Divya Arora SIP Content

CHAPTER 1
Introduction
1.1 Employee Engagement
Employee engagement is the level of commitment and involvement an employee has towards
their organization and its values. An engaged employee is aware of business context and works
with colleagues to improve performance within the job for the benefit of the organization. The
organization must work to develop and nurture engagement, which requires a two-way
relationship between employer and employee.’ Thus, Employee engagement is a barometer
that determines the association of a person with the organization.
Engagement is most closely associated with the existing construction of job involvement
(Brown 1996) and flow (Csikszentmihalyi, 1990). Job involvement is defined as ‘The degree
to which the job situation is central to the person and his or her identity (Lawler & Hall, 1970).
Kanungo (1982) maintained that job involvement is a ‘Cognitive or belief state of
Psychological identification. Job involvement is thought to depend on both need saliency and
the potential of a job to satisfy these needs. Thus, job involvement results form a cognitive
judgment about the needs satisfying abilities of the job. Jobs in this view are tied to one’s self-
image. Engagement differs from job in as it is concerned more with how the individual
employees his/herself during the performance of his / her job. Furthermore, engagement entails
the active use of emotions. Finally, engagement may be thought of as an antecedent to job
involvement in that individuals who experience deep engagement in their roles should come to
identify with their jobs.
When Kahn talked about employee engagement, he has given important to all three aspects
physically, cognitively and emotionally. Whereas in job satisfaction importance has been given
more to cognitive side.
HR practitioners believe that the engagement challenge has a lot to do with how employee feels
about the about work experience and how he or she is treated in the organization. It has a lot to
do with emotions which are fundamentally related to drive bottom line success in a company.
There will always be people who never give their best efforts no matter how hard HR and line
managers try to engage them. “But for the most part employees want to commit to companies
because doing so satisfies a powerful and a basic need in connect with and contribute to
something significant
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Employee Engagement
What exactly is it?
Different definitions by different people:
Engagement at work was conceptualized by Kahn, (1990) as the ‘harnessing of organizational
members’ selves to their work roles. In engagement, people employ and express themselves
physically, cognitively, and emotionally during role performances.
Put simply, Employee Engagement exists “when the employee feels:
 Physically
 Intellectually
 Emotionally
… attached to their work” (Kahn, 1990)
“Employee engagement is the involvement with and enthusiasm for work” (The Gallup
Organization)
Employee engagement is "a heightened emotional connection that an employee feels for his or
her organization, that influences him or her to exert greater discretionary effort to his or her
work". (The Conference Board).
“Engagement is the energy, passion, or ‘fire in the belly’ employees have for their employer.
It is the state of emotional and intellectual commitment to an organization or group producing
behavior that will help fulfill an organization's promises to customers - and, in so doing,
improve business results.” (Hewitt Associates)
Historical Background of Employee Engagement
Over the past decade, the way in which people are managed and developed at work has come
to be recognized as one of the primary factors in achieving improvement in organizational
performance. This is reflected by popular idioms such as “people are our most important
assets”.Back in the good old days of corporate world, things were pretty simple. Companies put people
on career tracks straight out of college; they gave employees a job for life and waved them goodbye
with a gold watch at retirement. The promise of the stable life as a company employee kept both morale
and productivity high.
Then things changed. Competition increased, margins shrank, and shareholders got more
demanding. Suddenly, company staff were finding the very job security they’d counted on was
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disappearing, and at speed. This upheaval meant companies had to find new ways to motivate
their employees in order to make them more productive since, without stability, employees
were looking for something else from their employers. And thus, Engagement was born.
In itself, engagement isn’t really a new idea; owners and managers have been talking about
engagement, in one form or another, for centuries… they just used different words to express
it. In former times, engagement focused more on productivity and achieving results through
threat of punishment or by means of reward. But common sense - and good communication -
eventually won out and, today, organizations everywhere are spending serious money on all
forms of employee engagement. Boiled down, it simply means ‘developing a happy and loyal
workforce’. Enlightened managers now realize that any company as a whole will benefit when
its employees know what’s going on and they feel part of the team. The tricky part is in defining
what makes a workforce happy, and in understanding how this good will translates into
company success. From the extant literature review, it is acknowledged that successful
organizations share a fundamental philosophy of valuing and investing in their employees. In
fact, many research studies have described human resource management as a means of
achieving competitive advantage. Consistent with this it is an equally important issue for the
organization to retain their critical (core) employees. Most organization today continues to
struggle with retention because they are relying on salary increases and bonuses to prevent
turnover. Essentially more organizations are now realizing that retention is a strategic issue and
continues to be a competitive advantage.The term “engagement” stems from the work of Kahn
(1990) who distinguished between being engaged and disengaged at work. Putting the
humanistic factors together, Beer, Specter, Lawrence, Quinn-Mills and Walton (1984) created
the ‘Harvard Business School’ model of HRM which focused on people in an organization to
be the key resource. In light of such critical emphasis being placed on human capital, Paula
Ketter has aptly noted, “Engagement is all about creating a culture where people do not feel
misused, overused, underused or abused.”
At a very basic level, employee engagement draws from the tenets of the ‘Hierarchy of Needs’
as conceptualized by Maslow, the highest stage of which is self-actualization; the pinnacle of
an individual’s fulfillment of talent and potential. This theory of ‘higher order needs’ was
largely overlooked in the heydays of scientific ‘assembly line’ manufacturing
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Employee Engagement in India
The recent Work Asia research study by Watson Wyatt Worldwide indicates that India has the
highest percentage of highly engaged workers at 78% in Asia as compared to Japan, which has
the lowest employee engagement level at 39%.
Head to head with China, the engagement level of the Indian worker is 20% more than his
Chinese counterpart. These are all encouraging signs - but the challenges and the opportunities
ahead are manifold. The imminent US slowdown, shrinking of talent pool, slowdown in hiring,
larger employee expectations are all challenges for internal communicators to cope with. The
Gallup Organization describes employee engagement as the "the involvement with and
enthusiasm for work”. The challenges faced by organizations in India are around attrition,
communication, career development and engagement while trying to keep pace with the
explosive growth. Outsourcing outfits have the highest attrition rates losing staff at a rate of
between 100% and 200% a year. It is widely believed that organizations spend an average of
36% of their revenues on their employees but do not have a tangible way to measure its impact.
A Mercer study – ‘What’s Working’ – a series of national research on worker insights,

highlights factors that make a difference to employee engagement. The survey’s 125 questions
elicit views in the areas defined by Mercer’s Human Capital Strategy Model and cover training
and development, work environment, leadership, performance management, work/life balance,
communication, compensation, benefits, and engagement .The India study throws up some
fascinating directions for HR and internal communication professionals. Employee
engagement is no more just about the employee’s intent to leave. The employee’s commitment
to the organization and motivation to contribute to the organization’s success plays a significant
role. The top three drivers in India are trust in senior management, how the organization is
perceived for customer service and fair pay. Surprisingly, from an Indian context, the least
valued factors in the continuum were benefits, compensation and performance management.
In India, having a long-term career is considered positive and stable. Frequent job changes are
viewed negatively and therefore the high scores around the commitment count are in line with
the mindset. Internal communication and HR professionals need to take note of the employee’s
need for giving feedback and to observe action taken from this. Employees seem to be getting
very little information on the organization’s vision and future plans, a cause of concern. Other
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areas for action include the organization’s reputation in the market – congruent to other
research in this space which believes that organization’s which are socially responsible are
considered better places to work. In the talent management bracket, managers fare poorly for
their involvement, understanding and support as well as for merit-based appraisals. In India,
with a large number of global players entering the market, the talent pool has now a plethora
of choices and even these multinationals are finding it tough to retain staff. The Canadian HR
Reporter writes that employees want to know where their careers are heading and that is a
critical component of the talent retention strategy organizations need to focus on. Softer styles
of leadership have a better impact in India and China leaving organizations to develop or seek
leaders who can fill this need.
The Difference Between Employee Engagement, Effectiveness and

Satisfaction
Satisfaction, effectiveness, and engagement are all inter-related in an upward

progression. Each item has different drivers, but they build on one another to increase
performance in the workplace. Just because employees are satisfied with their job does not
mean they are effective or engaged. It is possible for an employee to be completely satisfied
with his or her job, and not be fully engaged. To further complicate matters, an employee can
be both satisfied and effective, yet not be engaged. All three components work together to
create an environment where employees are highly motivated and committed to giving their
best performance.
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ENGAGEMENT – THE EVOLUTIONARY JOURNEY
Higher
How much people
Engagement want—and actually
do—improve business
Positive
Correlation
results
With
Business
Performance
Commitment How much people want to
improve business results
Satisfaction How much people

like it here
Lower
Employee Research over Time
Categories of Employee Engagement

According to the Gallup Organization, there are three different types of employees -
Engaged--"Engaged" employees are builders. They want to know the desired expectations for
their role so they can meet and exceed them. They're naturally curious about their company
and their place in it. They perform at consistently high levels. They want to use their talents
and strengths at work every day. They work with passion and they drive innovation and move
their organization forward
Not Engaged---Not-engaged employees tend to concentrate on tasks rather than the goals and
outcomes they are expected to accomplish. They want to be told what to do just so they can do
it and say they have finished. They focus on accomplishing tasks vs achieving an outcome.
Employees who are not engaged tend to feel their contributions are being overlooked, and their
potential is not being tapped. They often feel this way because they don't have productive
relationships with their managers or with their coworkers.
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Actively Disengaged--The "actively disengaged" employees are the "cave dwellers."
They're "Consistently against Virtually Everything." They're not just unhappy at work; they're
busy acting out their unhappiness. They sow seeds of negativity at every opportunity. Every
day, actively disengaged workers undermine what their engaged coworkers accomplish. As
workers increasingly rely on each other to generate products and services, the problems and
tensions that are fostered by actively disengaged workers can cause great damage to an
organization's functioning.
Every organization should try to increase and maintain the number of ‘engaged’ employees,
convert the ‘not engaged’ to ‘engaged’ and decrease /convert the actively disengaged
employees.
Measuring Current Levels of Employee Engagement

