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Status of employee engagement In India: A time for reflection

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International Journal of Education & Management © 2014 Indian Association of Health, Research and Welfare
Studies, 2014, 4(4), 316-324 ISSN-p-2231-5632-e-2321-3671
http://www.iahrw.com/index.php/home/journal_detail/21#list

Status of employee engagement in India: A time for reflection

Akancha Srivastava K. Ramachandran and A. Suresh
Indian Institute of Management Defence Institute of Psychological Research
Indore, Madhya Pradesh R & D Organization, Ministry of Defence
Timarpur, Delhi

Owing to its positive impact, employee engagement has been widely studied across different countries. Survey
reports and researches have shown that level of engagement are increasing universally but shifting across regions.
Within countries employee engagement is heavily influenced by the organizational culture and the demographics of
the work force. In an attempt to find out the status of employee engagement in India, this paper endeavors to find out
the type of work which is being carried in India in the field of engagement. The article presents reflective viewpoints
of some of the definitions of employee engagement, thereby exploring the empirical and conceptual work on
employee engagement. With the help of annual reports, of Nifty 50 we explored the Indian companies where
employee engagement is being practiced as business strategy. Subsequently, we studied the sectors with in which
employee engagement is being practiced.

Keywords: employee engagement, India, R & D sector, annual report

Organizations universally are in the need to successfully understand
and use their employee's talents, knowledge, skills, and vigour. In
several countries, increasing workers' productivity levels is decisive
to business growth as well as for serving competitive advantage.
Organizations around the globe will need to pick up their ability to
ensure that employees are in their precise roles and are cognitively,
emotionally and behaviourally invested in their jobs. Subsequently
the need to build highly engaged workforce is imperatively required
for various organizations around the world. Various researches and
reports have shown that there are considerable variations in
engagement levels across different regions of the world, countries,
companies, and even among workgroups. Robinson et al. (2007)
conducted a survey covering eight different organizations and it was
found that engagement level varied according to demographic
information like gender, age, ethnicity, disability, etc. Across
countries with innumerable cultural backgrounds and
socioeconomic levels, workers who are psychologically involved in
their workplaces are more likely to report job growth at their
organizations, rate their lives higher on average, and experience
more optimistic work life balance on a daily basis.
Researchers have shown that engagement levels impact profit and
productivity, increases customer loyalty, enhances creativity etc. At
the organisational level, engagement is claimed to increase
productivity, profits, and customer satisfaction (Harter, Schmidt, &
Hayes, 2002), while at the personal level it is claimed to make
employees happier, more satisfied, and more fulfilled, and want to
remain with the organisation (Harter, Schmidt, & Keyes, 2003).
Employees who are engaged in their work are entirely attached with
their work roles. They are bursting with energy, dedicated to their
work, and immersed in their work activities. Engaged workers are
more open to novel information, extra productive, and more willing
to go the extra mile. Moreover, engaged workers proactively modify
their work environment in order to stay engaged (Bakker, 2011).
Employee engagement is strongly linked to variety of performance
outcome like customer ratings, profitability, productivity, turnover
Correspondence should be sent to Akancha Srivastava
Indian Institute of Management, Indore, Madhya Pradesh
(for high and low-turn over organizations), safety incidents,
shrinkage (theft) absenteeism, patient safety incidents quality
(defects). For South Asian countries like Afghanistan, Bangladesh,
India, Nepal, Pakistan, and Sri Lanka (Gallup, 2013) have viewed
employee engagement as robust predictor of vital job creation.
Studies have shown that employee engagement is strongly linked to
a variety of business success dynamics such as employee
performance/ efficiency, productivity, safety, attendance and
retention, customer service and satisfaction, customer loyalty and
retention, profitability (Siddhanta & Roy, 2010). High levels of
engagement in domestic and global firms encourage retention of
talent, foster customer loyalty and improved organizational
performance and stakeholder value (Kumar & Swetha, 2011).
Researches also specify that the more engaged employees are, more
likely to exceed the industry average in its revenue growth.
Employee engagement is found to be higher in double-digit growth
companies (Markos & Sridevi, 2010).
Employee engagement have been studied throughout the world as
it has casted its impact globally. The study of employee engagement
at inclusive level is meaningful given the increasing number of
multi-national organisations and use of outsourcing. Different
countries of the world have studied employee engagement keeping
in their mind their unique culture. In India employee engagement
has been studied widely. For a country like India, employee
engagement could really serve as a tool for increasing competitive
advantage. The most important asset which organizations today
have is the “People” component. People are one factor that cannot be
duplicated or imitated by the competitors and is considered the most
valuable asset if managed and engaged properly (Anitha, 2014). To
have engaged employees, three core strategic initiatives must be
promoted in India i. e. concentrating on the people aspect of
performance management system, developing and hiring of good
middle managers, giving employees the opportunity to perform
best.
Employee engagement: Myriads of definition
Engagement has been defined more completely as when employees
feel positive emotions toward their work, find their work to be personally
 International Journal of Education & Management Studies, 2014, 4(4), 316-324
meaningful, consider their workload to be manageable, and have
hope about the future of their work. Employee engagement is a
condition of employee who feels involved, committed, passionate,
and empowered and demonstrates those feelings in work behaviour.
