Submitted by

(KARAN SAIKIA)
(G-162100452)
THE B.B.A PROGRAM (2017-2020)

H.N.B Garhwal University, Srinagar GarhwalUttarakhand

Doon College of Agriculture Science & Technology Camp Road

Selaqui,dehradun(UK)

Submitted By: Submitted To: Taha timpu

th
Mr. Anil Pundir BBA 6 Semester (Head
of the department) Doon College of Agri. Science & Tech.
(Department of BusinessManagement)

ACKNOWLEDGEMENT

1
This project report is a result of endless effort & immense degree of toil by many great minds.

I would like to thank all those people who graciously helped me by sharing their valuable time,
experience & knowledge.

I would like to dedicate this work to my revered institute Doon College of Agri. Science &
Technology where I am getting the shape of future business manager.
I express my sincere gratitude to honorable Mr. R.R Dwivedi Principal of D.C.A.S.T for their
support and guidance.

I also Thankful to Mr. Anil Pundir Asst.Professor (Department of Business Management)

D.C.A.S.T for their guidance on the ground of which I have acquired a new field of
knowledge

Lastly, I express my gratitude to my Parents and Friends who financed this project and have
been a moral support to me during this project.
I express my earnest gratitude to Mr. Sridhar Krishnamurthy; Asst. HR Manager EFD India
Ltd; Chennai for giving me an opportunity to do project in this renounced organization and my
External guide for his whole hearted encouragement and valuable guidance in completing the
project to a success.

I am deeply indebted to Mr. Ragavendran Haridas Bhat – HR EFD India Ltd, Chennai for
his invaluable help and advises

I also thank all the officials / employees of EFD India ltd, Chennai who were instrumental
in the completion of this project.

I express my heartfelt thanks to My Parents, Relatives and My Friends for their support in
and every aspect of my life.
DECLARATION

2
I Miss Taha timpu hereby declare that the term paper entitled ‘Employee
engagement’ EFD – Efunds Corporation (P) Ltd.(Chennai)
submitted to Doon PG Agriculture Science and Technology, Selaqui, Dehradun
for partial fulfillment of the requirement of the award of degree of “
BECHALORE OF BUSINESS ADMISNISTRATION course is record of
bonafide work carried out by me.

ABSTRACT

3
 Employee Engagement activities is one of the major criterion to know about the
success of any organization whether it is a small or big one. The study on the employee
engagement activities at EFD – eFunds Corporation (P) Ltd, explores the expectations of the
associates to get entertained by their engagement activities. These data helps the concern to
incorporate the employee needs or modify the existing engagement activities as per their
expectations.

From the study on the employee engagement activities at EFD, it was found that the
most of the associates are highly engaged with the company both intellectually & emotionally.
Also the study infers that the associates are more pleased about the birthday bashes
celebrations and external agencies giving presentations/seminar at EFD, however they expect
more increased entertainment programs. Therefore the concern has to concentrate more on
increasing the entertainment programs & recognize their personally preferred topics for
external agencies presentations. With regards to the approachability & meetings conducted by
the HR’s at EFD are convincing for the associates.

The study shows that the associates of EFD-eFunds Corporation (P) Ltd are very much
impressed about the Company and the only thing is that they have to incorporate the fewer
changes in existing engagement activities and there such that they can satisfy their associates.
To retain their valuable associates, the concern has to interact and get feedback from the
employees more frequently.

TABLE OF CONTENTS

4
 PAGE
CHAPTER TITLE
NO

INTRODUCTION
1 1.1 Company Profile 6
1.2 Need for the Study 11

2 REVIEW OF LITERATURE 12

3 OBEJECTIVES 20

4 RESEARCH METHODOLOGY 21

5 DATA ANALYSIS AND INTERPRETATION 25

6.1 FINDINGS OF THE STUDY 39

6
6.2 SUGGESTION AND RECOMMENDATIONS 40

7 CONCLUSIONS 41

8.1 SCOPE FOR THE FURTHER STUDY

8 42
8.2 LIMITATIONS
ANNEXURE
Annexure – 1 43
Annexure - 2 46

5
INTRODUCTION

6
CHAPTER – 1

1.1 COMPANY PROFILE

EFD – Efunds Corporation (P) Ltd.