Employee engagement satisfaction surveys determine the current level of employee
engagement.
Engaged employees:
􀁑 Stay - They have an intense desire to be a part of the organization and they stay with that
organization;
􀁑 Say - They advocate for the organization by referring potential employees and customers,
are positive with co-workers and are constructive in their criticism;
􀁑 Strive - They exert extra effort and engage in behaviors that contribute to business success
. (Hewitt Associates,2004)
Engagement can be measured at the individual level—by taking the average rank (on a six–
point scale) of an individual’s responses to the Engagement items around ‘Say’, ‘Stay’ and
‘Strive’ we can determine whether they are engaged or not engaged
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Drivers of Employee Engagement:
Numerous surveys conducted over the past few years and various studies have arrived at as
many as 26 different drivers of employee engagement. However, the below six have been
agreed upon as most important. (We also need to take into consideration the differences in
thought and priorities due to geographical and cultural diversities.)
People
 Senior Leadership
 Immediate Manager
 Co–workers
 Customers
Total Rewards Opportunities

 Pay & Benefits  Career Opportunities
 Recognition Engagement  Learning/ Training &
Development
Company Practices Quality of Life

 Vision  Work/Life Balance
 Policies  Physical Work
 Performance Assessment Environment
 Company Reputation
(Source: Hewitt Associates Study,2004)

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Aspects of Employee Engagement
Three basic aspects of employee engagement according to the global studies are: -
 The employees and their own unique psychological make up and experience
 The employers and their ability to create the conditions that promote employee
engagement
 Interaction between employees at all levels.
Thus, it is largely the organization’s responsibility to create an environment and culture
conducive to this partnership, and a win-win equation.
Importance of Engagement
Engagement is important for managers to cultivate given that disengagement or alienation is
central to the problem of workers’ lack of commitment and motivation (Aktouf). Meaningless
work is often associated with apathy and detachment from ones works (Thomas and
Velthouse). In such conditions, individuals are thought to be estranged from their selves
(Seeman, 1972) .Other Research using a different resource of engagement (involvement and
enthusiasm) has linked it to such variables as employee turnover, customer satisfaction –
loyalty, safety and to a lesser degree, productivity and
profitability criteria (Harter, Schmidt & Hayes, 2002).
An organization’s capacity to manage employee engagement is closely related to its ability to
achieve high performance levels and superior business results. Some of the advantages of
Engaged employees are
 Engaged employees will stay with the company, be an advocate of the company and its
products and services and contribute to bottom line business success.
 They will normally perform better and are more motivated.
 There is a significant link between employee engagement and profitability.
 They form an emotional connection with the company. This impacts their attitude
towards the company’s clients, and thereby improves customer satisfaction and service
levels
 It builds passion, commitment and alignment with the organization’s strategies and
goals
 Increases employees’ trust in the organization
 Creates a sense of loyalty in a competitive environment
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 Provides a high-energy working environment
 Boosts business growth
 Makes the employees effective brand ambassadors for the company.
 Attracts more people like existing employee.
 Increases productivity and improves morale.
 Improves overall organizational effectiveness.
 Lowers Attrition rate.
A highly engaged employee will consistently deliver beyond expectations. In the workplace
research on employee engagement (Harter, Schmidt & Hayes, 2002) have repeatedly asked
employees ‘whether they have the opportunity to do what they do best everyday’. While one
in five employees strongly agree with this statement. Those work units scoring higher on this
perception have substantially higher performance.
Thus, employee engagement is critical to any organization that seeks to retain valued
employees. The Watson Wyatt consulting companies has been proved that there is an intrinsic
link between employee engagement, customer loyalty, and profitability.
As organizations globalize and become more dependent on technology in a virtual working
environment, there is a greater need to connect and engage with employees to provide them
with an organizational ‘identity.’
Employee engagement is a partnership between a company and its

employees
Most organizations today realize that a satisfied employee is not necessarily the best employee
in terms of loyalty and productivity. It is only an ENGAGED EMPLOYEE who is
intellectually and emotionally bound with the organization who feels passionate about its goals
and is committed towards its values thus he goes the extra mile beyond the basic job. Employee
engagement is a powerful retention strategy. An engaged employee gives his company his 100
percent. When employees are effectively and positively engaged with their organization, they
form an emotional connection with the company. Employee engagement is a barometer that
determines the association of a person with the organization. It is about creating the passion
among associates to do things beyond what is expected from him
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Employee Engagement in Virtual Environment
Keeping remote employees engaged is a critical challenge for managers. Employees need to be
engaged through various forums and interactions to build excitement and passion through
various communication channels and events.
For example, at Sun Microsystems, employees are treated with utmost importance. The senior
management team interacts with the employees through the intranet where the employees are
engaged in active dialogue on corporate goals and directions and also solicits their feedback.
Management members engages with the employees on technological directions through
personal blog. (holding six town halls with employees every year). The company also reaches
out the employees’ family by inviting and involving them in some events. The internal website
of the company is updated daily, thus keeping employees abreast of the happenings and
developments in their organization
1.2 About the Company - High Street Essentials Pvt. Ltd

Started in the year 2012, High Street Essentials Pvt. Ltd. (HSE) – the brainchild of Shivani
Poddar and Tanvi Malik, has emerged as one of India’s leading omni-channel fashion houses.
Indya – the ethnofusion brand of the company was started in the year 2016. Indya is the first
brand in the country to cater to the burgeoning fusion-wear fashion industry. Not quite ethnic,
and not all-out Western, the brand toes a fine line between the two schools of dressing. HSE
has uniquely positioned itself as the 360-degree solution to all urban, twenty-something
women’s fashion needs. Besides Indya – the fusion wear brand, HSE owns FabAlley – a rapid
fashion Western wear brand comprising of globally trendy apparel and accessories; and Curve
– a Western Wear brand for plus-sized women. All three brands have an inimitable style
signature and are attuned to the women of today. Today, the brands sell from 130 retail points
across the country. Indya has made its first foray into Exclusive Brand Outlets with 19 own-
stores in Delhi, Chennai, Bangalore, etc. marking the first step in its offline journey with many
more to come. For FY 18-19, High Street Essentials is expected to achieve a turnover of INR
150 Crores in Gross Sales. SAIF Partners has recently invested in HSE.
Founders
FabAlley was started in 2012 by Tanvi Malik and Shivani Poddar. Armed with degrees in
business, a passion for product and endless ambition, the two 25-years old quit their corporate
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jobs and poured all their personal savings into starting FabAlley six years ago. Fast-forward to
present day, they run one of the largest Indian online-led fashion brands and are continuously
striving to become better in every aspect.
Partners
India Quotient is a Mumbai based Venture Capital fund with 2 funds totaling more than INR
200 Cr under management. IQ led the Series A round in HSE and believes in partnering with
Companies with a differentiated offering that can create billion-dollar businesses.
SAIF Partners is a leading private equity firm that provides growth capital to companies in
Asia. The firm was founded in 2001 and currently manages over $4 billion in capital. With
over 100 investments since its inception, SAIF has become one of the largest and most active
funds in the region. SAIF is a long-term investor with local teams in Hong Kong, China and
India. Their Indian portfolio currently consists of companies such as BookMyShow,
FirstCry.com, Paytm, Share Chat, Swiggy, Urban Ladder and others.
The mothership! Inspired by global trends and celeb style, FabAlley is our western wear brand.
It covers everything from the glitziest party dresses, game-changing tops and statement
accessories.
Brand
Faballey seek to empower young women all over the country to find their confidence and
embrace who they are unrequitedly. FabAlley is a bold, inclusive and fashion-forward brand
aimed at arming women with fashion that is an extension of themselves. Every piece we make
is an amalgamation of what our customer wants peppered with global influences such as the
runways, street style, pop culture and social media – all merging together to create a one-stop-
shop that delivers inimitable style for millennials.
Product
Specialize in combining cutting edge fashion with an affordable price tag. All our products are
designed in-house by our super talented young team of designers, with our multi-tasking,
millennial women customers in mind. We drop more than 100 products a week, making us not
simply a fast fashion brand – but a rapid fashion brand.
Since empowerment and expression lie at the core of our design philosophy, we really do have
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something for everyone! So, whether you like to keep one step ahead of trends or perfect your
signature style, we’re sure we’ve got something you’ll love. We have three major product lines,
covering the gamut of occasions and needs that every Indian woman has.
Curve
We believe sexiness knows no size and our Curve line delivers on that philosophy. With sizes
ranging from 14 to 20, the Curve collection brings FabAlley’ s signature bold and breezy style
to Curvy ladies.
Alley Gals
Diversity, Relatability and Inclusiveness lie at the heart of our brand. We believe in
empowering real women and inspiring a new generation of girls uninterrupted to be
themselves, realize their dreams and dress however they please. Our Alley Gals are our real-
world brand ambassadors who represent and inspire our customers from all walks of life.
Business Proposition
For the fashion-loving and value-conscious Indian woman, FabAlley delivers the latest from
the fashion capitals of the world, at a rapid pace. FabAlley understands the need to be relevant
- it brings the best of fashion trends in stores modified to suit the local woman’s sensibility
With a fully equipped in-house sampling unit, from fabric printing, embroidery to finishing
and a 21 days production cycle, FabAlley has the ability to deliver quick turn arounds, thus
always staying on trend.
Brand Positioning
Premium experience with affordable pricing; average price for tops is INR 1500 and for dresses
is INR 2200 Fashion-forward and trendy clothes that exude class and easy glamour Distinctive
detailing with feminine and flattering silhouettes Styles that make customers feel as confident
as her global counterparts
Brand Experience
FASHIONABLE, FEMININE, PREMIUM
 Be Fashionable. International fashion is freshly available for our customers every week.
 Be Feminine Soft, delicate, and feminine designs with flattering silhouettes, varying
from sweet to sultry.
 Be Premium. Diverse styling and distinctive lines for a spectrum of occasions
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WHO IS THE FABALLEY WOMEN?
MODERN AND DISCERNING
 23 to 40 years. Independent woman with a rising disposable income, which she splurges
on frequent shopping
 She thrives on social media Is a traveler in spirit and embraces new experiences. She
often seeks to refresh her wardrobe.
 Feminine and eclectic. She switches effortlessly between Indian and western wear.
Dressing up for her is a form of self-expression
THE STORY TILL DATE
 Launched in 2012, FabAlley has become one of the largest online fashion brands in the country
 FabAlley has rapidly expanded to be present across 70 shop in shops across 22 cities with
Central and Globus\
 Among Top 3 western wear brands for women on Myntra
 We deliver to 25+ countries across the globe with offline presence in Dubai, South Africa and
Sri Lanka.
Indya - the ethno-fusion brand of the company was started in the year 2016. Not quite ethnic,
and not all-out Western, the brand toes a fine line between the two schools of dressing.
BRAND PROMISE
 Designer Luxe at Affordable Prices
 Fusion Occasion-Wear Clothing that exude glamour and class
 Western Silhouettes with artisanal Indian detailing, fabrics and embellishments
 Feminine, flattering, comfortable and thoughtfully crafted for the Indian women of
today
 Differentiated, boutique designs with an inimitable DNA and affordable pricing
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CUSTOMER PROFILE
Who is the Indya woman?
Global Citizen with Indian Roots
 25 to 40 Years Modern, Independent, Working women with rising disposable incomes
and paucity of time. Her busy schedule leaves her with very little time to explore
bespoke occasion wear, leading to a desire for ready-to-wear options for events &
functions.
 Millennial Values She is exposed to global fashion through Instagram & Facebook and
has a discerning sense of style. Unlike her generational predecessors, she only wants
what is new and now and frequently refreshes her wardrobe to avoid looking dated.
 Self-Expression She doesn’t comprehend the old lines between western and Indian wear
as she has grown up in a globalized India. For her, dressing up is a form of self-
expression and she likes clothes that reflect her creativity and her mixed identity.
THE STORY TILL DATE

