ISABELLA THOBURN COLLEGE

(PROFESSIONAL STUDIES)
LUCKNOW
RESURCH REPORT
(RMB – 351)
ON
“EMPLOYEE ENGAGEMENT ACTIVITES”
SUBMITTED IN PARTIAL FULFILLMENT FOR THE
AWARD OF DEGREE OF
MASTER OF BUSINESS ADMINISTRATION (MBA)
TO
DR. A. P. J. ABDUL KALAM TECHNICAL UNIVERSITY,
LUCKNOW
FOR THE SESSION
2018-2019
UNDER THE GUIDANCE OF: SUBMITTED BY:
Mrs. Vatsla Srivastava Raadhika Sharma
Assistant Professor (HR) Roll No.: 1784970013
Isabella Thoburn College (Professional Studies) MBA IIIRD Sem.
Lucknow
 DECLARATION

This is to declare that I ‘Raadhika Sharma’ (Roll No.1784970013) student of MBA have carried out

the project entitled “Employee Engagement Activities” work myself in partial fulfillment of the

Master of Business Administration program of Isabella Thoburn College (Professional Studies).

The work is original and the data mentioned in this report was obtained as well as collected by me

during genuine working days in the company. The data obtained from other sources have been duly

acknowledged. The result embodied in this project has not been submitted to any other University or

Institute for the award of any degree/diploma.

Name of Student: Raadhika Sharma

Place: Faridabad

Univ. (Roll No.): 1784970013

 ACKNOWLEDGEMENT

Any fruitful work is incomplete without a word of thanks to those involved directly or indirectly in its

completion. With my sincere gratitude I would like to thanks everyone who has supported me in my

project.

Firstly I would like to provide special thanks to Mr. Surender Ahlawat – Head of Human Resource

Department of Vivanta by Taj- Surajkund, Faridabad, NCR for providing me an opportunity to

work under such talented staff and helping me learn the true ethics of an organization.

I would like to extend my sense of acknowledgement to Mrs. Vipakshi Savarnya (HR Officer) and

Ms. Ritika Aggarwal (HR Coordinator) of Vivanta by Taj-Surajkund, Faridabad for their

immense help & guidance that they have provided me during this research report. The present work has

taken its shape largely to their wise counsels, concrete and constructive suggestion and sincere courtesy.

I would also like to thanks Mrs. Vatsla Srivastava (Assistant Professor) of Isabella Thoburn College

(Professional Studies) for her support and encouragement during this summer training. The opportunity

provided by her was an immense learning experience.

The help received from everyone without which the project would not have been complete. Their insight

as well as guidance helped me to understand the essentials of the Project. I would like to thank them for

their support.

I would also like to place on record my sense of gratitude to my parents and friends for their support and

encouragement, which has always guided me my entire endeavourer.

 PREFACE

I sincerely respect to the allotted period in which I have formed relationship with the organization as

trainee but informally it is a sacred place for me as it’s my first practical exposure to an organization to

know and get aware to an organizational real practical stressful environment.

Although I am a student of M.B.A. which is a two year full time degree course but being part of such an

organization was a boost to my career. This training is basically scheduled for third semester syllabi as a

separate topic to be asked in detail in viva-voice conducted by external. Thus study provided me a better

opportunity to survive in cut throat competition with a prosperous existence. I have tried my best to gain

out of well framed circumstances & with the help of experienced personnel who helped me out so for

become possible to them. As being a very confidential functioning many things are there which can’t be

known but on the basis of gathered information and certain hints, the project has been formed. It may

have something missing but I have tried to present all things what I have received. Although this report

has been got checked by different personnel but after that if there is some shortcomings I expect it to be

rectified. So the whole study bifurcated in different parts, certain observations & suggestions also have

been stated which if possible to be reviewed.

 EXECUTIVE SUMMARY

Employee engagement activities is a result of various attitudes possessed by an employee in a narrow

sense which are related to the job and are concerned with such specification factors such as wages,

supervision, steadiness of employment, conditions of work advancement, opportunities, recognition of

abilities, air evaluation of work social relation in job, prompt settlement of grievances, air treatment by

the employers and others similar items.

However a more comprehensive approach requires that many additional factors be included before a

complete understanding of employee engagement initiatives can be attained. Such factors such as faculty

members, age, health, temperament, desires and level of aspiration should be considered.

In short employee engagement initiatives is a general attitude, which is a result of many specific

aptitudes in those areas-namely specific job factors, individuals’ characteristics and group relationship

outside the job.

 TABLE OF CONTENT

Chapters Page Nos.

1. Introduction

(i) What is Employee Engagement?

(ii) The change process

(iii) Types of Organizations

(iv) Organization Theories

(v) Leadership in Organizations

2. Company Profile

(i) Mission, Brand Values

(ii) Values

(iii) Overview of the company

(iv) History

(v) Services provided by TAJ

(vi) Services provided within Vivanta by Taj - Surajkund

3. Role of Human Resource Department in Vivanta by Taj – Surajkund

(i) Human Resource Department

(ii) Recruitment

(iii) Internal

(iv) Selection

(v) Employee engagement

 (vi) Labour Law

(vii) Performance Appraisal

(viii) Employee Lifecycle

4. Employee Engagement Activities in Vivanta by Taj-Surajkund

(i) Employee Engagement

(ii) Studies

(iii) Employee Welfare and work environment in Vivanta

By Taj – Surajkund

(iv) Type of Employee Engagement in Vivanta by Taj

(v) Kinds of Activities to Engage Employees in Vivanta by Taj

(vi) Research Done on Employee Engagement

5. Research Methodology

6. Data Analysis & Interpretations

7. Findings

(i) Findings

(ii) Advantages and Limitations of the Study

(iii) Conclusion

(iv) Review of Literature

(v) Bibliography
 CHAPTER 1

INTRODUCTION
In the last two decades there has been significant change in the culture of many organizations, a shift in

the way employees are valued and treated and recognition of the impact employees have on business

success.

Most organizations attempt to create a culture and environment that reflect their values, mission and

goals and some actively focus on engaging their employees as a key driver of success. Nowadays,

people as well as organizations have started focusing on ‘culture change’ where employees and

employers spend 14 years within an organization driving it and another 15 years working with large

organizations to promote it. In today’s era people work with organizations to develop their leaders’

understanding and belief in the importance of inspiring, including, developing, and engaging their

employees in order to support them so as to create a culture where people want to come to work, are

enthused and inspired, feel proud of their company and take accountability and ownership for the

business as if it were their own.

Of course, the term ‘culture change’ could mean any change in organizational culture, from recruitment

strategies to working from home and from promoting employees benefit to striving towards customer

satisfaction rather than focusing on company’s profit, but what ‘culture change’ actually means in

today’s organizational environment is, ‘employee engagement’ and the reason they have been so

successful in engaging their employees is because they invested the time, energy and commitment to

create a change in their culture.

Employee engagement isn’t a quick fix and it can’t be accomplished with a staff survey, a change in

process or procedure, a motivational training course or an HR initiative, rather it requires an investment

in time, energy and commitment from every leader within the organization to drive and sustain it. Only a

change in the way an organization thinks, behaves and acts will achieve a culture of employee

engagement.

What is employee engagement?

Employee engagement is the emotional commitment employees feel towards their organization and the

actions they take to ensure the organization’s success; engaged employees demonstrate care, dedication,

enthusiasm accountability and results focus.

When employees care or preferably say when they are ‘engaged’ - they use discretionary effort. They

stay behind to get a job done because they are committed and feel accountable and want to, they pick up

the cups left behind on the table in the meeting room or the rubbish that missed the bin because they

about their workplace. They stand up for their company because they are proud to be a part of it, they
find solutions to problems and create ideas to improve as they are emotionally engaged with their

organization and they care.

How an organization treats its employees has a direct impact on its employees’ engagement.

‘In the United Kingdom 17% of employees are engaged, 57% are not engaged and 26% are

actively disengaged’ (Gallup 2011-2012).

Actively disengaged employees outnumber engaged employees by nearly 2-to-1.

 Engaged employees work with passion and feel an emotional connection to their company. They

drive innovation and move the organization forward. They are characterized as being loyal,

committed, and productive ones who deliver results.

 Not Engaged employees come to work and do what is asked of them but have little energy or

passion for their work. They feel no meaningful attachment to their job or company. They can

easily be tempted by job vacancies elsewhere.

 Actively Disengaged employees aren’t just unhappy at work; they actively show their

unhappiness. These employees demonstrate negative, uncooperative and sometimes hostile

behaviours and attitude. They undermine their teams and their business.
Gallup research reveals that eliminating active disengagement from the workforce would result in a

significant increase in productivity per employee. This increase, applied against the current average

output per U.K. worker, would amount to between £52 billion and £70 billion in productivity gains

nationwide per year.

Is ‘employee engagement’ just the latest corporate jargon?

Will ‘employee engagement’ gradually disappear alongside ‘blue sky thinking’ ‘touching base’, and

looking at a ‘helicopter view’? There is always that possibility, terminology changes, but the difference

is that employee engagement does what it says and even if the words change the philosophy is here to

stay. This isn’t a complicated science, it is a simple equation - how an employee feels about their job

and company has a direct impact on how he or she performs which has a direct impact on business

success.

Is it a survey or communication process?

Although many leaders recognize the key role employee engagement plays in driving profit and business

growth, most still fail to provide a clear vision of how to embed this in their culture. If leaders portray

employee engagement simply as a survey or another HR initiative little will change.

There are searches all over online for ‘Employee Engagement’ and many will find survey solutions,

analysis experts and communication gurus who promise help to engage the employees. Conducting a

survey will tick a box to demonstrate that the organization has an interest in establishing how their
employees feel and it may flag potential problems but rarely will it identify solutions and never will it

deliver them.

People can see countless organizations that conduct surveys but not deliver change and sadly this only

serves to further disengaged people.

Is it the same as employee happiness or satisfaction?

Work parties, team activities, company outings and events can be great fun and good for morale; they

serve a purpose, but happiness alone does not engage people. Job satisfaction whilst important is not

enough. Satisfaction equates to happily coming in and doing the job but potentially nothing more.

And most important question...

Is it an HR led activity or initiative?

Employee engagement is the accountability of the leadership team, led by the leaders in the team. It is

not an activity or an initiative, it is a change in culture – a change in how leaders lead, what they do and

the decisions they make. It is not the accountability of the HR department nor is it an initiative or a

project that a focus group or a specialist team can deliver. Unless employee engagement becomes a

fundamental part of an organization’s philosophy and ingrained within the attitude and behaviour of the

leaders, then it will become ‘just another initiative’ with little effect.
So what will it take to engage the employees, where does it start?