It is thus the level of commitment and involvement an employee has
towards their organization and its values (Sadique, 2014:p.377).
Sadique considered engagement in terms of feeling and behavioural
component as he maintained that employees who feel involves are
committed and empowered. This comes as more in behavioural
manifestation. According to Shanmugam and Krishnaveni (2012: p
.190), employee engagement is “the degree of one's allegiance of
self-in-role towards one's company and the extra effort put in, to help
the firm achieve its goals”. Shanmugam and Krishnaveni considered
the role of self in engagement, which the individual takes in his/ her
work role thereby aligning it with the organization`s goals and
objectives. Employee engagement is an individual's sense of
purpose, evident to others in the display of personal initiative, effort,
and persistence directed towards organizational goals (Soni, 2013).
According to Swaminathan and Aramvalarthan (2013), “The extent
to which employees commit to something or someone in their
organization, how harsd they work and how long they stay as a result
of that commitment. Swaminathan and Aramvalarthan considered
engagement as a form of commitment which id determined by
putting effort in their work roles towards the organization. According
to Thakur, 2014 (P.31), employee engagement is a desirable state
where employees are enthusiastic, dedicated and energized to
achieve organizational goals.
The analysis of the above definition clarifies that employee
engagement is a positive state which is determined by commitment,
involvement, aligning their personal self with the organizations
goals and objectives. These definitions are employee oriented which
shows the psychological bonding of the employee with its
organization. One pertinent fact which lacks in these definitions is
the role of organization as a whole in enhancing and maintaining
employee engagement.
Conceptual work on Employee Engagement in Indian
Numerous authors within the academic community have written on
the topic of employee engagement. Conceptual as well as empirical
work has been done. Some of the conceptual work which has been
done is as follows. Theoretical work underlying the analytical
assessment of employee engagement from its chronological sources
have been discussed (Kumar & Swetha, 2011). Researchers like
Shanmugam and Krishnaveni (2012) have conceptually defined
employee engagement and have proposed working definition of
employee engagement. Conceptual work which are based on
investigating the roles and significance of formal as well as informal
research approach on employee engagement has been studied
(Thakur, 2012) several initiative taken by specific industries and
their status towards employee engagement have also been discussed
(Swathi, 2012). Research articles discovering implications for
theory, further research and practices by synthesizing modern
'employee engagement' strategies being practiced by the corporate
with the review of findings from previous researches / surveys have
been widely studied (Siddhanta & Roy, Ghosh, 2010). Markos and
Sridevi (2010: 94-95) have suggested ten points or strategies called
'the ten tablets” to maintain employees engaged. They proposed that
for managers, “work of employee engagement starts at day one
through effective recruitment and orientation program, the work of
317
employee engagement begins from the top as it is unthinkable to
have engaged people in the organizations where there are no
engaged leadership. Managers should enhance two-way
communication, ensure that employees have all the resources they
need to do their job, give appropriate training to increase their
knowledge and skill, establish reward mechanisms in which good
job is rewarded through various financial and non-financial
incentives, build a distinctive corporate culture that encourages hard
work and keeps success stories alive, develop a strong performance
management system which holds managers and employees
accountable for the behaviour they bring to the workplace, place
focus on top-performing employees to reduce their turnover and
maintain or increase business performance.” Kotni (2011) have
discussed various dynamics of employee engagement by discussing
some survey inputs and case studies in order to explain how the
companies can survive in the Global Crisis with limited workforce.
Theoretical paper exploring the key drivers of employee
engagement have been worked upon and it was observed that top
management's span of control and the freedom level of decision
making for employees all have a deep effect on engagement level of
workers (Soni, 2013) . Satisfaction with HR practices and employee
engagement have also been discussed with reference to Social
Exchange Perspective (Jose & Mamphilly, 2012). Kataria, Garg and
Rastogi (2012) explored employee engagement and organizational
citizenship behaviour (OCB) literatures to investigate the
interrelationships between employee engagement, OCB, and
organizational effectiveness. Results specified that employee
engagement has the capacity to drive OCB. Engaged employees also
have the greatest potential to add to organizational effectiveness
through their higher levels of OCB.
Empirical work on Employee Engagement in Indian
Within the empirical domain, various explorations on employee
engagement have been done. Most commonly the determinants/
predictors/ antecedents have been explored .These have been
studied in various sectors as well as firms. Swaminathan and
Aramvalarthan (2013) conducted a study to determine the level of
employee engagement among managerial staff of private hospitals,
as well as to identify the key factor among the drivers of employee
engagement. They observed that recognition is the key factor to
employee engagement and the team work is most influential factor
to the key factor recognition. Sarangi and Srivastava performed a
study on banking sectors. Impact of the organizational culture and
communication on facilitating employee engagement is measured in
the Indian private banks. The sample consists of 247 executives.
This study has established connections between organizational
culture, communication and employee engagement. The importance
and strength of relationship between psychological empowerment
and its dimensions (meaning, competence, self-determination and
impact) and employee engagement were evaluated. Results revealed
a significant positive association between psychological
empowerment and employee engagement. All the dimensions of
psychological empowerment, other than self-determination are
predictors of employee engagement (Jose & Mamphilly, 2014).
