INTRODUCTION

1.1 INTRODUCTION ABOUT THE STUDY Employee engagement has been defined as "an individual employee's cognitive, emotional and behavioural state directed toward desired organizational outcomes" Employees who are engaged exhibit attentiveness and mental absorption in their work and display a deep, emotional connection toward their workplace .Many organizations believe that employee engagement is a dominant source of competitive advantage and thus, have been drawn to its reported ability to solve challenging organizational problems such as increasing workplace performance and productivity amid widespread economic decline . Employee engagement is the extent to which employees feel passionate about their obs, are committed to the organization, and put discretionary effort into their work. !ccording to "carlett "urveys, "Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their ob, colleagues and organization that profoundly influences their willingness to learn and perform at work". #hus engagement is distinctively different from employee satisfaction, motivation and organisational culture. Employee engagement is typically measured using an employee engagement survey. #here are four factors that drive employee engagement. #hey are, Engagement with the Organization measures how engaged employees are with the organization as a whole, and by extension, how they feel about senior management. i.e., doing meaningful work. Engagement with "M !o""eag#e$% is a more specific measure of how

employees feel about their direct supervisors.

Enagement with $Strategi! A"ignment% ensures that employee effort is focused in the right direction. &f that effort is not focused in the right direction, it could be wasted. i.e., doing focused work. Dri&er$ o' engagement #here are a range of factors, known as drivers that are thought to increase overall engagement. 'y managing the drivers, an organization can effectively manage engagement levels of its employees. (rivers such as communication, performance clarity and feedback, organizational culture, rewards and recognition, relationships with managers and peers, career development opportunities and knowledge of the organization)s goals and vision are some of the factors that facilitate employee engagement. "ome points from the research are presented below* ( Em)"o ee )er!e)tion$ o' *o+ im)ortan!e + "...an employee's attitude toward the ob's importance and the company had the greatest impact on loyalty and customer service than all other employee factors combined.", ( Em)"o ee !"arit o' *o+ e,)e!tation$ + "&f expectations are not clear and basic materials and e-uipment are not provided, negative emotions such as boredom or resentment may result, and the employee may then become focused on surviving more than thinking about how he can help the organization succeed." ( Career a-&an!ement.im)ro&ement o))ort#nitie$ + ".lant supervisors and managers indicated that many plant improvements were being made outside the suggestion system, where employees initiated changes in order to reap the bonuses generated by the subse-uent cost savings."

( /#a"it o' wor0ing re"ation$hi)$ with )eer$1 $#)erior$1 an- $#+or-inate$ + "...if employees' relationship with their managers is fractured, then no amount of perks will persuade the employees to perform at top levels. Employee engagement is a direct reflection of how employees feel about their relationship with the boss." ( 2er!e)tion$ o' the etho$ an- &a"#e$ o' the organization + "'&nspiration and values' is the most important of the six drivers in our Engaged .erformance model. &nspirational leadership is the ultimate perk. &n its absence, is unlikely to engage employees.% ( E''e!ti&e Interna" Em)"o ee Comm#ni!ation$ + which convey a clear description of "what's going on". "'&f you accept that employees want to be involved in what they are doing then this trend is clear /from small businesses to large global organizations0. ( Rewar- to engage + 1ook at employee benefits and acknowledge the role of incentives. "!n incentive to reward good work is a tried and test way of boosting staff morale and enhancing engagement." #here are a range of tactics you can employ to ensure your incentive scheme hits the mark with your workforce such as* "etting realistic targets, selecting the right rewards for your incentive program, communicating the scheme effectively and fre-uently, have lots of winners and reward all achievers, encouraging sustained effort, present awards publicly and evaluate the incentive scheme regularly. &t further tends to improve the overall productivity.

