Project Final (Hariharan.K)

A STUDY ON EMPLOYEE ENGAGEMENT IN
“TENNECO CLEAN AIR INDIA. PVT.LTD”
PROJECT REPORT
Submitted to
GURU NANAK COLLEGE (AUTONOMOUS)
VELACHERY, CHENNAI 600042
In partial fulfilment for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
Submitted by
HARIHARAN.K
(Reg. no. 1913143036012)
Under the Guidance of
Dr. D. SHOBA
APRIL 2021
DECLARATION
I, HARIHARAN .K (1913143036012), Second year MBA Student of Guru Nanak College

(Autonomous), have done an Project report for a period of three months from January 2021 TO March
2021 on the title “A STUDY ON EMPLOYEE ENGAGEMENT IN TENNECO CLEAN AIR
INDIA.PVT.LTD ’’. I declare that this is my original work and has not been submitted to any other
university or institute for award of any other diploma or degree.
PLACE: CHENNAI K Hariharan
DATE: (1913143036012)
BONAFIDE CERTIFICATE
This is to certify that Internship Report entitled “A STUDY ON EMPLOYEE ENGAGEMENT IN

TENNECO CLEAN AIR INDIA.PVT.LTD ’’ is the bonafide work carried out by Hariharan. K
(1913143036012), Second year MBA, Under my guidance and supervision, in partial fulfilment of the
requirements for the award of the degree of Master of Business Administration, of the Guru Nanak
College (Autonomous), Velachery, Chennai 600042.
Dr. M. K. Shakila Dr. D.SHOBA
Dean-School of Management Project Guide

ACKNOWLEDGEMENT
I take this opportunity to thank our Principal Dr. M.G. RAGUNATHAN, M.Sc., M.Phil., Ph.D.,
FIAAB, FZSI, FSLSc, FSAB, FIAES, FICCB, FMSET, FIASN, PGDESD who encouraged me
throughout to do this Project Report.
I sincerely thank the Dean-School of Management, Dr. M. K. SHAKILA, M.B.A, M.Sc (Psy),
M.Com, M.Phil., Ph.D., who encouraged me to proceed ahead with the work and offered many
invaluable suggestions for the betterment of this project and thereby acting as a constant source of
encouragement.
I extend my hearty thanks to Dr. V. Uma Maheswari MBA, Ph.D., the Head of the Department, MBA
for her continuous motivation.
I would also like to thank my guide Dr. D.SHOBA MBA, M.Phil, NET, Ph.D., Assistant professor,
MBA Dept. for motivating and guiding me for the successful completion of the Project Report. Words are
not enough to thank her for sacrificing her precious time in helping me.
I extend my sincere thanks to Tenneco Clean Air India. Pvt .Ltd., for giving me the opportunity to do
my project and my heartfelt thanks to Mr. Marimuthu for the support and guidance.
Finally, I thank all my family members and friends who stood by me throughout the course of the project.
Hariharan. K
(1913143036012)
TABLE OF CONTENTS
Chapter No. Title Page No.
1 INTRODUCTION
NEED FOR STUDY
SCOPE OF STUDY
OBJECTIVES OF STUDY
LIMITATIONS
2 BACKGROUND OF THE STUDY
INDUSTRY PROFILE
COMPANY PROFILE
THEORIES RELATED TO THE TOPIC
LITERATURE REVIEW
3 RESEARCH METHODOLOGY
RESEARCH APPROACH
SAMPLE SIZE
SAMPLING APPROACH
STATISTICAL TOOLS USED
4 DATA ANALYSIS AND INTERPRETATION
5 SUMMARY AND CONCLUSION
FINDINGS
SUGGESTIONS
CONCLUSION
BIBLIOGRAPHY
QUESTIONNAIRE
INTRODUCTION
INTRODUCTION:
Human Resource Management:
Human resources management (HRM) is a management function concerned with hiring, motivating and
maintaining people in an organization. It focuses on people in organizations. Human resource
management is designing management systems to ensure that human talent is used effectively and
efficiently to accomplish organizational goals. The following constitute the core of HRM
1. HRM Involves the Application of Management Functions and Principles. The functions and principles
are applied to acquiring, developing, maintaining and providing remuneration to employees in
organization.
2. Decision Relating to Employees must be integrated. Decisions on different aspects of employees must
be consistent with other human resource (HR) decisions.
3. Decisions Made Influence the Effectiveness of an Organization. Effectiveness of an organization will

result in betterment of services to customers in the form of high quality products supplied at reasonable
costs.
4. HRM Functions are not Confined to Business Establishments Only but applicable to non-business
organizations such as education, health care, recreation and like.
The scope of HRM is really vast. All major activities n the working life of a worker – from the time of his
or her entry into an organization until he or she leaves it comes under the purview of HRM. American
Society for Training and Development (ASTD) conducted fairly an exhaustive study in this field and
identified nine broad areas of activities of HRM.
 Human Resource Planning

 Design of the Organization and Job
 Selection and Staffing
 Training and Development
 Organizational Development
 Compensation and Benefits
 Employee Assistance
 Union/Labour Relations
EMPLOYEE ENGAGEMENT
Employee engagement is a workplace approach resulting in the right conditions for all members of an
organisation to give their best each day, committed to their organisation’s goals and values, motivated to
contribute to organisational success, with an enhanced sense of their own well-being. Employee
engagement is the emotional connection which an employee feels towards his or her organization, that
tends to influence their behaviors and level of effort in work-related activities.
It is basically an approach to creating an ideal workplace environment where employees care about their
work. In other words, the employees “feel engaged". Here the term “engaged” has a philosophical
approach rather than a traditional or mechanical one.To perform a task in an effective manner, a little slice
of emotional attachment is necessary.
There has been a change in how employees define happiness nowadays. Earlier, spending time with
family and pursuing hobbies were the sources of happiness. But with work-life being a major part of our
lifestyle, happiness at work is what now everyone seeks. That is why employee engagement remains to be
so much more than just a corporate buzzword.
Building an emotional commitment within the workforce for their organization and its goals is one of the
main objectives of employee engagement. But it has always been a challenging task for the human
resource managers.
THE FOUR LEVELS OF EMPLOYEE ENGAGEMENT
Engaged and committed

These employees consider the Organizations’ goals as their own and commit to work. They also feel a
sense of responsibility towards fulfilling their goals and aspirations
Engaged but not committed
These employees are engaged in their work but not committed to the Organization and vcie versa. These
are people who like their jobs but are not motivated due to internal conflicts with coworkers, bad
management etc.
Neither engaged, nor committed
They are neither emotionally attached to their work not the Organisation and are not driven towards
achieving their goals.
Actively disengaged
These are employees working actively to weaken the prosperity of their own companies. They detest their
work and try to create a negative atmosphere in the office. This results in the downfall of the individual’s
and the Team’s productivity, hence affecting the overall Company’s performance.
Benefits of employee engagement:
 Increased Productivity
 Higher Retention
 Rise in Profitability
 Decrease in Absenteeism
 Enhanced Customer Satisfaction
 Improves Employee Satisfaction
KEY FACTORS DRIVING EMPLOYEE ENGAGEMENT
 Decentralised power system

 Freedom of opinions
 Involvement in important tasks
 Co- operative workers
 Acknowledging employees
 Growth and development
 Change the tediousness of work
EMPLOYEE ENGAGEMENT ACTIVITIES
The following are few employee engagement activities that boosts the motivation to work productively
 Help your employees get to know each other better
 Start a mentorship program
 Encourage health and wellness
 Be clear about responsibilities and goals
 Redecorate the work layout
 Encourage networking
 Celebrate accomplishments
 Act on employee feedback
 Hire a motivational speaker
 Cross training
 Ask for employee engagement ideas
 Involvement of employees in business planning process
 Creation of knowledge sharing system
 Provision of increments and incentives
 Encourage and provide learning opportunities
 Create excitement about upcoming opportunities
 Create an own internal magazine
 Get involved in social and charity initiatives
Need for the study
To get to know how the organization identifies employee needs, plans various engagement programs and
implements the same thereby aligning employees to work productively towards the Company’s goals.
Scope
To understand the employees’ motivation and intent to work towards the Company’s vision and mission.
To identify the general attitude and needs of the employees and suggest ways to boost the employee
morale and motivation in working towards the Company’s objectives.
Objective
Primary objective
1. To do a study on employee engagement activities conducted on by the Company
Secondary objective
1. To understand the general attitude of the employees and the level of motivation attained by them
post employee engagement activities
2. To analyse the productivity levels of employees due to the employee engagement programs
3. To study about the employee grievance redressal mechanism
Limitations of the study
1. The study had been conducted among the employees of 2 different companies.
2. The study was restricted to the city of Chennai only
3. Due to time constraint and limited sample size, its scope has been reduced to the extent of the
organization covered by the study.
BACKGROUND OF THE STUDY
INDUSTRY PROFILE
Classification of industries:
The company is classified under Automotive industries, whose activities involved in the manufacture of
motor vehicles, including most components, such as engines and bodies, but excluding tires, batteries, and
fuel. The industry’s principal products are passenger automobiles and light trucks, including pickups,
vans, and sport utility vehicles. Commercial vehicles (i.e., delivery trucks and large transport trucks, often
called semis), though important to the industry, are secondary. The company mainly involves designing
exhaust system to tail pipe.
Automotive industries:
Automobile industry, the business of producing and selling self-powered vehicles, including passenger
cars, trucks, farm equipment, and other commercial vehicles. The auto industry has become one of the
largest purchasers of many key industrial products, such as steel. The large number of people the industry
employs has made it a key determinant of economic growth.
Automotive industry – History:
Although ancient Chinese writers described steam-powered vehicles, and both steam- and electric-
powered cars competed with gas-powered vehicles in the late 19th cent. Frenchman Jean Joseph Étienne
developed the first practical internal-combustion engine (1860), and later in the decade several inventors,
most notably Karl Benz and Gottlieb Daimler, produced gas-powered vehicles that ultimately dominated
the industry because they were lighter and less expensive to build. In 1914 Henry Ford began to mass
produce cars using assembly lines. In addition, his practice of providing loans to consumers to buy cars
(1915) made the Model T affordable to the middle class. In the 1920s, General Motors further changed
the industry by emphasizing car design. The company introduced new models each year, marketed
different lines of cars to different income brackets (the Cadillac for the rich; the Chevrolet for the
masses), and created a modern decentralized system of management. U.S. auto sales grew from 4,100 in
1900 to 895,900 in 1915, to 3.7 million in 1925. Sales dropped to only 1.1 million in 1932 and during
World War II, the auto factories were converted to wartime production.
Manufacturing processes:
The need for careful control over the flow of materials is an incentive for automobile firms to
manufacture their own components, sometimes directly but more often through subsidiaries. Yet
complete integration does not exist, nor is it desirable. Tires, batteries, and dashboard instruments are
generally procured from outside sources.
The assembly process itself has a quite uniform pattern throughout the world. As a rule, there are two
main assembly lines, body and chassis.
1. On the first the body panels are welded together, the doors and windows are installed, and the
body is painted and trimmed (with upholstery, interior hardware, and wiring).
2. On the second line the frame has the springs, wheels, steering gear, and power train (engine,
transmission, drive shaft, and differential) installed, plus the brakes and exhaust system. The two
lines merge at the point at which the car is finished except for minor items and necessary testing
and inspection.
3. A variation on this process is “unitized” construction, whereby the body and frame are assembled
as a unit. In this system the undercarriage still goes down the chassis line for the power train, front
suspension, and rear axle, to be supported on pedestals until they are joined to the unitized body
structure. Most passenger vehicles today are manufactured by the unitized method, and most
trucks and commercial vehicles still employ a separate frame.
Assembly lines have been elaborately refined by automatic control systems, transfer machines, computer-
guided welding robots, and other automated equipment, which have replaced many manual operations
when volume is high. Austin Motors in Britain pioneered with its automatic transfer machines in 1950.
Exhaust system:
An exhaust system is used to guide reaction exhaust gases away from a controlled combustion inside
an engine or stove. The entire system conveys burnt gases from the engine and includes one or
more exhaust pipes. Depending on the overall system design, the exhaust gas may flow through one or
more of:
 Cylinder head and exhaust manifold

