A

Project report
On

At
J.K. Cement,
Nimbahera (Chittorgarh).
Submitted to
Rajasthan echnica! "ni#ersit$
%n the partia! &u!&i!!ment &or the a'ard o& (aster )egree o&
*usiness Administration
Session +,,-.+,,/
Submitted *$0 "nder the 1uidance o&0
(r. (anu 2ija$ (r. Rahu! Jain
(*A %%% sem.
2ision Schoo! o& (anagement
(A&&i!iated to Rajasthan echnica! "ni#ersit$ 3 Appro#ed b$ A%C4)
"daipur Road Chittorgarh (Raj.)
4.mai!0 in&o5#isionmanagement.Org
6ebsite0 '''.#isionmanagement.Org
)4C7ARA%ON0
This is to certify that the MRP submitted by me in Masters of Business
Administration Program from Vision School Of Management, Chittorgarh [Raasthan
technical uni!ersity, "ota# embodies the original $or% done by me under the able
guidance and su&er!ision of (r. R.P. Singh, 1enera! (anager (8R) 3 RC), at '("(
cement, )imbahera *Chttorgarh+(
)o &art of this re&ort has been &roduced from any other summer &roect,
monogra&h, re&ort or boo% and all facts and figures ha!e been confirmed by
organi,ational guide(

Manu Viay
M(B(A( [RT-#
Vision School Of Management
PR49AC4 :
This MRP is &re&ared as the &artial fulfillment for T$o./ear degree
Program of MBA curriculum of Raasthan Technical -ni!ersity, "ota( 0t is
e1&ected from an MBA to &ossess a good communication 2 effecti!e &resentation
s%ills(
Obecti!es of the &roect re&ort, these are3.
i(+ To study the im&act of em&loyee engagement on &roducti!ity of the organi,ation(
ii(+ To study the !arious methods of em&loyee engagement &re!ailing in the
organi,ation(
The research &ro!ides an o&&ortunity to a student to demonstrate a&&lication of his4her
%no$ledge, s%ill and com&etencies re5uired during the technical session( Research also
hel&s the student to de!ote his4her s%ill to analy,e the &roblem to suggest alternati!e
solutions, to e!aluate them and to &ro!ide feasible recommendations on the &ro!ided
data(
Although 0 ha!e tried my le!el best to &re&are this re&ort an error free re&ort e!ery
effort has been made to offer the most authenticate &osition $ith accuracy(
This re&ort contains a number of additional features3
Cha&ter 6( 0ntroduces cement industry in 0ndia, general characteristic, %ey e1ternal
dri!ers, cement manufacturing &rocess, s$ot analysis, &rice 2 &rofit to the firm, trend
2 &layers, domestic &layers, mar%et o&&ortunities for in!estment 2 com&any &rofile
2 obecti!es of the re&ort(
Cha&ter 7( On conce&tual frame$or% $hich related to em&loyee engagement *in the
&ublic sector, inter&retati!e models, &o$er of em&loyee engagement 2 8 core
statement(
Cha&ter 9( On re!ie$ of literature $hich consider :Merit board lin%s em&loyee
engagement 2 &roducti!ity;, :<ngagement e5uals &roducti!ity;, :Cambridgeshire
county council; etc(
Cha&ter =( On research methodology $hich consider definition, sam&le si,e, ty&es 2
techni5ues, tools used 2 limitation of the study(
Cha&ter =( On data analysis 2 inter&retation related to em&loyee engagement 2
&roducti!ity of '("( cement(
Cha&ter >( On obser!ation 2 finding, conclusions 2 suggestion related to research
methodology, data analysis 2 inter&retation $hich consider the to&ic of :0m&act of
em&loyee engagement on &roducti!ity * $ith s&ecific reference of '(" Cement+ of
organi,ation(;
A bibliogra&hy in &roect re&ort is &ro!ided at the end that should ser!e as good
sources of reference material for learners 2 researchers in the area(
An anne1ure a&&ears at the end of the re&ort that &ro!ides some useful sources of
information on the 0nternet regarding &roect re&ort( This should &ro!e to be a
$elcome features for those &ersons $ho $ould li%e to access the net for more
information on issues co!ered in this &roect re&ort(
ACKNO674)14(4N :
The successful completion of a MRP requires guidance & help from a number of people. I was
fortunate to have all the support from my teachers. I therefore take this opportunity to epress
my profound sense of gratitude to the all those who etended their whole hearted help and
support to me in completing the pro!ect study report work on
:%mapct o& emp!o$ee engagement on producti#it$ ( 'ith speci&ic re&erence o&
J.K Cement) o& organi;ation.<
0 also e1&ress my dee& sense of gratitude to (r. R.P. Singh, 1enera! (anager
(8R) 3 RC), at '("( cement, )imbahera *Chttorgarh+, $ho has hel&ed us to
do our &roect( ?e also than% to (r. Narendra 2aishna# (O&&icer. RC).for
his !aluable hel& in each stage of the &roect( Because of his co.o&eration and
continuous guidance successful com&letion of this &roect study re&ort $as
made &ossible(
0 am sincerely than%ful to )r. A.7. Jain (Director, Vision School of Management) for allowing
me to undertake the report and making available all facilities for the successful completion of the report
besides guiding me to pursue the study on proper line.
also e!press my deep sense of gratitude towards Mr. Rahul "ain #$uide% &aculty at '(M)% Mr.
'ibhor Paliwal% *r. (nehal Maheshkar% Ms. Pratibha Pagaria% Ms. (hobhika +yagi% P.,. *ashora
#,ibrarian) & all faculty members.
)o Ac%no$ledge $ould suffice for the su&&ort my family members, my training
colleagues, classmates 2 friends(
@astly, 0 e1tend my than%s to all those $hose name ha!e not been mentioned $ay
in successfully carrying out the &roect re&ort(
#M-./ 'I"-0)
CON4NS
A<C@ARAT0O) 0
PR<BAC< 00.000
AC")O?@<AC<M<)T 0V
<D<C-T0V<.S-MMAR/ V.V000
TAB@<.CO)T<)T D0
P0<.CEART CO)T<)T D0.D00
Particu!ar Page No.
Chapter = > Compan$ Pro&i!e
6. =7
6(6 0ntroduction of the 0ndustry
6
6(7 Eistory behind '("( cement 68
6(9 Management Setu& 77
6(= ' " Mar%eting Organi,ation 79
6(> Social Res&onsibility 79
6(F Ty&e of cement 7F
6(G Cor&orate Profile 7G
6(H Com&any Strength 78
6(8 Com&any Achie!ement 96
6(6I Cor&orate Plan 99
6(66 Com&any Product 9>
6(67 0nformation Re5uired -nder Section 76G
*6+*e+ of The Com&anies Act,
9F
Chapter =+ Conceptua! &rame 'or?
=9.G7
7(6 0ntroduction of <m&loyee <ngagement =9
7(7 -nderstanding <m&loyee <ngagement in The Public
Sector
=>
7(9 0nter&retati!e Models of <m&loyee
<ngagement(
=8
7(= Po$er of <m&loyee <ngagement >H
7(> The 8 Core Statement of <ngaged <m&loyees F6
7(F Bour Bundamental Action @eading to J!e Results F7
7(G <ssential Reading F>
7(H @atest on <m&loyee <ngagement FF
7(8 <arlier Stories on <m&loyee <ngagement GI
Chapter =@ Re#ie' o& 7iterature
G9.H8
9(66 Merit Board @in%s <m&loyee <ngagement 2
Producti!ity
G9
9(67 <ngagement <5uals Producti!ity G=
9(69 Cambridgeshire County Council GF
9(6= Rotherham Metro&olitan Borough Council GG
9(6> C0PA *7IIFc+3 <m&loyee !ariations
GH
9(6F B 2 K HI
9(6G To$ers Perrin H6
9(6H RBS . Eo$ a maor cor&oration uses its
em&loyee data
H7
9(68 @iterature !ie$ on im&act of engagement HG
9(7I 0m&ortance of <m&loyee <ngagement HH
Chapter =A Research (ethodo!og$
8I.86
=(6 Research . Obecti!e 8I
=(7 Research . Plan 8I
=(9 @imitation 86
Chapter = B )ata Ana!$sis and %nterpretation
87.67G
Chapter = C Conc!usion and Suggestion
67H.678
Re&erence and *ib!iograph$ 69I

7%S O9 A*74S

7%S O9 C8ARS AN) 9%1"R4S
Particu!ar Page No.
6(7(6 0ndustry demand su&&ly outloo%
9
6(7(7 Cement ca&acity that can be sold million tones 6H
6(7(9 Present ca&acity 2 Performance 76
6(>(6 Ty&es of cement
7F
9(6 @iterature !ie$ on im&act of engagement 9F
9(7 0m&ortance of <m&loyee <ngagement 98
Particu!ar Page No.
6(6 Ceneral characteristics
7
6(7 Per Ca&ital Consum&tion Of Cement *7II9+ 67
6(9 Ca&acity additions *million tones+ 6G
>(6 <m&loyee engagement hel&s you a lot to
increase your %no$ledge, s%ill, attitude 2 ability to
&erform the ob(

87
>(7 /ou had &ro&er discussion $ith your head of
de&artment on the to&ics of training or the areas of
&roduction are decided after &ro&er discussion $ith you(
8>
>(9 The obecti!e of the &roduction $ere clear to
you(
8H
>(= The senior is able to &ro!ide you %no$ledge
about all the as&ects, $hich you $ant(
6I6
>(> The methodology of &roduction $as e1cellent( 6I=
>(F There is o&en discussion bet$een you 2 the
ERA(
6IG
>(G /ou had achie!ed your learning goals from the
em&loyee engagement(
66I
>(H The ERA de&artment seriously follo$.u& the
suggestion &ro!ided by you for the im&ro!ement of the
&roduction(
669
>(8 0s the em&loyee engagement su&&orti!eL 66F
>(6I 0f their any feedbac% system about the &roduction
from the &roduction de&artment(
668
>(66 ?hat ty&e of error may arise in your ob, if you
donMt in!ol!e in em&loyee engagement(
677
>(67 ?hat 5uality of &roduction you are getting from
'("( cement(
67>
%ntroduction:-
%ndustr$ Pro&i!e0.
The 0ndian cement industry $ith a total ca&acity of 6>6(7 million tones *including
mini &lants+ in March 7II9 has emerged as the second largest mar%et after China,
sur&assing de!elo&ed nations li%e the -SA and 'a&an( Per ca&ital consum&tion has
increased from 7H%g in 68HI.H6 to 66I%g in 7II9.I=( 0n relati!e terms, 0ndiaMs
a!erage consum&tion is still lo$ and the &rocess of catching u& $ith international
a!erages $ill dri!e future gro$th(
0nfrastructure s&ending *&articularly on roads, &orts and air&orts+, a s&urt in
housing construction and e1&ansion in cor&orate &roduction facilities is li%ely to
s&ur gro$th in this area( South N<ast Asia and the Middle <ast are &otential e1&ort
mar%ets( @o$ cost technology and e1tensi!e restructuring ha!e made some of the
0ndian cement com&anies the most efficient across global maors( Aes&ite some
consolidation, the industry remains some$hat fragmented and merger and
ac5uisition &ossibilities are strong( 0n!estment norms including guidelines for
foreign direct in!estment *BA0+ are in!estor.friendly( All these factors &resent a
strong case for in!esting in the 0ndian mar%et(
Cement industr$ trends in %ndia0
Cement industry is gro$ing at 6I.67O/o/
There are o!er 67> large manufacturing &lants and o!er 9II mini cement
&lants(
O!er 6HI million tonnes installed ca&acity and utili,ation is o!er 8IO(
O!er 6I million tonnes e1&orts(
Cro$th is dri!en by infrastructure and housing boom(
Technology changes in recent years to$ards modern and en!ironmental
friendly(
1enera! characteristics0

Cood made to stoc%

Eigh ca&ital intensi!e
@o$ labor intensi!e
Eighly automated
<nd &roduct is chea&
@o$ differentiation
Eigh $eight4&rice
Ratio, hence
Eigh freight cost


Cyclic industry,
Aemand related to economic acti!ity.

%ndustr$ demand supp!$ out!oo?0


Ceneral
Characteristics


Ceneral
Characteristics
As on96 march B/I= B/I> B/IF
Current Ca&acity 6==(> 6>6(9 6>G(6
Ca&acity gro$th =O =O
Cement demand 66G(7 67G(6 6=6(F
Aemand gro$th HO HO
Aomestic
consum&tion
669(H 679(6 69>(F
Cro$th domestic
consum&tion
GO 6IO
<1&orts 9(= =(6 F(I
<1&ort gro$th 76O =GO
Cement ca&acity
utili,ation
H6O H=O 8IO
0ndiaMs &er ca&ita cement consum&tion of 66I%g &er year, $hereas chinaMs
figures of F>8 %g &er year( This clearly sho$s that demand of cement in 0ndiaMs
mar%et has a lot to catch u&(
Auring the tenth &lan, the industry, e1&ected to gro$ at 6IO &er annum
adding a ca&acity of =I.>7 million tonnes, according to the annual re&ort of the
de&artment of industrial &olicy and &romotion *A0PP+( The re&ort re!eals that this
gro$th trend is being dri!en mainly by the e1&ansion of e1isting &lants(
The 0ndian cement industry not only ran%s second in the &roduction of
cement in the $orld but also &roduces 5uality cement, $hich meets global
standards( ho$e!er , the industry faces a number of constraints in terms of high
cost of &o$er , high rail$ay tariffP high incidence of state and central le!ies and
dutiesP lac% of &ri!ate and &ublic in!estment in infrastructure &roectsP &oor
5uality coal and inade5uate gro$th of related infrastructure li%e sea and rail
trans&ort, &orts and bul% terminals (in order to utili,e e1cess ca&acity a!ailable
$ith the cement industry, the go!ernment has identified the follo$ing thrust areas
for increasing demand for cement3
6( Eousing de!elo&ment &rogram(
7( Promotion of concrete high$ays and roads(
9( use of ready mi1 concrete in large infrastructure &roectsP and
=( Construction of concrete roads in rural areas(
0ndian cement industry is modern and uses latest technology( <fforts are
being made to reco!er $aste heat and success in this area has been significant(
0ndia is also &ro!iding different !arieties of cement li%e Ordinary Portland
Cement*OPC+, Portland Po,,olana Cement*PPC+, Portland Blast Burnace Slag
Cement *PBBS+, Oil ?ell Cement, Ra&id Eardening Portland Cement, Sul&hate
Resisting Portland Cement, ?hite Cement, etc(
C4(4N (ARK4 %N %N)%A0
K4D 4E4RNA7 )R%24RS
Punab, Aelhi, Earyana, Eimachal Pradesh, '2" and Raasthan.
Maharashtra and Cuarat
Tamil )adu, Andhra Pradesh, "arnata%a, and "erela
Bihar, Orrisa, ?est Bengal, Assam and Meghalaya
Madhya Pradesh and -ttar Pradesh
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A 97O6 )%A1RA( O9
C4(4N (AN"9AC"R%N1 PROC4SS0


Profit does not &ro!ide the only clue to a com&anyMs true &erformance(
This is because not all benefits and costs, arising from the com&anyMs
o&eration, find their $ay to the balance sheet( Bor instance, the &ositi!e im&acts of
a com&anyMs o&eration on &eo&le in its !icinity, say the establishment of a
hos&ital, do not a&&ear in its balance sheet( )either do the negati!e im&act(
0t is for such reason that '("( Cement &refers to highlight its &erformance
from three different angles, or $hat is called The Tri&le Bottom @ine N
(>). 4conomic *balance sheet &erformance+
(+). Communit$ *ser!ice to the society or community+
(@). 4n#ironmenta! *ste&s ta%en to nurture en!ironment+
At J.K. Cement, 'e ca!! them 84 @ Ps o& Per&ormance =
Pro&it, Peop!e 3 P!anet.
PRO9%0
'("( Cement $ay as far as &rofit is concerned besides ma%ing efforts to
influence turno!er '("( Cement em&hasi,e on cutting cost to cut ahead( The reason
is sim&le turno!er is an outcome of the &rice, &rice reali,ation and 5uantity sold N
all factors de&endent on e1ternalities li%e go!ernment &olicies and mar%et cycles
$hich are beyond com&anyMs control( Cost, on the other hand, is something '("(
Cement can and does e1ercise a lot of control o!er(
Pac%ing 2
Trans&ortation
@ PFs o& P4R9OR(ANC4 at J.K. C4(4N0
P4OP740
The im&ortance of the ER function lies in the fact that in an e1tremely
com&etiti!e industry li%e cement, the com&anyRs &erformance de&ends on the
creati!ity, moti!ation and initiati!es of the indi!iduals( 0ndi!iduals com&rise the
critical resource, instrumental in bringing about im&ro!ements in the
manufacturing &rocess thereby reducing o&erating costs and ma1imi,ing gains(
To ma1imi,e gain from &eo&le side ASC<)T CRO-P has been created(
Ascent grou& is a motley collection of indi!idual $ho get together to engage in the
self.de!elo&ment &roects and moti!ate each other(
Beside this an 0).EO-S< MACAS0)< :MA)TEA); is &ublished( The
sim&le obecti!e of bringing out such maga,ine $as to create a regular forum for
&eo&le at '("( Cement to interact and e1&ress ideas and feelings( 0t is belie!ed that
such an effort $ould ha!e &ositi!e &ayoffs far beyond its &ages(
Beside this e!ery year it organi,es EA)-MA) MA)A0R C-@T-RA@
B0<STA(
P7AN40
TProduce more $ith lessM has been '("( CementMs guiding &hiloso&hy o!er
the years( The obecti!e is to lea!e the minimum foot&rint, or negati!e im&act, of
its o&erations on the earthMs resources(
To &rotect en!ironment '("( Cement has ta%en !arious initiati!es in the field as
$ater conser!ation by Recycling of ?aste ?ater, Rain ?ater har!esting, by
reducing Co7 emission, by Creen belt de!elo&ment and by energy conser!ation
S6O. ANA7DS%S0.

STR<)CTE
STR<)CTE
?<A")<SS
?<A")<SS
OPPORT-)0T/
OPPORT-)0T/
TER<ATS
TER<ATS
@o$ cost &roduction
@ime stone reser!es
Ca&ti!e &o$er &lant
@o$ logistic cost
6IIO use of &et co%e as fuel
@o$ cost &roduction
@ime stone reser!es
Ca&ti!e &o$er &lant
@o$ logistic cost
6IIO use of &et co%e as fuel
)o rail at Ras site
?aiting time of truc%s adds to
e1tra cost
)o rail at Ras site
?aiting time of truc%s adds to
e1tra cost
<1&lore ne$ alternate fuel
0ncrease the sale of PPC
<1&lore ne$ mar%ets
0m&ro!e 0T infrastructure
<1&lore ne$ alternate fuel
0ncrease the sale of PPC
<1&lore ne$ mar%ets
0m&ro!e 0T infrastructure
Rise in inflation
Ca& in demand 2 su&&ly
0ncreasing com&etition
0ncrease in fuel &rice
Reduction in cement prices
Rise in inflation
Ca& in demand 2 su&&ly
0ncreasing com&etition
0ncrease in fuel &rice
Reduction in cement prices
Objective, CSI
The &ur&ose of the Cement Sustainability 0nitiati!e is to3
<1&lore $hat sustainable de!elo&ment means for the &artici&ating
com&anies and the cement industry(
0dentify and facilitate actions that com&anies can ta%e as a grou& and
indi!idually to accelerate the mo!e to$ards sustainable de!elo&ment(
Pro!ide a frame$or% through $hich other cement com&anies can
&artici&ate, and
Pro!ide a frame$or% for engaging e1ternal sta%eholders(
Agenda, CS%
The 6I com&anies in!ol!ed in the CS0 ha!e chosen to de!elo& an agenda for three
reasons3
To &re&are for a sustainable future by ma%ing a more efficient use of
natural resources and energy, and engaging $ith local issues in emerging
mar%ets(
To meet the e1&ectations of sta%eholders and maintain their Tlicense to
o&erateM in communities across the $orld through a greater trans&arency of
o&erations, effecti!e engagement $ith society and initiating actions, $hich
lead to sustained &ositi!e changes, and
To indi!idually understand and build ne$ mar%et o&&ortunities through
&rocess inno!ations, $hich achie!e greater resource4 energy efficiency and
long.term cost sa!ingsP &roduct and ser!ice inno!ations to reduce
en!ironmental im&acts and $or% $ith other industries on no!el uses of by.
&roduct and $aste materials in cement &roduction(
The com&anies ha!e identified si1 %ey areas $here they belie!e that the CS0
can ma%e a significant contribution to$ards a more sustainable society
Climate &rotection(
Buels and ra$ materials(
<m&loyee health and safety(
<missions reduction
@ocal im&acts(
0nternal business &rocesses(
A 17O*A7 84A2D 64%18
0ndia is the second largest cement &roducing country in the $orld( Cement
demand in the country gro$s at roughly 6(> times the CAP gro$th rate( The
industry had a turno!er of around -SUG(H billion in 7II9.I= and according to
CR0S0@ is e1&ected to gro$ at a CACR of around G&er cent in the ne1t fi!e years(
The demand for cement is closely related to the gro$th in the construction sector(
Conse5uently, cement demand has been &osting a healthy gro$th rate of around
H&er cent since 688G.8H, &ro&elled by the increased thrust on infrastructure
de!elo&ment, and the higher demand from the housing sector and industrial
&roects( This trend is li%ely to continue in the coming years(
@.+ 7O6 P4R CAP%A7 CONS"(P%ON = A 7ON1 4R( OPPOR"N%D
@.+.> P4R CAP%A7 CONS"(P%ON O9 C4(4N (+,,@+
679I