1.3. INDUSTRY 2RO4I5E

INDIAN DAIRY INDUSTRY &ndia is '#he 2yster' of the global dairy industry. &t offers opportunities galore to entrepreneurs worldwide, who wish to capitalize on one of the world's largest and fastest growing markets for milk and milk products. #he &ndian dairy industry is rapidly growing, trying to keep pace with the galloping progress around the world. &ndia)s dairy sector is expected to triple its production in the next 34 years in view of expanding potential for export to Europe and the 5est. Moreover with 5#2 regulations expected to come into force in coming years all the developed countries which are among big exporters today would have to withdraw the support and subsidy to their domestic milk products sector. !lso &ndia today is the lowest cost producer of per litre of milk in the world, at 67 cents, compared with the 8."' 9: cents, and ;apan)s <6.= dollars. !lso to take advantage of this lowest cost of milk production and increasing production in the country multinational companies are planning to expand their activities here. "ome of these milk producers have already obtained -uality standard certificates from the authorities. #his will help them in marketing their products in foreign countries in processed form. #he dairy industry in &ndia has been on a steady path of progression since &ndian independence. &t has grown from producing 37 million tonnes of milk in 3>?3 to producing 363 million tonnes in 6433. #oday, &ndia is one of the largest milk producing countries in the world. #his solid progress is primarily attributable to structural changes in the &ndian dairy industry brought about by the advent of dairy cooperatives. #he &ndian dairy industry reported a market size of 8"( @=.? billion in AB6433. 5ith a Compound !nnual Drowth Eate /C!DE0 of 39 percent, it is anticipated to reach 8"( 33= billion in 6437. 2n the back of a rise in
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disposable income, coupled with strong demand for dairy products, the &ndian dairy industry is all set to experience high growth rates in the next five years. #he consumption pattern of dairy products in &ndia is -uite uni-ue as compared to some of the western countries. Consumption is primarily skewed towards traditional productsF however, westernized products are gradually gaining momentum in the urban areas. &nterestingly, buffalo milk accounts for the largest share of the total milk produced in the country. "ince the pricing of milk is based on the fat content, buffalo milk offers higher profit margins as compared to cow milk as it contains higher fat. 2otentia" 'or '#rther growth 2f the three !'s of marketing + availability, acceptability and affordability, &ndian dairying is already endowed with the first two. .eople in &ndia love to drink milk. Gence no efforts are needed to make it acceptable. &ts availability is not a limitation either, because of the ample scope for increasing milk production, given the prevailing low yields from dairy cattle. &t leaves the third vital marketing factor affordability. Gow to make milk affordable for the large ma ority with limited purchasing powerH #hat is essence of the challenge. 2ne practical way is to pack milk in small -uantities of 6?4 ml or less in polythene sachets. !lready, the glass bottle for retailing milk has given way to single+use sachets which are more economical. !nother viable alternative is to sell small -uantities of milk powder in mini+sachets, ade-uate for two cups of tea or coffee.

Ma*or 2"a er$ #he packaged milk segment is dominated by the dairy cooperatives. Du arat Co+ operative Milk Marketing Aederation /DCMMA0 is the largest player. !ll other local dairy cooperatives have their local brands /Aor e.g. Dokul, 5arana in Maharashtra, "aras in Ea asthan, Ierka in .un ab, Ii aya in !ndhra .radesh, !avin in #amil Jadu, etc0. 2ther private players include ; K (airy, Geritage Aoods, &ndiana (airy, (airy "pecialties, etc. !mrut &ndustries, once a leading player in the sector has turned bankrupt and is facing li-uidation.

1.6. COM2ANY 2RO4I5E

#he (airy (evelopment (epartment was established in #amil Jadu in the year 3>?= to oversee and regulate milk production and commercial distribution in the state. #he (airy (evelopment (epartment took over control of the milk cooperatives. &t was replaced by the #amil Jadu Cooperative Milk .roducers Aederation 1imited in the year 3>=3. 2n Aebruary 3, 3>=3, the commercial activities of the cooperative were handed over to #amil Jadu Co+operative Milk .roducers' Aederation 1imited which sold milk and milk products under the trademark "aavin". 5ith many private companies entering the field of dairy, the #amil Jadu government is giving high priority to improve the performance of the cooperatives. #amilJadu is one of the leading states in &ndia in milk production with about 3@.? million litres per day. ACTI7ITIES #amilnadu Co+2perative Milk .roducers' Aederation 1imited was constituted on 3st Aebruary 3>=3. Aederation is .rocuring, .rocessing and Marketing of Milk and Milk .roducts. Aederation has implemented the (airy (evelopment activities under 2peration Alood .rogramme with a financial and technical assistance of Jational (airy (evelopment 'oard. Chennai Metro is having @ (airies. Milk .rocurement, .rocessing and distribution are being attended by the (istrict 8nions in the respective areas. Aederation is carrying out improvements of milch animals, .roduction of frozen semen for 5hite cattle and 'lack cattle by the Aederation through 'ull Mother Aarms. Metro (airies are, 3. Central (airy, Madhavaram Milk Colony, Chennai L 944 4?3 with a capacity of :.4 11.( 6. !mbattur (airy, Chennai L 944 4>= with a capacity of @.4 11.(
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:. "holinganallur (airy, Chennai L 944 33> with a capacity of @.4 11.( @. .roducts (airy, !mbattur, Chennai L 944 4>= !ll the @ (airies are carrying out .rocessing, .acking and (istribution of Milk and Milk .roducts as per G!CC., MM.2 and J((' Jorms. !mbattur (airy is .roducing "terilized Alavoured Milk in four different flavours. .roducts (airy, !mbattur is .reparing the following Milk .roducts, with a capacity of 36,444 1itres per day. Milk .roducts !avin produces @ varieties of milk. 3. #oned milk /:M Aat0 6. (oubled toned milk /3.?M0 :. "tandardized Milk /@.?M0 @. Aull Cream Milk /9M0

