ACKNOWLEDGEMENT

First,I would like to thank my project guide mrs.Naga sravya for giving me the

opportunity to work on this project. her constant support & guidance has been invaluable

in shaping up my project.

My sincere gratitude goes to entire HR team who were always there to listen and

advice. Their creative and valuable inputs at each & every stage of the project were

a major key factor that helped me immensely to complete this project. I would also like to

thank them for their patience and constant encouragement that made me to strive harder

and do my best.

I am extremely greatful to my guide sajid & nazima(guides at organization)&

professors at my college for their support and

Motivation & helping whenever the need arose.

Lastly I would thank those people who directly or indirectly helped in the

Successful completion of the project.

P.Sree Anusha
Project trainee
Ramky groups

1
Abstract
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. It is a positive attitude held by the employees towards the
organization and its values. Employee engagement is an antecedent of job involvement
and what should company do to make the employees engaged. The paper also looks at the
Gallup 12 point questionnaire, question survey that identifies strong feelings of employee
engagement and the steps which show show to drive an engaged employee.

2
 INDEX

CONTENTS Page
No

1. List of tables 3

2. Introduction 4

3. Review of literature 11

4. Organization profile 54

5. Data analysis & interpretation 70

6. Findings,suggestions & conclusions 89

7. Questionniers 96

3
 CHAPTER-1

INTRODUCTION

4
Introduction
Employee engagement has an emerged as critical drivers of business success in today’s
competitive marketplace. Further employee engagement can be a deciding factor in
organizational success. Not does engagement have the potential to significantly affect
employee retention, productivity and loyalty, it is also a key link to customer
satisfaction, company reputation and overall stakeholder value. Thus to gain competitive
edge, organizations are turning to HR to set the agenda for employee engagement and
commitment

Employee engagement is define as “The extent to which employees commit to something

or someone in their organization, how hard they work and how long they stay as a result
of that commitment.”
Research shows that the connection between an employee’s job and
organizational strategy, including understanding how important the job is to the firm’s
success is the most important driver of employee engagement .Infract, employee with the
highest levels of commitment perform 20% better and are 87%less likely to leave the
organization, which indicates that engagement is linked to organizational

5
performance. In contrast, job satisfaction a term sometimes used interchangeably with
employee engagement is defined as how an employee feels about his or her job, work
environment, pay, benefits etc.
Employee engagement is a complex concept, with many issues influencing engagement
levels consequently, there are many pathways to foster engagement, with, and with no
one ‘Kit’ that fits all organizations. While each company may define employee
engagement differently, ultimately, the key to effective engagement will be rooted in the
flexibility of approach most appropriate for each individual firm. For example, the
company may consider a best practice ‘and then determine the likely outcome of this
practice in its workplace. This Research Quarterly is written to provide HR professionals
and other business leaders with the knowledge and understanding of the many concepts
and aspects of employee engagement as well as offers recommendations to foster
engagement.

Let us see what “employee engagement” used to mean

Employee engagement is an idea whose time has come. we have seen it transition
academic literature to odd practitioners to executive teams as a top strategic objective.
Employee engagement, as a metric of business success, is getting attention than ever
before. And yet the topic remains elusive, even murky. The chemistry of individual
engagement is a complex, not one that can be easily addressed from the c-suite. Many
organizations are stymied by stubbornly stagnant engagement levels despite yearly cycles
of measuring and action planning.

Global findings and trends help us articulate the most common drivers of engagement,
but at the end of the day it’s the daily dynamics at play in your team, division and your
organization that matter

Employee engagement! “Loyalty is a thing of the past. Loyalty It appears every man,
woman is ready to quit their job at the first opportunity” – Electronic Recruiting
Exchange, November 2003

Employee engagement! 76 % of executives want more satisfaction, satisfaction not

money!! – Global Study of 20 000 Executives Korn Ferry 20,000 Executives,
International

6
Employee Engagement In Today’s Scenario.

1) What is “engagement”?
2) How it was nurtured in the past?
3) What is “special” about today’s business scenario?
4) Couple of suggestions.

ENGAGEMENT: “en” “em”

Verse

“engagement” “Retention”

In the Past:
a) “If you feel bad, it is your problem”. (Leadership Quotient).
b) “ I am there for you 24/7” 24/7 (Welfare Orientation/ Humane approach).
c) “The typewriter is not complete without Z The and good typist knows”
( Task/Personal Identification) )

Today’s Scenario:
 50’s (Industrial)
 60’s (Psychologist)
 70’s (Corporate Warfare)
 80 s 80’s (Internal Systems)
 90’s (Knowledge worker) 6) 2000+ (Asset Building)

Suggestions:
a. Increase Interdependency. (Free Agents/ 4 F Principle)
b. Help Identify and Follow the Passion.

7
Need for the study:
 Employee engagement helps employees change their roles to better fit their
talents.

 This requires self awareness of strengths and weaknesses on the part of both the
manager and employee and a willingness to be flexible and find solutions.

 To assess whether there is a link between employee engagement and productivity

Scope of the study

 Evidences shown that a pragmatic shift towards more enduring partnerships
rather than transactive relationships.

 Such enduring partnerships and strategic alliances have a better chance of

tackling some of the intractable social problems that corporates are expected
to handle.

 Focusing activity is also resulting in the development formal policies and

procedures which are an important element in employee engagement
programs.

8
  These policies give employee volunteers the support and structure they need
to utilize all the time and resources they are eligible for in order to volunteer
for social benefit.

Importance of the study:

 Employees are engaged in their work and committed to their organizations give
companies crucial competitive advantage.

 Thus, it is not surprising that organizations of all sizes and types have invested
substantially in policies and practices that foster engagement and commitment in
their work forces.

 In addition, engaged employees may be more likely to commit to staying with

their current organization.

Research methodology and sample design:

Data Collection:
To study the subject, the data has been collected by Questionnaire Method

Questionnaire Method:
The questionnaire with 16 questions was structured involving the questions from various
areas pertaining to employee engagement namely job satisfaction, salary and perks,
working conditions, personal relations with superiors, career advancement, etc., About 16

9
questionnaires were distributed among the ,executives and non executives. Almost all the
Questionnaires were received back with responses. The responses were analyzed and
interpreted.

Primary Data:
The primary data was collected by survey method and conducted with structured
Questionnaire in such a way that it is easily understandable by the respondents.

Secondary Data:
The data was collected from the various websites, companies’ literatures, and magazines.

Limitations of study:
a) Responses of the employees may be biased.
b) Time is one of the limitation factor
c) The study has been done in a limited area
d) Sample size is restricted to 20 respondents

10
 CHAPTER-2

LITERATURE REVIEW

11
HISTORY OF EMPLOYEE ENGAGEMENT

Engagement at work was conceptualized by William A. 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, 1990). Csikzentmihalyi (1975) 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 as the extent to which workforce commitment, both emotional
and intellectual, exists relative to accomplishing the work, mission, and vision of the
organization. Engagement as a heightened level of ownership where each employee
wants to do whatever they can for the benefit of their internal and external customers, and
for the success of the organization as a whole.

Employee engagement was described in the academic literature by Schmidt et al (1993)

using data from Gallup's engagement survey. A modernized version of job satisfaction,
Schmidt et al's influential definition of engagement was "An employee's involvement
with, commitment to, and satisfaction with work." This integrates the classic constructs

12
of job satisfaction (Smith et al, 1969), and organizational commitment (Meyer & Allen,
1991). Harter and Schmidt's (2003) most recent meta-analysis can be useful for
understanding the impact of engagement.

Linkage research received significant attention in the business community because of

correlations between employee engagement and desirable business outcomes such as
retention of talent, customer service, individual performance, team performance, business
unit productivity, and even enterprise-level financial performance ( Rucci at al, 1998
using data from Sears). Some of this work has been published in a diversity context
( McKay, Avery, Morris et al, 2007). Directions of causality were discussed by Schneider
and colleagues in 2003.

Explanations by different authors

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, 1990).
Csikzentmihalyi (1975) 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 the thus 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

13
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/her self during the performance of his / her job. Further more engagement
entails the active use of emotions. Finally engagement may bethought 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. Where as 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”.

Beardwell and Claydon (2007). It was found that, after the workers were given the
training and freedom to make repairs to their own equipment rather than having to call a
supervisor every time they experienced a problem, they reported fewer occupational
injuries. This would suggest that workers who feel they have control over their destiny at
work, a key aspect of employee engagement, are more likely to stay focused and less
likely to make preventable mistakes

Frank (2004). Although it is acknowledged and accepted that employee engagement is a

multi-faceted construct, as previously suggested by Kahn (1990).

Fox (1974) argued that despite an elaborate external controlling structure being in place,
no role can be totally diffuse or totally specific; even in jobs which are tightly controlled,
some outstanding element of discretion always remains. In cases where employees have
been given some control over how they do their jobs, positive benefits have appeared to
emerge. For example, previous research in the UK has looked at job redesign and the
impact this has had on engagement. In 1990 research was carried out by the University of
Sheffield on factory workers and the number of injuries they reported given the differing
levels of control over their work

14
GODDARD (1999) describes engagement with the organization and the task to be
associated with time use. Difference in skills ,abilities and disposition variables are also
expected to impact the levels of employee engagement .Gender difference have been
found to impact employee engagement .personal values ,culture and climate of
organizations also influence employee engagement . climate includes aspects such as
systems and satisfaction with organization while culture includes accepts such as
community .there also exists a strong correlation between complex feeling and emotions.
The focus should be on personality, cognition and environment forces that determine an
individual behavior in organizations

Halbesleben (2003) examined a number of issues as to the measurement and process of

burnout and engagement. Halbesleben investigated the role of perceptions of politics as
an antecedent of burnout, as well as assessing the role of motivation as a mediator in the
relationship between burnout and job performance.

According to Lawler and Worley (2006) for a high-involvement work practice to be

effective and for it to have a positive impact on employee engagement, employees must
be given power They argue this will lead to employees having the ability to make
decisions that are important to their performance and to the quality of their working lives,
thus engaging them in their work. Furthermore, Lawler and Worley (2006) contend that
power can mean a relatively low level of influence, as in providing input into decisions
made by others or it can mean having final authority and accountability for decisions and
their outcomes. Involvement is maximized when the highest possible level of power is
pushed down to the employees that have to carry out the decision, resulting in gaining the
maximum level of engagement possible from employee

McCashland (1999) defined EE as ‘commitment or engagement - an emotional outcome

to the employee resulting from the critical components of the workplace.

Miles (2001) described it as intensively involving all employees in high-engagement

cascades that create understanding, dialogue, feedback and accountability, empower

15
people to creatively align their subunits, teams and individual jobs with the major
transformation of the whole enterprise (Miles, 2001).

Purcell 2006 and Truss et al 2006.

Moreover, engaged employees have been found to outperform their disengaged
counterparts. However, recent research in the UK and other countries shows that there are
more disengaged employees than there are engaged employees in today’s organizations.
Employee engagement can and has been found to make a difference. However there is
great disagreement surrounding how to define engagement, how it should be
operationalised and whether or not it is actually a valid construct at all. Furthermore, it is
evident that sound, academic research lags somewhat behind practice given that the
literature is under developed, and the concept of engagement is still in its infancy

Robinson (2004).In the recent years, there has been a great deal of interest in employee
engagement and it has become a widely used and popular term many have claimed that
employee engagement predicted employees outcomes, organizational success, and
financial performance (e.g. total share holders return).

Saks (2006) argues that one way for individuals to repay their organization is through
their level of engagement. In other words, employees will choose to engage themselves to
varying degrees and in response to the resources they receive from their organization.
Bringing oneself more fully into one’s work roles and devoting greater amounts of
cognitive, emotional, and physical resources is a very profound way for individuals to
respond to an organization’s actions, as suggested earlier by the work of Kahn (1990).
Thus, employees are more likely to exchange their engagement for resources and benefits
provided by their Organization.

Truss et al (2006) define employee engagement simply as ‘passion for work’, a

psychological state which is seen to encompass the three dimensions of engagement

16
discussed by Kahn (1990), and captures the common theme running through all these
definitions.