 Launched in March 2016, Indya has rapidly expanded to 80 shop in shops with Central,
Lifestyle, Globus and Ethnicity across 20 cities
 Indya is among the Top 3 brands on the Ladies ethnic floor at Central
 Successfully launched 19 exclusive stores in Delhi, Bangalore, Mumbai, Chennai,
Ludhiana, Pune, Chandigarh, Lucknow and Bhubaneswar
 Online launch on own website www.houseofindya.com and Myntra in 2017, proving
to be a fast-moving brand and already among the top 10 ethnic wear brands on Myntra
 We deliver to 25+ countries across the globe with offline presence in Dubai, South
Africa and Sri Lanka.
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The Organisational Structure
Role of HR in Employee Engagement

By focusing on positively impacting the latter two influencers, we believe HR can help create
high employee engagement and commitment in organizations and illustrate their added value.
1. Employees fit within organizations

The first area that HR can positively impact is the cultural fit within organizations, and
this can be achieved in three ways:
 Hiring based on cultural fit
“Skills can be taught, cultural fit cannot”
The first clear and valuable role for HR is to focus on creating a match between
employees and organizations’ culture, with the basis of such harmony beginning in the
hiring process. Perspective employees should complement an organization’s culture
and there should be an immediate feeling from HR that the interviewee and
organization’s culture are a match. No matter how talented perspective employees may
be, if there is any doubt about the cultural fit those prospects shouldn’t be hired.
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 Safeguarding culture
Once employees are hired, HR also has a key role in making sure new employees
remain on board by safeguarding organizations’ culture. HR occupy a unique position
within organizations as they are the mediators between organizations’ stakeholders and
the business objectives, and employees. By inhabiting such a position, HR can make
certain that the direction and strategy set by stakeholder’s fits with the culture of an
organization (the employees). In doing so, HR add value by helping organizations to
avoid any potentially damaging rifts that could jeopardize their culture.
 Communication of values
Alongside safeguarding culture, HR have a duty to ensure the continuous
communication of organizations’ values, and what they stand for. As mediators and
business partners, HR are perfectly placed to facilitate the continuous communication
by helping to keep organisational values on the agenda. Not only is this valuable for
stakeholders, it also helps maintain employees’ feeling of belonging.
2. Appreciation from the organization
Alongside cultural fit, HR can make sure that employees receive adequate appreciation
from the organization and add further value by:
 Recognizing performance
In liaison with managers, HR need to make sure that outstanding individual and team
performances are recognized and rewarded. Taking the lead in sharing regular
performance related insights (obtained from measuring tools such as engagement
surveys) is one area where HR can illustrate real added value. Key organisational
metrics should, for motivational and transparency purposes, be made visible throughout
the organization and no-one is better placed to do this than HR.
 Building a culture of praise and recognition
As an extension of this, and to further drive engagement and commitment, the same
insights can be used to build a culture of praise and recognition. Ideally, employees not
only receive appreciation from managers, but also colleagues. Encouraging employees
to do so and creating an environment where praise is well received has a tremendous
positive impact, throughout all levels of organizations.
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Employee Engagement Activities at Faballey/Indya during the Summer
Internship period-
Organizational success is largely dependent on how fast and in what way its people connect
with each other for mutual benefit.Ken Blanchard, management expert and author of the
famous book “The One Minute Manager” came up with a genius of a quote that goes like this
– “None of us is as smart as all of us”, simple words with a lot of weight.
Teamwork has been at the center stage for many years as far as employee-focused initiatives
are concerned and its value in bringing about workplace happiness has remained non-debatable.
The Following Engagement Activities were Planned and Executed to the keep the employees
engaged, involved, happy at the workplace.
 Save electricity
It’s every business owners’ responsibility to think about practical ways to make smart
changes around the workplace, it is also important that everyone in the company is
involved in this energy saving initiative. Employees should also contribute in whatever
way they can and help the company make a difference. Spreading awareness about
Saving Electricity at workplace Weekly through mailers. This will help save company’s
operating cost as well as Energy Conservation.
 Beat Plastic pollution
A campaign was initiated to spread awareness about the increasing plastic pollution in
country. A fun and healthy Competition was organized. A waste audit was conducted
to gain a better understanding of what actually gets thrown away in the office, the results
were shared with the staff, rewarding the teams that make the biggest reduction in the
amount of plastic waste they generate each month.
 International Day of Charity
The international Day of charity was celebrated to enhance and increase social
responsibility among all. A box of Joy was set up in the cafeteria for the employees
willing to Contribute their daily stuff (food, clothes, etc.) which will further be shared
with GOONJ, etc. The awareness about the International Day of Charity was being
spread in the company through mailers and posters.
 International cancer Day
A cancer awareness program will be organized • Inviting an Expert/Consultant for
the Day to promote awareness in Cancer, types and precautionary lifestyles
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mannerisms. All employees shall wear casual pink clothes to the office on that day to
spread cancer awareness.
 Wellness Month
The Month of August will be celebrated as the Employee well being month. A free
health Checkup camp will be set up for employees and health-oriented content will be
shared across through mailers regularly for a month.
 International Yoga Day’2019
Wishing the International Yoga Day to employees through mailers. Creating and
Floating of posters and sharing Information about the Day. Inviting a Yoga Instructor
for a healthy session at workplace. Running a quiz competition on the occasion of yoga
day.
A Yoga Instructor was invited to conduct and speed knowledge about the Yoga to the
employees. A Good number of employees participated in the it.
 Employee benefits policy
The Group term life insurance and Group Personal Accident health policy was added
to the employee benefit plan.
 Spreading Awareness about the Champki Fever for the health and safety of
employees and for raising funds for the victims.
A healthy mail was floated all over the organization, making the employees aware about
the chamki fever, providing them with tips and making them aware about the bad
condition in Bihar due to the same, thus requesting them to donate for the victims there.
 Happy Hour Sessions
The Happy hour session used to happen on alternate Saturdays for a duration of 1 hr.
All the employees of the HO were invited and were provided with Refreshments. The
Happy Hour session includes the Fun games for all the employee and month end
birthday celebrations.
 Engaging Cafeteria.
The Cafeteria was given a new interactive look to keep the employees engaged. The
walls of the Cafeteria were given a pinch of creative and fun look. A game Zone was
also added up that included Carrom, Chess, Ludo, Dart-Game, Badminton Fuse-ball,
Table, tennis, etc. Also, a Mini Library was set up for the readers of the organization.
19
 Entertainment Programs
For the entertainment of the employees, different activities where been planned to keep
the employees happy at workplace.
The semi final match of India vs New Zealand was telecasted followed by refreshments
and a fun photo booth was set up for a photo challenge.
 A visit to NGO- Sshrishti
Faballey/Indya is associated with Sshrishti – Laadli, An NGO for Children that provides
quality education for life at a minimal cost since past 4 years. Every month the few
employees visits the Ngo, spends time with time which is followed by Refreshments
and rewards.
 Employee Engagement Calendar
An employee engagement calendar July’19-july’20 was prepared for all the employees of the
company i.e. Offline employees, warehouse workers and for the head office employees.
Other Employee Engagement initiatives
1. Family Day
LONG SERVICE AWARD CEREMONY - Gracing employees who have spent 4 years
and above with us, Inviting the Families of the employees to grace the occasion. Plan
the event including fun games, couple and children activities, refreshment’s and music,
2. Inter department Potlucks – “Lets share meal of happiness “
Share the idea and interested departments could participate willingly and later pictures
can be shared across
3. Friendship Day
Friends wear the same color dress code and can have fun photo session (later to be
posted in Cafeteria “Camera Eye “Board
CHEERS FOR PEERS – Exchange of appreciations on Post Its to be pasted on
CHEERS FOR PEERS board (in cafeteria) later
A fun activity-Treasure Hunt – HUNT THE FRIENDSHIP BANDS, locate the
friendship bands and tie each other, the team who gets the max bands and cracks the
puzzles in least time, wins the game
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4. Independence Day
Flag Hosting.
Traditional Dress Code and refreshments
A fun time bound quiz through google forms
5. Cooking Competition
Teams to participate in a No heat /No Oil challenge cooking competition
6. Employee premier league Month
Conducting different fun competitions like carrom, chess, badminton. cricket, dart, etc.
and declaring the winners at the month end celebration
7. Coffee with Founders – communication forum.
8. Diwali mela/exhibition
Organizing a mini Diwali mela in the office premises comprising of few stalls –
focusing festival utilities and handicrafts the products could be brought in from the
NGOs or other associations that need help and employees could volunteer at the stalls.
Diwali Party Traditional Dressing and workstation décor competition
9. Children's Day
Bring your kids to work. Organizing some fun activities for the Kids.
Dance/Zumba Session for children and parents together
Outbound Team Building session/ Recreation Day a small outing
10. World AIDS Day
Promoting Awareness at Workplace. Wear a small red color ribbon to spread some
awareness on AIDS, float a mail
11. Christmas
Secret Santa.
Color Theme Dress up for the day
Christmas tree decoration competition (House wise)
12. New Year’s Eve
A small Get together in office within house refreshments and cake cutting followed
with few fun activities Goal Setting Exercise/ Me and my Team goals, post them at
your workstations
13. Lohri
Arranging Lohri refreshments and small Bonfire & dhol
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14. Republic Day.
Wearing tricolor theme for the Day.
Quiz Competition
15. Women's Day.
Urban Clap tie ups for the vouchers. Free salon services like massage/mani-pedi, fish
pedicure etc. for the women employees
Gifting Faballey/Indya Vouchers
Theme Based Kitty Party within house games like Tombola, smaller groups
organizing fun activities for others
16. Holi
Holi Celebrations with NGO /Old Age Home
Theme based games/activities
17. Teacher's Day
Recognition of store managers by their own teammates, HR spec to coordinate (Photo
collage/story/meesage/cards)
18. Ganesh Chaturthi – Dept wise aarti’s to be planned.
For Offline Store Employees

