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Employee Engagement

Employee engagement is playing a pivotal in the life of any organisation. Employees with higher level of
engagement, would like to go the extra mile to assure customer satisfaction. The relinquished employee on the
other hand will exhibit negativism at work and sabotage the accomplishments of others. They will spread a toxic
atmosphere in the environment.
Dale Carnegie India partnered with the NHRD in India to survey over 1,200 executives, individual contributors,
managers and chief officers across the country in 2014. Survey done by NHRD on employee engagement
indicates very positive result for Indian Companies.

Only 10 per cent of Indian employees, are relinquished. While at APAC level, the figure is 15 per cent
and at the global level, the share of disengaged workforce is 20 per cent. (source: NHRD Survey Report
on Disengagement - 2014)

Around 46 per cent of Indian employees demonstrated high level of engagement with their
organisations, the survey conveyed. In comparison, at the APAC level, around 35 per cent of employees
were found to be fully engaged, whereas globally, it was 34 per cent. (source: NHRD Survey Report on
Disengagement 2014)

Around 34 per cent of Indian employees were very satisfied with their immediate senior, while another
45 per cent were somewhat satisfied. This leaves only 13 per cent among the dissatisfied lot. At APAC
level 19 per cent of employees showed dissatisfaction and at global level, it was 17 per cent. (source:
NHRD Survey Report on Disengagement 2014)

Similarly, 31 per cent of Indian employees demonstrated a strong belief on the senior management and
another 51 per cent were neutral or somewhat satisfied. Globally, the share of dissatisfied employees on
this context was 21 per cent and 17 per cent at APAC level. (source: NHRD Survey Report on
Disengagement - 2014)

The study further discovered that employees in India tend to have a very positive self-view with a good 61 per
cent of them stating they were willing to put in extra hours without more pay to complete a task. Around 58 per
cent were very positive that they knew exactly what was expected of them on the job and another 58 per cent felt
that the work they did bestowed directly to organizational success.
However, the study has also found some negative points: Lack of supportive team, closed connexion cognition
and incompetent training provided to do a quality job. Around 66 per cent of respondents were uncertain or
strongly disagreed that there was a spirit of teamwork and co-operation in their organisation while a mere 35 per
cent of them said that they received the training they required.
J. Richard Hackman and Greg Oldham (1980) developed a job characteristics approach to job enrichment. The
model is based on the assumption that jobs can be designed not only to help workers get enjoyment from their
jobs but also to help workers feel that they are doing meaningful and valuable work. Employees whose
capabilities fit the demands of enriched jobs are predicted to feel good about the job and perform well. They
experience greater job satisfaction; are highly motivated; are generally absent less; and produce better quality
work than employees low in growth-need strengths (Graen, Scandura, & Grean, 1986). Efforts by automobile
companies such as Volvo, Sweden car and many more listed in Fortune 500 companies now provide their
employees with a variety of work schedule opportunities, such as flexible hours, compressed workweeks, and
working from home. Research supports this investment, as autonomy has been found to be positively related to
job performance and functional work behaviors (Fuller, Marler, & Hester, 2006; Parker, Williams, & Turner,
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