6I9I
H9I

F9I
=9I
79I
I
China 0ndia -S 'a&an "orea Me1ico
Cermany Thailand Brance
Source0 "nited StateFs 1eo!ogica! Sur#e$
Another factor that ma%es 0ndian cement an attracti!e in!estment destination is the
combination of a lo$er &er ca&ital consum&tion and a faster gro$th rate( The 0ndian
cement industry has registered a &roduction of more than 6II million tones since +,,>.
,+.
The &er ca&ital consum&tion of 6I7%g as com&ared to the $orld a!erage of 7FI%g, =>I%g
in China and F96%g in 'a&an underlines the tremendous sco&e for gro$th in the 0ndian
cement industry in the long term(
Prices and Pro&its to the 9irm
Maor &layers in the industry are not &lanning any significant ca&acity addition for the
ne1t t$o years( Considering the gestation &eriod of setting u& a cement &lant, additional
su&&ly from ne$ ca&acities, if any, $ill arri!e only from 7II>.IF on$ards( @imited
ca&acity additions and high demand $ill narro$ the demand su&&ly ga&, im&ro!e &rice
reali,ations and lead to higher &rofitability(
Any further reduction in im&ort duties on cement and clin%ers is unli%ely to affect the
industry as the cement &roduced is at &ar $ith the international standards and the &rices
are lo$er than those &re!ailing in other international mar%ets(
@.@.PO7%CD
Opening up the 9)% Channe!
The im&act of go!ernment &olicies on cement demand has been steadily decreasing $ith
the sector being gradually deregulated( At &resent, 6II&er cent foreign direct in!estment
*BA0+ is &ermitted in the cement industry( @afarge $as the first foreign com&any to enter
the 0ndian mar%et in 6888(
4asing 4n#ironment Norms
To set u& a cement &lant in 0ndia, $ith an in!estment of o!er -SU77million entre&reneurs
are re5uired to obtain en!ironmental clearance from the Ministry of <n!ironment(6II&er
centBA0 is allo$ed for &ri!ate cement com&anies to set u& &o$er &roects as $ell as coal
or lignite mines for ca&ti!e consum&tion( State &olicies and norms to encourage
in!estment(
Both the state and e1&ort &olicies &romote cement &roduction( <1&orters can claim duty
dra$bac%s on im&orts of coal and furnace oil u& to 7I &er cent of the total !alue of
im&orts( Most state go!ernments offer fiscal incenti!es in the form of sales ta1
e1em&tions in order to attract in!estment( 0n some states, this a&&lies only to intra.state
sales, li%e Madhya Pradesh and Raasthan( States li%e Earyana offer a free,e on the
&o$er tariff for >years, $hile Cuarat offers e1em&tion from duty on electricity(
@.A.R4N)S AN) P7AD4RS
Cement &roduction in 0ndia has increased at a CACR of H(6&er cent during the last
decade $ith a &roduction le!el of 66G(>million tones in 7II9.I=( The cement
industry com&rises 67> large cement &lants *ca&acity more than I(68Hmillion
tones &er annum+ $ith an installed ca&acity of 6=H(7Hmillion tones and more than
9II mini cement &lants *ca&acity less than I(68Hmillion tones &er annum+ $ith an
estimated ca&acity of 66(6Imillion tones &er annum(
The industry $or%ed at an estimated HI(7&er cent ca&acity in 7II9.I=( Small
&lants, ho$e!er, $or% at an installed ca&acity of around =I&er cent(
Among the different !arieties of cement, 0ndia &roduces Ordinary Portland
Cement *OPC+, Portland Po,,olana Cement *PPC+, Portland Blast Burnace Slag
Cement *PBBS+, Oil ?ell Cement, Ra&id Eardening Portland Cement and
Sul&hate Resisting Portland Cement( The share of blended cement in total cement
&roduction has increased from 78&er cent in 688G.8H to >=(>&er cent in 7II9.I=(
)econstructing Costs
<nergy *including the landed cost of coal+, freight and limestone costs are the
maor cost com&onents of the cement industry( These costs account for around
9>&er cent, 77&er cent and 8(>&er cent of the total &roduction costs res&ecti!ely(
)ec!ine in energ$ cost
0ndian cement com&anies ha!e been able to curtail costs through the setting u& of ca&ti!e
&o$er &lants( There has been a decline in the a!erage coal consum&tion from I(6H tones &er
tone of cement to I(6G tones &er tone due to &yro &rocessing systems, increased usage of
im&orted coal *$ith higher calorific !alue+ and the higher &roduction of blended cement(
The s$itch from the $et &rocess to the dry &rocess of cement manufacturing has also aided
in sa!ing energy costs(
)O(4S%C P7AD4RS
Associated Cement Companies 7td (ACC7)
ACC @td manufactures ordinary Portland cement, com&osite cement and s&ecial
cement and has begun offering its mar%eting e1&ertise and distribution facilities to
other &roducers in cement and related areas( 0t has t$el!e manufacturing &lants
located throughout the country $ith e1&orts to SAARC nations( The com&any &lans
ca&ital e1&enditure through ac5uisitions( )on.core assets are to be di!ested to release
loc%ed u& ca&ital( 0t is also e1&ected to acti!ely &ursue o!erseas &roect engineering
and consultancy ser!ices(
*ir!a Corp
Birla Cor&Ms &roduct &ortfolio includes acetylene gas, auto trim &arts, casting, cement,
ute goods, calcium carbide, yarn etc( The cement di!ision has an installed ca&acity of
=(GHmillion metric tones and &roduced =(GGmillion metric tones of cement in 7II9.I=(
The com&any has t$o &lants in Madhya Pradesh and Raasthan and one each in ?est
Bengal and -ttar Pradesh and holds a mar%et share of =(6&er cent( 0t manufactures
Ordinary Portland cement *OPC+, Portland &o,,olana cement, fly ash.based PPC,
@o$.al%ali Portland cement, Portland slag cement, lo$ heat cement and sul&hate
resistant cement( @arge 5uantities of its cement are e1&orted to )e&al and Bangladesh(
Coing for$ard, the com&any is setting u& its ca&ti!e &o$er &lant to remain cost
com&etiti!e(
1rasim = "!tra ech Cemco
CrasimMs &roduct &rofile includes !iscose sta&le fibre *VSP+, grey cement, $hite
cement, s&onge iron, chemicals and te1tiles( ?ith the ac5uisition of -ltra Tech,
@2TMs cement di!ision in early 7II=, Crasim has no$ become the $orldMs se!enth
largest cement &roducer $ith a combined ca&acity of 96million tones( Crasim *$ith
-ltra Tech+ held a mar%et share of around 76&er cent in 7II9.I=( 0t has &lants in
Madhya Pradesh, Chattisgarh, Punab, Raasthan, Tamil )adu and Cuarat among
others( The com&any &lans to in!est o!er -SU 8million in the ne1t t$o years to
augment ca&acity of its cement and fibre business( 0t also &lans to focus on its
international !entures, ram&ing u& the ca&acity of Ale1andra Carbon Blac% in <gy&t to
6,GI,III tones Per annum *from6, 7I,IIIt&a+ and raising the ca&acity of the carbon
blac% &lant in China from67,IIIt&a to FI,III t&a(
1ujarat Ambuja Cements 7td (1AC7)
Cuarat Ambua Cements @td $as set u& in 68HF $ith the commencement of commercial
&roduction at its 7million tone &lant in Chandra&ur, Maharashtra( The grou& has clin%er.
manufacturing facilities at Eimachal Pradesh, Cuarat, Maharashtra, Chattisgarh, Punab
and Raasthan( The com&any has a mar%et share of around 6I&er
cent, $ith a strong foothold in the northern and $estern mar%ets( 0ts total sales aggregated
-SU >7Fmillion $ith a ca&acity of 67(Fmillion tones in 7II9.I=( Cuarat Ambua is
0ndiaMs largest cement e1&orter and one of the most cost efficient firms( CAC@ has a
6=(=>&er cent sta%e in ACC, ma%ing it the second largest cement grou& in the country,
after Crasim.-ltra Tech Cemco( The com&any has free cash flo$s that it is li%ely to use
to gro$ inorganically( The com&any is scouting for a ca&acity of around t$o million tone
in the northern and $estern mar%ets( 0t has also earmar%ed around -SU 68>.77I million
for ac5uisition(
%ndia Cements
0ndia Cements is the largest cement &roducer in southern 0ndia $ith a total ca&acity of
H(H6million tones and &lants in Andhra Pradesh and Tamil )adu( The com&any has a
mar%et share of >(= &er cent $ith a total cement &roduction of F(9F million tones in +,,@.
,A. 0ts &roduct &ortfolio includes ordinary &ortland cement and blended cement( The
com&any has limited its business acti!ity to cement, though it has a marginal e1&osure to
the shi&&ing business( The com&any &lans to reduce its man&o$er significantly and e1it
non.core businesses to turn around its fortune( 0t also e1&ects the e1&ort mar%et to o&en
u&, $ith the Culf emerging as a maor im&orter(
JK S$nthetics
'" Synthetics, a Singhania Crou& com&any, started manufacturing nylon at "ota in 68F7(
Subse5uently, it di!ersified into PS/4PB/, nylon tyre.cord, cement *in 68G>+, acrylic and
$hite cement *68H=+( The com&any has a mar%et share of 7(G&er cent( '" Synthetics
@imited is restructuring its business di!isions into t$o se&arate entities. '" Cements and
'" Synthetics( After the restructuring, it $ill be left $ith a cement &lant at )imbahera in
Raasthan, $ith a ca&acity of 9(7F million metric tones and manufacturing $hite cement(
@.A.(ARK4 OPPOR"N%%4S 9OR %N24S(4N
1ro'ing demand.supp!$ gap
Ca&acity additions *million tones+
Capacit$ additions (mi!!ion tones)
7>I
7II
68>(7
6FH(7
6>I
6=F(=
66G(9

6II
6
>I
I
7II9(= 7IIF.IG

According to CR0S0@ estimates, gi!en the demand.su&&ly ga& of roughly
=Imillion tones, ca&acity addition is e1&ected o!er the ne1t fi!e years( Of this,
almost 9Imillion tones $ill be met through Creenfield4Bro$nfield e1&ansions
Ca&acity demand
and 6Imillion tones through blending( The ca&acity addition of 9Imillion tones
$ould re5uire an in!estment of around -SU 7(7 billion(
Conso!idation opportunit$0 (erger and AcGuisitions
Cement ca&acity that can be sold million tones
Million tones
4ast >.+,
6est +.@C
North >,.@-
South /.A+
ota! +@.@B
Consolidation is e1&ected to increase further in the cement industry( Around 79million
tones of additional ca&acity could be sold sim&ly because on a stand.alone basis these
units are un!iable( As &art of a larger grou&, their o&erations could be cost effecti!e( This
o&ens u& a number of &ossibilities for ac5uisitions and mergers(
he %n&rastructure Opportunit$
The )ational Eigh$ays Ae!elo&ment Proect *)EAP+ includes the >,H=F%m Colden
Kuadrilateral *CK+ and the G,9II%m )orth.South, <ast.?est corridor( 0n addition, u&.
gradation of rural roads, u&.gradation to four4si1 lanes of about 69,III%m of )ational
Eigh$ays and 6I,III%m of additional high$ays ha!e been initiated(
The )EAP is e1&ected to lay a significant &art of the roads in cement concrete( Thus, if
7>&er cent of the roads of <ast.?est corridors are laid by concrete, it is li%ely to lead to
an incremental demand of >.Fmillion tones of cement &er annum( @i%e$ise, the Colden
Kuadrilateral is e1&ected to add =.>million tones of demand &er annum( The total
demand from these road &roects is e1&ected to generate an incremental gro$th of =.>&er
cent &er annum o!er the ne1t 7.9 years(
Among other infrastructure sectors, construction and moderni,ation of four air&orts
and t$o sea&orts, railroad, &o$er &lants and $ater management systems are also li%ely
to boost the demand for cement, in &articular the ready.mi1 cement(
Compan$ Pro&i!e
>.> 8%SORD *48%N) J K C4(4N
The initial V'("(V stands for a father. son team, namely3 Juggi!a! Kam!apath
Singhania
' ("( organi,ation started in the year 6HH= at Calcutta( ' ("( started their
business as a Binancier, 0n!estor, Trading Su&&lier of cotton belts and
manufacturer of small machinery &arts li%e TVR belts, etc( They established
fe$ small cotton te1tile industries also(
0n the year 686= they shifted their business from Calcutta to "an&ur $here
they established many big industries li%e '("( cotton Mills, Stra$ &roduct
Co, @ohia Mach, '("( Pul& and RaymondMs ?oolen, etc(
0n the year 689= '("( organi,ation started one more di!ision, as '("(
Synthetics @td( They established !arious big &lants of )ylon, Acrylic fiber,
etc( at "ota and Tyre Cord, Chemical and Pesticides at 'hala$ar(
0n the year 68G= under the same di!ision one more unit $as started for
manufacturing of Crey Cement at )imbahera(
<1&ansion of this &lant too% &lace in the year 68G8, $hen 7nd %iln $as
commissioned $ith a ca&acity of 67II tone &er day and G.la%h tones &er
year( After modification in Preheater its &resent ca&acity is 6HII TPA(
Again in the third &hase, a %iln $as erected in the year 68H7 and &roduction
of this %iln $as 69>I tone &er day(
0n the year 68HH a ne$ technology $as introduced in this 9rd "iln that
consisted of &recalcination &rocess, $hich raised the ca&acity of this &lant
to 9=II tone &er day,$hich $as earlier 69>I tone &er day( Besides, '("(
cement &lant is ha!ing its o$n diesel generator sets, &roducing &o$er to
meet the &o$er energy re5uirements(
Main ra$ material for cement is @0M<STO)<, for limestone $e ha!e our
o$n o&en cast mines adoining to the &lant( Besides $e ha!e de!elo&ed fe$
more mines at Malia%hera, "aroonda and Tila%hera for &roducing 6I,III
tones limestone &er day as needed(
' ("( Cement erected one more &lant from 'an( 7II6 $ith the ca&acity of
6=II tone &er day at !illage (angro!( 0n )o!(.7II9 after modification in
Preheater and installation of Mechanical ele!ator its ca&acity increased to
77II TPA(
Aue to &o$er shortage as im&osed by Amer electricity su&&ly board '("(
established its o$n herma! Po'er P!ant at !illage Bamania, near
Shambhu&ura, $hich is generating 6> M(?( &o$er e!ery day, $hich is
consumed by '("( Cement Plant(
' " Cement also has a &lant of =IITPA.installed ca&acity of ?hite Cement
at Cotan, )ag&ur *Ra+(
'("( Cement has started the follo$ing &roects3
Cement Project at Karnataka of over 5500 TPD and Thermal Power Plant of
capacity 30 MW.
herma! Po'er P!ant at Nimbahera o& ++ (6.
6aste 8eat Reco#er$ P!ant at Nimbahera o& >B (6 capacit$.
*humi Poojan o& )r 1aur 8ari Singhania echnica! "ni#ersit$ at
*hate'ar, "daipur.
'("( cement is one of the most &roducti!e, cost efficient cement &roducing
&lant in the country, a com&any, belie!ing in cor&orate res&onsibility to
society, integrity and fairness( The com&anyMs cement is sold under the '("(
Sar#e Sha?timan brand name, enoys good brand image and a &rice
&remium(
The follo$ing ty&es of cements are &roduced by ' " Cement ?or%s(
*a+ Ordinary Portland Cement *OPC+
*b+ Portland Po,,olana Cement *PPC+
*c+ Su&er Silicate Cement *SSC+
*d+ Masonry Cement *MC+
J. K. Cement manu&actures and mar?ets cement and c!in?er &or both
domestic as 'e!! as eHports mar?ets.
>.+ PR4S4N CAPAC%D AN) P4R9OR(ANC4
6(7(6 C@0)"<R PROA-CT0O)
0st Plant 4 "iln 67II Tone Per Aay *TPA+
00nd Plant 4 "iln 6HII TPA
000rd Plant 4 "iln >III TPA
0Vth Plant at Mangrol 77II TPA
ota! Capacit$ >,+,, P)
1.2.2 PRODUCTION ANALYSIS TABLE: IN TONS
Dear C!in?er
Cement
7II>.IF 96GI7FH 9>66I77
7IIF.IG 78IG68F 9F=IH79
7IIG.IH 786GI=> 9GF>H>>
6(7(9 B0)A)C0A@ A)A@/S0S3 0) Rs(
Dear urno#er
PBT
7II>.IF 66IH(G >7(7
7IIF.IG 6>78(G 7G7(I
7IIG.IH 6H67(H 9=F(F

>.@. (ANA14(4N S4. "P

>.@.> Corporate 7e#e!. Kanpur
Chairman . Ar Caur Eari Singhania
Managing Airector . Shri / P Singhania
Crou& <1ecuti!e President . Shri R C Bagla
>.@.+"nit 8ead 7e#e!. Nimbahera
President . Shri(A(Ra!isan%ar
>.A. J K (ar?eting Organisation 3 R C . North
J.K.Organi;ation
'("( Cement ltd(
'("( Cement ?or%s *Crey Cement+
6( '("( Cement $or%s, )imbahera
7( '("( Cement $or%s, Mangrol
9( '("( Thermal Po$er Plant, Bamania
=( '("( Thermal Po$er Plant, )imbahera
Proect3
'("( Cement Proect, "arnata%a
'("( ?hite Cement ?or%s
'("( Crey Cement ?or%s
1otan,Nagaur,
>.A.> J K (ARK4%N1 OR1AN%IA%ON
The Eead office of Mar%eting Ae&artment of ' " Cement @td( is at Aelhi,
$hich is headed by Sr( V P *Mar%eting.Crey Cement+ and Sr( V P *Mar%eting.
?hite Cement+( The ?hite Cement is sold all o!er 0ndia and the Crey Cement
is sold in the States of Raasthan, M(P(, -(P(, Earyana, Punab, Cuarat and
Aelhi( ?ith the commissioning of '( " Cement Proect, "arnata%a Southern
region $ill also be co!ered for Crey Cement.
>.A.+ Regiona! raining Centre
The Regional Training Centre . )orth is a &remier training centre of )orth
0ndia &romoted $ith assistance from ?orld Ban%, AA)0AA and Co!t( of 0ndia
as a uni5ue ERA &roect in Cement 0ndustry is also attached $ith ' " cement
?or%s as @ead Plant( 0t is e5ui&&ed $ith modern training aids and caters to the
s%ill enhancement and com&etency de!elo&mental needs of more than 7I
cement and other &lants( 0t has trained o!er >III technical and managerial
&ersonnel during the last 67 years(
The centre has conducted many tailor.made in.house &rograms for cement and
other industries in 0ndia and abroad including for Oman Cement, Oman and
Star Cement,
>.B. SOC%A7 R4SPONS%*%7%D
4ducationa! ser#ices0
Construction of rooms in Co!t( College at )imbahera(
Running '" 0nstitute of Technology, 0T0 in fi!e trades affiliated to )CVT(
Running 6IJ7 CBS< affiliated school
Running Regional Training Centre for Cement technocratMs aided by ?B 2
AA)0AA(
Various constructions in nearby go!t( Schools of Chittorgarh district(
?e are in!ol!ed in girls school *under construction+ and committed
reasonable financial contribution for abo!e
(edica! ser#ices
Rs( 9F lac%s contribution for the construction of go!t( Eos&ital at
)imbahera(
Ambulance to go!t( Eos&ital(
Bree facility of &athological laboratory for the &ersons of surrounding area(
Binancial contribution to !arious )COS for medical cam&s in the district(
Binancial contribution for construction of dis&ensary 2 health centre in
nearby !illages(
Bree Eomeo&athic consultancy4medicines for the &atients of nearby area(
Re!igious ser#ices
Radha%rishna tem&le at colony &remises(
Prayer hall in hanuman tem&le in )imbahera(
Bheem%esh$ar tem&le in staff colony(
Aharmashala at Bhan$armata *tourist4 religious &lace+(
H rooms for Aharamshala at Pashu&ati )ath tem&le in Mandsaur *M(P(+(
Various tem&les in number of nearby !illages(
Sports ser#ices
S&orts infrastructure li%e $ooden badminton court, table tennis court,
billiard room, and cric%et ground, !olleyball ground in colony cam&us(
S&onsoring all 0ndia youth football, !olley ball and badminton tournaments(
S&onsoring inter.district tournaments(
Arranging summer cam&s for !arious s&orts(
Other socia! ser#ices
Construction of a&&roach roads in
and around !illages of mining area(
Aigging of tube $ells(
Su&&ly of tube $ell &um&s(
Construction of $ater tan%s(
Su&&ly of drin%ing $ater in tan%ers in
nearby needy &laces during summer(
Regular &lantation in &lant, colony
and nearby !illages(
Airect and indirect em&loyment to
thousands of &ersons of surrounding
area(
Binancial hel&s to )COS(
Binancial aid to organi,e religious
festi!als by munici&als
Cement
Cement are bonding consisting essentially of com&ounds of calcium o1ide $ith
silica alumina and iron o1ide $hich can harden in air and $ater(
0n general cement is a generic name for &o$dered materials, $hich initially ha!e
&lastic flo$ $hen mi1ed $ith $ater or other li5uid but form a solid structure in
se!eral hours $ith !arying degree of strength 2 bonding &ro&erties, $hich
continue to im&ro!e $ith age(
8istor$ o& Cement
'ose&h As&endence disco!ered cement in6H7=(
Materials used $ere @ime, Bric% bed marl !olcanic la!a ash and $ater(
Burn these materials in furnace at 67IIC and ground $ith gy&sum(
6H8G $et &rocess %ilns came in e1istence(
Semi.dry &rocess %iln slo$ly &ic%ed u&(
Ary &rocess $ith t$o.stage %iln(
Bour stage &re.heater $ith &re.calcinator(
Ae!elo&ed grinding &rocess(
$pes o& Cement
Buture Cement: -Portal cement tried cement and Soral cement, Reacti!e belite
cement and rice hus% ash cement(
B0S co!ers 6= ty&es of cement(
8 are commercially &roduced in 0ndia(
Maor cements are OPC, PPPC, PSC(
Cements are classified into four grou&s
o Ceneral &ur&ose cement
o Cements to meet en!ironmental 2 climatic needs(
o Cements to meet the ser!ice conditions in construction(
o )e$ cements(
>.B.> $pes o& cement
C4(4N SD(*O7 SAN)AR)
Ordinary Portland Cements 99 grade 99OPC 0S3 7F8.68H8
Ordinary Portland Cements =9 grade =9OPC 0S3 H667.68H8
Ordinary Portland Cements >9 grade >9OPC 0S3 677F8.68HG
Portland Slag Cements PSC 0S3 =>>.68H8
@o$ Eeat Portland Cement @EC 0S3 67FII.68H8
Ra&id Eardening Portland Cement REC 0S3 HI=6.688I
Sul&hate Resisting Portland Cement SRC 0S3 6799I.68H8
Portland Po,,olana Cement
*Bly ash based+
PPC *Bly ash
based+
0S3 6=H8*Part6+.6886
Portland Po,,olana Cement
*Calcined clay based+
PPC *Calcined
clay based+
0S3 6=H8*Part7+.6886
Masonry Cement MC 0S3 9=FF.68HH
Eigh Alumina Cement EAC 0S3 F=>7.68H8
Su&ersul&hated Cement SSC 0S3 F8I8.688I
?hite Portland Cement ?PC 0S3 HI=7.68H8
Oil ?ell Cement O?C 0S3 H778.68H8
Eydro&hobic Cement EC 0S3 HI=9.6886
C7ASS%9%CA%ON O9 C4(4N
S.No C7ASS4S O9 C4(4N C4(4N
6( Ceneral &ur&ose cement OPC, PPC, PSC, ESC
7( Cements to meet en!ironmental 2 climatic
condition needs
SRC, EAC, SSC, EC
9( Cements to meet the ser!ice conditions in
constructions
EAC, @EC, REC, ESC,
O?C, ?PC
=( )e$ cements Portal cements, trief
cement and soral cements
and rice hus% ash cement
A.>.CORPORA4 PRO9%74
2ision =
:To be a &remium conglomerate $ith a clear focus on each business(;
(ission =
:To deli!er su&erior !alue to our customers, shareholders, em&loyees and society at
large(;
2a!ues =
:Res&ect for the indi!idual, integrity, s&eed, sim&licity, seamlessness, self
assuredness and a 6II&er cent commitment are the !alues $e !alue(;
(anagement Phi!osoph$ =
Customer Satisfaction
Al$ays in!est in latest technology
Euge distribution net$or% creation
<1&ansion through balancing e5ui&ment
Constant focus on cost control 2 5uality
0n!est in Managers 2 Ae!elo& &eo&le s%ills
Stability of <1ecuti!e Management 2 @o$ <m&loyee Turno!er
Social ?elfare N A Priority
Sa!ient 9eatures =
6( Birst dry &rocess &lant in 0ndia(
7( @atest &rocess &recalcinator technology for clin%er(
9( -)T N00 $as first P@C controlled cement &lant in 0ndia(
=( Most modern and so&histicated central control room for entire &rocess
control from one &oint(
>( Birst Bu,,y @ogic Control %iln and Cen.scanner for monitoring of %iln
shell tem&erature in 0ndia(
F( On.line 5uality control by D.ray analy,er(
G( Birst com&uteri,ed management system in 0ndian cement industry(
H( )o$ com&uteri,ed management system e1tended to stores, &urchase,
sales, accounts, and &ersonnel functions(
8( Continuous on going &rocess of training 2 de!elo&ment(
A.+.CO(PAND SR4N18
?e enoy a number of %ey com&etiti!e ad!antages, $hich ha!e hel&ed us maintain our
&osition as one of the leading cement manufactures in the )orthern 0ndian cement
mar%et( Our &rinci&al strengths and com&etiti!e ad!antages are as follo$s3
7eading position in attracti#e Northern %ndia gre$ cement mar?et0
Based on CMA data, )orthern 0ndian cement manufacturers ha!e consistently
o&erated at the highest le!els of ca&acity utili,ation among 0ndiaMs fi!e regions( ?e
belie!e this reflects the strong demand in )orthern 0ndia for cement &roducts relati!e
to su&&ly( Burther, based on ca&acity e1&ansions announced by cement manufacturers,
$e e1ce&t cement &lants in )orthern 0ndia to continue to o&erate at high utili,ation
le!els and antici&ate continued strong demand for our grey cement &roducts in the
near and medium.term( ?e belie!ed that $e are $ell &ositioned to ta%e ad!antage of
this demand, as the fourth largest grey cement manufacturer in )orthern 0ndia, and the
largest grey cement manufacturer in the state of Raasthan(
Second !argest 'hite cement producer in %ndia0
?hite cement accounted for 6F(FO of our total re!enue and 9>(7O of adusted <B0TAA
from our cement o&erations in fiscal 7II>, and 6>(>O of re!enues and 7F(GO
of our adusted <B0TAA from our cement o&erations in the si1 months ended
Se&tember 96,7II>(
-nli%e grey cement, the $hite cement industry in 0ndia is highly concerned $ith the t$o
largest &layers accounting for the substantial maority of 0ndiaMs &roduction ca&acity(
Conse5uently, &rices of $hite cement ha!e been relati!ely less !olatile and sales of $hite
cement ha!e generated more stable cash flo$s for us e!en during industry do$nturns in
grey cement( ?e also belie!e our &osition as the second largest &roducer of $hite cement
in 0ndia, together $ith our nation$ide deli!ery net$or%, significantly enhances the
o!erall brand image of '" Cement(
ProHimit$ and access to !arge reser#es o& high Gua!it$ !imestone0
?e ha!e access to large reser!es of limestone for both our grey and $hite cement
o&erations, $hich $e belie!e are sufficient to sustain our o&erations $ell into
the future( Based on inde&endent geological sur!eys of different mines during
688F to 7II6, $e belie!e that our limestone reser!es are sufficient to su&&ort
our current and &lanned ca&acity for a&&ro1imately =I years for both grey
and $hite cement( *Put in ris% assuming $e are able to rene$ our e1isting
leases u&on their e1&iry+( As one of the first cement &roducers in )orthern
0ndia, $e $ere able to choose our limestone reser!es in an area $ith high
5uality limestone resources( 0n addition to allo$ing us to &roduce $hite
cement, $hich re5uires high 5uality limestone, it also &ro!ides us $ith a cost
ad!antage, as $e are not re5uired to &urchase s$eeteners to im&ro!e the
5uality of limestone(
Burther, our manufacturing &lants are in close &ro1imity to our limestone reser!es,
resulting in lo$er trans&ortation costs( Binally, our mines that su&&ly our
$hite cement &lant at Cotan also ha!e a su&&ly of $hite clay, an im&ortant
additi!e necessary for $hite cement &roduction(