19. The mannequin challenges.
Ask the employees to style up the mannequin for a day
20. Surprise Visit of HR team/ Some surprise checks
Team HO will visit the stores, will ask some random questions from the employees and
share fun moments with them, quiz competition, when season changes
21. Choose a product weekly, (Ask for the month from Abhijeet) and cash prize to be
given to the winners. (EBO and SIS wise)
22. Wittiest Brain (Wedding Theme), Signed Mug from Shivani and Tanvi
23. Buddy Training
Let the top performers train the new recruits
24. Introduce Charity
Donating Clothes, books, money etc.
25. Health Check-up Camps
26. Selfie Challenge
22
27. Quarterly Parties (Region wise)
Happy times with ASM/TL
28. Store Anniversary
Cake cutting, snacks, party with ASM/TL (in presence)
29. Birthday Celebrations
Birthday Vouchers
Birthday mails
Monthly birthday celebrations
30. Rewards and Recognition
Best VM
Highest Sale (monthly)
Highest incentive achieved (monthly)
Customer Story
Big Bills
Outcomes from the Engagement Activities.
 Facilitates collaborative and motivated work culture as these activities are seen as a
move towards bringing individuals together
 Helps in agile problem solving and decision making as many heads/hands contribute
in the process
 Fosters responsive and meaningful communication as employees come to know
personality, desires, strengths and weaknesses of their co-workers
 Aids use of creativity and out-of-the-box thinking by moving employees away from
the usual job set up that recharges and refreshes them
 Creates atmosphere to enhance productivity by identifying and eliminating obstacles
or by improving existing ways of working
 Boosts employee morale as they feel the company and colleagues are interested in
knowing and developing them, a valid reason for employee retention
 Simple games or brain teasers can also keep everyone awake during morning
meetings. It helps creative juices flow, which in turn makes your meetings more
productive.
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 Finally, the learning and insights from team-building games can be transferred to the
actual work environment resulting in better work equations and organizational
performance.
1.3 The Literature Review
Understanding Employee Engagement

An organization’s productivity is measured not in terms of employee satisfaction but in terms
of employee engagement. Employees are said to be engaged when they show a positive attitude
towards the organization and express a commitment to remain with the organization. It is the
level of commitment and involvement an employee has towards the organization and its values.
An engaged employee is aware of the business context and works with colleagues to improve
performance within the job for the benefit of the organization.
Engagement at work was conceptualized by Kahn (1990) as the harnessing of organizational
members’ selves to their work roles. In engagement people employ and express themselves
physically, cognitively and emotionally during role performances.
The second related construct to engagement in organizational behavior is the notion of flow
advanced by Csikszentmihalyi (1975).He defines ‘Flow’ as the holistic sensation that people
feel when they act with total involvement .Flow is the state in which there is little distinction
between the self and environment. When individuals are in flow state little conscious control
is necessary for their actions. Employee engagement is thus the level of commitment and
involvement an employee has towards their organization and its value. The organization must
work to develop and nature engagement which requires a two-way relationship between
employer and employee. Thus, employee engagement a barometer that determines the
association of a person with the organization.
Engagement is most closely associated with the existing construction of ‘Job Involvement’,
Brown (1996). Job Involvement is defined as the degree to which the job situation is central to
the person and his/her identity. Kanungo (1982) maintained that job involvement is thought to
depend on need saliency and the potential of a job to satisfy these needs. Thus, job involvement
results from a cognitive judgement about the need satisfying abilities of the job. Jobs in this
view are tied to one’s self-image. Furthermore, engagement entails the active use of emotions.
Finally, engagement may be thought of as an antecedent to job involvement in that individuals
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who experience deep engagement in their roles should come to identify with their jobs. When
Khan talked about employee engagement, he gave importance to all three aspects, physical,
cognitive and emotional. Whereas in job satisfaction importance has been more given to
cognitive side.
According to the study of Watson Wyatt, the profit chain establishes relationship between
profitability, customer loyalty and employee satisfaction, loyalty and productivity.
The links in the chain (which should be regarded as propositions) are as follows; profit and
growth are stimulated primarily by customer loyalty. Loyalty is a direct result of customer’s
satisfaction. Satisfaction is largely influenced by the services provided to customers. Satisfied,
loyal and productive employee create value. Employee satisfaction in turn results primarily
from high quality support services and policies that enable employees to deliver results to
customers.
HR PR actioners believe that the engagement challenge has a lot to do with how employee
feels about the work experience and how he/she is treated in the organization. It has a lot to do
with emotions which are fundamentally related to drive bottom line success in a company.
Employee engagement represents an alignment of maximum job satisfaction with maximum
job contribution. By plotting a given population against these two axes, five distinct employee
segments are identified-fully engaged, almost engaged, honeymooners & hamsters, crash &
burn and disengaged.
According to BW-HR global survey 34% of the employees in India are fully engaged and 13%
disengaged. As many as 29% are almost engaged. Employee engagement can be defined as an
employee putting forth extra discretionary effort, as well as the likelihood of the employee
being loyal and remaining with the organization over the long haul. Research shows that
engaged employees: perform better, put in extra efforts to help get the job done, show a strong
level of commitment to the organization, and are more motivated and optimistic about their
work goals. Employers with engaged employees tend to experience low employee turnover and
more impressive business outcomes.
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THE ROLE THEORY
Employee engagement can be defined in terms of what people do at work; something called
the role theory. Role theory reviews different roles that people engage in at work, and it
explains reasons why people engage in certain roles and not in others.
The five work related roles that exist in any company are:
Job holder role - Employees come to work and do the job that is listed in their job
description
Team member role - Employees go “above and beyond” to help members of their
teamwork towards common goals.
Entrepreneur role - Employees come up with new ideas and processes and try to get
those ideas implemented.
Career role - Employees do things to enhance their career in the organization;
they learn, they adapt new skills, and more.
Organization member role - Employees do things that promote and help the company
even if it’s not part of their jobs or their team’s duties
In general, we find that most employees have a sense of fairness and even if their employer
treats them poorly most will show up to work and do the job role. But having employee show
up at work simply doing their jobs gets an employer nowhere in terms of long-term
competitiveness.
If all your employees show up and only do their jobs, then you are not building organizational
strength and long-term competitiveness through people because anyone can hire those same
employees and duplicate what you are doing
It is the synergy that comes from people working together and gathering creative ideas that
leads to long term organizational wealth creation. That synergy and above and beyond behavior
is evidence of employee engagement.
26
EINSTEIN’S THEORY ON EMPLOYEE ENGAGEMENT
Einstein’s theory was based on the formulae that is E=MR2