Singh and Sanjeev (2013) performed a study identify the factors of
employee engagement and also to examine the relationship between
employee engagement and performance in the PSU. Five important
factors have emerged as significant determinant of engagement.
They are as follows-encouragement and meaningful task,
318 SRIVASTAVA ET AL./ STATUS OF EMPLOYEE ENGAGEMENT IN INDIA
recognition and support, motivation and cooperation, feedback and
opportunity and career development and growth.
Variations of employee engagement like levels of employee
engagement, demographic variations, and relation with personality
traits have also been studied. Research studies on employee
engagement in Indian manufacturing MSMEs revealed that an
employee with more than 10 years of work experience in an
organization irrespective of the age, gender and level of management
are more engaged than others (Ravikumar, 2013).
Blakrishnan and Masthan, (2013) conducted a study at Delhi
International Airport during 2010-2011 for finding out the ways for
improving employee engagement. It was found that there is
significant reduction in the level of employee engagement. Owing to
the severity of the survey results, key driver was identified to boost
employee engagement and internal communication served as a key
determinant to employee engagement. Relationship between
personality and employee engagement amongst frontline personnel
in the organized retail industry in India were also assessed. There
exist a positive relationship between the extraversion and
conscientiousness personality traits and employee engagement
(Handa & Gulati, 2014). Impacts of employee engagement on
various outcome variables like job satisfaction, productivity have
also been tested empirically. Studies were conducted to see the
impact of employee engagement on job satisfaction in IT sectors
(Thakur, 2014). Gupta and Kumar (2013) explored the relationship
between perceptions of performance appraisal fairness and
employee engagement in the Indian business context. Results
revealed a significant positive relationship between some
performance appraisal justice dimensions and engagement.
Through mediator/ moderator analysis, employee engagement has
also been established as a mediator variable. The mediating role of
employee engagement between perceived organizational support
(POS) and person-organization fit (P-O fit) as the antecedents and
organizational commitment and job satisfaction as the consequences
were tested. Data from six Indian organizations and a sample of 246
Indian managers were analyzed in this study. The findings help find a
direct effect of P-O fit and POS, which affects employee engagement
and leads to variance in organizational commitment and job
satisfaction (Biswas &Bhatnagar, 2013).
Reference of Employee Engagement in Annual Report
An annual report is inclusive report on a company's events during the
preceding year. Annual reports are envisioned to give shareholders
and other concerned people data about the company's activities and
fiscal performance. “Corporate annual can be viewed as a formal
public document produced by public companies largely as a response
to the mandatory corporate reporting requirements” (Stanton
&Stanton, 2009). “Published annual reports are used as a medium for
communicating both quantitative and qualitative corporate
information to shareholders, potential shareholders (investors)
and other users. Although publication of an annual report is a
statutory requirement, companies normally voluntarily disclose
information in excess of the mandatory requirement” (Bhasin,
2010: pg. 159).
Researchers have shown the importance of annual reports in using
it as a tool. Ditlevsen (2013) considered annual reports as the most
significant investors relations tools and serves as important
instrument for strategic stake holder communication. Stanton and
Stanton, 2009 opined that management should analyze and view
corporate annual reports “as a vehicle to make credible
communication to the corporate stakeholders and other external
users”. Gray, Kouhy and Lavers (1995) have highlighted the use of
annual report in reporting the literature of corporate social reporting.
Cowen et al. (1987) argued that annual reports gives resourceful
means of communicating company information and this makes
greater impact on society.
To access the status of engagement in India, the “HR” section of
Nifty 50 companies were analyzed using the annual reports of the
listed 50 companies. Hence annual reports for the years 2013-14
(latest available) and 2012-13, 2011-2012 (previous years) of CNX
NIFTY 50 companies were studied. It was found that out of 50
companies, 23 Companies are using and practising employee
engagement. (Appendix 1 contains the detailed status of employee
engagement in India.)These reports included the following key
points about employee engagement under human resource
management section of its annual report:
ACC Ltd (2013) : The Human Resources Division have participated
significantly in attaining the overall business objectives by
generating a universal vision, building capability amongst people
and subsequently, involve and engage employees in improvement
programmes across the functions for achieving higher results. This
process of engagement and involvement through special projects
has created learning opportunities for the employees. Employee
Engagement Programmes Employee feedback through various
surveys were held and it was found that that the employees are
experiencing a greater sense of engagement. This has been achieved
through various on the- job engagement initiatives. Other initiatives
to foster employee engagement like skill enhancement programme,
capability building, and creating future leadership program are also
being conducted.
Ambuja Cement (2013): Conducted employee engagement
surveys to capture the pulse of the organisation, and it recorded
98% participation. Feedback from the survey was translated to
action planning and implementation and now been institutio-
nalised within the Company. An official system namely Site
Specific Impact Assessment (SSIA) to engage with all
stakeholders at all manufacturing sites and address their concerns
has been accounted.
Axis Bank (2013-14): To promote the spirit of connectedness, the
Bank hosts a number of employee engagement programmes through
online and offline channels to join its thinly-spread employee
population across extensively diffused geographical network.