 A turbocharger to increase engine power.
 A catalytic converter to reduce air pollution.
 A muffler (North America) / silencer (UK/India), to reduce noise.
Well-designed exhaust systems collect exhaust gases from engine cylinders and discharge them as quickly
and silently as possible. Primary system design considerations include:
 Minimizing resistance to gas flow (back pressure) and keeping it within the limits specified for
the particular engine model and rating to provide maximum efficiency.
 Reducing exhaust noise emission to meet local regulations and application requirements.
 Providing adequate clearance between exhaust system components and engine components,
machine structures, engine bays, enclosures and building structures to reduce the impact of high
exhaust temperatures on such items.
 Ensuring the system does not overstress engine components such as turbochargers and
manifolds with excess weight. Overstressing can shorten the life of engine components.
 Ensuring the exhaust system components are able to reject heat energy as intended by the
original design. “Dry” turbochargers and manifolds should not be wrapped or shielded without Cat
components or Caterpillar approval.
Components of Exhaust system:
The main components of an exhaust system include, but are not limited to, the exhaust manifold,
turbocharger, wastegate, piping and the silencer.
Exhaust Manifold :
Engine exhaust manifolds collect exhaust gases from each cylinder and channel them into an exhaust
outlet. The manifold is designed to give minimum backpressure and turbulence.
Dry Manifolds :
Dry manifolds are the preferred manifold design. They are cost effective and by providing the maximum
possible exhaust energy to the turbocharger, they offer the highest overall efficiency. Dry manifolds,
however, also radiate the most heat and reach the highest surface temperatures.
Water cooled Manifolds:
Passages within water-cooled manifolds allow engine jacket coolant to flow around the manifold
removing heat otherwise carried by exhaust gases.. Water-cooled manifolds also reduce exhaust heat
energy delivered to the turbocharger. This requires the use of an appropriately matched turbocharger for
maximum efficiency.
Heat Shielding:
Heat shielding may be used as a means of shielding hot surfaces and protecting components or operators
from excessive heat. The use of heat shields depends on many factors including, but not limited to,
installation type, environment and legislative requirements. Guards may also be an effective means of
providing protection. Shields that are designed and supplied by Caterpillar are fit for this purpose.
Blankets (Soft Manifold Shields):
Blankets are made of an insulating layer of material with a thermal cloth outer layer. Most blankets will
be held in place with stainless steel springs or wire which will be laced over the blankets. Blankets will
isolate both heat and noise.
Hard Wrap (Hard Manifold Shields):
Hard wrap is often used on the engine itself, for example in the vee between cylinder banks. The hard
wrap consists of three layers; a thermal sheet, a blanket of fiberglass and sheet of bendable metal.
Turbochargers:
Turbochargers are employed to achieve higher specific engine power output by converting some of the
energy in the exhaust gas stream into energy in the inlet system in the form of raised inlet pressure
(boost). This raised inlet pressure forces more air into the engine cylinders, allowing more fuel to be
burned and thus resulting in higher power output.
Flexible Metal Hose and Bellows:
Flexible metal hose is commonly used for exhaust systems with a diameter of 150 mm (6 in) and smaller.
Bellows are typically used for exhaust systems with a diameter of 200 mm (8 in) and larger.
 To isolate the weight of the exhaust piping from the engine..
 To relieve exhaust components of excessive vibration fatigue stresses.
 To allow relative shifting of exhaust components..
Silencer:
Exhaust noise is one of the principal noise sources of any engine installation. The purpose of the silencer
is to reduce the noise of the exhaust before it is released to the atmosphere. The silencer makes a major
contribution to exhaust noise reduction. Silencers are typically rated according to their degree of
silencing.
 Level 1 Silencer System “Residential” — Suitable for industrial areas where background noise
level is relatively high or for remote areas where partly muffled noise is permissible.
 Level 2 Silencer System “Critical” — Reduces exhaust noise to an acceptable level in localities
where moderately effective silencing is required — such as semi-residential areas where moderate
background noise is always present.
 Level 3 Silencer System “Supercritical” — Provides maximum silencing for residential,

hospital, school, hotel, store, apartment building and other areas where background noise level is
low and generator set noise must be kept to a minimum.
Exhaust system Piping:
The function of the exhaust piping is to convey the exhaust gases from the engine exhaust outlet to the
silencer and other exhaust system components, terminating at the system outlet. Piping is a key feature in
overall exhaust system layout.
Design of Exhaust System:
The physical characteristics of the engine room or engine bay will determine the exhaust system layout.
Exhaust piping should be designed to minimize the exhaust backpressure while keeping engine
serviceability in mind. The following recommendations should be followed when designing an exhaust
piping system.
Exhaust Thimbles:
Exhaust thimbles are fabrications used for wall or ceiling penetrations. The thimble provides a separation
of the exhaust pipe from walls or ceilings, in order to provide mechanical and thermal isolation..
Exhaust Pipe Insulation:
A sufficient layer of suitable insulating material surrounding the piping and silencer and retained by a
stainless steel or aluminum sheath may substantially reduce heat radiation to the room from the exhaust
system. An additional benefit of the insulation is that it provides sound attenuation to reduce noise in the
room.
Exhaust Discharge:
Exhaust outlets, whether via an exhaust pipe or stack, must be designed to ensure that engine exhaust is
discharged in such a manner that exhaust gas will not re-circulate and be drawn back into the engine’s
environment.
Vibration Transmission:
Piping connected to stationary engines requires isolation, particularly when resilient mounts are used.
Without isolation, pipes can transmit vibrations long distances. Isolator pipe supports should have springs
to attenuate low frequencies and rubber or cork to minimize high frequency transmissions and to prevent
build up of resonant pipe vibrations, support long piping runs at unequal distances.
COMPANY PROFILE
COMPANY PROFILE
TENNECO CLEAN AIR INDIA PRIVATE LIMITED:
Tenneco is one of the world's leading designers, manufacturers and marketers of automotive products for
original equipment and aftermarket customers, with 2019 revenues of $17.5 billion and approximately
78,000 team members working at more than 300 sites worldwide.
Our four business groups, Motor parts, Ride Performance, Clean Air and Power train, deliver technology
solutions for diversified global markets, including light vehicle, commercial truck, off-highway,
industrial, motorsport and the aftermarket.
History of the company:
Tenneco’s history as a stand-alone entity began in 1999, when the current company emerged from a
conglomerate formerly consisting of six businesses -- shipbuilding, packaging, farm and construction
equipment, gas transmission, automotive and chemicals. Through various public offerings, sales, spin-offs
and mergers beginning in the 1980s, the company divested all of its businesses, leaving Tenneco
Automotive as the remaining part of the original company. The automotive entities that remained,
including a strong original equipment business and legendary aftermarket brands like Monroe and
Walker, each with historic roots reaching back more than 100 years, showcase a rich history that helps
define Tenneco today.
In 2005, the company rebranded its name to Tenneco, to better represent the expanding number of
markets it served. To support the growth of light vehicle production as well as the company’s new market
segments, Tenneco significantly expanded its global footprint during the early part of the 21st century,
becoming one of the first automotive suppliers to establish operations in China.
At the same time, Tenneco significantly enhanced its engineering and manufacturing operations
throughout the world, becoming a leader in developing clean air solutions to help its customers meet
stringent emissions control regulations throughout the world. Tenneco was one of the first companies to
commercialize diesel particulate filters (DPFs) in Europe in 2000, and today continues to lead the industry
with important after treatment technologies for gasoline and diesel engines including selective catalytic
reduction, advanced mixing technologies, gasoline particulate filters and hot and cold-end exhaust
systems.
We are continuing this roll out to team members throughout 2020. Tenneco has cultivated a winning
culture based on a set of core values that will guide thinking, behaviors and success. We pledge to always
operate with integrity and hold ourselves accountable for doing the right things the right way, every day.
Our driving force is our people, and our values require a personal commitment from all of us, which is the
only way to bring these values to life.
Acquisition of companies:
The first came on October 1, 2018, when Tenneco acquired Federal-Mogul, a fellow automotive supplier
whose roots date back to 1899, when, as the Muzzy-Lyon Company, the F-M predecessor began selling
mill supplies and rubber goods along with a subsidiary called the Mogul Metal Company.
The acquisition of Federal-Mogul doubled the size of Tenneco – and allowed the company to add more
than 25 after market brands and a strong OE powertrain business to its portfolio.
Further, in January 2019, Tenneco acquired Öhlins Racing, a Swedish company with a more than 40-year
record of excellence in developing advanced suspension systems – which now spans the automotive,
motorcycle, mountain bike and motorsport industries, and is known for its innovation and close ties to the
racing industry.
The relationship between Tenneco and Öhlins actually began in 1998 when the two companies began
working together to develop electronic valve technology for automotive applications. In 2003, Tenneco
and Öhlins jointly launched the first CES shock absorbers as standard equipment on the Volvo S60R
performance car.
Divisions of Tenneco:
Today, Tenneco is one company, organized into two divisions, each comprised of two dynamic business
units.
The company’s DRiV division, which is dedicated to Ride Performance and Motor parts, combines
Tenneco’s Ride Performance original equipment suspension business with Federal Mogul’s legacy
braking business, as well as the Öhlins business. The division also harnesses the power of its more than
30 industry leading aftermarket brands and its unrivaled distribution network.
The Clean Air and Powertrain division pairs Tenneco’s OE Clean Air business with Federal-Mogul’s
legacy Powertrain business, to provide customers with complete engine to tailpipe solutions.
When combined as One Tenneco, the company is primed to enter the future as a solutions provider that is
known for “Driving Advancements in Global Mobility” and providing solutions for cleaner, more
efficient, comfortable and reliable performance.
Commitment of the Company:
Tenneco’s commitment to operating in a socially responsible and sustainable manner is absolute, no