Aederation supervises, co+ordinates and offers technical assistance to the (istrict 8nions and .rimary Co+operative "ocieties. &t undertakes .lanning, .rocurement, Erection and Expansion of Chilling Centers and (airies to the (istrict 8nions on #urn+key basis. Aederation also implements clean Milk .roduction, (evelopment of Milch animals providing basic infrastructure development activities for the .rimary Co+operative "ocieties. Aederation markets Milk and Milk .roducts to the Co+operative Aederations in &ndia. Aederation has taken steps to promote exports of "kimmed Milk .owder and Dhee to "rilanka, Malaysia and "ingapore

Centra" Dair 1 Ma-ha&aram Mi"0 Co"on 1 Chennai 8 9:: :;1 Central (airy is situated in Jorth Chennai and Commissioned during ;anuary 3>9: /64.43.3>9:0 at a total outlay of Es.@@N+ 1akhs to .rocess and "ell Milk to the city consumers. #he foundation was laid on 3?.34.3>?> by "hri.".K..atil, Minister for Aood and !griculture, Dovernment of &ndia. #he .lant and Machineries were gifted by the Dovernment and the people of Jew Oealand under Colombo plan. Central (airy started the operations under the control of Madras Milk (airy .ro ect which was converted as (airy (evelopment (epartment under the control of Commissioner for Milk .roduction and (airy (evelopment (epartment. Commissioner for Milk .roduction and (airy (evelopment is also the Eegistrar of Milk Co+operatives. #he #amilnadu (airy (evelopment Corporation was formed under Companies !ct on 43.47.3>76 and taken over the (airy 8nits, #ransport and other commercial activities of (airy (evelopment (epartment. Madurai (airy was taken over by #amilnadu (airy (evelopment Corporation w.e.f. 43.47.3>7@. #amilnadu (airy (evelopment Corporation has given birth to #CM.A 1td. /#he #amilnadu Co+2perative Milk .roducers' Aederation 1imited0 !ct on 43.43.3>=3 on the $!mul% .attern of Jational (airy (evelopment 'oard. /UA5ITY 2O5ICY TCM24 i$ !ommitte- to $#))" !om)etiti&e )ri!e. Central (airy Ps present handling capacity is :.4 1akh 1itres per day, despatches 6.7 1akh 1itres per day in sachets, 4.6 1akh 1itres per day to 'ulk Iending 8nits and 4.34 1akh 1itres per day .asteurized Chilled water to .roducts (airy. (airy is e-uipped with latest .rocessing .lant, Gomogenizer, C&. "ystem and .acking Machines. (airy is having "olar panels to heat the feed water to the
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mi"01 an- mi"0 )ro-#!t$ o' <#a"it

at

'oilers. #he (airy caters the needs of Jorth, Central and parts of "outh Chennai. #he distributions spread from .onneri to Mylapore in Chennai City. #he (airy is e-uipped with latest Effluent #reatment .lant to handle :.4 1akh 1itres per day. #he Effluent #reatment .lant functions as per the norms of the #amilnadu .ollution Control 'oard and #reated Effluent 5ater is utilized for !griculture and Darden purpose within the (airy and also to the Aodder Aarm of the (airy (evelopment (epartment

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1.=. NEED 4OR THE STUDY

&n this world of tough competition, organizations need to sustain high level of performance at any cost. 5ith the present situation, organizations are striving hard to sustain themselves and to retain the efficient employees. #he need for studying the employee engagement is very much fel under the assumption that the employee who is engaged to his or her work is very much committed and loyal to the organization. &f an employee is highly engaged in his or her work, it may increase their performance and hence there will be an increase in the productivity of the organization.

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1.;. SCO2E O4 THE STUDY

#he study intends to study the level of employee engagement in !avin+Central (airy. #he study concentrates on the opinion of the factors that determine the engagement of the employee. #his will also act as a path finder for further development in !avin+Central (airy. #his study educated how effectively employee engagement process can be followed and brings out the awareness on various methods to increase the engagement level of the employee.

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1.9. OB>ECTI7ES O4 THE STUDY

#o study the demographic profile of the organization #o measure the level of employee engagement at !avin+Central (airy #o identify the factors that make an employee engaged to the organization #o propose suggestions to improve engagement if re-uired

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1.?. 5IMITATION O4 THE STUDY

Questionnaires were filled by the respondents, so the findings are based on how they would have perceived the -uestions. #here may be errors due to bias of respondent, as they would not reveal actual details. "ince the study is conducted in Central dairy branch of !avin, the results of the company cannot be generalized to other units of !avin in #amilJadu.

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3. RE7IE@ O4 5ITERATURE
3.1 5ITERATURE RE7IE@ Em)"o ee engagement, also called wor0er engagement, is a business management concept. !n "engaged employee" is one who is fully involved in, and enthusiastic about their work, and thus will act in a way that furthers their organization's interests. !ccording to S!ar"ett S#r&e $, "Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their ob, colleagues and organization that profoundly influences their willingness to learn and perform at work". #hus engagement is distinctively different from employee satisfaction, motivation and organisational culture. Aan#ngoB1CD3E1maintained that ob involvement is a cognitive or belief state of psychological identification. ;ob involvement is thought to depend on both need saliency and the potential of a ob to satisfy these needs. #hus ob involvement results from cognitive udgment about the needs satisfying abilities of the ob.Engagement differs from ob involvement as it is concerned more with how the individual employees hisNher self during the performance of hisNher ob.Ainally engagement may be thought of as an antecedent to ob involvement in that individuals who experience deep engagement in their roles should come to identify with their obs.