Through these platforms, employees can carve their sole
experiences, best practices and cast their opinion and feedback
about the Bank's products and services. The Bank conducts
Employee Engagement surveys to seek regular feedback from
employees on the policies and practices to reinforce its journey
towards creating a team of empowered employee. The strength of
the workforce was 42,420 at the end of the year as compared to
37,901 last year. A young and engaged workforce with an average
age of 29 years and the Bank's policy on being an equal opportunity
employer continued to significantly contribute towards the Axis
Bank brand.
Bank of Baroda (2013-14): To enhance the “Employee
Engagement”, Bank undertook a variety of proposals like
conducting satisfaction surveys and workshops for interaction
between juniors and seniors. These workshops were held to improve
the relationship between employee, HR and top management.
 International Journal of Education & Management Studies, 2014, 4(4), 316-324
Bharti Airtel (2011-12): In the year 2012-2013, the company's
agenda will continue to focus on capability building, improving
employee engagement, and enhancing our employee value
proposition.
Dr. Reddy's Laboratories Ltd (2013-14): At Dr. Reddy's, employee
engagement is a healthy two-way communication system. The
company empowers their employees through communication
platforms across regions and time zones. Some of these policies
include “quarterly employee communication sessions, open houses
at plants, 360º feedback and focused interviews”.
HDFC Bank (2013-14): The bank conducts activities that help
employee to show their talents or to pursue their interest other than
work. Inclusive sports activity like “Josh Unlimited” were held in 15
different cities. According to the bank the other important
engagement included the voice hunt contest, Stepathalon, a race
competition which was held to encourage corporate health, fitness
and productivity by boosting daily activities.
Hero Moto Corp Ltd (2013-14): Employee Engagement survey was
conducted in the organisation and main concern areas were identified
in three different domains: Corporate Level, Functional Level and
Team Level. An ordered action plan has been started at different
levels. Engagement and development initiatives like Soul mates (a
unique programme involving couples), Udaan-kids development
programme, safety awareness for all, career counselling for
employee wards, in-house product training for all lateral hires, trust
for welfare schemes for the employees ,mini summer camps, Diwali
functions, Hero Management Quiz and career counselling were
introduced to boost the level of engagement in the organization.
Hindustan Unilever Ltd (2013-14): To measure the level of
employee engagement the company conducts Global People Survey
(GPS). The Company's Human Resource schedule for the year was
targeted on strengthening four key areas: building a robust and
diverse talent pipeline, enhancing individual and organisational
capabilities for future readiness, driving greater employee
engagement and strengthening employee relations further through
progressive people practices. The Survey aims to give voice to
employees; it also provides regular, meaningful and actionable
feedback to the leaders in the organisation. It has questions spread
across several dimensions in the areas, such as Strategic Leadership,
Immediate Boss Effectiveness and Engagement. Feedback from this
survey forms the basis of holistic engagement plans.
I T C Ltd (2014): ITC's talent engagement approach is centred on
attracting and nurturing quality talent, ITC's talent brand, “Building
winning businesses, Building business leader, Creating value for
India reflects its commitment to build up leaders to fuel its engines of
growth, enhance organisational capability to compete and win in the
market place and create enduring value. The company lays emphasis
on Stakeholder Engagement. The Board approved Policy on
Stakeholder Engagement offers the approach for identifying and
engaging with stakeholders that include shareholders, customers,
employees, farmers, suppliers, communities, civil society and the
government.ITC believes that an effective stakeholder engagement
process is necessary for achieving its sustainability goal of inclusive
growth.
Infosys Ltd (2013-14): The Company strongly believes in
motivating, developing and engaging employees. Many platforms
of communication are provided so that employee can share their
viewpoint on all spheres like self development, career and can also
get feedback. To engage employees communication serves as the
319
best facilitator. Company affairs like restructuring and reorganizing
is communicated in a structured way. To promote interaction of
juniors with seniors techniques like JAM are promoted. Fast Track
programs to identify high performers are also employed to promote
engagement.
Jaiprakash Associates Ltd (2012-13): The Company endeavours to
generate an inspiring work environment through its HR practices.
With the aim of attracting and retaining the best people, regardless of
their background, beliefs or social culture. The Company places
considerable emphasis on health and safety throughout its
operations and exhibits commitment to ensure that high standards
are maintained in compliance with all applicable laws and
regulations. The Company's Safety Policy comprises a statement of
the Organization's objectives regarding Safety of Man and
Equipment in operation at work sites. The Management's
established a risk-free and “Zero accident” work environment .The
Company is well-known for developing talent in its employees. The
Company efforts to attract, support, retain and motivate the best
people in the field, and its training programs are designed to
augment the capacity of individuals, offer openings to increase skills
and enhance knowledge in order to maintain a competitive
advantage. The Company provides various opportunities to
employees of all levels to upgrade their skills.
Kotak Mahindra Bank Limited (2013-14): With continued emphasis
on employee engagement, the Bank along with most of its
subsidiaries undertook an organization wide engagement study
which had close to 90% participation and feedback received on
various parameters have formed the basis of action plans across
various work groups. The Bank's HR processes are aligned to its
Employer Value Proposition 'FLAME' and business outcomes.
