SRM Engagement

A STUDY ON EMPLOYEE ENGAGEMENT WITH REFERENCE
TO JOHNSON CONTROLS
PROJECT REPORT
Submitted to the
SRM SCHOOL OF MANAGEMENT
In partial fulfillment of the requirements for the award of the degree of
MASTER OF BUSINESS ADMINSTRATION
By
SHAMA PARVEEN
3511210366
Under the guidance of
Mr. R. ARIVAZHAGAN, Asst. Professor
SRM SCHOOL OF MANAGEMENT
SRM UNIVERSITY
KATTANKULATHUR 603 203
MAY 2014
1
2
SHAMA PARVEEN
3511210366
SRM School of Management
SRM University
SRM Nagar, Kattankulathur - 603 203,

Kancheepuram District, Tamil Nadu.
DECLARATION
I hereby declare that the project report entitled “ a study on employee engagement with
reference to Johnson controls” submitted to SRM School of Management in partial fulfillment
for the requirement of award of the Degree of Master of Business Administration, is a record
of the original research work done under the supervision and guidance of Mr. R.
ARIVAZHAGAN, Asst. Professor, SRM School of Management, SRM University,
Kattankulathur and that it has not formed the basis for the award of any Degree / Diploma /
Fellowship of other similar title to any candidate of any university.
Place: Kattankulathur (Student’s Signature)

Date: SHAMA PARVEEN
3
SRM School of Management
SRM University
SRM Nagar, Kattankulathur - 603 203,

Kancheepuram District, Tamil Nadu.
BONAFIDE CERTIFICATE
Certified that this project report titled “a study on employee engagement with
reference to Johnson controls” is the Bonafide work of Ms. Shama parveen , 3511210366
who carried out the research under my supervision. Certified further, that to the best of my
knowledge the work reported herein does not from part of any other project report or dissertation
on the basis of which a degree or award was conferred on an earlier occasion on this or any other
candidate.
Submitted for the viva-voce examination held on -----------------------
Mr. R. ARIVAZHAGAN Dr. JAYSHREE SURESH
Asst. Professor (Dean, MBA)

(Project Guide)
External Examiner
4
TABLE OF CONTENTS
CHAPTER
PARTICULARS PAGE NO
.NO
1. INTRODUCTION 13
1.1 Introduction 13
1.2 Industry Profile 19
1.3 Company Profile 21
1.4 Product Profile 25
2. RESEARCH PROBLEM 27
2.1 Purpose Of The Study 28
2.2 Scope Of The Study 28
2.3 Problem Statement 29
2.4 Research Objectives 31
2.5 Area of the Study 31
2.6 Limitation of the Study 32
3. REVIEW OF LITERATURE 33
4. RESEARCH METHODOLOGY 40
41
4.1 Research Design
41
4.2 Sampling Procedure
41
4.3 Data Collection Procedure
42
4.4 Research Tools
4.5 Limitations of the study 44
5
5. DATA ANALYSIS & INTERPRETATION 45
6. FINDINGS & DISCUSSIONS 70
7. SUGGESTIONS 72
8. CONCLUSION 73
BIBLIOGRAPHY
9 74
10 ANNEXURE 76
6
ACKNOWLEDGMENT
I feel that it is my duty to express gratitude to all those who have help me in the
successful completion of the Project. First and foremost I would like to thank the ALMIGHTY;
for the blessing on me for the completion of the project within the short period of time. I am
thankful to my guide Mr.R.ARIVAZHAGAN (Asst. Professor in SRM UNIVERSITY,
Kattankulathur) for his full support and guidance in completing this project work I would like to
place a record of my profound gratitude to my Dean Dr. Jayasree Suresh for her valuable
suggestions in completion of the project. I express my deep sense of gratitude to Mr. D.
KARTHIK, HR for granting me permission to do the project. My sincere thanks to all the
members of the HR team and the employees for the help and co-ordination extended. Finally I
would like to thank my family members for their affectionate blessings and inspirations which
enabled me to complete this project.
SHAMA PARVEEN
3511210366
7
ABSTRACT
The project work entitled Employee Engagement with special reference to Johnson
Controls is mainly conducted to know the clear ideas about the employee commitment towards
their job and the factors governing their full involvement in doing their work. Management’s
basic job is the effective utilization of human resources for achievements of organizational
objectives. So a totally engaged employees shows that total job satisfaction and also helps in
achieving the maximum output by the optimum utilization of the resources.
Employee engagement is the level of commitment and involvement an employee has