matter the challenge. One of our values is Make Tomorrow Better, and one way that we do that is
through our commitment to our customers, employees, and communities to build a more sustainable
future. This focus includes a formal policy that outlines Tenneco’s commitment to enabling a healthier
and more productive world.
We continuously strive to improve the management of our environmental, health and safety
responsibilities, while remaining committed to manufacturing quality products that provide solutions for
cleaner, more efficient, comfortable and reliable performance.
This describes how we live our commitment every day through operational excellence, environmental
stewardship, and social responsibility, working in a manner that is protective of health, the environment,
and in line with developing solutions to meet environmental challenges. It also explains the steps we are
taking to improve our strategy and impact.
Tenneco’s 2019 Corporate Social Responsibility & Sustainability Report provides comprehensive
information about the company’s sustainability programs and initiatives – specifically, our environmental
goals, our dedication to employee health and safety, our innovative products, and dedication to giving
back to our communities.
THEORIES RELATED TO THE TOPIC
‘’EMPLOYEE ENGAGEMENT’’
1. PROJECT OXYGEN- GOOGLE
Resistance from engineers and millennials
The group that had the biggest problem with management was the company’s engineers. Engineers have
reason to dislike bad management. This field in particular fosters creative individuals who have their own
personal style of doing things. When someone tries to micromanage this type of worker it results in
conflicts and a loss of interest. Laszlo Bock, author of "Work Rules! Insights from Inside Google That
Will Transform How You Live" explained:
Engineers generally think managers are at best a necessary evil, but mainly they get in the way, create
bureaucracy, and screw things up.
However, it’s not just engineer driven companies that are experiencing this transition. A survey by
Virtuali found that 83% of millennials want fewer layers of management. This means they want managers
who are easily approachable and willing to take their opinions into account. This is evident in today’s
millennial led organizations that favor open work spaces where CEOs, managers and employees work
alongside each other.
Leading gaming company Valve took it so far as to abolish the management level entirely, instead relying
on a completely flat organizational structure. Avant garde shoe company Zappos has become well known
for being the first large company to introduce holacracy, an organizational structure that focuses less on
traditional management roles and more on autonomy. Google itself experimented with a flat structure in
2002 but had to revert back a few months later. Project Oxygen came about in 2008 as a means to address
the management crisis.
In an environment where the conventional is always challenged, Google’s People Innovation Lab started
Project Oxygen trying to prove that manager quality does not have an impact on performance. To prove
this point they hired a group of statisticians to evaluate the differences between the highest and lowest
rated managers. Data was collected using past performance appraisals, employee surveys, interviews and
other sources of employee feedback. However, instead they proved that good management actually makes
a difference.
Google’s Project Oxygen findings
To better define what makes a good manager they came up with a list of 8 qualities based on the data
received.
1. Is a good coach
2. Empowers the team and does not micromanage
3. Expresses interest in and concern for team members’ success and personal well-being
4. Is productive and results-oriented
5. Is a good communicator—listens and shares information
6. Helps with career development
7. Has a clear vision and strategy for the team
8. Has key technical skills that help him or her advise the team
While this list seems obvious there were three reasons why it had such a big impact on management at
Google. First, it was based on people analytics. At Google scientific evidence is key, therefore using
people analytics gave the project greater credibility. The fact that it was based on employee feedback
encouraged wider employee buy in and trust. Similarly, the hard data helped to convince managers why
they needed to improve their management style.
Second, the interesting thing is that technical skills came in last. While it’s important that managers have
the needed technical level to guide employees, soft skills such as coaching and communication are
absolutely essential. This proves that being a great developer doesn’t necessarily make you a great
manager.
Third, it provided a checklist of management qualities. As Bock explains in his book, whether or not your
manager is well versed in management 101 and every training course your company offers, having a
checklist makes a big difference as it actually reminds managers to remember and implement these skills
on a daily basis.
As a result, Google changed its feedback surveys to mirror these qualities. Instead of simply measuring
how much output a manager achieves, the surveys now focus on how much time they spend coaching
their team, whether or not they communicate a clear vision, etc. They also developed new management
training programs centered around these skills.
Google oxygen technique for employee engagement
 Great employees don’t always make great managers

 Become a great coach
 Feedback culture
 Get to know your employees
 Give your managers the tools they need to lead the modern workforce
PROJECT ARISTOTLE- GOOGLE
Introduction
Much of the work done at Google, and in many organizations, is done collaboratively by teams. The team
is the molecular unit where real production happens, where innovative ideas are conceived and tested, and
where employees experience most of their work. But it’s also where interpersonal issues, ill-suited skill
sets, and unclear group goals can hinder productivity and cause friction.
Following the success of Google’s Project Oxygen research where the People Analytics team
studied what makes a great manager, Google researchers applied a similar method to discover the secrets
of effective teams at Google. Code-named Project Aristotle - a tribute to Aristotle’s quote, "the whole is
greater than the sum of its parts" (as the Google researchers believed employees can do more working
together than alone) - the goal was to answer the question: “What makes a team effective at Google?”
Define what makes a “team”

The first step in answering this question of “what makes an effective team?” is to ask “what is a team?”
The term team can take on a wide array of meanings. Many definitions and frameworks exist, depending
on task interdependence, organizational status, and team tenure. At the most fundamental level, the
researchers sought to distinguish a “work group” from a “team:”
 Work groups are characterized by the least amount of interdependence. They are based on
organizational or managerial hierarchy. Work groups may meet periodically to hear and share
information.
 Teams are highly interdependent - they plan work, solve problems, make decisions, and review
progress in service of a specific project. Team members need one another to get work done.
Organizational charts only tell part of the story, so the Google research team focused on groups with truly
interdependent working relationships, as determined by the teams themselves. The teams studied in
Project Aristotle ranged from three to fifty individuals (with a median of nine members).
Define “effectiveness”
Once they understood what constituted a team at Google, the researchers had to determine how to
quantitatively measure effectiveness. They looked at lines of code written, bugs fixed, customer
satisfaction, and more. But Google’s leaders, who had initially pushed for objective effectiveness
measures, realized that every suggested measure could be inherently flawed - more lines of code aren’t
necessarily a good thing and more bugs fixed means more bugs were initially created.
Instead, the team decided to use a combination of qualitative assessments and quantitative measures. For
qualitative assessments, the researchers captured input from three different perspectives - executives,
team leads, and team members. While they all were asked to rate teams on similar scales, when asked to
explain their ratings, their answers showed that each was focused on different aspects when assessing
team effectiveness.
Executives were most concerned with results (e.g., sales numbers or product launches), but team members
said that team culture was the most important measure of team effectiveness. Fittingly, the team lead’s
concept of effectiveness spanned both the big picture and the individuals’ concerns saying that ownership,
vision, and goals were the most important measures.
So the researchers measured team effectiveness in four different ways:
1. Executive evaluation of the team
2. Team leader evaluation of the team
3. Team member evaluation of the team
4. Sales performance against quarterly quota
The qualitative evaluations helped capture a nuanced look at results and culture, but had inherent
subjectivity. On the other hand, the quantitative metrics provided concrete team measures, but lacked
situational considerations. These four measures in combination, however, allowed researchers to home in
on the comprehensive definition of team effectiveness.
Collect data and measure effectiveness

Using input from executives across the globe, the research team identified 180 teams to study (115 project
teams in engineering and 65 pods in sales) which included a mix of high- and low-performing teams. The
study tested how both team composition (e.g., personality traits, sales skills, demographics on the team)
and team dynamics (e.g., what it was like to work with teammates) impact team effectiveness. Ideas were
pulled from existing research as well as Google’s own experience with what makes an effective team.
They conducted hundreds of double-blind interviews with leaders to get a sense of what they thought
drove team effectiveness. The researchers then looked at existing survey data, including over 250 items
from the annual employee engagement survey and gDNA, Google’s longitudinal study on work and life,
to see what variables might be related to effectiveness. Here are some sample items used in the study that
participants were asked to agree or disagree with:
 Group dynamics: I feel safe expressing divergent opinions to the team.
 Skill sets: I am good at navigating roadblocks and barriers.