Paving the way for more trusted business transactions

With more than 30 years of enterprise payments and data & decisioning expertise, EFD
delivers flexible, innovative solutions to the world's leading businesses.  Leveraging mission-
critical business insight, EFD enables financial services companies, retailers, and government
organizations to grow their businesses while reducing transaction and infrastructure costs,
detecting potential fraud and building long-term customer value.  EFD's flexible delivery
model means solutions can be run in-house, outsourced or anything in between, helping
customers balance the need for control with operational efficiency and low cost of ownership.
From the point of account opening to the settlement of every transaction -- debit, credit, or
prepaid – EFD helps businesses win more of the right customers, serve them more efficiently
and keep them.

 5,000+ associates in 17 locations across the globe

 30 years of expertise in payments and financial risk management

 More than 10,000 clients across 80 countries

EFD builds flexible solutions to help you manage and optimize your financial transaction
accounts - from account acquisition and origination to transaction processing, retention and
customer care with the confidence to conduct trusted commerce by adding value to every stage
of the integrated account and transaction lifecycles.

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Major Domains of EFD

 Financial Services

 Retail

 Government

 Telecommunications

Financial Services

 Open more accounts

 Simplify operations

 Process more payment types

Retail

 Minimize fraud & losses

 Build loyalty

 Attract profitable customers

Government

 Process EBT

 Prevent Fraud

 Reduce back office overhead

8
“EFD’s” Commitment

 Innovation
 Results
 Respect
 Integrity
 Customer focus
 Honesty/Candor
 Team work

Team EFD

Driven by shared purpose, vision and core values

Team EFD is the core of eFunds Corporation and is bound by a shared purpose, vision
and set of core values. The information below offers insight into these key components, along
with additional information on EFD organization, including our customer base, global
resources, recognition programs and management team.

Our Purpose
To enable a better way for trusted commerce.

Our Vision
A global, customer-centric, and innovative solutions company.

Our Values
Recognition Programs

EFD Employee Excellence (E3) Award

The E3 award acknowledges significant contributions and leading examples of 'living' the
Team EFD core values.

9
Chairman's Award
Chairman's Award winners are selected annually by the CEO, Paul Walsh, and the Executive
Leadership Team from the pool of quarterly E3 winners.

Solutions Overview

 Offers real-time information from the world's largest debit database, pioneering
expertise and technology in payments, retail and financial risk management .

 Take your company from where it is today to where you want to be tomorrow - all
without interruption to your existing operations.

Principal Locations

 USA
 Canada
 Australia
 Asia pacific(Chennai ,Gurgaon, Mumbai, Singapore)
 UK

Press Room

Paul F. Walsh
Chairman and Chief Executive Officer

George W. Gresham
Chief Administrative Officer, Chief Financial Officer and Executive Vice President, Finance

Kay Nichols
Executive Vice President, Strategy, Marketing and Product Development

Clyde L. Thomas
Chief Information Officer and Executive Vice President, Global Technology and Operations

Laura De Cespedes
Executive Vice President, Human Resources

10
1.2 NEED FOR STUDY

1) Studying employee engagement in an organization provides clue for the employers

to contribute to bottom line business success

2) To understand & identify the problematic areas and make a plan and take action
towards improvement.

3) This study helps not only to retain valued employees, but also to increase its level
of performance

4) Study helps to Improve the overall organizational effectiveness

5) The study helps to estimate the organization’s capacity to manage employee

engagement that is closely related to its ability to achieve high performance levels
and superior business results.

11
 CHAPTER -2

REVIEW OF LITERATURE

2.1 Employee Engagement

It is a concept that is generally viewed as managing discretionary effort, that is, when
employees have choices, they will act in a way that furthers their organization’s interests. An
engaged employee is a person who is fully involved in, and enthusiastic about, his or her work

Most organizations today realize that a ‘satisfied’ employee is not necessarily the ‘best’
employee in terms of loyalty and productivity. It is only an ‘engaged employee’ who is
intellectually and emotionally bound with the organization, feels passionate about its goals and
is committed towards its values who can be termed thus. He goes the extra mile beyond the
basic job responsibility and is associated with the actions that drive the business. Moreover, in
times of diminishing loyalty, employee engagement is a powerful retention strategy. The fact
that it has a strong impact on the bottom-line adds to its significance.

“Employee engagement is a barometer that determines the association of a person with the
organization.”
Atul Kunwar
Managing Director
EFunds International India
The key ingredients of an engaged employee seem to be:

 Tenure with the organization

 Display of emotional involvement in what he does

 Doing more than what is expected

 Displaying pride in the place he work

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2.2 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.