Defining employee engagement

There are numerous definitions of employee engagement; the two noted below are most
relevant to this resource:

The Work Foundation’s definition:

Employee engagement describes employees’ emotional and intellectual commitment

to their organization and its success. Engaged employees experience a compelling
purpose and meaning in their work and give of their discrete effort to advance the
organization’s objectives.

The Best Companies’ definition:

Engagement can be defined as an employee’s drive to use all their ingenuity and
resources for the benefit of the company.

On a more intuitive level, employee engagement is about how people behave at work. It
refers to the extent to which people in an organization know what they have to do, and
willingly give of their discretionary effort to do that. It is the difference between people
coming to work and doing an adequate job, and people coming to work and really giving
of their best, displaying creativity and using their initiative.

Engagement can be seen as ultimately about performance, because harnessing the

discretionary effort of people does improve performance. If individuals are performing at

17
the top of their potential, then it makes sense that teams, divisions, departments and
organisations will work more effectively. Customers will receive better
service. Efficiency will improve. Waste will be reduced. Overall, performance will be
enhanced.

What employee engagement doesn’t mean

Job satisfaction and happiness are not synonymous with employee engagement. They are,
however, noble ambitions and are important drivers of employee engagement. A person
can be happy at work or satisfied with their job and not actually do any meaningful work.
Job satisfaction and happiness do not in themselves create high performance.

Employee engagement is sometimes used to describe ‘engaging with’ employees.

Effective internal communication, consultation with employees and employee
representation are all important elements of employee engagement. But an effective
communication plan, or a successful consultation exercise does not amount to employee
engagement in the context of this resource.

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.

18
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.12

 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

19
  Increases employees’ trust in the organization

 Creates a sense of loyalty in a competitive environment

 Provides a high-energy working environment

 Boosts business growth

 Makes the employees effective brand ambassadors for the company 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.’

Categories of Employee Engagement

According to the Gallup the Consulting organization there are there are different
types of people:-

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

20
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

 Build and innovate

 Find new and more effective ways to accomplish their roles

 Move the 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.
• Stuck in low-risk, low-commitment mode
• Don't feel a connection with or from their company, manager, or coworkers
• Don't feel a sense of achievement
• Become fixated on the activities of their roles instead of the outcomes
• Are just concerned about doing the minimum they need to do to get by

Actively Disengaged

The "actively disengaged” employees are the “cave dwellers”. they are “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 functioning

 Are busy acting out their unhappiness

 Every day undermine what their engaged coworkers accomplish

21
Factors Leading to Employee Engagement-

Studies have shown that there are some critical factors which lead to Employee
engagement. Some of them identified are

22
 Career Development- Opportunities for Personal Development

 Career Development – Effective Management of Talent

 Leadership- Clarity of company Values

 Leadership – Respectful treatment of employees

 Leadership – Company’s standards of ethical behavior

 Empowerment Image

 Equal opportunities & fair treatment

 Performance Appraisal

 Pay & benefits

 Health & Safety

 Job satisfaction

 Communication

 Family friendliness

 Co-operation

23
24
  Career Development- Opportunities for Personal Development
Organizations with high levels of engagement provide employees with opportunities
to develop their abilities, learn new skills, acquire new knowledge and realize
their Potential. When companies plan for the career paths of their employees and
invest in them in this way their people invest in them.

 Career Development – Effective Management of Talent

Career development influences engagement for employees and retaining the most
talented employees and providing opportunities for personal development.
Feeling Valued & Involved

 Leadership- Clarity of Company Values

Employees need to feel that the core values for which their companies stand are
unambiguous and clear.

 Leadership – Respectful Treatment of Employees

Successful organizations show respect for each employee’s qualities and contribution
– regardless of their job level.

 Leadership – Company’s Standards of Ethical Behavior

A company’s ethical standards also lead to engagement of an individual

 Empowerment
Employees want to be involved in decisions that affect their work. The leaders of high
engagement workplaces create a trustful and challenging environment, in which
employees are encouraged to dissent from the prevailing orthodoxy and to input and
innovate to move the organization forward.

 Image
How much employees are prepared to endorse the products and services which
their company provides its customers depends largely on their perceptions of the quality
of those goods and services. High levels of employee engagement are inextricably linked
with high levels of customer engagement.

 Other factors
Equal Opportunities and Fair Treatment
The employee engagement levels would be high if their bosses (superiors) provide equal
opportunities for growth and advancement to all the employees

25
  Performance appraisal
Fair evaluation of an employee’s performance is an important criterion for determining
the level of employee engagement. The company which follows an
appropriate performance appraisal technique (which is transparent and not biased) will
have high levels of employee engagement.

 Pay and Benefits

The company should have a proper pay system so that the employees are motivated to
work in the organization. In order to boost his engagement levels the employees should
also be provided with certain benefits and compensations.

 Health and Safety

Research indicates that the engagement levels are low if the employee does not feel
secure while working. Therefore every organization should adopt appropriate method
sand systems for the health and safety of their employees.

 Job Satisfaction
Only a satisfied employee can become an engaged employee. Therefore it is very
essential for an organization to see to it that the job given to the employee matches his
career goals which will make him enjoy his work and he would ultimately be satisfied
with his job.

 Communication
The company should follow the open door policy. There should be both upward and
downward communication with the use of appropriate communication channels in the
organization. If the employee is given a say in the decision making and has the right to be
heard by his boss than the engagement levels are likely to be high.18

 Family Friendliness
A person’s family life influences his wok life. When an employee realizes that the
organization is considering his family’s benefits also, he will have an emotional
attachment with the organization which leads to engagement

 Co-operation
If the entire organization works together by helping each other i.e. all the employees as
well as the supervisors co-ordinate well than the employees will be engaged.

26
How to measure Employee Engagement?

Gallup research consistently confirms that engaged work places compared with leas
engaged are much more likely to have lower employee turnover, higher than average
customer loyalty, above average productivity and earnings. These are all good things
that prove that engaging and involving employees make good business sense and building
shareholder value. Negative workplace relationships may be a big part of why so many
employees are not engaged with their jobs.

Step I:
Listen

The employer must listen to his employees and remember that this is
a c o n t i n u o u s process. The information employee’s supply will provide direction. This
is the only way to identify their specific concerns. When leaders listen, employees
respond by becoming more engaged. This results in increased productivity and
employee retention. Engaged e m p l o y e e s a r e m u c h m o r e l i k e l y t o b e
s a t i s f i e d i n t h e i r p o s i t i o n s , r e m a i n w i t h t h e company, be promoted, and
strive for higher levels of performance.

Step II:

Measure current level of employee engagement

Employee engagement needs to be measured at regular intervals in order to

track its contribution to the success of the organization. B u t m e a s u r i n g t h e
engagement (feedback through surveys) without planning how to
handle the result can lead employees to disengage. It is therefore not enough
to feel the pulse—the action plan is just as essential

Knowing the Degree in which Employees Are Engaged?

Employee engagement satisfaction surveys determine the current

l e v e l o f e m p l o y e e engagement. A well-administered satisfaction survey
will let us know at what level of engagement the employees are operating.
Customizable employee surveys will provide with a starting point towards the
efforts to optimize employee engagement. The key to successful employee satisfaction
surveys is to pay close attention to the feedback from the staff

It is important that employee engagement is not viewed as a one t i m e a c t i o n .

Employee engagement should be a continuous process of measuring,
analyzing, defining and implementing. The employee survey is a diagnostic tool of
choice in the battle for the hearts of employees. Studies of Gallup, Mercer, Hewitt and

27
Watson Wyatt (consulting companies) asked workers number of questions relating to
their job satisfaction. Gallup being one of oldest the consulting organization {in
conducting engagement survey} creates a feedback system for employers that would
identify and measure elements of worker engagement most tide to the bottom
line.

Things such as sales, growth, productivity and customer loyalty are all accessed.
After Hundreds of focus group and thousands of interviews with e m p l o y e e s i n a
v a r i e t y o f i n d u s t r i e s , G a l l u p c a m e u p w i t h Q . 1 2 , a twelve-question
survey that identifies strong feelings of employee engagement.

They have identified 12questions that most effectively measure the links (the
Gallup Q12).

1. Do you know what is expected of you at work?

2. Do you have the materials and equipment you need to do your work right?

3. At work, do you have the opportunity to do what you do best every day?

4. In the last seven days, have you received recognition or praise for
doing good work?

5. Does your supervisor, or someone at work, seems to care about you as a person?

6. Is there someone at work who encourages your development?

7. At work, do your opinions seem to count?

8. Does the mission/purpose of your company make you feel your job is important?

9. Are your associates (fellow employees) committed to doing quality work?

10. Do you have a best friend at work?

11. in the last six months, has someone at work talked to you about your progress?

12. In the last year, have you had opportunities at work to learn and grow?

The interpretation of the questionnaire and one of the companies engagement

level is summarized in the table below. Some of the discussions which come from
Gallup’s questions are: -

28
  Know what is expected of me at work-
E m p l o y e e s s h o u l d k n o w e x a c t l y w h a t i s expected of them. If expectations are
unclear, employees will inevitably face frustration, and will be open for other
opportunities where they do know what's expected of them, and where their
contributions are measured and recognized.

 Materials and equipment

- Employees need the right tools and equipment to support their skills,
experience and talents & perform their jobs at an optimum level.

 Do what I do best every day

- Are your employees cast in the right roles? Knowing the critical demands for every role
is a key to ensuring that talents fit those demands.

 Supervisor/Someone at work care

-Managers must spend most of their time with their m o s t p r o d u c t i v e t a l e n t .
Many managers give their greatest degree of attention to
employees who are falling behind. Talented, productive people crave time and attention
from their managers, and will leave your company if they have a weak relationship (or no
relationship) with their manager or supervisor.

 Co-workers committed to quality

-Many companies arbitrarily put teams together w i t h o u t c o n s i d e r i n g t h a t
employees only psychologically commit to teams if they p e r c e i v e
their team members will support their high level of
c o m m i t m e n t a n d performance. Talented employees set high standards and depend
upon those around them to support their growth towards excellence.

 Opportunities to learn and grow-

The Company should create an environment that encourages employees to
drive towards innovation or to create better systems for more p r o d u c t i v e
results. Great managers always ask what skills and knowledge need
t o accompany talent to result in the greatest outcome for each employee.

29
As discussed the Gallup study Q12 is based on positive Psychology and
emotions .Having a best friend at work or receiving recognition every week
makes you feel cared for and proud respectively. If you want to keep
recreating those positive emotions, then you keep coming back to work.

so the Q.12 measures engagement, and engagement is positive emotional connection to

the work. thus the mechanism of the broaden-and- build theories and the action
tendencies of positive emotions help in understanding why the Q.12 has been so powerful
for Gallup in terms of predicting outcomes. Borden-and build theory is about
evolutionary significance of positive emotions. Positive emotions are better observed
over the long haul. Their effects accumulate and compound overtime and the adaptive
benefits are evident from later, when people face new challenges .The Gallup research
Has thus made a contribution in adding an additional ‘P’ to the 4 P’s of
marketing i.e. product, price, and promotion place and now people to the mix.
In the combination of engaged employees, Gallup brings engaged customers
to form the concept of human sigma. These include customer engagement, loyalty
and emotional attachment. Customer e n g a g e m e n t h i e r a r c h y, c u s t o m e r
e n g a g e m e n t s c o r e s a n d d e v e l o p i n g t h e c u l t u r e o f engagement and
customer focus. The Gallup Organization decided to initiate a multi-year research
project to try and define a great workplace - a great workplace was one where
employees were satisfied with their jobs and this thus helps to produce positive business
outcomes.

Step III: -

Identify the problem areas

Identify the problem areas to see which are the exact areas, which lead to
disengaged employees

Step IV:

Ta k i n g a c t i o n t o i m p ro v e e m p l o y e e e n g a g e m e nt b y a c t i n g
u p o n t h e problem areas

30
 Nothing is more discouraging to employees than to be asked for their
feedback and see no movement toward resolution of their issues. Even the smallest
actions taken to address c o n c e r n s w i l l l e t t h e s t a ff k n o w h o w t h e i r i n p u t i s
valued. Feeling valued will boost mo rale, motivate and encourage
f u t u r e i n p u t . Ta k i n g a c t i o n s t a r t s w i t h l i s t e n i n g t o employee feedback
and a definitive action plan will need to be put in place finally.

