CHAPTER 1

INTRODUCTION, INDUSTRY PROFILE AND COMPANY PROFILE

 INTRODUCTION

HRM has come to be recognized as an inherent part of management of Organization . It objective is

the maintenance of better human relation in the organization by the development application and
evaluation of Policies, Procedure, and Programs relating to human resources to optimize their
contribution towards the realization of organizational objectives. The success of any organization
needs to be more flexible so that they are equipped to development their workforce and enjoy their
commitment.

People in any organization manifest themselves not only through individuals sections but also
through group interactions. When individuals come to work place, they come with not only
Technical skills, Soft skills, and Knowledge but also with their Personal feelings, Desires, Motives,
Attitudes and Values. Therefore employees management in an organization means management not
only Technical skills but also other factors of Human resources. Negative attitude of employees can
affect the effectiveness of organization to a considerable extent. It is the major concern of HR
Professionals to keep employees satisfied with their job

Employees Engagement is the extent to which employees commit to something or someone in their
organization, how hard employees work, and how long they stay as a result of that commitment.
There are they stay as a result of that commitment. There are two types of employee commitment,
Rational and Emotional. That act through four focal point, they are Job, Team, Manager and the
Organization. And ultimately drive the outcome of Performance and Retention. Employee is needed
to build on strengths of previous academic and practitioner research in order to identify an analytical
framework that will help and guide real world business decisions in pursuit of this objective, the
council defines engagement as purposeful engagement.
 INDUSTRY PROFILE

. Modern textile industry in India has its origin in the 19th century. The textile industry occupies a
prominent role in the Indian economy, contributing to about 23.5% of the industrial production. The
textile sector is closely lined with agriculture, handlooms, power looms, garments manufacturing
and a number of ancillaries in industry and trade. India has the second largest spinning capacity in
the world, after China. In fact, after the expiry of Agreement on textile and clothing, a number of
existing units have undertaken significant expansion of their spinning capacity

Textile industry in India is the second largest employment generator after agriculture. Indian textile
and apparel industry, contribute to 3.6% of India’s gross domestic product and accounts for 25% of
Indian export. The removal of quotas has been advantageous mainly to the developing countries,
which were the main exporters of textile and clothing products.

The world textile and clothing exports grew by 9.7% in 2006, to US $ 530 billion. Of the total exports,
textiles accounted for US $ 219 billion and clothing for the remaining US $ 311 billion. The world
largest exporter of textiles (excluding clothing) as a region was EU25, whereas in case of industrial
countries, China was topping the list with US $ 48.68 billion, followed by Hong Kong (US $ 13.19
billion), USA (US $ 12.67 billion) and South Korea (US $ 10.11 billion). India stood at the 6th position
with US $9.33 billion worth export of textiles in 2006. In case of import of textiles too EU25, as a
block, was leading the list with US $70.43 billion followed by USA (US $ 23.5 billion), China (US $
16.36 billion), Hong Kong (US $ 13.98), and Japan (US $ 6.18) USA was the largest importer in the
case of individual countries. India stood at the 14th position with regard to import of textiles by
individual countries, with a mere US $ 2 billion. Imports, followed by USA (US $ 82.97billion) and
Japan (US $23.87 billion). The developed countries were having deficits in textile and clothing trade
over a decade with USA topping the list with a deficit of US $ 89 billion in 2006. EU held a huge
deficit of US $ 56.95 billion, followed by Japan with US$ 22.63 billion during the same period. Such
trade deficits
 HISTORY OF TEXTILE INDUSTRY
English inventors in the 18th century began to automate textile cottage industry
processes including carding, spinning and weaving. James Hargreaves developed the
Spinning Jenny, a device that replaced eight hand spinners in one operation. Richard
Arkwright assembled these processes and started the first factory on the Darwin River
in Crawford, England in 1771. Following the American Revolution, several founding
fathers felt manufacturing should remain in England. Alexander Hamilton felt otherwise
and wanted to establish a model mill village in Paterson, New Jersey. His ideas were
ahead of their time. The “National Manufactory” went out of business in 1796. Samuel
Slater of Rhode Island visited several mills owned by Arkwright and associates, Cabot
Lowell of Boston built a factory in Waltham, up the Charles River from Boston. Later, the
Boston associates built an entire mill town on the Merrimack River, and later named it
“Lowell” in memory of James Cabot Lowell.
1793- Eli Whitney and Hog den Holmes developed a simplified method of removing the cotton
lint from the seed. Whitney’s, and especially Holmes saw tooth gin, revolutionized the cotton
industry by dramatically increasing the productivity of cotton ginning Gins.
In the early 1800s, cotton was raised in the Southern United States and exported to mills in
England and the north. Leaders such as William Gregg of South Carolina Advocated a home
based textile industry for the south but the time was not right. Northern mills resisted the
growth of mills outside New England and New Jersey and imported from Europe.
After the civil war, the south slowly replaced slaves with free workers. The industry remained
largely in the north until after the 1880s. Leaders such as Edwin Michael Holt and family of
Alamance Country, North Carolina built mills in
Large numbers throughout the south as the 19th century closed. Glencoe Cotton Mill and mill
village are preserved today.
England began to decline in importance. Merchants contracted for goods through agents. The
Cone family moved from Baltimore to Greensboro and brokered sales. The Belk family bought
goods from Cone to sell in the dry goods stores. Merchants such as Marshall Fields of Chicago
bought goods from mills through intermediaries. Later, in order to better control supply, the
Cones and the Fields built mills of their own, e.g. Cone Mills and Fieldcrest Mills. Machinery was
imported from the north and from Europe.