towards their organization and its values. An engaged employee is aware of business context,
and works with colleagues to improve performance within the job for the benefit of the
organization. It is a positive attitude held by the employees towards the organization and its
values. The organization must work to develop and nurture engagement, which requires a two-
way relationship between employer and employee.’ Thus Employee engagement is a barometer
that determines the association of a person with the organization.
Engaged employees are not just committed. They are not just passionate or proud. They
have a line-of-sight on their own future and on the organization’s mission and goals. They are
―enthused‖ and ―in gear‖ using their talents and discretionary effort to make a difference in
their employer’s quest for sustainable business success. It is the modern version of job
satisfaction in which the employees future of the company and are willing to invest the
discretionary effort. Engaged employees feel a strong emotional bond to the organization that
employs them.
Employee engagement in regards to one’s feeling or state of mind regarding nature of

their work. Job can be influenced by variety of factors like quality of one’s relationship with
their supervisor, quality of physical environment in which they work, degree of fulfillment in
their work
8
List of Tables
PAGE
S. no DESCRIPTIONS NO
5.1.1 Gender of the employees 46
5.1.2 Age of the employees 47
5.1.3 marital status 48
5.1.4 educational qualification of the employees 49
5.1.5 expectation of employees at work 50
5.1.6 need of materials and equipments 51
5.1.7 opportunity to do the work best every day 52
5.1.8 received recognition praise for doing good work 53
5.1.9 encourage the employee development 54
your supervisor, or someone at work, seems to care about you as

5.1.10 a person 55
5.1.11 someone at work who encourage your development 56
9
5.1.12 At work do your opinions seem to count 57
5.1.13 The mission / purpose of your company make you 58

feel your job is important.
5.1.14 Employees committed to doing quality work 59
5.1.15 You have a best friend at work. 60
5.1.16 Employee progress work report says someone 61
5.1.17 Employee had opportunities at work to learn and grow 62
5.1.18 Extent to which you are engaged in your job makes you 63
10
LIST OF CHARTS
Sl no DESCRIPTIONS PAGE NO
5.1.1 gender of the employees 46
5.1.2 age of the employees 47
5.1.3 marital status 48
5.1.4 educational qualification of the employees 49
5.1.5 expectation of employees at work 50
5.1.6 need of materials and equipments 51
5.1.7 opportunity to do the work best every day 52
5.1.8 received recognition praise for doing good work 53
5.1.9 encourage the employee development 54
your supervisor, or someone at work, seems to care about you as

5.1.10 a person 55
11
5.1.11 Someone At Work Who Encourage Your Development 56
57
5.1.12 At work do your opinions seem to count
5.1.13 The mission / purpose of your company make you feel your job 58
is important.
5.1.14 Employees committed to doing quality work 59
5.1.15 You have a best friend at work. 60
5.1.16 Employee progress work report says someone 61
5.1.17 Employee had opportunities at work to learn and grow 62
5.1.18 Extent to which you are engaged in your job makes you 63
12
CHAPTER-1
1.0 INTRODUCTION
1.1 INTRODUCTION
The project work entitled Employee Engagement with special reference to Johnson
Controls is mainly conducted to know the clear ideas about the employee commitment towards
their job and the factors governing their full involvement in doing their work. Management’s
basic job is the effective utilization of human resources for achievements of organizational
objectives. So a totally engaged employees shows that total job satisfaction and also helps in
achieving the maximum output by the optimum utilization of the resources.
Employee engagement is the level of commitment and involvement an employee has