It starts with an understanding and belief that engaging the employees is vital to the success of an

organization. It then takes just one committed as well as inspired leader to start to drive forward the

change, then, everything is possible and everyone can support each other wherever they need it the most.

Usually companies follow a process which has been incredibly successful. It is not a quick fix, a one-off

training program or a series of motivational communication events; it is a process of continuous change

and improvement. It deals with hearts and minds, motivating people to want to change and behave

differently and implementing new ways of working to embed the change.

An effective change program delivers not just a mindset shift; it also delivers a plan and process for

behavioral change to enable sustainable results.

THE CHANGE PROCESS

Stage 1- Research & evaluation

What is currently working well and what isn’t? What are the people saying within the company? One

probably doesn’t need to do another survey unless employers think that they need to ask different

questions. One should look at the data from the annual survey and examine what it is telling about. If

that doesn’t give the information to understand what needs to change then use other key drivers of

engagement to establish how they are doing. Researchers suggest that there should be use of less

questionnaires and focus should be more on groups and interviews.

Stage 2 - Engage leaders, coach and develop

There is no point trying to engage the people if their leaders aren’t engaged. Engage them with their

leaders, show the findings, don’t blame, don’t justify, just ask them to be honest.

One should establish the gaps in understanding, belief or skill within the leadership team and agree

solutions to address those. One need all of their leaders to want to engage in their employees with the

understanding and skills to do so. The majority of the drivers for engagement are around ‘how’ one

leads. Expert leadership, coaching and skills development programs can help an organization’s leaders

to have the confidence and competence to lead in a different way.

Stage 3 - Make immediate changes

Start making changes immediately - show the people/employees that they have been listened to and that

action is going to take place, don’t just talk about it. There are many who complete research, identify

what needs to change but then stop at the most difficult part, i.e., to take the actions.
Stage 4 - Engage your teams

Let the people know that one will be doing things differently - they should have already noticed some

changes from Stage 3, so then there will be more credibility already. Let them know what they can

expect of their leaders and managers; involve them in the change process. Be honest about the results

and the changes, one as team need to do. Discuss expectations for change, not just on employers’ part

but on their part too. For example, if the people have never been given the opportunities to be

accountable before, they will be now need to understand how to do this and how they will be supported.

Stage 5 - Implement the process to embed Change

Employers should ensure that they have a process, a way of embedding new behaviour. There are

companies that create behavioral standards and suggest a system where leaders are coached on a

fortnightly basis against those behavioral standards, they then coach their members and so on to enable

and deliver change. Unless there is a system of ongoing management and measurement, new behaviors

are likely to be dropped and old ways take over once again.

Stage 6 - Review progress

Review, measure progress, and follow up. At approximately 6 months intervals re-interview should be

conducted to establish how employees are doing; what is working well and what still needs to change

and communicate again. There should be no surprises because if employers are engaging with their

employees/people and coaching on a fortnightly basis is going on, then one will already know what

progress they have made. Remember to celebrate improvements and successes along the way and keep

reviewing their work and how they are doing.

TYPES OF ORGANIZATION

There are a variety of legal types of organizations, including corporations, governments, non-

governmental organizations, international organizations, armed forces, charities, not-for-profit

corporations,  partnerships,  cooperatives,  universities, and various types of political organizations.

A hybrid organization is a body that operates in both the public sector and the private

sector simultaneously, fulfilling public duties and developing commercial market activities. A voluntary

association is an organization consisting of volunteers. Such organizations may be able to operate

without legal formalities, depending on jurisdiction, including informal clubs. Organizations may also

operate in secret and/or illegally in the case of secret societies, criminal organizations and resistance

movements.

Organizational structures:

The study of organizations includes a focus on optimizing organizational structure. According

to management science, most human organizations fall roughly into four types:

 Committees or juries

 Ecologies

 Matrix organizations

 Pyramids or hierarchies

 Committees or Juries

These consist of a group of peers who decide as a group, perhaps by voting. The difference between

a jury and a committee is that the members of the committee are usually assigned to perform or lead

further actions after the group comes to a decision, whereas members of a jury come to a decision.
In common law countries, legal juries render decisions of guilt, liability and quantify damages; juries are

also used in athletic contests, book awards and similar activities. Sometimes a selection committee

functions like a jury. In the middle Ages, juries in continental Europe were used to determine the law

according to consensus amongst local notables.

Committees are often the most reliable way to make decisions. Condorcet's jury theorem proved that if

the average member votes better than a roll of dice, then adding more members increases the number of

majorities that can come to a correct vote (however correctness is defined). The problem is that if the

average member is subsequently worse than a roll of dice, the committee's decisions grow worse, not

better; therefore, staffing is crucial.

Parliamentary procedure, such as Robert's Rules of Order, helps prevent committees from engaging in

lengthy discussions without reaching decisions.

 Ecologies

This organization has intense competition. Bad parts of the organization starve. Good ones get more

work. Everybody is paid for what they actually do, and runs a tiny business that has to show a profit, or

they are fired.

Companies who utilize this organization type reflect a rather one-sided view of what goes on in ecology.

It is also the case that a natural ecosystem has a natural border – eco-regions do not in general compete

with one another in any way, but are very autonomous.

The pharmaceutical company GlaxoSmithKline talks about functioning as this type of organization

in this external article from The Guardian. By: Bastian Batac De Leon

 Matrix Organization

This organizational type assigns each worker two bosses in two different hierarchies. One hierarchy is

"functional" and assures that each type of expert in the organization is well-trained, and measured by a

boss who is super-expert in the same field. The other direction is "executive" and tries to get projects

completed using the experts. Projects might be organized by products, regions, customer types, or some

other schema.

As an example, a company might have an individual with overall responsibility for Products X and Y,

and another individual with overall responsibility for Engineering, Quality Control etc. Therefore,

subordinates responsible for quality control of project X will have two reporting lines.

 Pyramids or Hierarchical Organization

A hierarchy exemplifies an arrangement with a leader who leads other individual members of the

organization. This arrangement is often associated with bureaucracy.

These structures are formed on the basis that there are enough people under the leader to give him

support. Just as one would imagine a real pyramid, if there are not enough stone blocks to hold up the

higher ones, gravity would irrevocably bring down the monumental structure. So one can imagine if the

leader does not have the support of his subordinates, the entire structure will collapse. Hierarchies

were satirized in The Peter Principle (1969), a book that introduced hierarchiology and the saying that

"in a hierarchy every employee tends to rise to his level of incompetence."

ORGANIZATION THEORIES

In the social sciences, organizations are the object of analysis for a number of disciplines, such

as sociology, economics, political science, psychology, management, and  organizational

communication. The broader analysis of organizations is commonly referred to as organizational

structure, organizational studies, organizational behavior, or organization analysis. A number of

different perspectives exist, some of which are compatible:

 From a functional perspective, the focus is on how entities like businesses or state authorities are

used.

 From an institutional perspective, an organization is viewed as a purposeful structure within a

social context.

 From a process-related perspective, an organization is viewed as an entity is being

(re-)organized, and the focus is on the organization as a set of tasks or actions.

Sociology can be defined as the science of the institutions of modernity; specific institutions serve a

function, akin to the individual organs of a coherent body. In the social and political sciences in general,

an "organization" may be more loosely understood as the planned, coordinated and purposeful action of

human beings working through collective action to reach a common goal or construct a tangible product.

This action is usually framed by formal membership and form (institutional rules). Sociology

distinguishes the term organization into planned formal and unplanned informal (i.e. spontaneously

formed) organizations. Sociology analyzes organizations in the first line from an institutional

perspective. In this sense, organization is a permanent arrangement of elements. These elements and

their actions are determined by rules so that a certain task can be fulfilled through a system of

coordinated division of labor.
Economic approaches to organizations also take the division of labor as a starting point. The division of

labor allows for (economies of) specialization. Increasing specialization necessitates coordination. From

an economic point of view, markets and organizations are alternative coordination mechanisms for the

execution of transactions.

An organization is defined by the elements that are part of it (who belongs to the organization and who

does not?), its communication (which elements communicate and how do they communicate?), its

autonomy (which changes are executed autonomously by the organization or its elements?), and its rules

of action compared to outside events (what causes an organization to act as a collective actor?).

By coordinated and planned cooperation of the elements, the organization is able to solve tasks that lie

beyond the abilities of the single elements. The price paid by the elements is the limitation of

the degrees of freedom of the elements. Advantages of organizations are enhancement (more of the

same), addition (combination of different features) and extension. Disadvantages can be inertness

(through co-ordination) and loss of interaction.

Among the theories that are or have been influential are:

 Actor–network theory, an approach to social theory and research, originating in the field of

science studies, which treats objects as part of social networks

 Complexity theory and organizations, the use of complexity theory in the field of strategic

management and organizational studies

 Contingency theory, a class of behavioral theory that claims that there is no best way to organize

a corporation, to lead a company, or to make decisions

 Critical management studies, a loose but extensive grouping of theoretically informed critiques

of management, business and Vivanta by Taj- Surajkund, Faridabad NCR, grounded originally

in a critical theory perspective

 Economic sociology, studies both the social effects and the social causes of various economic

phenomena

 Enterprise architecture, the conceptual model that defines the coalescence of organizational

structure and organizational behavior

 Garbage Can Model, describes a model which disconnects problems, solutions and decision

makers from each other

 Principal–agent problem, concerns the difficulties in motivating one party (the "agent"), to act in

the best interests of another (the "principal") rather than in his or her own interests

 Scientific management (mainly following Frederick W. Taylor), a theory of management that

analyzes and synthesizes work flows

 Social entrepreneurship, the process of pursuing innovative solutions to social problems

 Transaction cost theory, the idea that people begin to organize their production in firms when the

transaction cost of coordinating production through the market exchange, given imperfect

information, is greater than within the firm

 Weber's Ideal of Bureaucracy (refer to Max Weber's chapter on "Bureaucracy" in his book

(Economy and Society)

LEADERSHIP IN ORGANIZATIONS

A leader in a formal, hierarchical organization, who is appointed to a managerial position, has the right

to command and enforce obedience by virtue of the authority of his position. However, he must possess

adequate personal attributes to match his authority, because authority is only potentially available to

him. In the absence of sufficient personal competence, a manager may be confronted by an emergent

leader who can challenge his role in the organization and reduce it to that of a figurehead. However,

only authority of position has the backing of formal sanctions. It follows that whoever wields personal

influence and power can legitimize this only by gaining a formal position in the hierarchy, with

commensurate authority.