 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).

2.3 A Matter of Partnership

Global studies suggest that there are three basic aspects of employee engagement:

 The employees and their own unique psychological make up and experience
 The employers and their ability to create the conditions that promote employee
engagement

 Interaction between employees at all levels

2.4 A Road Map for Employee Engagement

 Enhance leadership.
 Involve your people and value their input.

 Look after the organization’s reputation.

 Managers do not see communication as part of their day job.

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  A manifesto for outstanding organizational performance

2.4 Factors Influencing Employee Engagement

 A culture of respect where outstanding work is valued

 Availability of constructive feedback and mentoring

 Opportunity for advancement and professional development

 Fair and appropriate reward, recognition and incentive systems

 Availability of effective leadership

 Clear job expectations

 Adequate tools to complete work responsibilities

 High levels of motivation

2.5 The Keys to Employee Engagement

Getting and keeping your employees engaged comes down to three simple factors: -

 Leadership by example
 A willingness to listen

 Being prepared to learn.

2.6 Importance of Employee Engagement

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  An organization’s capacity to manage employee engagement is closely related to its
ability to achieve high performance levels and superior business results.
 Engaged employees will stay with the company,

 Be an advocate of the company and its products and services, and

 Contribute to bottom line business success.

 Engaged employees also normally perform better and are more motivated.

 There is a significant link between employee engagement and profitability.

 Employee engagement is critical to any organization that seeks

 Not only to retain valued employees, but also increase its level of performance.

2.7 Ways to Attain Employee Engagement

 Listen to your employees and remember that this is a continuous process.

 The information your employees supply will provide direction.

 Insist upon increased engagement at the managerial level and create and deploy a
customized employee satisfaction survey from alpha measure to assess your current
level of employee engagement.

 Identify problem areas, make a plan and take action towards improvement.

2.8 Organization Initiatives for Employee Engagement

Most organizations have a range of programs to improve the engagement level of their
employees. Below are the lists of initiatives can be made by the organization, starting right
at the selection stage:

 Choosing the right fit and giving a realistic job preview

15
  Strong induction and orientation program
 Rigorous training and development, from technical to soft skills to leadership
development programs.
 To keep up the morale of people and drive them towards excellent performance,
through various incentives such as recognition letters, profit sharing schemes, long
performance awards, ESOPS, building assets like own home.
 Regular feedback to all people
 Communication forums like the in-house magazine, In touch, an e-forum to develop
entrepreneurship, and regular surveys and conferences
 To maintain the quality of work-life and a balance between personal/professional lives,
there are recreational activities like festivities, get-togethers, sports, etc
 An open and transparent culture to empower its people and develop entrepreneurs.

2.9 Benefits to the organization

 Employee engagement builds passion, commitment and alignment with the
organization’s strategies and goals
 Attracts more people like existing employees Increases employees’ trust in the
organization
 Creates a sense of loyalty in a competitive environment
 Lowers attrition rate
 Increases productivity and improves morale
 Provides a high-energy working environment
 Improves overall organizational effectiveness
 Boosts business growth
 Makes the employees effective brand ambassadors for the company.

2.10 Measuring Employee Engagement

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Employee engagement can be revealed in several ways, including ‘pulse’ to annual surveys,
tracking changes in the attrition rate, increase in the number of employee referrals, and growth
in productivity and business.

.“E-Funds measures employee engagement by conducting an Employee Engagement Survey

(EES) once every two years in association with a leading global consultant. The survey is
conducted at the same time across all eFunds sites worldwide. “This exercise is also
supplemented by conducting dipsticks on several issues concerning employee engagement and
morale,” informs Kunwar.” Conducting a survey without planning how to handle the result
can lead employees to disengage. It is therefore not enough to feel the pulse—the action plan
is just as essential”

2.11 Signs of Low Employee Engagement

 The turn over rate is high

 Productivity is down

 Deadlines are being missed

 Morale is low

 Conflicts are happening frequently

 Absenteeism is up

 Punctuality is a problem

 Miscommunication is happening frequently

 Theft is a problem

2.12 Remedies

17
  Hire a team-building expert and arrange a one-day retreat
 Host a meeting where you listen to feedback and ideas. Promise to implement at
least one of the recommendations – the one that is chosen as the most critical and
there is a clear, reasonable solution that can be implemented without putting a high
demand on resources.