F - Focus on results
L - Opportunity to work with senior leadership of the organisation
A - Active involvement/inclusiveness
M - Maximum challenge and
E - Entrepreneurial creativity
The company gives emphasis on Stakeholder engagement. Talent
development and acquisition is prime focus of the Bank's people
agenda. The Bank lays high emphasis on levels of employee
engagement and strives to enhance these processes. Gender
diversity is one of the focus areas for the Bank. In FY 2013-14, the
Bank has integrated its gender diversity agenda with the KPO
programme by launching the first 'all-women batch' of the course.
The Bank takes great pride in nurturing and grooming some of finest
talent in the industry. Leadership development at KMBL focuses on
continually providing a sustainable and stable environment for its
talent to learn and grow. The Bank's employee retention rate is
amongst the best in the industry and is well respected in the country
for the quality and stability of its talent. KMBL has designed various
levels of leadership platforms like Kotak Leadership Team (KLT),
Kotak Initiatives Team (KIT) and Regional Forums (RF). These
leadership forums enable senior leaders to gain a holistic overview
of people practices and operational processes through cross-
functional reach of leadership within the organisation's human
resource base. KMB extends support to other NGOs by
contributions, employee engagement and volunteering initiatives.
The Bank sponsored employees to participate in Habitat for
Humanity's 'Volunteer Build' at Tadwadi Village (near Karjat).
Employees worked with prospective homeowners, assisting them
320 SRIVASTAVA ET AL./ STATUS OF EMPLOYEE ENGAGEMENT IN INDIA
with bricklaying and painting work. (For more details, pl refer
'Employee well-being' section of the 'Business Responsibility
Report', page 113-114)
Larsen and Toubro Ltd (2013-14).: Employee engagement, feedback
and workshops are held with the purpose of creating an innovative,
involved and committed work force. “Belbin” Team building
workshops across different businesses were prepared to make a
culture of amity and strengthen employee attachment. The company
sustained to engage major business development personnel and
international business heads in some of the geographies. The
business endeavours for incessant enhancement for the protection
and development of health, safety and environmental assets of its
employees and stakeholders. India's exceptionally sundry
workforce, large-scale talent re-engineering initiatives, as well as
employee engagement activities is making sure a future-ready
workforce, and as a result the industry is growing up. The
Technology Solutions & Innovation Centre (TSIC) has fostered
within the organization the custom and tradition of innovation and
healthy competition through the Tech Panorama and Tech
Expression events which has fostered companywide employee
participation aiding in employee engagement. Employee
engagement survey, administration of various psychometric tools,
post-performance management system survey, custom designed
'people manager' programs and feedback are a usual business at L&T.
The functioning of social media within the enterprise is aimed at
increasing communication, collaboration and employee engagement.
Mahindra & Mahindra Ltd (2013-14): At Mahindra with the
amalgamation of technology and team work, dynamic business
models are created to enhance engagement. A regular analysis of
employee engagement is done via surveys to measure the level of
motivation of employees.
Maruti Suzuki (2013-14): Company is devoted in strengthening
positive employee relations through continuous communication,
education, engagement and welfare initiatives. Numbers of
innovative initiatives have been set up to reinforce people to connect
and engage them. One of the main initiatives in this direction has
been umbrella mentoring to hand hold, guide and develop the young
workforce. Associates are mentored and guided by supervisors who
are trained on coaching, mentoring, relationship. Permanent internal
communication, policy sessions, helpdesk and grievance handling
forums helped the company to strengthen and connect with the
employees and reach out to the young team members at the shop
floor. Employees are also given the newest business and
performance information on a usual basis through structured
communication meetings. The Company conducted an annual
employee engagement survey which gives meaningful and
actionable feedback to the leaders in the organisation. The feedback
of employees is read across and various aspects in the areas such as
job satisfaction, leadership, and work culture are addressed and
looked upon. Feedback from this survey serves the basis of holistic
engagement plans, which are reviewed regularly. The engagement
scores saw an increase over last year which has been possible due to
various engagement initiatives and HR interventions across the
organisation. These initiatives helped the company in controlling
attrition.
NTPC Ltd (2013-14): NTPC has healthy recruitment/manpower
engagement system. The employees working in NTPC avails
complete freedom to join and leave the organisation as per its own
volition. The company continuously upgrades its practices on
employee engagement, as per emerging scenarios and prevalent best
practices. In NTPC, there is no unfairness for different caste, creed,
religion, gender or place of origin etc., in engagement of manpower
or remunerations.
Oil & Natural Gas Corporation Ltd. (2013-14): At ONGC standard
independent audits, both internal &external, gets carried out to
gauge level of employee engagement and satisfaction like the one
recently got done by M/s Booz & Co. Wherever desired and
warranted, expert advice from external agencies/consultancies is
solicited to ramp up practices/policies to best of industry standards.