4Hperience and technica! ?no'.ho'0
?e ha!e 9I years of e1&erience in the 0ndian cement industry, $hich $e belie!e &ro!ides
us $ith the s%ills to ma1imi,e &roduction efficiency, e1&and &roduction ca&acity 5uic%ly
and reduce costs( O!er the years, $e belie!e that $e ha!e de!elo&ed long.term customer
relationshi& and a strong re&utation for 5uality(
Burther, $e ha!e a stable and e1&erienced middle and senior le!el management team,
many of $hom ha!e been $or%ing in our cement o&erations for more than 7I years( Our
)imbahera manufacturing facility $as chosen by ?orld Ban% and the Aanish
0nternational Ae!elo&ment Agency as one of the four training centers in 0ndia to ser!e as
the :Regiona! raining Center< for )orthern 0ndia(
There are only four regional training centers for the cement industry in 0ndia, and $e
belie!e our o&eration of the training center &ro!ides us $ith access to state of art training
aids, li!e $or%ing models, and technical e1&ertise de!elo&ed by $ell %no$n national and
international cement &roducers(
A.@.CO(PAND AC8%424(4NS
The %ey e!ents in res&ect of the '"S@ Cement Ai!ision and the Com&any are set forth
belo$3
D4AR
>/-B
The grey cement &lant at )imbahera, $ith an initial ca&acity of I(9 MnTPA, commenced
commercial &roduction
>/-/
A second &roduction line $as added at )imbahera, increasing the ca&acity from I(9
MnTPA to I(G7 MnTPA
>/J+
A third &roduction line $as added at )imbahera, increasing the ca&acity from I(G7
MnTPA to 6(6= MnTPA
>/JA
@ime.based $hite cement &lant $as established at Cotan, $ith an initial ca&acity of I(I>
MnTPA
>/J-
A ca&ti!e thermal &o$er &lant $as installed at Bamania
>/JJ
A &re.calciner $as installed at )imbahera, increasing the total ca&acity to 6(>= MnTPA
>//,
The '"S@ Cement Ai!ision instituted Architect of the /ear a$ard
>//A
*i+ The Com&any $as incor&orated
*ii+ The Regional Training Centre for )orthern 0ndia, $hich $as established at the
)imbahera &lant of the '"S@ Cement Ai!ision $ith aid from the ?orld Ban% and the
Aanish 0nternational Ae!elo&ment Agency, commenced ser!ice
+,,,
The total ca&acity of the $hite cement &lant at Cotan $as increased to I(9 MnTPA as a
result of continuous moderni,ation and u& gradation
+,,>
A ne$ grey cement &lant $ith a ca&acity of I(G> MnTPA $as installed at Mangrol
+,,A
*i+ The Com&any ac5uired the '"S@ Cement Ai!ision
*ii+ The total ca&acity of the grey cement &lant at )imbahera $as increased to 7(H
MnTPA as a result of continuous moderni,ation and u&gradation
+,,B
*i+ The Com&any allotted G,=7F,8>I <5uity Shares to the shareholders of '"S@ &ursuant
to the AA0BR order dated 'anuary 79, 7II9
*ii+ The Com&any $as listed on the BS<
+,,C
.'" Cement has finalised the issue &rice of its recently concluded initial &ublic offering
*0PO+ at Rs 6=H &er share(
.'% Cement @imited has informed that $(e(f( 6F(67(7IIF Mr( Manish Ba&ai Com&any
Secretary and Com&liance Officer of the com&any has resigned and in his &lace Mr(
Ashish Sabhar$al has been a&&ointed as Com&any Secretary(
+,,-
.'% Cement @imited has a&&ointed Ar( "(B( Agar$al as Additional Airector of the
Com&any to hold office until the conclusion of ne1t Annual Ceneral Meeting(
4.4.CORPORATE PLAN
0ncrease Po$er generation ca&acity to >IM? by 7IIF.7IIG( <stablish one
R2A center for cement 2 its a&&lications such as concrete, tiles etc( To achie!e
s&ecific &o$er consum&tion le!el of H>units &er tone of cement( O(%( Cement
has e1cellent trac% record of ER Planning and Ae!elo&ment( The initiati!e
ta%en for setting u& Regional Training Center *RTC+ as )imbahera *in the
cam&us of '("( Cement $or%s+ is an indication of ManagementMs commitment
to$ards ERA( The Center at )imbahera is one of the four RatMs in 0ndia and
caters the man&o$er de!elo&ment needs, not only to '("( Cement ?or%s, but
also su&&orts cement industry in ?estern M(P(, Raasthan, Earyana, 'ammu 2
"ashmir, Eimachal Pradesh and Punab *i(e( )orthern Region+(
>. 9irst 9i#e.Dear P!an (>/B>.BC)0 .
0n the beginning of the first fi!e.year &lan, there $ere 77 factories $ith a
&roduction $as 7(F8million tones only( The target set for the first fi!e.year &lan
$as >(I7million tones( Therefore, ca&acity enhancement $as the main obecti!e
of this &lan(
+. Second 9i#e.Dear P!an (>/BC.C>)0 .
Aue to the rising demand a the end of the first &lan &eriod go!ernment im&osed
a sort of control of issuing an order under section 6HC of the industries
*Ae!elo&ment 2 Regulations+ Act, 68>6, ma%ing it necessary for all cement
&roducers to sell their total &roduction to State Trading Cor&oration of 0ndia for
distribution to consumers at uniform &rice fi1ed by the Co!ernment from time
to time on B(O(R( destination basis(
@. hird 9i#e.Dear P!an (>/C>.CC)0 .
This &lan mar%ed for industrial gro$th led the go!ernment to antici&ate a hea!y
shortage of cement and to meet this challenges( <1&ansion &rograms $ere
underta%en3
To ma%e sur!ey for the &ros&ecting and &ro!iding cement grade limestone
in the country(
To set u& unit in &ublic sectors to achie!e &lan targets(
To su&&ort all the ancillary and subsidiary acti!ities connected $ith cement
and ma%e efforts for its gro$th and de!elo&ment(
A. Po!ic$ o& >/J,0
)ational Eigh$ay Proect, ne$ rail$ay lines, bridges, irrigation canals and
dams resha&ed the country and &roected a ne$ face of the industrialistMs
scenario( The go!ernment of 0ndia had to decide start a &artial decontrol of
cement industry and subse5uently to fuller decontrol of it( The ne$ &olicy
granted cement manufactures a &rofit of about 67O in their in!estments so that
ra&id increase in cement &roduction can ta%e &lace to bridge the ga& of demand
and &roduction ca&acity(
1reen&ie!d 1re$ Cement at Karnata?a in Ja$?a$cem 7td
A Creenfield Crey Cement &roect is being set u& in 'ay%aycem @td( *$holly
o$ned subsidiary of the Com&any+ at Mudhol in the State of "arnata%a $ith a
ca&acity of 9(> million tones at an estimated &roect cost of Rs(6I>I crores
*Rs(8>I crores to be s&ent in first &hase and Rs(6II crores in second &hase for
&utting u& a Crinding -nit at Bellary+( The &roect cost includes cost of Ca&ti!e
Po$er &lant of >I M?( Boundation stone of the &lant $as laid on Hth AecemberP
7IIG(The Com&any is in &rocess of obtaining !arious a&&ro!als( )ecessary land
has already been ac5uired and orders for long deli!ery items of &lant and
e5ui&ments ha!e already been &laced( Binancial closure of the &roect is li%ely to
be com&leted by end of Se&tember 7IIG( The Com&any &ro&oses to in!est about
Rs( =II Crores in the said &roect from its internal accruals( A total sum of
Rs(GF(=I crores has already been s&ent on the &roect( Barring unforeseen
circumstances, the &roect is e1&ected to be on stream in first 5uarter of 7II8(
Auring the year, the Com&any has ac5uired from 0AB0 the assets of )ihon
)irmaan @td( at Cotan for Rs(=7 crores( The Com&any has decided to utili,e this
facility to &roduce Crey cement( 0t has been decided to re!enue these facilities at
an estimated cost of Rs(GI crores the ca&acity of &lant is e1&ected to be = @acs
Tons Re!am&ing has already started and it is li%ely to be com&leted by Aecember
7IIG( 0n the meantime, the Com&any has already started grinding facilities at the
&lant $(e(f( 68(9(7IIG(
A.B.CO(PAND PRO)"CS
?e &roduce grey cement and $hite cement( Crey cement &roduced by us consists of
Ordinary Portland Cement *:OPC;+ and Portland Po,,olana Cement *:PPC;+( OPC has
three &rinci&al grades that are differentiated by their com&ressi!e strengths, and consists
of >9.grade, =9.grade and 99.grade OPC(
All our &roducts com&ly $ith the 5uality standards s&ecified by the Bureau of 0ndian
Standards *:B0S;+( Our cement &roducts are mar%eted under the brand names '("(
Cement and Sar!asha%timaan for OPC &roducts, '("( Su&er for PPC &roducts and '("(
?hite and Camel for $hite cement &roducts, $hich $e belie!e are $ell %no$n brands in
their res&ecti!e mar%ets(
Ty&es of Cement
1re$ Cement 6hite Cement J.K. 6a!! Putt$
1R4D C4(4N0
SP4C%9%CA%ON 1R4D C4(4N
RA? MAT<R0A@ @0M<STO)< 2 C/PS-M
TRAA< )AM< SARVASEA"T0MAA)
TRAA< MAR" V0'A/STAMBE
PROA-CTS CRAA<S =9, >9, PPC
PAC"AC0)C CAPAC0T0<S >I "g &er bag
Auring the year under re&ort, the &roduction of Crey cement at )imbahera and Mangrol
&lants $ere higher at 9(F= million tons com&ared to 9(>6 million tons in the &re!ious
year( Sales !olume also increased in tandum $ith &roduction( Eigher reali,ations during
the current year cou&led $ith increase in &roduction of blended cement resulted in
substantially higher &rofits after setting of &rice increase of !arious in&uts(
%N9OR(A%ON R4K"%R4) "N)4R S4C%ON +>-(>)(e) O9 84
CO(PAN%4S AC, >/BC
A. CONS4R2A%ON O9 4N4R1D

*a+ <nergy conser!ation measures ta%en3
L 0nstallation of Cement Mill > to increase &roduction of Cement Mill = along $ith close
circuiting(

L 0nstallation of Cement Mill F to increase &roduction of Cement Mill 9 along $ith close
circuiting

L <nlargement of do$n comer duct of PE 7 to sa!e &o$er(

L Re&lacement of Cement Mill = se&arator
L Beeding of fly ash at outlet of Cement Mill 9 from fly ash silo

L Close circuiting of 6 2 7 Cement Mills(

L <SP u& gradation $or% at "iln =

L Additional <le!ator for Cement Mill )o(H

L Aust 2 S&illage Control System
L 0nstallation of 69(I M? $aste heat reco!ery &o$er &lant(

L 0nstallation of 7I M? Pet co%e based ca&ti!e &o$er &lant(

L 0nstallation of 6I M? Turbine at Bamania to re&lace e1isting G(> M? Turbine(

L 0nstallation of control 2 automation system at "iln .9(
*. 4C8NO7O1D A*SORP%ON

*i+ Research 2 Ae!elo&ment, s&ecific area in $hich R 2 A has been carried out(

L 0ncrease in fly ash in PPC &roduction

*ii+ Benefits Aeri!ed as a result of abo!e R 2 A

L Bly ash addition has been increased from 6H(==O to 7=(IHO at )BE and from 6G(G7O
to 76(>FO at Mangrol

L Reduction in cost
L Cleaner <n!ironment
L Smooth 2 continuous running of "iln 2 ra$ mill
*iii+ Buture Action Plan
L Si,e reduction of clin%er granule and limestone

L Mechanical trans&ort system for "iln 627 CM 92=
*i!+ <1&enditure on R 2 A
The Research 2 Ae!elo&ment acti!ities are carried out by our o$n team under
the ad!ice and consultancy of foreign consultant( A&art from regular e1&enditure
on research acti!ities debited to &rofit 2 loss account under different heads, the
com&any has &aid contribution of Rs( 78 lacs to Research institutes for carrying
out research and de!elo&ment $or% related to Com&anyRs &roducts(
*!+ <fforts in brief, made to$ards Technology Absor&tion, Ada&tation and
inno!ation(
Q Aaily monitoring of &o$er consum&tion
Q Pre!enti!e monitoring of all critical e5ui&ments(
68%4 C4(4N0
The &roduction of $hite cement at 7=HHHI M(T( during the year under re!ie$
against 77FG78 M(T( in 7II>.IF recorded gro$th of 8(GGO( This $as mainly on
account of robust gro$th of around F>O recorded in e1&ort !olumes *9G78= tons
!s( 77=G7 tons+( The gro$th in domestic mar%et *including )e&al+ $as 9(>8O(
0ncreased mar%et of !alue added &roducts mainly $all &utty also contributed to
additional &rofits(
A. CONS4R2A%ON O9 4N4R1D

*a+ <nergy conser!ation measures ta%en3
Q Steam e1haust cyclone dust collection arrangement modified for online re.
feeding, eliminating the o&eration of additional drug chain to conser!e energy

Q Calciner installed to enhance %iln ca&acity and achie!e further reduction in
energy consum&tion(
Q A clay crusher $as de!elo&ed and installed at ra$ mill to ta%e care of large si,e
lum&s and to cater demand for increased ca&acity resulting in smooth o&eration
and energy conser!ation(
*b+ Additional 0n!estments 2 &ro&osals being im&lemented for reduction in
conser!ation of energy(
*. 4C8NO7O1D A*SORP%ON

*i+ Research 2 Ae!elo&ment, s&ecific area in $hich R 2 A has been carried out(
Q Clin%er dryer circuit o&timi,ation to achie!e homogeneous seasoning resulting
in im&ro!ed cement 5uality

Q "iln inlet modified $ith im&ro!ed seal to reduce the fresh air entry to im&ro!e
the Clin%erisation &rocess

Q The clin%erisation &rocess controls s$itched to free lime control in &lace of
clin%er litre $eight control by installing latest D.Ray analy,er ha!ing DRB 2
DRA features
*ii+ Benefits Aeri!ed as a result of abo!e R 2 A