 Leadership in formal organizations:

An organization that is established as a means for achieving defined objectives has been referred to as

a formal organization. Its design specifies how goals are subdivided and reflected in subdivisions of

the organization. Divisions, departments, sections, positions, jobs, and tasks make up this

work structure. Thus, the formal organization is expected to behave impersonally in regard to

relationships with clients or with its members. According to Weber's definition, entry and subsequent

advancement is by merit or seniority. Each employee receives a salary and enjoys a degree of tenure that

safeguards him from the arbitrary influence of superiors or of powerful clients. The higher his position

in the hierarchy, the greater his presumed expertise in adjudicating problems that may arise in the course

of the work carried out at lower levels of the organization. It is this bureaucratic structure that forms the

basis for the appointment of heads or chiefs of administrative subdivisions in the organization and

endows them with the authority attached to their position.

 Leadership in informal organizations:

In contrast to the appointed head or chief of an administrative unit, a leader emerges within the context

of the informal organization that underlies the formal structure. The informal organization expresses

the personal objectives and goals of the individual membership. Their objectives and goals may or may

not coincide with those of the formal organization. The informal organization represents an extension of

the social structures that generally characterize human life – the spontaneous emergence of groups and

organizations as ends in themselves.

In prehistoric times, man was preoccupied with his personal security, maintenance, protection, and

survival. Now man spends a major portion of his waking hours working for organizations. His need to

identify with a community that provides security, protection, maintenance, and a feeling of belonging

continues unchanged from prehistoric times. This need is met by the informal organization and its

emergent, or unofficial, leaders.

Leaders emerge from within the structure of the informal organization. Their personal qualities, the

demands of the situation, or a combination of these and other factors attract followers who accept their

leadership within one or several overlay structures. Instead of the authority of position held by an

appointed head or chief, the emergent leader wields influence or power.

Influence is the ability of a person to gain cooperation from others by means of persuasion or control

over rewards.

Power is a stronger form of influence because it reflects a person's ability to enforce action through the

control of a means of punishment.

 CHAPTER 2

COMPNAY PROFILE

VIVANTA BY TAJ –

SURAJKUND, FARIDABAD,

NCR
 VIVANTA BY TAJ - SURAJKUND, FARIDABAD, NCR

MISSION

Creating Sustainable
Value for All Stakeholders

Purpose: Values:
To be a collection of *Integrity
Globally reputable * Mutual Respect &
Hotels seeking Understanding
Inspiration from the * Excellence
Nobility of Indian * Unity
Hospitality and Heritage. * Responsibility

BRAND PROMISE

We sincerely car for you

STAKEHOLDER: COLLEAGUES:
Transparent and Treat concerns with sincere care,
Honest communication urgency and respect.

GUEST:
We treat all our
Guests respectfully

OWNER: ENVIRONMENT
Strive to make you proud & COMMUNITY:
To be associated with us Environmentally responsible
Hotel operations
 VIVANTA BY TAJ - SURAJKUND, FARIDABAD, NCR

OUR VALUES

INTEGRITY
Conducting business fairly, with honesty & transparency

MUTUAL RESPECT & UNDERSTANDING

Caring, compassion & humanity for our colleagues & guests around the world

EXCELLENCE
Constantly striving to achieve the highest standards in our day-to-day work

UNITY
Working cohesively with our colleagues, guests & partners, building strong relationships

RESPONSIBILITY
Responsible and sensitive to the countries, communities & environment in which we work

“In a free enterprise, the community is not just another stakeholder in

business but is in fact the very purpose of its existence”

- Jamsetji Tata
(1839-1904)

All the above information was for the better understanding of the company on which the study is done.
TYPE HOSPITALITY INDUSTRY

AVAILABILITY INTERNATIONALLY

OWNER TATA GROUPS

KEY PEOPLE CHAIRMAN OF TATA:

N. CHANDRASEKARAN

MANAGING DIRECTOR OF TAJ:

RAKESH SARNA

FOUNDED BY JEHANGIR RATANJI DADABHOY (JRD Tata)

ON 16 DECEMBER, 1903

WEBSITE www.tajhotels.com
OVERVIEW OF THE COMPANY

Indian Hotels Company Limited (IHCL), is an Indian hospitality company that manages a portfolio of

hotels, resorts, jungle safaris, palaces, spas and in-flight catering services.

IHCL commonly branded as Taj Hotels Palaces Resorts Safaris, is a chain of hotels and resorts

headquartered at Express Towers, Nariman Point in Mumbai,  which was incorporated by the founder of

the Tata Group, Jamsetji Tata, in the year 1899. This company is a part of the Tata group, one of India's

largest business conglomerates.

In 2004, IHCL launched its midscale hospitality brand, Ginger Hotels, followed by the Gateway Hotels

and Resorts (upscale) in 2007 and Vivanta Hotels (upper upscale) in 2010.

As of 2017, Taj Group operates a total of 99 hotels, out of which it has 83 hotels across India and 16

hotels in the UK, USA, Zambia, South Africa, Maldives, Malaysia, Bhutan, Nepal, Sri Lanka and the

U.A.E.,  and employed over 13000 people in the year 2010.

HISTORY OF TAJ GROUP:

Jamsetji Nusserwanji Tata, founder of the Tata Group, opened the Taj Mahal Palace, a hotel in Mumbai

(formerly called Bombay) overlooking the Arabian Sea, on 16 December 1903. It was the first Taj

property and the first Taj hotel. He decided to open the hotel after an incident involving racial

discrimination at the Watson's Hotel in Mumbai, where he was refused entry as the hotel permitted only

Europeans. Jamsetji Tata had travelled to places like London, Paris, Berlin and Düsseldorf to arrange for

materials and pieces of art, furniture and interior artifacts for his hotel.
In 1974, the group opened India's first international five star deluxe beach resorts, the Fort Aguada

Beach Resort in Goa. In 1970s, he Taj Group also began its business in metropolitan hotels, opening the

five-star deluxe hotel, Taj Coromandel in Chennai, in 1974, Vivanta by Taj - President, a business hotel

in Mumbai, in 1977, and also opening the Taj Mahal Hotel in Delhi in 1978.

The group has been converting royal palaces in India into luxury hotels since the 1970s. The first palace

to be converted into a Taj luxury hotel was the Lake Palace in Udaipur, in 1971. Other examples include

the Rambagh Palace in Jaipur, Umaid Bhawan Palace in Jodhpur, Falaknuma Palace in Hyderabad and

Nadesar Palace in Varanasi.

In 1980, the Taj group opened its first hotel outside India, the Taj Sheba Hotel in Sana'a, in Yemen and

in the late 1980s, acquired interests in the St. James' Court Hotel.

Taj group has many upcoming hotels worldwide. It operates as one of the top brands of Hospitality

Industry, in terms of guest and employee satisfaction.

SERVICES PROVIDED BY TAJ

Taj provides 5 star facilities to the guest, making them feel at home, making their visit full of comfort

and luxury. Packages, room styles, room rates, amenities and other services vary from property to

property.

Taj Hotels are divided into four broad categories according these facilities, namely:

 Taj Hotels Resorts and Palaces

They are the Luxury properties. Most of them are Palaces or Mahals converted into Hotels. Example-

The Taj Mahal Palace Hotel- Mumbai, Taj Rambagh Palace - Jaipur, Umaid Bhawan Palace- Jodhpur.

 Vivanta By Taj

These are the business class properties. They mainly get group check-Ins, Conferences etc.

Example - Vivanta by Taj- Surajkund, NCR, Vivanta by Taj- Srinagar, Vivanta by Taj-President,

Mumbai etc.
  The Gateway Hotel

These are resort properties. Example- The Gateway Resort Damdama Lake Gurgaon, The Gateway

Hotel- Agra, The Gateway Hotel- Bangalore

 Taj Safari

They are cottages hotels made in national parks near to the wild life. Example- Taj Safaris- Banjaar

Tola, Kanha National Park, Taj Safaris- Pashan Garh, Panna National Park, Taj Safaris- Mahua Kothi,

Bandhavgarh National Park

OVERVIEW OF THE HOTEL – VIVANTA BY TAJ- SURAJKUND,

NCR

In October, 2014 Vivanta by Taj-Surajkund, NCR started to operate on the units of Godavari

Shilpkala Pvt. Ltd.

It is a five stat property situated between Delhi and Faridabad, 26 kms away from the Indira Gandhi

International Airport.

The property has a touch of Surajkund- The heritage place, a tourism attraction point. The look of the

hotel is in steps same as The Kund. The hotel has 287 rooms of different types, sold at different rates. It

has a Grande Spa of JIVA called The JIVA Spa, which has won the best Spa in Asia award. It offers
different types of Indian massage therapies. The ambiance of Spa ads on, making it the best spot of the

hotel. It has therapy rooms, beauty section, salon, steam and sauna, gym and pool area and Yoga facility.

It has two main restaurants one being The All Day Dining Restaurant called “The Oasis”, second is

“Paranda”. Addition to these it has an Art Lounge, TADO-Pastry Shop, In Room Dining and Banquets.

It revenue is generated by selling rooms and organizing banquet events.

SERVICES PROVIDED WITHIN VIVANTA BY TAJ- SURAJKUND

 SPA:

Taj’s indigenous Spa Brand is JIVA which is only Indian Spa Brand that is based on Ancient Indian

Wellness philosophy. There are some JIVA Pillars- Signature Therapies, Indian Therapies, Ayurveda,

Yoga and Meditation. In all the JIVA spas all- natural and Organic Brands are used. The oils used for

therapies, linens, potteries and Yoga Mat are all hand-made, produced in Australia only for Taj Group of

Hotels.

JIVA GRANDE SPA-VIVANTA BY TAJ SURAJKUND:

Jiva Grande Spa Surajkund spreads across 18500 sq. ft and it spans across two floors which consists of

the following areas: Ten rooms which include Ayurveda suite, a couple massage suite (Sangam),

Vaidya Room & the other 7 single suite which named after elements of universe i.e Vayu, Aakash ,

Prithvi & Prayag. It has exclusive Beauty suite which includes 2 Manicure stations, 3 Pedicure station

and a Jiva Facial room. It provides Fitness centre & Yoga studio.
It gives the facility of a large outdoor Swimming pool. As per the ambience is concerned there is

signature spaces includes the stunning Baoli entrance inspired by Surajkund Baoli in design and

dedicated steam & sauna facilities with ice fountains.

 F&B SERVICE:

The food and beverage service is part of the service-oriented hospitality sector. This part of hospitality

sector deals with the guest service and taste preferences with respect to food. They are responsible to

delight the guest with their perfect service and knowledge of food and beverages.

 RESTAURANT OUTLESTS AT VIVANTA BY TAJ- SURAJKUND:

Oasis: The all day dining restaurant that serves multi-cuisine. It has 130 covers which serves between

7:00 am and takes last order at 11:45 pm. It serves buffet as well as A-la-carte.