Ranbaxy Laboratories Ltd (2013-14): The Company considers that
the employee feedback is an imperative symbol of Ranbaxy's
Employee Value Proposition and therefore it seeks employee inputs
through a Global Engagement Survey. Based on the results received
from this survey, the Company conducts various initiatives across
the globe to continually help in enhancing employee engagement
and build Ranbaxy as an employer of choice
Tata Consultancy Services Ltd (2013-14): To coherent employees
thoughts and feelings and to have reciprocity of ideas TCS
continuously empower their employees. Standard HR connect
sessions aid the Company recognize the pulse on the ground and
take essential strides to keep the workforce engaged and motivated.
Employees also obtain constant feedback on technical, behavioural,
and other professional and personal areas during mentoring
sessions. TCS has an employee engagement platform namely,
Maitree where like-minded people jointly engage in a surplus of
activities as part of various interest groups such as music club,
environment,reading club etc. These non-work related activities
assist in recovering employee bonding within the organisation,
strengthening personalities through volunteering and managing
stress at work. Employees are also facilitated to engross their
families in these activities. Internal audits are conducted to review of
internal controls and risks in its operations such as software delivery,
accounting and finance, procurement, employee engagement,
travel, insurance, IT processes, including most of the subsidiaries
and foreign branches.
Tata Motors Ltd. (2013-14): The company`s Human Resource, have
applied diverse initiatives in order to build organizational capability
that will enable the Company to sustain competitiveness in the
global market place. The focus is to attract talent, retain the better
and advance the best.
Tata Power Co. Ltd. (2013-14): With the help of Aon Hewitt survey
in 2013 level of employee engagement was assessed. On the whole
employee engagement of the Company was 67% as against the
industry average of 66%. Communication and action planning
workshops were held to communicate the survey findings and to
make possible formulation of action plans at several divisions to
address areas of concern. Counselling sessions were arranged with
relevant departments and managers to ensure sustained engagement
and satisfaction levels in FY14.Other initiatives like cadre
recruitment, capability development etc are also looked at.
Indusind Bank (2013-14): A vigorous Online Performance
Management System based on “SMART Goal-setting” continues to
run successfully across the Bank. The Performance Management
processes (Goal-setting, Mid-year Review, Annual Performance
Review) assist the bank to outline employee performance
objectives, engage with employees, review performance, recognize
and reward based on tangible performance, identify and nurture
leaders to spearhead business growth.
 International Journal of Education & Management Studies, 2014, 4(4), 316-324
Indian sectors in which employee engagement was studied
In India employee engagement has been studied in variety of sectors
like IT (Swathi, 2012; Desai, Majumdar & Prabhu, 2012; Pandey &
David, 2013), manufacturing (Desai, Majumdar, & Prabhu, 2012;
Ravikumar, 2013), banking (Mani, 2011; Sarangi & Srivastava,
2012; Gummadi & Devi 2013; Mishra, Kapse, & Bavad 2013;
Bhatla, 2011), pharma company (Pandey & David, 2013), hospitals
(Swaminathan & Aramvalarthan, 2013), airports (Balakrishnan,
Masthan & Chandra, 2013), automobile industry (Goel, Gupt, &
Rastogi, 2013), Global media organization (Sharma & Raina, 2013).
Indian trend of engagement reveals that (37%) of employees are
engaged. the Indian employees exhibits the highest levels of
engagement worldwide. Engaged employees are those with the most
tangible priorities (Sales at 45%) or closest brand alignment
(Marketing at 43%). In India HR/Training employees are the least
likely to be engaged (27%), in contrast to other regions where they
are among the most likely. Engineering ranks second to the last at
29% which represent that highly analytic or expert employee being
least engaged in global patter (Thakur, 2012).
Evidence from the literature shows that in India mostly every
sector/industry have been linked and studied by employee
engagement. Though there is widespread research on the subject of
employee engagement in the service, production and manufacturing
sectors there is a precise lacuna on this issue among professionals
employed in the scientific field. According to The Joint Committee
of Industry and Government 2013, “India aspires to emerge as one of
the top five knowledge powers in the world in the area of Science,
Technology and Innovation. Such aspiration demands bench
marking against global best practices in shaping the Indian research
and development sector”. Human resources in science and
technology are necessary for advancing science and innovation and
generating productivity growth (The Joint Committee of Industry
and Government, 2013).
One sector which did not get much attention is Research and
Development (R&D) sector/organization. Research and develop-
ment sector/ organization involves investigative activities that an
organization chooses to conduct with the aim of making a discovery
that can either lead to the development of novel products or
procedures, or to advancement of existing products or procedures.
This is an immensely important sector for the progress of the country.
In this speedy environment, the organizations are confronted with
challenge of bringing forth a stable stream of new products and
technologies. Thus the organizations have to learn to extend
themselves in order to create innovative products and technologies
and identify new market places and challenge before the
organizations is how they can create their own successful future.
(Ahuja, 2011) R&D is a tremendously human capital-intensive effort
since the primary output is knowledge (Majumdar, 2013). R&D not
only creates new knowledge but also contributes to the firm's
absorptive capacity (Cohen & Levinthal, 1990) .Employees who are
highly involved in their work process such as conceiving, designing
and implementing workplace and process changes are more engaged
(Lockwood, 2007).