 Create an anonymous feedback mechanism

 Meet daily for very short meetings (10 minutes maximum) and share daily
priorities and news. Keep the agenda the same every day – 5-6 items.

 Create a code of conduct and a set of values as a team and reward staff for
demonstrating the code or the values.

 Create an incentive plan to encourage positive behavior

 Provide feedback and guidance

 Make real time to discuss problems
 Seek ideas and input from everyone
 Provide the resources to solve problems or to do a job well
 Give real recognition and/or reward
 Provide opportunities for people to develop their potential
 Keep the pressure to perform and achieve more with less realistic
 Provide opportunities for social interaction
 Train people how to resolve interpersonal conflicts
 Promote joy and appropriate humor within the office
 Be flexible; help people to actively balance work and home responsibilities

2.13 Engagement Challenges

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

18
  Minority ethnic respondents have higher engagement levels than their white
colleagues
 Managers and professionals tend to have higher engagement levels than their
colleagues in supporting roles, although people in the latter group appear to owe
greater loyalty to their profession than to the organization in which they practice
their craft
 Engagement levels decline as length of service increases
 Having an accident or an injury at work, or experiencing harassment (particularly
if the manager is the source of the harassment) both have a big negative impact
on engagement
 Employees who have a personal development plan, and who have received a
formal performance appraisal within the past year, have significantly higher
engagement levels than those who have not.

2.14 Engagement Activities

Learning and Development Opportunities

 Leadership Development Programs

 Technical Training
 Behavioral Training
 Brown Bags & Quests

Awards & Recognition Programs

 Performance Management
 Awards

19
 Work Life
 Integration within the Company
o Buddy Programs
o Induction Programs
 Fun at wok place
 Birthday bashes

CHAPTER -3

OBJECTIVES

3.1 Primary Objective

To check the effectiveness of employee engagement activities in the organization.

3.2 Secondary Objectives

 To evaluate the effectiveness of the employee welfare activities.

 To measure the employee perception of the team – HR
 To assess the employee satisfaction towards the workplace.

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 CHAPTER-4

RESEARCH METHODOLOGY

4.1 Research:
Research is a process in which the researcher wishes to find out the end result for a
given problem and thus the solution helps in future course of action. The research has been
defined as “A careful investigation or enquiry especially through search for new facts in any
branch of knowledge.

4.2 Research Methodology:

The procedure using, which researchers go about their work of describing, explaining
and predicting phenomena, is called Methodology. Methods compromise the procedures used

21
for generating, collecting and evaluating data. Methods are the ways of obtaining information
useful for assessing explanations.

4.3 Type of Research:

The type of research used in this project is descriptive in nature. Descriptive research is
essentially a fact-finding related largely to the present, abstracting generations by cross
sectional study of the current situation. The descriptive methods are extensively used in the
physical and natural science, for instance when physics measure, biology classifies, zoology
dissects and geology studies the rocks. But its use in social science is more common, as in
socio economic surveys and job and activity analysis.

Descriptive research aims at

1 To portray the characteristics of a particular individual situation, or group (with or

without specific initial hypothesis about the nature of these characteristics).

2 To determine the frequency with which something occurs or with which it is

associated with something else (usually, but not always, with a specific initial
hypothesis).

The descriptive methods have certain limitations; one is that the research may make
description itself an end itself. Research is essentially creative and demands the discovery
of facts on order to lead a solution of the problem. A second limitation is associated
whether the statistical technique dominates. The desire to over emphasis central
tendencies and to fact in terms of AVERAGE, correlation, means and dispersion may not
always be either welcome. This limitation arises because statistics, which is partly a
descriptive tool of analysis, can aid but not always explain casual relations.

4.4 Design of Descriptive Studies:

Descriptive studies aim at portraying accurately the characteristics of a
particular group or solution. One may under take a descriptive study about the work in the

22
 factory, health, safety and welfare. A descriptive study may be concerned with the right to
strike, capital punishment, prohibition, etc.

A descriptive study involves the following steps:

1 Formulating the objectives of the study.

2 Defining the population and selecting the sample
3 Designing the method of data collection
4 Analysis of the data
5 Conclusions and recommendations for further improvements in the practices.