 Personality traits: I see myself as someone who is a reliable worker (informed by the Big Five
personality assessment).
 Emotional intelligence: I am not interested in other people’s problems (informed by the Toronto
Empathy Questionnaire).
Identify dynamics of effective teams

With all of this data, the team ran statistical models to understand which of the many inputs collected
actually impacted team effectiveness. Using over 35 different statistical models on hundreds of variables,
they sought to identify factors that:
1. impacted multiple outcome metrics, both qualitative and quantitative
2. surfaced for different kinds of teams across the organization
3. showed consistent, robust statistical significance
The researchers found that what really mattered was less about who is on the team and more about how
the team worked together.
LITERATURE REVIEW
Myilswamy & Gayatri, 2014- The study focuses on how employee engagement boosts the morale of
employee resulting in enhanced productivity. The employee emotional commitment to the job and
company is key factor for engagement. In addition, work-life balance is become important for
engagement and affects retention. Employees are found to be more committed to the organization when
they are managed with progressive human resource practices. Promoting employee commitment,
including coaching the managers to be effective people managers, is a significant factor in employee
engagement in an organization. The degree of engagement determines people’s productivity and their
willingness stay with organization.
Chandani & Mita Mehta, 2016 - This study is to obtain clarity on employee engagement and its
importance (particularly with respect to its effect on employee retention and performance), as well as to
identify factors that are critical to its effective implementation. For this study, researchers have used
review method around thirty academic and popular research papers were studied and the most commonly
mentioned factors in the area of employee engagement had been analyzed- at macro level (organizational)
and micro level (individual). Suggestions presented in this paper include different employee engagement
approaches for new employees like strong induction programs, rigorous training and development
programme, certification programme and giving them a realistic job preview. Study results have scope of
future reference where by implementing various engagement factors and there by reduction in employee
turnover and improved productivity.
Dr. PratimaSarangi & Dr. Bhagirathi Nayak, 2016- This study in a manufacturing company, the
factors contributing towards productivity and its overall impact on the organisation is measured through
individual work responses taken from employees in manufacturing companies. The study uses the 6 Cs of
employee engagement out of 10 Cs defined by Gambler (2007) to measure employee engagement with
suggestive conclusions. The research concluded that the current level of employee engagement and the
work related aspects needed to be improved for the purpose of effective employee engagement. The
analysis also concluded that employee engagement and its impact on organizational success is dependent
on 6 Cs parameters which are i) Clarity ii) Confidence iii) Convey iv)Connect v) Credibility and vi)
Career.
Agrawal - This study highlighted the needs of different individuals along with expectations from the
organization. A specific emphasis is given on understanding Generation Y specific traits, needs and
expectations, which are found vital in today’s context. A focus is also given in understanding as how
Generation Y employees behave and what motivates them and how it is different from generation X
employees. Moreover, diversity based on ethnicity and region is also considered in this article. Survey
method was used for the study. Overall the findings of the present study suggest that there is considerable
scope for improvement of some of the policies and practices in the sphere of human resource
management. It provides the theoretical foundation to explain as employees choose to become more or
less engaged if they find their job interesting and enough resources are available to do the work and the
environment of an organization influences a lot. If employees find positive environment, a sense of team
work, learning opportunities, then they tend to stay longer in the organization.
Chanana & Sangeeta, 2020 - The study is to determine the engagement of employees by various
companies during corona virus pandemic This paper is a conceptual paper that is based on various
research papers, articles, blogs, online newspapers, and reports of World Health Organization. During this
pandemic situation, organizations are evolving many engagement activities like online family engagement
practices, virtual learning and development, online team building activities, webinars with industry
experts, online conduct weekly alignment sessions, virtual challenges and competitions, appreciation
sessions, communication exercises, online counseling sessions, recognition and acknowledgment session,
providing online guidance for exercise and meditation, social interactions in a virtual office, and many
more creative learning sessions. Work‐ from‐ home regime engagement activities are very fruitful for
employees as well as for organizations. Those organizations doing these kinds of engagement activities
for their employees are learning new skills and developing themselves during this tough time of
COVID‐ 19 pandemic.
PRODUCT PROFILE
PRODUCT PROFILE
Products and Brands:
With our world-leading stable of brands, ranging from the highest level of performance to the broadest
everyday use, Tenneco tailors solutions to our markets and customers. We have successfully built a
foundation of brands that have reached from the Model T to the Model E, including 15 brands that are
more than 100 years old. In addition to this vast portfolio of branded products, Tenneco also manufactures
original equipment products for ride performance, emission systems and the powertrain for nearly all
OEMs worldwide.
INNOVATION:
As personal and commercial vehicles become increasingly more sophisticated, innovative technology
solutions are needed to stay ahead of a transforming industry. Our products help reduce vehicle mass,
improve fuel economy and meet emissions targets without compromising vehicle performance, which has
become critical for vehicle manufacturers
.Innovative technologies incurred:
DuraForm® G91 Aluminum Alloy:
Specifically developed for highly-loaded light vehicle aluminum pistons, it provides industry-leading
strength and fatigue resistance for unmatched durability. The improved material properties allow for
design flexibility to minimize overall reciprocating mass and lead to reduced overall friction and fuel
economy benefits.
Monosteel® HIW (Hybrid Induction Welding):
Creates unique steel piston architectures due to its assured weld quality and accurate weld orientation.
This provides a solution for complex crown geometries adopted by major diesel engine manufacturers for
emissions and fuel economy improvements.
IROX® Polymer Coated Washers:
This demonstrated beneficial results for engines with superior wear-resistance and significantly lower
coefficient of friction. This provides vehicle manufacturers, especially those with hybrid engines,
durability and fuel economy advantages.
MicroTorq® Elastomeric Shaft Seal:
Addresses the need for reduced parasitic power losses. The Micro-Torq seal reduces frictional losses by
up to 80 percent versus conventional dynamic seals. This translates into potential improvements in vehicle
fuel economy of up to 0.15 mpg and reduction in CO2 emissions of up to 1.5g/km. The new design is
capable of performing under all application conditions.
Lightweight Material for Optimum Isolation:
Weight is a critical factor in decreasing the carbon footprint for all transportation types. Our Ride
Performance business is currently developing lighter weight isolation materials to be used for different
applications, including Electric vehicles. The new material will improve NVH performance and reduce
the overall energy consumption of all modes of transportation.
Reduced Brake Particulate Emissions:
As the world starts to understand the next steps in environmental protection, the study of dust, and how it
affects all of us is critical to understand. A development project from our Ride Performance business is
underway that is focusing on understanding the effect of brake wear particulates in sub-millimeter to
Nano scale size on the environment to increase our knowledge and possibly help guide future legislation.
Compact Cold End Exhaust System:

Hybridization allows for downsizing diesel and gasoline engines, less fuel consumption and lower
emissions overall. Tenneco is a partner in developing hybrid engine and exhaust solutions. Our compact
exhaust system is an excellent example of the lightweight, space saving solutions that can be designed to
meet vehicle requirements.
DEVELOPMENTAL PROCESS:
As a result of growing customer requirements, changes in consumer behavior, industry evolution, and
environmental regulations, Tenneco’s innovation strategy has focused to increase product range to
support internal combustion and hybrid engine needs. Our technical and regulatory expertise provides a
strategic advantage in identifying opportunities that allow us to seamlessly translate business growth and
new technologies.Our Product Development and Launch system identifies regulatory risks and
opportunities and considers these in the strategies and roadmap to develop new products through the
Tenneco Product Launch System (TenPLUS).
At a high level, many of our innovations are driven by fuel economy standards (i.e. to reduce CO2,
exhaust recovery, etc.) which will help us be prepared for regulations that will be in place in 2025. To
achieve these, we make our products more “efficient” by reducing waste, reducing scrap, and continuous
improvement programs driven through a formal process at the manufacturing level. We continue to
monitor payback on these initiatives.
PRODUCT SAFETY AND QUALITY:
Tenneco is committed to quality excellence and customer satisfaction. Ensuring the safety of customers
who purchase and use our products is key to maintaining a successful business, founded on trust and
reliability. 92 percent of our manufacturing locations are certified in accordance to the IATF 16949 and
ISO 9001 standards, the industry’s most widely used international standards for quality management.
Product Safety Process:
We assessed roadmaps for product risks and opportunities, identifying immediate process improvements
in addition to holding several workshops to improve the way we assess product safety risk in our
engineering process. Additionally, the GWC created and implemented an internal escalation procedure
that requires escalation of potential product safety issues.
Product Safety Process Objectives:
Our Product Safety process works across functions of our businesses groups through our GWC to
improve the relevant business processes that put safe products on the market, aiming to:
 Reduce risk of future safety defects

 Reduce risk of launch delay due to compliance
 Respond to safety issues over the product life
Risk Assessment and Mitigation:
Risk assessments inclusive of safety metrics were incorporated within all our product manufacturing
processes, such as our New and Leading Technology Introduction processes. These processes are
consistent with ISO 26262. Our safety program was continuously evaluated using the following nine
components:
 Traceable safety decision process