Paranda: The hotel has a specialty restaurant. Which deals in North Indian Cuisine, its décor-the

ambiance has Punjab as its theme, with a truck, bangles, parandas, bioscope etc. It has 91 seat covers; it

takes its lunch order from 12:30 pm to 03:00pm and dinner order from 07:00pm to last order at

10:45pm.
In-Room Dinning: As the name describes, this outlet enables the guest to order food & beverages from

the room and have it there itself.

Banquets: It comprises of banquet halls and meeting rooms. It also conducts ODCs (Out – Door

Catering). It deals in different business events, marriages etc.

TADO: The Artisan and Deli Oven, a premier bakery house that specialises in creating authentic

patisserie items. It’s the first eco-friendly takeaway shop in the city, concentrating on takeaway, as well

as dine-in options. It works between 11 am to 8:00 pm

Art Lounge: It also known by the waiting lounge, the guests who are made to wait while their room

getting ready or for any official meeting. They are offered with soft beverages and snacks.

Easy: This is a special in-door bar-cum-lounge area in the hotel. It was designed purposely keeping in

mind the trends of today’s outgoing generation.

 F&B PRODUCTION:

The different dining outlets are provided with food supply prepared by finest and well trained chefs.

The Oasis, IRD and Art Lounge are supplied through the main Kitchen where as Banquet Kitchen

prepares delicious food for the banquet events. Paranda has its own open kitchen. TADO is supplied

through the bakery. Cascade kitchen serves the Cascade Restaurant which also known as Staff Dining

Area. Butchery and Garde Manger is also available.

 FRONT OFFICE:

It is the face of the Hotel or the first interaction point for any guest. It starts from the entry gate where

the guests are provided with cold towels (only in summers) and welcome drinks. There baggage is taken

and well taken care of, which is then, escorted by the concierge bell boys in the respective guests rooms.
While then guests do the check-in formalities in which they are offered various packages and

membership offered.

They are also made aware about various touch points for them like different activities available –

mountain climbing, paintball, archery, shooting, magic show, pottery making etc. Then they are well

escorted to their rooms making them aware about the emergency contact number and nearby exit gates.

They are also responsible for all the guest queries and their well being.

 SALES & MARKETING:

Sales & Marketing plays a vital role in the whole process by bringing in the business by attracting the

guest for a lavish and luxurious stay which can be for business purpose or leisure. It is basically done

through various promotions and packages offered. The team is broadly classified under three categories-

Firstly the banquet team, that deals in selling of the banquets for various events, being responsible for

satisfied guest in terms of fooding and decoration; secondly the Rooms team, which Is responsible to

help the banquet team with rooms needed by the guest to accommodate and also the FITs; thirdly the

reservation team, which allots the rates that the guests are offered with, and makes the reservation

thereafter.
 CHAPTER 3

Role of HUMAN RESOURCE

department in VIVANTA BY

TAJ – SURAJKUND,

NCR
HUMAN RESOURCE DEPARTMENT

A human resource department is a critical component of employee well being in any business, no matter

how small. Human Resources is used to describe both the people who work for a company or

organization and the department responsible for managing resources related to employees.

Human Resource Department of Vivant by Taj – Surajkund, NCR basically deals with a no. of

responsibilities including payroll, employee benefits, hiring, firing, and keeping up to date about the

overall state of the organization and their employees.

Activities performed by Human Resource Department in Vivanta by Taj –

Surajkund:

HR activities embody the directives set forth through HR practices. For example, the activity associated

with the practice of providing consistent employee training would be the actual presentation of the

information outlined by the training program. HR activity examples include engaging in taking

competitive surveys to ensure that their workers are fairly compensated and managing employee

attendance and overtime. Further HR activity examples include recruitment, hiring and firing and the

administration of health benefits.

RECRUITMENT

Recruitment refers to the overall process of attracting, selecting and appointing suitable candidates for

one or more jobs within an organization, either permanent or temporary. The term may sometimes be

defined as incorporating activities which take place ahead of attracting people, such as defining the job

requirements and person specification, as well as after the individual has joined the organization, such

as induction and on boarding. Recruitment can also refer to processes involved in choosing individuals

for unpaid positions, such as voluntary roles or training program. Depending upon the size and variation

of the company, recruitment process takes place differently at different hierarchical levels. Alternatively,

parts of the process may be undertaken by public-sector employment agencies, commercial recruitment

agencies, or specialist search consultancies.

In Vivanta by Taj, usually recruitment is undertaken in-house firstly by recruitment specialists, then by

human resource generalists and finally by the associated departmental manager. The use of internet-

based services and computer technologies to support all aspects of recruitment activity and processes has

become widespread within this organization and has revolutionized recruitment activities ranging from

recruitment agencies sourcing candidates through online job boards and social media, or human resource

professionals using assessment or job simulation programs as part of the selection process.

Here, recruitment process is a just and reliable process where every individual is given equal

opportunity, be it the person from the hotel industry or someone totally new to this industry.
INTERNAL

Internal recruitment refers to the process of a candidate being selected from the existing workforce to

take up a new job in the same organization, perhaps as a promotion, or to provide career development

opportunity, or to meet a specific or urgent organizational need. Advantages of this approach include the

organization's familiarity with the employee and their competencies (insofar as they are revealed in their

current job), and their willingness to trust their employees. It can also be quicker and can have a lower

cost to hire someone from another part of the same organization.

Within Vivanta by Taj –Surajkund, a temporary internal appointment for a period of a few months

sometimes occurs, after which the employee would normally be expected to return to their original job.

This is known as a secondment and someone on a secondment is said to be seconded to the new team.

Within Vivanta secondments usually take place between the other Hotel Groups managed by TATA.

There are also internal transfers occurring within the organization in order to facilitate the growth and

career enhancement of the employees.

Internal references as well as links also proof beneficial while working within such a brand where inter-

exchange and intra-exchange of employees in order to speed up the organizations growth and

productivity, takes place. Factors like salary, geographical conditions, family, physical facilities, etc.

also plays a key role in the internal outsourcing of employees

SELECTION

Suitability for a job is typically assessed by looking for that is required for a job. These can be

determined via: screening résumés (also known as curriculum vita or CV); job application; Biographical

Information Blanks which is an assessment that asks for a more extensive background than an

application; or a job interview. Various psychological tests can be used to assess a variety of KSAOs,

including literacy. Many recruiters and agencies use applicant tracking systems to perform the filtering

process, along with software tools for psychometric testing and performance based

assessment. Performance based assessment is a process to find out if job applicants perform the

responsibilities for which they are applying. In many countries, employers are legally mandated to

ensure their screening and selection processes meet equal opportunity and ethical standards.

In addition to the above selection assessment criteria, employers are likely to recognize the value of

candidates who encompass "soft skills" such as interpersonal or team leadership, and have the ability to

reinforce the company brand through behavior and attitude portrayal to customers and suppliers. Though

many hold attitudes that are more enlightened and informed than past years, the word “disability” carries

few positive connotations for most employers. Research has shown that employer biases tend to improve

through firsthand experience and exposure with proper supports for employee and the employer making

the hiring decisions, less influenced by the disabled applicant perceived contribution.

In Vivanta by Taj – Surajkund, money and job stability are two of the contributing factors to

productivity, which in return equates to the growth and success of the organization. Being a hotel

industry that has to work 24x7 by 365 days, hiring disabled workers produce more advantages than

disadvantages as disabled workers are more likely to stay with the company and make their a work a

career than most due to the fact that they appreciate having a job and are more stable because they work

at high levels. There is no difference in the daily production of a disadvantaged worker. Given their
situation, they are more likely to adapt to their environment surroundings and acquaint themselves with

equipment, enabling them to solve problems and overcome adversity as other employees. The Company

is granted with Disable Access Credit. Although there are eligibility requirements for these funds, it

could assist with costs of accommodations and other expenses. Additional management to supervise and

assist those who encounter problems are needed which causes employers/recruiters to hire more

qualified personnel (in case supervisor unavailable) and equate to higher wages, double shifts and

incentives. In Vivanta by Taj, selection process is an open procedure where anyone and everyone is

invited to apply for the vacancy, but only a trustworthy, honest as well as potentially hardworking

person is selected at last.

EMPLOYEE ENGAGEMENT

Employee engagement, also erroneously called Work engagement, is a widely employed, yet poorly

defined concept, developed principally from the consulting community. As a result, each consulting firm

asserts different definitions of the concept, component elements (commitment, employee engagement

initiatives, pride, job commitment, discretionary effort. etc), and resulting business outcomes. While

there are many studies conducted by a handful of very credible consulting firms that successfully find

links between employee engagement and desirable business outcomes such as retention of talent,

individual performance, team performance, business unit productivity, and even enterprise-level

financial performance, but still NO body of research has yet successfully met the standards of causality

in order to demonstrate that employee engagement itself was the primary cause for these outcomes.
LABOUR LAW

The law relating to labour in India deals mainly with the regulation of the contract of employment under

which the servant, or the employee, undertakes to work for his master, or the employer, for hire or

reward. Under the concepts of law, which, under British rule, were imported into India from the

common law of England, this relationship was treated mainly as a contractual relationship. The Indian

Contract Act, 1872 is based mainly on the law of contract as interpreted by courts of law in England. In

interpreting the provisions of this Act, the courts in India borrowed heavily from the case law of English

courts. Vivanta by Taj being a highly recognized body within India as well as internationally,

thoroughly focuses and bides all the laws framed by the government of India so that no employee faces

any difficulty within the organization.

The central doctrine, which runs through the law of contract, is that the parties are free to make their

own contracts. The relationship between the employers of Vivanta by Taj - Surajkund and the

employees is a voluntary relationship into which the parties may enter on terms laid down by themselves

within the limitations imposed only by the general law of contract. The law of contract, however,

assumes that there is equal freedom in the parties to enter into a contract, but shuts its eyes to the

inequality inherent in the employment relationship. It ignores the superior economic strength and the

bargaining power of the employer vis-avis the person who has to make a living getting employment, or

perhaps starves. Nowadays workers have sought to redress the balance in this sphere through their

organizational strength, by forming themselves into trade union and adopting the device of collective

bargaining. They have also sought legislative protection and privileges by exercise of their political

power, and thus persuaded the state to intervene effectively on their behalf by providing for matters like

safety, health and welfare, regulation of hours of work, leave and holidays and social security. And,
depending upon their organizational strength, have also sought regulatory legislation for protection and

enhancement of their material well-being and security of their employment.

A grievance is any dissatisfaction or feeling of injustice having connection with one’s employment situ-

ation which is brought to the attention of management. Speaking broadly, a grievance is any dissatisfac-

tion that adversely affects organizational relations and productivity. To understand what a grievance is,

it is necessary to distinguish between dissatisfaction, complaint, and grievance.