4.5 Description of statistical tools used

 Percentage method
 Coefficient of Variation

4.6 Data Collection Method:

Survey method is considered the best method for data collection of data and the tools
used for data collection are Questionnaire. This method is quite popular particularly in case of
big enquires. Private individuals, research works, private and public organizations and even
government are adopting it.
In this method a questionnaire is sent to the persons concerned with a request to answer
and return the questionnaire. A questionnaire consists of a number of question involves both
specific and general questions relating to consumer behavior.

4.7 Benefits availed through this method:

i. There is low cost even when the universe is large and is widely spread geographically.
ii. It is free from the bias of the interviewer; answers are in respondents own words.
iii. Respondents, who are not easily approachable, can also be reached conveniently.

23
 iv. Large samples can be made use of and thus the results can be made more dependable
and reliable.
v. Respondents have adequate time to give well thought out answers.

4.8 Limitations of this system:

i. Low rate of return of the duly filled in questionnaires; bias due to no-response is often
indeterminate.
ii. It can be used only when respondents are educated and cooperating.
iii. The control over questionnaire may be lost once it is sent.
iv. It is difficult to know whether willing respondents are truly representative.
v. This method is likely to be the slowest of all.

4.9 Sources of Data:

The two sources of data collection are namely Primary & Secondary.

4.9.1 Primary Data:

Primary data are fresh data collected through survey from the employees using the
questionnaire. Questionnaire helps to recognize the employee’s perception regarding the
employee engagement & their problematic areas.

4.9.2 Secondary Data:

Secondary data are collected from the past records & books and various journals,
magazines etc. regarding the Employee engagement.

4.10 Research Design:

Research design is the specification of the method and procedure for acquiring the
information needed to solve the problem.

24
 The research design followed for this research study is descriptive research design
where we find a solution to an existing problem. The problem of the study is to find out the
“effectiveness of the employee engagement”.

4.11 Period of the Study

The period is from August’07 to November’07

4.12 Sample Design:

Universe : 800

Sample Element : Employees

Sample Size : 30 samples

Sample Test : Percentage Method.

Sample Media : Questionnaire

CHAPTER – 5

DATA ANALYSIS AND INTERPRETATION

Table No: 5.1

Employee’s preference on topics presented by external agencies

S.No Preference No. of Percentage

Respondents
1 Personality Development 10 33.33
2 Health Care 5 16.67
3 Financial Enhancements 6 20
4 Stress Management 5 16.67

25
 5 Individual Social 4 13.33
Responsibility
Total 30 100
Employee’s preference on topics presented by external agencies

33.33
35
30
25 20
20 16.67 16.67
13.33
15
10
5
0
Development

Health Care

Management

Responsibility
Enhancements
Personality

Individual
Financial

Stress

Social
Inference:33.33% of the employees prefer Personality Development, 16.67 % of the
employees prefer Health Care, 20% prefer Financial Enhancements, 16.67 % prefer Stress
Management, and 13.33 % prefer Individual Social Responsibility.

Table No: 5.2

Employee’s ratings for the external agencies presentation skills & ability to hold the
interest of the audience

S.No Ratings No. of Respondents Percentage

1 Strongly Agree 8 16.67
2 Agree 22 73.33
3 No Comments 0 0
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 30 100

26
Employee’s ratings for the external agencies presentation skills & ability to hold the
interest of the audience

80 73.33
70
60
50
40
30
16.67
20
10
0 0 0
0
Strongly Agree No Comments Disagree Strongly
Agree Disagree

Inference:
16.67% of the employees rates Excellent for the presentation and 73.33 % rates Very
Good for the presentation.

Table No: 5.3

Employee’s opinion on the usefulness of the contents of the induction program.

S.No Ratings No. of Respondents Percentage

1 Strongly Agree 15 50
2 Agree 14 46.67
3 No Comments 1 3.33
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 30 100

Employees opinion on the usefulness of the contents of the induction program.

27
 60
50
50 46.67

40

30

20

10 3.33
0 0
0
Strongly Agree No Comments Disagree Strongly
Agree Disagree

Inference:
50% of the employees strongly agree that the contents of the induction program was
useful to them, 46.67 % agree it was useful and 3.33% have no comments.

Table No: 5.4

Employees opinion on the celebration of major festivals at EFD

S.No Ratings No. of Respondents Percentage

1 Strongly Agree 19 63.34
2 Agree 10 33.33
3 No Comments 1 3.33
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 30 100

Employees opinion on the celebration of major festivals at EFD

28
 70 63.34
60
50

40 33.33
30

20
10 3.33
0 0
0
Strongly Agree No Comments Disagree Strongly
Agree Disagree

Inference:
63.34% of the employees strongly agree that the major festivals are celebrated well at
EFD, 33.33 % agree it’s well celebrated and 3.33% have no comments.