ENGAGEMENT= MEANINGFUL RELEVANT RECOGNITION
27
K-A-B MODEL
According to K-A-B MODEL for the success of employee engagement, the company must
follow three steps i.e.
Knowledge
Attitude
Behavior
KNOWLEDGE:- Stakeholder must be aware of what is happening ,what the change

or engagement effort is, and what they will see happening across the organization, to
and by whom ,over what time period .this is the “launch” part of engagement
programmes, and is also where much of the effort is focused-often to the detriment of
the subsequent stages.
ATTITUDE:- Once the stakeholders have internalized the knowledge, they need to
form an attitude about what they know .generally this means that they must see
tangible, positive evidence that the organization is serious about and committed to the
programme .Evidence of behavior change emerges in key leaders, managers and
employees as, for example, process begin to evolve and changes are made.
BEHAVIOUR:- Once stakeholders have internalized the information and formed an

attitude about the change and what it means to them, it is essential that they are given
the tools, guidance and support needed to change their behaviors and must be visibly
intolerant of behaviors that do not align with achieving the objectives behind the
overall engagement efforts.
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THE TEN C’S OF EMPLOYEE ENGAGEMENT
How can leaders engage employees’ heads, hearts, and hands? The literature offers several
avenues for action; we summarize these as the Ten C’s of employee engagement.
1. . Connect: Leaders must show that they value employees. Employee-focused

initiatives such as profit sharing and implementing work–life balance initiatives are
important. However, if employees’ relationship with their managers is fractured, then
no number of perks will persuade employees to perform at top levels. Employee
engagement is a direct reflection of how employees feel about their relationship with
the boss. Employees look at whether organizations and their leader walk the talk when
they proclaim that, “Our employees are our most valuable asset.”
2. Career: Leaders should provide challenging and meaningful work with opportunities
for career advancement. Most people want to do new things in their job. For example,
do organizations provide job rotation for their top talent? Are people assigned stretch
goals? Do leaders hold people accountable for progress? Are jobs enriched in duties
and responsibilities? Good leaders challenge employees; but at the same time, they must
instill the confidence that the challenges can be met.
3. Clarity: Leaders must communicate a clear vision. People want to understand the
vision that senior leadership has for the organization, and the goals that leaders or
departmental heads have for the division, unit, or team. Success in life and organizations
is, to a great extent, determined by how clear individuals are about their goals and what
they really want to achieve.
4. Convey: Leaders clarify their expectations about employees and provide feedback on
their functioning in the organization. Good leaders establish processes and procedures
that help people master important tasks and facilitate goal achievement. Good leaders
work daily to improve the skills of their people and create small wins that help the team,
unit, or Organization performs at its best.
5. . Congratulate: Business leaders can learn a great deal from Woo den’s approach.
Surveys show that, over and over, employees feel that they receive immediate feedback
29
when their performance is poor, or below expectations. These same employees also
report that praise and recognition for strong performance is much less common.
Exceptional leaders give recognition, and they do so a lot; they coach and convey.
6. Contribute: People want to know that their input matters and that they are contributing
to the organization’s success in a meaningful way. First, an employee understands of
the connection between her work – as operational zed by specific job-relevant behaviors
– and the strategic objectives of the company had a positive impact on job performance.
Second, an employee’s attitude towards the job and the company had the greatest
impact on loyalty and customer service than all the other employee factors combined.
Third, improvements in employee attitude led to improvements in job-relevant
behavior; this, in turn, increased customer satisfaction and an improvement in revenue
growth. In sum, good leaders help people see and feel how they are contributing to the
organization’s success and future.
7. Control: Employees value control over the flow and pace of their jobs and leaders can
Create opportunities for employees to exercise this control A feeling of “being in on
things,” and of being given opportunities to participate in decision making often reduces
stress; it also creates trust and a culture where people want to take ownership of
problems and their Solutions.
8. Collaborate: Studies show that, when employees work in teams and have the trust and
cooperation of their team members, they outperform individuals and teams which lack
good relationships. Great leaders are team builders; they create an environment that
fosters trust and collaboration. Surveys indicate that being cared about by colleagues is
a strong predictor of employee engagement. Thus, a continuous challenge for leaders is
to rally individuals to collaborate on organizational, departmental, and group goals,
while excluding individuals pursuing their self-interest.
9. Credibility: Leaders should strive to maintain a company’s reputation and demonstrate

high ethical standards. People want to be proud of their jobs, their performance, and
them
30
10. Confidence: Good leaders help create confidence in a company by being exemplars of
high ethical and performance standards. Practitioners and academics have argued that
Competitive advantage can be gained by creating an engaged workforce. Leaders
should actively try to identify the level of engagement in their organization, find the
reasons behind the lack of full engagement, strive to eliminate those reasons, and
implement behavioral strategies that will facilitate full engagement. These efforts
should be ongoing. Employee Engagement is hard to achieve and if not sustained by
leaders it can wither with relative ease.
THE LOYALTY FACTOR

The key to employee engagement is creating greater motivation for their work and commitment to
their organization. It is not possible to retain professionals only by paying high salaries and offering
attractive benefits. We need to create enthusiasm for their roles, their work and the organization and
ensure they are well integrated
Employee engagement relates to the employee’s commitment to the organization’s success. Engaged
employees who are inspired and guided by the leadership equipped with the right tools and managed
by the right systems and process deliver superior performance. Employee engagement today
encompasses training, development, work environment, leadership, performance management, work-
life balance, communication, compensation, benefits, commitment, fun and social activities.
The quality of output and competitive advantage of a company depends on the quality of people.
Employees want to work for an organization that is-successful, legal, provides opportunities to grow,
has managers who help employees and is socially responsible
31
Literature of Employee Engagement
Author(s) Definition Major Research Measure Participants

Contribution Type
Rothbard Engagement is The study Empirical Untitled tool: a 790
(2001) defined as the introduced an respondents
nine-item scale
psychological engagement selected from a
presence and it model that diverse
consists of two addresses workforce
main individuals’
components: engagement in
Attention work
Harter, “Employee Harter et al. Empirical Gallup 198,514

engagement (2002) referred Workplace
Schmidt, respondents
refers to the engagement to Audit (GWA)
and Hayes selected from
individual’s two well-known
7,939 business
(2002) involvement constructs:
units across
and satisfaction involvement and
multiple fields.
with as well as satisfaction.
enthusiasm for Also, they linked
work” (Harter engagement-
et al., 2002, p. satisfaction at the
269). unit level to the
unit outcome
(Profit).
Shuck et al.
Shuck, Rocco, “Engagement is Empirical Document The
(2011) defined
and Albornoz, defined as a analysis, semi- participants
engagement from
(2011) holistic . structured were selected
employees’
experience interviews, and from a large
perspectives.
perceived and observations multinational
They argued that
then interpreted service
engagement is an
through the lens corporation
outcome of the
of each located in
interaction
individual Miami- Dade
between the
based on their County,
environment
own Florida/USA
(tangible and
experience,
intangible
rationales and
elements) and the
views of their
person (internal
context” (Shuck
and external
et al., 2011, p.
Characteristics).
316).
“Engagement is Christian et al. A quantitative ------- ------

