that most of the employees are provided with an
adequate amount of materials and equipments and the higher authority
should look after the employees who all are not provided with adequate
amount of materials and equipments.
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INTERPRETATION:
In the above bar graph we can clearly see that 70% of the total respondents Strongly agreed
that they are provided materials and equipments to do the job efficiently while 15% agree
that they are provided with the above and 10% is in the neutral side whereas 3% is in the
Disagree side and 2% are in the Strongly Disagree side
FINDINGS:
From this we conclude that most of the employees are provided with an adequate amount of
materials and equipments and the higher authority should look after the employees who all
are not provided with adequate amount of materials and equipments.
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INTERPRETATION:
In the above bar graph we can clearly see that 70% of the total
respondents Strongly agreed that they are provided materials and
equipments to do the job efficiently while 15% agree that they are
provided with the above and 10% is in the neutral side whereas
3% is in the Disagree side and 2% are in the Strongly Disagree side
FINDINGS:
From this we conclude that most of the employees are provided with
an adequate amount of materials and equipments and the higher
authority should look after the employees who all are not
provided with adequate amount of materials and equipments
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INTERPRETATION:
This chart shows that 89% of the respondents agreed that eager enough to
take the responsibility while 6% believed that they have very high
eagerness to take responsibility whereas 4% says that they are eager only
to some extent while 1% says that they have very little eagerness.

FINDINGS:
From this we can conclude that, the lower level (E1 E2 E3) in RDCIS finds
themselves that they are eager enough to take the responsibilities when
given to them to do the tasks effectively and efficiently
 70
60
50 Srongly gree
40
30 Agree
20 Neural
10 isagree
0
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opper iies o earn and
grow
INTERPRETATION:
In the above bar graph we can clearly see that 70% of the total
respondents Strongly agreed that they are provided materials and
equipments to do the job efficiently while 15% agree that they are
provided with the above and 10% is in the neutral side whereas 3%
is in the Disagree side and 2% are in the Strongly Disagree side
FINDINGS:
From this we conclude that most of the employees are provided with
an adequate amount of materials and equipments and the higher
authority should look after the employees who all are not provided
with adequate amount of materials and equipments.
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Š INTERPRETATION:
Š In the above bar graph we can clearly see that 70% of the total
respondents Strongly agreed that they are provided materials and
equipments to do the job efficiently while 15% agree that they are
provided with the above and 10% is in the neutral side whereas 3%
is in the Disagree side and 2% are in the Strongly Disagree side
Š FINDINGS:
Š From this we conclude that most of the employees are provided
with an adequate amount of materials and equipments and the
higher authority should look after the employees who all are not
provided with adequate amount of materials and equipments.
 FINDINGS
The findings suggest that it is very important to
have coordination, resources availability and
supervision for the employees in any organization
in order to carry out the responsibilities
effectively. In case of organizational process it is
development of the subordinates, motivating
them and providing them proper support (by
their senior) which plays an important role. Thus,
it is found that about 30% of employees are
actively Engaged, 54% of employees are not
engaged and about 16% employees are Actively
disengaged
 SUGESSIONS
Š Start with engaged people; Hire well
 First look inside
 Be clear and accurate
 Integrity first
Š We can teach skills easier than Integrity
Š Commit to Coaching and Feedback
 Performance Management
 Hold leaders accountable
 Clear expectations
Š Commit to their Careers, not just your own
 Overall career development
 Internal pathways
 Succession planning
 Training
 CONCLUSION
Thus I can conclude that the present project is to study about enhancing employee engagement at Steel Authority
of India Limited.The organization so called Steel Authority of India Limited is one of the premier organization
not only in our country India but it shares its contribution widely in the whole world and to run all thease in a
lucid manner there should be 100 percent of commitment of the employees toward the organization so
employee engagement proves a great importance for the business performance. In SAIL the engagement rate is
much more higher than any other organization , and for the immense betterment of the organization the
engagement takes place in the below manner
1. Employee engagement starts on day one: Effective recruitment and orientation programs are the first building
blocks to be laid on the first day of the new employee. Managers should be careful in pooling out the potential
talent of the new employee through effective recruitment. The manager has to ensure role-talent fit when
placing an employee in a certain position. Once hiring decision is made the new employee should be given both
general orientation which is related to the company mission, vision, values, policies and procedures and job-
specific orientation such as his/her job duties, and responsibilities, goals and current priorities of the
department to which the employee belongs in order to enable him/her to develop realistic job expectations
and reduce role conflict that might arise in the future. For high employee engagement to happen, ͞leadership
through example͟ is of a paramount importance.

2. Employee engagement starts from the top: Employee engagement requires commitment from leadership
through establishing clear mission, vision and values. Unless the people at the top believe in it, own it, pass it
down to managers and employees, and enhance their leadership, employee engagement will never be more
than just a ͞corporate fad͟ or ͞another HR thing͟. Employee engagement does not need lip-service rather
dedicated heart and action-oriented service from top management.

3 Enhance employee engagement through communication: Managers should promote two-way communication.
Employees are not sets of pots to which you pour out your ideas without giving them a chance to have a say on
issues that matter to their job and life. Clear and consistent communication of what is expected of them paves
the way for engaged workforce. Involve your people and always show respect their input. Share power with
your employees through participative decision making so that they would feel sense of belongingness thereby
increasing their engagement in realizing it.
> Give satisfactory opportunities for development and advancement: Encourage independent thinking so that employees will have
a chance to make their own freedom of choosing their own best way of doing their job so long as they are producing the
expected result. Manage through results rather than trying to manage all the processes by which that result is achieved.

5 Ensure that employees have every thing they need to do their jobs: Managers are expected to make sure that employees have all
the resources such as physical or material, financial and information resources in order to effectively do their job.
â Give employees appropriate training: Help employees update themselves increasing their knowledge and skills through giving
appropriate trainings. Generally it is understood that when employees get to know more about their job, their confidence
increases there by being able to work without much supervision from their immediate managers which in turn builds their self-
efficacy and commitment.

Have strong feedback system: Companies should develop a performance management system which holds managers and
employees accountable for the level of engagement they have shown. Conducting regular survey of employee engagement level
helps make out factors that make employees engaged. After finalizing the survey, it is advisable to determine all the factors that
driving engagement in the organization, then narrow down the list of factors to focus on two or three areas. It is important that
organizations begin with a concentration on the factors that will make the most difference to the employees and put energy
around improving these areas as it may be difficult to address all factors at once. Managers should be behind such survey
results and develop action-oriented plans that are specific, measurable, and accountable and time- bound.

Incentives have a part to play: Managers should work out both financial and non-financial benefits for employees who show more
engagement in their jobs. Several management theories have indicated that when employees get more pay, recognition and
praise, they tend to exert more effort into their job. There should be a clear link between performance and incentives given to
the employees.

9 Build a distinctive corporate culture: Companies should promote a strong work culture in which the goals and values of managers
are aligned across all work sections. Companies that build a culture of mutual respect by keeping success stories alive will not
only keep their existing employees engaged but also they baptize the new incoming employees with this contagious spirit of
work culture.

ð0 Focus on top-performing employees: A study conducted by Watson Wyatt Worldwide in 2004/05 on HR practices of 50 large USA
firms shows that high-performing organizations are focusing on engaging their top-performing employees. According to the
finding of the same research, what high-performing firms are doing is what top-performing employees are asking for and this
reduces the turnover of high-performing employees and as a result leads to top business performance