Handling “Not-engaged” Employees

Efforts to raise levels of engagement are worthwhile for those in the not-engaged range.
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 a task vs. achieving an
outcome. Managers who only provide tasks to an employee reinforce not-engaged
behaviors and actually move 180 degrees away from engaging the heart, mind, and soul
of that person.

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.

The way to get people to become a part of an organization is through relationships.

Employees who feel disconnected emotionally from their coworkers and supervisor do
not feel committed to their work. They hang back and do the minimum because they
don’t believe anyone cares. These employees “lower the bar” for themselves by doing the
least amount of work necessary.

Managers need to demonstrate a sense of really caring about employees and what’s
important to them. Managers can help employees refocus on the demands of their roles
and on the skills, knowledge, and talents they bring to their jobs. The manager who takes
the time to have a dialogue about an employee’s strengths and how these can make a
difference forges essential ties and connections that lead to employee commitment.

Managing “Actively Disengaged” Employees

Too often people have to work with others who have become disenchanted and actively
disengaged. Actively disengaged employees aren’t just unhappy at work. They act out
their discontent and sow seeds of negativity at every opportunity. They undermine the
work of others. They are not just indifferent to company goals and mission; they express
mistrust and outright animosity.

The way to get people to become a part of an organization is through

relationships

31
 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.

The Gallup Organization estimates that there are 22 million actively disengaged
employees that cost the American economy up to $350 billion per year in lost
productivity, including absence, illness and other problems that result when workers are
unhappy at work.

A good manager will identify those who are disengaged and explore the reasons
behind the disconnect to determine if coaching or other interventions are appropriate. In
some cases, people will respond favorably to opportunities to reconnect and rekindle their
interest and enthusiasm for their jobs. Most people search for ways to make their lives
and work meaningful and only disengage when they feel hopeless.

Those who are actively disengaged may thrive on the negativity and refuse to become
part of any solution, preferring to perpetuate problems. If they repeatedly refuse
opportunities to engage again, terminating their employment should be seriously
considered in order to avoid further damage to staff morale and organizational progress.

Systematically Improving Employee

Engagement

Improving engagement goes beyond simply asking the right questions.

Engaging employees requires a year-round focus on changing behaviors,
processes, and systems to anticipate and respond to your organization’s needs.
From the leadership team to the frontline employees, all levels within an
organization must commit to making these changes.

A SUSTAINABLE APPROACH

Gallup approaches employee engagement with sustainability in mind, and

thus, provides managers and leaders with tools to help drive performance on
an ongoing basis through a combination of measurement, reporting, learning,
action planning, and strategic interventions. Using the latest technology and
cutting-edge research, Gallup continually provides clients with innovative
solutions that drive change. From state-of-the-art organizational mapping
software and online tools to frst-class instructional designers and consultants,
Gallup’s approach to employee engagement reduces the amount of time needed
to move from measurement to improvement.

SELECTING FOR ENGAGEMENT

32
Te world’s top-performing organizations recognize the critical role managers
play in achieving business objectives. As a global leader in the area of employee
recruitment and selection, Gallup has a proven method for hiring managers
and employees with the talent to build engagement. After reviewing nearly
10,000 validated pre-employment questions and the global Q12
database, Gallup uncovered a subset of questions that enables organizations to assess
whether a job candidate, if hired, will boost engagement levels. Tis engagement selecting
approach will help hiring managers fnd candidates who have more potential to
drive engagement in the workplace.

What the World’s Best Organizations Do

Diferently

Gallup drives organizations to systematically improve employee engagement

using proven interventions at the local and enterprise level. Beyond setting the
proper strategy, interventions include fnding the right performance metrics
that drive accountability, creating a comprehensive communication strategy, and
designing development opportunities for every employee, manager, and leader.
While partnering with many of the world’s best organizations, Gallup has
observed that world-class organizations make employee engagement a priority
by focusing on the following:

 Strategy
World-class organizations develop a formula for success by looking
objectively and rigorously at the business problems they face and by
focusing on fnding the right employees and keeping them engaged.
For these organizations, an employee engagement strategy is not only
fundamental to the way they do business, it is critical to their success.

 Accountability and Performance

Te top-driven companies focus on outcomes. Tey defne and
rigorously measure success at every level in the organization. Tese
measurements ultimately help focus each person, team, department, and
business unit on driving performance and results.

33
  Communication
Within the best performing organizations there is a cultural alignment
between the employees and the company, paired with a strategic
alignment between activities and company goals. Tese organizations
use their corporate communication touchpoints to reinforce their
commitments to employees and customers.

 Development

As the struggle for talent intensifies, organizations face a continual

Challenge to build and grow their leadership capacity. The world’s
Top-performing companies have comprehensive leader and manager
development programs, but they also go one step further — these
programs are performance-driven and incorporate a comprehensive
Succession plan throughout the organization.

The Employee Engagement Network Top Tens

Strategies to Impact Engagement

Across an Organization

Jennifer Schulte
Global Engagement Director for Mars, Inc.

1.Start at the top. If your most senior teams are not true believers of the power of
engagement, it will be an uphill battle for everyone. Find a business metric they
will respond to (we used the salary & benefts dollar cost of the ‘actively disengaged’ –
which was over $500 million!) and get the CEO and his own team to start with
themselves as role models

2.Choose the right champions. To make sure engagement captures both hearts and
minds, activate your ‘early adopters’ who are passionate about not only the concept but
also about driving change and infuencing others to communicate with local business
units

3.Focus on a bold goal. Just “improving engagement” will not be enough to connect
with local business leaders and managers who drive the bottom-up work that must
happen to be successful and sustainable. Choose a corresponding metric and date as a
target 2-3 years out that is both stretching and will make a signifcant impact on the
business, and start rallying your senior leaders.

34
4.Energize your HR function. We can’t rely on HR to “do” engagement for the
organization, but as a strategic business partner they must be accountable for ensuring
it lives on local business strategies and is taken seriously in talent-related decisions.
Engagement impacts many aspects of what HR does own, from morale to retention,
and it’s in their best interest to drive the planning of actions that will create the right
results

5.Hold managers accountable. It’s no secret that the relationship between a frst-line
manager/supervisor and their associates has the most direct impact on engagement – all
the research points to this in some way. Focus on the behavior change and require
managers to report results on actions they’ve taken to impact engagement in their teams.
This should be weighted as an indication of performance when someone
manages others directly.

6.Celebrate and replicate those who can engage. Find formal and informal ways to
recognize and reward your managers and associates who are great at engagement!
Some will fnd this a natural way of working and not realize they’re on to something that
others should be learning from as best practice.

7.Recruit and promote for engagement. Why not make sure you are putting people
into management positions who will be successful at engaging their associates?
There are several different tools available as long as the
organization uses them in a consistent way.

8.Develop for engagement. Most large corporations are training and developing
managers in skills such as coaching, leadership and strategic thinking. Make sure
engagement – the “how to” but also the compelling reasons why, and what the
organization will hold them accountable for delivering – is also on the learning and
development agenda.

9.Remove systemic barriers. In a business of largely manufacturing environments,

we’ve found key themes that can get in the way of engagement across an entire site or
segment no matter how good the front- line supervisor might be at it. Themes such as

35
communication and trust, pay and benefts, offce vs. plant culture, and (lack of) change
management must be identifed by actively listening to your frontline associates and
addressed by the senior leadership in addition to direct manager-associate conversations.

10.Focus on chronic under-performers. Unfortunately there are managers who won’t

be engaging no matter how much training and communication you provide.
If a manager’s team scores low on a survey (we use the bottom half as our cut-off point)
for 3 surveys in a row, it’s time to get involved and create a personalized
engagement action plan. This typically involves that manager’s manager and HR who
agree on the right steps – and often results in moving the manager to a
role where they do not manage others, or moving them out of our business when there is
also a performance impact. This focused attention helps not only connect the
engagement and performance of managers but also sends a strong message about what
will and won’t be tolerated by the organization.

Engagement implies commitment. Commitment can

be refected in the thoughtful questions you ask.

Here are ten questions that will show, and generate,

engagement:

1.How can I help you right now?

The Merriam- Webster Dictionary says that commitment is “the state or an instance of
being emotionally impelled.”
Offering assistance sends a clear message that you are, in your heart, engaged in a way
that compels you to give of yourself. That is a message that people are hoping to receive
and will recognize immediately.

2.What else do you need from me for this project?

Let’s face it: most bosses would be thrilled if everyone showed a keen interest in hitting
the standard, or the corporate version of minimum daily requirements. When you show a
willingness to do more than is required, your level of engagement is clear to those above
you, sets an example for those around you, stands a good chance of building a new, even
higher, standard.

3.Who can I introduce you to to help make this happen?

There’s a reason social networking sites have engaged so many people. We seek ways to
extend our capabilities by connecting with those whose interests are similar. When you
become the

36
conduit to new people and new ideas, you provide a service to the organization and
become known as a person of infuence.

4.When can we get together to discuss our progress?

Managers constantly juggle events, people, deadlines, and problems, all the time wanting
to be clear about one thing: “How are we doing?” The person who initiates that
conversation takes a bit of the burden
from the boss and sets the stage for a much-desired discussion.”

5.Whatcan we do to make this just a little bit better? You don’t have to focus on
doing more in order to be engaged. Interest in improved quality, improved processes,
improved relationships--each of these helps bump up the game for all concerned.

6.How am I doing based on our agreement for this?

Managers get paid to manage performance and the ensuing results. Even so, many
managers fnd it diffcult to have performance discussions. When you make the frst move
and then start the conversation,
you’ve shown a high level of engagement as a result of your concern for outcomes and
allowed your supervisor to be more relaxed about the performance discussion,
knowing that you want it.

7.Who else can we include?

In a way, this is related to #3. Inclusion does two things, adds important resources and
engages others in your project. What other information can I provide? Decisions,
progress reports, changing direction--all require up-to- date information to be done
effectively. In order to help others stay engaged, nothing beats timely information and
updates to spark interest. In a knowledge
economy, information is the currency of choice. Be the
banker

37
8.How can I best support the others in the group?
I’ve always found this to be one of the
most engaging questions--and interventions--in the workplace. When there are a half
dozen people gathered around a conference table and one asks,

9.“How can I support each of you?”,

watch what happens. That single, selfess gesture engages others in a way that prompts
each to think more deeply about the project and the connectedness of the people
involved.

10.What else would be helpful to discuss?

At the end of any interaction, this “11th hour” question--followed by silence on your
part--creates a space that allows the other person to fnally address something that may
have been held back until now. (Or, there may be nothing). If there is-- and the issue was
held back for whatever reason--then you’ve opened the door to the exploration of a
situation whose existence was a
hindrance to engagement!

Engaged Employees are:

1.Obvious – it may be an elusive quality, diffcult to describe but an engaged employee is

more likely to be exhilarated by their role. Different cultures show this in different
ways but most of us can spot and will be drawn to a genuine smile and welcoming,
inclusive attitude.

2.Authentic – our recent survey of almost 4000 communicators listed “being yourself”
as one of the key motivators for employees. It also proves that employees who are
themselves in the workplace are more effective. Employees who are clear enough about
what their organisation stands for and are at ease with the culture are more likely to
bring themselves to work and to share stories about their family lives, hobbies, likes and
dislikes.

38
3.Receptive – we all know that if we’re engaged, we’re far more open to opportunities to
be involved with new initiatives and share new experiences. Engaged employees listen
actively and offer support and challenge, largely because they care about the
outcomes.

4.Involved - they are part of the programme not recipients of it. They feel they can
infuence their personal fate through infuencing the fate of the organisation. Involvement
leads to a greater sense of ownership. It’s also the way most of us learn best.

5.Proactive – engaged employees understand the goals, culture and values of the
organisation so they make suggestions or take initiative, even innovate for the greater
good, without being asked. Their primary focus is on adding value to the organisation
rather than obsessing about what the organisation gives them.

6.Energised – engaged employees have correspondingly high energy levels. They do

things and maintain appropriate momentum. They are the heartbeat, rather than their
managers, and they set the pace.

7.Achievers – because of enhanced levels of understanding, clear goals and boundaries,

an appropriate mix of support and challenge (and in light of the characteristics above),
they tend to be focused and, therefore, more productive. The things they do tend to
get results.