Table No: 5.5

Employees opinion on the happenings of sport events periodically at EFD

S.No Ratings No. of Respondents Percentage

1 Strongly Agree 21 70
2 Agree 8 26.67
3 No Comments 1 3.33
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 30 100

.
Employees opinion on the happenings of sport events periodically at EFD

29
 80
70
70
60
50
40
26.67
30
20
10 3.33
0 0
0
Strongly Agree No Comments Disagree Strongly
Agree Disagree

Inference:
70% of the employees strongly agree that the Sport events happen periodically at EFD,
26.67 % agree it happens periodically and 3.33% have no comments.

Table No: 5.6

Employees opinion on the approachability of the HR

S.No Ratings No. of Respondents Percentage

1 Strongly Agree 29 96.67
2 Agree 1 3.33
3 No Comments 0 0
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 30 100

Employees opinion on the approachability of the HR

30
 120
96.67
100

80

60

40

20
3.33 0 0 0
0
Strongly Agree No Disagree Strongly
Agree Comments Disagree

Inference:
96.67% of the employees strongly agree that the HR is approachable and 3.33 % of the
employees agree.

Table No: 5.7

Employee’s opinion on the Skip level meeting & town hall meetings happens at regular
interval

S.No Ratings No. of Respondents Percentage

1 Strongly Agree 23 76.67
2 Agree 6 20
3 No Comments 1 3.33
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 30 100

Employee’s opinion on the Skip level meeting & town hall meetings happens at regular
interval

31
 90
76.67
80
70
60
50
40
30 20
20
10 3.33
0 0
0
Strongly Agree No Comments Disagree Strongly
Agree Disagree

Inference:
76.67% of the employees strongly agree that the Skip level meeting & town hall
meetings happen at regular interval, 20% agree and 3.33 % of the employees have no
comments.

Table No: 5.8

Employees opinion regarding the statement “I understand what EFD as a company, is

trying to achieve”

S.No Ratings No. of Respondents Percentage

1 Strongly Agree 18 60
2 Agree 12 40
3 No Comments 0 0
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 30 100

Employees opinion regarding the statement “I understand what EFD as a company, is

trying to achieve”

32
 70
60
60
50
40
40
30
20
10
0 0 0
0
Strongly Agree No Comments Disagree Strongly
Agree Disagree

Inference:
60% of the employees strongly agree to the statement and 40% of the employees agree
to the statement.

Table No: 5.9

Employees’ opinion on employee engagement activities boosting up their morale

S.No Ratings No. of Respondents Percentage

1 Strongly Agree 15 50
2 Agree 14 46.67
3 No Comments 1 3.33
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 30 100

Employee’s opinion on employee engagement activities boosting up their morale

33
 60
50
50 46.67

40

30

20

10 3.33
0 0
0
Strongly Agree No Comments Disagree Strongly
Agree Disagree

Inference:
50% of the employees strongly agree that the employee engagement activities boost up
their morale, 46.67% of the employees agree and 3.33 % have no comments

Table No: 5.10

Employee’s opinion on having fun at work place

S.No Ratings No. of Respondents Percentage

1 Strongly Agree 25 83.33
2 Agree 5 16.67
3 No Comments 0 0
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 30 100

Employee’s opinion on having fun at work place

34
 90 83.33
80
70
60
50
40
30
16.67
20
10 0 0 0
0
Strongly Agree No Comments Disagree Strongly
Agree Disagree

Inference:
83.33% of the employees strongly agree that they have fun at work place and 16.67%
of the employees agree.

Table No: 5.11

Employee’s opinion on that they have been given a realistic job preview

S.No Ratings No. of Respondents Percentage

1 Strongly Agree 24 80
2 Agree 6 20
3 No Comments 0 0
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 30 100

Employee’s opinion on that they have been given a realistic job preview

35
 90 80
80
70
60
50
40
30 20
20
10 0 0 0
0
Strongly Agree No Comments Disagree Strongly
Agree Disagree

Inference:
80% of the employees strongly agree that they have been given a realistic job preview
and 20% of the employees agree.