 Show safety is highest priority
 Include product safety in PDP
 Independent auditing
 Integrate safety upfront
 Train organization in product safety
 Outside eyes/diversity in reviews
 Continuous improvement
 Controlled process at all levels
RESEARCH METHODOLOGY
CHAPTER 3
RESEARCH METHODOLOGY
Introduction:
In this study on Employee engagement activities followed in a organization, a detail research work was
done to understand the Employee engagement programs in building the self- confidence of the employees.
The main objective of this study is to understand and identify the general attitudes and needs of the
employees and suggest ways to boost the employee morale and motivation in working towards the
company’s development.
Research Design:
A Research design is a framework of ideas and plan for the study that is useful in collecting and analysis
relevant data. It acts as blue print of techniques, that allows the researchers to hone in on research
methods that are suitable for their research. The research design adopted in this study is “Descriptive
Research Design” which is a theory based design created by gathering, analysing and presenting the
collected piece of data into formatted information. Among all other research designs, Descriptive
Research design helps us to better understand the need for the research. This descriptive research design
has been adopted for better understanding of the employee engagement in the organization, Chennai in
order to bring about an awareness of this concept and to improve the levels of understanding. A research
design for a particular problem involves the consideration of the following factors such as
 The mean of obtaining information’s

 The availability and skills of the researchers
 The objective of the problem need to be considered
 The nature of the problem need to be considered
 The availability of the time for the research work to carry out
Research Plan:
1) Sampling Design:
A sample design is techniques of selecting individual members or sub- set of the population make
statistical inference from them of whole population. Different sampling methods are widely used by
researchers included simple random sampling, which belongs to the probability sampling designs was
chose. Random sampling event gives every unit of the population known as non- zero probability of being
selected.
SAMPLE UNIT : Tenneco Clean Air India Pvt. Ltd
: Sundaram Clayton. Ltd
SAMPLE SIZE : 118
AVERAGE AGE OF RESPONDANTS : 25-35
RESPONDANTS : Female – 27
: Male – 91
FIELD AREA : Chennai
RESEARCH INSTRUMENT : Questionnaire
RESEARCH APPROACH : Direct and Indirect approaches
2) Data Collection:
The qualitative data collection method was undertaken personally. The respondents were contacted in
their organization during their leisure time and were requested to fill the questionnaires. The questionnaire
on an average took 15 minutes to complete, it took around 3 days to complete the data collection. During
the data collection, the researcher had to be available so that respondents may seek clarifications if any.
3) Method of Data collection:

In this study, Qualitative data collections are useful in situations when historical data is not
available and no such need of mathematical formulas. It is closely associated with the words,
sounds and other that are non- quantifiable which are based on experience, judgement, intuitions,
conjecture, emotions. The primary and secondary data collection methods were followed.
 Primary Data collection: Among various data collection method, here the primary data
collection method used here is Questionnaire and survey wherein the employees were
given questionnaires and the required data was thus collected through direct as well as
indirect methods of primary data collection.
 Secondary data: Secondary data needed for conducting the research works was collected
from
a) Books
b) Journals
c) Websites
d) Reports
4) Research Instruments:
In this research the primary data was collected by survey technique through structured questionnaire
containing the Multiple- choice questions. In order to obtain information the researcher structured a
questionnaire which two, three and five scale methods of multiple- choice questioned. The researcher
approached the employees and the questionnaires were filled.
5) Research Tool:
The data collected was analyzed by making use of SPSS statistical Package, through the
application of Percentage calculation, chi-square test, One-way ANOVA.
DATA ANALYSIS AND INTERPRETATION
DATA ANALYSIS AND INTERPRETATION
4.1. Formulation of hypothesis, data analysis and interpretation:
Frequency table and bar chart:
Table and charts 4.1
Table showing the age of the respondents
Age
N %
Below 25 39 33.1%
25 – 35 69 58.5%
35 – 45 8 6.8%
45 Above 2 1.7%
Chart showing the age of the respondents
Interpretation:
From the above table and charts it can be understood that majority of the respondents are in the age group
of 25-35 constituting about 58.5% of the respondents and the age group of below 25 constitutes to 33 %
of the respondents. The age group of 35-45 constitutes about 6.8% and age group of 45 and above
constitutes of about 1.7 % of respondents.
Table and charts 4.1.2:
Table showing the gender of the respondent

Gender
N %
Male 91 77.1%
Female 27 22.9%
Chart showing the gender of the respondents
Interpretation:
From the above data and charts it can be understood around 77.1 % of the respondents constitutes to male
and around 22.9 % constitute to female respondents.
Table showing the marital of the respondents

Marital status
N %
Married 44 37.3%
Unmarried 74 62.7%
Chart showing the work experience of the respondents
Interpretation:
From the above chart and table it shows that about 62.7% of the employees are unmarried and 37.3% of
the employees are married among the respondents.
Table showing the work experience of the respondents
Work experience (No. of years)

N %
Below 1 year 16 13.6%
1-4 55 46.6%
4-8 31 26.3%
Above 8 16 13.6%
Interpretation:
From the above table and charts, it is understood that work experience of majority of the respondents falls
between 1 to 4 years category with a percentage of 46.6 and 26.27 % of the respondents fall in 4- 8 years
category. About 13.56% of the respondents fall under below 1 year and above 8 years respectively.
Table and chart 4.1.5:
Table showing the work experience of the respondents
Place of work
N %
Public Sector 12 10.2%
Renowned Private 95 80.5%
Companies
Emerging Start-up 11 9.3%
Interpretation:
From the above the table and charts, we conclude that around 83.1% of respondents work in renowned
private sector companies, 10.2% of the respondents in public sector and about 6.8% of the respondents in
emerging start up.
Table showing the recommendation of the company
How likely are you to recommend your

company to your friends
N %
Not at all likely 3 2.5%
Slightly Likely 14 11.9%
Not sure 15 12.7%
Likely 69 58.5%
Extremely likely 17 14.4%
Chart showing how likely the respondent recommends the company
Interpretation:
From the above chart and table, it can be interpreted that around 14.4% of the respondents are extremely
likely to recommend their company to others, 8.5 % of the respondents are likely to recommend their
company to others. Around 10.2% of the respondents are slightly likely to recommend their company and
around 2.5 % of respondents are not likely at all to recommend their company to others. Around 14% of
the respondents are not sure of their recommendation.
Table showing the percentage of people looking forward to coming to work each morning
Do you look forward to coming to work

each morning?
N %
Strongly Disagree 2 1.7%
Disagree 4 3.4%
Neither Agree or 17 14.4%
Disagree
Agree 65 55.1%
Strongly Agree 30 25.4%
Chart showing the frequency of the respondents who look forward to coming to work each morning
Interpretation:
From the given table and chart, it shows that around 55.1% of the respondents look forward to coming to
work each morning. Only about 23.7 % of the respondents strongly look forward to coming to work each
morning. Around 14.4% of the respondents neither agree nor disagree to look forward to coming to work
each morning.
Table showing the percentage of the respondents feeling free to contact their HR in case of any concern
Do you feel free to contact HR/ immediate

manager in case of any concern?
N %
Disagree 9 7.6%
Disagree
Agree 65 55.1%
Chart showing the frequency of the respondents feeling free to contact their HR in case of any concern
Interpretation:
From the chart and table above, around 25.4% of the respondents strongly agree that they can freely
contact the HR/Immediate manager in case of any emergency. Among 118 respondents 55.1% of the
respondents feel free to contact the HR in case of any concern. Around 8.5% of the respondents neither
agree nor disagree to feel free to contact HR/Manager, where as 7.6% and 1.7% of the respondents do not
feel free to contact their HR/Manager.
Table showing the percentage of the respondents’ comfort in giving suggestions

Do you feel comfortable giving feedback/
suggestions to your managers/ supervisors?
N %
Disagree 8 6.8%
Disagree
Agree 58 49.2%
Chart showing the frequency of the respondents’ comfort in giving suggestions
Interpretation:
From the above table and chart, it is understood that around 49.25% of the respondents feel comfortable
in giving feedback /suggestions to their manager/supervisor and around 27.1% of the respondents strongly
agree that they are able to give feedback to their manager/supervisor.
Table and chart 4.1.10
Table showing the percentage of respondents on how their company recognizes if they perform well
Congratulate or appreciate
Provide incentives your performance in front
N % of the whole team
N %
Yes 71 60.2%
Yes 77 65.3%
No 47 39.8% No 41 34.7%
Put your achievement on a pin- up

board nothing
N % N %
Yes 52 44.1% Yes 14 11.9%
No 66 55.9% No 104 88.1%
Chart showing the frequency of the respondents on how the company recognizes if they perform well
Interpretation:
From the above chart and table it shows that around 66.3% of the respondents’ Company congratulates or
appreciates their work in front of the whole team if they perform well and around 60% of the respondents
says that their company provides incentive if they perform well. Around 44.1% of the respondents, say
that their company put their achievements on a pin –up board and around 11.9% of the respondents says
that their company does not provide any recognition if they perform well.
Table and chart 4.1.11
Table showing the percentage of the respondent agreeing that employee engagement programs motivate
the employees and improves their productivity
Do you agree that employee engagement

programs motivate the employees and
improve their productivity?
N %
Disagree 70 59.3%
Disagree
Agree 3 2.5%
Chart showing the percentage of the respondent agreeing that employee engagement programs motivate
the employees and improves their productivity
Interpretation:
From the above table and charts, around 59.3% of the employees strongly agree that employee
engagement program doesn’t motivate employees to improve their productivity and 19.5% of the
respondents agree upon the same. Where in 16.9% of the respondents neither agree nor disagree on the
point that employee engagement program motivates the employees and improves the productivity.
Around 2.5% of the employees agree that the employee engagement program motivates the employees
and improves their productivity.
Table showing the loyalty of the respondent to stay in the company
With a continuous process of engagement

programs offered by the Company, do you
feel more loyal to stay in the Company?
N %
Disagree 6 5.1%
Disagree
Agree 80 67.8%
Chart showing the loyalty of the respondent to stay in the company
Interpretation:
From the above table and chart, it can be understood that around 67.8% of the employees feel more loyal
to stay in the company and 12.7% of the employees strongly agree that they would be be loyal to the
Company with a continuous process of employee engagement activities. Where in around 5.1% of the
respondents feel that they are not ready to stay in the company, 1.7% of the respondents strongly disagree
to stay in the company even if employee engagement programs are conducted by the Company.
Table showing the percentage of respondent with respect to work place ambience
How satisfied are you with the