8.Advocates – whether at conferences or recruitment fairs even dinner parties or sitting

next to you on a plane , engaged employees are proud and happy to recommend the
organisation and to represent the brand. Want to know how engaged your employees are?
As a starting point, fnd out how many buy/use your products.

9.CEOs - they are chief engagement offcers. They inspire others by example. They are
communication role models in all stakeholder engagements whether with customers,
fellow employees, competitors or even shareholders.

39
10.In demand - take care, engaged employees are a precious commodity. The war for
talent rages irrespective of market conditions. Who and where are your CEOs? What
measures are you taking to clarify your employer brand and to engage and manage your
talent?

Ten Strategies for creating a successful culture of employee

engagement

 High involvement hiring – choosing employees that not only have the right skills
but also are a long term fit with the company’s culture

 Providing comprehensive benefits and a flexible work environment, including

paid time off to participate in community service

 Extensive training and promotion from within – investing in employees to build

their skills and enabling them to take on increased responsibility

 Fostering a culture of mutual respect and trust, empowerment and shared

responsibility, yielding long term loyalty and often valued over rewards

 Celebrating success – engaged teams work hard and spend time celebrating
together when milestones are achieved

40
 Ensuring the core values are frequently heard and understood by all, and
instigating a comprehensive communications programme of company-wide
updates, successes, and employee recognition

 Sharing key success metrics critical to the company’s financial success with
employees and articulating those that employees affect daily

 Employee participation – making sure all employees have a say over how work is
done and have some degree of autonomy

 Performance-based rewards and compensation – clearly tying rewards such as

bonuses to individual and company performance

 Sharing ownership, for example via stock options, restricted stock, employee
share option plans, or co-ops.

41
  Firms that establish a strong engagement culture from the beginning have a
greater chance of long-term survival’

 If businesses genuinely view employees, not as mere costs but as a key asset
for business success, then management must introduce employee engagement
strategies, as these are key drivers of business growth and success, and a
strong factor in the ability to weather economic downturns.

 These strategies increase human resource flexibility, which is crucial in our

current volatile business environment for the longer-term survival of
organisations. Firms that establish a strong engagement culture from the
beginning have a greater chance of long term survival.

What Employees Want

 Employees want to give more, but they also want to see a clear and measurable
return for their effort.

 Only 1 out of 5 workers today is giving full discretionary effort on the job – going
well above and beyond what’s required because they’re caught up in the passion
and purpose of creating a better product, service or customer experience
 Close to 4 out of 10 workers are disenchanted or disengaged. They are not
performing anywhere near their true capability because they don’t have the
necessary rational, emotional and motivational connections to the company

42
But the silver lining is that engaged employees are not born, but made. Organizations can
create the right conditions to nurture engagement and drive better performance.

Top 10 Drivers of Employee Engagement

 Senior management sincerely interested in employee well-being

 Ability to improve skills and capabilities

 Organization’s reputation for social responsibility

 Employees inputs into decision making

 Quick resolution of customer concerns

 Setting of high personal standards

 Excellent career advancement opportunities

 Challenging work assignments that broaden skills

 Good relationships with supervisors

 Organization encourages innovative thinking

43
What can organizations do to close the engagement gap?

First and foremost, organizations must have effective — and engaged — leadership at
the top.Closing the gap between the traditional leadership model of the last century
and the characteristics required for engaging leadership has implications for
management selection and training as well as leadership succession and development.
Organizations need to review their leadership programs to ensure that leaders
understand the enormous positive impact they can have on employee engagement,
retention and performance. Organizations need to validate the following
requirements:

Do existing leadership competencies and development programs focus on building

the right “muscles” in the senior team?

Are high potential leaders assessed, developed and promoted based on the right
leadership criteria

Do performance management programs emphasize the right leadership activities and

key touch points that leaders have with employees (e.g. coaching, sponsoring,
recognizing, role modeling, communicating, involving)?

Second, organizations need to customize and shape the work environment and culture
to match their unique basis for competitive advantage, tangibly aligning workforce
strategies with business priorities. Organizations need to design workforce strategies
and allocate their finite supplies of time, management attention and financial
resources. The questions to address are:

 What are the organization’s unique cultural differentiators, based on its specific
priorities and strategies?

 To what extent is the existing culture supporting and driving the behaviors
required for success?

44
 Are the organization’s human capital strategy and underlying programs and
processes aligned to create a high performance culture?

 What changes are required to reshape the culture for enhanced performance?

 Is the HR function equipped to develop and execute new strategies and support
for the change process?

Third, organizations need to put their workforce under the same microscope as they
do their customers – to understand employees’ needs, issues, values and “buying”
patterns, so as to give themselves a competitive edge in attracting, retaining and
engaging employees, as well as in channeling employees’ energy and brain power
most effectively. Top 5 drivers for attracting employees

o Competitive base pay

o Career advancement opportunities

o Challenging work

o Convenient work location

o Flexible schedule

45
 The Benefits of employee engagement

There has been plenty of research across a number of industries and countries and the
research from organizations like Gallup as to the benefits of enhancing the bond between
the employee, their colleagues and the organization.SOME OF THOSE ARE

 Increased passion for, commitment to and alignment with the organization’s

strategies and goals

 Improved overall organizational effectiveness

 A high-energy working environment increased productivity and improves

morale

Boosted business growth

 Made the employees effective brand ambassadors for the company.

 Created a sense of loyalty in a competitive environment

 Attracted more people like existing employees Increases employees' trust in

the organization

 Lowered attrition rate and higher talent retention

 Created a community at the workplace and not just a workforce.

The level of employee engagement affects key results such as sales, customer
satisfaction, and innovation and employee turnover. An engaged workforce is capable of
delivering sustained differentiation and a significant competitive advantage

Increasing competition from current competitors and new markets entrants ,cost pressures
,innovation in products and technology ,emerging brands ,globalization ,changing

46
consumer buying patterns and services expectations, shareholders value and city
expectations.
These are just some of the challenges facing every business and most will be on your
senior team’s agenda in some form or other right now. Many organization struggle with
range of challenges and need to adapt quickly to an ever –changing business environment
.this often lead to many initiatives being run simultaneously. This usually results in
disjointed and conflicting initiatives that confuse employee and deliver little real
improvement.

Engagement challenges

Data revealed that engagement levels can vary, in association with a variety of personal
and job characteristics and with experiences at work. Some key findings were:

engagement levels decline as employees get older – until they reach the oldest
group (60 plus), where levels suddenly rise, and show this oldest group to be
the most engaged of all

minority ethnic respondents have higher engagement levels than their white
colleagues

managers and professionals tend to have higher engagement levels than their
colleagues in supporting roles, although people in the latter group appear to
owe greater loyalty to their profession than to the organization in which they
practice their craft

engagement levels decline as length of service increases

having an accident or an injury at work, or experiencing harassment (particularly if

the manager is the source of the harassment) both have a big negative impact on
engagement

47
 Employees who have a personal development plan, and who have received a
formal performance appraisal within the past year, have significantly higher
engagement levels than those who have not.

The above findings show that organizations need to work hard to prevent, and
minimize the impact of, bad experiences. They also need to ensure that employees’
development needs (including the special needs of professionals) are taken seriously;
pay attention to, and value the roles of, support staff; and to maintain the interest of
longer-serving employees. The relatively high levels of engagement of the oldest
employees, and of minority ethnic staff, suggest sources of untapped potential within
some organizations.

Road map for employee engagement

Once you have identified the key drivers of employee engagement, you can start to create
and implement a road map for achieving outstanding organizational performance through
the service-profit chain.

Have a vision of where you want to get to, and clearly and persuasively communicate that
vision to employees. Be consistent in your behaviors as you strive to achieve that vision.
Do this and your employees will follow Fail and you will be out. Involve your people and
value their Input

Business journals are also brim full with articles about change. Ignore these too because
they typically start from the Machiavellian premise that 'people hate change'. This is
nonsense of course. People love change - in fact they can hardly get enough of it.

People hate change No, if people are involved in change and their input to the process is
valued they will readily engage with it.

Look after the reputation if the world believes that the organization is a poor’

48
If the world believes that organization is a poor 'corporate citizen' they will tell people. If
employees believe what they hear they will increasingly distance themselves from the
business. And if they don't, they will get increasingly frustrated if they see that you are
doing nothing to correct these misconceptions. Either way, organizations that proactively
manage their reputations will also enjoy higher levels of employee engagement.

Well, actually, it could, because a common theme runs through all three stages of the
process of communication. A major study by Watson Wyatt: Connecting Organizational
Communication to Financial Performance has given us the ultimate end-to-end
measurement: from key driver of employee engagement (communication) to shareholder
return on activity.

The research found that 'a significant improvement in communication effectiveness is

associated with a 29.5 per cent increase in market value and that companies with the
highest levels of effective communication experienced a 26 per cent total return to
shareholders from 1998 to 2002, compared to a 15 per cent return experienced by firms
that communicate least effectively'.

Effective communications create engaged employees, creating loyal customers who in

turn create bigger profits. Furthermore, they found that organizations that communicate
effectively were 'more likely to report employee turnover rates below or significantly
below those of their industry peers.' The report highlights the return on effective
communication, not information. And communication is not just about telling people
what you want them to do or are about to do to them - it is about genuine two-way
dialogue with both employees and the outside world. And although this is simple it is not
always easy.

In fact it is going to be really difficult to implement because there are four substantial
barriers in place in most organizations: Most managers focus on 'hard' measures,
delivering the required outcomes on time, on budget, and on target. The 'soft' stuff is all
too often done on the side of the desk, as an extracurricular activity, or abdicated to
personnel.

49
Giving people the information and instructions they need to achieve these outcomes is
clearly part of the manager's role. Communication, however, is still seen as 'soft' stuff,
even though the reality is that it is the hardest driver of organizational performance that
managers have at their disposal. Managers have not developed their communication skills
we have practiced as individuals throughout our lives. Organizational communication
operates on a totally different scale and uses thoroughly unnatural tools. Mobile phones,
email, PowerPoint and teleconferencing are immensely powerful tools for
communicating with a large, widely spread audience. Because our natural communication
skills are so good we take it for granted that we will be competent organizational
communicators too.

We are therefore making the assumption that we can use unnatural tools to engage with
an unnaturally large audience without acquiring any additional skills. Naturally they are
wrong! Communication channels are absent, inappropriate, or over-subscribed Decades
of failing to take organizational communications seriously means that in many businesses
appropriate channels have not been created or effectively maintained.

As the head of internal communications for a major blue-chip corporation recently

commented "a decade ago the 'internal communications department' was an ex-journalist
who churned out the employee newsletter once a month". Now things have moved on
considerably, but even within progressive organizations there is still a legacy of poor
channel infrastructure, usage and management to be tackled. Communication around
corporate citizenship is disjointed

Like internal communications, 'community communications' is a new and developing

discipline which is working through a host of legacy issues. Foremost amongst these are
the need for organizations to enter into a true dialogue with the communities within
which they operate and for all of the positive interactions within these communities to be
'joined up'.

Again much progress has been made, but although corporate and social responsibility
(CSR) teams have done great work in gathering and promoting a wide range of issues,

50
few companies could claim a truly strategic approach. And even fewer could claim that
CSR is owned by each and every employee, which is where it needs to be if employees
are to feel personal ownership and pride in the organization they work for.

A manifesto for outstanding organizational

performance

It is clear that employee engagement is a major driver of organizational performance.

Plus effective organizational communication is a significant driver of employee
engagement.

Education: Every manager in the organization must understand how effective

communication drives performance;

Development: Every manager in the organization must recognize the difference

between natural and organizational communication and commit to developing the
required skills;

Infrastructure: The organization must invest in the development and maintenance of

appropriate channels of communication;

Community: The organization must actively manage its reputation as a corporate

citizen and positively engage employees and the wider community alike.

 This is a simple plan, but it is not a sequential plan - all four areas can, and
should, be tackled simultaneously.