QConsistency in 5uality $ith increased $hiteness
QConsistency in %iln o&eration and clin%er 5uality
*iii+ Buture Action Plan
QCom&lete automatic Putty manufacturing &lant %ee&ing the s&ecialities of
im&orted high.s&eed mi1ers, batch controller, to cater the increased mar%et
demand and consistency in 5uality(
Q-&grading of Pac%ing machines $ith chec% $eigher arrangement for >I "g(
Cement bags(
QPetco%e4Coal4@ignite based thermal &o$er &lant(
*i!+ <1&enditure on R 2 A
The Research 2 Ae!elo&ment acti!ities are carried out by our o$n team under
the ad!ice and consultancy of foreign consultant( A&art from regular e1&enditure
on research acti!ities debited to &rofit 2 loss account under different heads, the
com&any has &aid contribution of Rs( 78 lacs to Research institutes for carrying
out research and de!elo&ment $or% related to Com&anyRs &roducts(
*!+ <fforts in brief, made to$ards Technology Absor&tion, Ada&tation and
inno!ation(
Q Monitoring of energy consum&tion
Q Proacti!e a&&roach to$ards <n!ironmental Management System(
J.K. 6a!! Putt$0
?hite cement based &utty for lu1urious and sil%y interior4 e1terior finish of our
dream home( '("( ?all Putty is ?hite Cement based &utty for cement &lastered
$alls and ceilings( '("( ?all Putty is used to fill the une!en surfaces of cement
&lastered $alls and concrete $alls( A&&lication of '("( ?all Putty &ro!ides
smooth and strong finish to the $alls for further a&&lication of all %inds of
&aints( The smooth finish gi!es better loo% to interiors and e1teriors(
Sur&ace Preparation0
The surface should be cleaned to ma%e it free from dirt, dust, grease, oil and
&aint( All foreign im&urities should be remo!ed $ith a $ire.brush( ?all
surfaces should be cured so that the surface is saturated $ith $ater yet in Ttouch
dryM condition(
reatment o& Ne' Sur&ace0
The ne$ surface re5uires only soft treatment such as remo!al of dust, dirt and
foreign matter( 0n case of crac%s, !oids and damagesP it should be &atched u&
&rior to a&&lication of '("( ?all Putty $ith grey4$hite cement(
reatment o& O!d Sur&ace0
All loose material and4or organic gro$th must be remo!ed $ith &utty blade or
brush( 0n case of old &ainted surface scrub the surface $ith course emery
stone4&a&er(
Preparation o& J.K. 6a!! Putt$ Paste0
'("( ?all Putty is a fine &o$der( Mi1 slo$ly '("( ?all Putty $ith a&&ro1(=IO
$ater by !olume to &re&are &aste of desired consistency( Mi1 !igorously for >.
6I minutes lum& free, uniform and smooth &utty &aste( Product should be
mi1ed in re5uired 5uantities to be used $ithin 7.9 hrs( of &re&aration(
App!ication0
A&&ly uniformly the first coat of '("( ?all Putty $ith blade4 tro$el on the $all
from bottom to to&( A&&ly second coat after the first coat has dried com&letely(
@imit the total thic%ness of 7 coats to 6(>mm( Allo$ com&letely drying and
then use fine emery &a&er to remo!e the a&&lication mar% if any( Any %ind of
&aint can be a&&lied on this surface( -se $ater for curing before a&&lying &aint(
Precaution0
Although '("( ?all Putty does not contain any to1ic material, use rubber glo!es
$hile mi1ing, as &rolonged e1&osure $ith $ater may soften the s%in resulting
in fine cuts4legions due to cement &articles( Precaution should be ta%en to a!oid
dust inhalation $hile handling the &o$der &utty(
Storage0
Store '("( ?all Putty in a dry &lace and o&en the &ac% ust before use( "ee& out
of reach of children(
heoretica! &rame 'or? 0.
4mp!o$ee 4ngagement0.
Bor se!eral years no$, Rem&loyee engagementR has been a hot to&ic in cor&orate circles(
0tRs a bu,, &hrase that has ca&tured the attention of $or%&lace obser!ers and ER
managers, as $ell as the e1ecuti!e suite( And itRs a to&ic that em&loyers and em&loyees
ali%e thin% they understand, yet canRt articulate !ery easily( em&loyee engagement as Va
heightened emotional connection that an em&loyee feels for his or her organi,ation, that
influences him or her to e1ert greater discretionary effort to his or her $or%V(
At least four of the studies agreed on these eight %ey dri!ers(
6( Trust and integrity N ho$ $ell managers communicate and R$al% the tal%R(
7( )ature of the ob N0s it mentally stimulating day.to.dayL
9( @ine of sight bet$een em&loyee &erformance and com&any &erformance
=( Aoes the em&loyee understand ho$ their $or% contributes to the
com&anyRs &erformanceL
>( Career Cro$th o&&ortunities
F( Are there future o&&ortunities for gro$thL
G( Pride about the com&any
H( Eo$ much self.esteem does the em&loyee feel by being associated $ith
their com&anyL
8( Co$or%ers4team members
6I( significantly influence oneRs le!el of engagement
66( <m&loyee de!elo&ment
67( 0s the com&any ma%ing an effort to de!elo& the em&loyeeRs s%illsL
69( Relationshi& $ith oneRs manager
6=( Aoes the em&loyee !alue his or her relationshi& $ith his or her managerL
?e define em&loyee <ngagement as a &sychological state in $hich in $hich em&loyees
feel a !ested interest in the com&any Ts success and are both $illing and moti!ated to
&erform to le!els that e1ceed the stated ob re5uirements(
0ts reflects ho$ em&loyees feel about the o!erall $or% e1&erience
<m&loyee <ngagement foster 2 dri!es discretionery beha!iour, eliciting em&loyees ,
highest &roducti!ity, their best ideas 2 their genuine commitment to the success of the
organi,ation(
4mp!o$ee engagement, also called 6or? engagement, is a conce&t that is generally
!ie$ed as managing discretionary effort, that is, $hen em&loyees ha!e choices, they $ill
act in a $ay that furthers their organi,ationRs interests( An engaged em&loyee is a &erson
$ho is fully in!ol!ed in, and enthusiastic about, his or her $or%( <m&loyee <ngagement
is no$ measured by items $hich ha!e been lin%ed to %ey business outcomes(
0n a study of &rofessional ser!ice firms, the Eay Crou& found that offices $ith engaged
em&loyees $ere u& to =9O more &roducti!e
The most stri%ing finding is the almost >7O ga&s in o&erating incomes bet$een
com&anies $ith highly engaged em&loyees and com&anies $hose em&loyees ha!e lo$.
engagement scores( Eigh.engagement com&anies im&ro!ed 68(7O $hile lo$.
engagement com&anies declined 97(GO in o&erating income during the study &eriod( Bor
e1am&le, )e$ Century Binancial Cor&oration, a -(S( s&ecialty mortgage ban%ing
com&any, found that account e1ecuti!es in the $holesale di!ision $ho $ere acti!ely
disengaged &roduced 7HO less re!enue than their colleagues $ho $ere engaged(
Burthermore, those not engaged generated 79O less re!enue than their engaged
counter&arts( <ngaged em&loyees also out&erformed the not engaged and acti!ely
disengaged em&loyees in other di!isions( 0t comes as no sur&rise, then, that engaged
em&loyees ha!e been statistically lin%ed $ith inno!ation e!ents and better &roblem
sol!ing(
Arnold is more li%ely to define engagement as a beneficial t$o.$ay relationshi& $here
em&loyees and em&loyers Rgo the e1tra mileR for one another( Com&anies that get it right
rea& the re$ards and so do their em&loyees, he said(
The benefits of ha!ing ha&&y staff are $ell.documented( But the challenge for many
organisations is sho$ing that engagement brings a tangible return on in!estment . a
&rocess many com&anies find elusi!e(
V<ngagement means different things to different &eo&le,V Arnold said( VThere $as a ris%
that it $ould become ust another bu,,$ord, so settling on a definition ga!e us a lot of
debate(V
"N)4RSAN)%N1 <MP@O/<< <)CAC<M<)T %N 84 P"*7%C S4COR
%ntroduction
9(6 The obecti!e of this re!ie$ the e1tent to $hich em&loyee engagement !aries
bet$een the &ublic and &ri!ate sectors( This $as e1amined on t$o le!els3
Are there any fundamental differences in ho$ em&loyee engagement o&erates
bet$een the &ublic and &ri!ate sectors that $ould im&act on inter&retati!e
modelsL 0n &articular, do the dri!ers of em&loyee engagement !ary bet$een the
t$o sectorsL And
?hat e!idence, if any, is there on the effecti!eness of em&loyee engagement
bet$een the &ublic and &ri!ate sectorsL Are there any mar%ed differences bet$een
the sectors in terms of ho$ engaged staff areL
2ariations in emp!o$ee engagement process
9(7 Brom our analysis of the models &resented the differences bet$een the &ublic and
&ri!ate sectors ha!e no im&act $hatsoe!er on ho$ em&loyee engagement $or%s( This
reflects the fact that the &ositi!e factors im&acting on em&loyee engagement a&&ly $ith
e5ual $eight to the &ublic and &ri!ate sectors( 0n &articular this includes3
The im&ortance of &ro!iding high 5uality management, es&ecially at su&er!isory
and immediate line management le!el
The im&ortance of ha!ing a strong organisational !ision and clarity in goals that
are clearly articulated and communicated to staff at all le!els
The im&ortance of engaging in effecti!e t$o.$ay communication bet$een the
organisation and its staff
9(9 )o inter&retati!e model of the em&loyee engagement process assessed as &art of the
literature re!ie$ has dra$n any sectoral distinction3 they are generic across all
organisational ty&es in the &ublic and &ri!ate sectors( This is a %ey finding of the
literature re!ie$(
9(= Eo$e!er, the em&loyee engagement outcomes do !ary according to a range of
factors reflecting organisational and em&loyee characteristics( The as&iration to find a
Rone si,e fits allR model does not a&&ly, either to all indi!idual em&loyees or to all
organisations( These !ariations are discussed belo$(
2ariations in emp!o$ee engagement outcomes
9(> There is a sur&risingly limited amount of research commenting on !ariances in
em&loyee engagement bet$een the &ublic and &ri!ate sectors( This may relate to the fact
that there is more in common bet$een the sectors than there is !ariation and the
&rinci&les of engagement tend to be generic across both sectors( The literature re!ie$ed
tends to highlight the relati!ely strong &erformance of the &ublic sector in terms of ob
s&ecific &arameters * i(e( &ublic sector $or%ers are more li%ely to recei!e com&ensation
for $or%ing e1tra hours, and find their $or% more $orth$hile and &ersonally
meaningful+ but its $ea%er &erformance in the critical em&loyee engagement dri!ers such
as strategic !ision and management( Bor e1am&le, C0PA *7IIFc+ in a national sur!ey of
7,III -" em&loyees found the follo$ing3
8ours 'or?ed . there are no differences bet$een the &ublic and &ri!ate sectors in
terms of hours $or%ed( Eo$e!er, &ublic sector $or%ers are more li%ely to recei!e
some com&ensation for $or%ing e1tra hours than those in the &ri!ate sectorP
6or?.!i&e ba!ance . one $ould ha!e e1&ected that &ublic sector $or%ers $ould
be recei!ing more hel& from their em&loyer to achie!e a good $or%.life balance,
but actually there is no differenceP
4mp!o$er negati#es . &ublic sector em&loyees are more negati!e about their
em&loyers than their &ri!ate sector counter&arts, re&orting that3
o They e1&erience more bullying and harassment than those in the &ri!ate
sector
o They are less satisfied $ith the o&&ortunities they ha!e to use their
abilities
o They are more stressed and under more &ressure
o They are more critical of their organisation
o They are less li%ely to feel their senior managers ha!e a clear !ision for
the organisation
o They ha!e less trust and confidence in their senior managersP and
o They are also less li%ely to belie!e organisational communication(
Job positi#es . ho$e!er, the &ublic sector ethos is reflected in the fact that more
&ublic sector $or%ers find their $or% $orth$hile and &ersonally meaningful( This
is an im&ortant finding, that Penna *7IIG+ &resents a model $hereby Rmeaning at
$or%R is at the a&e1 of the model, and one of the most im&ortant factors in dri!ing
engagement(
%ndi#idua!Memp!o$ee per&ormance outcomes . &ublic sector $or%ers rate their
o$n &erformance lo$er than &ri!ate sector em&loyees and are more li%ely to ha!e
ta%en more sic% lea!e in the last year(
9(F 0&sos MOR0 *7IIF+ has highlighted the need for &ublic sector organisations to
im&ro!e the $ay in $hich they manage change and de!elo& leadershi& ca&ability( 0t is
discussed later ho$ engagement can hel& organisations manage change *see the
Cambridgeshire County Council case study $hich highlights ho$ engagement $as
brought in to assist a large and difficult change in the Council+( Ara$ing u&on research
data from o!er 7II of the -"Rs leading organisations, an analysis by sector sho$s that in
many areas there is ty&ically little difference in em&loyee attitudes( Eo$e!er, in core
as&ects of $or%ing life *ref( Rob &ositi!esR abo!e+, &ublic sector staff tend to be ha&&ier
$ith3
'ob security
Being &aid fairly and their &ay reflecting le!el of &erformance
Training and de!elo&ment o&&ortunities
The feedbac% they recei!e from line managers
?or%ing hours(
9(G As a result of the research, 0&sos MOR0 *7IIF+ conclude that &ublic sector em&loyees
are more li%ely to feel that the $or% they do is interesting and, in general, &ercei!e a
greater feeling of morale $here they $or%(
9(H 0n contrast, the &ublic sector usually trails the &ri!ate sector in t$o %ey areas3 change
management and !eadership ca&ability *this is des&ite the fact that &ublic sector
em&loyees re&ort a greater le!el of contact $ith senior management+( The 0&sos MOR0
*7IIF+ research found that $hilst around three.5uarters of em&loyees in both sectors
nder!tand the need for change, there is a large dis&arity in terms of those $ho !pport
the need for change . $ith G> &er cent of em&loyees in the &ri!ate sector su&&orting the
need for change, com&ared to F> &er cent in the &ublic sector( Moreo!er, &ublic sector
em&loyees are significantly more li%ely to feel that some of the changes being
im&lemented are unnecessary3 they belie!e that V there i! too mch chan"e for chan"e#!
!akeV( Thus it is im&erati!e that managers fully engage staff in understanding the
rationale for change, rather than ust communicating the change to them, and su&&ort
em&loyees through the change &rocess(
9(8 0n terms of the more &ractical as&ects of change management, again &ublic sector
em&loyees are more critical( A 5uarter of &ri!ate sector em&loyees, com&ared to ust 6>
&er cent of &ublic sector em&loyees, belie!e that change is $ell managed in their
organisation3 see Bigure 9(6(
9igure @.> Perceptions o& Change (anagement b$ Sector
Source3 0&sos MOR0 *7IIF+
9(6I The 0&sos MOR0 *7IIF+ research highlights other areas in $hich &ublic sector staff
are usually more critical than their &ri!ate sector counter&arts3
Recei!ing recognition for good &erformance and &ro!iding o&&ortunities for
em&loyees to let the organisation %no$ ho$ they feel about things that affect
them in their $or%
Ea!ing ade5uate 4sufficient facilities or resources to do their $or% effecti!ely
The belief that their organisation &uts customers first
Confidence that they are $or%ing for a successful organisation(
9(66 As a conse5uence, the &ublic sector tends to trail the &ri!ate sector in core areas that
can lead to enhanced em&loyee engagement, such as clarity of direction, effecti!e
communication and management( The conclusion of this research is that the &ublic sector
needs to concentrate more on ho$ it manages change and de!elo&s leadershi& ca&ability,
to contribute to deli!ering the Public Sector Reform Agenda effecti!ely(
9(67 These findings in the -" are su&&orted by research in Canada conducted by the
Auditor Ceneral of British Columbia *Office of the Auditor Ceneral of British Columbia,
A&ril 7II7+( The British Columbia &ublic ser!ice recei!ed an engagement rating of >8
&er cent com&ared to G8 &er cent for the to& >I com&anies to $or% for in Canada *Ee$itt
Associates3 The 50 $e!t Companie! to Work for in Canada% as cited in Office of the
Auditor Ceneral of British Columbia 7II7+( 0n com&arison to the leading &ri!ate sector
com&anies, British ColumbiaRs &ublic ser!ice em&loyees are relati!ely ha&&y $ith their
$or%, are ust as committed to staying $ith their em&loyer, but due to a climate of
distrust, a lac% of confidence in their managers, and a feeling that the &ublic hold a
negati!e !ie$ of them as $or%ers, they are not as &roud of $here they $or%( Only =9 &er
cent $ould highly recommend their de&artment to a friend see%ing em&loyment,
com&ared to HF &er cent in the com&arison grou&( Again the &ublic sector com&ares
fa!ourably in ob content, but is $ea% in terms of organisational identity and ad!ocacy
amongst staff(
Summar$ and ?e$ &indings
)o inter&retati!e model of the em&loyee engagement process that has been
re!ie$ed has dra$n any sectoral distinction3 they are generic across the &ublic
and &ri!ate sectors(
Eo$e!er, the em&loyee engagement outcomes do !ary according to a range of
factors reflecting organisational and em&loyee characteristics( The as&iration to
find a Rone si,e fits allR model does not a&&ly(
0n general, &ublic sector em&loyees are more satisfied $ith their ob
characteristics, but are significantly less satisfied $ith %ey dri!ers of em&loyee
engagement com&ared to the &ri!ate sector(
These $ea%nesses include lac% of orientation to organisational obecti!es and lac%
of ad!ocacy(
Eo$e!er, !ariations in em&loyee engagement $ithin sectors are far more
significant and im&ortant than any re&orted !ariations bet$een the &ublic and
&ri!ate sectors( The challenge is for em&loyers to understand the im&ortance of
em&loyee engagement $ithin their o$n organisation and to address it effecti!ely(
0)T<RPR<TAT0V< MOA<@S OB <MP@O/<< <)CAC<M<)T
%ntroduction
=(6 This cha&ter loo%s at the models of engagement as found throughout the literature( An
em&loyerRs &oint of !ie$, engagement is often about em&loyees Rgoing the e1tra mileR or
e1erting Rdiscretionary effortR( 0t $as also discussed that many of the factors that dri!e
engagement are under the control of the organisation( Eo$e!er, em&loyees $ill &lace
different em&hasis on the e1tent to $hich they !alue each of these factors in e1change for
their discretionary effort( This cha&ter therefore e1amines the models of engagement in
the literature to determine $hat the %ey dri!ers of engagement are, and the e1tent to
$hich em&loyees !alue these, and $hat em&loyees find connects them to the
organisation, moti!ates them to &erform abo!e and beyond e1&ectations and com&els
them to acti!ely &romote the interests and obecti!es of the organisation(
=(7 Although the organisation has &rimary res&onsibility for leading engagement, there
are also secondary em&loyee and ob s&ecific factors $hich can affect le!els of
engagement( These are also discussed in this cha&ter to &ro!ide a more com&rehensi!e
&icture of the factors that determine engagement( The findings are &resented under the
follo$ing headings3
(ode!!ing 4ngagement . a series of the most rele!ant inter&retati!e engagement
models are &resented(
Ro!e o& 4ngagement in Organisationa! Outcomes . this section illustrates the
mechanisms through $hich engagement can im&act on organisational outcomes(
Organisationa! 2ariations . an analysis of the e1tent to $hich engagement
!aries bet$een organisations(
4mp!o$ee 2ariations . an analysis of the e1tent to $hich engagement !aries
bet$een em&loyees(
(ode!!ing engagement
=(9 As highlighted by C0PA *7IIGa+ there is no definiti!e all.&ur&ose list of engagement
dri!ers( There are many indi!idual and organisational factors that determine $hether
em&loyees become engaged, and to $hat e1tent they become engaged( This section
highlights the models that illustrate these factors and the im&ortance that em&loyees &lace
on them in becoming engaged(
=(= The a&&roach to em&loyee engagement, discussed by Robinson et al *7II=+, stresses
the im&ortance of Rfeeling !alued and in!ol!edR as a %ey dri!er of engagement( ?ithin
this umbrella of feeling !alued and in!ol!ed there are a number of elements that ha!e a
!arying influence on the e1tent to $hich the em&loyee $ill feel !alued and in!ol!ed and
hence engaged( Bigure =(6, $hich is based on a diagnostic model in Robinson et al
*7II=+, illustrates the dri!ers of engagement suggested through a sur!ey of o!er 6I,III
)ES em&loyees( Robinson et al *7II=+ state that this can be a useful &ointer to
organisations to$ards those as&ects of $or%ing life that re5uire serious attention if
engagement le!els are to be maintained or im&ro!ed(
9igure A.> Robinson et a! (+,,A) mode! o& the dri#ers o& emp!o$ee engagement
Source3 Robinson et al *7II=+
=(> Although tested $ithin the )ES, the authors suggest that many of the dri!ers of
engagement $ill be common to all organisations, regardless of sector( Eo$e!er as is
discussed later in this cha&ter, engagement le!els can !ary according to demogra&hic and
ob related factors( ?hat is noted from the model abo!e is that some of these factors are
$hat $ould be fundamental or contractual re5uirements for the organisation *the
RhygieneR factors+, such as &ay and benefits and health and safety, $hereas others are the
areas $here the organisation must Rgo the e1tra mileR to ensure effecti!e communication,
management and coo&eration(
=(F Penna *7IIG+ &resents a hierarchical model of engagement factors *see figure =(7+,
$hich illustrates the im&act each le!el $ill ha!e on the attraction, engagement and
retention of talent( They &ro&ose a model $ith Vmeaning at $or%V at the a&e1, $hich they
maintain is borne out by the research carried out into meaning at $or%( 0n this conte1t,
Penna *7IIG+ defines meaning at $or% as the situation $here a ob brings fulfilment for
the em&loyee, through the em&loyee being !alued, a&&reciated, ha!ing a sense of
belonging and congruence $ith the organisation and feel li%e they are ma%ing a
contribution( 0n this model, as the hierarchy ascends and the organisation successfully
meets each of these engagement factors, the organisation becomes more attracti!e to ne$
&otential em&loyees and becomes more engaging to its e1isting staff(
9igure A.+ Penna (+,,-) mode! o& hierarch$ o& engagement
Source3 Penna *7IIG+
=(G 0nterestingly in this model the RhygieneR factors a&&ear at the foundation of the model,
indicating the nature of these factors as a necessary, but not sufficient, building bloc%
u&on $hich the organisation must further de!elo& in order to engage staff(
=(H ?or% by Schmidt *7II=+ *see figure =(9+ frames engagement $ithin the conte1t of
organisational health and ?or%&lace ?ell.Being
=
* ??B+( <ngagement is defined by
Schmidt *7II=+ as the o!erarching label that brings em&loyee satisfaction and
commitment together( This model highlights the im&ortance of commitment to the ob as
dri!en by ob satisfaction, and also notes the im&ortance of the su&&orti!e organisation(
By creating the right conditions to generate high le!els of em&loyee engagement, the
organisation can dri!e high &erformance . $ith high &erformance being defined as the
achie!ement of the o!erarching &ublic sector goal of ad!ancing the &ublic good( The
model de&icts the flo$ of organisational dynamics that begins $ith recruitment and
mo!es through su&&ort for $or%, to $or%&lace $ell.being, to engagement and finally to
high le!els of organisational &erformance(
9igure A.@ Schmidt (+,,A) mode! o& organisationa! d$namics in the pub!ic sector
Source3 Schmidt *7II=+
=(8 This model im&lies that the foundations of engagement lie in &olicies to recruit and
retain the right $or%force * i(e( in terms of em&loying s&ecific com&etences, %no$ledge
and e1&eriences re5uired for success as $ell as di!ersity+ and to &romote health, safety,
and $ell.being( Schmidt *7II=+ bases the model on a !ariety of studies and $ritings,
im&licit in $hich is the notion that it is ??B that dri!es engagement( C0PA *7IIGa+
concurs $ith this !ie$ of the im&ortance of $ell being, stating that engagement is R$holly
consistentR $ith an em&hasis on em&loyee $ell.being(
=(6I 0n SchmidtRs *7II=+ discussion, ??B itself is dri!en by commitment and ob
satisfaction, $hich in turn are determined by a number of factors( 0t is a similar idea to
the model &resented by Robinson et al *7II=+ $here Rfeeling !alued and in!ol!edR $as the
%ey dri!er of engagement, but in turn $as influenced to a !arying degree by a range of
factors( As is the case throughout much of the literature, Schmidt *7II=+ does not &resent
a definiti!e list of the dri!ers of commitment and satisfaction *as the dri!ers of
engagement+ but re!ie$s se!eral studies and re&orts( Concentrating here on the studies
&resented by Schmidt *7II=+ that a&&ear to be based on a more robust a&&roach * e(g(
regression analysis as o&&osed to theorising+ the follo$ing results are of interest3
=(66 WorkUSA (2000) - This sur!ey used regression analysis to identify the %ey factors
affecting em&loyee commitment3
Trust in senior leadershi&
Chance to use s%ills
Com&etiti!eness of re$ards
'ob security
Kuality of com&anyRs &roducts and ser!ices
Absence of $or%&lace stress
Eonesty and integrity of com&anyRs business conduct
=(67 ERIN Research - The Region of Peel *a large munici&ality in Ontario, Canada+
carried out an em&loyee sur!ey in 7II7( Schmidt *7II=+ ad!ocates the robustness of the
results, from the Canadian &ublic sector, due to the use of Rad!anced statistical techni5uesR
and Re1cellentR return rates on the sur!ey of G7O( The sur!ey identified ob satisfaction
and commitment as the dri!ers for the engagement model, $ith the follo$ing factors
found to be im&ortant to each3
'ob satisfaction3
A career &ath that offers o&&ortunities for ad!ancementP
Bair &ay and benefitsP
The &erce&tion that the munici&ality offers good !alue to customersP
A satisfactory $or% en!ironment, as defined by3
o A reasonable $or%loadP
o Cood relations $ith immediate su&er!isorP
o Smoothly functioning organisational dynamicsP
o Cood relationshi&s $ith colleaguesP and
o <ffecti!e internal communication(
Commitment3
'ob satisfactionP
A career &ath that offers o&&ortunities for ad!ancementP
A &ositi!e &erce&tion of senior managementP and
The &erce&tion that the munici&ality offers good !alue to customers(
=(69 The analysis of the sur!ey found a correlation bet$een satisfaction and commitment
of I(>G suggesting that the t$o conce&ts are related but deser!e se&arate analysis(
Burther, $hat also emerges from these results is that satisfaction is a dri!er of
commitment, but not !ice !ersa, as commitment does not a&&ear as a %ey factor in the
analysis of $hat dri!es satisfaction(
Mana"ement and commnication
=(6= The im&ortance of good management and effecti!e communication has been
highlighted as %ey !ehicles through $hich em&loyee engagement can be im&lemented(
As Robinson et al *7II=+ highlight, organisations must $or% to engage em&loyees and
establish a t$o.$ay relationshi& bet$een the em&loyer and em&loyee( Michelman *7II=+
notes that the defining contribution of great managers is that they boost the engagement
le!els of the &eo&le $ho $or% for them( Michelman *7II=+ suggests that they achie!e
this through concentrating on four core areas of managing &eo&le3
SelectionP
<1&ectation settingP
Moti!ationP and
Ae!elo&ment
=(6> Michelman *7II=+ &oints out that in leading engagement, great managers $ill see%
the right fit for a &ersonRs talent, they $or% to see that em&loyees are re$arded for their
&erformance and they endea!our to ensure that talent is de!elo&ed through &rogressi!ely
more challenging and meaningful assignments(
=(6F A research re&ort into em&loyee engagement by Melcrum Publishing *7II>+ based
on a global sur!ey of o!er 6,III multinationals concluded that from an organisationRs
&oint of !ie$ it is the senior e1ecuti!es that Rset the toneR of engagement in an
organisation, $hate!er the si,e( There are a number of actions and strategies that senior
management can ma%e use of to ins&ire engagement among em&loyees and moti!ate
them to go the e1tra mile( The si1 to& dri!ers of engagement from the senior management
&ers&ecti!e $ere found to be3
Communicating a clear !ision of the future
Building trust in the organisation
0n!ol!ing em&loyees in decision ma%ing that $ill affect them
Aemonstrating commitment to the organisationRs !alues
Being seen to res&ond to feedbac%
Aemonstrating genuine commitment to em&loyeeRs $ell being
=(6G The same Melcrum Publishing *7II>+ re&ort also e1amined the role of line
managers in encouraging engagement( 0n this regard, the sur!ey results im&ly that
Rcreating a climate of o&en communicationR is the single most im&ortant action for line
managers in affecting le!els of em&loyee engagement, $ith FIO of those sur!eyed
claiming it is the most im&ortant element(
=(6H Regarding the im&ortance of communication, Moorcroft *7IIF+ discusses the
restructuring that too% &lace at the Royal Ban% of Canada * RBC+ in 7II=( 0t $as noted at
that time that there $as a need to en"a"e rather than inform em&loyees and thus better
align their &erformance $ith the organisationRs !ision and business goals( Bormerly,
communication strategies had focused on informing em&loyees and creating a$areness(
Eo$e!er a ne$ strategy $as designed by the com&any in order to engage em&loyees *and
thus generate desired beha!iours+ that $ould hel& create outcomes *measurable effects+