 COMPANY PROFILE

MR Clothing Company came into existence in the year 1997. Essentially targeted at the domestic
retail segment, we are primarily manufacturers of all categories of casual and formal apparels
We understand that each customer needs to individualize the uniform to suit their requirement.
Therefore we not only provide the extraordinary garment, but also the very unusual

Promoters of the Company:

• Mujeeb rahaman
• Fasin Rahman



CUSTOMISER SUPPORT SERVICE.

when we say ‘customised’, it means that we,
conceptualize
design
implement
produce and manage inventory

distribute the garment according to the very individual specifications of our customer. we are
the first concern in India, which is offering such a support to our busy clients. our creative ideas
and budget conscious uniform solutions have been utilized right from small businesses to
multinational conglomerates. we have creativity and technology that will help you attain your
desired results.

Company name : M.R clothing pvt ltd

Registered office : manjeri , Kerala

GST NO :32AXZPM1397C1Z6

Phone number : +91 8891126762, +91 7907407532

Board of directors : Mujeeb Rahman , Fasin Rahman

Location : Nilambur road , Maneri , Malappuram

Products/services : production distribution of clothings

Gmail : shirtpitavo@gmail.com

MISSION

It is the mission of MR clothing is to realize the zero defect zero accidents zero pollution
and thereby to have zero losses and also implicit trust, high ethical, moral values and
answering commitment to our customers. The exceedingly high standard we set for
ourselves is the driving force behind the quality and excellence of all our endeavors.




VISION

• The vision statement of MR clothing is to realize their policies and implement the
contents there in letter and spirit.

• “The market place is the driving force behind everything we do, and we aim and achieve
the highest level of customer satisfaction on continuous basis in all our satisfaction.”

• “We believes in continuous up gradation of its product’s quality and service by
investment in the latest technology and its successful implementation

QUALITY OBJECTIVE & POLICY

• To meet changing global demand for specialized yarn.
• Ensuring better quality by its commitments to social and environment needs
• Motivating personnel for ensuring quality awareness at all levels.

PRODUCTS AND SERVICES

products

• Shirts
• Pants
• T shirts
• Mask
• Jeans

Service

MR clothing provides a number of Internet-based services through the social media (all
such services, collectively, the ‘Service’). One such service enables users to purchase
original merchandise such as clothing (hereinafter collectively referred to as
‘Products’). Upon placing an order, shall ship the product to you and be entitled to its
payment for the services





SERVICE PROFILE & AREA OF OPERATION


Service profile

• Clothing Production & Factory Sourcing(shirts , t shirt , pant ect…)
• Fashion Design Studio
• Supply Chain Consulting / Logistics
• Sample Making
• Buyer Name Database
• Factoring Services
• Model Portfolio Service
• Shopping Portal Integration - retail integration

AREA OF OPERATION:

• Mr clothing is located on manjeri, Malappuram . area of operation is on all

over the Kerala


INFRASTRUCTURE FACILITIES

MR clothing is a Vertically Integrated Company, all the processes starting from yarn
production to knitting, fabric finishing, printing, embroidery and cut and sew
operations, are managed in-house which ensures a complete quality control. The
Company, its facilities, manufacturing processes, work environment, and labour
practices have been audited and approved by various customers including the Walt
Disney Company.MR clothing infrastructure includes the following modern equipment
and capabilities.

 • Power Generation:
Crystal owns a Wind Energy Generator (Wind Mill) of 500 KVA capacity, installed
at Malappuram District. This feeds the power requirement of the Group partially

• Sewing Unit:
Imported Computerized Cutting & High Speed Sewing - Precision cutting and
sewing machines ensure a perfect fit to our garments.
Apart from the machineries available, the group has an adequate skilled labour
force in all stitching units speared over Malappuram

• Embroidery Unit:
Computerized Embroidery Machines – modular 60 heads machinery affords
complete flexibility in colours –up to 9 colours - and designs

• Knitting Unit:
Most updated High Speed Knitting Unit – imported machines produce high
quality fabrics including single and double jersey, jacquards, auto/engineered
stripes, yarn dyed, interlocks and pique and fleece

COMPETITORS
• NORTHREPUBLIC
• OTTO

North Republic was established in 2011 with a vision to redefine the concepts of men's
apparel by introducing tick of time fashion trends in both work and leisure wear. North
Republic today has emerged to be the byword for fashion, elegance and innovation in
men's wear. Quality, trend and affordability are woven into one in every North Republic
wear.

We have our eyes set on the ever-changing and evolving world of fashion and hence we are
equipped with an in-depth understanding of what is the latest best. Instead of merely
reflecting trends and change, our wears lead the change and set the trends. Be it in terms of
bringing in an array of different colours, patterns and designs or unleashing a world of
wears which state your attitude; North Republic is a mirror of manliness in its true sense.

POPULAR SEARCHES

Popular Searches : Face Masks / Shirts / Formal Shirts / Casual Shirts / Jeans Shirts /
Cotton Shirts / Synthetic Shirts / Men Shirts / Men Formal Shirts / Men Casual Shirts /
Men Jeans Shirts / Men Cotton Shirts / Men Synthetic Shirts / BoysShirts / Boys Formal
Shirts / Boys Casual Shirts / Boys Jeans Shirts / Boys Cotton Shirts / Boys Synthetic
Shirts

NORTH REPUBLIC: THE ULTIMATE DESTINATION FOR ONLINE & OFLINE

SHOPPING IN INDIA
If you would like to experience the best of online shopping for men and kids in India,
you are at the right place. North Republic is the ultimate destination for fashion and
lifestyle, being host to a wide array of merchandise including clothing, footwear,
accessories, jewellery, personal care products and more. It is time to redefine your style
statement with our treasure-trove of trendy items. Our online store brings you the
latest in designer products straight out of fashion houses. You can shop online at North
Republic from the comfort of your home and get your favourites delivered right to your
doorstep

OTTO

OTTO soap with its anti-pollution properties is best for all types of skin, It works by absorbing
oil, deep-seated debris and environmental pollutants to detoxify the skin Cleanses the pores and
gives a fresh feeling. It is best for all types of skin


Otto is a flagship brand of Pothys Clothing Private Ltd. Since its inception, Otto has
concentrated on formalwear and is known as the brand for ‘Gentlemen of all ages’. Otto
shirts and trousers are currently available in all leading outlets and retail showrooms in
Tamilnadu, Kerala, Karnataka and Andhra Pradesh. More outlets are being launched in
phases across North India and the rest of the country

 SWOT analysis

Strengths in the SWOT

• Acknowledged as national brand – mar clothing is a well-accepted brand which

talks volumes about its brand strength in wholesaler

• Famous for their good quality fabric and clothing – Over the years MR clothing
has earned the image of selling world class clothes with good quality fabric and
variety.