This means that it will not necessarily be an easy plan to deliver, but business leaders
must deliver because with almost nine out of ten employees currently being either
'disengaged' or just 'moderately engaged' at work, the opportunity to drive outstanding
organizational performance is simply too enormous to ignore. A highly engaged
employee is someone who will consistently deliver beyond expectations and who has a
sense of belonging or a strong bond with the company and its brand. This creates a ripple
effect that results in a positively charged atmosphere in the organization.

51
Connection with their work and carve out a satisfying future in the organization. The
most successful organizations make engagement an ongoing priority, not a once-a-year
event. They take a multi-faceted approach to address problem areas and improve
engagement scores organization wide. The larger and more globalised organization; the
greater your need to engage the workforce.

Engaged employees are not just committed. They are not just passionate or proud. They
have a line-of-sight on their own future and on the organization’s mission and goals. They
are “Enthused” and “In gear” using their talents and discretionary effort to make a
difference in their employer’s quest for sustainable business success.

There is a clear correlation between engagement and retention, with 85% of engaged
employees indicating that they plan to stay with their employer. An effective employee
retention strategy is based on an understanding of engagement.

Moreover, Engaged Employees stay for what they give (they like their work);
Disengaged employees stay for what they get (favorable job conditions, growth
opportunities, and job security).

The most common factors influencing job satisfaction are:

More opportunities to use talents

Career development and training.

This holds true across engagement levels, intent to stay, generations, and job titles.

Drivers of increased contribution vary. Employees who are aligned and already
expending discretionary effort are looking for more resources. “Greater clarity about
what the organization needs me to do and why” was the top response for employees who,
although their level of satisfaction may vary, are at the lowest levels of contribution.

Tales of bullying bosses are exaggerated, but the bad managers out there are cited as the
third most common reason for leaving (trailing lack of career growth and dislike of the

52
actualwork).
Three in four (75%) employees trust their immediate managers. This finding is consistent
across generations, functions, and, for the most part, job titles. 44% of disengaged
employees actually trust their managers. Consistent with findings from past studies,
managers fall short in encouraging and rewarding their employees’ use of talents.
Although two-thirds of managers overall appear to do this, employees at the lowest
engagement levels clearly lack their manager’s support in leveraging their unique
capabilities. Only about half (53%) of employees trust their organization’s senior leaders
— the people who set the tone for organizational culture and need to inspire high-
performance and commitment.

Best practices include

 Maximize managers - they are the main connection in the employee engagement
equation.
 Align, align, align - clarify strategy and organizational goals.

 Redefine career - employees need line-of-sight on their future to be truly engaged.

 Pay attention to culture - culture and employee motivation go hand-in-hand.

 Survey less, act more - don't rely purely on an employee engagement survey to
drive your strategy.

53
 CHAPTER-3

ORGANIZATION
PROFILE

ABOUT RAMKY…

54
The Ramky Group, with its headquarters in Hyderabad, was founded in the year 1994,
and has been playing a pioneering role in the development of infrastructure in India. It is
a specialist multi-disciplinary organization with a turnover of over 4,500 Crores, focused
in the areas of Civil, Environmental and Waste Management infrastructure with specific
emphasis on Public Private Partnership (PPP) projects.

The Group has over 6,000 employees across its professionally managed Group
Companies, and has regional offices at Delhi, Mumbai, Ahmadabad, Bangalore, Chennai,
Bhopal and Kolkata, with 55 project offices across India, UAE, Singapore and Gabon,
West Africa. Our global outlook has picked up momentum… so much so that more than
25% of all our employees are outside India.

The basic principle we work under is that whatever we do should be a major contribution
to the society, and the Country should be proud of it. We’ve done fairly well on that front,
with a string of firsts like India’s first integrated hazardous waste facility, India’s first
biomedical waste facility and also India’s first integrated municipal solid waste facility.
These are in addition to our massive road-building and other infrastructure works…
nothing short of building the Country’s backbone.

Ramky has active business interests in infrastructure development – civil, public and
environmental. There is a strong demand for our products and services which is reflected
in a confirmed order-book. We enjoy equity participation from reputed national and
international institutions, while the Group has enjoyed strong profitable growth at a
CAGR above 30%.

Our focus areas are Infrastructure Development, Environment Management, Real Estate
and Consultancy; as an engineering, procurement and contracting partner; as well as
developing and managing the assets for long term. We have successfully executed
projects for design, engineering and construction on BOT and BOOT basis, while
handling more than 80 Public Private Partnership projects in the Country – one of the
largest being handled by any Group, for developing infrastructure in the Country. We’re
the preferred partner to government and private players alike because all our companies
have implemented ISO 9000, ISO 14000, ISO 17025 and OHSAS 18000 quality systems
at work, with a clear commitment to quality.

In the field of Environment and Waste Management, the group has pioneered bio-medical
waste and hazardous waste management facilities in India. We are now the market leaders
with over 50% market share in Solid Waste Management (SWM) with 60 projects on
ground/under setup including medical waste management, hazardous waste management
and municipal waste management.

As a specialist firm in infrastructure engineering design, consultancy and contracting, we

have a track record of successful projects in the areas of:

55
  Water and Wastewater
 Buildings (Commercial and Industrial)
 Transport, Roads and Bridges
 Irrigation Projects
 Power Transmission and Distribution

As a developer, we also create and manage assets in the Water and Wastewater, Industrial
Parks, Transportation e.g. bus terminals, roads and highways, property development
through public private partnerships with Government agencies and other areas.

These sustainable and socially responsible solutions to the environment are in line with
our goal of embarking towards sustainable growth, all of which, we hope will carry us to
a revenue stream of Rs.25,000 Crores in the next five years… with our excellent
professional team, exquisite track record, commitment to quality, timely completion and
global outlook, our goal looks achievable.

VISION & MISSION

Ramky shall be a leading global enterprise in world class infrastructure development and
environment management through sustainable growth.

We shall ensure quality, reliability and continuous technology upgradation thereby

enhancing the value of all (its) stakeholders.

VALUES

At Ramky we cherish our VALUES.

We expect all our employees to internalize and uphold the Ramky Values in the way we
conduct our business every day, every way.

Integrity:

We will conduct our business in an open, honest and ethical manner. We will be fair and
transparent in all our dealings with our customers, business partners, associates and with
each other as fellow employees. Towards this, we will adopt the highest standards of
professional code of ethics and personal behaviors.

Customer Satisfaction:

Customers are central to our existence. We will measure our success by that of our
Customers and will always be driven by the highest sense of quality and spirit that stands

56
for service and delivery. Our motive is to surpass customer expectations consistently by
understanding their needs and delighting them with a “service excellence” mind-set and
behaviors.

Work Culture:

We will be caring, respectful, compassionate and humane to all our colleagues and
customers around the world. We will create a global mind-set that will help us grow and
develop our employees by providing a performance driven culture that will encourage
career growth and personal fulfillment. We will work together to foster a work culture
that revolves around total teamwork and collaboration that brings out the best in every
one of us.

Employee Sense of Belonging:

This is Our Company. We will accept personal responsibility and accountability while
conducting our business and performing our duties. We will build trust and empowerment
by ensuring that our behaviors match our words and actions. We will remain committed
to fulfilling organization goals by acting like owners, treating company assets like our
own and always adding value to the success of the organization.

Innovation:

Our goal is to be a trendsetter in all of our businesses. At Ramky, change has always been
driven by continuous innovation in our businesses, products and processes.We are
committed to ideas and innovative growth through our personal passion, reinforced by a
professional mindset and by imbibing the Values we represent.

Safety, Health & Environment:

We care for the environment, health, and safety of every employee, the community we
serve in and the society at large. We will create a safe working environment by strict
adherence to our stringent Health, Safety and Environment Policies and also be compliant
to all the relevant laws of the land. We will demonstrate the highest standards of
excellence in health, safety, and environmental protection for our employees, customers
and communities in which we operate.

Social Commitment:

We will be committed to our Corporate Social Responsibilites. We will help enrich the
quality of life of the communities we serve and support programs and partnerships that
address community specific needs. We will make a positive impact to the planet by

57
striving to become committed corporate citizens and be sensitive to the communities,
countries and environments that we serve.

The Ramky group is a dynamic, large scale organization that is playing a pioneering role
in developing the infrastructure sectors in India. Set up in 1994, the group today has a
nation-wide presence and a turnover in excess of Rs. 4,500 Crores across three divisions.
Major operations of the group are conducted through the following companies :

Ramky Infrastructure Ltd. (RIL) - An infrastructure development and execution

company that develops and manages projects, in addition to undertaking contract
execution of government projects across the country. RIL is poised for exponential
growth on the basis of orders currently on hand. Among projects directly developed by
them are several BOT/BOOT projects, industrial parks and other unique assignments in
the sector. As a contractor, they are responsible for several prestigious projects including
roads, irrigation systems, canals, waste water and buildings. RIL has been approached by
several international companies for a strategic partnership and is expected to move in this
direction in the future, to utilize its opportunities better.

Ramky Enviro Engineers Ltd. (REEL) - A waste management company that provides a
comprehensive range of services, such as solid municipal waste, bio-medical waste and
hazardous waste management services to commercial, industrial and municipal customers
including recycling, collection and disposal services. Cost-effective solutions, customized
projects and comprehensive resources combined with safety and regulatory compliances
make it one of the most efficient players in this sector. REEL is a pioneer and leader in
this concept and has international collaborations to strengthen its technology base. Their
operations cover several states across the country and outside India.

Ramky Estates and Farms Ltd. ( REFL) - A real estate company with the
implementation of various residential and commercial projects. The company has
developed several residential properties in Bangalore and is currently executing projects
for high-end apartments and independent villas across major metros such as Bangalore,
Hyderabad, Chennai and Vishakapatnam.

Smilax Laboratories Ltd. - A research driven, vertically integrated pharmaceutical

manufacturing company that manufactures Active Pharmaceutical Ingredients (APIs),
API Intermediates and NDDS/Pellets for the global generics market. Smilax has incepted
its journey in the world of Pharmaceuticals in the year 2005. Within three years, Smilax
has become a reliable supplier of its products across the globe. Smilax has the capability
of manufacturing APIs and API Intermediates in its State-of-The Art manufacturing
facilities located in Hyderabad and Vishakapatnam, Andhra Pradesh, India

Ramky Pharma City (India) Ltd. - A special purpose company of Ramky Group,
India's foremost integrated services group that focuses on infrastructure projects, waste
management and BOO/BOOT projects. Today, with our experience, we offer bulk drug &
pharmaceutical companies in India and the world, a range of seamless, integrated,
committed solutions to meet their manufacturing requirements from conception to

58
commissioning and operations, at a new vibrant Industrial Park at Visakhapatnam,
Andhra Pradesh, India.

The group has grown in a deliberate and measured manner in the last 16 years and today
has a strong, low-risk base. They have State-of-The-Art technology, a track record of
success, time-tested relationships and a strong people base – all with very low leveraging.
They follow a core, value-based philosophy that lays emphasis on long term organization
building. They have offered independence and operational freedom to high quality
professionals, who have therefore stayed with them and built satisfying careers. Given the
national emphasis on infrastructure and the immediate opportunities available to them,
Ramky is today poised to grow exponentially. We would like you to examine the
opportunity of a leadership position with the group that will enable you to both contribute
to and participate in their future.

History & Milestones

The Company was originally incorporated as Ramky Engineers Private Limited on 13

April 1994 to undertake construction projects. In 1998, the Company diversified into
construction and began to undertake civil and environmental EPC projects. The early
construction projects were primarily concentrated in the water and waste water sector.
Subsequently, the Company expanded into roads, buildings, irrigation and industrial
construction. The Company then decided to leverage opportunities in infrastructure
construction and on 23 June 2003, Ramky Engineers Private Limited was renamed as
Ramky Infrastructure Private Limited. On 24 June 2003 Ramky Infrastructure Private
Limited was converted into a public limited and became Ramky Infrastructure Limited.

Calander
Milestone / Achievement
Year
Apr 1994  Incorporation of our Company
1995 Expanded operations to include water and waste water segment
projects.
1997  Expanded operations to include government works in addition to
private contracting.
1998  Expanded operations to include segments like buildings, irrigation, roads
and industrial structures.
2002  Expanded area of operations with projects in the states of Tamil Nadu,
Karnataka, Kerala, Maharashtra, Gujarat, Rajasthan, Punjab, Delhi, Uttar
Pradesh, West Bengal and Orissa.
2003  Name of our Company changed from ‘Ramky Engineers Private Limited’

59
 to ‘Ramky Infrastructure Limited’.
 Entered into a PPP for infrastructure projects through Deheradun’s Inter-
State Bus Terminal, a private sector bus terminal on a BOT basis.