in su&&ort of the organisationRs obecti!es(
=(68 The strategy has four %ey obecti!es3
i+ Eel& em&loyees de!elo& a better understanding of ho$ $hat they do relates to the
organisationRs !ision, strategies and goalsP
ii+ Create a more dynamic and interacti!e communication en!ironment that in!ol!es
em&loyees in thin%ing about and understanding ho$ they can influence business resultsP
iii+ <nsure em&loyees are getting the information they need to hel& frame and guide their
day.to.day decisionsP and
i!+ Promote and recognise the desired beha!iours and outcomes in communication(
=(7I This strategy is illustrated by RBC in the follo$ing model3
9igure A.A R*CNs ne' mode! o& emp!o$ee communication
Source3 Moorcroft *7IIF+
=(76 Moorcroft *7IIF+ notes that the RoldR model $as focused on de!elo&ing tactics and
methods by $hich to inform em&loyees, or create a$areness, of com&any ne$s and
obecti!es( Eo$e!er, the ne$ model *see figure =(= abo!e+ is based on engaging
em&loyees in the communication &rocess in order to achie!e the desired outcomes and
thus build the business !alue( This is achie!ed by hel&ing em&loyees ha!e a better idea of
ho$ $hat they do im&acts u&on the organisation and by &romoting beha!iours that hel&
achie!e organisational obecti!es( Moorcroft *7IIF+ re&orts that the changes to em&loyee
communications are beginning to sho$ solid results, $ith em&loyee alignment and
engagement scores im&ro!ing( 0nterestingly, the communication budget has actually been
reduced at the same time, illustrating that a more focused and thought through strategy
can result in better !alue for money(
he ro!e o& engagement in organisationa! outcomes
=(77 This section discusses the models that illustrate the &lace of engagement in the $ider
o&erations of the organisation and the mechanisms through $hich engagement can
im&act on the $ider conte1t(
=(79 The elements of !arious models that illustrate the nature in $hich engagement can
ha!e an im&act u&on the organisation( Eeint,man and Marson *7IIF+ use the &ri!ate
sector ser!ice.&rofit chain model as a basis for &roducing a &ublic sector e5ui!alent *see
figure =(>+( They base the model on research carried out in Canada on $hat the to& &ublic
sector challenges are, namelyP
Euman resource modernisationP
Ser!ice im&ro!ementP and
0m&ro!ing the &ublicRs trust in &ublic institutions(
=(7= Eeint,man and Marson *7IIF+ &oint out that the &ri!ate sector has, for o!er a
decade, documented the lin%s bet$een em&loyee engagement and client satisfaction, and
bet$een client satisfaction and bottom line financial results( The authors note that the
third element *the bottom line+ cannot be transferred directly to the &ublic sector but
based on research on the lin% bet$een &ublic ser!ice outcomes and the &ublicRs rating of
o!erall go!ernment &erformance, they suggest the follo$ing &ublic ser!ice !alue chain3
9igure A.B0 8eint;man and (arsonNs (+,,C) pub!ic sector #a!ue chain
Source3 Eeint,man and Marson *7IIF+
=(7> ?hilst Eeint,man and Marson *7IIF+ state that $or% is still under$ay to document
the dri!ers of em&loyee engagement $ith res&ect to this model they state that &ossible
candidates *based on secondary research 5uoted $ithin the &a&er+ are3
Su&&ort for the goals and mandate of the organisationP
<ffecti!e leadershi& and managementP
Su&&orti!e colleagues and $or% unitP
Tools, authority and inde&endence to do the obP
Career &rogress and de!elo&mentP and
?or%load(
=(7F Eeint,man and Marson *7IIF+ cite emerging Canadian e!idence that su&&orts this
conce&t( They suggest that by understanding the dri!ers of engagement and the lin%
bet$een engagement and &erformance of the institution, this tool can be used across
&ublic sector management to ma%e significant im&ro!ements in em&loyeesR $or% and in
the o!erall &erformance and &erce&tion of the &ublic sector(
=(7G A model &roduced by the C0PA *7IIFc+ and &resented in the organisationRs
<m&loyee Attitudes and <ngagement Sur!eyR of 7IIF, brings !arious elements of
em&loyee engagement together in one o!erarching model *see figure =(F+( This then
formed the basis of the sur!ey, $hich $as carried out across the &ri!ate and &ublic
sectors(
=(7H The model, $hich illustrates the lin%ages and im&ortant factors in each of these
elements, is &ro!ided belo$, $ith arro$s indicating directions of influence3
9igure A.C0 he C%P) (+,,Cc) mode! o& emp!o$ee engagement mode!
Source3 C0PA *7IIFc+
=(78 0ndi!idual factors are those such as gender, age, ethnicity and disability *discussed
in more detail later in this cha&ter+( ?or%ing life describes factors such as occu&ation,
hours of $or% and &ay, as $ell as im&ortant issues such as bullying or $or%&lace
harassment(
=(9I Management, leadershi& and communication refers to ho$ em&loyees !ie$ their
managers and leaders, ho$ much o&&ortunity they ha!e to &artici&ate in organisational
decision ma%ing and le!els of trust( As C0PA *7IIFc+ highlights, these factors ha!e been
found in research to be !ery im&ortant in determining le!els of engagement( This is also
the area $here managers can ha!e an im&ortant influence(
=(96 Attitudes to $or% refers to em&loyeesR &erce&tions of their obs and includes le!els
of $ell.being, satisfaction, enthusiasm, commitment and loyalty( 0t is im&ortant to note
here the t$o.$ay interaction in this model bet$een attitudes to $or% and engagement(
?hilst satisfaction, commitment, stress and loyalty factors feed into le!els of
engagement, it follo$s from the model that organisations that successfully engage their
em&loyees $ill engender greater le!els of ob satisfaction and loyalty, for e1am&le(
=(97 The engagement bo1 itself refers to the C0PARs *7IIFc+ three ty&es of engagement
*as discussed in section 7(76 abo!e+ . cogniti!e, emotional and &hysical( Binally, in the
model abo!e, engagement and attitudes to $or% lead to outcomes for the organisation, in
terms of indi!idual &erformance, intent to 5uit and absence le!els( The model $as used
by C0PA in their annual attitude and engagement sur!ey, $ith the finding that there is in
fact a lot that managers and leaders can do to dri!e u& engagement( @e!els of trust and
confidence in senior management and line managers $ere found to be Rdisa&&ointingly
lo$R in the sur!ey, ho$e!er C0PA *7IIFc+ cites this as an o&&ortunity for managers to
e!aluate ho$ their o$n organisation com&ares $ith the national sam&le and to consider
ho$ best to harness the engagement le!els of their o$n $or%force(
Po'er o& emp!o$ee 4ngagement0.
By no$, many of us ha!e heard the bu,, on em&loyee engagement N so much so
that the bu,,$ord is loosing its !alue( Talent management and em&loyee
engagement, ust li%e other bu,,$ords and business fads, really do ha!e !alue N if
$e understand their true meaning and donMt let them get diluted $ith
misconce&tions(
<ngagement goes beyond the good em&loyee or the good com&any citi,en(
<m&loyee engagement is the e1tent to $hich em&loyees &ut discretionary effort
into their $or%, in the form of e1tra time, energy and brain&o$er(
Thin% about itW ?hen com&anies are often trying to im&ro!e &erformance $ith
fe$er &eo&le and decreasing resources due to cutbac%s and financial &ressures,
di!cretionary effort is the grail managers are see%ing( <m&loyees $ho freely gi!e
that e1tra effort are of tremendous !alue(
Ceneral studies sho$ that a >O increase in em&loyee engagement results in a
7(>O increase in gro$th( Cro$th measured by com&any !alue, $hich in the &ublic
sector is measured by stoc% !alue(
The relationshi& bet$een em&loyee engagement, high &erformance, and com&any
gro$th is com&elling to say the least( -nfortunately, national sur!eys of com&any
managers sho$ an o!erall dissatisfaction $ith em&loyee engagement le!els and
measures of em&loyee engagement sho$ a !ery distressing &icture(((
he hree 7e#e!s o& 4mp!o$ee 4ngagement
&i"hly 'n"a"ed em&loyees are builders( They $ant to %no$ the desired
e1&ectations for their role so they can meet and e1ceed them( TheyRre naturally
curious about their com&any and their &lace in it( They &erform at consistently
high le!els( They $ant to use their talents and strengths at $or% e!ery day( They
$or% $ith &assion, and they ha!e a !isceral connection to their com&any( And
they dri!e inno!ation and mo!e their organi,ation for$ard(
Moderately 'n"a"ed to (ot 'n"a"ed em&loyees are the largest grou&( Those that
&ut their time in and ta%e a $ait.and.see attitude to$ards their ob, co.$or%ers,
and em&loyer( They arenMt a negati!e force at $or% but neither are they a &ositi!e
force(
)ctively Di!en"a"ed em&loyees are those fundamentally disconnected from their
obs( The acti!ely disengaged counter the &roducti!ity of engaged and highly
engaged em&loyees( They miss an a!erage of 9(> days more than other em&loyees
and cost the -(S( economy bet$een U787 billion and U9>> billion &er year(
Bor most businesses, only 6=O of their em&loyees are highly engaged and
u&$ards of 7=O are acti!ely disengaged(
*0M!e seen these numbers !ary N from a lo$ :highly engaged; number of >O to a
high of 6GO, and a lo$ :acti!ely disengaged; number of 68O(+
he Cost o& 7o' 4mp!o$ee 4ngagement
So $hat is the costL @etMs assume(((
A business has a &ayroll of ten million dollars(
Eighly engaged em&loyees are 8IO &roducti!e *&robably higher+(
Moderately engaged and not engaged em&loyees a!erage out at GIO
&roducti!ity(
Acti!ely disengaged em&loyees are >IO &roducti!e *&robably lo$er+(
And $eMll adust the brea%do$n to more fa!orable numbers *and easier math+W
6>O are highly engaged em&loyees and are 8IO &roducti!e(
(6> Q (8I Q 6II X 69(>O &roducti!ity(
F>O are moderately engaged em&loyees and are GIO &roducti!e(
(F> Q (GI Q 6II X =>(>O &roducti!ity(
7IO are acti!ely disengaged em&loyees and are >IO &roducti!e(
(7I Q (>I Q 6II X 6I(IO &roducti!ity(
O!erall &roducti!ity le!el X 69(>O J =>(>O J 6I(IO X F8O(
U6I,III,III annual &ayroll Q F8O &roducti!ity X UF,8II,III RO0(
or
U9,6II,III lost on unreali,ed &roducti!ity(
Eo$e!er, it gets $orse( The 68O to 7=O of acti!ely disengaged em&loyees not
only gi!e a com&arati!ely lo$ le!el of effort, they undermine the efforts of others
thus decreasing the effecti!e &roducti!ity of the entire staff( Burthermore, if these
em&loyees are in customer.facing roles, they can cost the com&any current and
ne$ business(
The really scary &art is that national a!erages sho$ the number of acti!ely
disengaged em&loyees going u& . from a lo$ of 6FO in the mid 8IMs to a high of
u& to 7=O today(
6hat Can 6e )o o %ncrease 4ngagementO
The most critical element to em&loyee engagement is the front.line manager(
Managers need to disco!er and de!elo& em&loyeesR talents if they $ant to %ee&
them engaged(
<m&loyees must ha!e a strong relationshi& $ith, and clear communication from,
their manager(
Managers ha!e to challenge em&loyees $ithin their areas of talent, and then hel&
them gain the s%ills and %no$ledge they need to build their talents into strengths(
Managers should hel& em&loyees de!elo& o$nershi& of their goals, targets, and
milestones, so em&loyees can enhance their contributions to the com&any and
increase their im&act(
0n this article 0 discussed $hat em&loyee engagement is, the cost and
conse5uences of lo$ le!els of engagement, and touched on $hat managers need to
do( )e1t time, $eMll del!e into more detail about $hat managers and leaders must
do to measure and increase engagement le!els and thus &roducti!ity and com&any
gro$th(
0n the last article on em&loyee engagement, $e tal%ed about $hat
engagement is, the relationshi& bet$een em&loyee engagement, high
&erformance, and com&any gro$th, and the cost of lo$ em&loyee
engagement le!els(
0n this article, 0 $ant to focus on $hat a manager can and needs to do to raise
le!els of engagement( But first, letRs build a little on the definition of <m&loyee
<ngagement (((
?e stated in the last article that em&loyee engagement is Vthe e1tent to $hich
em&loyees &ut discretionary effort into their $or%, in the form of e1tra time,
energy and brain&o$erV( A good definition to be sure but thereRs more to it than
that(
<m&loyee engagement can be bro%en do$n into t$o areas . the first being
emotional and the second, rational( ?ithin these $e can define 8 core statements
that characteri,e engagement(
he / Core Statements o& 4ngaged 4mp!o$ees
<motional
6( 0 $ould recommend my com&any to a friend as a good &lace to $or%(
7( My com&any ins&ires me to do my best $or%(
9( 0 am &roud to tell others 0 $or% for my com&any(
=( My ob &ro!ides me $ith a sense of &ersonal accom&lishment(
>( 0 really care about the future of my com&any(
Rational
6( 0 understand ho$ my unit contributes to the success of my com&any(
7( 0 understand ho$ my role is related to my com&anyRs o!erall goals,
obecti!es, and direction(
9( 0 am $illing to &ut in a great deal of effort beyond $hat is normally
e1&ected to hel& my com&any succeed(
=( 0 am &ersonally moti!ated to hel& my com&any be successful(
Ob!iously, an em&loyee $ho $ould ma%e these statements is highly engaged, but
our to&ic today is ho$ to increase the le!el of engagement in those em&loyees $ho
$ould not ma%e these statements(
(anagers (a?e he )i&&erence
As $as concluded in &art 6, the most critical element to em&loyee engagement is
the front.line manager(
6( Managers need to disco!er and de!elo& em&loyeesR talents if they $ant to
%ee& them engaged(
7( <m&loyees must ha!e a strong relationshi& $ith, and clear communication
from, their manager(
9( Managers ha!e to challenge em&loyees $ithin their areas of talent, and then
hel& them gain the s%ills and %no$ledge they need to build their talents into
strengths(
=( Managers should hel& em&loyees de!elo& o$nershi& of their goals, targets,
and milestones, so em&loyees can enhance their contributions to the
com&any and increase their im&act(
But saying it doesnRt get it done( Managers need to %no$ ho$ to do these things
and, sad to say, most MBA &rograms donRt teach it(
Additionally, managers cannot do it alone( The organi,ation must ado&t a Vtalent
managementV culture in order to ma%e engagement initiati!es successful(
That being said, letRs loo% at a fe$ critical fundamentals that $ill lead to &ositi!e
results(
9our 9undamenta! Actions 7eading to Positi#e Resu!ts
>. C!ari&$ 4Hpectations
Create Coal Statements that formali,e the follo$ing3
?hat is to be accom&lished
?ho $ill be in!ol!ed
?hen the acti!ity $ill be com&leted
Eo$ much it costs and $hich resources $ill be used
<!aluate $or% against measurable standards
*Po!itive +e!lt! will mo!t likely inclde,
-or the employee *
.e!! fr!tration and !tre!! * clear direction
&i"her level of motivation and !ati!faction
) common or !hared lan"a"e
More effective commnication with mana"er
-or the mana"er *
More effective commnication with team mem/er
More foc!ed and prodctive team mem/er
&i"her prodctivity and accompli!hment of /!ine!! "oal!
) common or !hared lan"a"e
+. )onNt 7ea#e 4mp!o$ees Out O& he P!an
<!en the best &lan can fail if the em&loyees are not committed to it
Cet Commitment
Cet Accountability
*Po!itive +e!lt! will mo!t likely inclde,
-or the employee *
&i"her level of motivation and en"a"ement
0wner!hip to the proce!! and to their own development
Commitment and acconta/ility to the plan
-or the mana"er *
) /etter performance plan overall * dal inpt
&i"her level of commitment and acconta/ility from team mem/er!
1treamline! work proce!!e!% !ave! time and money
@. (eet On An On.1oing *asis o Share 9eedbac?
0ncrease effecti!eness of communication
0ncrease com&etence and confidence
0ncrease &roducti!ity and accuracy
<ncourage a higher standard
*Po!itive +e!lt! will mo!t likely inclde,
-or the employee *
+eco"ni2ed for what they are doin" well
.earn if 3off cor!e3% receive "idance% and improve performance
Clearer !en!e of what#! e4pected if "oal! chan"e
.e!! fr!tration and !tre!! de to more timely feed/ack and inpt
-or the mana"er *
Time and opportnity to provide critical feed/ack
.earn vala/le information and "ain in!i"ht!
5ncrea!ed commitment% 6ality !tandard! and prodctivity level!
More in!i"ht into potential talent and development opportnitie!
5ncrea!ed 6ality of commnication
5ncrea!ed level! of credi/ility and tr!t w7 team mem/er!
A. Pro#iding 9actua! M *eha#ior.Speci&ic 9eedbac?
Ci!e s&ecifics and facts of &erformance
Be clear about $hat changes are needed
Pro!ide obecti!e guidance and direction
Bocus on beha!ior !s( attitudes or &ersonal characteristics
Sol!e &roblems and mo!e for$ard
*Po!itive +e!lt! will mo!t likely inclde,
-or the employee *
Commitment and acconta/ility to chan"in" their /ehavior
-eel! treatment i! fair% profe!!ional
5nformation provided i! tan"i/le% practical and actiona/le
-or the mana"er *
Clarifie! performance otcome!
Cltivate! a more healthy environment
5ncrea!e! level! of credi/ility and tr!t w7 team mem/er!
-oc!ed team mem/er!% leadin" to,
o More timely re!lt!
o More accrate re!lt!
o More prodctive team!
4ssentia! Reading
A road map &or emp!o$ee engagement
)o$ that $e ha!e identified the %ey dri!ers of em&loyee engagement, ho$ can $e
start to create N and im&lement . a road ma& for achie!ing outstanding
organisational &erformanceL
Attitude and engagement creates turbu!ence in corporate America
Cor&orate America is not aligned $ith the needs and re5uirements of its
increasingly di!erse $or%force and radical changes in attitudes mean that a
gro$ing number of young Americans are dissatisfied, disengaged and
un&roducti!e(
A is &or Apath$
A 5uic% search on Ama,on re!eals not one single business boo% or &am&hlet
about o!ercoming a&athy( And yet anyone $ho been a manager for more than a
$ee% must surely recognise that &ro!ing that effort i! $orth$hile is the real
essence of leadershi&(
4mp!o$ee disengagement a g!oba! epidemic
At a time $hen com&anies are relying on their $or%forces to achie!e gro$th, a
maor ne$ sur!ey has found that only one in se!en em&loyees $orld$ide are fully
engaged $ith their obs and $illing to go the e1tra mile for their com&anies(
4mp!o$ee engagement0 6hat eHact!$ is itO
The notion of em&loyee engagement is causing a big bu,, in management circles
at the moment( 0tRs a to&ic that em&loyers and em&loyees ali%e thin% they
understand, yet often canRt articulate !ery easily( So $hat e1actly is itL
4mp!o$ee engagement0 the 'hat, 'h$ and ho'
<m&loyee engagement is the ne$ Eoly Crail for organisations $orld$ide( But
$hat e1actly does it meanL ?hy is it so im&ortantL And if you ha!enRt got enough
of it, ho$ can you get some moreL
he ?e$s to emp!o$ee engagement
"ee&ing your em&loyees engaged really isnRt roc%et science . itRs ust a metter of
listening, learning and leading by e1am&le(
(anagers critica! to emp!o$ee engagement
ManagersR beha!iour has a huge im&act on the $or% climate and is a critical
com&onent in em&loyee engagement and moti!ation( /et too many re$ard
&rogrammes sim&ly focus on money and ignore this human factor(
4ngage me or enrage me
More managers and leaders as% me Vho$ to engageV and, Vho$ to inno!ateV than
any other 5uestion( As $ell they might, gi!en that so many of us ha!e to
disengage ust to sur!i!e their endless ill.concei!ed meetings, badly.laid
&lans, and the $aste, day by day, minute by minute, of our li!es(
7atest on 4mp!o$ee 4ngagement0.
Recession promps a rat race re.e#a!uation
0n tough times, many organisations sli& into treating &eo&le badly( But $ith half of
$or%ers considering do$n.shifting to a more fulfilling ob, &oor em&loyers could
find their offices ra&idly em&tying $hen things &ic% u&(
Con&!ict can be a &orce &or good
)e!er mind about emotional intelligence, em&athy or consensual leadershi&, $hat
really dri!es $or%&laces is &assion, ambition and e!en conflict(
Are peop!e rea!!$ $our most important assetO
Many com&anies &roclaim that their em&loyees are their greatest asset(
-nfortunately, the &hrase has become some$hat clichY, similar to saying
em&loyees are Vem&o$ered(V These are !alid statements only if com&anies &ut
actions behind their claims(
A !itt!e respect
?hate!er our age, it seems Aretha Bran%lin $as right( ?hat most of us $ant from
$or% is sim&ly to be managed $ith a little res&ect(
9ear brings !oathing, not harder 'or?
0n the current climate itRs easy to ignore the career needs and moti!ations of your
$or%ers( But assuming your team $ill go the e1tra mile ust because they feel
luc%y still to ha!e a ob is a big mista%e(
(a?ing sure not e#er$bod$ hurts
0tRs a tough thing to as% $hen times are so tough, but it is no$ e!en more
im&ortant that senior e1ecuti!es find time to &ro!ide encouragement, ad!ice and
su&&ort for their &eo&le(
Cut in haste, repent at !eisure
Before cutting obs, ta%e a dee& breath and consider $hether this is really the
ans$er to your $oes, or $hether it sim&ly create e!en more &roblems do$n the
line(
%Nm a manager, get me out o& here
Most managers are a bundle of ner!es $ho $ould &refer to be bac% in the ran%s
rather than leading their teams through the $orst recession in a generation(
ime to rethin? $our job
0s it &ossible to get staff more engaged and committed ust by changing ho$ they
thin% about their $or%L A ne$ Canadian study has suggested that it is(
4conomic crisis drains mora!e
?ith the ne$s full of yet more ob losses, itRs not sur&rising that $orries about ob
security are ha!ing a significant im&act on &roducti!ity, engagement and the
general $or%ing en!ironment(
)emora!ised, demoti#ated, d$s&unctiona!
'ust $hen they thought things couldnRt get any $orse, many organi,ations are
seeing em&loyee morale &lummet as long hours, an1iety and stress tends sends
&roducti!ity le!els through the floor(
A cu!tura! conundrum
Robert mo!ed from the -" to a management ob in China a year ago( ?hile
things $ent $ell at first, one of his team has recently been o&enly challenging his
$or%ing.style and being dismissi!e of his decisions( ?hat should he doL
7oo?ing a&ter ta!ent is #ita! in a do'nturn
0n the current climate, you might ha!e thought that organisations $ould focus on
containing costs and managing em&loyees out of the door( 0n fact the o&&osite is
the case(
"S 'or?ers !e&t co!d b$ their !eaders
)early half of American $or%ers rate their immediate su&er!isor more highly than
their boss, !ie$ing their senior e1ecuti!es as unins&iring, demoti!ating and stuc%
in their i!ory to$ers(
Positi#e thin?ing0 does it rea!!$ get resu!tsO
The idea that &ositi!e thin%ing can affect our li!es for the better has been gaining
momentum o!er the &ast HI years, and e!en more so recently( So does the conce&t
$or%L 0 dare say it does . $ithin reason(
1eneration D the !east engaged
The %ni!es are out again for Ceneration / as a ne$ sur!ey finds that in almost all
&arts of the $orld, em&loyees born since 68HI are the least engaged members of
the $or%&lace(
9i#e simp!e ?e$s to bui!ding so!id teams
?hen 0 as% teams $hat they $ould li%e from their su&er!isors, the same sim&le
things %ee& coming u&( /ou might thin% theyRre ob!ious . but if they are, teams
$ouldnRt continually be mentioning themZ
he rise and rise o& the &our.da$ 'ee?
A four.day $or% $ee% might seem li%e a radical $ay to cut energy consum&tion,
but it is gaining acce&tance among state go!ernments across the -(S( and loo%s set
to s&read further still(
1et rid o& managers and 'eN!! a!! be happier
0tRs not the lac% of money, the daily commute or e!en the mindlessness of $hat
they are doing that ma%es $or%ers feel most unha&&y( 0t is . you guessed it . their
managers(
Pare bac? per?s at $our peri!
0n a do$nturn cutting bac% on benefits may seem li%e a $in4$in decision( But
according -(S business school ?harton, firms that ta%e an a1e to their &er%s may
soon li!e to regret it as it(
1reen credentia!s can boost emp!o$ee !o$a!t$
?ith rising fuel &rices hitting $or%ersR $allets, an em&loyerRs green credentials are
becoming an increasingly im&ortant retention tool as $ell as something nice to
ha!e from a brand &ers&ecti!e(
6hat are $ou doing to increase trustO
?ithout trust, thereRs no &assion or desire for e1cellence( <m&loyees sto&
contributing, !aluable ne$ ideas are ne!er brought the table and bad ideas are
ne!er challenged( An organi,ation suffering from these conditions e!entually
becomes inca&able of correcting its o$n mista%es(
(anagers &ai! to !i#e up to eHpectations
Se!en out of 6I em&loyees still trust their bosses highly, des&ite the fact that the
!ast maority of managers generally fail to li!e u& to their e1&ectations and
as&irations(
(eetings and emai!s ta?e the happiness out o& 'or?
0tRs official( <ndless meetings and the constant deluge of emails really do drain
most of us of the $ill to li!e, let alone $or% effecti!ely(
%s $our 'or? an ob!igation or an opportunit$O
Peo&le tend to see $or% either as an obligation, o!erbearing, or an o&&ortunity(
And if you $ant to ta%e the o&&ortunity to rise abo!e the mundane and Vma%e a
differenceV, try thin%ing li%e an entre&reneur(
*itter 'or?ers &ee! ignored and o#er!oo?ed
The modern $or%&lace is a hot.bed of simmering resentment, $ith $or%ers feeling
ignored and o!erloo%ed and &referring to communicate by email rather than
actually s&ea%ing to each other(
Americans bitter as the dream turns sour
Ealf of -S $or%ers belie!e that the American dream of a nice home, financial
security for you and your family and ho&e for the future is no$ unattainable(
Are $ou dead on the jobO
EereRs a challenge for you( Bind someone doing something good today and tell
them $hat a good ob theyRre doing( Because &raise is the thing that moti!ates us
the most, e!en though it ta%es so little time and costs nothing(
A#enues &or emp!o$ee comp!aints seem to be c!osed
A &rime reason for em&loyee unha&&iness is that com&anies do not adhere to a set
of standards( Some are too forgi!ing of em&loyee misconduct, $hile others are
managed by &eo&le $ho themsel!es o!erste& boundaries and could care less about
rules(
6hat ma?es managers tic?
0nteresting and challenging $or% is $hat dri!es most managers to go the e1tra
mile, not &erformance.related &ay, cash bonuses or a sta%e in the business(
Earlier Stories on Employee Engagement
Passion and purpose at 'or?
4ngagement crisis cou!d tip "K into recession
he ?ids are a!! right
han? $ou costs nothing, but is 'orth a &ortune
9our out o& >, managers sap the 'i!! to 'or?
".S. 'or?ers are more !o$a!, but on!$ 'hen the$Nre o!d
7ions !ed b$ don?e$s
4mp!o$ee engagement has a ring to it
1etting to the heart o& the disengagement gap
6h$ !o$a!t$ pa$s
he man$ &aces o& emp!o$ee engagement
Can 'e stop the rotO
*ritish bosses are bu!!$ing bureaucrats
C!arit$ the ?e$ to emp!o$ee engagement
6or?.!i&e grumb!es are a sign o& deeper management &ai!ings
1ood communication boosts the bottom !ine
6or?ers pre&er tough !o#e
%n praise o& praise
4#en high.&!$ers need a bit o& support
rust the bossO No chance
(anagers &ai! to &ind out 'h$ sta&& !ea#e
he disengagement gap
hird o& 'or?ers donNt rate their boss
Are corporate !eaders !osing the p!otO
Secrets, !ies and career p!ans
"n!oc?ing the po'er o& o'nership
%s corporate America cutting its o'n throatO
(easuring emp!o$ee communication
S!iding !o$a!t$ causes retention headaches
6h$ manners matter
Stoc% o&tions arenRt enough to %ee& em&loyees engaged( /ou need state.of.the.art
communications that can dri!e &erformance and in an en!ironment that em&loyees
$ant to be e!ery day( <m&loyee engagement leads to em&loyee retention, higher
customer &roducti!ity, moti!ated em&loyees and &rofitability( And $eRre here to
hel& you achie!e those results(
See for yourself( EereRs ho$ to get started3
6( Cet a free e)e$sletter( Sign u& for The 'n"a"ement +eport by com&leting the
form to the right( ?ritten by engagement e1&ert @inda Aulye, The 'n"a"ement
+eport $ill bring you the latest ne$s and information on successful engagement
&rograms around the $orld(
7( Brush u& on your s%ills( Vie$ RaganRs calendar of u&coming e!ents to choose
the conference, $or%sho& or teleseminar on em&loyee engagement thatRs right for
you(
9( @isten to a multimedia CA( Eear a CA recording of our teleseminar on
em&loyee engagement3 The ne$ rules of engagement for e1ecuti!e messaging( Or
choose another multimedia CA on ho$ to im&ro!e em&loyee retention and
increase em&loyee &roducti!ity(
=( Start tal%ing( 'um& into the con!ersation about em&loyee engagement on
RaganRs message boards(
>( Ta%e a &ee% at our archi!es( Read about em&loyee engagement, em&loyee
&roducti!ity and em&loyee retention in these informati!e articles3
Rules of em&loyee engagement
Moti!ating em&loyeesL Com&anies are getting a $hole lot better at it
<m&loyee engagement3 0tRs not about communications, stu&id
After t$o days of tal%ing about em&loyee engagement, one thing became
abundantly clear3 0tRs really hard to do, and !ery fe$ &eo&le are doing it
$ell
Cet <ngaged3
?hy com&anies are &aying close attention to em&loyee engagement and
$hat it means to you
Aoes engagement $or%L
A ne$ boo% tac%les $hat dri!es em&loyee &roducti!ity and em&loyee
retention