Em)"o ee engagement was described in the academic literature by S!hmi-t et a". B1CC60. ! modernised version of ob satisfaction, S!hmi-t et a".F$ influential definition of engagement was "an employee's involvement with, commitment to, and satisfaction with work. Employee engagement is a part of employee
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retention." #his integrates the classic constructs of ob satisfaction BSmith et a".1 1C9CE, and organizational commitment BMe er G A""en1 1CC1E. Harter an- S!hmi-tF$ B3::6E most recent meta+analysis can be useful for understanding the impact of engagement. #he opposite of employee engagement is a zombie employee. ! zombie employee is a disengaged employee that will stumble around the office, lower morale and cost the company money. A!!or-ing to SHRM BSo!iet o' H#man Re$o#r!e ManagementE the cost of replacing one <= per hour employee can exceed <:,?44, which gives companies a strong financial incentive to maintain their existing staff members through strong employee engagement practices. Engaged employees care about the future of the company and are willing to invest discretionary effort. Engaged employees feel a strong emotional bond to the organisation that employs them /Eobinson0, which results in higher retention levels and productivity levels and lower absenteeism. 5hen reliably measured, positive employee engagement can be causally related or correlated to specific positive business outcomes by workgroup and ob type. Ei"een A))e"+a#m an- her !o""eag#e$ B3:::E studied 3? steel mills, 37 apparel manufacturers, and 34 electronic instrument and imaging e-uipment producers. #heir purpose was to compare traditional production systems with flexible high+performance production systems involving teams, training, and incentive pay systems. &n all three industries, the plants utilizing high+ involvement practices showed superior performance. &n addition, workers in the high+involvement plants showed more positive attitudes, including trust, organizational commitment and intrinsic en oyment of the work. ,7R #he concept has gained popularity as various studies have demonstrated links with productivity. &t is often linked to the notion of employee voice and empowerment.
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>OURNA5S AND ARTIC5ES E,)"oring em)"o ee engagement 'rom the em)"o ee )er$)e!ti&eH

im)"i!ation$ 'or HRD1 Aahn an- Ma$"ow13:11 #he paper examined an employee's uni-ue experience of being engaged in their work .ost analysis, three themes emerged* relationship development and attachment to co+workers, workplace climate and opportunities for learning. Aindings highlighted the development of relationships in the workplace, the importance of an employee's direct manager and their role in shaping organizational culture and the critical role of learning in an engaged employee's interpretation of their work. #hree propositions for human resource development /GE(0 research and practice are presented* first, environment and person interact to create engagement or disengagementF second, an employee's manager plays a critical role in developing engagementF and third, personality can effect engagement, however, everyone can engage. !n integrated model is proposed as a synthesis of findings providing GE( researchers and practitioner's opportunity to re+examine current engagement efforts. !ccording to A.Ma""i0ar*#nan1 along with common financial incentives like increments, bonuses and other pre+re-uisites, a conductive atmosphere in the workplace also raises the employee to the level of an $Engaged Employee%, as he feels wanted and respected in the warmth of such a business ambience and develops a sense of trust in the employee. !ristotle the Dreek philosopher said that,% pleasure in the ob puts the perfection in the work, $!rguably, it may be interpreted as the significant statement that spotlights, the value of a satisfied, motivated and committed workforce. #he survey conducted by 'usiness #oday clearly identifies six typical drivers of employee engagement. #hey are people, work, opportunities, -uality of life, procedures, and compensation.

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!ccording to >a!<#e$ Creeten o' 4e-era" E,)re$$1 there are four human needs of employees, life/survival0,learning/personal development0,love /relationship0 leaving a legacy /meaningful contribution0.! survey carried out by $#he 'usiness 5orld/(ec 9 ,644@0 shows that the employee gets motivated by a great place, he friendly workplace, wherein he displays a performance that can be attained only by an $Engaged Employee%. #he survey, which ranked Aederal express La logistics company as among the top 6? work places in &ndia, provides us some useful insights ,into the various processes companies use to increase employee engagement . !ccording to U-a Airan Ma-a"a1 the output generated by spending extra time on the ob may be looking productive from employer)s point of view. 'ut the -uality of output raises serious concern as the employee is bound to commit more mistakes while working beyond the stay hours due to saturation of energies and emotions. #his further leads to the consumption of productive time for rectification next day implying that the so+called P"tretch 'eyond "tay Gours) in the name of timely delivery would give no extra mileage, argues 8day Kiran. #he employee engagement based on extra+ Pstay hours) may not yield dividends and has limited scope for application in intellectualism+related occupations. "ometimes the output generated through Povertime) may prove to be an extra mileage to the organization but amounts to loss of personal time supposed to be spent on the rest and relaxation leading to mental or physical stress.