 Amendment of Clause III of the MOA to enlarge the objects clause of our
Company to include development of infrastructure facilities and waste
management as the main objects.
2004  Signed concession agreement with Andhra Pradesh Industrial
Infrastructure Limited for development of first Pharma City in India at
Visakhapatnam, Andhra Pradesh on BOT basis under Public-Private
Partnership scheme.

 Incorporated Ramky Pharma City (India) Limited - a Special Purpose

Vehicle to carry out the development of Pharma City
2005  Received the ‘Best Contractor’ award from the Government of Rajasthan.
 Mr. Alla Ayodhya Rami Reddy, received the ‘Engineer of the Year Award –
2005’ from the Government of Andhra Pradesh and the Institution of
Engineers (India).
 Received the Indian Concrete Institute’s ‘2005 Outstanding Concrete
Structure Award’ for Gandhi Medical College and Hospital Complex in
Hyderabad.

 Commenced construction of one of the Asia’s largest sewage treatment

plants (172 MLD) with uplift an aerobic sludge blanket process, at Nagole
Hyderabad.
2006  Entered into a share subscription and shareholders’ agreement with
SAPE and Tara India Fund III for purchase of equity shares and
securities of our Company.
 Expanded operations to include power transmission projects.

 Completed the construction of the Paryatak Bhavan Complex in

Hyderabad, a venture with the Andhra Pradesh Tourism Development
Corporation.
2007  Launched Ramky Elsamex Hyderabad Ring Road Limited an SPV for
the development and construction of the Hyderabad Ring Road, a
150m wide road cum area development corridor with an eight lane
controlled access expressway.

 Commenced the developer business.

2008  Best Project Award for the Married Accommodation Project at
Amritsar from Central Public Works Department, GOI.

 Infrastructure Excellence Award 2008 in the Urban Infrastructure

Category from CNBC TV18 & Essar Steel,
2009  Received an award for commendable water conserver-waste water

60
 management by the Water Digest.
2010  80 MLD STP at Airoli,Navi Mumbai Project bagged the Essar Steel –
Infrastructure Excellence Awards in the category of Urban
Infrastructure given by CNBC TV18 & Essar Steel
2011  Received Water Digest Water Award under the Best water Conserver –
Waste Water Management Category for 80 MLD Airoli Project in
Mumbai.
 The Water Digest Water Award (2011) as the Distinguished Water
Company for Outstanding Contribution in the Field of Water in India.
 Greentech Safety Award ( 2011) " GOLD AWARD "for the
Outstanding Achievement in Fire & Safety Management
 Construction Week Awards, Editorial choice award " Contractor of the
Year ", "Corporate Social Responsibility Award" and Jury Special
Commendation : " Sustainable Project of the Year "
 Construction World Award Annual Study (2011) for the Third fastest
growing Construction Company
 D&B Axis Infra Awards 2011 for the best projects under the categories
of Urban Infrastructure Development and Public Private Partnership
award.

 Chairman A. Ayodhya Rami Reddy Received Infra Person of the Year

Award 2011 by EPC World

Quality & Safety

RIL is committed in the areas of Quality, Health, Safety and Environment intended for
being an important and responsible player in the nation’s development. In its strides
towards the development of construction and infrastructure sectors, RIL has brought
transformation through its management systems. The Management has made convergent
strategies in its systems and developments to bring sustainable growth in all its
operational areas, which resulted in establishing, documenting, implementing and
maintaining the Quality, Health, Environment and Safety management systems based on
a choice of recognized national / international standards.

The Quality Management System (QMS) of RIL is accredited to ISO 9001:2008

International standard and certified by M/s TUV India Pvt Ltd in all its operating
segments and business locations.

As a strategic move and also to strengthen the system further, the management has
decided to establish a Health, Safety, Environment (HSE) Management System by
implementing an Environmental Management System conforming to ISO 14001:2004
and an Occupational Health and Safety Management System conforming to OHSAS
18001:2007 standards.

61
In view of having a robust HSE Management System (HSEMS) and a dedicated
information service which enables RIL to streamline all Health, Safety and Environment
related issues, RIL has taken up corporate membership from the British Safety
Council, London and National Safety Council, New Delhi.
The implementation of Quality and HSE policy is expected to support and sustain the
Company’s excellent track record and provide further motivation for setting and
achieving goals as part of the Company’s continual improvement plans.

 QHSE Policy

 ISO 9001:2008 Certificate

 ISO 9001:2008 Certificate along with ZO/RO office addresses (Annexures I & II)

Awards

In its journey of more than 15 years, RIL has won several awards and recognitions:
 Chairman A. Ayodhya Rami Reddy Received Infra Person of the Year Award
2011 by EPC World.
 Ramky Infrastructure Ltd has been honored with the Construction Week Awards
2011 i.e. Contractor of the year, Corporate Social Responsibility Award and also
the Jury Special Commendation: “Sustainable Project of the Year " by 80 MLD
Sewage Treatment Plant at Airoli
 Ramky Infrastructure Ltd is also awarded as the third fastest growing construction
company in 2011.
 80 MLD Sewage Treatment Plant at Airoli earned the D&B Axis Infra Awards
2011 under the categories of Urban Infrastructure Development and Pharmacity
under Public Private Partnership
 Ramky Infrastructure Ltd has emerged as a winner in the Gold Category of the

62
 prestigious ‘Greentech Safety Award 2011’ for STP Belapur Project in Mumbai.
 Ramky Infrastructure Ltd has bagged the Water Digest ‘Water Awards 2010-2011’
under the Best Water Conserver - Waste Water Management Category for 80
MLD Airoli Project in Mumbai.
 Ramky Infrastructure Ltd has bagged the India’s most coveted water awards. The
Water Digest “Water Awards 2010-11” as the “Distinguished Water Company” for
outstanding contribution in the field of water in India. The award ceremony was
conducted on 27th Jan’11 at The Oberoi Hotel, New Delhi and was presided by
Shri Vincent Pala, Hon’ble State Minister of Water, Shri Salil Bhandari, President,
PHD Chamber of Commerce, Shri Armoogum Parsuramen, Director, UNESCO
and Shri A.K.Bajaj, Chairman, Central Water Commission.
 Ramky Infrastructure Ltd has bagged the Water Digest ‘Greentech Environment
Excellence Award 2010’ under the category of Best Water Conserver – Waste
Water Management for 80 MLD Airoli Project in Mumbai.
 Ramky Infrastructure Ltd. has emerged as a winner in the Silver Category of the
prestigious "Greentech Safety Award 2010" in the Service Sector for Ramky
Towers Project at Hyderabad.The award ceremony was conducted on 24 May
2010 at Cidade De Goa, presided over by Mr Digambar Kamath, the Chief
Minister of Goa. Mr Ramakant Khalap, the Law Commission Chairman, Mr
GMEK Raj, the Deputy Director General and DGFASLI, Ministry of Labour
Employment, Government of India and Safety Experts of Global Repute Ms.
Paula Harvey of the US and Mr. Lim Boon Khoon from Singapore were present.

The "Most Admired Top Honor Greentech Safety Award" is presented annually
by Greentech Foundation to recognize excellence in fire & safety management.
It is the best to have a global recognition, a strong corporate status of the
Company’s commitment to safety and the most effective method of proving the
safety achievements to stakeholders.

 Ramky Infrastructure Ltd. has bagged the Water Digest "Water Awards 2009-
2010" under Best Water Conserver - Waste Water Management Category for 80
MLD Airoli Project at Mumbai. The award ceremony was conducted on 9th
Jan'10 at The Park, New Delhi, presided over by Mr Pawan Kumar Bansal, the
Minister of Parliamentary Affairs and Water Resources.

 Ramky Infrastructure Ltd. - 80 MLD STP at AiroIi, Navi Mumbai Project has
bagged the Essar Steel - Infrastructure Excellence Awards 2009 in the category of
Urban Infrastructure.

 Ramky has received Best Project Award 2007-2008 from Government of India
under the "Housing-works completed during 2007-2008" category for Married

63
 Accommodation at Amritsar Military Station.

 Ramky Group Chairman Mr. Alla Ayodhya Rami Reddy has received the
"Engineer of the Year Award – 2005" from the Government of Andhra Pradesh
and the Institution of Engineers (India).

 The Indian Concrete Institute’s 2005 "Outstanding Concrete Structure Award" has
been conferred on Ramky Infrastructure Ltd for Gandhi Medical College and
Hospital Complex in Hyderabad.

 The 2005 Best Construction Award has been given to Ramky Infrastructure Ltd
by the Government of Rajasthan.

Ramky has received accolades and appreciations from various State Government
Institutions for its active role in the Waste Management Division.

a) Environmental Leadership Award has been given by the United States –

Asia Environmental Partnership in 2004 and the Safety Health and
Environment Performance Award by the Confederation of Indian Industry
in 2005.

Competitive Strengths

RIL believes that its principal competitive strengths are:

Experience and expertise in the construction and management of Water and Waste
Water Infrastructure projects:

RIL believes that its experience and expertise in planning, designing and constructing
Water and Waste Water Infrastructure projects is a competitive strength that
differentiates the Company from many of its competitors when bidding for such
projects. Constructing and operating these infrastructure projects has been a significant
area of focus for the Company’s business.

RIL has an in-house design and engineering team headquartered in Mumbai that
specialises in designing Water and Waste Water projects. The team is equipped with
the latest design tools, including design software, computers and technology. For
example, the Company uses a sequential batch reactor technology (commonly known

64
as C-Tech) for sewage treatment plants. It is an aerobic biological process whereby
aeration, settling and decanting happen in a single tank that eliminates the
inefficiencies of a continuous system like activated sludge process and extended
aeration. The focus of the team enables the Company to build on its past experience in
the Water and Waste Water sector and to maintain its differentiated expertise in this
area.

Between 1 April 2002 and 31st Dec 2011, the Company completed 113 Water and
Waste Water projects valued at Rs 6450.90 million and are currently executing 91
Water and Waste Water projects of an estimated value of Rs 49422.80 million. The
Company’s achievements in this area have been recognized through six awards: The
Environmental Leadership Award by the United States – Asia Environmental
Partnership in 2004, the Safety, Health and Environment Performance Award by the
Confederation of Indian Industry in 2005, the Water Digest’s Water Awards 2009-2010
in the category of Best Water Conserver – Waste Water Management, the Global
Greentech Environment Excellence Award 2010 in the silver category of Greentech
Environment Excellence Award, and the Water Awards 2010-11 as the ‘Distinguished
Water Company’ by the Water Digest .The company also bagged the Gold Category of
the prestigious ‘Greentech Safety Award 2011’. The Company believes success in this
sector has enhanced its reputation as a significant player in the Water and Waste Water
sector.

RIL provides engineering, design, procurement and construction services across its six
industry sectors - Water and Waste Water; Buildings, Irrigation, Industrial
construction, Transportation and Power Transmission and Distribution. This approach
enables the Company to keep its construction business diversified and reduces its
dependence on any one sector or type of project. In addition, the Company’s broad
range of clients within the government and private sectors ensures that it is not
dependent on a limited number of clients.

RIL is also geographically diversified in its business operations. The Company’s five
zonal offices and three regional offices enable it to service clients throughout the
country and facilitate participation in projects in all regions of India.

The total number of new orders for the Company’s construction business and the
average order size for the construction business has been consistently growing.

RIL has been consistently receiving orders for its construction business as shown in
the table below. While the average order size in the construction business increased
from Rs 31 million in Fiscal 2003 to Rs. 1150 million in Fiscal 2011(upto March’11),
the number of orders per employee has more than doubled during the same period.

Strong and diverse Order Book

The value of RIL’s Order Book as on 30th Sep 2011 is Rs 118688.30 million. In

65
addition, the Order Book is diversified across all the sectors. The Company’s
execution capabilities have also seen steady growth and by way of leveraging on its
planning and execution expertise, the Company has ensured that its orders are
completed within the estimated budget and on schedule. Furthermore, the Company
believes that a large order book will increase its operational efficiency by allowing it
the economies of scale.