• Visible marketing campaigns – MR clothing has been famous for its visible and
clear marketing campaigns market of Kerala wholesale clothing

Weaknesses in the SWOT

• Market growth is limited due to intense competition – Fashion is one such

industry which is known for stiff competition. No matter what segment we are
looking at there is umpteen number of players selling their products.
• Highly priced clothes – The UCB clothes have always been priced comparatively
high than its competitors which puts it on the back seat when compared to other
similar brands
• Controversial ad campaigns – Campaigns like ‘unhate’ and others brought a lot of
negative attention. Sometimes being too bold brings adverse effects to a brand
which is what happened with UCB as well

Opportunities for the SWOT

• Online presence – Growing demand for products to be available online is a to be

explored territory for UCB. This is definitely a worthy opportunity which UCB
should try to hit upon.
 • Tap the unexplored markets – UCB is an international brand and therefore missing
out on any feasible geography is a direct loss for the brand. The next course of
action should include some strategies of penetrating new global markets.

• Growing economy – This is a good factor to look at. Economies are growing at a
fast pace which is a major reason for growing demand in all parts of the country.
Being a fashion brand, UCB will be looking at plans which can right fit to meet this
growing demand.

Threats in the SWOT

• Low switching cost for customers – There is no switching cost for customers
which makes it very important to keep the customers happy every time to ensure
they remain loyal to the brand.

• Competitors in similar segments – There is umpteen number of

competitors targeting the same set of customers which makes it a price war
industry at this level.

• Increasing taxes and interest rates – Profitability becomes a concern when there
is a continuous surge in taxes and interest rates. At the same time, competitors
force to reduce the prices. These situations become really tricky to handle.

FUTURE GROWTH AND PROSPECTS
Ø . Their main aim is to attract and retain more customers by providing product
Ø Quality products and services which in turn leads to customer satisfaction.
Ø The company is planning of newly improved technology to meet current product
requirements.
Ø The company is planning to widen its operation and market by setting up its
branches in several other places where in turn it can create more employment
opportunities.

CHAPTER 2

CONCEPTUAL BACKGROUND & LITERATURE REVIEW

 CONCEPTUAL BACKGROUND

Emotional connection on employee feels towards his or her employment organisation

which tends to influence his or her behaviour and level of effort in work related
activities. The more engagement and employee has with his or her company the more
effort they put forth. Employee engagement also involve the nature of the job itself, if
the employee feel mentally stimulated the trust and communication between employee
and management ability of an employee to see how their own work contributes to the
overall company performance the opportunity of growth within the organisation and the
level of pride an employee has about working or being associated with company.

Employee engagement is a work place approach designed to ensure that

employees are committee to their organisations goals values motivated to contribute to
organisational success and are able to the same time to enhance their own sense of well
being.

Employee engagement has been the focus of growing interest ill recent years
as research in positive organisational phenomena has expanded.

Establishing an engaged work force is now a higher priority for many

organisations in both the private and public sectors. Many employees feels that engaged
employees out to perform others by showing heightened interest in their work and being
prepared to go the extra mile for their organisation.

If we are to understand how engagement might we managed in organisations.

It is essential that we look at how it operates at level of individuals and groups.

Fundamental to the concept of employee engagement is the idea that all

employees can make a contribution to the successful functioning and continuous
improvement of organisational process. It is also about creating an environment
employees are motivated to want connect with their work and really care about doing a
good job.
 A second consideration for phase one of the researches is the organizational
phenomena including employee’s attitudes and behaviors along with work practices and
policies, which appear to contribute positively to high level of employee engagement.

It has also been discussed in relation to how individuals come to perceive

meaning and emotional drive or passion towards a goal or action.

An engaged employee experiences a blend of job satisfaction

organizational commitment job involvement and feelings of empowerment. It is a
concept that is greater than sum of its parts.

Despite there being some debate about the precise meaning of employee
engagement. There are three things we know about it is measurable it can be correlated
with performance and it various from poor to good. Most importantly employers can do
a great deal to impact in people’s level of engagement. That is what makes it as
important as tool for business success.

Employee is the biggest investment and should bring the greatest reward
yet even today in too many organizations, employees are viewed as an asset to be
managed rather than as individuals who can create the next innovation for success. Long
term engagement starts with good communication between employer and employees as
we engaged as well as among co-workers, fostering positive working environments.

Engaged organization have strong and authentic values, with clear

evidence of trust and Fairness based on mutual respect where to way promises and
commitments between employers and effects are understood and are fulfilled.

By working with employees to create a clear career path and set goals with
a potential for growth, a manager can create positive esteem with each team members
by showing them that they are valued and responsibility, and then to recognize and
reward them for a Job well done, a manager can create an "involved employees" it is
then much is your to turn that sense of involvement in to enthusiasm an sense of pride in
ownership that creates the highest levels of engagement with employees.
The question for management is how to ensure that the supervisors interact with
individual to generate and engaged work force, the study revealed that a ' caring

manager' is one of the key elements that drives employee engagement. That is
employees want their managers to care about they feel and support their health and
wellbeing.

Engagement is also called worker engagement, is a business management

concept. An engaged employee is one who fully in an enthusiastic about their work and
thus will act in a way that furthers their organization interest. According to Scarlett
survey's employee engagement is a measurable degree of an employee’s positive or
negative emotional attachment to their job, colleagues an organization that profoundly
influences their willingness to learn perform at work. Thus engagement is distinctively
different from employee's satisfaction, motivation and organizational culture. Employee
engagement is a part of employee relation.