workplace ambience? (1- not at all
satisfied; 2- partially satisfied; 3-
neutral;4-satisfied;5-Extremely
satisfied)
N %
Not at all satisfied 3 2.5%
Partially Satisfied 6 5.1%
Neutral 17 14.4%
Satisfied 54 45.8%
Extremely 38 32.2%
Satisfied
Chart showing the Frequency of the respondent with respect to work place ambience
Interpretation:
From the table and charts nearly 45.8% of the respondents feel satisfied with their work place ambience
and about 32.2% of the respondents feel extremely satisfied with their work place ambience. Around
14.4% of the employees are neither satisfied nor dissatisfied with their work place ambience. Few
respondents at 5.1% and 2.5% are partially and not at all satisfied respectively with the work place
ambience.
Table showing the percentage of respondent agreeing the correlation between the workplace ambience
and productivity
Do you agree that workplace ambience and

productivity to work are directly
correlated?(1- Strongly Agree;2- partially
Disagree; 3-Neutral;4- Agree;5- Strongly
Agree)
N %
Disagree 6 5.1%
Disagree
Agree 61 51.7%
Chart showing the frequency of the respondent towards the correlation between the work place ambience
and productivity
Interpretation:
The above table and chart shows that around 51.7% and 34.7% of the respondents feel that their work
place ambience and productivity are directly correlated with their work efficiency, where in a meagre
0.8% of the respondents feel that the work place ambience doesn’t correlate with the productivity of the
work and about 7.6% of the respondents being neutral on this direct correlation between the work place
ambience and their work productivity.
Table showing the percentage of respondents towards the company caring about physical and mental well
being
Do you think your Company cares about your
physical and mental wellbeing?
N %
Disagree 12 10.2%
Neither Agree or Disagree 16 13.6%
Agree 65 55.1%
Charts showing the frequency of the respondents
Interpretation:
From the above chart and table it is clear that most of the Companies care about their employees’ physical
and mental wellbeing. Where in 10.2% of the respondents say that their company doesn’t care about
their physical and mental wellbeing.
Table and Chart 4.1.16:
Table showing the percentage of respondent towards the recognition
Are you recognized fairly for your

contribution to team efforts?
N %
Not at all 11 9.3%
recognized
Partially recognized 85 72.0%
very much 22 18.6%
recognized
Chart showing the frequency of the respondent towards the recognition
Interpretation:
From the above table and chart, nearly 72% of the respondents feel that their company partially
recognizes their contribution to team work, where as 18.6% of the respondents feel that their company
very much recognizes their contribution and 9.3% feel that their company does not recognize their
contribution to team efforts.
Table showing the percentage of respondent towards the facilities provided by their company
Sports activity Yoga class

N % N %
Yes 71 60.2% Yes 14 11.9%
No 47 39.8% No 104 88.1%
None of the above

N %
Rehabilitation center
Yes 32 27.1%
N %
No 86 72.9%
Yes 47 39.8%
No 71 60.2%
Chart showing the frequency of the respondent towards the facilities provided by their company
Interpretation:
The above table and chart shows that most of the company provides sports activity facility and
rehabilitation centre and around 11.8% of the respondents says that their company provided yoga class for
their wellbeing. Whereas around 27.1% of the employee says that their company doesn’t provide any
facilities for their well-being.
Table and Chart 4.1.18:
Table showing the percentage of respondents on how management takes interest in their career goals
Do you feel that the Management shows a

genuine interest in your career goals?
N %
Disagree 7 5.9%
Disagree
Agree 64 54.2%
Chart showing the frequency of the respondent
Interpretation:
From the above table and chart, around 54.2% of the respondents agree that their management shows a
genuine interest in their career goals and 22 % of the respondents neither agree nor disagree on that
subject. Whereas around 14.4 % of the respondents strongly feel that their Company supports them in
their career goals. About 5.9% and 3.4% of the respondents say that their company or management does
not care about their career goals.
Table shows the percentage of the respondent on how they fell that their company is a good place to
develop their career
Do you think that your Company is a good

place for you to develop your career?
N %
Disagree 6 5.1%
Disagree
Agree 74 62.7%
Chart shows the frequency of the respondent on how they fell that their company is a good place to
develop their career
Interpretation:
Around 62.7% of the respondents feel that their company is the good place to develop their career, and
21.2 % of the respondents strongly agree that their company is the best place to develop their career.
Whereas around 5.1% and 2.5 % of the respondents feel that their company is not a good place to develop
their career.
Table shows
Learning forums/ Online office games- ice

sessions/ in- house breaker games
training programs N %
N % Yes 29 24.6%
Yes 81 68.6% No 89 75.4%
No 37 31.4%
Providing health
Quiz sessions challenges
N % N %
Yes 54 45.8% Yes 40 33.9%
No 64 54.2% No 78 66.1%
Nothing
N %
Yes 14 11.9%
No 104 88.1%
Chart shows
Interpretation:
From the above table and chart, it is understood that most of the respondents says that their company
provides engagement programs like learning/ session forums, quiz sessions and online-offline games to
overcome the pressure of working from home and off hours. Only about 11.9% of the respondents say
that their company does not provide any engagement program to overcome the pressure of working from
home.
Table shows the percentage of impact of employee engagement
Increases productivity and

improves morale Lower attrition rate
N % N %
Yes 80 67.8% Yes 72 61.0%
No 38 32.2% No 46 39.0%
Improves overall organizational Boosts business growth
effectiveness
N % N %
Yes 74 62.7% Yes 55 46.6%
No 44 37.3% No 63 53.4%
Chart shows the frequency of impact of employee engagement
Interpretation:
In the above table and chart, about 67.8 % of the respondents say that the employee engagement program
in a company increases the productivity and increase morale, where as 62.7% of the employees say that it
improves the overall organizational effectiveness and 61 % of the respondents say that it lowers the
attrition rate and around 46.65% of the respondents say that employee engagement program boosts the
business growth.
Table shows the percentage of respondent on how the EE programs help in retaining talented employee
Employee Engagement programs help

organization in retaining talented
employees.
N %
Disagree 4 3.4%
Disagree
Agree 65 55.1%
Chart shows the frequency of respondent on how the EE programs help in retaining talented employee
Interpretation:
From the above chart and table, around 55.1 % and 27.1% of the respondents strongly feel that employee
engagement program helps the organization to retain the talented employees. Whereas 3.4 % feel that
employee engagement program does not help in retaining the talented employees.
Table shows the percentage of respondents upon their long- term commitment
Fully committed
Somewhat committed
N %
N %
Yes 32 27.1%
Yes 60 50.8%
No 85 72.0%
No 57 48.3%
4 1 0.8%
3 1 0.8%
I am not sure how long I

I would prefer not to
plan to stay
remain
N %
N %
Yes 30 25.4%
Yes 14 11.9%
No 88 74.6%
No 104 88.1%
Chart shows the frequency of the respondents on their long term commitment
Interpretation:
From the above table and chart, it is clear that around 50% of the respondents feel that they will be
somewhat committed and 27.1 % of respondents fully committed to long –term career in the company and
around 25.4 % of the respondents feel that they are not sure about their long term plan and about 11.9 %
of the respondents feel that they would prefer not to remain in the company for long term career with the
level of employee engagement programs offered by the Company.
Table shows the percentage of respondents in the attributes that leads to poor employee engagement
Poor relationship with manager Poor relationship with co-employees

N %
N %
Disagree 2 1.7%
Disagree
Disagree
Agree 77 65.3%
Agree 61 51.7%
Discrimination/ Harassement
Impersonal treatment
N %
Strongly Disagree 5 4.2% N %
Disagree 1 0.8% Strongly Disagree 2 1.7%
Neither Agree or 27 22.9% Disagree 11 9.3%
Disagree Neither Agree or 27 22.9%
Agree 43 36.4% Disagree
Agree 47 39.8%
Lack of Team/ public work nature Lack of communication from/with

N % Management
Strongly Disagree 6 5.1% N %
Disagree 6 5.1% Strongly Disagree 8 6.8%
Neither Agree or 20 16.9% Disagree 4 3.4%
Disagree Neither Agree or 17 14.4%
Agree 56 47.5% Disagree
Strongly Agree 30 25.4% Agree 59 50.0%
Chart shows the Frequency of the respondents in the attributes that lead to poor employee engagement
Interpretation:
From the above set of tables and charts, it is evident that low level of employee engagement programs is
due to the following factors:
Around 65.3% of the respondents feel it is due to poor relationship with co-employees and 51.7 % of the
respondents say it is due to poor relationship with manager and 50.7% says it is due to lack of
communication from/ with management. Around 47.5% of the respondents feel that it is due to lack of
team /public work nature and 39.8% due to impersonal treatment and 36% of respondents feel that it is
due to discrimination and harassment.
Table shows the attributes need to be increase the employee engagement program
Employee well being Adequate Training and Satisfied Financial