1. Dissatisfaction is anything that disturbs an employee, whether or not the unrest is expressed in words.

2. Complaint is a spoken or written dissatisfaction brought to the attention of the supervisor or the shop

steward.

3. Grievance is a complaint that has been formally presented to a management representative or to a

union official

According to Michael Jucious, ‘grievance is any discontent or dissatisfaction whether expressed or not,

whether valid or not, arising out of anything connected with the company which an employee thinks,

believes or even feels to be unfair, unjust or inequitable’.

In short, grievance is a state of dissatisfaction, expressed or unexpressed, written or unwritten, justified

or unjustified, having connection with employment situation.

Keeping in mind the above differences, the HR Department of Vivanta By Taj – Surajkund seeks

continuous help and initiatives for their employees and manages all the mishaps cautiously and with

utmost sensitivity.

PERFORMANCE APPAISAL
Performance Appraisal is an essential and inescapable managerial activity for enhancing organizational

performance. It is essential for all administrative and training and developmental decisions and

motivating employees. However, despite many developments and innovations, uneasiness about

appraisals continues to persist. The validity, objectivity and usefulness of appraisal are often questioned.

A performance appraisal (PA), also referred to as a performance review, performance evaluation, career

development discussion, or employee appraisal is a method by which the job performance of an

employee is documented and evaluated. Performance appraisals are a part of career development and

consist of regular reviews of employee performance within organizations.

In Vivanta by Taj – Surajkund, performance appraisal is a systematic general and periodic process

that assesses an individual employee's job performance and productivity in relation to certain pre-

established criteria and organizational objectives. Other aspects of individual employees are considered

as well, such as organizational citizenship behavior, accomplishments, potential for future improvement,

strengths and weaknesses, etc.

For Vivanta by Taj - Surajkund, central reason for the utilization of performance appraisals (PAs) is

performance improvement - initially at the level of the individual employee, and ultimately at the level

of the organization. Other fundamental reasons include a basis for employment decisions promotions,

terminations and transfers; to aid with communication to channelize the personal interest with the

organizational interest.

EMPLOYEE LIFECYCLE
The employee lifecycle includes every step an employee goes through, from the time they enter an

organization until they leave. The goal of many companies and human resource departments is to

streamline their processes, with the objective of positively affecting the company’s bottom line while

maintaining engaged and productive employees.

In terminology of Vivanta by Taj- Surajkund, employees are expensive, but also invaluable. They are

the backbone for their organization; they create revenue, execute services, maintain a brand, plus so

much more. They are the lifeline of a business. Employees are one of the largest company expenses, and

in modern society, the focus has shifted from treating employees like workers to understanding that they

are human beings, and working to engage and embrace them.

According to Josh Bersin, building talent management strategies has been a major concern for

organizations over the last decade, and has spawned a $10+ billion software industry that works to

educate CEOs and leaders about the importance of talent. Integration and technology have quickly

become a major part of strategic planning, and organizations focus on more than simple on boarding and

development initiatives.

Much of this was brought about due to talent scarcity, and organizations now understand the value of

investing in hiring the right people at the right time, and maintaining an engaged and happy workforce.

Anyone who work in the field of HR and talent management, would likely to encounter a slew of

different terms and definitions on a daily basis. It can be confusing. What’s the difference between on

boarding and orientation? Is there a difference between job fit and job match?

Vivanta by Taj – Surajkund, clearly defines such terms and highlights such definitions in a crisp

manner. The employers of Vivanta by Taj work with hiring managers, employees, executives, and
consultants in an array of industries and organizations. The HR department thoroughly seeks to design

the glossary of every individual employee working with them, in their minds.

VIVANTA BY TAJ – Surajkund, upholds files and documentaries of every individual working with

them which is solely maintained and managed by the HR department. From one aspirant entering their

organization, his works, ethics, progress, feedbacks till the same person leaving this organization, every

bit of single detailed history is maintained within the organization for future references.
 CHAPTER 4

EMPLOYEE ENGAGEMENT

activities in Vivanta by

taj - Surajkund
Employee engagement, also erroneously called Work engagement, is a widely employed, yet poorly

defined concept, developed principally from the consulting community. As a result, each consulting firm

asserts different definitions of the concept, component elements (commitment, employee engagement

initiatives, pride, job commitment, discretionary effort. etc), and resulting business outcomes. While

there are many studies conducted by a handful of very credible consulting firms that successfully find

links between employee engagement and desirable business outcomes such as retention of talent,

individual performance, team performance, business unit productivity, and even enterprise-level

financial performance, no body of research has yet successfully met the standards of causality in order to

demonstrate that employee engagement itself was the primary cause for these outcomes.

“An engaged employee is defined as one who is fully absorbed by and enthusiastic about their

work and so takes positive action to further the organization’s reputation and interest.”
STUDIES

Engaged employees care about the future of the company and are willing to invest the discretionary

effort. Engaged employees feel a strong emotional bond to the organization that employs them.

(Robinson)

 Emotional attachment

Only 29% of employees are actively engaged in their jobs. These employees work with passion and feel

a profound connection to their company. People that are actively engaged help move the organization

forward. 84% of highly engaged employees believe they can positively impact quality of their

organization's products, compared with only 31% of the disengaged.] 72% of highly engaged employees

believe they can positively affect customer service, versus 27% of the disengaged. 68% of highly

engaged employees believe they can positively impact costs in their job or unit, compared with just 19%

of the disengaged. Engaged employees feel a strong emotional bond to the organization that employs

them. This is associated with people demonstrating a willingness to recommend the organization to

others and commit time and effort to help the organization succeed. It suggests that people are motivated
by intrinsic factors (e.g. personal growth, working to a common purpose, being part of a larger process)

rather than simply focusing on extrinsic factors (e.g., pay/reward).

 Involvement

Eileen Appelbaum and her colleagues (2000) studied 15 steel mills, 17 apparel manufacturers, and 10

electronic instrument and imaging equipment producers. Their purpose was to compare traditional

production systems with flexible high-performance production systems involving teams, training, and

incentive pay systems. In all three industries, the plants utilizing high-involvement practices showed

superior performance. In addition, workers in the high-involvement plants showed more positive

attitudes, including trust, organizational commitment and intrinsic enjoyment of the work. The concept

has gained popularity as various studies have demonstrated links with productivity. It is often linked to

the notion of employee voice and empowerment.

 Commitment

It has been routinely found that employee engagement scores account for as much as half of the variance

in customer satisfaction scores. This translates into millions of dollars for companies if they can improve

their scores. Studies have statistically demonstrated that engaged employees are more productive, more

profitable, more customer-focused, safer, and less likely to leave their employer.

Employees with the highest level of commitment perform 20% better and are 87% less likely to leave

the organization, which indicates that engagement is linked to organizational performance. For example,

at the beverage company of Molson Coors, it was found that engaged employees were five times less

likely than non-engaged employees to have a safety incident and seven times less likely to have a lost-

time safety incident. In fact, the average cost of a safety incident for an engaged employee was $63,

compared with an average of $392 for a non-engaged employee. Consequently, through strengthening

employee engagement, the company saved $1,721,760 in safety costs in 2002. In addition, savings were

found in sales performance teams through engagement. In 2005, for example, low-engagement teams

were seen falling behind engaged teams, with a difference in performance-related costs of low- versus

high-engagement teams totaling $2,104,823.3 (Lockwood).

 Consultancy industry

Two studies of employees in the Consultancy Industry examined the impact of employee perceptions

that they had the power to make decisions, sufficient knowledge and information to do the job

effectively, and rewards for high performance. Both studies included large samples of employees. In

both studies, high-involvement management practices were positively associated with employee morale,

employee retention, and firm financial performance. Watson Wyatt found that high-commitment

organizations (one with loyal and dedicated employees) out-performed those with low commitment by

47% in the 2007 study and by 200% in the 2008 study.

 Productivity

In a study of professional service firms, the Hay Group found that offices with engaged employees were

up to 43% more productive.

The most striking finding is the almost 52% gaps in operating incomes between companies with highly

engaged employees and companies whose employees have low-engagement scores. High-engagement

companies improved 19.2% while low-engagement companies declined 32.7% in operating income

during the study period. For example, New Century Financial Corporation, a U.S. specialty mortgage

banking company, found that account executives in the wholesale division who were actively

disengaged produced 28% less revenue than their colleagues who were engaged. Furthermore, those not

engaged generated 23% less revenue than their engaged counterparts. Engaged employees also

outperformed the not engaged and actively disengaged employees in other divisions. It comes as no

surprise, then, that engaged employees have been statistically linked with innovation events and better

problem solving.
 Generating engagement

Recent research has focused on developing a better understanding of how variables such as quality of

work relationships and values of the organization interact and their link to important work outcomes.

84% of highly engaged employees believe they can positively impact the quality of their organization's

products, compared with only 31 percent of the disengaged. From the perspective of the employee,

"outcomes" range from strong commitment to the isolation of oneself from the organization. The study

done by the Gallup Management Journal has shown that only 29% of employees are actively engaged in

their jobs. Those "engaged" employees work with passion and feel a strong connection to their company.

About ⅔ of the business units scoring above the median on employee engagement also scored above the

median on performance. Moreover, 54% of employees are not engaged meaning that they go through

each workday putting time but no passion into their work. Only about ⅓ of companies below the median

on employee engagement scored above the median on performance.

Access to a reliable model enables organizations to conduct validation studies to establish the

relationship of employee engagement to productivity/performance and other measures linked to

effectiveness.

It is an important principle of industrial and organizational psychology (i.e. the application of

psychological theories, research methods, and intervention strategies involving workplace issues) that

validation studies should be anchored in reliable scales (i.e. organized and related groups of items) and

not simply focus on individual elements in isolation. To understand how high levels of employee

engagement affect organizational performance/productivity it is important to have an a priori model that

demonstrates how the scales interact. There is also overlap between this concept and those relating to

well-being at work and the psychological contract.

As employee productivity is clearly connected with employee engagement, creating an environment that

encourages employee engagement is considered to be essential in the effective management of human

capital.

 Influences

* Employer engagement - A company's "commitment to improving the partnership between employees

and employer." Employers can stay engaged with their employees by actively seeking to understand and

act on behalf of the expectations and preferences of their employees.

* Employee perceptions of job importance - According to a 2008 study by Gerard Seijts and Dan

Crim, "...an employees attitude toward the job's importance and the company had the greatest impact on

loyalty and customer service then all other employee factors combined."