Table No: 5.12

Employee’s opinion on that they have been given equal opportunities & fair treatment
within EFD.

S.No Ratings No. of Respondents Percentage

1 Strongly Agree 19 63.34
2 Agree 10 33.33
3 No Comments 1 3.33
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 30 100

Employees opinion on that they have been given equal opportunities & fair treatment
within EFD.

36
 70 63.34
60
50
40 33.33
30
20
10 3.33
0 0
0
Strongly Agree No Comments Disagree Strongly
Agree Disagree

Inference:
63.34% of the employees strongly agree that they have been given equal opportunities
& fair treatment within EFD, 33.33% of the employees agree and 3.33% have no comments

Table No: 5.13

Employees opinion on that they feel their basic health & safety is taken care within EFD

S.No Ratings No. of Respondents Percentage

1 Strongly Agree 24 80
2 Agree 6 20
3 No Comments 0 0
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 30 100

Employees opinion on that they feel their basic health & safety is taken care within EFD

37
 90 80
80
70
60
50
40
30 20
20
10 0 0 0
0
Strongly Agree No Comments Disagree Strongly
Agree Disagree

Inference:
80% of the employees strongly agree that they feel their basic health & safety is taken
care within EFD and 20% of the employees agree.

Table No: 5.14

Employees opinion on the employee engagement activities has been motivated me to

work towards the organizational goals.

S.No Ratings No. of Respondents Percentage

1 Strongly Agree 16 53.33
2 Agree 14 46.67
3 No Comments 0 0
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 30 100

Employees opinion on the employee engagement activities has been motivated me to

work towards the organizational goals.

38
 60 53.33
50 46.67

40

30

20

10
0 0 0
0
Strongly Agree No Comments Disagree Strongly
Agree Disagree

Inference:
53.33% of the employees strongly agree that the employee engagement activities has been
motivated me to work towards the organizational goals and 46.67% of the employees agree.

CHAPTER- 6

6.1 FINDINGS OF THE STUDY

 From the study it was found that, almost 90 % of the associates are highly engaged
with the company both intellectually & emotionally.
 According to the respondents 86% of the associates feel the birthday bashes celebration
is entertaining, 50% of the associates attend the birthday bashes celebration regularly
and 76% of the associates prefer increased entertainment programs.
 The study found that 80% of the associates have opted excellent for the external
agencies giving a presentation/seminar at EFD, 76% of the associates agree the
external agencies had the ability to hold the interests of the audience.
 In the study the topics preferred by the associates are as follows

 33.33% of the employees prefer Personality Development,

 16.67 % of the employees prefer Health Care,

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  20% prefer Financial Enhancements,
 16.67 % prefer Stress Management, and
 13.33 % prefer Individual Social Responsibility.

 It was found that 76% of the associates strongly agree that the skip level meetings &
town hall meetings happen at regular intervals & 96% of the associates strongly agree
that the HR is approachable
 According to the study 80% of the associates feel the employee engagement activities
boost their morale , 80% of the associates strongly agree that they have fun at work
place,70% of the associates strongly agree that their basic health & safety are taken
care at EFD
 80% of the associates strongly agree that they have been given a realistic job preview
& have equal and fair Opportunities within EFD.

6.2 SUGGESTIONS AND RECOMMENDATIONS

From the overall study it is proved that most of the associates are highly engaged with the
organization; however the associates have fewer problems with the engagement activities,
those problems can be rectified by using the following measures so that employees can
develop ownership of their goals, targets, and milestones, and enhance their contributions
to the company and increase their impact.

 To have a perfect response for the birthday bash celebration the organization can
increase the entertainment programs with more number of games, puzzle solving,
riddles & also may distribute gifts.

 As the associates are very much interested in External agencies giving

presentations/seminars at EFD, the organization can recognize their preferred topics

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 and made them feel that their contribution was important and to believe their values
were mirrored by those espoused by senior management.

 The team HR can maintain the same regular intervals for town hall meetings & skip
level meetings to ensure an healthy relationship amongst the associates & employers

 Finally the organization can increase the engagement activities like hiring a team-
building expert and arrange a one-day retreat, create an anonymous feedback
mechanism, Provide feedback and guidance every now & then, provide them with
various services to help them balance their work and family lives to understand the
associates and to engage all the employees more actively than the present level.