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6.1 RESEARCH METHODO5IY RESEARCH DESIIN Aor this study, descriptive research has been used, it involves surveys and track finding. Ma or purpose of descriptive research is the description of the state affairs, as it exists at present. &t is concerned with research study with the focus on the portrayal of the characteristics of a group or individual or a situation. RESEARCH INSTRUMENT #he main instrument of this research is -uestionnaire method. &n this method various types of -uestions have been framed to bring out the employees response. #hey are 3. 2pen ended -uestion 6. Close ended -uestion :. Aive point rating scale ! structured -uestionnaire has been framed for conducting the survey. #he -uestions were presented with exactly the same wordings and in the same order to all the respondents. ! "ample -uestionnaire is attached in the annexure. DATA CO55ECTION Aor conducting research both primary and secondary data were collected.#he primary data use for this pro ect was collected through survey method,this was chosen as it is easy to compile and analyse the information. #he study was conducted by direct survey method.

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"econdary data refers to information or facts already collected and available for reference from sources such as library, websites. "econdary data about the company profile and other details were collected from the company website and through personal discussion with the company manager. SAM25INI 2ROCEDURE Convenience sampling is the sampling procedure used in the survey. Convenience sampling is used for selection of homogenous sample for the study. &t refers to selecting a sample of study ob ects on convenience. #he researcher may make use of any convenience base to select the re-uired number of samples. #he procedure is known as non+probability sampling techni-ue. SAM25E SIJE (ue to time resources constraints the sample size of the research has been restricted to 34= employees in consultation with the companyNpro ect guides. TOO5S USED 4OR ANA5YSIS #he statistical tools which have been used to analyze the data are .ercentage analysis, Aactor analysis, !J2I!.

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=.1 DATA ANA5YSIS AND INTER2RETATION O4 DEMOIRA2HIC 7ARIAB5ES @.3.3 AEEQ8EJCB !J!1B"&" 2A (EM2DE!.G&C I!E&!'1E* !DE #able showing distribution of sample respondents #able J4.@.3.3 a !DE DE28. 3=+6? 69+:? :9+@? @?S #otal "ource*.rimary (ata Chart Jo* #able J4.@.3.3 b Are-uency 34 6 > @@ 9? .ercent 3?.@ :.3 3:.= 97.7 344.4

IN4ERENCEH Aorm the above table it is inferred that, the respondents consist of 97.7M above the age of @? years, 3?.@M between the age group of 3=+6? , 3:.=M between the age group :9+@? and :.3M between the age group of 69+:? years.
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=.1.3 4RE/UENCY ANA5YSIS O4 DEMOIRA2HIC 7ARIAB5EHIENDER #able showing distribution of sample respondents #able J4.@.3.6 a

Dender Male Aemale #otal "ource* .rimary (ata

Are-uency @9 3> 9?

.ercent 74.= 6>.6 344.4

Chart Jo* #able J4.@.3.6 b

IN4ERENCEH Aorm the table it is inferred that74.=M of the employees working in the organization are male and 6>.6 M are female.

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=.1.6 4RE/UENCY ANA5YSIS O4 DEMOIRA2HIC 7ARIAB5EHTENURE #able showing distribution of sample respondents #able J4.@.3.: a BE!E" 2A "EEI&CE less than 6 years 6+9 yrs 9+34 above 34 yrs #otal "ource* .rimary (ata Chart Jo* #able J4.@.3.: b Are-uency 34 ? : @7 9? .ercent 3?.@ 7.7 @.9 76.: 344.4

IN4ERENCEH Arom the table, it is inferred that 76.:M of the employees have above 34 years of experience, 3?.@M have less than 6 years of service, 7.7M have 6+9 years of tenure and, @.9M of employees have 9+34 years of service in the organization.
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=.1.= 4RE/UENCY ANA5YSIS O4 DEMOIRA2HIC 7ARIAB5EH SECTION #able showing distribution of sample respondents #able J4.@.3.@ a "EC#&2J .roduction Engineering office #otal "ource* .rimary (ata Are-uency :? > 63 9? .ercent ?:.= 3:.= :6.: 344.4

Chart Jo* #able J4.@.3.@ b

IN4ERENCEH Arom the table, it is inferred that ?:.=M of the employee belong to production section,3:.= M belong to Engineering section and :6.: M belong to 2ffice section.
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=.3 4RE/UENCY ANA5YSIS O4 RES2ONSESH @.6.3 5G!# (2 B28 EJ;2B M2"# !'28# #G&" C2M.!JBH #able showing distribution of sample respondents #able J4.@.6.3 a (E1&DG# A!C#2E" .eople & work with 5ork "chedule environment fair wages ob itself culture #otal "ource*.rimary (ata Chart Jo* #able J4.@.6.3 b Are-uency :3 3= 3 = ? 6 9? .ercent @7.7 67.7 3.? 36.: 7.7 :.3 344.4