* Employee clarity of job expectations - "If expectations are not clear and basic materials and

equipment not provided, negative emotions such as boredom or resentment may result, and the

employee may then become focused on surviving more than thinking about how he can help the

organization success.

* Career advancement/improvement opportunities - "Plant supervisors and managers indicated that

many plant improvements were being made outside the suggestion system, where employees initiated

changes in order to reap the bonuses generated by the subsequent cost savings."

* Regular feedback and dialogue with superiors - "Feedback is the key to giving employees a sense

of where they’re going, but many organizations are remarkably bad at giving it." "'What I really wanted

to hear was 'Thanks. You did a good job.' But all my boss did was hand me a check.'"

* Quality of working relationships with peers, superiors, and subordinates - "...if employees'

relationship with their managers is fractured, then no amount of perks will persuade the employees to

perform at top levels. Employee engagement is a direct reflection of how employees feel about their

relationship with the boss."

* Perceptions of the ethos and values of the organization - "'Inspiration and values' is the most

important of the six drivers in our Engaged Performance model. Inspirational leadership is the ultimate

perk. In its absence, [it] is unlikely to engage employees."

 * Effective Internal Employee Communications - which convey a clear description of "what's going

on". "'If you accept that employees want to be involved in what they are doing then this trend is clear

(from small businesses to large global organizations). The effect of poor internal communications is

seen as its most destructive in global organizations which suffer from employee annexation - where the

head office in one country is buoyant (since they are closest to the action, know what is going on, and

are heavily engaged) but its annexes (who are furthest away from the action and know little about what

is happening) are dis-engaged. In the worst case, employee annexation can be very destructive when the

head office attributes the annex's low engagement to its poor performance... when its poor performance

is really due to its poor communications.

* Reward to engage - Look at employee benefits and acknowledge the role of incentives. "An incentive

to reward good work is a tried and test way of boosting staff morale and enhancing engagement." There

are a range of tactics you can employ to ensure your incentive scheme hits the mark with your workforce

such as: Setting realistic targets, selecting the right rewards for your incentive programme,

communicating the scheme effectively and frequently, have lots of winners and reward all achievers,

encouraging sustained effort, present awards publicly and evaluate the incentive scheme regularly.

 Potential red flags

 Inappropriate use of Benchmark Data - some of the more well established Employee

Engagement survey companies will state that the most important part of post survey follow up is related

to comparison of internal survey data to numerous external benchmarks. This seems to have rubbed off

onto internal sponsors who demand very specific benchmarks, being unaware that they are diluting the

accuracy of their analysis. Some research analysts claim that the standard comparisons by industry

sector are flawed. Is it right to compare a Bentley employee to one from Vauxhall (GM) because they
are in the same automotive sector? He concluded that more information can be obtained by looking at

the kind of organization that employees were a part of (and its employee proposition), its stage in

development, internal communication, its brand, motivation and culture.

 The following initiatives should be taken to engage employees:

 Employee satisfaction

 Integration project

 Stress management

 Focus on learning

 Local health-promoting initiatives

 UNI Global Union - UNI Finance

 Women in Progress
EMPLOYEE WELFARE & WORK ENVIORNMENT IN VIVANTA

BY TAJ - SURAJKUND

Vivanta by Taj – Surajkund is employee oriented and concerned organization. It considered its

employees as its precious assets and try to provide all the facilities and environment which he feels

better for its employees.

Vivanta by Taj has constructed its office in the reachable area which is almost in the mid of the city

which helps in easy reachable for its employees without any connivance problem and also provides cab

facility to the ones who stay far away. Not only this, Vivanta by Taj has even provided

accommodations to employees who are not local residents of Faridabad.

The office is centrally air conditioned with proper ventilation and in huge area where each employee

have proper and clean space to sit and work without any obstacle and hurdles.

A huge spacey cafeteria with a capacity of more than 60 people at a time is provide for the employees

where they can relax by having tea/coffee/ soups free of cost as and when they required and can have

lunch in the lunch time which is 12:30 p.m. to 3:30 p.m. in the minimum cost. The food, which is

provided to them, is nutritious and hygienic by their health is not affected.

Vivanta By Taj – Surajkund also take care of its employees by arranging tours, picnics, excursion

trips etc. by which the employees are relaxed by getting change from the environment in they used to

work daily.

As in the month of June the HR department went for a 2-day trip where they enjoy their lives and

relaxed from their routine work on the company expenditure.

A cine shoot was organized in the company for all the employees where they were taken to wave for a

movie on the weekend and the company gave that expenditure.

Company also organizes the small parties on the occasion like on every last Saturday of the month

birthday of the employees are celebrated and on the Christmas, Deepawali, and on the occasion of the

New Year celebration where the employee enjoy with each other and have fun.

Fun and frolic activities take place on regular basis where employees tend to enjoy themselves

regardless of the fact that it is their work environment rather their personal homes.

Being a hospitality industry, Vivanta by Taj – Surajkund leaves no occasion uncelebrated and give its

employees all the joys, facilities and happiness that a 5-Star rated Hotel should possess where not only

their customers but their employees are happy too.

TYPE OF EMPLOYEE ENGAGEMENT IN VIVANTA BY TAJ-

SURAJKUND, FARIDABAD NCR

 Commitment

Employees with the highest level of commitment perform 20% better and are 87% less likely to leave

the organization, which indicates that engagement is linked to organizational performance. Hence this

organization totally focuses upon that psychology.

 Productivity

In a study of professional service firms, the Hay Group found that offices with engaged employees were

up to 43% more productive. Job satisfaction is also linked to productivity. Vivanta by Taj – Surajkund

strives to engage maximum no of employees as far as possible.

 Hazards

 Methodological: Bad use of statistics: practitioners face a number of risks in working with

engagement data, which are typically drawn from survey evidence. These include the risk of

mistaking correlations for causation, making invalid comparisons between similar-sounding data

drawn from diverging methodologies and/or incomparable populations, misunderstanding or

misrepresented basic concepts and assumptions, and accurately establishing margins of error in data

(ensuring signal and noise are kept distinct).

 Administrative: A focus on survey administration, data gathering and analysis of results (rather

than taking action) may also damage engagement efforts. It is the organizations that survey their
 workforce without acting on the feedback appear so as to avoid negatively impact engagement

scores. The reporting and oversight requirements of engagement initiatives represent a claim on the

scarcest resources (time and money) of the Vivanta by Taj- Surajkund, Faridabad NCR, and

therefore requires management time to demonstrate value added. At the same time, actions on the

basis of engagement surveys are usually devolved to local management, where any 'value add' is

counted in local performance. Central administration of 'employee engagement' is therefore

challenging to maintain over time.

 Organization

An organization (or Vivanta by Taj- Surajkund, Faridabad NCR) is a social entity, such as

an institution or an association, that has a collective goal and is linked to an external environment. The

word is derived from the Greek word organon, itself derived from the better-known word ‘ergo’ which

means "organ". Hence, Vivanta by Taj – Surajkund fulfills every aspect of being a social entitled body

that not only satisfies its customers in the field of hotel industry but also determines a complete mental

and physical satisfaction to its employees.

 Generating engagement

While it is possible to measure engagement itself through employee surveys, this does not assist in

identifying areas for improvement within Vivanta by Taj- Surajkund, Faridabad NCR. To manage

employee engagement upwards, it is necessary to identify what drives engagement. Some points from

research into drivers of engagement are presented in the next page.

KINDS OF ACTIVITIES TO ENGAGE EMPLOYESS IN VIVANTA
BY TAJ- SURAJKUND

 Annual Picnic:

Annual Picnic conducted by the HR Department of Vivanta by Taj – Surajkund is one of the most

exciting activity which every employee awaits for every year. It usually takes place between the month

of September and October in three shifts, i.e., in 3 continuous alternative days where almost all the staff

members i.e., around 436 people visits some water park or resort to enjoy themselves. This days is

officially day-off for them where they can enjoy to the fullest with their colleagues, mangers and

superiors without any tension and hesitation.

A glimpse of annual picnic is given below:

This activity actually refreshes employees from their hectic busy schedule and enables energy in them so

as to return back to their work with utmost dedication.

 Movie Show:
One of the most famous activity initiated by the HR department of Vivanta by Taj – Surajkund is the

Movies Show, which tends to happen once in every month. Here, a date is allotted to employess, usually

the date on which there is minimum occupency in the hotel, so that employees could get free time to

watch. The show is generally organized within the hotel in one of the banquets hall, along with some

snacks like cold drinks, popcorns and chips.

This activity is organized in order to keep the employees happy as well as entertained. Like I said,

Vivanta not only focuses upon its cutomers but also on its employess.

The employees enjoying movie during

Movie Show

 Outdoor Activities:
This exuberant as well as actively

engaging activity tends to happen once in

year in order to check and sustain the

fitness of employees and also to keep

them highly active at work. In

the lawns of Vivanta by Taj – Surajkund, there are facilities to play games like cricket, volley ball,

badminton, tire rope, and many other outdoor activities to keep the employees engrossed as well as

physically fit during work.

 Friday Fun:

Vivanta by Taj – Surajkund, leaves no Friday a normal boring one rather the HR Department

organizes special lunch for every employee working within the organization, various indoor games like

antakshari, pick the best, etc. takes place within the Cascade or the dining section of the employees and

even the winners of the games are allotted with some chocolates or sweets to enhance and boost their

morale.
  Birthday Bash:

The HR Department never misses out any employees birthday in Vivanta by Taj – Surajkund. There is

cake cutting ceremony at the last day of the month where all the employees who had their birthday in the

on-going month come forward and cut the cake. It is an overall celebration where employees get chance

to celebrate their birthday with their colleagues and managers. The HR department is allotted the

responsibility to call all the employees who had their birthday in this month without missing anyone and

then the celebration starts. One of the picture of birthday blast is listed below:
Employees enjoying themselves while cutting cake!
  Taj Swagat:

One of the most innovative yet traditional ways of welcoming the new employees can be seen in

Vivanta by Taj – Surajkund, where all the senior executives and officials tend to welcome the newly

appointed batch on every 1st and 15th date of the month. One of the existing employee is present at the

entrance who welcomes the newly joined by putting ‘tika’ on forehead along with a welcome drink.

 The V-

Connect

Campaign:

This campaign was

launched in the month of

July, 2018 within the whole of Taj Groups which basically seeks to enhance employee experience

through understanding their employee everyday moments of truth.

In Vivanta by Taj, Surajkund, V-Connect campaign proved highly beneficial for the employees as

they could send their feedback, suggestions as well as complaints directly from their mobile phone

without letting anyone know about it. V-Connect campaign enables employees to access an Android app

namely “Engage” which requires employees to sign in with their organization’s unique I.D. and then

they are free to put up their voices anonymously which will directly reach to the highest management of

the organization without anybody’s interruption.