towards their organization and its values. An engaged employee is aware of business context,
and works with colleagues to improve performance within the job for the benefit of the
organization. It is a positive attitude held by the employees towards the organization and its
values. The organization must work to develop and nurture engagement, which requires a two-
way relationship between employer and employee.’ Thus Employee engagement is a barometer
that determines the association of a person with the organization.
Engaged employees are not just committed. They are not just passionate or proud. They
have a line-of-sight on their own future and on the organization’s mission and goals. They are
―enthused‖ and ―in gear‖ using their talents and discretionary effort to make a difference in
their employer’s quest for sustainable business success. It is the modern version of job
satisfaction in which the employees future of the company and are willing to invest the
discretionary effort. Engaged employees feel a strong emotional bond to the organization that
employs them.
Employee engagement in regards to one’s feeling or state of mind regarding nature of

their work. Job can be influenced by variety of factors like quality of one’s relationship with
their supervisor, quality of physical environment in which they work, degree of fulfillment in
their work, etc.
13
Positive attitude towards job are equivalent to Employee engagement where as negative
attitude towards job has been defined variously from time to time. In short Employee
engagement is a person’s attitude towards job.
Employee engagement is an attitude which results from balancing & summation of many
specific likes and dislikes experienced in connection with the job- their evaluation may rest
largely upon one’s success or failure in the achievement of personal objective and upon
perceived combination of the job and combination towards these ends.
According to pestonejee, Employee engagement can be taken as a summation of employee’s

feelings in four important areas. These are:
1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,

opportunities on the job for promotion and advancement (prospects), overtime
regulations, interest in work, physical environment.
2. Management- supervisory treatment, participation, rewards and punishments, praises and
blames, leaves policy and favoritism.
3. Social relations- friends and associates, neighbors, attitudes towards people in
community, participation in social activity socialibility and caste barrier.
4. Personal adjustment-health and emotionality.
Employee engagement is an important indicator of how employees feel about their job
and a predictor of work behavior such as organizational citizenship, Absenteeism, Turnover.
Employee engagement benefits the organization includes reduction in complaints and

grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker
morale. Employee engagement is also linked with a healthier work force and has been found to
be a good indicator of longevity.
Employee engagement is not synonyms with organizational morale, which the

possessions of feeling have being accepted by and belonging to a group of employees through
adherence to common goals and confidence in desirability of these goals.
14
Morale is the by-product of the group, while Employee engagement is more an individual state
of mind.
Employee engagement:
Employee engagement is in regard to one's feelings or state-of-mind regarding the nature

of their work. Employee engagement can be influenced by a variety of factors, eg, the quality of
one's relationship with their supervisor, the quality of the physical environment in which they
work, degree of fulfillment in their work, etc.
Employee engagement describes how content an individual is with his or her job. The
happier people are within their job, the more satisfied they are said to be. Logic would dictate
that the most satisfied (―happy‖) workers should be the best performers and vice versa. This is
called the "happy worker" hypothesis.
However, this hypothesis is not well supported, as Employee engagement is not the same
as motivation or aptitude, although they may be clearly linked. A primary influence on Employee
engagement is the application of Job design, which aims to enhance Employee engagement and
performance using methods such as job rotation, job enlargement, job enrichment and job re-
engineering.
Other influences on satisfaction include management styles and culture, employee