IN4ERENCEH Arom the above table, @7.7M of the employees are delighted with the people with whom they work, 67M are delighted with their work schedule framed by the organization and 36M like the wages and rest of the percentages of employees are delighted with ob, work environment and culture.
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=.3.3 @HAT DO 5EAST 5IAE ABOUT THIS COM2ANYK #able showing distribution of sample respondents #able J4.@.6.6 a (islikes Eecognition opportunity to advance Management cooperation Jo Jegative opinion canteen #otal "ource*.rimary (ata Chart Jo* #able J4.@.6.6 b Are-uency 36 3: 33 6= 3 9? .ercent 3=.? 64.4 39.> @:.3 3.? 344.4

IN4ERENCEH Arom the above table it is inferred that @:.3M of employees have no negative opinion about the company, where as 64M and 3=.? M of employees least like about the recognition and opportunity to advance in the organization and 39M of employees have less likeness towards management cooperation.
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=.3. MANAIEMENT SU22ORT DECISION MADE ON THE 2RODUCTION 45OOR #able showing distribution of sample respondents #able J4.@.6.: a Management decision Management makes the decision Aloor Makes the (ecision (o not know #otal "ource*.rimary (ata Chart Jo* #able J4.@.6.: b Are-uency ?3 = 9 9? .ercent 7=.? 36.: >.6 344.4

IN4ERENCEH Arom the above data it is inferred that, 7=.?M of decision is made by the management at the production floor where as only 36.6 M ,floor makes the decision at the production floor.

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=.6 4ACTOR ANA5YSIS #here are various variables that determine employee engagement in an organization. !nalysis with these variables will make it complicated. #hus in order to find the predominant factors that affect engagement ,factor analysis is being used.KM2 test is performed to find out the sampling ade-uacy to determine if factor analysis can be proceeded with. #able showing KM2 and 'artlett's #est

Ta+"e NoH =.6.1 Kaiser+Meyer+2lkin Measure of .?=6 "ampling !de-uacy. 'artlett's #est of !pprox. Chi+"-uare ::4.>79 "phericity df 7= "ig. .444

IN4ERENCEH "ince KM2 sampling ade-uacy is .?=9T.9 factor analysis can be carried out.

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Ta+"e $howing rotate- !om)onent matri, Ta+"e NoH =.6.3

Rotate- Com)onent Matri,a Iariables 3 Mission known 1ink mission with ob 2pportunity to do best every day Expectation 'est friend at work 2pportunities at work to learn and grow Care Encouragement Eecognition 2pinions seem to count. #alked about progress . Commitment Eesources provided Extraction Method* .rincipal Component !nalysis. Eotation Method* Iarimax with Kaiser Jormalization. .=79 .7?@ .733 .967 .934 .@@3 .79? .7?9 .7@= .9:6 .@=? .7>: .73= .?>3 Component 6 :

#he above table shows that data could be grouped into : factors in the order of their influences.#he factors are. 4ACTOR 1H Engagement with Strategi! a"ignment !t work, do & have the opportunity to do what & do best every day (o & know what is expected of me at work (o & know the missionNpurpose of the company (oes the missionNpurpose of the company make me feel my ob is important

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4ACTOR 1H Engagement with !o""eag#e$ &s there someone at work who encourages my development My supervisor, or someone at work, seem to care about me as a person &n the last seven days, & have received recognition or praise for doing good work !t work, my opinions seem to count 4ACTOR 1H Engagement with organization &n the last six months, someone at work has talked to me about my progress My associates /fellow employees0 are committed to doing -uality work (o & have the materials and e-uipment & need to do my work right

IN4ERENCEH Aactor analysis when reveals that there are : factors, strategic alignment, organization and colleagues that drives employee engagement in the organization.

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=.= ONE @AY ANO7A BTEST 4OR SIINI4ICANCEE =.6.1 SIINI4ICANCE BET@EEN THE ENIAIEMENT @ITH STRATEIIC A5IINMENT AND AIE. NU55 HY2OTHESISH #here is no significance difference between the Engagement with strategic alignment and age. A5TERNATE HY2OTHESISH #here is significant difference between the Engagement with strategic alignment and age. #able showing "ignificance between the Engagement with strategic alignment and age.

Ta+"e NoH =.=.1 ANO7A "ources 'etween Droups 5ithin Droups #otal "um of "-uares .3:? 34.>>? 33.3:4 Mean "-uare : 93 9@ .4@? .3=4

df

A .6@>

"ig. .=93

IN4ERENCEH "ince the significance level is greater than the 4.4?, null hypothesis is accepted. Arom the above table it is inferred that there exists no significant difference between the engagement with strategic alignment and age.
31

=.6.3 SIINI4ICANCE BET@EEN THE ENIAIEMENT @ITH STRATEIIC A5IINMENT AND IENDER. NU55 HY2OTHESISH #here is no significance difference between the Engagement with strategic alignment and gender. A5TERNATE HY2OTHESISH #here is significant difference between the Engagement with strategic alignment and gender. #able showing "ignificance between the Engagement with strategic alignment and gender. Ta+"e NoH =.=.3 ANO7A "ources 'etween Droups 5ithin Droups #otal "um of "-uares .4:: 33.4>9 33.3:4 Mean "-uare 3 9: 9@ .4:: .379

df

A .3>4

"ig. .99@

IN4ERENCEH "ince the significance level is greater than the 4.4? ,null hypothesis is accepted.Arom the above table it is inferred that there exists no significant difference between the engagement with strategic alignment and gender.