• Employee perceptions of job importance - "an employee's attitude towards the

job's importance and the company had the greatest impact on loyalty and customer
service than all other employee factors combined.

• Employee clarity of job expectation." If expectations are not clear and basic
materials and equipment are not provided, negative emotions such as boredom or
resentment may result, and the employee may then become focused on surviving
more than thinking about how he can help the organization succeed.

• Career advancement/improvement opportunities. "Plant supervisors and

managers indicated that may plant improvements were being made outside the
suggestion system, where employees initiated changes in order to reap the bonuses
generated by the subsequent cost saving

• Regular feedback and dialogue with superiors. "Feedback is the key to giving
employees a sense of where they're going, but many organizations are remarkably
bad at giving it 'what I really wanted to hear was' Thanks. You did it a good job. But
all my boss did was hand me a check.
• Quality of working relationship with peers, superiors, and subordinates. “.. if
employees” relationship with their managers is fractured, then no amount of perks
will persuade the employees to perform at top level. Employee engagement is a
direct reflection of how employees fell about their relationship with the boss.

• Perceptions of the ethos and values of the organization. "Inspiration and values"
is the most important of the six drivers in our Engaged performance model.
Inspirational leadership is the ultimate perk. Inspirational leadership is the ultimate
perk. In its absence, [It] is unlikely to engage employees"

• Effective Internal Employee Communications. which convey a clear description

of "what's going on”

• Reward to engage. Look at employee benefits and acknowledge the role of

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

Literature and review

1. Randall beck and jim harter(2011)Great managers consistently engage

their teams to achieve outstanding performance. They create environments
where employees take responsibility for their own -- and their team's --
engagement and build workplaces that are engines of productivity and
profitability . Asian Journal Of Management Research, 15-24.

2. Maslach et al 2001 According to Maslach et al, six areas of work-life lead to
either burnout or engagement: workload, control, rewards and recognition,
community and social support, perceived fairness and values. They argue that
job engagement is associated with a sustainable workload, feelings of choice and
control, appropriate recognition and reward, a supportive work community,
fairness and justice, and meaningful and valued work. Like burnout, engagement
is expected to mediate the link between these six work-life factors and various
work outcomes International Journal of Management and Commerce
Innovations, 4(1), 747-750.

3. According to Holbeche and Springett (2003), people’s perceptions of

‘meaning’ with regard to the workplace are clearly linked to their levels of
engagement and, ultimately, their performance. They argue that employees
actively seek meaning through their work and, unless organisations try to
provide a sense of meaning, employees are likely to quit International Journal
Of Research In Regional Studies, Law, Social Sciences, Journalism And
Management Practices, 1(6), 54-59.

4. Annamarie mann and ryan darby(2015)Should Managers Focus on
Performance or Engagement On one side are the performance-oriented
managers who try to help their team perform at high levels by focusing their
management activities such as conversations and development meetings -- on
the team's objectives, goals, and desired outcomes. On the other side are the
engagement-focused managers who try to help their team perform at high levels
by focusing their management activities on creating an engaging environment
that energizes and motivates employees and teams. A study on employee’s
engagement with reference to Mahanadi Cola field Ltd, Odisha India. International
Journal of Science Technology Management 04(03) ,110-121

5. Mitchell 2005. Such rules tend to involve reciprocity or repayment rules, so that
the actions of one party lead to a response or actions by the other party. For
 example, when individuals receive economic and socio-emotional resources
from their organisation, they feel obliged to respond in kind and repay the
organisation Global Journal of Arts and Management, 1(3), 45-48


6. Vijay Anand& C.vijay Banu (2016): This study explains that Employee
Engagement is the key factor for all organizations to sustain. Employee
Engagement is positively influenced by job, Rewards and recognition,
opportunities, team work and communication. It acts as a Retention tool.
A study on labour engagement facilities with reference to textile industries .
Indian Journal of Applied Research , 2(1).


7. S.Kiruthika and Dr.V.Kavitha (2015): According to this study Pay and benefit
is the most influencing factor of Employee Engagement. The study describes that
there is an association between factors like Role, work environment, Training
and Development, Relationship with supervisor and Employee Engagement of
Banks. Journal of health policy and sustainable health 1(3)

8. Dr.Samuel obino mokayo & Maureen Jerotich kipyegon (2014): According to
their study Employee Engagement as highly influenced by personal growth and
development, performance management, Remuneration, recreation facilities.
They identified remuneration is the highest contributor of Employee
Engagement and Recreation facilities has least impact on employee engagement.
A study on labour engagement with reference to textile industries . Indian Journal
of Applied Research , 2(1).


9. Madhura Bedarkar, Deepika Pandita (2013: conducted a study on “Drivers of
employee Engagement impacting Employee Performance. The study predicted
three drivers of Employee Engagement; they are leadership, communication and
work life balance. A study on employee Engagement with reference to textile
industries . International Journal In Management and Social Science ,3(4), 86-95.


10. .Swathi.S (2013): According to the study on effective Employee Engagement
factors it was observed that no single factor or specific type of factor will be
suiting the person or the industry. The factor keeps on changing on time to time
and industry to industry. A study on Impact of Employee Engagement and job
satisfaction. International Journal of Advance Research and Innovative ideas in
Education ,3(5) , 822-826


11. Thiagarajan B & Renugadevi V (2011), According to this study Career
development, motivation factors and performance appraisal are associated to
employee engagement. The consequences are that leaders should be cultured on
engagement, career development opportunities which are most important and
that performance improvement should champion work life balance, and these
practices are useful to rise engagement levels. International journal of
multidisciplinary research and development ,3(3)

12. Kular et al. (2008)explored Five key areas: What does ‘employee engagement
How can engagement be managed?; What are the consequences of engagement
for organisations?; How does engagement relate to other individual
characteristics?; How is engagement related to employee voice and
representation. International Journal of Research in Management, Economics
and Commerce, 6(10), 51-59.