Engagement in R&D Sector
“Engaged employees are those who are involved in, enthusiastic
about, and committed to their work and who contribute to their
organization in a positive manner. Engaged employees are the ones
who are most likely to drive innovation, growth, and revenue that
321
their companies desperately need. These engaged workers build
new products and services, generate new ideas, create new
customers, and ultimately help spur the economy generating more
good jobs” (State of the Global workplace, Gallup . Inc, 2013).The
purpose of research and development (R&D) activities is to
contribute novel comprehension improved devices, products,
process systems, and concepts. Considering the nature of the R&D
function, the products should not only be new, but technologically
advance simple and easy to use. The nature of task in R & D
organization is non repetitive (Duncun, 1972), highly technical,
highly innovative groups (Narang, 2002). No doubt that the R&D
operation is clearly a learning process to transmute the unknown to
the known (Silaen & Williams, 2007). For this knowledge has to be
processed into practical feasible projects. In R & D organisation the
scientists are the most important asset (Twiss, 1992; Jain &Triandis,
1990). They are the knowledge workers who are also known as
problem solvers (Reich, 1991). For successful implementation of
this knowledge the scientist should not only be theoretically and
practically knowledgeable but should be innovative (Silean &
Williams, 2007), vigorous, dedicated and absorbed in their work as
well as organization or in other words engaged. These are attained
only when employees add value through their ideas, analysis,
verification, reasoning, judgment and synthesis. In order to
understand the dynamics of engagement in R&D organization the
current study proposes to identify the predictors of engagement.
Keeping this framework, it was felt that an understanding of the
interplay between engagement and its predictors is a vital factor for
organizational effectiveness. However, to date there is dearth of
research that has explored engagement within the R & D.
Conclusion
This paper highlights the direction of emerging research in the field
of employee engagement in Indian context. The review paper covers
some of the direction of employee engagement in India. Based on
the review following observations have been identified.
Firstly in India it could be observed that only the academic
fraternity has taken the sole proprietorship of the term as mostly the
academicians have worked in this area. The academic world has
mostly described engagement as (sense of purpose, level of
commitment, desirable state) etc. However these definitions do not
fully elucidate the role of organization in promoting employee
engagement. To comprehend the dynamics of employee
engagement, there is a great role of consultant and practitioners who
can provide knowledge based practical approach in promoting
employee engagement. Thus, concept could be much more utilized
if the practitioners' world also joins their hands with the practicing
academicians. In toto there should be a blend of both, theory as well
as practical implication of employee engagement.
Another imperative observation lies in the cultural history of
India. India is considered as a very resilient country; this could be
attributed to the fact that Indian has the native past to rebuild their
nation. Work in the organization, has drastically changed. With the
coming up of globalization, the environmental conditions have
changed. It has led to change in structure, technology as well as
people. The influences of cultural factors in this complex system
level integrated markets, international trade, international
investment, multinational corporations, technology convergence
have major significance (Cojocaru, 2011). Globalization lifted the
mix of cultures, languages, viewpoints, as well as the number of
322 SRIVASTAVA ET AL./ STATUS OF EMPLOYEE ENGAGEMENT IN INDIA
expatriates (Friedman, 2007). This change has casted its impact on
organizational culture To pursue this type of research only
technological knowledge is not required, strengthening an
individual`s inner psychological state is required. Consequently
there is a need to study the variables like Psychological Capital and
it`s relation with employee engagement within the Indian context.
Psychological capital can be defined as An individual's positive
psychological state of development that is characterized by: (1)
having confidence (self-efficacy) to take on and put in the necessary
effort to succeed at challenging tasks; (2) making a positive
attribution (optimism) about succeeding now and in the future; (3)
persevering toward goals, and when necessary, redirecting paths to
goals (hope) in order to succeed; and (4) when beset by problems and
adversity, sustaining and bouncing back and even beyond
(resiliency) to attain success (Luthans, Youssef, & Avolio, 2007).
This relationship would highlight the cultural connotation of the
construct, there by relating it with employee engagement.
After analysing the annual reports it was observed that mostly
Indian companies have utilized the concept at behavioural level
thereby only promoting employee engagement by making the
employees to participate in some activities. Various researchers have
described employee engagement taking the perspective of different
dimensions. Kahn (1990:694) defines employee engagement as “the
harnessing of organization members' selves to their work roles; in
engagement, people employ and express themselves physically,
cognitively, and emotionally during role performances”. Schaufeli,
Bakker, and Salanova, (2006) defined engagement as a "positive
fulfilling work related state of mind that is characterized by vigor,
dedication and absorption”. Subsequently Macey and Schneider
(2008) provided three different conceptualization of engagement
namely trait, state and behavioural engagement. They opined
engagement is a disposition which they defined as, "(trait)
engagement is regarded as an inclination or orientation to experience
the world through particular vantage point. Their model proposed
that trait engagement gets reflected in state engagement. State
engagement was viewed as having the feeling of energy, absorption
and satisfaction. Their model viewed state engagement as an
antecedent of behavioral engagement which they defined in terms of
discretionary effort. Their model also proposed that conditions of
work as well as leadership have both direct as well as an indirect
effect on sate and behavioral engagement. Therefore the exiting
literature review reflects the fact that engagement has many
dimensions which constitute the totality of the term. To make
engagement work at a deeper level it is essential to use well
established psychological theories in organizational context.