32

=.6.6 SIINI4ICANCE BET@EEN THE ENIAIEMENT @ITH STRATEIIC A5IINMENT AND YEARS O4 SER7ICE. NU55 HY2OTHESISH #here is no significance difference between the Engagement with strategic alignment and years of service. A5TERNATE HY2OTHESISH #here is significant difference between the Engagement with strategic alignment and years of service. #able showing "ignificance between the Engagement with strategic alignment and years of service. Ta+"e NoH =.=.6 ANO7A "ources 'etween Droups 5ithin Droups #otal "um of "-uares .6=6 34.=@= 33.3:4 Mean "-uare : 93 9@ .4>@ .37=

df

A .?6>

"ig. .99@

IN4ERENCEH "ince the significance level is greater than the 4.4? ,null hypothesis is accepted. Arom the above table it is inferred that there exists no significant difference between the engagement with strategic alignment and years of service.

33

=.6.= SIINI4ICANCE BET@EEN THE ENIAIEMENT @ITH CO55EAIUES AND AIE. NU55 HY2OTHESISH #here is no significance difference between the Engagement with colleagues and age. A5TERNATE HY2OTHESISH #here is significant difference between the Engagement with colleagues and age. #able showing significance between the Engagement with colleagues and age.

Ta+"e NoH =.=.= ANO7A "ources 'etween Droups 5ithin Droups #otal "um of "-uares @.::= @@.@9? @=.=4@ df : 93 9@ Mean "-uare 3.@@9 .76> A 3.>=@ "ig. .369

IN4ERENCEH "ince the significance level is greater than the 4.4? ,null hypothesis is accepted. Arom the above table it is inferred that there exists no significant difference between the engagement with colleagues and age.

34

=.6.; SIINI4ICANCE BET@EEN THE ENIAIEMENT @ITH CO55EAIUES AND IENDER. NU55 HY2OTHESISH #here is no significance difference between the Engagement with colleagues and gender. A5TERNATE HY2OTHESISH #here is significant difference between the Engagement with colleagues and gender. #able showing significance between the Engagement with colleagues and gender. Ta+"e NoH =.=.; ANO7A "ources 'etween Droups 5ithin Droups #otal "um of "-uares 3.>>9 @9.=4= @=.=4@ df 3 9: 9@ Mean "-uare 3.>>9 .7@: A 6.9=7 "ig. .349

IN4ERENCEH "ince the significance level is greater than the 4.4? ,null hypothesis is accepted. Arom the above table it is inferred that there exists no significant difference between the engagement with colleagues and gender.

35

=.6.9 SIINI4ICANCE BET@EEN THE ENIAIEMENT @ITH CO55EAIUES AND YEARS O4 SER7ICE.

NU55 HY2OTHESISH #here is no significance difference between the Engagement with colleagues and years of service. A5TERNATE HY2OTHESISH #here is significant difference between the Engagement with colleagues and years of service. #able showing significance between the Engagement with colleagues and years of service. Ta+"e NoH =.=.9 ANO7A "ources 'etween Droups 5ithin Droups #otal "um of "-uares :.?79 @?.66= @=.=4@ df : 93 9@ Mean "-uare 3.3>6 .7@3 A 3.94= "ig. .3>7

IN4ERENCEH "ince the significance level is greater than the 4.4? ,null hypothesis is accepted. Arom the above table it is inferred that there exists no significant difference between the engagement with colleagues and years of service.

36

=.6.? SIINI4ICANCE BET@EEN THE ENIAIEMENT @ITH ORIANIJATION AND AIE. NU55 HY2OTHESISH #here is no significance difference between the Engagement with organization and age. A5TERNATE HY2OTHESISH #here is significant difference between the Engagement with organization and age.

#able "howing "ignificance between the Engagement with organization and age. Ta+"e NoH =.=.? ANO7A "ources 'etween Droups 5ithin Droups #otal "um of "-uares 3.4?? 67.?=7 6=.9@: df : 93 9@ Mean "-uare .:?6 .@?6 A .77= "ig. .?33

IN4ERENCEH "ince the significance level is greater than the 4.4? ,null hypothesis is accepted. Arom the above table it is inferred that there exists no significant difference between the engagement with organization and age.

37

=.6.D SIINI4ICANCE BET@EEN THE ENIAIEMENT @ITH ORIANIJATION AND IENDER. NU55 HY2OTHESISH #here is no significance difference between the Engagement with organization and gender. A5TERNATE HY2OTHESISH #here is significant difference between the Engagement with organization and gender.