counselling developmental program incentive and bonus
N % N % N %
1 64 54.2% 1 20 16.9% 1 36 30.5%
2 29 24.6% 2 67 56.8% 2 34 28.8%
3 10 8.5% 3 15 12.7% 3 31 26.3%
4 2 1.7% 4 5 4.2% 4 5 4.2%
6 2 1.7% 6 1 0.8% 5 1 0.8%
7 1 0.8% 7 2 1.7% 6 1 0.8%
8 4 3.4% 8 5 4.2% 7 1 0.8%
9 3 2.5% 9 2 1.7% 8 6 5.1%
10 3 2.5% 10 1 0.8% 10 3 2.5%
Good Employee- employer
Equal respect from Good work place
Good relationship
work/ life balance Flexible hours of working
coworkers/Management
Extracurricular centers for ambience/ culture
N % N %
N %
employee's wellbeing N %
1 32
30 27.1%
25.4% 1 40 33.9%
1 N 38 32.2% % 1 28 23.7%
2 39
52 33.1%
44.1% 2 36 30.5%
12 37
29 31.4%
24.6% 2 49 41.5%
3 22
12 18.6%
10.2% 3 13 11.0%
23 16
50 13.6%
42.4% 3 13 11.0%
4 59 4.2%
7.6% 4 9 7.6%
34 8
14 6.8%
11.9% 4 8 6.8%
5 2 1.7% 5 6 5.1%
45 83 6.8%
2.5% 5 5 4.2%
6 26 5.1%
1.7% 7 3 2.5%
56 34 2.5%
3.4% 6 6 5.1%
7 46 5.1%
3.4% 8 6 5.1%
67 23 1.7%
2.5% 8 5 4.2%
8 34 2.5%
3.4% 9 3 2.5%
78 26 1.7%
5.1% 9 3 2.5%
9 13 0.8%
2.5% 10 2 1.7%
89 36 5.1%
2.5% 10 1 0.8%
10 2 1.7%
910 13 2.5%
0.8%
Encourage team/individual
efforts of an employee
N %
1 27 22.9%
2 50 42.4%
3 15 12.7%
4 4 3.4%
5 4 3.4%
6 3 2.5%
7 2 1.7%
8 3 2.5%
9 6 5.1%
10 4 3.4%
Chart shows the attributes needed to increase the employee engagement
Interpretation:
The above chart and table reveals that the factors that help the company to increase their employee
engagement are adequate training and development programs, employee wellbeing counseling, good
work life balance, good work place ambience, encouragement of team and individual efforts of an
employee, extracurricular centers for employee wellbeing, good employee employer relationship,
flexible working hours, equal respect from coworkers and managers and satisfied financial incentives
and bonus.
Chi-square test:
Table and chart 4.2:
H0: There is no significant relationship between work experience and providing incentives to motivate
the employees.
H1: There is significant relationship between work experience and providing incentives to motivate the
employees.
Work experience (No. of years) * Provide incentives Cross-tabulation
Count
Provide incentives
Yes No Total
Work experience (No. of Below 1 year 12 4 16
years)
1–4 27 28 55
4–8 25 6 31
Above 8 7 9 16
Total 71 47 118
CHI-SQUARE TEST:
Chi-Square Tests
Asymptotic
Significance
Value df (2-sided)
Pearson Chi-Square 11.508a 3 .009
Likelihood Ratio 12.052 3 .007
Linear-by-Linear .073 1 .786
Association
N of Valid Cases 118
a. 0 cells (.0%) have expected count less than 5. The
minimum expected count is 6.37.
Interpretation:
Since the asymptotic significance of Pearson’s chi-square value is 0.007 which is lesser than the 0.05,
there is significance relationship between work experiences and provide incentive to motivate the
employees. From the above bar chart it can be understood the work experience is also one of the factor
responsible for providing incentive to the employee. It is evident that the primary factor for the employees
in 1-4 years of experience level is incentive and it is evident that employees with the work experience
above 8 years do not rely of incentive provided by the company.
ONE –WAY ANOVA:
Table 4.3:
H0: There is no significance difference between the performance of the employee and business growth
H1: There is significance difference between the performance of the employee and business growth
ANOVA
performance
Sum of Mean
Squares df Square F Sig.
Between (Combined) 126.120 1 126.120 8.066 .005
Groups Linear Unweight 126.120 1 126.120 8.066 .005
Term ed
Weighted 126.120 1 126.120 8.066 .005
Within Groups 1813.820 116 15.636
Total 1939.941 117
ANOVA Effect Sizesa,b

95% Confidence
Point Interval
Estimate Lower Upper
performance Eta-squared .065 .006 .165
Epsilon-squared .057 -.003 .158
Omega-squared Fixed- .056 -.003 .157
effect
Omega-squared .056 -.003 .157
Random-effect
a. Eta-squared and Epsilon-squared are estimated based on the fixed-effect
model.
b. Negative but less biased estimates are retained, not rounded to zero.
Interpretation:
The ANOVA table shows that the significance of F-Value (0.005) is significant hence the alternate
hypothesis (H1) is accepted. Thus the performance of the employee plays a major role in business
growth. From the table it is clear that the individual performance of the employee is always necessary to
increase the productivity, morale, development and business growth of the company. Hence the Employee
engagement program of the company should be well enough to equip the employee to perform well for
their company wellbeing
RANK:
Table 4.4:
Table shows the Ranks of the attributes to increase employee engagement program
Ranks
Mean Rank
Employee well being counseling 4.32
Adequate Training and developmental program 5.51
Satisfied Financial incentive and bonus 5.51
Good work/ life balance 5.44

Equal respect from coworkers/Management 5.34
Good work place ambience/ culture 5.77
Good Employee- employer relationship 5.69

Extracurricular centers for employee's wellbeing 5.78
Flexible hours of working 5.47
Encourage team/individual efforts of an employee 6.17
Test Statisticsa
N 118
Chi-Square 41.824
Df 9
Asymp. Sig. .000
a. Friedman Test
Interpretation:
From the above table of Ranks given by the respondents, with respect to mean rank the attributes
necessary to increase the employee engagement program in an organization are Employee well being
counseling , Equal respect from coworkers/Management, Good work/ life balance, Flexible hours of
working, Adequate Training and developmental program, Satisfied Financial incentive and bonus, Good
Employee- employer relationship, Good work place ambience/ culture Extracurricular centers for
employee's wellbeing, Encourage team/individual efforts of an employee
SUMMARY AND CONCLUSION
FINDINGS
PERCENTAGE ANALYSIS
1. The demography questions helped in understanding that a majority of the respondents

 Are found to be in the age group of 25- 35
 Are male
 Are unmarried and
 Have a work experience of 1- 4 years.
2. It can be understood that the most of the respondents worked in renowned private sector
companies
3. It was very evident that more than half of the respondents were likely to recommend their
Company to their friends. This shows the level of trust/ loyalty they have towards their respective
Companies.
4. A majority of the people agreed that they look forward to going to office every morning. This
shows that the employees love their job profile.
5. A majority of the respondents agreed to the fact that they would feel free to contact HR or
immediate manager in case of any concern. This shows that the respondents’ employers took into
consideration the employees’ wellbeing. It also proves that the respondents’ companies have a
good grievance redressal mechanism.
6. Only less than 50% of the respondents agreed to the fact that they felt comfortable giving
feedbacks/ suggestions to the employers. This shows that most managers do not consider the
opinions/ suggestions given by their sub- ordinates. This would restrict the employees from
expressing any new thought or idea.
7. Most of the respondents’ Companies value the work done by the employees in some form of
reward, the most common being congratulating their performance in front of the whole team. This
boosts the employees to be more productive and loyal.
8. A majority of the respondents disagreed to the fact that employee engagement programs motivate
the employees and improve their productivity.
9. A majority of respondents agreed to the fact that employee engagement programs would increase
the loyalty to stay in the Company.
10. A majority of the respondents were satisfied with their workplace ambience.
11. Most of the respondents agreed to the fact that a better workplace ambience results in better
productivity. It is clear that workplace ambience is a key factor in uplifting employees’
productivity.
12. A majority of the sample agreed that their Companies care about both their physical and mental
wellbeing.
13. With respect to individual recognition for team efforts, most of the respondents were only partially
recognized.
14. Many respondents quoted that some form of activity was being done by the Company which de-
stressed them from work including sports activity, yoga class, rehabilitation centers etc.
15. Many of the respondents’ management showed genuine interest in their employees’ career goals
and hence the employees also feel that their Company is a good place for them to develop their
career.
16. To overcome stress due to work from home pattern, a majority of the respondents’ Companies
conducted learning forums, training sessions, quiz sessions, health challenges etc.
17. A majority of the respondents agreed to the fact that employee engagement programs increase
productivity and improves morale, lowers attrition rate and improves organizational effectiveness,
but does not have a great role in boosting business growth.
18. It is evident that employee engagement programs help in retaining talented employees from
leaving the Organisation.
19. A majority of the respondents’ were only partially committed towards staying in the Company for
long.
20. It is very evident that poor relationship with manager and co- employees, discrimination/
harassment, impersonal treatment, lack of team work and lack of communication with
Management are attributes that lead to poor employee engagement
21. A majority of the sample ranked employee wellbeing and counseling, flexible hours of working
and encouragement of individual efforts of employee among the top 3 desired employee
engagement activities.
CHI SQUARE TEST
Chi- square test performed to identify how employees are incentivized in correspondence to their work
experience showed that, 75- 80% of the employees with less than 1 year of work experience and between
4 and 8 years of work experience are provided incentives if they perform well compared to other
employees. This shows that, fresh employees are given incentives in order to gain their loyalty towards
the Company. Employees in the category of 4 – 8 years of experience are provided incentives because
having served for a few years in the Company, they may plan to switch over to another Company. So, to
retain the experienced employees from leaving incentives are provided. Responses from employees in the
category of 1- 4 years of work experience showed that 50% were given incentives and the rest were not.
This solidly proves that young people with reasonable experience do not stay in a Company for too long
as they are not incentivized. Employees above 8 years of work experience do not rely upon incentives as
they become comfortable with the Company that they refuse to leave the Company voluntarily.
SUGGESTIONS
1. The Company management shall conduct employee engagement activities in order to de stress the
employees from the pressure of working from home and conduct activities on a regular basis in
order to enhance the employees’ productivity in work.
2. As a means of encouraging a well performing employee, the Management shall incentivize them
by way of rewards/ appreciation/ monetary incentives.
3. The Company shall provide a good work ambience.
4. The Companies shall be open to receiving suggestions/ recommendation from sub- ordinates as
that would make them more passionate towards work.
5. Every Company shall definitely have a grievance redressal mechanism.
6. The Company management shall recognize the efforts of every individual who was a part of every
successful team work.
7. Company management shall provide employee wellbeing counseling, adequate training and
developmental program.
8. The employees should neither be forced nor be entertained to work outside office hours as that
affects their work- life balance.
9. Each employee shall be given due respect as is given to his co- worker.
10. The Management may try to provide flexible working hours depending on the nature of work.
CONCLUSION
This project helped in understanding the various employee engagement programs driven by the
Companies which is the primary objective of the study. In addition to it, a deep insight on the general
mindset, attitude and expectations of the employees for better performance of work was obtained. It is
very evident that employee engagement programs boost the productivity and morale of employees.
This study helped in gaining knowledge not just about one of the core functions of HR department which
is employee engagement activities, but also on the core resource of any organisation- employees.
I would like to thank the HR team of Tenneco Clean Air India Private Limited for supporting on the 3
month project and hope the outcome of the project report given as findings and suggestions helps in
implementation of engagement programs that address the employee needs.
BIBLIOGRAPHY:
Books:
 Organaisational behaviour - K.Ashwathappa