Therefore to have sustained workforce in an organization,
engagement should be promoted at all three level. Thus there is a
need for Indian companies to review the term of employee
engagement and consequently make endeavour towards promoting
it.
Practical Implications of the study
To the best of our knowledge this review paper has tried to cover
every element of unit of employee engagement which is being
practiced in India. The study has reported various units where
employee engagement is being practiced. The paper has highlighted
some specific significance for Research & Development (R &D)
sector in encouraging engagement.
It is an established fact that the field of organizational behavior is
interdisciplinary. To add knowledge into the existing world, it is
necessary to study various dimensions by linking it with other
subjects. So concepts from HR like employee engagement can be
utilized in other fields, like sports psychology where researches
could be planned by studying the relationship of engagement with
concept like mental toughness, in order to fully utilize the
potentiality of the concepts.
Acknowledgments
The contribution of Ms. Sapana Singh, (Academic Associate, Indian
Institute of Management, Indore,) in sourcing and locating the
references of employee engagement in annual reports is highly
recognized
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Appendix: 1

Table No.1: Status of Employee Engagement in Annual Report of CNX NIFTY 50 companies
Sr. List of companies Year Employee / Work Engagement Reference in annual report or Not Section / page No.
01 ACC Ltd. 2013 HR Section 31
02 Ambuja Cements Ltd. 2013 HR, Section E: Principle-wise performance (Principle 4) 21, 22, 61
03 Asian Paints Ltd. 2013-14 No mention
04 Axis Bank Ltd. 2013-14 HR 29
05 Bajaj Auto Ltd. 2013-14 No mention
06 Bank of Baroda 2013-14 HR, employee engagement& rewards 12, 96
07 Bharat Heavy Electricals Ltd. 2013-14 No mention
08 Bharat Petroleum Corporation Ltd. 2013-14 No mention
09 Bharti Airtel Ltd. 2011-12 HR 54
10 Cairn India Ltd. 2013-14 No mention
11 Cipla Ltd. 2013-14 No mention
12 Coal India Ltd. 2013-14 No mention
13 DLF Ltd. 2011-12 No mention
14 Dr. Reddy's Laboratories Ltd. 2013-14 HR (promoting employee weel-being) 40
15 GAIL (India) Ltd. 2012-13 No mention
16 Grasim Industries Ltd. 2013-14 No mention
17 HCL Technologies Ltd. 2014 No mention
18 HDFC Bank Ltd. 2013-14 HR 26
324 SRIVASTAVA ET AL./ STATUS OF EMPLOYEE ENGAGEMENT IN INDIA

19 Hero MotoCorp Ltd. 2013-14 Human Dynamism 52, 53

20 Hindalco Industries Ltd. 2012-13 No mention
21 Hindustan Unilever Ltd. 2013-14 People, HR 13, 40
22 Housing Development Finance 2013-14 No mention
Corporation Ltd.
23 I T C Ltd. 2014 ITC Infotech India Limited 60
24 ICICI Bank Ltd. 2013-14 No mention
25 Infosys Ltd. 2013-14 Products & solutions, Risk mgmt., employee well-being 10, 41, 110-111
26 Infrastructure Development 2013- 14 No mention
Finance Co. Ltd.
27 Jaiprakash Associates Ltd. 2012-13 Employee relations 55
28 Jindal Steel & Power Ltd. 2013-14 No mention
29 Kotak Mahindra Bank Ltd. 2013-14 Employees, HR, employee well-being, stakeholder 82, 108, 113, 115,
engagement, CSR initiatives, annexures (principle 3) 119, 125,
30 Larsen & Toubro Ltd. 2013-14 Significant initiatives, business environment, IT 101, 121, 125, 132, 150
31 Lupin Ltd. 2013 No mention
32 Mahindra & Mahindra Ltd. 2013-14 People 30,
33 Maruti Suzuki India Ltd. 2013-14 HRD, HR 33, 61
34 NTPC Ltd. 2013-14 Labour 93
35 Oil & Natural Gas Corporation Ltd. 2013-14 Principle3.10 156
36 Power Grid Corporation of India Ltd. 2013-14 No mention
37 Punjab National Bank 2014 No mention
38 Ranbaxy Laboratories Ltd. 2013-14 HR 42
39 Reliance Industries Ltd. 2013-14 No mention
40 Reliance Infrastructure Ltd. 2013-14 No mention
41 Sesa Goa Ltd. 2013 No mention
42 NMDC 2013-14 No mention
43 State Bank of India 2013-14 No mention
44 Sun Pharmaceutical Industries Ltd. 2013-14 No mention
45 Tata Consultancy Services Ltd. 2013-14 HR Strategy, cash flow, employee skill up-gradation 35, 68, 92
46 Tata Motors Ltd. 2013-14 HR 99
47 Tata Power Co. Ltd. 2013-14 HR 54
48 Tata Steel Ltd. 2011-12 No mention
49 UltraTech Cement Ltd. 2012-13 No mention
50 Indusind Bank 2013-14 HR 49

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