‘Engage’ app is a continuous and anonymous organizational feedback platform that allows the

organization to Listen, Understand and Act on employee feedback. It provides real-time quick sort of

questionnaire everyday to each employee of the organization which every employee has to fill during

their working hours thereby making them more involved as well as engaged in their work. Thus,

‘Engage’ app highlighting the V-Connect campaign of Vivanta by Taj – Surajkund, enables the

organization with real-time actionable insights to drive high performance thereby making current

employee engagement systems more appropriate and effective. In addition, it also empowers the HR

Department with action planning module in order to enhance productivity within the organization.

RESEARCH DONE ON EMPLOYEE ENGAGEMENT

Employee engagement is one of the most important concepts in employee engagement initiatives. This

is a research of the study of organization's employee behavior along with absenteeism and productivity.

Many researchers and industrial psychologists are interested in finding the factors that increase

employee's engagement activities with Employee engagement initiatives because it is related to the job

behavior like performance and accident.

This project studies the determinants of employee engagement initiatives as I have surveyed 30

employees of the Vivanta by Taj- Surajkund, Faridabad NCR. To measure employee engagement

initiatives I have used Hap pock’s employee engagement initiatives in addition to self rating. Results

from any respondents suggest that salary and stress level do not influence employee engagement

initiatives. However factors outside the job such as age and marital status seem to correlate with

employee engagement initiatives. Age is positively correlated with employee engagement initiatives.

Similarly determinants related to job such as satisfaction in profession, satisfaction in position

perception of room for personal growth, perception of use of talents and skills appear to maintain a

positive relationship with employee engagement initiatives.

“EMPLOYEE ENGAGEMENT IS MORE IMPORTANT THAN MONEY”

 Chapter 5

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
INTRODUCTION:

This chapter aims to understand the research methodology establishing a framework of evaluation and

revaluation of primary and secondary research. The techniques and concepts used during primary

research in order to arrive at findings; which are also dealt with and lead to a logical deduction towards

the analysis and results

RESEARCH DESIGN:

The research design applied here was exploratory research

Exploratory Research is one in we don’t know about the problem, we have to find about the problem

and then work on solving the problem. Whereas in case of descriptive research, we know the problem,

we just have to find the solution to the problem. Generally descriptive research design is applied after

exploratory research design.

In the initial phase, we tried to figure out all the employee engagement initiatives provided within the

organization in order to keep the employees happy and then coming to the second part of the study, it

suggests the employee satisfaction level and their point of view regarding employee engagement

initiatives.
RESEARCH TOOL:

The purpose is to first conduct a intensive secondary research to understand the full impact and

implication of the industry, to review and critique the industry norms and reports, on which certain

issues shall be selected, which remain unanswered , this shall be further taken up in the next stage of

secondary research. This stage shall help to restrict and select only the important question and issue,

which inhabit growth and segmentation in the industry.

DATA COLLECTION:

Both primary and secondary data have been collected very vigorously

Secondary data: it is collected by the study of various reports. The reports studied under secondary

data. Primary Data was taken with questionnaire

THE RESEARCH REPORT:

The report is the result of a survey which was undertaken in Faridabad city. The objectives of the

project have been fulfilled by getting response from the employee associated to these segments through

a personal interview in the form of a questionnaire. The responses available through the questionnaire

are used to evaluate the employee engagement in Vivanta by Taj- Surajkund, Faridabad, NCR and

the willingness of the employee's satisfaction.

The project also covers an analysis of the switch over of employee

THE RESEARCH PROBLEM:

The problem formulation is the first step to a successful Research process. This project is undertaken to

analyze the effectiveness of employee engagement activities within the organization - Vivanta by Taj-

Surajkund, Faridabad, NCR.

THE RESEARCH OBJECTIVE:

1. The primary objective of the study is to analyze the effectiveness of employee engagement in the

organization - Vivanta by Taj- Surajkund, Faridabad NCR.

2. To suggest ways to increase the employee engagement in a Vivanta by Taj- Surajkund, Faridabad

NCR.

3. To test the feedback of the Employees satisfaction level.

4. To study which type of feedback is provided by the service class.

THE RESEARCH DESIGN:

The research design used in the project is exploratory design. The investigation is carried upon the

employers of Vivanta by Taj – Surajkund in Faridabad city. The reason for choosing this design is to

get responses from the employees that are engaged in various employ engagement activities within this

organization.
THE DATA SOURCE:

The data has been taken from two sources

 Primary data source

The primary data source has been collected through questionnaire by personally interviewing each

respondent on a number of queries structured in a questionnaire.

 Secondary data source

Secondary data was collected from following sources

Prior research reports

Websites

Books

Newspaper

Personal consultation

THE AREA OF WORK:

The field work is conducted in the Faridabad city

 THE SAMPLE SIZE:

The sample size consists of 30 units out of which the most logical and non biased response are selected

thus the sample size is taken out to be 30 units.

The respondent has to choose the answer that best describes how they agree with the following

statements using the following key:-

● Yes [Y]

● No [N]

● Somewhat [S]

● Cannot Determine [CD]

 Chapter 6

DATA ANALYSIS AND

INTERPRETATION
DATA ANALYSIS AND INTERPRETATION:

Q.1 Are you satisfied about employee engagement activities?

Yes 50

No 20

Somewhat 25

Cannot Determine 5

5%

25%

50% Yes
No
Some what
Can not determined

20%

Interpretation:

50% respondent said that they are satisfied about employee engagement activities, 20% said No, 25%

said somewhat, and 5% said they cannot determine.

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

Yes 30

No 40

Somewhat 10

Cannot Determine 20

20%
30%

10% Strongly agreed

Strongly not agreed
Some what
Can not determined

40%

Interpretation:

30% respondent said Yes that they are equipped with the material and equipment they need to do

their work right, 40% said No, 10% said Somewhat, and 0% said they cannot determine.
Q.3 In past previous performance, have you received recognition reward, achievement or praise

for doing work?

Yes 60

No 20

Somewhat 15

Cannot Determine 5

5%
15%

Yes
No
Some what
Can not determined
20% 60%

Interpretation:

60% respondent said that Yes, in their past previous performance they have received recognition

reward , achievement or praise for doing work, 20% said No, 15% said somewhat, and 5% said they

cannot determine.

Q.4 At the work premises do your opinion seems to be counted or taken into consideration during

decision making process?

 Yes 50

No 20

Somewhat 25

Cannot Determine 5

5%

25%

50% Yes
No
Some what
Can not determined

20%

Interpretation:

50% respondent said that Yes, their opinion seems to be counted or taken into consideration during

decision making process, 20% said No, 25% said somewhat, and 5% said they cannot determine.

Q.5 Does the mission or purpose of your company makes you feel your job is important?

Yes 60

No 20

Somewhat 15
 Cannot Determine 5

5%
15%

Yes
No
Some what
Can not determined
20% 60%

Interpretation:

60% respondent said that Yes, the mission or purpose of the company makes them feel that their job is

important, 20% said No, 15% said somewhat, and 5% said they cannot determined.
Q.6 Have you ever got the learning opportunities at work place for your growth and development?

Yes 50

No 25

Somewhat 15

Cannot Determine 10

10%

15%

Yes
50%
No
Some what
Can not determined

25%

Interpretation:

50% respondent said that Yes, they have got the learning opportunities at work place for their growth

and development, 25% said No, 15% said somewhat, and 10% said they cannot determine.

Q.7 Do the benefit offered here are fair and reasonable?

 Yes 60

No 20

Somewhat 15

Cannot Determine 5

5%
15%

Yes
No
Some what
Can not determined
20% 60%

Interpretation:

60% respondent said that Yes, the benefits offered there are fair and reasonable, 20% said No, 15% said

somewhat, and 5% said they cannot determined.

Q.8 Are your performance appraisal and job promotion in your organization, fair and objective?

Yes 60

No 20

Somewhat 15

Cannot Determine 5

5%
15%

Yes
No
Some what
Can not determined
20% 60%

Interpretation:

60% respondent said that Yes, the performance appraisal and job promotion in their organization are

fair and objective, 20% said No, 15% said somewhat, and 5% said they cannot determine.

Q.9 Are the organizational policies clearly communicated to you in your organization?
 Yes 50

No 25

Somewhat 15

Cannot Determine 10

10%

15%

Yes
50%
No
Some what
Can not determined

25%

Interpretation:

50% respondent said that Yes, the organization policies are clearly communicated to them in their

organization, 25% said No, 15% said somewhat, and 10% said they cannot determine.

Q.10 Hypothetically, if you were to quit tomorrow what would your reason be?

Job dissatisfaction 25

Salary dissatisfaction 30

Work environment dissatisfaction 20

 Personal reason 25

25% 25%

Job dissatisfaction
Salary dissatisfaction
Work environment
dissatisfaction
Personal reason

20%
30%

Interpretation:

25% respondent said that the reason would be Job dissatisfaction, 30% said Salary dissatisfaction, 20%

said Work environment dissatisfaction, and 25% said Personal reason.

 Q.11 Do you believe that you will be able to reach your full potential in this organization?

Yes 60

No 20

Somewhat 15

Cannot Determine 5

5%
15%

Yes
No
Some what
Can not determined
20% 60%

Interpretation:

60% respondent said that Yes, they believe that they will be able to reach their full potential there, 20%

said No, 15% said somewhat, and 5% said they cannot determine.

Q.12 Do you feel good career opportunities for you in this organization?
 Yes 60

No 20

Somewhat 15

Cannot Determine 5

5%
15%

Yes
No
Some what
Can not determined
20% 60%

Interpretation:

60% respondent said that Yes, they feel good career opportunities for them in the organization, 20% said

No, 15% said somewhat, and 5% said they cannot determine.

Q.13 Do you feel comfortable as an employee to work out of your comfortable zone during

organizational task achievement?

Yes 60

No 20

Somewhat 15
 Cannot Determine 5

5%
15%

Yes
No
Some what
Can not determined
20% 60%

Interpretation:

60% respondent said that Yes, they feel comfortable as an employee to work out of their comfortable

zone during organizational task achievement, 20% said No, 15% said somewhat, and 5% said they

cannot determine.

Q.14 What are important measures of employee engagement and how to get started and

how to set standard to measure employee engagement in your opinion?

Past performance 20

Performance appraisal 15

Actual work requirement/job operation 35

Training and development program 30

 20%
30%

Past performance
Performance appraisal
Actual work requirement/job
operation
15%
Training and development
program

35%

Interpretation:

20% respondent said that employee engagement should be measured from Past performance, 15% said

from Performance appraisal, 35% said from Actual work requirement/job operation, and 30% said

from Training and development program.