involvement, empowerment, and autonomous work position. Employee engagement is a very
important attribute and is frequently measured by organizations. The most common technique for
measurement is the use of rating scales where employees report their thoughts and reactions to
their jobs.
Questions can relate to rates of pay, work responsibilities, variety of tasks, promotional
opportunities, the work itself, and co-workers. Some examinations present yes-or-no questions
while others ask to rate satisfaction using a 1-to-5 scale, where 1 represents "not at all satisfied"
and 5 represents "extremely satisfied."
15
Career Satisfaction:
In a recent Leading News, e-newsletter, from Marshall Goldsmith, the premier executive
coach, asked that question. Why? Because if you figured how time you spent at work –
approximately one-third of our waking hours – then you realize that your job has a significant
impact on your life.
It created an exercise to help people evaluate their Employee engagement and, mostly
importantly, their career choice. There are three categories and you are to estimate the percentage
of your job that falls within each category.
The first category is ―play.‖ This is job content that is fun and what you would tend to
do regardless of whether or not you were compensated for it. We have all seen people readily
agree to do a task that was beyond the job description. Why? Because it was a task they viewed
as fun, as an outlet for untapped creativity or a channel for self-development. If I tell myself,
―I’m going to play,‖ then there is no resistance or creative avoidance.
The second category is ―work.‖ This is job content that is not play. It’s work. This is an
activity that, although not fun, you would agree to do for reasonable compensation.
The third category is ―misery.‖ Job content in this category is not only not play, but it is
drudgery, and at times pure h-ell. And we can find all times of creative reasons to avoid and
procrastinate.
How do you see the composition of your work experience concerning activities that are
categorized as play, work, and misery? Do you need to write yourself a new job description?
Here are the typical survey results among professionals:
 15 percent of what professionals do is considered play;

 75 percent of what professionals do is considered work;
 10 percent of what professionals do is considered misery.
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Career Success Tip
Most professional jobs can be molded or shaped to allow for individual situations or for
one’s growth and development needs. Think about ways to add things to your job that will allow
you to play more or take some things out that will allow you to be more satisfied. Then go to
your boss and make a case for it – not that it will make you happier but that it can add to your
productivity.
Employee engagement: Is it Time to Stay or Leave?
First, consider the reasons to stay. For example:
1. Relationships matter more than money.
You may think you can find a job that will pay you more, but you will be leaving behind
a wealth of relationships. When weighing your options, don’t forget the value of the network, the
friends and professional colleagues you have now.
2. You are doing well compared to your peers.
Research shows that many people under estimate their skills and their prospects and over
estimate others. Take the time to do a realistic assessment of what you have to offer and its value
in today’s marketplace.
3. The grass is not always greener.
People, who are desperate to get out of a job, tend to see potential opportunities only
outside their company. They enthusiastically take a new job and then realize they’ve gone from
the proverbial frying pan into the fire.
Now, consider the reasons to leave. For example:
1. Your relationship with your boss is damaged beyond repair.
You have tried to mend it but you’re getting stonewalled. Yes, she may be a jerk but she
is the boss and in a power struggle, you will probably lose.
17
2. Your values are at odds with the culture.
For example, your company is hierarchical and you want more influence over your job.
It’s very hard for one person to change a culture unless he’s the CEO or has been brought in to
change things.
3. Your stress level is way off the charts.
It’s affecting your physical or mental health and your relationships with family and
friends. You’re burnt out, burnt up and dread going to work
18
1.2 INDUSTRY PROFILE
Employee engagement is an emergent property of the relationship between an

organization and its employees. An "engaged employee" is one who is fully absorbed by and
enthusiastic about their work and so takes positive action to further the organization's reputation
and interests. An organization with 'high' employee engagement might therefore be expected to
outperform those with 'low' employee engagement, all else being equal.
Engagement is the extent to which employee’s commit- rationally or emotionally- to

something or someone in the organization, how hard they work as a result of this commitment,
and how long they intend to stay. Segment-specific c ―rules of thumb‖ do not apply. Employee
commitment is not a characteristic of group membership but is instead a characteristic of
individual employees to be won or lost, created or destroyed by their organizations. Engagement
is a source of competitive advantage. Some organizations have ten times as many highly
committed, high-effort employees as others.
Engagement is the key to performance and retention. Highly committed employees try 57
percent harder, perform 20 percent better, and are 87 percent less like to leave than employees
with low levels of commitment. Not a cure-all, but still a business imperative. Employee
commitment must be managed alongside other important drivers of performance, most
importantly the recruitment of high quality talent and providing that talent with the information,
experiences and resources they need to perform at their best.
Emotional commitment drives effort. Emotional commitment is four times as valuable as

rational commitment in producing discretionary effort. Indeed, the search for a high-performing
workforce in synonymous with the search for emotional commitment. Rational commitment
drives retention. Employees leave organizations when they conclude that the organization no
longer meets their self-interest
The ―Maslow’s Hierarchy‖ of engagement. Secure rational commitment from