Re#ie' o& !iterature0.
1.) (erit board !in?s emp!o$ee engagement and producti#it$
*$ *rittan$ R. *a!!enstedt !!allenste"t#go$e%eccom No#ember >J, +,,J
<m&loyees $ho are fully engaged tend to $or% in offices that achie!e better
&rogram results, call in sic% less often and stay $ith their agencies longer,
according to a ne$ re&ort by the Merit Systems Protection Board(
The re&ort, $hich is based on results from a 7II> sur!ey of nearly 9G,III
em&loyees at 7= federal agencies, found that des&ite d$indling resources and
increased &ressure to im&ro!e &rograms, agencies can thri!e if managers connect
$ith their em&loyees(
VBederal su&er!isors and managers ha!e an im&ortant role to &lay in engaging
em&loyees,V said MSPB Chairman )eil McPhie( VThose $ho are successful in
engendering these attitudes $ill lead a more engaged $or%force that $ill &roduce
better outcomes for their agencies(V
The sur!ey found that about one.third of federal $or%ers considered themsel!es to
be fully engaged, $hile almost one.half are some$hat engaged and 6G &ercent are
not engaged(
The re&ort noted a connection bet$een le!els of em&loyee in!ol!ement and
s&ecific outcomes, though the cause and effect $ere not al$ays clear( Eigher
le!els of em&loyee engagement correlated $ith higher scores on the results and
accountability &ortion of the Office of Management and BudgetRs Program
Assessment Rating Tool(
Additionally, em&loyees at the fi!e agencies $ith the best engagement le!els used
an a!erage of nine sic% days in 7II>, $hile those at the fi!e agencies $ith the
most a&athetic $or%forces too% off an a!erage of 67 sic% days( Binally, only 6G
&ercent of the nonretirement eligible em&loyees $ho re&orted they $ere V!ery
li%elyV to lea!e their agencies $ithin the ne1t year $ere engaged, $hile 9F &ercent
classified themsel!es as Vsome$hat engagedV and almost =G &ercent &ut
themsel!es into the Vnot engagedV category(
There $ere differences in the le!el of em&loyee ob in!ol!ement among different
grou&s of federal em&loyees, the re&ort noted( Bor e1am&le, Senior <1ecuti!e
Ser!ice members told of higher le!els of engagement than su&er!isors, $ho, in
turn, $ere more in!ested in their $or% than nonsu&er!isors( <m&loyees $ith
higher salaries and more education also tended to be more engaged, according to
the re&ort(
<m&loyees at the Air Borce, Army, )ASA and the State Ae&artment re&orted the
highest le!els of engagement, $hile em&loyees at the Bederal Ae&osit 0nsurance
Cor&oration and the Eomeland Security Ae&artment re&orted the lo$est( MSPB
said the nature of an organi,ationRs $or% and its management &ractices, culture,
mission and o!erall stability $ere im&ortant factors in &i5uing em&loyeesR interest(
The board recommended that agencies foster engagement by im&ro!ing ne$ hire
mar%eting, encouraging net$or%ing and rotating em&loyees to different teams or
organi,ations(
<m&loyees also should be sho$n that they are !alued from their first day on the
ob, MSPB said, and agencies should ha!e mentoring &rograms to hel& them
define their roles( 0n addition, su&er!isors should use the !arious &hases in the
&erformance management &rocess to &ro!ide guidance and feedbac% and to tell
em&loyees ho$ their $or% contributes to the agencyRs o!erall mission(
Binally, MSPB said, agencies should measure em&loyee engagement &eriodically
and energi,e the $or%force if it is found to be lac%ing(
VBy establishing a lin% bet$een em&loyee engagement and agency outcomes, $e
ho&e to refocus attention and energy on management &ractices that can increase
the le!el of em&loyee engagement in federal agencies,V McPhie said(
2.) 4ngagement eGua!s producti#it$
Johann as?er ,B October +,,A
<m&loyee engagement is a trusted moti!ational tool, yet only the most high.
&rofile organisations are truly ta%ing it seriously(
0f you $ere to as% &eo&le $hat it means to get engaged, most $ould &robably
gla,e o!er and tal% about true lo!e, diamonds and $edding ca%e( )ot Bob Arnold,
director of strategy and human ca&ital management at ER consultancy,
Chiumento(
Arnold is more li%ely to define engagement as a beneficial t$o.$ay relationshi&
$here em&loyees and em&loyers Rgo the e1tra mileR for one another( Com&anies
that get it right rea& the re$ards and so do their em&loyees, he said(
The benefits of ha!ing ha&&y staff are $ell.documented( But the challenge for
many organisations is sho$ing that engagement brings a tangible return on
in!estment . a &rocess many com&anies find elusi!e(
V<ngagement means different things to different &eo&le,V Arnold said( VThere $as
a ris% that it $ould become ust another bu,,$ord, so settling on a definition ga!e
us a lot of debate(V
?ith this in mind, Arnold embar%ed on a study $ith Personnel Today to find out
$hat engagement meant to &rofessionals in different organisations( The study,
called Cet <ngaged, measured engagement le!els and $hether com&anies felt they
$ere ma%ing &rogress(
The results, dra$n from a sur!ey of =II ER &rofessionals conducted !ia the
Personnel Today $ebsite, are sur&rising( One in four organisations admitted that
staff $ere not engaged( A similar number said the situation had $orsened in the
&ast year( And == &er cent said that tac%ling engagement $as an o!er$helming
challenge(
V?hile many claim to be acti!ely tac%ling the issue, it is $orrying that a
significant number donRt %no$ $here to start,V Arnold said( VBut if you donRt %no$
$here you are, itRs difficult to %no$ $here to go(V
Asda to&&ed the list of com&anies most admired for its abilities to engage staff,
follo$ed by Microsoft and Virgin com&anies( But manufacturing and retailing
ran% staff engagement lo$er than any other sector(
VThe bigger com&anies ha!e the money to s&end on engagement and &ublicity,V
Arnold said( VBut 0 donRt decry the PR because itRs good that the im&ortance of
engagement is highlighted(V
Board directors a&&ear to ha!e their heads in the clouds, according to the research,
$ith F8 &er cent belie!ing that engagement le!els in their organisations had
increased in the &ast 67 months( Only 9H &er cent of ER managers agreed $ith
them(
This difference might be because directors rarely come into direct contact $ith the
feelings of em&loyees on the sho& floor, instead basing their o&inions on the
feelings of managers $ith $hom they ha!e regular or day.to.day contact(
A more li%ely theory might be that directors are o!erly o&timistic because they
base their o&inions on $hat they are told( Sometimes, unior managers feed them
an o!erly rosy &icture of com&any life in an attem&t to sho$ all is $ell(
Some obstacles to engagement included lac% of time *=H &er cent+, lac% of
%no$ledge *=I &er cent+ and &ro!ing return on in!estment *=I &er cent+( But
&oorly s%illed line managers $ere seen as the biggest barrier, $ith >I &er cent of
ER managers saying it $as a &roblem(
Arnold said such a res&onse $as understandable, but he $arned that line managers
are an easy target( They are, he said, often unfairly blamed and are e1&ected to
ha!e a si1th sense $hen it comes to influencing an organisationRs culture(
VPutting in a ne$ manager $ill change the le!el of engagement, but it could rise or
fall( ?e should be concentrating on better communication and coaching our
managers to do $hat they do best, $hile addressing their &roblem areas(V
Measuring the benefits of engagement can be es&ecially hard for some
organisations( Better ob &erformance to&s the list of benefits, but some firms do
not measure engagement at all( Others mista%enly measure le!els of absenteeism(
VMeasuring engagement by loo%ing at absenteeism le!els is li%e loo%ing in the
rear.!ie$ mirror $hile you are dri!ing a car,V Arnold said( V0t tells you $here
youR!e been rather than $here youRre going(V
Other &o&ular measures include staff turno!er *FG &er cent+, staff o&inion sur!eys
*FI &er cent+ and achie!ement of targets *=7 &er cent+( But, Arnold said, the
biggest benefit of engagement is the !alue added &er em&loyee(
Eigh staff turno!er rates in the retail sector, for e1am&le, mean most em&loyees
ne!er stay long enough to get engaged( Similarly, the s&ectre of ob losses means
building engagement in a manufacturing com&any can be a big challenge(
Arnold said des&ite the efforts of the ER managers, no one $ill stay engaged in
the same ob fore!er( The le!el of engagement $ill $a1 and $ane, he said(
A third of res&ondents said engagement le!els $ere static( And $here le!els had
fallen, ust =H &er cent of firms $ere doing something about it( But &art of the
&roblem could be that some engagement &rogrammes are too rigid( VThereRs no
easy 5uic% fi1,V Arnold said( V0tRs an ongoing &rocess and if one &rogramme
&ro!ided the solution then someone $ould ha!e &atented it and be ma%ing a
fortune by selling it(
VMy belief is that engagement cannot be addressed by a mechanistic a&&roach,V he
said( V<ach situation is different and it comes bac% to the fact that em&loyers and
em&loyees must su&&ort each other(V
@.) Cambridgeshire Count$ Counci! .
Pro&i!e3 6H,III staff 2 turno!er of [>>Im
Approach3 it has had a formal &eo&le strategy since 7II6 . it is clear about de!elo&ing
the organisation, ha!ing a single culture, em&loyee de!elo&ment and creati!e $ays to
re$ard good &erformance( 0n 7II> the 0nstitute for <m&loyment Studies * 0<S+ ran a
culture audit out of $hich the R %nspire ProjectN $as born . the obecti!e being to change
the $ay &eo&le $or% and communicate( A ne$ frame$or% defining 6G beha!iours $as
rolled out $ith the assistance of the Eay Crou&( The &roect included $or% on leadershi&
de!elo&ment, $ith managers . including the Chief <1ecuti!e . recei!ing 9FI.degree
a&&raisals and team.building $or%sho&s(
0t has also led to a ne$ customer ser!ice charter and em&loyee charter( The latter outlines
not only $hat the Council can e1&ect from its em&loyees, but also $hat they can e1&ect
in return . V it i! the p!ycholo"ical contract made e4plicitV(
%mpact3 in ER benchmar%s the Council has to& 5uartile &erformance including absence
management, and bottom 5uartile costs for ER ser!ice deli!ery( ER e!en sells its best
&ractice to other &ublic.sector organisations to generate re!enue( The staff sur!ey results
are !ery strong3
H>O of em&loyees thought they $ere doing a $orth$hile ob
H=O said that managers listened to their ideas
8IO felt they had the chance to gi!e feedbac% during a&&raisalsP and
G6O said they had enough o&&ortunities to raise issues of im&ortance
V We are not a traditional athority * we !eem to have more way! to "et me!!a"e! ot
and actively li!ten to people than yo !ee in mo!t or"ani!ation!(V
V 5f yo don#t !tart with yor workforce% how can yo reach the p/licLV
V 89%000 am/a!!ador! are /etter than 89%000 a!!a!!in!(V
A.) Rotherham (etropo!itan *orough Counci! .
Pro&i!e0 69,>II staff
8istoric Per&ormance0 in 7II7 the Council $as in the RdoldrumsR, $ith 6 star and rated
as R$ea%R in the Com&rehensi!e Performance Assessment( Only 7=O of staff rated morale
as RhighR(
Approach0 RotherhamRs R<1change ProgrammeR $as runner u& in the R0m&ro!ing
Business Performance Through <ngaging StaffR category of the C0PA Peo&le
Management A$ards( A re&resentati!e RReach.inR &anel that gi!es detailed feedbac% and
5uarterly focus grou&s to handle hot to&ics su&&lemented con!entional methods such as
staff sur!eys and an em&loyee suggestion scheme( Through effecti!e &romotion the
number of em&loyee suggestions increased si1 fold from >I &er year to 9II( V .ettin"
people know the otcome! of their !""e!tion! wa! the mo!t important part of the
proce!!(V
The CouncilRs $ider mission to moti!ate and ins&ire is enca&sulated in their
E<ART a&&roach3
Eel& each other learn and de!elo&
<m&o$er through o&en communication
A&&reciate and res&ect others
Recognise and ac%no$ledge contributions
Try ne$ ideas and initiati!es(
%mpact0
Staff turno!er is do$n from 6HO to 8O
A!erage absence is do$n from 69(H days to 8(7 days
Rotherham is no$ a three star council and rated as Rstrongly im&ro!ingR(
F>O of staff res&onded that they are ha&&y at $or%(
V &appy employee! are more likely to come to work.3
3We know !taff feel valed% and confident that they are havin" an inpt into or
!cce!! a! a concil.3
3The cltre ha! chan"ed from one that wa! pro"re!!in" !lowly to one that want!
to achieve% and i! achievin" re!lt!(V
B.) C%P) (+,,Cc)0 4mp!o$ee #ariations
The final !ariable im&acting on em&loyee engagement relates to em&loyees themsel!es(
A number of studies ha!e &roduced 5uantitati!e research findings that demonstrate the
im&act that biogra&hical and ob characteristics can ha!e on em&loyee engagement( One
of the most in.de&th $as conducted by the 0nstitute for <m&loyment Studies * 0<S+ *as
analysed by Robinson et al 7II=+ $hich analysed attitude sur!ey data for 7II9 from 6=
organisations in the )ES *\6I,III com&leted 5uestionnaires+( The %ey findings $ere3
$io"raphical characteri!tic!
1ender . the difference in engagement scores bet$een men and $omen $as not
significant *although note that some sur!eys *see C0PA 7IIFc discussed belo$+
find that females are generally more engaged than males . this difference may be
due to the fact that the )ES study sur!eys across em&loyees $ithin the same
organisation, $hilst the C0PA sur!ey cuts across a $ide !ariety of industries and
organisations+(
4thnicit$ . minority ethnic em&loyees ha!e higher engagement le!els than their
?hite colleagues( Blac%, Chinese and Asian em&loyees ha!e higher scores than
those in Mi1ed and ?hite grou&s(
Age . engagement le!els go do$n slightly as em&loyees get older . until they
reach the oldest grou&, FI and o!er, $here the highest engagement le!els of all
are dis&layed( The high le!el of engagement le!els e1&ressed by e1&erienced
em&loyees, $ho may be considered to be a&&roaching the end of their $or%ing
li!es, suggests an unta&&ed source of &otential in many organisations(
6or?.!i&e ba!ance . those in their =Is and >Is ha!e the highest le!els of
$or%&lace stress and are li%ely to find it difficult to balance $or% and home life(
Robinson et al *7II=+ therefore suggest that attention to family friendly &olicies
could increase the engagement le!els for this grou&(
Caring responsibi!ities . the need for a family.friendly a&&roach and greater
em&hasis on $or%.life balance is further underlined by the fact that em&loyees
$ith caring res&onsibilities for children ha!e significantly lo$er engagement
le!els than those $ho ha!e no caring res&onsibilities(
(edica! . those $ith a disability4medical condition ha!e lo$er engagement le!els
than those $ho do not ha!e such a condition(
C0PA *7IIFc+ in their national sur!ey of 7,III em&loyees across a $ide s&ectrum of
&ublic and &ri!ate sector em&loyers found broadly similar findings to the )ES sur!ey,
although se!eral dis&arities are noted3
1ender . $omen $ere found, in general, to be more engaged than men, but they
also tend to be doing different %inds of obs( ?omen are more satisfied $ith their
$or% and hold more &ositi!e !ie$s of their senior management team than do men(
They are more loyal to their organisation as an em&loyer and re&ort higher le!els
of loyalty to their customers and clients than men( This is in contrast to the )ES
sur!ey result conducted by 0<S and analysed by Robinson et al *7II=+, $here it
$as found that there $as no discernable difference bet$een engagement le!els
bet$een men and $omen( As discussed abo!e this may be due to the fact that the
)ES study sur!eyed em&loyees across the same organisation $hilst C0PA
*7IIFc+ cut across a range of different industries and organisations( This may
suggest that males and females are res&onding in a similar fashion to the same
)ES en!ironment but that in general differences in male4female engagement may
be due to &artici&ation in different occu&ations and industries(
Age . $or%ers aged >>J are more engaged $ith their $or% than younger
em&loyees, and they are also ha&&ier $ith their $or%.life balance, $or%ing
shorter hours than others( <m&loyees aged under 9> are significantly less engaged
$ith their $or% than older $or%ers( Again this is contrast to the )ES results
$here it $as found that engagement le!els go do$n as age increases, although
both sur!eys find that $or%ers in the >>J or FIJ brac%et are more engaged(
)isabi!it$ . em&loyees $ith a disability are less engaged due to a range of
negati!e factors including3 bullying and harassment, not being listened to, the
stress of $or%, a feeling of less control o!er their $or%, and higher le!els of
an1iety(
(anagers . they find their $or% more im&ortant and more meaningful than non.
managers do( Their res&onses on communication and in!ol!ement are much more
&ositi!e than those of non.managers, and managers feel that they ha!e more
su&&ort and recognition and are listened to more than non.managers are(
9!eHib!e contracts . some sur&risingly strong differences $ere found bet$een
those $or%ing on a fle1ible contract * e(g( fle1ible hours, term time contracts,
home$or%ing etc(+ and other $or%ers( Those on fle1ible contracts tend to be more
emotionally engaged, more satisfied $ith their $or%, more li%ely to s&ea%
&ositi!ely about their organisation and least li%ely to 5uit than those not em&loyed
on fle1ible contracts(
Eo$e!er, it is &articularly im&ortant to &oint out that demogra&hic !ariables should not
be seen in isolation as &redictors of &erformance or engagement( C0PA *7IIFc+ stresses
the follo$ing3
3:what we have fond i! that "ood mana"ement practice and a condcive workin"
environment can lead to hi"h level! of en"a"ement and performance amon"!t all gro&ps
of worker!.3
C0PA *7IIFc+ also note the follo$ing regarding ob characteristics3
Job group . the nature of the ob ma%es a big difference to engagement le!els( 0n
general, managers and &rofessionals ha!e higher le!els of engagement than do
their colleagues in su&&orting roles(
6or?ing patternMhours . full.timers are significantly more engaged than &art.
timers, $hile em&loyees $ho $or% days are more engaged than their colleagues
on shifts or on a rota( This suggests that em&loyers need to $or% harder $ith
&eo&le $ho are not necessarily at $or% during RstandardR $or%ing times . to ensure
that they recei!e communications, are managed effecti!ely and ha!e o&&ortunities
to gro$ and de!elo& in their obs(
7ength o& ser#ice . engagement le!els go do$n as length of ser!ice increases . an
indication to em&loyers that they need to ensure that longer.ser!ing em&loyees
continue to be e1&osed to ne$ and interesting challenges(
C.) *3K .
Pro&i!e0 <uro&eRs largest home im&ro!ement retailer( -" em&loyment gro$th doubled
from 6G,>II in 7III to 9>,III by 7II9(
Approach0 Since 7III, B2K has used a 67.5uestion sur!ey de!elo&ed by Callu&, on
se!en occasions to measure em&loyee engagement . defined by the degree to $hich
$or%ers are emotionally committed to their obs( <m&loyees res&ond to each of the 67
5uestions on a scale of 6 *strongly disagree+ to > *strongly agree+ on a range of to&ics
related to em&loyee needs in the $or%&lace such as friendshi&s, &ay, benefits, &rogress
re&orts, and ob related gro$th o&&ortunities( Eigh scores reflect engaged em&loyees
$hose needs are being met and $ho are fully engaged in im&ro!ing $or%&lace
&roducti!ity( Middle of the range scores reflect $or%ers $ho are not engaged, $hilst lo$
scores im&ly acti!e disengagement . those em&loyees $hose needs are not being met and
$ho can actually discourage &roducti!ity(
Eo$e!er, the sur!ey does not merely gauge &re!ailing $or%&lace sentiment, rather it is
designed to be a too! &or action and strateg$ de#e!opment( The sur!ey as%s about
as&ects of engagement that can be influenced by su&er!isors, such as recognition and
communication( Thus de&ending on the outcome, managers can either &lan ho$ to
e1&loit their strengths and4or address the $ea%nesses(
Burther, the sur!ey is designed to translate the RsofterR as&ects of $or%&lace emotions and
beha!iours into a hard measure of engagement, $hich in turn can be lin%ed to
organisational outcomes(
%mpact0 The use of the Callu& sur!ey at B2K o!er G se&arate occasions has allo$ed the
com&any to build u& a $ealth of %no$ledge about $hat dri!es engagement $ithin the
com&any and ho$ engagement le!els lin% to greater &roducti!ity, better customer
engagement and higher &rofits( The results of sur!eys ha!e been ta%en for$ard into
actions to im&ro!e scores( <arlier sur!eys re!ealed that com&any.$ide, scores $ere fairly
lo$, &rom&ting management and em&loyees ali%e to change their attitudes in order to
im&ro!e engagement( Bor e1am&le, one store scored &articularly lo$ on the 5uestion RAt
$or% do my o&inions seem to countLR Managers changed the agenda of meetings to as%
staff if they had issues to raise, and re5uired managers to feed bac% subse5uently on ho$
the issue $as being addressed(
Thus the use of the sur!ey here highlights ho$ an issue can be identi&ied, and ho$
actions can be ta%en to create the en#ironment to enable the issue to be resol!ed(
B2K customer sur!eys re!eal that stores that score highly in the engagement sur!ey
also score higher on customer satisfaction( Translating this into organisational
outcomes, the stores in the to& half of customer loyalty generated [9(=m more in sales
each year than stores in the bottom half(
-.) o'ers Perrin (+,,@) &resents a range of engagement statements, many of $hich
ha!e elements common to the Robinson et al frame$or%, including pride in being &art of
the organisation, ad#ocac$ about the &roducts and ser!ices of the organisation, being
inspired by the organisation to &roduce oneRs best $or%, and $illingness to &ut in e&&ort
abo#e and be$ond normal e1&ectations( The full list of the To$ers Perrin engagement
statements is &ro!ided belo$3
5 really care a/ot the ftre of my company
5 am prod to work for my company
5 have a !en!e of per!onal accompli!hment from my jo/
5 wold !ay my company i! a "ood place to work
The company in!pire! me to do my /e!t work
5 nder!tand how my nit7department contri/te! to company !cce!!
5 nder!tand how my role relate! to company "oal! and o/jective!
5 am per!onally motivated to help my company !cceed
5 am willin" to pt in a "reat deal of effort /eyond what i! normally e4pected
Based on use of these statements, To$ers Perrin *7II9+ found that ust 6GO of
res&ondents are Rhighly engagedR $hilst 68O $ere found to be Rdisengaged( The
remaining middle are considered to be the Rmoderately engagedR(
J.) R*S . 8o' a major corporation uses its emp!o$ee data .
Pro&i!e3 The Royal Ban% of Scotland Crou& * RBS+ has o!er 6=I,III em&loyees in 9I
countries(
Approach3 RBS has recognised that in an organisation of its si,e, understanding the
effecti!eness of its &eo&le strategy and Rem&loyee &ro&ositionR is a strategic im&erati!e(
Brom 7II9, RBS de!elo&ed a human ca&ital strategy that &ro!ides its leaders $ith a
detailed understanding of ho$ effecti!e the grou& is at attracting, engaging and
retaining the best &eo&le(
RBS has ado&ted a human ca&ital Rtool%itR $hich includes diagnostic tools, benchmar%ing
resources and em&loyee research and measurement tools(
RBS em&loys the use of com&rehensi!e sur!eys $hich benchmar% &erformance and
re&ort on a !ariety of to&ics such as absence, turno!er and di!ersity( Eo$e!er, the ?e$ to
the human ca&ital strategy is its annual sur!ey of em&loyee attitudes deli!ered to all
6=I,III staff( The results are communicated around the organisation and managers are
&ro!ided $ith an action &lan so that at a local le!el, tangible actions are agreed and
targeted(
V Thi! i! a !ophi!ticated% /!ine!!*foc!ed !trate"y within which employee attitde
!rvey! play a key role3 ;Ait%en 7IIF cited in C0PA *7IIFa++
%mpact3 RBS &ublishes its human ca&ital measures in its annual accounts and in its
cor&orate res&onsibility re&ort( As Ait%en highlights V $y reportin" how or people
!trate"y drive! /!ine!! performance% we differentiate +$1 <rop a! a "reat company to
work for% inve!t with and /ank with. 1harin" or approach to developin" a hi"hly
rewardin" and prodctive workplace i! a key part of thi! approach3.
%mp!ications &or managers0 <m&loyee attitude sur!eys are a fundamental com&onent of
so&histicated strategies for managing human ca&ital( Bindings on em&loyee engagement
can be used to monitor &erformance, communication, di!ersity, leadershi& and $or%.life
balance( Combining attitudinal data $ith other indicators in the organisation can &ro!ide
managers $ith a greater understanding of the relationshi& bet$een ER &olicies and
&ractices and organisational &erformance(
di!cretionary effort is the grail managers are see%ing( <m&loyees $ho freely gi!e
that e1tra effort are of tremendous !alue(
Ceneral studies sho$ that a >O increase in em&loyee engagement results in a
7(>O increase in gro$th( Cro$th measured by com&any !alue, $hich in the &ublic
sector is measured by stoc% !alue(
The relationshi& bet$een em&loyee engagement, high &erformance, and com&any
gro$th is com&elling to say the least( -nfortunately, national sur!eys of com&any
managers sho$ an o!erall dissatisfaction $ith em&loyee engagement le!els and
measures of em&loyee engagement sho$ a !ery distressing &icture(((
/.) Schmidt +,,A defines ??B as
V a holistic a&&roach to creating high &erformance organisations through
establishing the right conditions to generate high le!els of em&loyee engagement(
This a&&roach assumes that achie!ing high le!els of organisational &erformance
de&ends on em&loyees $ho are strongly committed to achie!ing the goals of the
organisation, and $ho sho$ this through their actions( This beha!ioural obecti!e
is influenced in turn by le!els of em&loyee satisfaction, and by su&&orti!e,
res&ectful and healthy $or% en!ironments(
>,.) Ken Scar!ett, "SA
The Conference Board VstudyV of <m&loyee <ngagement is a referenced based,
not em&irically based, ournalistic e1amination of &ublished &a&ers and sales
materials that &roduces a homogeni,ed definition based on $ord count fre5uency
inaccurately described as Vmeta.analysisV( The Conference BoardRs definition sets
bac% scientific standardi,ed measurement of engagement to the dar% ages by
&ublishing this collated !ersion of definitions dra$n &rimarily from their financial
s&onsors( <ngaging em&loyees is an art and res&onsibility of management made
&ossible only by statistically measuring 6> engagement dri!ers !ia !alidated
sur!ey 5uestionnaire instument $ith results re&orted by grou& and holding
managers res&onsible for %ee&ing em&loyee attitudes to$ards those engagement
dri!ers $ithin or abo!e the acce&table range( Bor those interested in a non.
mystical, em&irically &ro!en definition and &ractical descri&tion of engagement
see $hite &a&ers at $$$(ScarlettSur!eys(com( Be $ell(
>>.) John rut$, Chicago
/ou need to as% the 5uestion ((( ?hy ha!e management and the academics and the
consultants been as%ing these 5uestions since the da$n of the industrial era((( ?hy
ha!e they remolded4re&ac%aged4re.re the same basic 5uestions and $hy ha!e they
BA0@<AL ?hat is it in the basic construction of $or% *not the &hysical effort . the
construction of the institution of $or%+ that has &ersisted in defeating attem&ts by
the V&rofessionalV to rectify the V&roblemVL
A re.e1amination of hierarchy and the distribution of benefits $ithin the cor&orate
entity needs to be 5uestioned( Kuestioning the standard narrati!e of hierarchy,
$ho controls $or% &rocesses and %no$ledge $ould seem to be salient( And the
basic &osition for cor&orate &o$er and the VrightsV of management are central(
?hen re!ie$ing the literature of labor and the $or%ing classes it $ould seem as if
these ty&es of issues are central( My 9I years e1&erience tells me that as long as
management &ercei!es itself as ha!e &o$er o!er other classes of $or%ers *$e tend
to forget that management are $or%ers too+ that these issues $ill remain unsol!ed
and a rich source of income for a fe$ $ith little change in the outcomes(((( metrics
aside ((( $e ha!e all e1&erienced ho$ sur!eys are created and analy,ed(((
These are issues of &o$er and the benefits accrued to those &o$erful &eo&le ((( 0n
my humble o&inion, $hen the benefits of the labor of all the $or%ers are
distributed $ith greater e5uity these issues $ill diminish (((
>+.)(.S.Sree?umar, ri#andrumM Cochin, Kera!a, %N)%A
0 am &ractisng ER for o!er 9 decades( 0n the beginning, $e $ere only ta%ing
O&inion Sur!eys( Subse5uently, $e migrated to <m&loyee Satisfac!ton sur!ey
also, on selected critical &aarmeters( Criticial &arameters un$ent change4
refinement, as time $ent by( Conte1ualising the ER inter!entions 2 trac%ing thier
outcomes $er our obecti!e( ?e $ere alost trying to identify their acce&tance4
reection 2 effecti!eness of the ER acti!ies $ere ca&tured( ?e aso $ent throguh
Climate Sur!eys( @ater, $e also $ent for <m&loyee Commitment Sur!eys( Bor the
last cou&le of years, $e are also conducting <m&loyee <ngagaement Sur!eys( The
sur!eys out&ut is res&oed at the enter&rise el!el and Correcti!e Action4 Pre!enti!e
Action4 Remedial Plan is &ut in &alce, and actions ta%en(
>@.) u!asi, %ndia
0 feel larger com&anies ha!e successfully concentrated on mechanisms4conce&ts to
im&ro!e em&loyee engagement( Branding angle adds a lot to this( <m&loyees are
more satisfied to be associated $ith bigger brands( 0n my o&inion com&anies start
loo%ing at the conce&t only after a si,able gro$th( Smaller organi,ation are
focusing more on increasing business not reali,ing that the engaged em&loyees
can yield better &rofits( 0tMs a learning $hich $ould come $ith gro$th( Bigger
organisations also ha!e stronger &rocesses in &lace $hich do not allo$ indi!isual
interference( lea!ing little s&ace to the managers to !iolate V$al% the tal%V conce&t(
>A.) Rich )i1iro!amo, '''.richdigiro!amo.com
?hen 0 tal% $ith clients *and &otential clients+ about em&loyee engagement 0
as% them $hat their em&loyees are doing to get themsel!es engaged( 0 as%
them $hat e1cites their em&loyees( Too often $eMre loo%ing to deli!er a
result or a &rocess rather than deli!er a mechanism4conce&t that $ill allo$
the em&loyee to figure it out by his or herself(
Telling your &eo&le :this is ho$ youMre going to be engaged; is ludicrous(
0tMs almost as bad as telling &eo&le youMre em&o$ered to run $ith a tas% and
then all the manager does is steer them and correct them to do it :my $ay(;
Staff needs to be gi!en far more credit( Staff ideas need to be listened to,
heard and im&lemented( ThatMs ho$ you get engagement( 0f youMre going to
%ee& ramming things do$n their throatsWWWW(good luc%(
And $hile 0 %no$ some of you are en!isioning chaos $ith this a&&roach N
letMs ust ans$er one 5uestionWWWWWWW(0s your $ay $or%ingL
>B.) Annette Kurer
The reason em&loyee engagement is not articulated easily is the same as the reason
that em&loyees are often not engaged in their ob and organisation( ?hat is the
reasonL Most &eo&leRs dialogue s%ills let them do$n and they are unable to
communicate $ith clarity or chec% their message is understood( Most of us ha!e
no idea ho$ $e loo% and sound $hen $e communicate $e merely state our &oint
or command and mo!e on( ?hat often ha&&ens though is that the other &ersonRs
understanding and ultimate im&lementation of our message is different from $hat
$e thought $eRd con!eyed( The im&act of our communication has been im&aired
by ho$ $e loo%ed and sounded, $e donRt chec% it and $e get frustrated $hen
some time do$n the line the message hasnRt transformed into action in alignment
$ith our communication(
>C.) And$ Pars!e$, 1reen 7ion %nsight and So!utions, "K
@oo% after your re&utation( 0f the $orld belie!es that your organisation is a &oor
Vcor&orate citi,enV they $ill tell your &eo&le( 0f your em&loyees belie!e $hat they
hear they $ill increasingly distance themsel!es from the business( And if they
donRt, they $ill get increasingly frustrated if they see that you are doing nothing to
correct these mis&erce&tions(
<ither $ay, organisations that &roacti!ely manage their re&utations $ill also enoy
higher le!els of em&loyee engagement(
>-.)Phi! 6hite!e$
To me, the research sho$ing the im&ortance of em&loyee engagement is
o!er$helming, and goes right bac% to the Ea$thorne e1&eriments in the 689Is(
The barrier to $ider acce&tance of the lin% is the illogical se&aration of strategic
discussions, &olicies for greater efficiency, etc from misleadingly entitled RsoftR
matters( ?e need to challenge the false meta&hor that &eo&le are RresourcesR or
RassetsR( TheyRre not( They are the com&any, and &roduce e!ery asset $ithin it(
>J.) 1reg 8arris, Omaha, Nebras?a
0tRs ama,ing that the ER community is still debating $hether or not em&loyee
engagement is a Vbig deal(V
<m&loyee engagement is )OT a fad( 0tRs the by&roduct of our economyRs transition
from an industrial base to a ser!ice and information base( As the American
$or%force e!ol!ed from laborers to %no$ledge $or%ers..a &o$er shift occurred
bet$een em&loyer and em&loyee( <ngagement $ill become the best com&etiti!e
ad!antage com&anies $ill e1ert to defend their businesses( <ngagement research
ought to be &erformed by e!ery com&any $ith more than 6I em&loyees( And the
results should be scrutini,ed $ith the same !igor as financial metrics( My firm
o&erates VBest Place to ?or%V &rograms in =6 -S mar%ets( The $inners of these
contests donRt lea!e engagement to Vchance(V They are intentional about
engineering an en!ironment $here talented &eo&le flourish(
>/.) 4ri? (a;;one, '''.eri?ma;;one.com
0nteresting article(
Regarding the concluding &aragra&h *organi,ations are attem&ting to increase
em&loyee engagement by flattening hierarchies+3 0Rm not sure this is a sensible
res&onse to the &roblem(
0f all of the studies agree that a %ey factor in engagement is the em&loyeeRs
relationshi& $ith his4her direct line manager, doesnRt flattening the hierarchy ma%e
this more difficultL Blattening a hierarchy *remo!ing layers of bureaucracy and
management+ $ould seem to increase the number of direct re&orts each manager
has( Ea!ing more direct re&orts means a manager has less time for each
indi!idual( @ess time for each indi!idual means less time to build a &ersonal
relationshi&(
AoesnRt this Vfi1V &otentially go in the $rong directionL
)o matter the definition of em&loyee engagement, the &aybac% to allo$ing
em&loyees to de!elo& a strong sense of o$nershi&, a feeling that it is their
$or%&lace, is huge( Ste&hen Co!ey $rote that the difference bet$een essentially
&oorly moti!ated and highly moti!ated em&loyees is about >IIO in &roducti!ity(
My o$n e1&erience in four successful turnarounds !erifies this difference and
indicates that it is $ithin the gras& of e!ery manager should they decide to act
a&&ro&riately( My definition of same is embodied in the ten 5uestion test belo$(
This is a sim&le test of 6I 5uestions( Ran% yourself *or a manager+ on a scale of 6
to 6I, 6I being the best or almost al$ays, 6 being the $orst or almost ne!er( Add
u& the &oints for each 5uestion(
0f you score close to 6II, 0 $ould e1&ect that your em&loyees $ill be o!er 9 times
more &roducti!e than if your score $as 9I or less( 0n addition, em&loyees $ill
unleash their full &otential creati!ity and inno!ation, lo!e to come to $or% and
ha!e !ery high morale(
ab!e @.> 7iterature #ie' on impact o& engagement
%mpact o& 4mp!o$ee 4ngagement
Statement Source
3There are clear link! /etween employee en"a"ement and
effectivene!!% which% in trn% affect prodctivity. 'mployee
en"a"ement "oe! to the heart of or"ani!ational capa/ility
i!!e!3
Briggs *7II>+, Australian
Co!ernment Public
Ser!ice Commissioner as
cited in Meere *7II>+
3:.hi"h level! of en"a"ement have /een fond to /e
a!!ociated with a whole ran"e of /eneficial otcome!%
incldin" hi"h level! of performance3
C0PA *7IIFc+
3:.there appear! to /e a "eneral willin"ne!! to accept the
nderpinnin" findin", the hi"her the level of employee
commitment% the /etter the /!ine!! otcome. 5f employee
en"a"ement i! indeed one*!tep /eyond commitment% the
reward !hold /e even "reater3
Robinson et al *7II=+
3:.it take! little per!a!ion on a theoretical level to
convince a /!ine!! leader that employee! who are more
committed% work harder and !marter will /e /etter for the
company than tho!e who trn p% do merely what they are
o/li"ed to do and leave3
Melcrum Publishing
*7II>+
3=or or"ani!ation#! !cce!! depend! on people#! tre
en"a"ement:..+e!earch ha! !hown that en"a"ed employee!
make for a !tron"er or"ani!ation and /etter /!ine!!
re!lt!3
Right Management *7IIF+
3'mployer! want en"a"ed employee! /eca!e they deliver
improved /!ine!! performance3
C0PA *7IIGa+
ab!e @.+ %mportance o& 4mp!o$ee 4ngagement . case stud$ e#idence
Case Stud$ 4#idence Source
Pub!ic Sector
Rotherham
Metro&olitan
Borough Council
Runner up in C%P) Peop!e (anagement
A'ards . JudgesN assessment0
3The concil made /i" improvement! in employee
trnover% !ati!faction and a/!ence level! followin"
an employee en"a"ement initiative.
Commnication /etween the concil officer!% the
commnity% nion! and concil mem/er! wa!
ot!tandin". ) "ood e4ample of how to drive
thro"h chan"e 6ickly% in colla/oration with
!takeholder!.3
Broc%ett *7IIF+
Cambridgeshire
3We are not a traditional athority. We !eem to
have more way! to "et me!!a"e! ot and actively 'ohnson *7IIF+
County Council
li!ten to people.3
35f yo don#t !tart with the workforce% how can yo
reach the p/lic> 89%000 am/a!!ador! are /etter
than 89%000 a!!a!!in!.3
Pri#ate Sector
BBC
3:.the $$C ha! moved very !tron"ly and !incerely
toward! an en"a"ement cltre and i! doin" a lot
to encora"e /ehavior that mi"ht% el!ewhere% fit
nder thi! /anner. $t in!tead% we talk more a/ot
word! like #involve#% #participate# and #re!pond#
rather than #en"a"e#. That mean! creatin" !hared
meanin" and nder!tandin" in !ch a way that or
people actively want to participate.3
Melcrum
Publishing
*7II>+
Royal Ban% of
Scotland
+$1 i! the world#! fifth lar"e!t /ank and it ha! the
concept of employee en"a"ement at the heart of it!
/!ine!! !trate"y. 5t! model i! /a!ed on en"a"in"
!taff to,
# Say' that the jo/ and company are "ood
# Stay' with the company and develop it
# Stri$e' to "o the e4tra mile for the
company
Robinson et al
*7II=+ .
A&&endi1 9
Microsoft
3People need to /ecome en"a"ed with the /!ine!!
!o that they /ecome advocate! of the /!ine!!. Thi!
mean! that /y yor employer /rand yo have to
employ the ri"ht people to /e"in with. Micro!oft
doe! thi! well. (ot everyone want! to work for
Micro!oft% /t tho!e that are there love it3.
3The people who "et in have a commnication!
vehicle% !y!tem! and proce!!e! that reflect what
they want in term! of the employer /rand and what
it !tand! for. 0f cor!e% when yo have the ri"ht
people yo have the tro/le of creatin" way! of
lettin" them know what i! "oin" on in the /!ine!!
and where they fit in * in re"ard to /!ine!! "oal!
and o/jective!3.
Mc"en,ie, A(
ER Cate$ay
?est Brom$ich
Building Society
3: it ha! a powerfl people en"a"ement !trate"y
that con!i!tently demon!trate! the link /etween
leader!hip% cltre and /!ine!! competitivene!!.
Mo!t recently the !ociety won the ?K $!ine!!
'4cellence award for 'mployee 1ati!faction% which
reco"ni!e! #ot!tandin" performance in the area of
!taff development and involvement.3
0RS
<m&loyment
Re!ie$
*7= March
7IIF+
Royal Ban% of
Canada
3)t +$C we decided to reinvent or employee
commnication !o that it wold not only inform
employee!% /t do a /etter jo/ of en"a"in" and
ali"nin" their performance with or vi!ion and
/!ine!! "oal!.3
Melcrum
Publishing
*Oct4)o! 7IIF+
@.> R4S4ARC8 (48O)O7O1D
84 R4S4ARC8 O*J4C%24S :-
i(+ To study the im&act of em&loyee engagement on &roducti!ity of the
organi,ation(
ii(+ To study the !arious methods of em&loyee engagement &re!ailing in the
organi,ation(
6( AAOPT<A R<S<ARCE M<TEOAO@OC/ AS BO@@O?S 3.
R4S4ARC8 P7AN0
Aata source Primary 2 secondary data *5uestionnaire, different
form as re&orts, maga,ines, $ebsites etc(+
Research a&&roach Aescri&ti!e research
Research tools @i%ertMs *, N test+, Chi test
Research 0nstrument Kuestionnaire
Analytical tools Pie chart
Sam&le si,e 9I
Sam&le unit <m&loyee
Sam&le area Chittorgarh
Kuestionnaire Structured
Sam&ling Procedure 'udgment Sam&ling
Aata Collection Method Sur!ey
Ty&e of Kuestion Close 2 O&en ended
7%(%A%ON
The research conduct was limited to Udaipur region only.
Due to time constraints, more time could not be devoted to individual
respondent.
Due to unwillingness of providing any information, the respondents filled
the questionnaire casually which might have effected the conclusion.
Marketing manager being busy with his job. e was not able to spare
enough time for our proper guidance.
! busy schedule of dealers " retailers also makes the collection of
information a very difficult one.
#ull district was not covered as this is very tedious job to be done in $ %
days. owever almost all main areas of the district were covered.
The projections are purely based on verbal meetings and may be
influenced by unprecedented factors.
&on % cooperative behavior of the respondent was a big problem in this
survey.
?hile studying the abo!e fact should ta%en into consideration(
)AA ANA7DS%S 3 %N4RPR4A%ON0
6( <m&loyee engagement hel&s you a lot to increase your %no$ledge, s%ill,
attitude 2 ability to &erform the ob(
10
12
4
3
1
Strongly Agr Agr Not !"#!!
D#$%gr Strongly !#$%gr
D X ]BD 4 )
D X 6IF 4 9I
D X 9(>9 *Sur!ey Mean+