Chapter 7

FINDINGS
FINDINGS

 50% respondent said that Yes, they are satisfied about employee engagement activities, 20% said

No, 25% said somewhat, and 5% said they cannot determine that means overall Vivanta by Taj

– Surajkund, manages to engage and satisfy their employees at an average level.

 30% respondent said Yes that they are equipped with the material and equipment they need

to do their work right, 40% said No, 10% said Somewhat, and 0% said they cannot determine,

i.e., at times being such a vast hotel industry, the organization fails to fulfil the requirements of

more than 400 employees.

 60% respondent said that Yes, in their past previous performance they have received recognition

reward, achievement or praise for doing work, 20% said No, 15% said somewhat, and 5% said

they cannot determine, that means the organization is fully aware of the potential of their

employees and hence manages to uplift their performance by recognizing and awarding them.

 50% respondent said that Yes, their opinion seems to be counted or taken into consideration

during decision making process, 20% said No, 25% said somewhat, and 5% said they cannot

determine, which clearly states that not only the top level management but the middle level and

service class employees are also involved in overall decision making process and this

organization takes keen interest in knowing their opinions also.

 60% respondent said that Yes, the mission or purpose of the company makes them feel that their

job is important, 20% said No, 15% said somewhat, and 5% said they cannot determined. This

totally signifies that with such huge work force, Vivanta by Taj – Surajkund, not only strives

to achieve organizational goal but also equally focuses upon individual goals and their

perspective.
 50% respondent said that Yes, they have got the learning opportunities at work place for their

growth and development, 25% said No, 15% said somewhat, and 10% said they cannot

determine, which means that freshers are also entertained in this organization giving them equal

opportunities as that of an experienced one, only if the candidate is persistent and shows the

willingness to work with such a brand. And again, rather focusing only on the organizational

goal, Vivanta by Taj – Surajkund, individually focuses upon the interest of the employees

 60% respondent said that Yes, the benefits offered there are fair and reasonable, 20% said No,

15% said somewhat, and 5% said they cannot determined, which states that being such a huge

organization, the opportunities offered by top level management to employees are totally fair,

unbiased and just, regardless of being partial in terms of professional or personal front.

 60% respondent said that Yes, the performance appraisal and job promotion in their

organization are fair and objective, 20% said No, 15% said somewhat, and 5% said they cannot

determine. This clearly explains that after being such a big hotel industry with over more than

400 employees working simultaneously, this organization tries its best to highlight the potential

of their employees individually and provide unbiased equal opportunities to everyone.

 50% respondent said that Yes, the organization policies are clearly communicated to them in

their organization, 25% said No, 15% said somewhat, and 10% said they cannot determine. This

means that after being such an enormous brand located in such a wide area, it tries its level best

to communicate with every possible employee working with them, be it the top most manager or

a security guard standing outside the huge building.

 25% respondent said that the reason would be Job dissatisfaction, 30% said Salary

dissatisfaction, 20% said Work environment dissatisfaction, and 25% said Personal reason.

Hence it means, Vivanta by Taj – Surajkund, overall tries its level best in providing maximum
 sort of satisfaction in every possible manner to their employees be it friendly environment or the

incentives for working extra hours, thereby making it difficult to point out a specific reason for

employees to quit from there.

 60% respondent said that Yes, they believe that they will be able to reach their full potential

there, 20% said No, 15% said somewhat, and 5% said they cannot determine, which simply

means that more than the majority of employees are satisfied with their work and the

organization works so dynamically that they totally trust their organization and bide all the ethics

which overall enhances their personality.

 60% respondent said that Yes, they feel good career opportunities for them in the organization,

20% said No, 15% said somewhat, and 5% said they cannot determine, which means that they

totally trust their organization and knows very well that their work would be recognized for sure.

 60% respondent said that Yes, they feel comfortable as an employee to work out of their

comfortable zone during organizational task achievement, 20% said No, 15% said somewhat,

and 5% said they cannot determine. This means that this organization not only builds

relationship with their customers but also builds strong relationship with their employees. That is

why more than half the majority of employees agree to work going against their comfort zone

just for the sake of the company.

 20% respondent said that employee engagement should be measured from Past performance,

15% said from Performance appraisal, 35% said from Actual work requirement/job operation,

and 30% said from Training and development program. Here, logically every employee had their

own opinions but the most acceptable and practical answer which genuinely determines

employee engagement can be measured through current work performance of the employee.
ADVANTAGES AND LIMITATIONS OF THE STUDY

ADVANTAGES:

 The employees during the survey were highly cooperative.

 The study helped us to know about the hidden thoughts of the employees.

 The study threw light upon the environment of the company which was very enthusiastic and

positive.

 With the help of questionnaire, the employees were able to express as to what they feel about

their company and the working environment around.

 This study helped introverted employees also, as it gave them a platform to express themselves.

DISADVANTAGES:

 During the study, some employees might have been partial with their answers.

 The study might have not highlighted few of the internal factors of the company due to high

secrecy.

 The study cannot give exact conclusion as every individual is different from one another and so

does their thoughts also.

 The questionnaire and their answers can only highlight issues but does not give relevant

solutions to the problem.

CONCLUSION

Employee engagement is a change in culture – a change in how leaders lead, what they do and the

decisions they make. It is not the accountability of a single department nor is it an initiative or a project

that a focus group or a specialist team can deliver. Unless employee engagement becomes a fundamental

part of an organization’s philosophy and ingrained within the attitude and behavior of the leaders, then it

will become ‘just another initiative’ with little effect.

By conducting survey on Employees Engagement Activities in Vivanta by Taj – Surajkund, I

analyzed that most of the employees are highly engaged with the company’s environment and

participate in several events as well as programs while others are not that much active. The jobs are

distributed according to their capability to perform task but with cooperation every one helps one

another showing enthusiasm and positivity. Hence, the study reveals how friendly culture is

incorporated within the company and every need of the employees are facilitated accordingly.

Overall, I can conclude by saying that employee engagement is efficiently executed within Vivanta by

Taj – Surajkund which not only inculcates productive results but a happy employee workforce to carry

out the result. It seeks for overall development within employees and make them grow not only within

the company but as individuals also.

REVIEW OF LITERATURE

William Kahn provided the first formal definition of employee engagement as "the harnessing of the

organization members' selves to their work roles; in engagement, people employ and express themselves

physically, cognitively, and emotionally during role performances." Kahn(1990). Along with defining

engagement, Kahn’s primary aim was to identify the conditions that enable it to happen.

In 1993, Schmidt et al. proposed a bridge between the pre-existing concept of 'job satisfaction' and

employee engagement with the definition: "an employee's involvement with, commitment to, and

satisfaction with work. Employee engagement is a part of employee retention." This definition integrates

the classic constructs of job satisfaction (Smith et al., 1969), and organizational commitment (Meyer &

Allen, 1991).

Defining employee engagement remains problematic. In their review of the literature in 2011, Shuck and

Wollard [2] identify four main sub-concepts within the term which Vivanta by Taj- Surajkund,

Faridabad, NCR, focuses upon:

1. "Needs satisfying" approach, in which engagement is the expression of one's preferred self in

task behaviours.

2. "Burnout antithesis" approach, in which energy, involvement, efficacy are presented as the

opposites of established "burnout" constructs: exhaustion, cynicism and lack of accomplishment.

3. Satisfaction-engagement approach, in which engagement is a more technical version of job

satisfaction, evidenced by Gallup's engagement survey which gives an r=.91 correlation with

one (job satisfaction) measure.[3]

 4. The multidimensional approach, in which a clear distinction is maintained between job and

engagement, usually with the primary focus on antecedents and consequents to role performance

rather than identification.

Definitions of engagement vary in the weight they give to the individual v/s in creating engagement in

the perspective approach of the Vivanta by Taj- Surajkund, Faridabad. Recent practice has situated

the drivers of engagement across this spectrum, from within the psyche of the individual employee (for

example, promising recruitment services that will filter out 'disengaged' job applicants ) to focusing

mainly on the actions and investments the Vivanta by Taj- Surajkund, Faridabad NCR makes to support

engagement.

These definitional issues are potentially severe for practitioners. With different (and often proprietary)

definitions of the object being measured, statistics from different sources are not readily comparable.

Engagement work remains open to the challenge that its basic assumptions are, as Tom Keenoy

describes them, 'normative' and 'aspirational', rather than analytic or operational - and so risk being seen

by other organizational participants as "motherhood and apple pie" rhetoric.

Correlates

Prior to the mid-1990s, a series of concepts relating to employee morale, work ethic, productivity and

motivation had been investigated in management theory, in a line dating back to the work of Mary

Parker Follett in the early 1920s. See for example the work of Frederick Herzberg, who concluded  that

positive motivation is driven by managers giving their employees developmental opportunities, activity

he termed 'vertical enrichment'.

With the wide range of definitions of employee engagement come a wide range of identified causes and

effects. For some examples:

Involvement

Eileen Appelbaum and her colleagues (2000) studied 15 steel mills, 17 apparel manufacturers, and 10

electronic instrument and imaging equipment producers. Their purpose was to compare traditional

production systems with flexible high-performance production systems involving teams, training, and

incentive pay systems. In all three industries, the plants utilizing high-involvement practices showed

superior performance. In addition, workers in the high-involvement plants showed more positive

attitudes, including trust, organizational commitment and intrinsic enjoyment of the work. The concept

has gained popularity as various studies have demonstrated links with productivity. It is often linked to

the notion of employee voice and empowerment.

Two studies of employees in the life insurance industry examined the impact of employee perceptions

that they had the power to make decisions, sufficient knowledge and information to do the job

effectively, and rewards for high performance. Both studies included large samples of employees (3,570

employees in 49 organizations and 4,828 employees in 92 organizations). In both studies, high-

involvement management practices were positively associated with employee morale,employee

retention, and firm financial performance. Watson Wyatt found that high-commitment organizations

(one with loyal and dedicated employees) out-performed those with low commitment by 47% in the

2000 study and by 200% in the 2002 study.

BIBLIOGRAPHY

Magazines:

 Collis J and Hussey R, Business Research, (2003), Palgrave.

 Cooper, Business Research, Tata McGraw-Hill.

 David J. Luck and Ronald S. Ruben, employee engagement Research, 7thEdition (1987), Prentice
Hall of India.

Books:

 Newman A.J. and Cullen P - employee engagement and Operations

 Berman B and Evans J.R - Management (Pearson Education) Michael Levi M and Weitz BW –
Human Resource Management and employee engagement (Tata McGraw Hill,

 Dunne Patrick M., Lusch Robert F. and Griffith David A – Employee engagement initiatives
(Cengage Learning)

Internet:

 Google

 Wikipedia