employees first. Employees are more likely to commit emotionally if their self-interested needs
are met. Focus on high-impact levers. The top 50 drivers of discretionary effort are 40 times as
powerful as the bottom 150 levers.
19
Take a common approach to engaging employees. Most strategies have a common impact
on employee segments. Most employees, most of the time, need the same things to commit, exert
effort and perform at their best. The most important role of managers is to serve as a conduit for
other, more valuable, forms of employee commitment: organizational, job and team. The impact
of excellence in additional manager skills diminishes quickly. Build on a limited number of
existing manager strengths to maximize ROI.
20
1. 3 COMPANY PROFILE
Johnson Controls is a global diversified technology and industrial leader serving

customers in more than 150 countries. Our 170,000 employees create quality products, services
and solutions to optimize energy and operational efficiencies of buildings; lead-acid automotive
batteries and advanced batteries for hybrid and electric vehicles; and interior systems for
automobiles. Our commitment to sustainability dates back to our roots in 1885, with the
invention of the first electric room thermostat.
Through our growth strategies and by increasing market share we are committed to
delivering value to shareholders and making our customers successful.
HISTORY
In 1885, Warren Johnson inspired the future, launching an industry focused on energy
efficiency and a company poised to explore new ideas and enter new fields. This foundation has
ignited the customer-focused innovation of thousands of employees for 125 years.
Today, with this same principle, our employees continue to make essential contributions
to the modern world in which we live, work and travel. They enable the ongoing success of
Johnson Controls, a notion that founder Warren Johnson would surely appreciate.
HOW WE OPERATE
Johnson Controls values have strengthened our organization, shaped our culture and
guided behavior on the job for more than 125 years. These values support our 10-Year Marker, a
set of strategic guideposts for operating our businesses to achieve long-term success. We expect
the company’s values to be followed at all times across Johnson Controls.
Integrity
We act with honesty, fairness, respect and safety, furthering a culture of unquestioned
integrity. This strengthens relationships across businesses and functions.
21
Customer Satisfaction
Our future depends on us serving as customer advocates and increasing our customers’
success. We are proactive, hard driving and easy to work with. We offer expert knowledge and
practical solutions. We deliver on our promises.
Employee Engagement
As we grow, so will our people. We foster a culture that promotes excellent performance,
teamwork, inclusion, leadership and growth. Our employee and leader diversity will mirror our
global markets and population.
Innovation
We believe there is always a better way. We encourage change and seek the opportunities
it brings. We will commercialize innovations globally at an accelerating pace.
Sustainability
Through our products, services, operations and community involvement, we promote the
efficient use of resources to benefit all people and our planet. The environment and sustainability
are key elements of our business proposition.
OUR PEOPLE
The success of Johnson Controls is enabled by the commitment and dedication of our
170,000 employees around the world. With our continued growth focus, we are a company
where employees can express ideas, make a difference and build their future. Our workplace
emphasizes integrity and ethics. We are customer-focused, continually looking to innovate and
enhance our products, service and solutions.
To help our employees grow, we believe it's vital to strengthen their engagement and
develop their skills and leadership capabilities. This is done through an environment that
welcomes diversity of thought and experience.
22
SPIRIT OF GIVING
Johnson Controls’ community relations efforts support education, the environment, social
services and leadership development and social services. Last year, Johnson Controls donated
more than $10.1 million worldwide to nonprofit and community organizations.
Supporting global communities
Blue Sky Involve, our global volunteer program, encourages employees to form
volunteer groups that work with local organizations to support environmental stewardship and
leadership development projects. Last year, the number of Johnson Controls locations
participating in Blue Sky Involve increased by more than 22 percent to 650 sites. Each site
received a $1,000 grant. More than 12,500 employees participated in 44 countries, donating a
total of 105,000 volunteer hours throughout the year. Since the program was created in 2006, our
employees have volunteered more than 322,000 hours.
Growing the next generation
Johnson Controls is proud to sponsor a summer jobs program through the Conservation
Leadership Corps that teaches youth about environmental sustainability. The Conservation
Leadership Corps is a program of the Student Conservation Association, a nonprofit organization
that offers internships and summer trail crew opportunities to more than 3,000 students each
year.
The program began at Milwaukee-area high schools and allows participants the
opportunity to hone leadership skills by guiding student work crews on variety of projects to
rehabilitate local parks. Based on its success, the program expanded into Baltimore and Detroit.
In Baltimore, for example, the students completed 6,350 hours of work in city parks where they
undertook invasive plant removal, environmental education and leadership training.
WE ARE HONORED
Johnson Controls is honored to be recognized by our customers, our suppliers, our