7
X B*D.D +
7
^^^^^^^^^
).6

7
X =F(89 4 78 X 6(F7
X 6(7G *Standard Ae!iation+
Ey&othesis res&ondents thin% that there is no significance difference bet$een em&loyee
engagements $ith regards to &roducti!ity of organi,ation(
Points ha!e been allocated to the res&onse using @i%ertMs scale as
Eence the )ull Ey&othesis *Eo+ _ X 9
D B BD *D. D+ *D.D+
7
B*D.D+
7
> 6I >I 6(=G 7(6F6 76(F6
= 67 =H I(=G I(776 7(F>7
9 = 67 .I(>9 I(7H6 6(67=
7 6 7 .6(>9 7(9=6 7(9=6
6 9 9 .7(>9 F(=I 68(7
6> 9I 6IF 66(=I =F(89
TAB@< OPT0O)
S
PO0)TMS
C0V<)
O)
@0"<RTMS
SCA@<
*P+
R<SP.
OA<).
TS
*R+
P`R S-RV</
M<A)
*]P`R4]R+
STA).
AARA
A<V0A
.T0O)
*s+
STA).
AARA
<RROR
*s4n+
7
Strongly
Agree
> 6I >I
Agree = 67 =H
)ot
Aecided
9 = 67
Strongly
Aisagree
7 6 7
Aisagree 6 9 9
Total 6> 9I 6IF 9(>9 6(7G I(79
Alternati!e Ey&othesis *Ea+ _ 9
?hich means that _ may be greater or lesser than 9(
The , !alue is 6(8F at 8>O confidences le!el or >O le!el of significance in table(
So, mid&oint $ill be 6J>47 X9(
@e!el of significance for $hich the formula is
P Q ; SH
Birst e5uation $ill be3.
P R ; SH
9 J 6(8F ` I(79
9 J I(=>
9(=> *ThatMs u&&er limits(+
Second e5uation $ill be3.
P . ; SH
9 . 6(8F ` I(79
9 . I(=>
7(>> *ThatMs lo$er limits+
?e can say that P S @ is reected(
Most res&ondents agree that em&loyee engagement hel&s a lot to increase a
%no$ledge 2 s%ills to &erform the ob(
Percentage of satisfaction of em&loyee engagement uses by the related
res&ondents( ?e can say that P S @ is reected(


@o$er limit X 7(>> _ X 9 -&&er limit X 9(=>

7( /ou had &ro&er discussion $ith your head of de&artment on the to&ics of
training or the areas of &roduction are decided after &ro&er discussion $ith you(
10
12
&
2
1
Strongly Agr Agr Not !"#!!
D#$%gr Strongly !#$%gr
D B BD *D. D+ *D.D+
7
B*D.D+
7
> 6I >I 6(6I 6(76 67(6I
= 67 =H I(6I I(I6 6(7
9 > 6> .I(8I I(H6 =(I>
7 6 7 .6(8I 9(F6 9(F6
6 7 7 .7(8I H(=6 6F(H7
6> 9I 66G 6=(I> 9G(GH
D X ]BD 4 )
D X 66G 4 9I
D X 9(8I *Sur!ey Mean+

7
X B*D.D +
7
^^^^^^^^^
).6

7
X 9G(GH 4 78 X 6(9I
X 6(6= *Standard Ae!iation+
Ey&othesis res&ondents thin% that there is no significance difference bet$een em&loyee
engagements $ith regards to &roducti!ity of organi,ation(
Points ha!e been allocated to the res&onse using @i%ertMs scale as
Eence the )ull Ey&othesis *Eo+ _ X 9
Alternati!e Ey&othesis *Ea+ _ 9
?hich means that _ may be greater or lesser than 9(
The , !alue is 6(8F at 8>O confidences le!el or >O le!el of significance in table(
So, mid&oint $ill be 6J>47 X9(
TAB@< OPT0O)
S
PO0)TMS
C0V<)
O)
@0"<RTMS
SCA@<
*P+
R<SP.
OA<).
TS
*R+
P`R S-RV</
M<A)
*]P`R4]R+
STA).
AARA
A<V0A
.T0O)
*s+
STA).
AARA
<RROR
*s4n+
7
Strongly
Agree
> 6I >I
Agree = 67 =H
)ot
Aecided
9 > 6>
Strongly
Aisagree
7 6 7
Aisagree 6 7 7
Total 6> 9I 66G 9(8I 6(6= I(76
@e!el of significance for $hich the formula is
P Q ; SH
Birst e5uation $ill be3.
P R ; SH
9 J 6(8F ` I(76
9 J I(=6
9(=6 *ThatMs u&&er limits(+
Second e5uation $ill be3.
P . ; SH
9 . 6(8F ` I(76
9 . I(=6
7(>8 *ThatMs lo$er limits+
?e can say that P S @ is reected(
Most res&ondents agree that &ro&er discussion $ith head of de&artment on the
to&ic of &roducti!ity(
Percentage of satisfaction uses by the related res&ondents( ?e can say that P S @ is
reected(


@o$er limit X 7(>8 _ X 9 -&&er limit X 9(=6

9( The obecti!e of the &roduction $ere clear to you(
12
1
1
14 2
Strongly Agr Agr Not !"#!!
D#$%gr Strongly !#$%gr
D B BD *D. D+ *D.D+
7
B*D.D+
7
> 6= FI 6(6I 6(76 6F(8=
= 67 =H I(6I I(I6 I(67
9 7 F .I(8I I(H6 6(F7
7 6 7 .6(8I 9(F6 9(F6
6 6 6 .7(8I H(=6 H(=6
6> 9I 66G 6=(I> =6(7I
D X ]BD 4 )
D X 66G 4 9I
D X 9(8I *Sur!ey Mean+

7
X B*D.D +
7
^^^^^^^^^
).6

7
X =6(7I 4 78 X 6(=7
X 6(68 *Standard Ae!iation+
Ey&othesis res&ondents thin% that there is no significance difference bet$een em&loyee
engagements $ith regards to &roducti!ity of organi,ation(
Points ha!e been allocated to the res&onse using @i%ertMs scale as
Eence the )ull Ey&othesis *Eo+ _ X 9
Alternati!e Ey&othesis *Ea+ _ 9
?hich means that _ may be greater or lesser than 9(
The , !alue is 6(8F at 8>O confidences le!el or >O le!el of significance in table(
So, mid&oint $ill be 6J>47 X9(
@e!el of significance for $hich the formula is
TAB@< OPT0O)
S
PO0)TMS
C0V<)
O)
@0"<RTMS
SCA@<
*P+
R<SP.
OA<).
TS
*R+
P`R S-RV</
M<A)
*]P`R4]R+
STA).
AARA
A<V0A
.T0O)
*s+
STA).
AARA
<RROR
*s4n+
7
Strongly
Agree
> 6= FI
Agree = 67 =H
)ot
Aecided
9 7 F
Strongly
Aisagree
7 6 7
Aisagree 6 6 6
Total 6> 9I 66G 9(8I 6(68 I(77
P Q ; SH
Birst e5uation $ill be3.
P R ; SH
9 J 6(8F ` I(77
9 J I(=9
9(=9 *ThatMs u&&er limits(+
Second e5uation $ill be3.
P . ; SH
9 . 6(8F ` I(77
9 . I(=9
7(>G *ThatMs lo$er limits+
?e can say that P S @ is reected(
Most res&ondents agree that obecti!e of &roduction are clear for him(
Percentage of satisfaction of uses by the related res&ondents( ?e can say that P S
@ is reected(


@o$er limit X 7(>G _ X 9 -&&er limit X 9(=9

=( The senior is able to &ro!ide you %no$ledge about all the as&ects, $hich you
$ant(
'
10
3
2
(
Strongly Agr Agr Not !"#!!
D#$%gr Strongly !#$%gr
D B BD *D. D+ *D.D+
7
B*D.D+
7
> H =I 6(=9 7(I= 6F(97
= 6I =I I(=9 I(6H 6(HI
9 G 76 .I(>G I(97 7(7=
7 7 = .6(>G 7(=F =(87
6 9 9 .7(>G F(FI 68(H6
6> 9I 6IG 66(FI =>(I8
D X ]BD 4 )
D X 6IG 4 9I
D X 9(>G *Sur!ey Mean+

7
X B*D.D +
7
^^^^^^^^^
).6

7
X =>(I8 4 78 X 6(>>
X 6(7= *Standard Ae!iation+
Ey&othesis res&ondents thin% that there is no significance difference bet$een em&loyee
engagements $ith regards to &roducti!ity of organi,ation(
Points ha!e been allocated to the res&onse using @i%ertMs scale as
Eence the )ull Ey&othesis *Eo+ _ X 9
Alternati!e Ey&othesis *Ea+ _ 9
?hich means that _ may be greater or lesser than 9(
The , !alue is 6(8F at 8>O confidences le!el or >O le!el of significance in table(
So, mid&oint $ill be 6J>47 X9(
@e!el of significance for $hich the formula is
TAB@< OPT0O)
S
PO0)TMS
C0V<)
O)
@0"<RTMS
SCA@<
*P+
R<SP.
OA<).
TS
*R+
P`R S-RV</
M<A)
*]P`R4]R+
STA).
AARA
A<V0A
.T0O)
*s+
STA).
AARA
<RROR
*s4n+
7
Strongly
Agree
> H =I
Agree = 6I =I
)ot
Aecided
9 G 76
Strongly
Aisagree
7 7 =
Aisagree 6 9 9
Total 6> 9I 6IG 9(>G 6(7= I(79
P Q ; SH
Birst e5uation $ill be3.
P R ; SH
9 J 6(8F ` I(79
9 J I(=>
9(=> *ThatMs u&&er limits(+
Second e5uation $ill be3.
P . ; SH
9 . 6(8F ` I(79
9 . I(=>
7(>> *ThatMs lo$er limits+
?e can say that P S @ is reected(
Most res&ondents agree that senior is able to &ro!ide to %no$ledge 2 information(
Percentage of satisfaction of uses by the related res&ondents( ?e can say that P S
@ is reected(


@o$er limit X 7(>> _ X 9 -&&er limit X 9(=>

>( The methodology of &roduction $as e1cellent(
11
2
1
)
(
Strongly Agr Agr Not !"#!!
D#$%gr Strongly !#$%gr
D B BD *D. D+ *D.D+
7
B*D.D+
7
> 8 => 6(7I 6(== 67(8F
= 66 == I(7I I(I= I(==
9 G 76 .I(HI I(F= =(=H
7 6 7 .6(HI 9(7= 9(7=
6 7 7 .7(HI G(H= 6>(FH
6> 9I 66= 69(7I 9F(HI
D X ]BD 4 )
D X 66= 4 9I
D X 9(HI *Sur!ey Mean+

7
X B*D.D +
7
^^^^^^^^^
).6

7
X 9F(HI 4 78 X 6(7G
X 6(69 *Standard Ae!iation+
Ey&othesis res&ondents thin% that there is no significance difference bet$een em&loyee
engagements $ith regards to &roducti!ity of organi,ation(
Points ha!e been allocated to the res&onse using @i%ertMs scale as
Eence the )ull Ey&othesis *Eo+ _ X 9
Alternati!e Ey&othesis *Ea+ _ 9
?hich means that _ may be greater or lesser than 9(
The , !alue is 6(8F at 8>O confidences le!el or >O le!el of significance in table(
So, mid&oint $ill be 6J>47 X9(
@e!el of significance for $hich the formula is
TAB@< OPT0O)
S
PO0)TMS
C0V<)
O)
@0"<RTMS
SCA@<
*P+
R<SP.
OA<).
TS
*R+
P`R S-RV</
M<A)
*]P`R4]R+
STA).
AARA
A<V0A
.T0O)
*s+
STA).
AARA
<RROR
*s4n+
7
Strongly
Agree
> 8 =>
Agree = 66 ==
)ot
Aecided
9 G 76
Strongly
Aisagree
7 6 7
Aisagree 6 7 7
Total 6> 9I 66= 9(HI 6(69 I(76
P Q ; SH
Birst e5uation $ill be3.
P R ; SH
9 J 6(8F ` I(76
9 J I(=I
9(=I *ThatMs u&&er limits(+
Second e5uation $ill be3.
P . ; SH
9 . 6(8F ` I(76
9 . I(=I
7(FI *ThatMs lo$er limits+
?e can say that P S @ is reected(
Most res&ondents agree that methodology of &roduction are e1cellent(
Percentage of satisfaction of uses by the related res&ondents( ?e can say that P S
@ is reected(