Christian,
defined as a (2011) argued review of
Garza, and relatively that engagement Literature
Slaughter enduring state correlates to
(2011) of mind other attitudinal
referring to the constructs but it
simultaneous is still distinct
investment of since it is aligned
personal to task- specific
energies in the motivation. That
experience or explains its
performance of strong relation
32
work” with task and
(Christian et al., contextual
2011. p. 95) performance
Shanmugam Engagement Engaged Conceptual
and refers to “the employees are
Krishnaveni degree of one’s aware and link
(2012) allegiance of their role
self-in-role performance
towards one’s with the
company and achievement of
the extra effort the
put in, to help organizational
the firm objectives.
achieve its
goals” (p. 190).
Macey and Trait Macey and Conceptual

engagement Schneider (2008)
Schneider refers to “the were the first
(2008) inclination or who drew
orientation to parallels from
experience the previous
world from a concepts and
particular research and
vantage point” defined each as a
(p. 5). State distinct facet that
engagement is contributes to
considered as one another in
the second facet the engagement
of engagement construct. They
that leads to conceptualized
behavioral engagement as
engagement multidimensional
satisfaction, construct
empowerment, consisting of
and three separate
organizational but related
commitment constructs: trait,
(pp. 5-6). (p. 6). state, and
behavior.
33
CHAPTER 2
Research Methodology
2.1 Rationale of the Study
The answers from the Employees will give the true picture of the Employee Engagement.
Analyzing the candidate’s answers will help in understanding problems from the Employees
view, thus will help to develop the current system and making it more effective. The primary
reason for issuing engagement surveys is to measure the engagement level of employees.
Measuring the key drivers of engagement within organization will allow us to assess whether
the employees are engaged or disengaged. While there are no standard drivers of engagement,
some commonly assessed factors are: advancement, recognition, pay & benefits, job role,
training & development opportunities, leadership, work environment, etc. Engagement surveys
are crucial because they give employees a venue for open feedback. It is an opportunity to
establish two-way communication and involve employees in the development process by
giving them a direct voice to the management team. Being actively involved in the planning
process makes employees realize that they have a stake in the company and that their opinions
are valued. Once we’ve assessed how engaged employees are, we can then create an action
plan to increase engagement. The information obtained from the assessment will allow us to
identify strengths and opportunities for improving engagement in our organization. We can
develop a company-wide engagement plan or focus directly on action areas for each section in
our business. After we’ve identified the changes to apply, we can set priorities, determine
resources and create an implementation schedule. Knowing how the company measures on
areas such as employee satisfaction, management/leadership effectiveness and working
environment will give us tangible objectives for change. Assessing engagement will also allow
us to identify areas of best practice within our organization. A specific department might rate
very high on engagement and by analyzing the data we can gain insight into how they are
achieving it and implement best practices throughout the organization. In simple words,
engagement survey feedback will give us valuable actionable data that we can implement for
organizational growth. Conducting employee engagement surveys will allow us to benchmark
the data for comparison purposes. we can look at particular results and compare them with
industry-specific data to gain an understanding of how our company performs with similar
organizations. Benchmarking will also allow us to identify whether any issues are specific to
our company or are industry wide.
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2.2 Research Objectives
The objectives of the study are as follows:
 To understand employees’ experiences and expectations in their working with the
organization;
 To enable employee’s participation in the study;
 To determine engagement measure and the key drivers of employee engagement;
 To determine key areas for intervention to enhance employee engagement
2.3 Research Methodology of the Study
Research:
Research is a process in which the researcher wishes to find out the end result for a given
problem and thus the solution helps in future course of action. The research has been defined
as “A careful investigation or enquiry especially through search for new facts in any branch of
knowledge.
Research Methodology:
The procedure using, which researchers go about their work of describing, explaining and
predicting phenomena, is called Methodology. Methods compromise the procedures used for
generating, collecting and evaluating data. Methods are the ways of obtaining information
useful for assessing explanations.
2.3.1 Research Design:

Research design is the specification of the method and procedure for acquiring the information
needed to solve the problem.
The research design followed for this research study is descriptive research design where we
find a solution to an existing problem. The problem of the study is to find out the “effectiveness
of the employee engagement”.
Type of Research:
The type of research used in this project is descriptive in nature. Descriptive research is
essentially a fact-finding related largely to the present, abstracting generations by cross
sectional study of the current situation. The descriptive methods are extensively used in the
physical and natural science, for instance when physics measure, biology classifies, zoology
dissects and geology studies the rocks. But its use in social science is more common, as in socio
economic surveys and job and activity analysis.
35
2.3.2 Data Collection Method:
Survey method is considered the best method for data collection of data and the tools used for data
collection are Questionnaire. This method is quite popular particularly in case of big enquires. Private
individuals, research works, private and public organizations and even government are adopting it.
In this method a questionnaire is sent to the persons concerned with a request to answer and return the
questionnaire. A questionnaire consists of a number of questions involves both specific and general
questions relating to consumer behavior.
Benefits availed through this method:

i. There is low cost even when the universe is large and is widely spread geographically.
ii. It is free from the bias of the interviewer; answers are in respondents’ own words.
iii. Respondents, who are not easily approachable, can also be reached conveniently.
iv. Large samples can be made use of and thus the results can be made more dependable and
reliable.
v. Respondents have adequate time to give well thought out answers.
Limitations of this system:

i. Low rate of return of the duly filled in questionnaires; bias due to no-response is often
indeterminate.
ii. It can be used only when respondents are educated and cooperating.
iii. The control over questionnaire may be lost once it is sent.
iv. It is difficult to know whether willing respondents are truly representative.
v. This method is likely to be the slowest of all.
Sources of Data:
The two sources of data collection are namely Primary & Secondary.
Primary Data:
Primary data are fresh data collected through survey from the employees using the questionnaire.
Questionnaire helps to recognize the employee’s perception regarding the employee engagement &
their problematic areas.
Secondary Data:
Secondary data are collected from the past records & books and various journals, magazines etc.
regarding the Employee engagement.
36
Period of the Study
The period is from June’19 to July’19
2.3.3 Sample Design:
Sample Element : Employees

Sample Size : 100-130 samples of employees and 6 samples of HR managers were
collected
Sample Media : Questionnaire
2.4 Limitations of the study

Everyone that I worked with for the completion of this project has been extremely cooperative
and patient with me, however there were few constraints that I came across
 Duration of the project is 60 days.
 Employees and management were busy and were less responsive.
 The study is mainly based on the available printed and published information and
opinion of the officers and employees of the company.
 Some of the questions were sensitive so there was a little bit of apprehension. Many
employees were apprehensive to give out their honest opinions.
 Since most of the employees interviewed were under work pressure hence, they didn’t
have more time to interact.
 Several employees believed that the questionnaire will not be read or will not make a
difference and hence considered it a waste of time
 The study is based upon small sample size of 30 samples.
 Inconvenience in meeting all the associates and collect data.
 The study is based on employee’s side only. It does not explore the pros and cons on
the side of employers.
 The study has been done mainly for academic purpose and duration of the data
collection period is a major constraint.
 The Project data can be valid up to six months, hence there are chances for the changes
in the findings and results obtained.
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CHAPTER 3
Analysis and Interpretation
3.1 Data analysis and Interpretation of Employees
 To Analyze the Organization Culture
On a scale from 1-10, how likely are you to recommend this organization as a good
place to work?
Figure 1
 Approx. 44% of the employees are Most likey to recommend this organization as a good place
to work. While 30.2% of the respondents are very likely to recommend the organization. And
a least number of people are not likely to recommend this organization as a good place to work.
38
Figure 2
 Recreational activities are available in the office premises

29 Respondents agree to the statement “Recreational activities are available in the office
premises”, 17 Respondents are neutral about it and 3 Respondents Strongly agree to
this.
 I like the engaging Cafeteria

26 Respondents like the new engaging cafeteria in the office while 5 respondents
strongly agree to this and 14 respondents are neutral to it.
 I like the Engagement Activities in the organization.

Highly positive response has been received for the engagement activities in the
organization.
26 Respondents like the Engagement activities in the office while 6 respondents
strongly agree to this and 17 respondents are neutral to it
 Favoritism is not an issue in this organization.

Most of the respondents (26) agree that Favoritism is not entertained in this
organization.9 respondents strongly agree to this and 14 respondents are neutral to it
39
Figure 3
 I feel comfortable giving Upwards feedback to my supervisor

19 respondents strongly agree with this statement and 29 respondents agree with the
same, while 5 respondents are neutral to it.
 . Leadership of this organization treats all employees equally

12respondants strongly agree with this statement and 12 respondents agree with the
same, while 14 respondents are neutral to it. The majority of the respondents are in
favor of the statement.
 Management is unbiased
 There is a strong feeling of teamwork and cooperation in this organization

40
Figure 4
 I am happy to work here.

 I know what is expected of me

 I have access to the resources/information I need to do the job well

 I have adequate opportunities for professional growth in this organization

3 respondents strongly agree with this statement and 8 respondents agree with the same,
while6respondants are neutral to it.
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Figure 5
 Senior management communicates well with rest of the organization

 This organization respects its employees.