communities and others for the value and service we provide.
23
Leadership
One of Business Ethics magazine’s ―100 Best Corporate Citizens‖
The number one company in the category of ―auto parts suppliers‖ on Fortune magazine’s
―America’s Most Admired Companies‖ list
One of Industry Week’s ―100 Best-Managed Companies‖
One of Industry Week’s ―50 Best Manufacturing
Companies‖
One of Institutional Investor magazine’s most shareholder-friendly companies in America
2010 Global Outsourcing 100 (best outsourcing service providers)
CoreNet Global Industry Excellence Award,
2009 European Facility Manager of the Year,
2008
Society of Plastic Engineers (SPE) Central Europe Automotive Award
North American International Auto Show "Best Concept Car" finalist, 2009
24
1.4 PRODUCT PROFILE
Smart automotive seat systems offer comfort, style, and safety
Johnson Controls, the world’s number one supplier of automotive seat systems, helps
customers increase brand differentiation and functionality.
Johnson Controls offers industry-leading technologies, combined with in-depth design,

engineering, and manufacturing expertise. The result: value-driven smart seat systems that
effectively differentiate vehicle manufacturers’ brands. Our global leadership in automotive
seating systems and components enables us to create innovative solutions that reduce system
costs, mass and complexity.
Whether basic or complex, our seating systems provide customers with the latest advancements
in safety, sustainability, comfort and style. With our extensive development and manufacturing
network we ensure worldwide on-time delivery, high quality and excellent customer service.
Enhancing vehicle differentiation and consumer appeal
We help manufacturers deliver what consumers want most: vehicles that are fuel efficient, yet
comfortable, roomy and stylish.
Our thin profile automotive seats are up to 20 percent thinner than conventional seats, but just as
comfortable. With less mass, these innovative seats enable enhanced vehicle fuel efficiency.
 Our unique flexible rear seat solutions create more cargo space and passenger comfort.
They also provide better ingress and egress.
 Our use of natural, renewable, and recyclable materials makes vehicle seat systems more
eco-friendly.
 Our automotive seat fabric and trim expertise gives vehicles unique style and brand
identity.
25
In short, Johnson Controls offers customers a combination of automotive complete seat system
expertise, technology, and innovation they can’t get anywhere else. We enable manufacturers to
significantly differentiate their vehicles and delight consumers.
Comfort Thin Seats
Our breakthrough in seat design proves that thin can be comfortable. That’s why we call it
Comfort Thin. We replaced the seat back’s molded foam and suspension structure with a mat
that contains more than a hundred small coil springs. Each spring responds individually to the
occupant’s movement for greater comfort. This unique design reduces mass by up to 20 percent,
enabling enhanced vehicle fuel efficiency. The seat back profile is also up to 40 percent thinner
than a conventional foam seat back, resulting in a more spacious interior. Yet, despite being
dramatically thinner than conventional foam seat, our Comfort Thin automotive seat is just as
comfortable. Only Johnson Controls offers Comfort Thin seats that give vehicle manufacturers a
significant competitive advantage and point of differentiation.
Slim Stow Seats
In the past, pick-up truck buyers had to choose between comfortable seating and ample storage.
With our highly flexible Slim Stow seat, they can have both. The Slim Stow uniquely designed
automotive rear seat contains 50 percent more foam, providing the kind of comfort usually
26
reserved for front seat passengers. Yet, compared to conventional rear seats, Slim Stow seats
take up less space and weigh approximately 33 percent less. The result is a more spacious,
comfortable cab interior and enhanced vehicle fuel efficiency. Folding and stowing the seat
creates more cargo space and better rear view visibility. Plus, Slim Stow is extremely easy to
operate. Johnson Controls Slim Stow seats enable manufacturers to deliver pick-ups with more
comfort, style, storage capacity and ease of use.
An innovation in 2nd row flexibility
Compact utility vehicles and minivans must do double duty, transporting people and cargo. How
many people or how much cargo varies all the time. Therefore, owners want as much flexibility
as possible inside their vehicles. We designed a unique solution for Ford that delivers ultimate
flexibility. The 2nd row center foldaway seat is an industry first. It makes 3 rd row access easy.
Plus the 2nd and 3rd row seats fold flat to create a flat load floor. This innovative, highly flexible
seating system earned Johnson Controls the Henry Ford Technology Award in 2010.
27
CHAPTER II
2.0 RESEARCH PROBLEM
2.1 PURPOSE OF THE STUDY
 The study is being conducted to understand about the employee engagement in Johnson
Controls and find out the factors affecting the employee engagement towards their work.
 It is also done to know the total percentage of the employees who all are totally
committed to their work and are actually supporting in the completion of work more
effectively and achieving the organizational goals.
 The most important need of this study is to know about the problem areas in employee
engagement in Johnson Controls and refer it to the company with suitable suggestions to
avoid the problem and improve the employee engagement conditions.
28
2.2 SCOPE OF THE STUDY
 Employee engagement has variety of effects on the Employees performance and an