CHAPTER-7

CONCLUSION

In today’s competitive Business world, employees are expecting more and more from
the employers. With increased change in needs and expectation of the employees and the
employers need to be cautious in choosing the right fit and giving a realistic job preview and
engage the associates through their engagement activities to build passion, commitment and
alignment with the organization’s strategies and goals

From the study on the employee engagement activities at EFD, it was found that the
most of the associates are highly engaged with the company both intellectually & emotionally.
Also the study infers that the associates are more pleased about the birthday bashes
celebrations and external agencies giving presentations/seminar at EFD, however they expect
more increased entertainment programs. Therefore the concern has to concentrate more on
increasing the entertainment programs & recognize their personally preferred topics for

41
external agencies presentations. With regards to the approachability of HR & meetings
conducted by the HR’s at EFD are convincing for the associates.

To conclude, the study explores the employee engagement activities at EFD infers that
the employees have a good will within the organization and the concern has to focus on the
key areas where the associate’s needs has to be satisfied to lower the attrition rate , to provide
a high-energy working environment and to improve the overall organizational effectiveness

CHAPTER-8

8.1 SCOPE FOR THE FURTHER STUDY

1) The project throws light on the need for Learning Employee Engagement for
successfully sustaining the associates in the organization.
2) The project was developed to check the effectiveness of the employee
engagement activities.
3) It will be helpful for the Management to identify the needs and wants of the
associates to get relaxed from their work tension through engagement activities
4) This study would be a base for the researchers who are carrying survey in the
similar topic else where.
5) The study also helps the concern for the further enhancement for their
engagement activities by elaborating the current survey.

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 8.2 LIMITATIONS

1) The study is based upon small sample size of 30 samples.

2) Inconvenience in meeting all the associates and collect data.
3) The study is based on employee’s side only. It does not explore the pros and
corns on the side of employers.
4) The study has been done mainly for academic purpose and duration of the data
collection period is a major constraint.
5) The Project data can be valid up to six months, Hence there are chances for the
changes in the findings and results obtained.

ANNEXURE

ANNEXURE-I

Survey Form

1. What type of topics you prefer to be presented in external agencies giving a

Presentation/Seminar at EFD

Personality Development
Health Care
Financial Enhancements (e.g. Stocks, Shares, Investments etc.)
Stress Management / self Development

43
 Individual Social Responsibility
Any other (Please Specify)………………………….

2. How would rate the external agencies presentation skills & ability to hold the
interest of the audience

Strongly Agree Agree No Comments Disagree Strongly Disagree

3. The contents of the induction program was really useful to me

Strongly Agree Agree No Comments Disagree Strongly Disagree

4. Major festivals are celebrated well in EFD

Strongly Agree Agree No Comments Disagree Strongly Disagree

5. Sports events happens periodically

Strongly Agree Agree No Comments Disagree Strongly Disagree

6. HR is approachable to you

Strongly Agree Agree No Comments Disagree Strongly Disagree

7. Do you think the HR skip level & town hall meeting happens at regular intervals

Strongly Agree Agree No Comments Disagree Strongly Disagree

8. Regarding the statement “ I understand what EFD,as a company, is trying to

achieve” what would you say

44
 Strongly Agree Agree No Comments Disagree Strongly Disagree

9. Employee Engagement Activities boost my Morale

Strongly Agree Agree No Comments Disagree Strongly Disagree

10. I have fun at work place

Strongly Agree Agree No Comments Disagree Strongly Disagree

11. I have been given a realistic job preview

Strongly Agree Agree No Comments Disagree Strongly Disagree

12. I have been given equal opportunities & fair treatment within EFD

Strongly Agree Agree No Comments Disagree Strongly Disagree

13. I feel my basic health & safety is taken care within EFD

Strongly Agree Agree No Comments Disagree Strongly Disagree

14. The Employee Engagement Activities has been motivated me to work towards the
Organizational goals

Strongly Agree Agree No Comments Disagree Strongly Disagree

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 ANNEXURE-II

BIBLIOGRAPHY

BOOKS:

1. Kothari C.R., “RESEARCH Methodology – Methods & Techniques “

Publishers- New Age International (P) Ltd.,
New Delhi,
Second Edition, 2004

2. Gupta, S.P., “Statistical Methods”,

Thirty Fourth Editions, 2005

3. Arun Monappa “Personal Management”

Second Edition

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WEBSITES:

1. www.efunds.com

2. www.managment.org

3. www.moraleinfo.com

4. www.hrdigest.com

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