while 4 respondents are neutral to it.
 The environment in this organization supports a balance between work and

personal life
 I enjoy the organization’s culture

42
 To Analyze the Employee Engagement Activities in the Workplace
 I like the early Morning Birthday surprise arranged
Figure 6
31 respondents strongly agree that they like the early morning birthday surprises arranged and
21 agree to the statement while, 5 respondents disagree to this and 7 remains neutral about it.
 The fun hour sessions are effective
Figure 7
35 respondents agree to the statement that says, the fun hour sessions organized in the
workplace are effective while, 19 respondents strongly agree to this and 1 respondent
strongly disagree to it. Other 3 respondents disagree and the remaining 6 stays neutral
to it.
43
 The engagement activities help relieve stress
Figure 8
29 respondents Strongly agree that the engagement activities in the organization helps
relieve stress and 22 respondents agree to this while, 5 respondents disagree, and 8
respondents are neutral about it.
 The Engagement activities Helps in team Building.
Figure 9
35 respondents i.e. approx. 50% of the respondents believe that the engagement
activities help in team building and 19 strongly agree to it. 2 respondents each disagree
to it and 5 remains neutral.
44
 The engagement activities build an opportunity to interact with employees of
different departments
Figure 10
27 respondents strongly agree that the engagement activities lead to an increase in the
interaction level among different employees, 22 respondents agree to it. The other 12
are neutral about it and 2 respondents disagree to it.
 I like the month end birthday celebrations.
Figure 11
28 respondents agree that they like the month end birthday celebrations and 22
respondents strongly agree. Other 12 are neutral about it.
45
 The game zone in the cafeteria is fun.
Figure 12
Maximum number of respondents (26&24) strongly agree and agree that they like the
game zone in the office and 10 respondents are neutral about it. Other 4 employees
disagree to it since it minimizes the cafeteria space.
 I like the enrichment sessions in the organization
Figure 13
33 respondents agree about their liking towards the enrichment session, 18

respondents strongly agree, and the 11 respondents are neutral about it.
46
 Recognition and rewards are based on performance in the organization
Figure 14
20 respondents strongly agree, and 19 employees are neutral about it. 16 respondents
agree and 9 disagree about it.
 I am satisfied with rewards and recognition I receive for my work.
Figure 15
13 respondents are strongly satisfied with the rewards and recognition they receive for
their work and 27 respondents agree to it. 5 respondents disagree to it and 2
respondents strongly disagree while other 17 are neutral about it.
47
 I like the entertainment programmes.
Figure 16
23 respondents strongly like the entertainment programmes, 24 employees like the

entertainment programmes in the organization. 4 respondents do not like the
entertainment programmes and the remaining are neutral to it.
 I like the concept of mini library in the organization.
Figure 17
19 respondents strongly like the mini library in the office, and 33 respondents agree to
it while 8 respondents are neutral about it. And 2 &1 respondents disagree and
strongly disagree to it respectively.
48
 Sports event happens periodically in the workplace
Figure 18
36 respondents agree that the sports events happen regularly in the workplace and 21
respondents strongly agree to it.
 Training sessions have a positive impact.
Figure 19
36 respondents agree that the training sessions has a positive impact and 16 respondents
strongly agree to it. 11 respondents are neutral to it while only 1 respondentt strongly disagree
to it.
49
 Major festivals are celebrated in the workplace
Figure 20
26 respondents strongly agree that the majority of festivals are celebrated in the
workplace and 27 respondents agree to it. 2 respondents disagree and 9 respondents
are neutral to it.
 I appreciate the fund-raising activities of my organization.
Figure 21
30 respondents agree that they appreciate the fund-raising activities in the

organization while the same number of respondents i.e. 15 strongly agree and are
neutral about it.
50
 Family gathering at workplace are fun
Figure 22
26 respondents agree that the family gathering at workplace are fun, 22 respondents strongly
agree, and 15 respondents are neutral about it while only respondent disagree to the above
statement.
 I feel my basic health and safety is well taken care of
Figure 23
31 respondents agree to the statement, 16 respondents strongly agree, and 13

respondents are neutral about it while 4 respondents disagree with it.
51
 The engagement activities have motivated me to work towards the organization
goals
Figure 24
26 respondents agree and strongly agree that the engagement activities motivate them
to work towards the organization goals, 13 respondents are neutral about it and 2
respondents each disagree and strongly disagree to it.
 The engagement activities boost my morale
Figure 25
Maximum number of respondents agree that their morale is boosted because of the engagement
activities. 17 respondents strongly agree to it, 13 respondents are neutral and only 1 respondent
strongly disagrees.
52
 The organizational Culture creates a very relaxed atmosphere.
Figure 26
25 respondents strongly believe that the organization culture creates a relaxed

atmosphere. 21 respondents agree and 15 respondents are neutral about it.
 The organizational culture is positively influencing me.
Figure 27
31 respondents agree that the organizational culture positively influences them. 18

respondents strongly agree to it and 11 respondents are neutral about it.
53
Data analysis and interpretation of HR managers
Figure 28
The above Table shows the designation of the HR. in the organization.
Figure 29
83.3 % of the Hr.’s is most likely to recommend this organization as a good place to work.
54
Figure 30
100% of the managers communicate well to the employees.
Figure 31
83.3% of the employees respond positively to the Engagement tools in the organization.
55
Please indicate your level of agreement with the following statements.
1 People from all backgrounds are treated fairly in my organization

1 We welcome comments from others even if they disagree with us
2 Favoritism is not an issue in this organization
3 Leadership of this organization treats all employees equally
4 Employees are effectively communicated about changes in company policies
5 Organization is supportive of a positive work-life balance
6 We use tools and platforms internally to help us collaborate and communicate more
effectively
7 If a process, procedure, approach is not working, we can correct it with ease.
8 There is a provision of flexibility in terms of working hours
9 Our company have a clearly stated and published employment policy
Figure 32
56
Figure 33
Figure 34
From the statements above, it could be interpreted that most of the statements are in favor of
the organization. Maximum number of people agree to the fact that People from all
backgrounds are treated fairly in my organization. And 100% of the mangers believe that If a
process, procedure, approach is not working, we can correct it with ease. Employees also
welcomes comments from others even if they disagree.
Also, majority of the employees believe that Favoritism is not an issue in this organization and
Leadership of this organization treats all employees equally.
Concluding it, all the statements receive a positive response from the managers of the
organization.
57
Regression Analysis
After the responses were gathered, every type of data relating to the questions were separated
and gathered to answer different research objectives. The information received were
classified into answer categories and expressed as percentage frequencies. The research
methodology that was used is quantitative. Statistical Package for the Social Sciences (SPSS,
Factoranalysis) was used for the analysis.
Model Summary
Model R R Square Adjusted R Std. Error of the

Square Estimate
1 .025a .001 -.016 1.00772621
a. Predictors: (Constant), Zscore(MeanO)
ANOVAa
Model Sum of Squares df Mean Square F Sig.
Regression .038 1 .038 .038 .847b
1 Residual 62.962 62 1.016
Total 63.000 63
a. Dependent Variable: Zscore(MeanE)

b. Predictors: (Constant), Zscore(MeanO)
Coefficientsa
Model Unstandardized Coefficients Standardized t Sig.

Coefficients
B Std. Error Beta
(Constant) -1.011E-013 .126 .000 1.000

1
Zscore(MeanO) .025 .127 .025 .194 .847
a. Dependent Variable: Zscore(MeanE)
As it is being inferred from the above table that the significance value is .847, which states
that there is no significance realationship between the employee engagement and organization
culture.
58
CHAPTER 4
Findings and suggestions
4.1 FINDINGS
 Employees at Faballey/Indya are aware of what is expected from them at work and have
materials and equipments which they need to do there work right
 Employees feel that they have opportunities to learn and grow in this organization
 Employees have agreed to this statement that there managers are helpful and treat each
employee equally
 Employee engagement activities are conducted timely but employees want it to be
conducted more frequently as it helps them relieve stress and look forward to work
 A good percentage of employees said they are able to achieve work-life balance and get
enough time for their families after work but still suggested customization of work-life
balance policy of the organization so that they can feel more happy at work
 Employees agreed that there feedback is taken seriously and their opinion seems to
count in this organization
 Employees at faballey/Indya will suggest working here to others as well and will
reapply if given a chance
 Achievement of the employees are recognized and awarded.
 Employess at faballey/indya like the engagement activites and believe that these
activities boosts their morale and builds team.
 Employees enjoy the month end birthday celebration.
 The organisation has a positive impact on the employees.
 The training sessioons are effective.
 The health and safety of employees are well taken care of.
59
4.2 SUGGESTIONS
It is seen that though the majority of the employees find the engagement activities
interesting and want it to be organized frequently, the participation level is not up to a
certain level it should be according to the number of employees working in the
organization. Hence in order to motivate the employees for active participation, activities
of their interest should be organized on a regular basis
Practically people don’t give much importance to stress management programs, work life
balance and retirement plans so there is scope of improvement in this area.
1. Beyond involving employees in decisions, another approach to make their work

environment more motivating is to alter work arrangements. For example, flextime, job
sharing, and telecommuting. With the increasing advances in technology all of these
alternate work arrangements have become more popular and can be applied
2. There should be more of the informal meetings in the department so that there is more
friendly culture.
3. The department must go for birthday parties, outdoor games, picnics, coffee breaks,
festival bashes and dinner with boss and for the family.
4. The Cab facilities could be added to the company’s policies for the employees
commuting from far.
5. A tuck shop can be introduced in the workplace so that employees don’t’ have to starve
while they are working over-time
6. Opportunity for enhancing educational qualifications provided by the company to
employees if they are ready to sign a bond.
7. Opportunity for Group housing and group insurance by the company.
8. There can be attendance benefits to the employees who are attending employee
engagement activities and the top three employees with the highest attendance can be
awarded.
60
CHAPTER 5
Conclusion
5.1 Conclusion
As Per the above observations and analysis it seems that most of the Employees of Faballey /
Indya are Engaged and like there work and Organization except few Employees who are Not
Engaged and few who are Nearly engaged and can be changed to an Engaged Employee by
their supervisors by proper planning.
Employee Engagement is the buzz word term for employee communication. It is a positive
attitude held by the employees towards the organization and its values. It is rapidly gaining
popularity, use and importance in the workplace and impacts Organizations in many ways.
Employee engagement emphasizes the importance of employee communication on the success
of a business. An organization should thus recognize employees, more than any other variable,
as powerful contributors to a company's competitive position. Therefore, employee
engagement should be a continuous process of learning, improvement, measurement and
action.
We would hence conclude that raising and maintaining employee engagement lies in the hands
of an organization and requires a perfect blend of time, effort, commitment and investment to
craft a successful endeavor.
5.2 Scope of the Study