@o$er limit X 7(FI _ X 9 -&&er limit X 9(=I

F( There is o&en discussion bet$een you 2 the ERA(
12
2
1
10
&
Strongly Agr Agr Not !"#!!
D#$%gr Strongly !#$%gr
D B BD *D. D+ *D.D+
7
B*D.D+
7
> 6I >I 6(6I 6(76 67(6
= 67 =H I(6I I(I6 I(67
9 > 6> .I(8I I(H6 =(I>
7 6 7 .6(8I 9(F6 9(F6
6 7 7 .7(8I H(=6 6F(H7
6> 9I 66G 6=(I> 9F(GI
D X ]BD 4 )
D X 6IF 4 9I
D X 9(8I *Sur!ey Mean+

7
X B*D.D +
7
^^^^^^^^^
).6

7
X 9F(GI 4 78 X 6(7G
X 6(69 *Standard Ae!iation+
Ey&othesis res&ondents thin% that there is no significance difference bet$een em&loyee
engagements $ith regards to &roducti!ity of organi,ation(
Points ha!e been allocated to the res&onse using @i%ertMs scale as
Eence the )ull Ey&othesis *Eo+ _ X 9
Alternati!e Ey&othesis *Ea+ _ 9
?hich means that _ may be greater or lesser than 9(
The , !alue is 6(8F at 8>O confidences le!el or >O le!el of significance in table(
So, mid&oint $ill be 6J>47 X9(
@e!el of significance for $hich the formula is
TAB@< OPT0O)
S
PO0)TMS
C0V<)
O)
@0"<RTMS
SCA@<
*P+
R<SP.
OA<).
TS
*R+
P`R S-RV</
M<A)
*]P`R4]R+
STA).
AARA
A<V0A
.T0O)
*s+
STA).
AARA
<RROR
*s4n+
7
Strongly
Agree
> 6I >I
Agree = 67 =H
)ot
Aecided
9 > 6>
Strongly
Aisagree
7 6 7
Aisagree 6 7 7
Total 6> 9I 66G 9(8I 6(69 I(76
P Q ; SH
Birst e5uation $ill be3.
P R ; SH
9 J 6(8F ` I(76
9 J I(=6
9(=6 *ThatMs u&&er limits(+
Second e5uation $ill be3.
P . ; SH
9 . 6(8F ` I(76
9 . I(=6
7(>8 *ThatMs lo$er limits+
?e can say that P S @ is reected(
Most res&ondents agree that o&en discussion $ith ERA( Percentage of satisfaction
of uses by the related res&ondents( ?e can say that P S @ is reected(


@o$er limit X 7(>8 _ X 9 -&&er limit X 9(=6

G( /ou had achie!ed your learning goals from the em&loyee engagement(
1&
1
1
10
3
Strongly Agr Agr Not !"#!!
D#$%gr Strongly !#$%gr
D B BD *D. D+ *D.D+
7
B*D.D+
7
> 6I >I I(89 I(HF H(F
= 6> FI .I(IG I(II I
9 9 8 .6(IG 6(6= 9(=7
7 6 7 .7(IG =(7H =(7H
6 6 6 .9(IG 8(=7 8(=7
6> 9I 677 6>(GI 7>(G7
D X ]BD 4 )
D X 6IF 4 9I
D X =(IG *Sur!ey Mean+

7
X B*D.D +
7
^^^^^^^^^
).6

7
X 7>(G7 4 78 X I(H8
X I(8= *Standard Ae!iation+
Ey&othesis res&ondents thin% that there is no significance difference bet$een em&loyee
engagements $ith regards to &roducti!ity of organi,ation(
Points ha!e been allocated to the res&onse using @i%ertMs scale as
Eence the )ull Ey&othesis *Eo+ _ X 9
Alternati!e Ey&othesis *Ea+ _ 9
?hich means that _ may be greater or lesser than 9(
The , !alue is 6(8F at 8>O confidences le!el or >O le!el of significance in table(
So, mid&oint $ill be 6J>47 X9(
@e!el of significance for $hich the formula is
TAB@< OPT0O)
S
PO0)TMS
C0V<)
O)
@0"<RTMS
SCA@<
*P+
R<SP.
OA<).
TS
*R+
P`R S-RV</
M<A)
*]P`R4]R+
STA).
AARA
A<V0A
.T0O)
*s+
STA).
AARA
<RROR
*s4n+
7
Strongly
Agree
> 6I >I
Agree = 6> FI
)ot
Aecided
9 9 8
Strongly
Aisagree
7 6 7
Aisagree 6 6 6
Total 6> 9I 677 =(IG I(8= I(6G
P Q ; SH
Birst e5uation $ill be3.
P R ; SH
9 J 6(8F ` I(6G
9 J I(9=
9(9= *ThatMs u&&er limits(+
Second e5uation $ill be3.
P . ; SH
9 . 6(8F ` I(6G
9 . I(9=
7(FF *ThatMs lo$er limits+
?e can say that P S @ is reected(
Most res&ondents agree that achie!ed learning goal by the em&loyee engagement(
Percentage of satisfaction of uses by the related res&ondents( ?e can say that P S
@ is reected(


@o$er limit X 7(FF _ X 9 -&&er limit X 9(9=

H( The ERA de&artment seriously follo$.u& the suggestion &ro!ided by you for
the im&ro!ement of the &roduction(
12
1
1
14 2
Strongly Agr Agr Not !"#!!
D#$%gr Strongly !#$%gr
D B BD *D. D+ *D.D+
7
B*D.D+
7
> 6= FI 6(=9 7(I= 7H(>F
= 67 =H I(=9 I(6H 7(6F
9 7 F .I(>G I(97 I(F=
7 6 7 .6(>G 7(=F 7(=F
6 6 6 .7(>G F(FI F(FI
6> 9I 6IG 66(FI =I(=7
D X ]BD 4 )
D X 6IG 4 9I
D X 9(>G *Sur!ey Mean+

7
X B*D.D +
7
^^^^^^^^^
).6

7
X =I(=7 4 78 X 6(98
X 6(6H *Standard Ae!iation+
Ey&othesis res&ondents thin% that there is no significance difference bet$een em&loyee
engagements $ith regards to &roducti!ity of organi,ation(
Points ha!e been allocated to the res&onse using @i%ertMs scale as
Eence the )ull Ey&othesis *Eo+ _ X 9
Alternati!e Ey&othesis *Ea+ _ 9
?hich means that _ may be greater or lesser than 9(
The , !alue is 6(8F at 8>O confidences le!el or >O le!el of significance in table(
So, mid&oint $ill be 6J>47 X9(
@e!el of significance for $hich the formula is
TAB@< OPT0O)
S
PO0)TMS
C0V<)
O)
@0"<RTMS
SCA@<
*P+
R<SP.
OA<).
TS
*R+
P`R S-RV</
M<A)
*]P`R4]R+
STA).
AARA
A<V0A
.T0O)
*s+
STA).
AARA
<RROR
*s4n+
7
Strongly
Agree
> 6= FI
Agree = 67 =H
)ot
Aecided
9 7 F
Strongly
Aisagree
7 6 7
Aisagree 6 6 6
Total 6> 9I 6IG 9(>G 6(6H I(77
P Q ; SH
Birst e5uation $ill be3.
P R ; SH
9 J 6(8F ` I(77
9 J I(=9
9(=9 *ThatMs u&&er limits(+
Second e5uation $ill be3.
P . ; SH
9 . 6(8F ` I(77
9 . I(=9
7(>G *ThatMs lo$er limits+
?e can say that P S @ is reected(
Most res&ondents agree that ERA de&artment seriously follo$.u& the suggestion
for the im&ro!ement of the &roduction(
Percentage of satisfaction of uses by the related res&ondents( ?e can say that P S
@ is reected(


@o$er limit X 7(>G _ X 9 -&&er limit X 9(=9

8( 0s the em&loyee engagement su&&orti!e(
1&
1
1
11
2
Strongly Agr Agr Not !"#!!
D#$%gr Strongly !#$%gr
D B BD *D. D+ *D.D+
7
B*D.D+
7
> 66 >> I(HG I(GF H(9F
= 6> FI .I(69 I(I7 I(9I
9 7 F .6(69 6(7H 7(>F
7 6 7 .7(69 =(>= =(>=
6 6 6 .9(69 8(HI 8(HI
6> 9I 67= 6F(=I 7>(>F
D X ]BD 4 )
D X 6IF 4 9I
D X =(69 *Sur!ey Mean+

7
X B*D.D +
7
^^^^^^^^^
).6

7
X 7>(>F 4 78 X I(HH
X I(8= *Standard Ae!iation+
Ey&othesis res&ondents thin% that there is no significance difference bet$een em&loyee
engagements $ith regards to &roducti!ity of organi,ation(
Points ha!e been allocated to the res&onse using @i%ertMs scale as
Eence the )ull Ey&othesis *Eo+ _ X 9
Alternati!e Ey&othesis *Ea+ _ 9
?hich means that _ may be greater or lesser than 9(
The , !alue is 6(8F at 8>O confidences le!el or >O le!el of significance in table(
So, mid&oint $ill be 6J>47 X9(
@e!el of significance for $hich the formula is
TAB@< OPT0O)
S
PO0)TMS
C0V<)
O)
@0"<RTMS
SCA@<
*P+
R<SP.
OA<).
TS
*R+
P`R S-RV</
M<A)
*]P`R4]R+
STA).
AARA
A<V0A
.T0O)
*s+
STA).
AARA
<RROR
*s4n+
7
Strongly
Agree
> 66 >>
Agree = 6> FI
)ot
Aecided
9 7 F
Strongly
Aisagree
7 6 7
Aisagree 6 6 6
Total 6> 9I 67= =(69 I(8= I(6G
P Q ; SH
Birst e5uation $ill be3.
P R ; SH
9 J 6(8F ` I(6G
9 J I(9=
9(9= *ThatMs u&&er limits(+
Second e5uation $ill be3.
P . ; SH
9 . 6(8F ` I(6G
9 . I(9=
7(FF *ThatMs lo$er limits+
?e can say that P S @ is reected(
Most res&ondents agree that em&loyee engagement su&&orti!e(
Percentage of satisfaction of uses by the related res&ondents( ?e can say that P S
@ is reected(


@o$er limit X 7(FF _ X 9 -&&er limit X 9(9=

6I( 0f their any feedbac% system about the &roduction from the &roduction
de&artment(
14
1
1
12
2
Strongly Agr Agr Not !"#!!
D#$%gr Strongly !#$%gr
D B BD *D. D+ *D.D+
7
B*D.D+
7
> 67 FI I(H9 I(F8 H(7H
= 6= >F .I(6G I(I9 I(=7
9 7 F .6(6G 6(9G 7(G=
7 6 7 .7(6G =(G6 =(G6
6 6 6 .9(6G 6I(I> 6I(I>
6> 9I 67> 6F(H> 7F(7I
D X ]BD 4 )
D X 6IF 4 9I
D X =(6G *Sur!ey Mean+

7
X B*D.D +
7
^^^^^^^^^
).6

7
X 7F(7I 4 78 X I(8I
X I(8> *Standard Ae!iation+
Ey&othesis res&ondents thin% that there is no significance difference bet$een em&loyee
engagements $ith regards to &roducti!ity of organi,ation(
Points ha!e been allocated to the res&onse using @i%ertMs scale as
Eence the )ull Ey&othesis *Eo+ _ X 9
Alternati!e Ey&othesis *Ea+ _ 9
?hich means that _ may be greater or lesser than 9(
The , !alue is 6(8F at 8>O confidences le!el or >O le!el of significance in table(
So, mid&oint $ill be 6J>47 X9(
@e!el of significance for $hich the formula is
TAB@< OPT0O)
S
PO0)TMS
C0V<)
O)
@0"<RTMS
SCA@<
*P+
R<SP.
OA<).
TS
*R+
P`R S-RV</
M<A)
*]P`R4]R+
STA).
AARA
A<V0A
.T0O)
*s+
STA).
AARA
<RROR
*s4n+
7
Strongly
Agree
> 67 FI
Agree = 6= >F
)ot
Aecided
9 7 F
Strongly
Aisagree
7 6 7
Aisagree 6 6 6
Total 6> 9I 67> =(6G I(8> I(6G
P Q ; SH
Birst e5uation $ill be3.
P R ; SH
9 J 6(8F ` I(6G
9 J I(9=
9(9= *ThatMs u&&er limits(+
Second e5uation $ill be3.
P . ; SH
9 . 6(8F ` I(6G
9 . I(9=
7(FF *ThatMs lo$er limits+
?e can say that P S @ is reected(
Most res&ondents agree that feedbac% system about the &roduction from the
&roduction de&artment is a!ailable(
Percentage of satisfaction of uses by the related res&ondents( ?e can say that P S
@ is reected(


@o$er limit X 7(FF _ X 9 -&&er limit X 9(9=

66( ?hat ty&e of error may arise in your ob, if you donMt in!ol!e in em&loyee
engagement(
12
2
2
12
2
Con*+$t#on Dl%y
No Error ,%$t%g
S-o#l%g o* t. -ro!+"t
D B BD *D. D+ *D.D+
7
B*D.D+
7
> 67 FI 6(I 6(I 67(I
= 67 =H I(I I(I I(I
9 7 F .6(I 6(I 7(I
7 7 = .7(I =(I H(I
6 7 7 .9(I 8(I 6H(I
6> 9I 67I 6>(I =I(I
D X ]BD 4 )
D X 6IF 4 9I
D X =(II *Sur!ey Mean+

7
X B*D.D +
7
^^^^^^^^^
).6

7
X =I(I 4 78 X 6(9H
X 6(6G *Standard Ae!iation+
Ey&othesis res&ondents thin% that there is no significance difference bet$een em&loyee
engagements $ith regards to &roducti!ity of organi,ation(
Points ha!e been allocated to the res&onse using @i%ertMs scale as
Eence the )ull Ey&othesis *Eo+ _ X 9
Alternati!e Ey&othesis *Ea+ _ 9
?hich means that _ may be greater or lesser than 9(
The , !alue is 6(8F at 8>O confidences le!el or >O le!el of significance in table(
So, mid&oint $ill be 6J>47 X9(
@e!el of significance for $hich the formula is
P Q ; SH
TAB@< OPT0O)S PO0)TMS
C0V<)
O)
@0"<RTM
S SCA@<
*P+
R<SP.
OA<).
TS
*R+
P`R S-RV</
M<A)
*]P`R4]R+
STA).
AARA
A<V0A
.T0O)
*s+
STA).
AARA
<RROR
*s4n+
7
Confusion > 67 FI
Aelay = 67 =H
)o <rror 9 7 F
S&oilage of
the &roduct
7 7 =
?astage 6 7 7
Total 6> 9I 67I =(II 6(6G I(76
Birst e5uation $ill be3.
P R ; SH
9 J 6(8F ` I(76
9 J I(=7
9(=7 *ThatMs u&&er limits(+
Second e5uation $ill be3.
P . ; SH
9 . 6(8F ` I(76
9 . I(=7
7(>H *ThatMs lo$er limits+
?e can say that P S @ is reected(
Most res&ondents agree that error may arise $ithout the em&loyee engagement(
Percentage of satisfaction of uses by the related res&ondents( ?e can say that P S
@ is reected(


@o$er limit X 7(>H _ X 9 -&&er limit X 9(=7

67( ?hat 5uality of &roduction you are getting from '("( cement(
11
1
1
10
(
E/"llnt 0ry goo! N#t.r goo! nor 1%! B%! ,or$
D B BD *D. D+ *D.D+
7
B*D.D+
7
> 6I >I 6(IG 6(6= 66(=
= 66 == I(IG I(II I(II
9 G 76 .I(89 I(HF F(I7
7 6 7 .6(89 9(G7 9(G7
6 6 6 .7(89 H(>H H(>H
6> 9I 66H 6=(9I 78(G7
D X ]BD 4 )
D X 6IF 4 9I
D X 9(89 *Sur!ey Mean+

7
X B*D.D +
7
^^^^^^^^^
).6

7
X 78(G7 4 78 X 6(I7
X 6(I6 *Standard Ae!iation+
Ey&othesis res&ondents thin% that there is no significance difference bet$een em&loyee
engagements $ith regards to &roducti!ity of organi,ation(
Points ha!e been allocated to the res&onse using @i%ertMs scale as
Eence the )ull Ey&othesis *Eo+ _ X 9
Alternati!e Ey&othesis *Ea+ _ 9
?hich means that _ may be greater or lesser than 9(
The , !alue is 6(8F at 8>O confidences le!el or >O le!el of significance in table(
So, mid&oint $ill be 6J>47 X9(
TAB@< OPT0O)
S
PO0)TMS
C0V<)
O)
@0"<RTMS
SCA@<
*P+
R<SP.
OA<).
TS
*R+
P`R S-RV</
M<A)
*]P`R4]R+
STA).
AARA
A<V0A
.T0O)
*s+
STA).
AARA
<RROR
*s4n+
7
<1cellent > 6I >I
Very
Cood
= 66 ==
)either
good nor
bad
9 G 76
Bad 7 6 7
?orse 6 6 6
Total 6> 9I 66H 9(89 6(I6 I(6H
@e!el of significance for $hich the formula is
P Q ; SH
Birst e5uation $ill be3.
P R ; SH
9 J 6(8F ` I(6H
9 J I(9F
9(9F *ThatMs u&&er limits(+
Second e5uation $ill be3.
P . ; SH
9 . 6(8F ` I(6H
9 . I(9F
7(F= *ThatMs lo$er limits+
?e can say that P S @ is reected(
Most res&ondents agree that 5uality of &roduct are !ery good(
Percentage of satisfaction of uses by the related res&ondents( ?e can say that P S
@ is reected(


@o$er limit X 7(F= _ X 9 -&&er limit X 9(9F
9%N)%N14S A A 17ANC4
'ood brands image of (.). cement in e*isting market.
+ow sales as compaired to market potential, which is around ,$ - of the total
market.
.irla , .inani and .angur have ma*imum market share/s vi0.
+ess advertisement of the product as compaired to other company.
+ack of self % enthusiasm in working patterns of employees.
1roper communication between employees and 2D and other parties.
Many facility are available to employees from the side of compny on time.
There is a need of a proper information, encouragement 3 motivation related to
employee engagement.
There is a complaint from the side of retailers is that dealers deal customer
directly and sell cement on lower price, due to this customer does not go to
retailers and purchase from dealers. thus the retailers are not interested to keep
stock of (.). cement 3 impact on production department.
SUGGESTIONS
A com&any $ould be $ise to measure em&loyee satisfactions regularly the %ey to
em&loyee retention is em&loyee satisfaction(
Com&any can increase the role of the em&loyee by considering their suggestions
or com&laints about ser!ice or &roduct, so that necessary action can be ta%en(
Re!ie$ meetings should be often held so that the $or%ing &attern of the
em&loyees can be chec%ed and im&ro!ed if needed(
<m&loyees need to be more self.enthusiastic and aggressi!e to$ards sales for
these a&&raisals should be gi!es to those em&loyees $ho $or%ed hard(
Com&any re&resentati!es should re$ard em&loyees and should ma%e a long term
relationshi& $ith the em&loyees so that they can &ush the &roduct 2 &roducti!ity(
Since customer are !alue ma1i miser and their e1&ectation to this brand is high, as
the brand image sho$s their com&laints should be attended immediately to ma%e
then remain brand royal(
0t should be chec%ed that the non. trade consignment is not sold in the mar%et, so
that is does not disturb the retail &rice of the mar%et(
Since trans&ortation forms the maor &art of the cement cost, mar%et &otential of
the region should be &ro&erly accessed so that em&hasis can be more on high
retention ,one, $hich can be done by em&loying more authori,ed retailers(
To& management should be con!inced to &ass the incenti!es to the em&loyee so
that they are moti!ated to em&loyee engagement 2 &roducti!ity(
Com&any should increase the &romotional and ad!ertisement acti!ities for gi!ing
the &o&ularity to the &roduct(
Com&any should set the &olicy on &ricing( There should be certain time &eriod for
increment and decrement in the &ricing( Com&any should also gi!e the &rior
information for this to em&loyee, dealers and retailers(
There should be &ro&er loading facility in the &lant and out side the &lant, deli!ery
of goods should be on time(
To& management and em&loyees should maintain &ro&er communication $ith
dealers and retailers(
0ncrease the number of dealers and retailers as this $ill hel& in ma%ing high sales
!olume(
Cash discount should be com&etiti!e and luring(
Try to remo!e dealerMs mono&oly(
*%*7O1RAP8D 3 R494R4NC4S0
*OOKS0
"otler Phili&, Tmar%eting managementM &rentice Eall of 0ndia P!t( @td( )e$
Aelhi(
"othari C( R( Tresearch methodologyM, !ish$a &ublication, )e$ Aelhi(
Beri C(C( Tmar%eting researchM, Tata McCra$.hill &ublicating Co( @td( )e$
Aelhi(
Ar( Sharma A(A( Tmar%eting researchM, Sultan Chand 2 Sons educational
&ublication, )e$ Aelhi(
Sa1ena Raan Tmar%eting managementM Tata McCra$.hill &ublicating Co( @td(
)e$ Aelhi(
Verma E( V( Tmar%eting of ser!icesM Clobal business &ress, )e$ Aelhi(
Business today maga,ine of August issue, 7IIH(
64* R4SO"RC4S0
htt&344$$$(%cement(com
htt&344$$$(%$hite(com
htt&344$$$(rediff(com
htt&344$$$(indiaatoday(com
htt&344$$$(cmaindia(org $$$(cmaindia(org
htt&344$$$(en($i%i&edia(org $$$(en($i%i&edia(org
http4""www.allbusiness.com www.allbusiness.com
P"*7%CA%ON0
Business Standard
The Eindu
ANN4E"R40. (Kuestionnaire)
)ear SirM (adam,
Please ans$er the follo$ing 5uestions by chec%mar% again
bo1 $hich you find most suitable for the statement gi!en abo!e it( This
5uestionnaire $ill hel& me in e!aluating your training and de!elo&ment acti!ities
&re!ailing at '("( cement limited, )imbahera, Chittorgarh(
Than% you for your contribution(
NA(40TTTTTTTTTTTTTTTTT
A140TTTTTTTTTTTTTTTTT...
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Please tic% mar% against suitable bo13 .
6+( <m&loyee engagement hel&s you a lot to increase your %no$ledge, s%ill,
attitude 2 ability to &erform the ob(
Strongly agree( Agree( )ot decided( Aisagree( Strongly
7+( /ou had &ro&er discussion $ith your head of de&artment on the to&ics of
training or the areas of &roduction are decided after &ro&er discussion $ith you(
9+( The obecti!e of the &roduction $ere clear to you(
=+( The senior is able to &ro!ide you %no$ledge about all the as&ects, $hich you
$ant(
>+( The methodology of &roduction $as e1cellent(
F+( There is o&en discussion bet$een you 2 the ERA(
Strongly agree( Agree( )ot decided( Aisagree( Strongly
Strongly agree( Agree( )ot decided( Aisagree( Strongly
Strongly agree( Agree( )ot decided( Aisagree( Strongly
Strongly agree( Agree( )ot decided( Aisagree( Strongly
Strongly agree( Agree( )ot decided( Aisagree( Strongly
G+( /ou had achie!ed your learning goals from the em&loyee engagement(
H+( The ERA de&artment seriously follo$.u& the suggestion &ro!ided by you for
the im&ro!ement of the &roduction(
8+( 0s the em&loyee engagement su&&orti!e(
6I+( 0f their any feedbac% system about the &roduction from the &roduction
de&artment(
66+( ?hat ty&e of error may arise in your ob, if you donMt in!ol!e in em&loyee
engagement(
Strongly agree( Agree( )ot decided( Aisagree( Strongly
Strongly agree( Agree( )ot decided( Aisagree( Strongly
Strongly agree( Agree( )ot decided( Aisagree( Strongly
Strongly agree( Agree( )ot decided( Aisagree( Strongly
Aelay( ?astage( Confusion( S&oilage of &roduct( )o error
67+( ?hat 5uality of &roduction you are getting from '("( cement(
69+( By, $hich sources you %no$ about the '("(cement center(
6=+( /our suggestions for the im&ro!ement of the &roduction 2 em&loyee
engagement(
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TTTTTTTTTTTTTTTTTTTTTTTTTTT TTTTTTTTTTTTTTTTTTTTTTTTTTT
TTTTTTTTTTTTTTTTTTTTTTTTTTT TTTTTTTTTTTTTTTTTTTTTTTTTTT
)ate0 UUUMUUUMUUUUUUU
Signature
<1cellent( Very good( )either good nor bad( Bad( ?orse
By Senior( By )e$s&a&er( By good image( By relati!es( Other