individual’s physical and mental health, productivity, absenteeism and turnover.
Employee delight has to be managed in more than one way.
 This means innovation and creativity. It also means a change in the gear for HR policies
and practices. The faster the organizations nurture their employees, the more successful
they will be. The challenge before HR managers today is to delight their employees and
nurture their creativity to keep them a bloom.
 This study helps the researcher to realize the importance of effective employee
engagement. This research study examines types and levels of employee engagement and
also discusses management ideas that can be utilized to innovate employee job
commitment. It helps to provide insights to support future research regarding strategic
guidance for organizations that are both providing and using different programs in
employee engagement.
29
2.3 PROBLEM STATEMENT
To identify the problem of employee engagement in the organization and how far the
employees are engaged in their work towards the organization. It helps to know what makes the
employees really engaged and it also assists in taking corrective action when necessary and in
setting future goals. This study also lays emphasis in providing ideas, in order to improve the
quality of the current system and procedures followed in engaging the work force.
30
2.4 RESEARCH OBJECTIVES:
 To study the level of employee engagement in Johnson Controls.

 Also to study the effectiveness of employee engagement practices in the company.
 To find out the factors influence and hinder employee engagement.
 To find the problem areas and factors that affects the employees’ commitment towards
their job.
 To provide the feasible suggestion for the improvement of employees’ performance and
effective utilization of their potential.
2.5 AREA OF THE STUDY
The study was conducted employees of Johnson controls at Maraimalai Nagar branch,
Chennai.
31
2.6 LIMITATIONS OF THE STUDY
 Though the research was done in a systematic and planned manner, there were a few
hurdles that could not be overcome. These constituted the limitations of the research.
 Care was taken that the below limitations did not affect the research results as
much.
 Time constraint was the biggest limitations. The project had to be completed within 3
months and hence the sample size can’t be less.
 One problem that every interviewer faces is the non-willingness of respondents to fill up
the questionnaire.
 Validity of information obtained from employees could not be verified.
32
CHAPTER III
3.0 REVIEW OF LITERATURE
1. Hrdshuck, Mbrad, Rocco, Tonette, Albornoz, Carlo (2011), Exploring employee

engagement from the employee perspective: The purpose of this paper is to examine
an employee's unique experience of being engaged in their work. Findings highlight the
development of relationships in the workplace. Result shows three themes emerged: relationship
development and attachment to co-workers, workplace climate and opportunities for learning.
2. Anaza, Rwamakaa, Rutherfor, Brian,(2012), How organizational and employee-customer