 The project throws light on the need for Learning Employee Engagement for
successfully sustaining the associates in the organization.
 The project was developed to check the effectiveness of the employee engagement
activities.
 It will be helpful for the Management to identify the needs and wants of the associates
to get relaxed from their work tension through engagement activities
 This study would be a base for the researchers who are carrying survey in the similar
topic elsewhere.
 The study also helps the concern for the further enhancement for their engagement
activities by elaborating the current survey.
61
References: -
 Ramkumar, A., & Rajini, G. (2019). Effective Employee Engagement System for
the IT Software Industry in India. Indian Journal of Public Health, 10(1), 75.
 Bhoganadam, S. D., & Rao, D. S. (2014). A study on recruitment and selection

process of Sai Global Yarntex (India) private limited. International Journal of
Management Research and Reviews, 4(10), 996.
 Naveen, S., & Raju, D. N. M. (2014). A study on recruitment & selection process
with reference to three industries, cement industry, electronics industry, sugar industry
in Krishna Dt Ap, India. Journal of Business and Management, 15(5), 60-67
 Kumari, N. (2012). A Study of the Recruitment and Selection process: SMC

Global. Industrial Engineering Letters, 2(1), 34-43.
 Henry, O., & Temtime, Z. (2010). Recruitment and selection practices in SMEs:
Empirical evidence from a developing country perspective. Advances in Management.
 Kotey, B., & Sheridan, A. (2004). Changing HRM practices with firm
growth. Journal of Small Business and Enterprise Development, 11(4), 474-485.
 D’Netto, B., & Sohal, A. S. (1999). Human resource practices and workforce
diversity: an empirical assessment. International Journal of Manpower, 20(8), 530-
547.
 Abraham, M., Kaliannan, M., Mohan, A. V., & Thomas, S. (2015). A Review of
Smes Recruitment and Selection Dilemma: Finding a'Fit'. The Journal of Developing
Areas, 49(5), 335-342
 Kumari, G., Bhat, J., & Pandey, K. M. (2010). Employee Engagement Process: A
Case Study of Hindustan Coca-Cola Beverage Pvt. Ltd, Gangyal, Jammu,
India. International Journal of Innovation, Management and Technology, 1(4), 441.
 Garavan, T. N., Carbery, R., Rock, A., Kucherov, D., & Zavyalova, E. (2012).
HRD practices and talent management in the companies with the employer
brand. European Journal of training and Development
 Edgar, F., & Geare, A. (2005). HRM practice and employee attitudes: different
measures–different results. Personnel review, 34(5), 534-549.
 Jha, S., & Bhattacharyya, S. S. (2012). Study of Perceived Recruitment Practices

and their Relationships to Job Satisfaction. Synergy (0973-8819), 10(1).
 Stewart, J., & Knowles, V. (2000). Graduate Employee Engagement practices in

small businesses. Career Development International, 5(1), 21-38.
 Tabassum, A. (2011). The process of Employee Engagement in a developing

country: Case study of a bank in Bangladesh. ABAC Journal, 31(1).
62
 Sinha, V., & Thaly, P. (2013). A review on changing trend of recruitment
practice to enhance the quality of hiring in global organizations. Management: journal
of contemporary management issues, 18(2), 141-156.
 Chanda, A., Bansal, T., & Chanda, R. (2010). STRATEGIC INTEGRATION

OF RECRUITMENT PRACTICES AND ITS IMPACT ON PERFORMANCE IN
INDIAN ENTERPRISES. Research & Practice in Human Resource
Management, 18(1).
 Budhwar, P. S., Chand, M., & Katou, A. A. (2007). The impact of HRM
practices on organisational performance in the Indian hotel industry. Employee
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63
Annexure
Questionnaire for employees
Please Indicate Your level of Agreement or Disagreement with the

following Statements *
1-Strongly disagree 2-disagree 3-neutral 4-agree 5- Strongly agree
The Organization culture survey
Recreational activities are available in the office premises 1 2 3 4 5
I like the engaging Cafeteria
I like the Engagement Activities in the organization.

Favoritism is not an issue in this organization.
I feel comfortable giving Upwards feedback to my supervisor.
Leadership of this organization treats all employees equally
64
Management is unbiased 1 2 3 4 5
There is a strong feeling of teamwork and cooperation in this

organization
I am happy to work here.
I know what is expected of me
I have access to the resources/information I need to do my job

well
I have adequate opportunities for professional growth in this
organization
Senior management communicates well with the rest of the 1 2 3 4 5

organization
This organization respects its employees.
The environment in this organization supports a balance

between work and personal life
I enjoy the organization’s culture
65
The Employee Engagement Survey
I like the Early Morning birthday Surprise arranged 1 2 3 4 5
The fun hour sessions are effective
The engagement activities help relieve stress
The engagement activities help in team building
The engagement activities build an opportunity to interact

with employees of different departments
I like the month end birthday celebrations 1 2 3 4 5
The Game zone in the cafeteria is fun
I like the Enrichment sessions in the organization.
Recognition and rewards are based on performance in my

organization
I am satisfied with the rewards and recognition I receive for my

work
I like the entertainment programs in my organization 1 2 3 4 5
I like the mini library
Sports events happened periodically in the workplace
66
I appreciate the fund-raising activities of my organization 1 2 3 4 5
Family Gatherings at workplace are fun
I feel my basic health and safety is well taken care of
The engagement activities have motivated me to work towards

the organizational goals
Employee engagement activities boosts my morale
Training sessions have a positive impact
Major festivals are celebrated in the organization
The organizational culture creates a very relaxed atmosphere 1 2 3 4 5
I feel the organizational culture is positively influencing me
Is there anything else that you would like to add to improve the overall experience?
67
Questionnaire for HR managers
Please Indicate Your level of Agreement or Disagreement with the

following Statements *
1-Strongly disagree 2-disagree 3-neutral 4-agree 5- Strongly agree
People from all backgrounds are treated fairly in my organization 1 2 3 4 5
We welcome comments from others even if they disagree with us
Favoritism is not an issue in this organization
Leadership of this organization treats all employees equally
Employees are effectively communicated about changes in company

policies
68
Do you communicate what is expected out of the employee?
 Yes
 NO
In general, how do the employees respond to engagement tools?
 Positively
 Negatively
 Indifferent
69

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CHAPTER 1

Historical Background of Employee Engagement

A Mercer study – ‘What’s Working’ – a series of national research on worker insights,

The Difference Between Employee Engagement, Effectiveness and

Satisfaction, effectiveness, and engagement are all inter-related in an upward

Satisfaction How much people

Employee Research over Time

Categories of Employee Engagement

Measuring Current Levels of Employee Engagement

Total Rewards Opportunities

Company Practices Quality of Life

(Source: Hewitt Associates Study,2004)

Employee engagement is a partnership between a company and its

1.2 About the Company - High Street Essentials Pvt. Ltd

THE STORY TILL DATE

Role of HR in Employee Engagement

1. Employees fit within organizations

For Offline Store Employees

Outcomes from the Engagement Activities.

1.3 The Literature Review

Understanding Employee Engagement

Einstein’s theory was based on the formulae that is E=MR2

KNOWLEDGE:- Stakeholder must be aware of what is happening ,what the change

BEHAVIOUR:- Once stakeholders have internalized the information and formed an

1. . Connect: Leaders must show that they value employees. Employee-focused

9. Credibility: Leaders should strive to maintain a company’s reputation and demonstrate

THE LOYALTY FACTOR

Author(s) Definition Major Research Measure Participants

Harter, “Employee Harter et al. Empirical Gallup 198,514

“Engagement is Christian et al. A quantitative ------- ------

Macey and Trait Macey and Conceptual

2.3.1 Research Design:

Benefits availed through this method:

Limitations of this system:

2.3.3 Sample Design:

Sample Element : Employees

2.4 Limitations of the study

3.1 Data analysis and Interpretation of Employees

 To Analyze the Organization Culture

 Recreational activities are available in the office premises

 I like the engaging Cafeteria

 I like the Engagement Activities in the organization.

 Favoritism is not an issue in this organization.

 I feel comfortable giving Upwards feedback to my supervisor

 . Leadership of this organization treats all employees equally

 There is a strong feeling of teamwork and cooperation in this organization

 I am happy to work here.

 I know what is expected of me

 I have access to the resources/information I need to do the job well

 I have adequate opportunities for professional growth in this organization

 Senior management communicates well with rest of the organization

 This organization respects its employees.

 The environment in this organization supports a balance between work and

 I enjoy the organization’s culture

 I like the early Morning Birthday surprise arranged

 The fun hour sessions are effective

 The Engagement activities Helps in team Building.

 I like the month end birthday celebrations.

 I like the enrichment sessions in the organization

33 respondents agree about their liking towards the enrichment session, 18

 I am satisfied with rewards and recognition I receive for my work.

23 respondents strongly like the entertainment programmes, 24 employees like the

 I like the concept of mini library in the organization.

 Training sessions have a positive impact.