13. Robertson-Smith and Markwick (2009)throw light on what engagement is
and reveals that it is an important yet complex challenge, and there remains a
great deal of scope for discussing the various approaches. International Journal
for Research in Applied Science & Engineering Technology (IJRASET), 5(8),
1486-1491.
 14. T.Suhasini and Dr.K.Kalpana (2018): The study reveals that Employee
Engagement is a comprehensive task and cannot be accomplished by the
effective training programs also. Organisations can improve engagement by
opportunity thinking, enhancing employee decision making, and commitment.
Employee engagement results in reduced turnover intentions and increased
innovative work related behaviour. A study on Employee Engagement labour
welfare measures in the corporate sector . Asian- African journal of economics
13(2), 329-337.

15. Susi & Jawaharrani (2011)examined some of the literature on Employee
engagement, explore work-place culture & work-life balance policies & practices
followed in industries in order to promote employee engagement in their
organizations to increase their employees’ productivity and retain them. Work-
life balance is key driver of employees’ satisfaction. Effectiveness Of Employee
In Maruti Suzuki In Varanasi Region. Journal of Management Research and
Analysis, 2(2), 150-161.



16. Bhatla (2011)focused on the need for such employees and how their presence
can improve the progress and work efficiency of the organization as a whole
.Also focused on the challenges faced by the HR managers to improve employee
engagement for an organization’s survival. International Journal of Business and
Administration Research Review, 3(5), 129-134.

17. Shashi (2011) reinforced the importance of employee communication on the
success of a business. She revealed that an organization should realize the
importance of employees, more than any other variable, as the most powerful
contributor to an organization’s competitive position. Effectiveness Of Employee
engaged In Maruti Suzuki In Varanasi Region. Journal of Management
Research and Analysis, 2(2), 150-161



18. Bijaya KumarSundaray (2011) focused on various factors which lead to
employee engagement and what should company do to make the employees
engaged. Proper attention on engagement strategies will increase the
organizational effectiveness in terms of higher productivity, profits, quality,
customer satisfaction, employee retention and increased adaptability.
International Journal of Business and Administration Research Review, 3(5),
129-134.

19. Shashi (2011) reinforced the importance of employee communication on the

success of a business. She revealed that an organization should realize the
importance of employees, more than any other variable, as the most powerful
contributor to an organization’s competitive position . International Journal of
Research in Management, Economics and Commerce, 6(10), 51-59.

20. Bijaya KumarSundaray (2011) focused on various factors which lead to
employee engagement and what should company do to make the employees
engaged. Proper attention on engagement strategies will increase the
organizational effectiveness in terms of higher productivity, profits, quality,
customer satisfaction, employee retention and increased adaptability.
International Journal of Business and Management Invention, 2(3), 66-74.
 CHAPTER 3

RESEARCH DESIGN
 STATEMENT OF THE PROBLEM

The statement of the problem is to study the employee’s engagement in

management at MR clothing pvt The organisation should expect maximum from
engaged employees because they are the people who actively participate in every
activities. Every organisation trying to figure out their employees are engaged in
their work. Using wide variety of methods or tools will helpful to stay competitive
and it will help to improve overall performance of employees.

NEED FOR THE STUDY

• To understand employee connectivity among customers

• It helps in retaining talented and extra skilful employees
• To understand employees are committed to their organisation or not.
• The people who is engaged in their work can boost their service and it
will be an inspiration for other colleagues.
• A dis engaged employee can leave anytime from organisation because
they are not mentally or physically committed. But an engaged employee
are closely attached to their department.
• Engaged employees can’t deliberately create problems. Because they are
aware about the consequences.










 OBJECTIVES

Ø To determine the factors of employee engagement

Ø To identify disengaged employees
Ø To understand variations in employee performance

SCOPE OF THE STUDY

The study has been conducted at MR clothing manjeri, kerala The study focuses on
acquiring knowledge regarding the relativeness and identification of the existing
organisation level of competency and performance of the employees. It also checks the
level of commitment and involvement an employees has towards their organisation and its
values. An engaged employees is aware of business context, and work with colleagues to
improve performance within the job for the benefit of the organisation.

RESEARCH METHODOLOGY

“Research methodology is science. It is a method that can be used to solve research

problems. It helps in studying, how research is done scientifically”. Research methodology
provides various steps that can be adopted by the researcher in studying in his research
problems. Research methodology is a way to systematically solve the research problem.

RESEARCH DESIGN

To achieve the objective two methods of design has used

• Descriptive research – it include survey and enquiries of the data. The major
purpose was the complete description of the problems

• Exploratory research – the research method has been to analyse the
relation between the workers and the management

 POPULATION SIZE

Population is a set of finite or infinite collection of individuals. It is otherwise

called as universe. The number of population size in the MR clothing is 321 employees.

SAMPLING

As this study/survey is limited to few employees at MR clothing malapuram Sampling is a

finite plan for obtaining a sample from a given population. Non-probability sampling is
used for this study

PERIOD OF STUDY

Period of study was 6 weeks

SAMPLE SIZE

Sample size refers to the number of items to be selected from the universe to
constitute a sample. Sample size of this study is 100 and they are the employees of the
company

SAMPLE TECHNIQUE

Sampling technique is used in this study is convenience sampling.

SOURCES OF DATA

Data collection method can be divided into two. They are primary data and secondary
data. Primary data is the data originally collected by the investigator himself. But the
secondary data is the data collected from any published source of data.

Primary data collection: In this study researcher has used questionnaire and direct
observation.

Secondary data: In this study the researcher has used books and magazines published by
MR clothing manjeri malapuram and information gathered through various internet sites.

HYPOTHESIS

Null Hypothesis H(0)

• There is no significant relationship between quality of the store and level of

employee engagement

Alternative Hypothesis H(1)

• There is a significant relationship between quality of the store and level of

employee engagement

LIMITATION

• The study is conducted only in some departments and not applicable universally.