Strategically positioned to realize opportunities in the infrastructure sector

Infrastructure growth in India has been propelled in the past decade through reforms
and benefits extended by the government, accompanied by a host of private
investments. Increased allocation of resources to the infrastructure sector, facilitation
of incremental lending to the infrastructure sector and increased social sector projects
benefiting infrastructure development are contemplated as part of the Eleventh Five
Year Plan. RIL believes that the increasing level of investment in infrastructure by the
Central and State Governments and private industry will be a major growth driver for
its business in the future and its demonstrated expertise and experience in the
infrastructure segment will provide the Company with a significant advantage in
pursuing such opportunities. The Company believes that it is in an advantageous
position because of its operating history, industry knowledge, experience and
familiarity with civil and infrastructure construction projects.

Qualified and experienced employees and proven management team

RIL has a qualified and trained workforce consisting of vice presidents, general
managers, managers, engineers, technical staff and non-technical staff. As on 31 Dec
2011, the Company had 2839 full time employees, of which 1358 are engineers,
including 20 members of its management team. The skill sets of the employees give
the Company the flexibility to adapt to the needs of its clients and the technical
requirements of the various projects that it undertakes. The Company is committed to
developing the expertise and know-how of its employees through regular technical
seminars and training sessions organized or sponsored by the Company.

The Company’s management team is qualified and experienced in construction and

infrastructure development, and has substantially contributed to the growth of its
operations. In particular, Mr. YR Nagaraja, the Managing Director, is a civil engineer
who has over 24 years of project management experience. The Company believes that
the strength and quality of its management has been instrumental in the
implementation of its business strategy.

Sustained investment in equipment and fixed assets

66
RIL has invested in modern construction equipment that would facilitate in meeting
the requirements of a broad spectrum of construction activities. Such an equipment
base also gives the Company the capability to design and execute projects of any
scale. The Company has a skilled employee resource that has the requisite expertise
and experience in the use and handling of modern construction equipment and
machinery. RIL believes that owning and managing a large portion of the equipment it
typically uses on projects gives the Company a competitive advantage and helps it
achieve higher operating margins.

:: Business Strategy

RIL’s objective is to be a world class construction and infrastructure development

company. To achieve the objective, the Company will continue to improve on and
consolidate its position by implementing the following strategies:

Focus on high value projects in the construction business to benefit from economies of
scale

In the construction business, the Company intends to focus on undertaking projects

having a high order value of Rs 1 billion and above in value. As on March 31 2011,
the Company had 53 projects in its Order Book with a value higher than Rs 10 billion.
Projects with a high order value typically have a smaller percentage of overhead cost
as a percentage of total cost and therefore provide a greater potential for profit.

Projects with a high order value are also, in the current market, subject to less
competition. The pre-qualification and financial entry barriers for pursuing such
projects result in a limited number of competitors being able to bid for such projects.
The Company believes that these high entry barriers make this an attractive sector to
participate. As its financial condition and pre-qualification capabilities have improved
in recent years, the average bidding value of the Company has steadily increased. This
demonstrates the increasing ability to bid for and undertake high value projects. RIL
aims to firmly establish itself as a player in the large order size sector by successfully
executing high order value projects so that the Company can take advantage of these
higher barriers to entry, lower levels of competition and higher profit margins.

Diversify the Company’s construction business into more complex and multi-
disciplinary projects, which tend to have a higher contract value and the potential for
better margins.

Leveraging on its existing engineering and execution capabilities in diverse areas such
as civil, structural, piping, water treatment and electrical engineering, RIL intends to

67
undertake more complex and multi-disciplinary projects such as power transmission
and distribution projects, industrial construction projects and airport terminals.
Complex and multi-disciplinary projects tend to have higher contract values compared
with complex and sector specific projects on a less scale, and also offer the potential to
realize better margins. RIL is currently constructing its first power transmission and
distribution project in Madhya Pradesh, its first major industrial construction project in
Orissa and also its first airport terminal at Chandigarh through 70:30 joint venture
collaboration with Srishti Constructions.

Enhance its design capabilities

RIL currently has design capabilities for the Water and Waste Water and Irrigation
sectors, which enable the Company to provide turnkey construction services in these
sectors. The Company intends to enhance its design capabilities in other sectors such
as the Institutional Building Construction and Transportation sectors in order to extend
turnkey services.

Reduce costs of materials through backward integration and importation

The construction industry is subject to periodic shortfalls in the supply of bulk

construction materials such as cement, steel, concrete and pipes. To address this
shortfall, the Company is pursuing two strategies. First, the Company seeks to reduce
supply costs by importing supplies from overseas suppliers at a less price. Second, the
Company has in-house capabilities to produce certain construction materials, such as
mixed concrete, aggregates and asphalt, which would enable it to control the quality of
the materials used and ensure timely delivery of materials required for the projects
undertaken.

Achieve higher operating margins by acquiring further capital equipment and other
strategic assets

The Company’s strategy is to continue to acquire core equipment that is required for
the projects. The continued acquisition of such equipment will enable the Company to
achieve higher operating margins. .

Expand RIL’s developer business by undertaking more projects in the sectors in which
the Company is already engaged

In recent years the Government has laid more emphasis on infrastructure development
through enhanced Five-Year Plan allocation and encouraging PPPs. PPPs offer
significant advantages in terms of attracting private capital in the creation of public
infrastructure as well as in improving efficiencies in the provision of services to users.
BOT/BOOT/BOO projects offer attractive opportunities to developers because such
projects provide long-term sources of revenue. Concession periods for
BOT/BOOT/BOO projects generally range from 15-99 years. To take advantage of

68
such opportunities, RIL has leveraged its experience in construction business to
establish a developer business. In Fiscal 2009, the developer business generated Rs.
817.60 million in revenue and as on 31st March 2011, the Company’s developer
business generated Rs. 6376.70 million in revenue. Thus far, the developer business
has been engaged in designing, financing and building of industrial parks, residential
and commercial properties, transportation terminals and roads. In addition, the
Company has been actively pursuing PPP projects, particularly through its various
subsidiaries. RIL believes the Company is well positioned to benefit from the
continued use of the PPP model.

Diversify RIL developer business into other sectors

A fundamental aspect of the Company’s business strategy is to engage in projects from

a range of sectors to avoid dependency on one or a few sectors. In view of
BOT/BOOT/BOO projects offering long-term sources of revenue, the Company
intends to apply this philosophy to its developer business. Therefore, the Company is
considering diversifying its developer business into other sectors such as power,
WWW, marine works, mechanized parking, and cargo& bulk handling terminals.

69
 CHAPTEER-4

DATA ANALYSIS
&
INTERPRETATION

1. Age of the employee in between?

a) 20 -25 b) 25 -30
c) 30 -40 d) 40 -50

70
 Table.1 Age group of the employees

SR.NO OPTION RESPONSE PERCENTAGE

1 20 – 25 38 38%
2 25 – 30 52 52%
3 30 – 40 8 8%
4 40 – 50 2 2%
Total 100 100%

INTERPRETATION
From the above table we found that the age group of the number of employees working in
RAMKY GROUPS i.e. from 20-25 is 38%, from 25-30 reaches to 52%, 30-40 is 8% and
40-50 is 2%.

2. Employee Income?
a) 4000-10000 b) 10000-20000

c) 20000-30000 d) 30000 & above

71
 Table.2 Income of the employees
SR.NO OPTION RESPONSE PERCENTAGE
1 4000 -10000 83 83%
2 10000 -20000 11 11%
3 20000 -30000 3 3%
4 30000 & above 3 3%
Total 100 100%

INTERPRETATION
From the above data we observed the income group of the employees working in
RAMKY GROUPS Where, 83% of the employees get the income of 4000-10000, 11% of
them get 10000-20000, 3% of them get 20000-30000 and finally 3% of them get 30000
&above.

3. Qualification of the employee?

a) 10th b) 10+2 c) Graduation

d) MBA e) Fashion designer _

Table.3 Qualification of the employee

72
 SR.NO OPTION RESPONSE PERCENTAGE
1 10th 19 19%
2 10+2 30 30%
3 Graduation 30 30%
4 M.B.A 14 14%
5 Fashion designer 7 7%
Total 100 100%

INTERPRETATION: From the above given table we found the qualification of the
employees working in RAMKY GROUPS where, 19% of them pursued S.S.C, 30% of
them have pursued intermediate, 30% of them have done their graduation, 14% of them
have pursued their M.BA and finally 7% of the employees belongs to fashion designing

4. Designations of the employees?

a) Admin b) Managers c) Fashion designer
d) Team e) Team members _
leaders

73
SR.NO OPTION RESPONSE PERCENTAGE
1 Admin 14 14%
2 Manager 7 7%
3 Fashion designer 7 7%
4 Team leaders 6 6%
5 Team members 68 68%
Total 100 100%

INTERPRETATION
The designation of the employees working in RAMKY GROUPS is found from the
above given table, i.e.14% of the employees are into Administration department,7% of
them are Managers, 7% of them are fashion designers, 6% of them are into team leaders
and 68% of them are Team members.

5. How long have you been associated with the company?

a) Before 6 months b) 6 months – 4 years c) 4 – 8 years

d) 8- 12 years e) 12 years and above _

Table.5 Service of Employees

74
 SR.NO OPTION RESPONSE PERCENTAGE
1 Before 6 months 21 21%
2 6 months- 4 years 60 60%
3 4-8 years 12 12%
4 8-12 years 3 3%
5 12 years and above 4 4%
Total 100 100%

INTERPRETATION
From the above information, the employees associated in the company so called RAMKY
GROUPS is found to be 21% for the period of before 6months, from 6months-4years it is
60%, form 4-8years it is 12%, from 8-12years it is 3% and at last for 12years and above it
is 4%.

6. Are you satisfied with the salary/perk structure prevailing in your company?
a)Extremely b) Satisfied c) Neutral
Satisfied
d) Dissatisfied e) Extremely dissatisfied _

Table.6 Salary/ Perk Structure of Employees

SR.NO OPTION RESPONSE PERCENTAGE
1 Extremely Satisfied 2 2%
2 Satisfied 68 68%
3 Neutral 19 19%

75
 4 Dissatisfied 11 11%
5 Extremely Dissatisfied 0 0%
Total 100 100%

INTERPRETATION
From the above data the salary /perk structure of the employees working in RAMKY
GROUPS is observed that 68% of the employees are satisfied with their perks, 19% of
them are neutral, 11% of them are dissatisfied, 2% of the employees are extremely
satisfied. So! The company needs to improve the employees’ salaries to reach their
satisfaction level.
7. How are your interpersonal relations with your colleagues, subordinates and managers?
a) Extremely b) Satisfied c) Neutral
Satisfied
d) Dissatisfied e) Extremely dissatisfied _

Table.7 Interpersonal Relations

SR.NO OPTION RESPONSE PERCENTAGE
1 Extremely Satisfied 16 16%
2 Satisfied 80 80%
3 Neutral 3 3%
4 Dissatisfied 0 0%
5 Extremely Dissatisfied 1 1%
Total 100 100%
INTERPRETATION

76
From the above information given about the interpersonal relations of the colleagues,
subordinates and managers working in RAMKY GROUPS is observed where 80% of the
employees are satisfied, 16% of them are extremely satisfied, 3% of the employees are
neutral and finally 1% of the employees are extremely dissatisfied

8. Do you have a clear path of Career Advancement?

a) Yes b) No

Table.8 Clear Path of Advancement

SR.NO OPTION RESPONSE PERCENTAGE
1 Yes 89 89%
2 No 11 11%
Total 100 100%

INTERPRETATION
From the above given table regarding the clear path of career advancement of the
employees working in RAMKY GROUPS, the response of the employees is found that
89% of them said ‘YES’ and 11% of them said ‘NO’.