 Human Resource management - K.Aswathappa
 Research Methodology - C.R.Kothari
 Human Resource Development And Management - A.M.Sheikh
 Human Resource Development - Geetha Bansal
 Understanding employee engagement- Theories, research and practice - Zinta S. Byrne
Journal references:
Myilswamy, N. P., & Gayatri, D. R. (2014, August). A Study On Employee Engagement: Role of
Employee Engagement In Organizational Effectiveness. Retrieved from International Journal of
Innovative Science Engineering and Technology:
Chandani, A., & Mita Mehta. (2016, May). Employee Engagement: A Review Paper on Factors Affecting
Employee Engagement. Retrieved from Researchgate:
Dr. PratimaSarangi, & Dr. Bhagirathi Nayak. (2016, April). Employee Engagement and Its Impact on
Organizational Success – A Study in Manufacturing Company, India. Retrieved from IOSR
Agrawal, S. (n.d.). Factors Influencing Employee Engagement: A Study Of Diverse Workforce. Retrieved
from AIMA
Chanana, N., & Sangeeta. (2020, October 01). Employee engagement practices during COVID‐19
lockdown. Retrieved from Wiley online library:
Web Reference:
http://www.ijiset.com/v1s6/IJISET_V1_I6_54.pdf
https://www.researchgate.net/publication/302915264_Employee_Engagement_A_Review_Paper_on_Fact
ors_Affecting_Employee_Engagement
http://www.iosrjournals.org/iosr-jbm/papers/Vol18-issue4/Version-1/G1804015257.pdf
https://apps.aima.in/ejournal_new/articlesPDF/Soni-Agrawal.pdf
https://onlinelibrary.wiley.com/doi/full/10.1002/pa.2508
https://www.impraise.com/blog/project-oxygen-8-ways-google-resuscitated-management
https://rework.withgoogle.com/print/guides/5721312655835136/
QUESTIONNAIRE
A STUDY ON EMPLOYEE ENGAGEMENT IN TENNECO CLEAN AIR

INDIA.PVT.LTD
1. Name *
2. Age *
Below 25
25 - 35
35 - 45
45 Above
3. Gender *
Male
Female
4. Marital status *
Married
Unmarried
5. Work experience (No. of years) *
Below 1 year
1-4
4-8
Above 8
6. Place of work *
Public Sector
Renowned Private Companies
Emerging Start- up
7. Work experience (No. of years) *
Below 1 year
1-4
4-8
Above 8
8. How likely are you to recommend your company to your friends *
Not at all likely
Slightly Likely
Not sure
Likely
Extremely likely
9. Do you look forward to coming to work each morning? *
Strongly Disagree
Disagree
Neither Agree or Disagree
Agree
Strongly Agree
10. Do you feel free to contact HR/ immediate manager in case of any concern? *
Strongly Disagree
Disagree
Neither Agree nor Disagree
Agree
Strongly Agree
11. Do you feel comfortable giving feedback/ suggestions to your managers/
supervisors? *
Strongly Disagree
Disagree
Neither agree nor Disagree
Agree
Strongly Agree
12. How does the Company recognize if you perform well? *
Provide incentives
Congratulate or appreciate your performance in front of the whole

team
Put your achievement on a pin- up board
Nothing
13. Do you agree that employee engagement programs motivate the employees and
improve their productivity? *
1 2 3 4 5
Strongly Disagree Strongly Agree
14. With a continuous process of engagement programs offered by the Company, do

you feel more loyal to stay in the Company? *
Strongly Disagree
Disagree
Neither Agree or Disagree
Agree
Strongly Agree
15. How satisfied are you with the workplace ambience? (1- not at all satisfied; 2-
partially satisfied; 3-neutral;4-satisfied;5-Extremely satisfied)*
1 2 3 4 5
Not at all satisfied Extremely satisfied
16. Do you agree that workplace ambience and productivity to work are directly
correlated?(1- Strongly Agree;2- partially Disagree; 3-Neutral;4- Agree;5-
Strongly Agree) *
1 2 3 4 5
17. Do you think your Company cares about your physical and mental wellbeing? *
Strongly Disagree
Disagree
Neither Agree nor
Disagree Agree
Strongly Agree
18. Are you recognized fairly for your contribution to team efforts? *
Not at all recognized
Partially recognized
very much recognized

19. Does your company provide any of these facilities? *
Sports activity
Yoga class
Rehabilitation center
None of the above
20. Do you feel that the Management shows a genuine interest in your career
goals? *
Strongly Disagree
Disagree
Neither Agree nor
Disagree Agree
Strongly Agree
21. Do you think that your Company is a good place for you to develop your career?*
Strongly Disagree
Disagree
Neither agree nor Disagree
Agree
Strongly Agree
22. To overcome the pressure of working from home and off hours, What kind of
engagement programs were given by the Company? *
Learning forums/ sessions/ in- house training training programs
Online office games- ice breaker games
Quiz sessions
Providing health challenges
Nothing
23. What do you think about the impact of employee engagement *
Increases productivity and improves morale

Lower attrition rate
Improves overall organizational effectiveness
Boosts business growth
24. Employee Engagement programs help organization in retaining talented

employees. *
1 2 3 4 5
25. With the level of engagement activities done by the Company and the relevance to
your job, how committed are you to a long-term career at your Company *
Fully committed
Somewhat committed
I am not sure how long I plan to

stay
I would prefer not to remain
26. Do you feel any of the following contribute to low level of employee engagement
towards the company? ( SA- Strongly Agree; A- Agree; N- Neither agree nor
Disagree; DA- Disagree; SDA- Strongly Disagree) *
SDA DA N A SA
Poor relationship with manager
Poor relationship with co-employee's
Discrimination/ Harassement
Impersonal treatment
Lack of communication from/with

Management
Lack of Team/ public work nature
27. What do you think that the company can do increase employee engagement? Rank them according
to your preference.
1 2 3 4 5 6 7 8 9 10
Employee wellbeing

counselling
Adequate Training and
developmental program
Satisfied Financial incentive
and bonus
Good work/ life balance
Equal respect from

coworkers/Management
Good work place ambience/
culture
Good Employee- employer
relationship
Extracurricular centers for
employee's wellbeing
Flexible hours of working
Encourage team/individual
efforts of an employee

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A STUDY ON EMPLOYEE ENGAGEMENT IN

“TENNECO CLEAN AIR INDIA. PVT.LTD”

GURU NANAK COLLEGE (AUTONOMOUS)

VELACHERY, CHENNAI 600042

In partial fulfilment for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

(Reg. no. 1913143036012)

Under the Guidance of

I, HARIHARAN .K (1913143036012), Second year MBA Student of Guru Nanak College

PLACE: CHENNAI K Hariharan

This is to certify that Internship Report entitled “A STUDY ON EMPLOYEE ENGAGEMENT IN

Dr. M. K. Shakila Dr. D.SHOBA

Dean-School of Management Project Guide

Chapter No. Title Page No.

NEED FOR STUDY

2 BACKGROUND OF THE STUDY

THEORIES RELATED TO THE TOPIC

STATISTICAL TOOLS USED

4 DATA ANALYSIS AND INTERPRETATION

5 SUMMARY AND CONCLUSION

Human Resource Management:

3. Decisions Made Influence the Effectiveness of an Organization. Effectiveness of an organization will

 Human Resource Planning

THE FOUR LEVELS OF EMPLOYEE ENGAGEMENT

Engaged and committed

Engaged but not committed

Neither engaged, nor committed

Benefits of employee engagement:

KEY FACTORS DRIVING EMPLOYEE ENGAGEMENT

 Decentralised power system

EMPLOYEE ENGAGEMENT ACTIVITIES

1. To do a study on employee engagement activities conducted on by the Company

Limitations of the study

Automotive industry – History:

 Cylinder head and exhaust manifold

Components of Exhaust system:

Water cooled Manifolds:

Hard Wrap (Hard Manifold Shields):

Flexible Metal Hose and Bellows:

 To isolate the weight of the exhaust piping from the engine..

 To relieve exhaust components of excessive vibration fatigue stresses.

 To allow relative shifting of exhaust components..

 Level 3 Silencer System “Supercritical” — Provides maximum silencing for residential,

Exhaust system Piping:

Design of Exhaust System:

Exhaust Pipe Insulation:

TENNECO CLEAN AIR INDIA PRIVATE LIMITED:

History of the company:

Commitment of the Company:

Tenneco’s commitment to operating in a socially responsible and sustainable manner is absolute, no

1. PROJECT OXYGEN- GOOGLE

Resistance from engineers and millennials

Google oxygen technique for employee engagement

 Great employees don’t always make great managers

PROJECT ARISTOTLE- GOOGLE

Define what makes a “team”

So the researchers measured team effectiveness in four different ways:

1. Executive evaluation of the team

2. Team leader evaluation of the team

3. Team member evaluation of the team

4. Sales performance against quarterly quota

Collect data and measure effectiveness

 Group dynamics: I feel safe expressing divergent opinions to the team.

 Skill sets: I am good at navigating roadblocks and barriers.