• The study is limited to knowledge and experience of the researcher in the subject.

• Since the officials were busy with their routine engagements it was difficult to spare
time for detailed discussion.

• Time was limiting factor for deep study and analysis.

• Lack of experience in research.

CHAPTER SCHEME

• The project will first study the basic information about MR clothing . To analyse
who are their promotors, vision, mission, quality policies, products/services,
competitors, infrastructure facilities, future growth and prospects.
• The second half of the project will depict theoretical background and literature
review of employee engagement.
• To find out what are the needs, objective and scope of the study
• Identify the limitations faced during the study
• Third part of the project determines analysis and interpretation with the help of
tables and charts.
• Finally to record findings, suggestions and conclusions are the last chapter.


CHAPTER 4

ANALYSIS & INTERPRETATION

4. DATA ANALYSIS AND INTERPERTATION

4.0.1 Age wise classification of respondents

The table 4.0.1 describes the classification of the respondents based on
age. The age is classified as 20-30 years, 31-40 years, 41-50years, above 51years.
Table 4.0.1: Age wise classification of respondents
Age No. of Respondents Percentage

20-30 60 60%

31-40 30 30%
41-50 9 9%
Above 51 1 1%
Total 100 100%
Source: primary data
It found from the table 1 that 12% of respondents are in the age group of below 20.-30
years, 52% are in the age of 31-40 years, 40% are of 41-50 years, 16% are of above 51
years
Graph 4.0.1: age wise classification of respondents

Age
1%

9%

20-30
30%
31-40
60%
41-50
Above 51

Inference
It concluded that a maximum of 60%% of respondents are in the age group of 20-30
years
4.0.2 Gender wise classification of respondents
The table 4.0.2 describes that the classification of respondents based on gender.
Table 4.0.2 Gender wise classification of respondents

Category No of Respondents Percentage

Male 88 88%

Female 12 12%

Total 100 100%

Source: primary data

It is found from the table 88% of respondents are male and 12% are female.

GRAPH: 4.0.2 Gender wise classification of respondents

Gender

12%

Male
Female
88%

Inference
Majority of 88% of respondents are male
4.0.3 Education Qualification wise Classification of Respondents

Educational No. of Respondents Percentage

qualification
S .S. L. C 25 25%
Plus Two 50 50%
Degree 24 24%
P. G 1 1%
Others 0 0
Total 100 100%

The table describes the classification of the respondents based on educational

qualification. The educational qualification classified as S.S.L.C, Plus Two, Degree, and
P.G

Graph 4.0.3: Educational Qualification wise Classification of Respondents

Education qualification
50

40

30
Education qualification
20

10

0
S .S. L. C Plus Two Degree P. G Others

Inference
It is concluded that a maximum 50% of the respondents are Plus Two
4.0.4 Experience wise classification of respondents
The table 4.0.4 describe that the classification of respondents based on the experience.
The experience is classified as below 5 years, 6-10 years, 11-15 years, other specify
years and above 20 years.
Table 4.0.4 Experience wise classification of respondents

Experience No of Respondents Percentage

Below 5 years 50 50%

6-10 years 30 30%

11-15 years 15 15%

Other specify 5 5%

Total 100 100%

It is found from the table 4.4 that 10% of respondents are in the experience of below 5
years, 20% are in the experience of 6-10 years,60%are in the experience of 11-15 years,
10% are in other specify.

Graph 4.0.4 Experience wise classifications of respondents

Experience
60
40
20 Experience

0
Below 5 6-10 years 11-15 Other
years years specify

Inference
Respondents are in the Below 5 years years of experience group is majority of
50%
Table 4.1 Showing the respondents opinion about the Management has
clearly explained the vision

Factors Respondents Percentage

Strongly agree 70 70%
Agree 20 20%
Neutral 10 10%
Dis agree 0 0
strongly dis agree 0 0
Total 100 100%

Graph 4.1: Showing the respondents opinion about the Management has
clearly explained the vision

0% 0%
10%
Strongly agree
20%
Agree
Neutral
70%
Dis agree
strongly dis agree

Inference
The above table shows the respondents, opinion about the opportunity to do the work
best. Out of the 100 employees 70% of employees were of the opinion that regarding
this opportunity, almost always true 20% were mostly true
Table 4.2 Showing the suggestion about the Supervisor provides the
information for performing the job well

Factors Respondents Percentage

Strongly agree 50 50%
Agree 36 36%
Neutral 8 8%
Dis agree 0 0
strongly dis 6 6%
agree
Total 100 100%

Graph 4.2 showing the suggestion about the Supervisor provides the
information for performing the job well

0%
8% 6%
Strongly agree
50%
Agree
36% Neutral
Dis agree
strongly dis agree

Inference
Maximum of 50% of respondents are highly satisfied with the recognition given by the
management
Table 4.3 showing the Necessary materials and equipment are provided to
work efficiently
Factors Respondents Percentage
Strongly agree 24 24%
Agree 72 72%
Neutral 4 4%
Dis agree 0 0%
strongly dis agree 0 0%
Total 100 100%

Graph 4.3 showing the Necessary materials and equipment are provided to
work efficiently

0%
4% 0%

24%
Strongly agree
Agree
Neutral
72% Dis agree
strongly dis agree

Inference
Maximum of 72% of respondents are satisfied with the team members performance
 1. Table 4.4 showing the You feel motivated to contribute towards the
organization?

Factors Respondents Percentage

Strongly agree 40 40%

Agree 50 52%

Neutral 4 4%

Dis agree 2 2%

strongly dis agree 2 2%

Total 100 100%

Graph 4.4 showing the You feel motivated to contribute towards the
organization?