77
 9. How do you find the working conditions (facilities/physical environment) of your company?

a) Extremely Satisfied b) Satisfied c) Neutral

d) Dissatisfied e) Extremely Dissatisfied _

Table.9 Working conditions of RAMKY GROUPS

SR.NO OPTION RESPONSE PERCENTAGE
1 Extremely Satisfied 11 11%
2 Satisfied 74 74%
3 Neutral 8 8%
4 Dissatisfied 7 7%
5 Extremely Dissatisfied 0 0%
Total 100 100%

INTERPRETATION
From the above table the working conditions of the employees working in RAMKY
GROUPS is found that 74% of the employees are satisfied, 11% of them are extremely
satisfied,8% of them are neutral and finally 7% of the employees are dissatisfied with the
working conditions.

78
10. Do you find this organization as a better place for your Career Development?
Yes b) No

Table.10 Career Development

SR.NO OPTION RESPONSE PERCENTAGE
1 Yes 81 81%
2 No 19 19%
Total 100 100%

INTERPRETATION

From the above information the response of the employees regarding career development
who are working in RAMKY GROUPS is observed where 81% of the employees
responded as ‘YES’ and 19% of them responded as ‘NO’.

11. How often your achievements are recognized and are they awarded in your
company?

79
 a) Most Frequently b) Frequently c) Sometimes

d) Rarely e) Never _

Table.11 Recognition of Awards and Achievements

SR.NO OPTION RESPONSE PERCENTAGE
1 Most Frequently 5 5%
2 Frequently 56 56%
3 Sometimes 21 21%
4 Rarely 14 14%
5 Never 4 4%
Total 100 100%

INTERPRETATION :From the above given table the recognition of awards and
achievements to the employees working in RAMKY GROUPS is observed where 56% of
awards and achievements of the employees is recognized to be ‘frequently’, 21% is
recognized for ‘sometimes’, 14% is recognized to be ‘Rarely’, 5% is recognized to ‘Most
frequently’ and finally 4% is recognized for ‘Never’. So! The company should focus more
on the employees performance and based on that the awards and recognition should be
given when required

12. How much are you Satisfied with your position in this company?
a) Highly satisfied b) Satisfied c) Neither or nor
d) Dissatisfied e) Highly _

80
 Dissatisfied

Table.12 Satisfaction of Employees with their Positions

SR.NO OPTION RESPONSE PERCENTAGE
1 Highly Satisfied 5 5%
2 Satisfied 73 73%
3 Neither or nor 19 19%
4 Dissatisfied 2 2%
5 Highly Dissatisfied 1 1%
Total 100 100%

INTERPRETATION
From the above table, the satisfaction of employees with their positions who are working
in RAMKY GROUPS is analyzed where, 73% of them are satisfied, 19% of them are
‘neither or not’, 5% of them are highly satisfied, 2% of them are dissatisfied and finally
1% is observed to be highly dissatisfied.

13. Does your organization provide you ample resources and opportunities at work to learn and grow?

Yes b) No

Table.13 Resources and Opportunities

SR.NO OPTION RESPONSE PERCENTAGE
1 Yes 93 93%

81
 2 No 7 7%
Total 100 100%

INTERPRETATION
From the above table we observed that the resources and the opportunities provided at
work place for the employees who are working in RAMKY GROUPS are analyzed
where, 93% of the employees have responded with positive reply as ’YES’ and 7% of the
employees responded as ‘NO’.

14. What would be your primary reasons for leaving the company?
a) Benefits and Salary b) Better job opportunity elsewhere
c) Conflict with co-workers/higher authority/management
d) Working conditions e) Job expectation/Challenges/Growth

82
SR.NO OPTION RESPONSE PERCENTAGE
1 Benefits and Salary 42 42%
2 Better job opportunity elsewhere 32 32%
3 Conflict with co-workers/higher 3 3%
authority
4 Working conditions 6 6%
5 Job expectation/Challenges/Growth 17 17%
Total 100 100%
Table.14 Attrition

INTERPRETATION: From the above given table the working employees of RAMKY
GROUPS, the primary reasons for leaving the company is analyzed where, 42% of the
employees reason for quitting the job was due to benefits and salary, 32% of the
employees are leaving the company due to better job opportunity elsewhere, 17% is due
to job expectation/challenge/growth, 6% was due to working conditions and finally 3% is
due to conflicts with coworkers/higher author

15. Is there a free flow of communication and good co-ordination among supervisors
and subordinates?

a) Yes b) No

Table: 15 Free flows of good co-ordination and communication

83
 SR.NO OPTION RESPONSE PERCENTAGE
1 Yes 95 95%
2 No 5 5%
Total 100 100%

INTERPRETATION
From the above data regarding the free flow of communication and coordination among
the employees who are working for RAMKY GROUPS is found that, 95% of the
employees responded as ‘YES’ and 5% of them have responded as ‘NO’.

16. How would you rate the Morale in your company?

a) Very high b) High c) Moderate

d) Low e) Very Low

Table. 16 Morale of the Company

84
 SR.NO OPTION RESPONSE PERCENTAGE
1 Very High 2 2%
2 High 74 74%
3 Moderate 23 23%
4 Low 1 1%
5 Very Low 0 0%
Total 100 100%

INTERPRETATION
From the above data the employee’s rate of morality who are working in RAMKY
GROUPS is analyzed where 74% of the employees get high morale, 23% of them get
moderate, 2% of them get very high morale and finally 1% of them get low morale.

17. Does the company involve the employees in decision making process?
a) Most Frequently b) Frequently c) Sometimes
d) Rarely e) Never

Table.17 Employees involved in Decision-making Process

SR.NO OPTION RESPONSE PERCENTAGE
1 Most Frequently 4 5%
2 Frequently 61 61%
3 Sometimes 23 23%
4 Rarely 9 9%
5 Never 3 3%
Total 100 100%

85
INTERPRETATION:
From the above data the employees involvement in decision making process is been
analyzed where 61% of the employees get into it ‘frequently’, 23% of them get
‘sometimes’, 9% of the employees get it ‘rarely’ 5% of the employees get it ‘most
frequently’ and 3% of the employees ‘Never’.
18. Are you satisfied with the company?
a) Highly satisfied b) Satisfied c) Neither or nor

d) Dissatisfied e) Highly
Dissatisfied

Table.18 Employees Overall Satisfaction with Company

SR.NO OPTION RESPONSE PERCENTAGE
1 Highly Satisfied 0 0%
2 Satisfied 93 93%
3 Neither or nor 4 4%
4 Dissatisfied 3 3%
5 Highly Dissatisfied 0 0%
Total 100 100%

86
INTERPRETATION
From the above data the satisfaction of the employees working in RAMKY GROUPS is
observed where 93% of the employees are satisfied, 4% of them are neither or nor
satisfied and 3% of them are dissatisfied

87
 CHAPTER-5
FINDINGS
SUGGESTIONS AND
CONCLUSIONS

88
 Findings of the study

1. The study reveals that most of the employees are working with the organization
for more than 12 years.
2. From the Analysis it is found that 2% employees are extremely satisfied and 68%
employees are satisfied with their salary/perk structure.
3. It is observed from the study that interpersonal relations among employees and
managers are praiseworthy.
4. From the study it is found that 89% employees are satisfied with the career path.
5. The study reveals that 74% employees are satisfied with the working conditions.
6. From the study 56% employees said that their company Frequently
7. recognizes their performances.
8. It is observed from the study that 73% employees are satisfied with their
positions/designations.
9. 93% respondents said they have been provided with ample resources and
opportunities at work.
10. From the study 95% employees feel that there is free flow of communication
channels and good coordination between superiors and subordinates.
11. From the study 75% of employees feel that they are not involved in decision-
making.

89
 SUGGESTIONS

 The company shall take steps to recognize the employee’s achievements and they
may reward immediately to improve morale to boost the productivity levels.
Otherwise, the employees will be disgusted and their morale levels will be
decreased causing dip in productivity levels of the company

 The Company shall take further steps to enrich the career development schemes.

 The company shall take certain measures to further involve the employees in
decision making.

 The company can further improve the morale rate of the employees by using the
concepts of various HR interventions.

 The organization has to provide equitable and fair remuneration to the employees
so that they can retain valuable employees.

90
 CONCLUSIONS

 The employees in the company are satisfied with perks/salary structure, working
conditions, communication channels, and personal relation

 The values of the employees in the organization are also praiseworthy. Their
motivation levels are also high

 Every employee in the organization are satisfied with the existing jobs and
dedicated to the organization. Hence, all the employees are working hard and
stayed with the organization as a result of the commitment

 Based on the existing personnel policies, incentive schemes and facilities, the
employees are more committed to the organization for achieving the organization
goals by improving the productivity levels.

91
 BIBLIOGRAPHY
Webliography:
 http://www.oppapers.com/essays/Campbell-Soup-Employee-
Engagement/381410
 http://www.scribd.com/doc/44429205/A-Project-Report-on-Employee-
Engagement
 http://www.davidzinger.com/wp-content/uploads/Top-Tens-of-
Employee-Engagement.pdf
 http://books.google.co.in/books?
id=JG91GyqLg4YC&printsec=frontcover&dq=employee+engagement
&hl=en&sa=X&ei=3ppTT7yOOMzQrQed25i3Ag&ved=0CEQQ6AE
wAg#v=onepage&q=employee%20engagement&f=false
 http://www.thesocialworkplace.com/2011/12/15/employee-
engagement-is-not-a-buzz-word-its-a-positive-attitude/ (handling
mon employee)
 http://www.slideshare.net/hrtalksblog/employee-engagement-in-
todays-business-senerio
 http://www.slideshare.net/mamata.sampath/hr-present-scenario
 http://www.bs-muc.de/aktdoku/report.pdf
 http://www.causerelatedlearning.co.uk/strategies-for-employee-
engagement/
 www.gallup.com
 Employee Engagement Overview Brochure
 Employee_Engagement_Overview_Brochure.pdf
 http://www.siescoms.edu/images/pdf/reserch/working_papers/employe
e_engagement.pdf
 http://www.hciproject.org/sites/default/files/Questionnaire%20on
%20Employee%20Engagement.pdf

Mgazines

 HRM business magazine

 HRM business magazine

Text books

 Subba rao

92
 CHAPTER-6

QUESTIONNIERS

93
 Questionnaire

NAME: DESIGNATION:
DEPARTMENT: QUALIFACTION:
1. Age of the employe in between?
a) 20-25 b) 25-30 c) 30-40
d) 40-50

2. Employee Income in between?

a) 4000-10000 b) 10000-20000 c) 20000- 3000
d) 30000 & above

3. How long have you been associated with the company?

a) Before 6 months b) 6 months – 4 years c) 4 – 8 years
d) 8- 12 years e) 12 years and above

4. Are you satisfied with the salary structure prevailing in your company?
a) Extremely Satisfied b) Satisfied c) Neutral
d) Dissatisfied e) Extremely dissatisfied

94
5. How are your interpersonal relations with your colleagues, subordinates and managers?
a) Extremely Satisfied b) Satisfied c) Neutral
d) Dissatisfied e) Extremely dissatisfied

6. Do you have a clear path of Career Advancement?

a) Yes b) No

7. How do you find the working conditions (facilities/physical environment) of your company?
a) Extremely Satisfied b) Satisfied c) Neutral
d) Dissatisfied e) Extremely Dissatisfied

8. Do you find this organization as a better place for your Career Development?
Yes b) No

9. How often your achievements are recognized and are they awarded in your company?
a) Most Frequently b) Frequently c) Sometimes
d) Rarely e) Never

10. How much are you Satisfied with your position in this company?
a) Highly satisfied b) Satisfied c) Neither or nor
d) Dissatisfied e) Highly Dissatisfied
11. Does your organization provide you ample resources and opportunities at work to learn and
grow?
a) Yes b) No

12. What would be your primary reasons for leaving the company?
a) Benefits and Salary b) Better job opportunity elsewhere
c) Conflict with co-workers/higher authority/management
d) Working conditions e) Job expectation/Challenges/Growth

13. Is there a free flow of communication and good co-ordination among supervisors and subordinates?

95
 a) Yes b) No

14. How would you rate the Morale in your company?

a) Very high b) High c) Moderate
d) Low e) Very Low

15. Does the company involve the employees in decision making process?
a) Most Frequently b) Frequently c) Sometimes
d) Rarely e) Never

16. Are you satisfied with the company?

a) Highly satisfied b) Satisfied c) Neither or nor
d) Dissatisfied e) Highly Dissatisfied

96