#able shwoing "ignificance between the Engagement with organization and gender. Ta+"e NoH =.=.D ANO7A "ources 'etween Droups 5ithin Droups #otal "um of "-uares .@9@ 6=.37> 6=.9@: df 3 9: 9@ Mean "-uare .@9@ .@@7 A 3.4:7 "ig. .:36

IN4ERENCEH "ince the significance level is greater than the 4.4? ,null hypothesis is accepted. Arom the above table it is inferred that there exists no significant difference between the engagement with organization and gender.
38

=.6.C SIINI4ICANCE BET@EEN THE ENIAIEMENT @ITH ORIANIJATION AND YEARS O4 SER7ICE. NU55 HY2OTHESISH #here is no significance difference between the Engagement with organization and years of service. A5TERNATE HY2OTHESISH #here is significant difference between the Engagement with organization and years of service. #able showing "ignificance between the Engagement with organization and years of service. Ta+"e NoH =.=.C

ANO7A "ources 'etween Droups 5ithin Droups #otal "um of "-uares @.66= 6@.@3? 6=.9@: df : 93 9@ Mean "-uare 3.@4> .@44 A :.?63 "ig. .464

IN4ERENCEH "ince the significance level is greater than the 4.4? ,null hypothesis is re ected. Arom the above table it is inferred that there exists a significant difference between the engagement with organization and years of service.

39

;. 4INDINIS AND SUIIESTIONS ;.1. 4INDINIS

#he following details were found from the survey conducted in !avin central diary. &t is found that 97.7M of the employees are above the age of @? years, 74.=M of the employees working in the organization are men, and 76.:M have work experience of about 34 years. &t is found that, @7.7M of the employees have good relationship with others in the organization. &t is found that, @9.: M of the employees have no negative opinion towards the organization. &t is found that, 7=.?M of management support decision made on the production floor is by the management. ?:.=M of the employees belong to the production section of the organization. Arom the analysis it is found that there is a relationship between the engagement with strategic alignment and age.ie. #he engagement level with the strategic alignment is similar with all age groups. Arom the analysis it is found that there is a relation between the engagement with strategic alignment and gender. Arom the analysis it is found that there is a relation between the engagement with strategic alignment and years of service. Arom the analysis it is found that there is a relation between the engagement with colleagues and age. Arom the analysis it is found that there is a relation between the engagement with colleagues and gender.

40

 Arom the analysis it is found that there is a relation between the engagement with colleagues and years of service. Arom the analysis it is found that there is a relation between the engagement with organization and age. Arom the analysis it is found that there is a relation between the engagement with organization and gender. Arom the analysis it is found that there the engagement with organization and years of service differ. i.e. !s the years increases the engagement with the organization increases.

41

;.3 SUIIESTIONS
Engagement is built on time, commitment and consistent monitoring. Educating leaders, encouraging social interactions, and respecting work+life balance will help in the transformation of employee engagement. Employee engagement re-uires that all employees operate from their own strengths and passions .#he following are the suggestions for the !avin+Central (airy to help increase the employee engagement within the organization. &dentify an opportunity to give recognition. Eecognition must be timely, fre-uent and specific. #he employees are contented with the people they work with, and the engagement level can be increased by reducing ob rotation. #he organization should improve the motivation activities such as providing bonus, incentives, and providing opportunities to advance in work.

42

;.6 CONC5USION
#he present study was conducted at $!avin L Central (airy% in Chennai. #he aim was to find the level of employee engagement, identify the factors that affect their engagement towards ob and organization. #his was done using a detailed -uestionnaire. #he study revealed that only a small percentage of the employees are disengaged. !t the end of the study, it was found that though there are signs of disengagement among the employees and factors affecting their engagement towards ob and organization, it can be controlled and reduced effectively. #his can be done by adopting coping strategies and measures to reduce the disengagement level and increase the satisfaction level by incorporating the suggestions given here at both individual U organization level.

43

BIB5IIRA2HY
RE4ERENCE 3. C.E.Kothari/3>>40,%Eesearch Methodology%, Jew !ge &nternational .vt.1td.
6. 1.M..rasad/64430, $Guman resource Management%, "ultan Chand U "ons Company,Jew (elhi.

:. 5illiam G. Macey 1Em)"o ee EngagementH Too"$ 'or Ana" $i$1 2ra!ti!e1 an- Com)etiti&e A-&antage >OURNA5S 3. Kahn and Maslow, E,)"oring em)"o ee engagement 'rom the em)"o ee )er$)e!ti&eH im)"i!ation$ 'or HRD1 ;ournal of European &ndustrial #raining :?.@ /64330 6. Gelena Cooper #homas , $How !an "ea-er$ a!hie&e high em)"o ee engagementK%1 1eadership U 2rganization (evelopment ;ournal :6.@ /64330 @EBSITES 3. www.google.com 6. www.wikipedia.org :. www.hr.com @. www.citehr.com ?. www.aavinmilk.com
6. http://articles.economictimes.indiatimes.com 44

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