Respondents
60

50

40

30
Respondents
20

10

0
Strongly agree Agree Neutral Dis agree strongly dis
agree

Inference
Maximum of 52% of respondents were satisfied with the support provided by the HOD /
Superior
Table 4.5 showing the respondents opinion about the Work support
provided by the superiors

Factors Respondents Percentage

Strongly agree 28 28%
Agree 56 56%
Neutral 16 16%
Dis agree 0 0
strongly dis 0 0
agree
Total 100 100%

Graph 4.5 showing the respondents opinion about the Work support
provided by the superiors

0% 0%
16%
28% Strongly agree
Agree
Neutral
56% Dis agree
strongly dis agree

Inference
Majority of 56% of respondents are satisfied with the infrastructure facilities of the
company
 Table 4.6 showing the You feel comfortable contributing ideas and opinions
in workplace

Factors Respondents Percentage

Strongly agree 58 58%

Agree 28 28%
Neutral 14 14%
Dis agree 0 0
strongly dis 0 0
agree
Total 100 100%

Graph 4.6 showing the You feel comfortable contributing ideas and opinions
in workplace

0% 0%
14%
Strongly agree
Agree
28%
58% Neutral
Dis agree
strongly dis agree

Inference
58% respond were always and 28% were respond with mostly, and 14% were respond
with something about the mission and purpose of the organization
 Table 4.7 showing the about the Your manager value your opinions

Factors Respondents Percentage

Strongly agree 80 80%
Agree 12 12%
Neutral 8 8%
Dis agree 0 0%
strongly dis agree 0 0%
Total 100 100%

Figure 4.7 showing the about the Your manager value your

0%
0%
8%
12% Strongly agree
Agree
Neutral
80%
Dis agree
strongly dis agree

Inference
Majority of 80% respondents are highly satisfied with the opinion about the suggestion
about the development of the work.
Table 4.8 showing the You feel aligned with the company goals

Factors Respondents Percentage

Strongly agree 28 28%
Agree 60 60%
Neutral 12 12%
Dis agree 0 0%
strongly dis agree 0 0%
Total 100 100%

Figure 4.8 showing the You feel aligned with the company goals

0% 0%
12%
28% Strongly agree
Agree
Neutral
60% Dis agree
strongly dis agree

Inference
Majority of 60% respondents were agree to this statement.
Table 4.9 showing the you get opportunity to do the work best

Factors Respondents Percentage

Strongly agree 20 20%
Agree 66 66%
Neutral 14 14%
Dis agree 0 0%
strongly dis agree 0 0%
Total 100 100%

Figure 4.9 showing the you get opportunity to do the work best

0% 0%
14%
20%
Strongly agree
Agree
Neutral

66% Dis agree

strongly dis agree

Inference
Majority of 66% respondents were in agree with the recreational activities conducted by
the company.
Table 4.10 showing the You feel empowered at work

Factors Respondents Percentage

Strongly agree 20 20%
Agree 68 68%
Neutral 4 4%
Dis agree 4 4%
strongly dis agree 4 4%
Total 100 100%

Figure 4.10 Table 4.10 showing the You feel empowered at work

4% 4% 4%

20%
Strongly agree
Agree
Neutral

68% Dis agree

strongly dis agree

Inference
Majority of 68% respondents were satisfied, with the stress relief programs conducted
by the organization.
Table 4.11 showing the respondents about that You find your job role
interesting and challenging

Factors Respondents Percentage

Strongly agree 24 24%
Agree 66 66%
Neutral 6 6%
Dis agree 0 0%
strongly dis agree 4 4%
Total 100 100%

Figure 4.11 showing the respondents about that You find your job role
interesting and challenging

0% 4%
6%
24%
Strongly agree
Agree
Neutral
66% Dis agree
strongly dis agree

Inference
Majority of 66% are agree to this statement.

Table 4.12 showing the Benefits are provided as per company norms

Factors Respondents Percentage

Strongly agree 20 20%
Agree 76 76%
Neutral 4 4%
Dis agree 0 0%
strongly dis agree 0 0%
Total 100 100%

Figure 4.12 showing the Benefits are provided as per company norms

0%
4% 0%

20%
Strongly agree
Agree
Neutral
76% Dis agree
strongly dis agree

Inference
Majority of 76% respondent are satisfied.
Table 4.13 showing the respondent opinions about the Opportunity learn
and grow

Factors Respondents Percentage

Strongly agree 30 30%
Agree 60 60%
Neutral 4 4%
Dis agree 0 0%
strongly dis agree 6 6%
Total 100 100%

Figure 4.13 showing the respondent opinions about the Opportunity learn
and grow

4% 0%
6%
30% Strongly agree
Agree
Neutral
60% Dis agree
strongly dis agree

Inference
Majority of 60% respondents satisfied with the materials & equipment to do the work
efficiently.
Table 4.14 showing the respondents opinion about the You look forward to
coming to work each morning

Factors Respondents Percentage

Strongly agree 30 30%
Agree 56 56%
Neutral 10 10%
Dis agree 0 0%
strongly dis agree 4 4%
Total 100 100%

Figure 4.14 showing the respondents opinion about the You look forward to
coming to work each morning

0% 4%
10%
30% Strongly agree
Agree
Neutral
56% Dis agree
strongly dis agree

Inference
Majority of 56% respondent agree with the opportunities at work learn and grow.
Table 4.15 showing the respondents Good working relationship with
colleagues

Factors Respondents Percentage

Strongly agree 30 30%
Agree 66 66%
Neutral 4 4%
Dis agree 0 0%
strongly dis agree 0 0%
Total 100 100%

Figure 4.15 showing the respondents Good working relationship with

colleagues

0%
4% 0%

30% Strongly agree

Agree
Neutral
66%
Dis agree
strongly dis agree

Inference
Majority of 66% respondent agree with the information need to do the job well.
Table 4.16 showing the respondents appreciated by the supervisor for
targets achieved

Factors Respondents Percentage

Strongly agree 20 20%
Agree 72 72%
Neutral 8 8%
Dis agree 0 0%
strongly dis agree 0 0%
Total 100 100%

Figure 4.16 showing the respondents appreciated by the supervisor for

targets achieved

0% 0%
8%
20%
Strongly agree
Agree
Neutral
72% Dis agree
strongly dis agree

Inference
Majority of 72% respondents were satisfied with the overall satisfaction on the job.
TABLE NO.4.17 showing the respondent feel stressed out with deadlines and
workloads

Factors Respondents Percentage

Strongly agree 40 40%
Agree 40 40%
Neutral 10 10%
Dis agree 9 9%
strongly dis agree 1 1
Total 100% 100%

Figure 4.17 showing the respondent feel stressed out with deadlines and
workloads

1%

10% 9%
40% Strongly agree
Agree
Neutral
40% Dis agree
strongly dis agree

Interpretation:

70% of people are extremely happy with leadership quality of supervisor and 10% are
very satisfied and another 10% are on neutral & 5 are slightly satisfied and final 5% are
not at all satisfied

 TABLE NO.4.18 showing the respondent opinions about “employees are backbone
of organisations. without proper human recourse no company can run smoothly”
based on statement

Factors Respondents Percentage

Strongly agree 60 60%
Agree 20 20%
Neutral 10 10%
Dis agree 7 7%
strongly dis agree 3 3%
Total 100 100

Figure 4.18 showing the respondent opinions about “employees are backbone of
organisations. without proper human recourse no company can run smoothly”
based on statement

3%

10% 7%
Strongly agree
Agree
20% 60% Neutral
Dis agree
strongly dis agree

Interpretation: 57% of employees are agreed with this statement. And 30% are agreed
that employees are back bone of organisation and 10% are on neutral and 3% are on
disagree.

TABLE NO.4.19 showing the respondent Recognition for good work

Factors Respondents Percentage

Strongly agree 60 60%
Agree 20 20%
Neutral 10 10%
Dis agree 7 7%
strongly dis agree 3 3%
Total 100 100

Figure 4.19 showing the respondent Recognition for good work

3%

10% 7%
Strongly agree
Agree
20% 60% Neutral
Dis agree
strongly dis agree

Interpretation: 85% of employees are satisfied with the performance of supervisor and
other total 15% are on good, average, poor and very poor.
TABLE NO 4.20 showing the recommend the company to your friends

Factors Respondents Percentage

Strongly agree 20 20%
Agree 72 72%
Neutral 8 8%
Dis agree 0 0%
strongly dis agree 0 0%
Total 100 100%

Figure 4.20 showing the recommend the company to your friends

0% 0%
8%
20%
Strongly agree
Agree
Neutral
72% Dis agree
strongly dis agree

Interpretation: 77% of people are strongly agreed in excited with coming works and other
20 are on neutral and agreed 3%% are not interested for coming works and no one strongly
disagree.

 CHI-SQUARE TEST

Null Hypothesis H(0)

• There is no significant relationship between quality of the store and level of

employee engagement

Alternative Hypothesis H(1)

• There is a significant relationship between quality of the store and level of

employee engagement

Table no:4.21

No. of Expected
opinion respondents frequency O-E (O-E)2 (O-E)2/E
(observed (E)
frequency)
Highly satisfied 78 20 -58 3364 168.2

Satisfied 12 20 -8 64 3.2

Neutral 10 20 -10 100 5

Dis satisfied 0 20 -20 400 20

Strongly dis satisfied 0 20 -20 400 20

total 100 4328 216.4

X2 (calculated value) = 216.4

Degree of Freedom = N-1

= 5-1

= 4

Table value = 9.49 at 5% (0.05) of significance

Analysis & Interpretation

The table value of X2 for 4 degree of freedom at 5% level of significance is 9.49.

The calculated value (X2= 216.2) is greater than the table value. So alternative
hypothesis (H1) is accepted and null hypothesis (H0) is rejected. This can conclude
it, as there is a significant relationship between the quality of the store and level of
employee engagement
 CHAPTER 5

FINDINGS, CONCLUSION & SUGGESTIONS

SUMMARY OF FINDINGS

1. Maximum respondents are in the age group of 20-30years

2. Majority of respondents are male
3. Most of employees education qualification is plus two
4. Most of the employees experience is below years
5. Maximum of respondents are highly satisfied with the recognition given by
the management
6. Maximum of respondents are satisfied with team members performance
7. Maximum of respondents were satisfied with the support provided by the
HOD\ superior
8. Majority of respondents are satisfied with the infrastructure facilities of the
company
9. Majority of respondents are highly satisfied with the opinion about the
suggestion about the development work
10. Majority of respondents were in agree with the recreational activities
conducted by the company
11. Majority of respondents were satisfied with the stress relief programs
conducted by the organization
12. Majority of respondents satisfied with the materials & equipment to do the
work efficiently
13. Majority of respondent are agree with the opportunities at work learn and
grow
14. Majority of respondent are agree with the information needs to do the job
well
15. Majority of respondent were satisfied with the overall satisfactions on the job
CONCLUSION
The study on “Employee Engagement in Management” in “MR CLOTHING”
is with a main objective of hoe employee engagement can be managed by the
organization. From the analysis of study it was clear that the overall opinion was good
and most of the employees were satisfied with the recreational activities such as club
activities, conducted by the organization. And they were also expected more challenged
job for improving their knowledge & skill.

Most of the employees were satisfied with the recognition by the management.
At the same time most of them felt about the management was mainly focusing on non-
financial recognition but the employee expected financial recognition. The company
should also concentrate more seminar programs by active participation of the workers to
share their new ideas and feeling about the job.

To conclude, this study was very useful to get knowledge regarding the practical
implication of the theoretical aspect. It also aids to get knowledge about the actual
working of the organization

SUGGESTIONS
The study reveals the employees of ’ was highly focused “MR clothing” the
challenged job, so the organization must provide more challenged jobs to the
employees

The works are interested the recreational activates so the company should
encourages more recreational activates like club activates

The management should provide more positive communication rather than

the present

Create more financial recognition to the workers by the management and also
conduct programs like seminar by the activates participation of the employees to
share their new ideas and their feeling about the work