identification and customer orientation affect job engagement: The main objective of the study is
to find the relationship that exists between the customer and the employee which is a major
contributing factor for employee engagement. From their analysis they made it clear that the top
employees should build good relationship with the customers. Thus the author makes it clear that
the interpersonal relationship between the employees and customer identification is important.
3. Stewart, Richard james(2012), A study of the leadership code and employee engagement: In
their article they have undertook a study on the relationship between leadership and employee
engagement. According to the hypothesis of the author people possessing good leadership skill
would always expect and focus on improving the employee engagement. However when the
study was conducted all the five leadership styles did not match with employee engagement.
4. Woodcock, Chelsea,(2012),Transformational leadership and employee engagement: In their

article they have focused on finding a relationship between transformational leadership and
employee engagement. They have considered certain factors of engagement such as trait
engagement, behaviour engagement. When the analysis was done it proved good for trait
engagement and leadership but showed negative results for behaviour engagement. Thus the
hypothesis also proved to be negative in the regression analysis. Thus further research is required
with highly modified variables.
33
5. Markos, Solomon, Sridevi, Msandhya ( 2010), Employee engagement: the key to
improving performance Employees fail to fully engage themselves in their job in the response
to such kind of mismanagement. The construct employee engagement is built on the foundation
of earlier concepts like job satisfaction, employee commitment and organizational citizenship
behaviour. Employees are emotionally attached to their organization and highly involved in their
job with a great enthusiasm for the success of their employer, going extra mile beyond the
employment contractual agreement.
6. Shorbaji, Rania, Messarra, Leila, Karkoulian, Silva. cambridge (2011), Core-self

evaluation: predictor of employee engagement: This research aims to investigate whether a
relationship exists between core-self evaluation and employee engagement. Results showed a
positive correlation between core-self evaluation and employee engagement, therefore
supporting the idea of core-self evaluation as being a predictor of employee engagement.
7. Luthans, Fred, Peterson, Suzannet (2002), Employee engagement and manager self-
efficiency: implication for managerial effectiveness and development: In their article they
concentrate on the self efficacy of the managers were investigated and their psychological state is
examined. Gallup questionnaire is been used for the analysis. They have used many empirical
tools on self, subordinates and peers in order to determine the efficiency of managers. The over
all result has been proved from their findings the employee engagement is more depending on
the self efficacy of the managers in the organization.
8. Robertson, Ivant, Alex Jansen Birch, Cooper, Cary l (2012), Job and work attitudes,
engagement and employee performance: In their article they argue that in ortal der to improve
the productivity levels of the employee, the employee engagement and commitment towards
work plays a vital role. They have taken 9000 samples across 12 organization and they used
multiple regression method to find the psychological state of the employees. Cross sectional
analysis is done with the self report data. From their findings they have made it clear that the
employees are more concerned with their job and work attitudes than their psychological well
being.
34
9. Frankish, David, (2011), Employee engagement improves productivity: we conducted an
internal review of how our people felt and developed a two-year internal communications plan to
address key areas of engagement, including how employees can make a positive difference.
These included employees understanding of the business and their role in its success.
10. Wildermuth, Pauken, Patrick David,(2008), A perfect match: decoding employee

engagement : Their articles discusses that employee engagement contribution the external
environment and leadership. They also relate job and person with the employee engagement.
They have analysed form their results that no people are voluntarily engaged with their job. Only
the external environment and good working conditions could make the employees get engaged in
their job. Moreover they have also analysed that people are more interested in getting to know
new and challenging tasks which further increases their employee engagement.
11. Rehman, Abdul, Yousaf, Usman, Aijaz, Asad, (2011), Impact of hr practices on employee
engagement in banking sector of Pakistan: Considerable attention has been given to the
identification of key drivers of employee engagement and its linkage to the financial results. For
this purpose following study is an endeavour to investigate the impact of hr practices
on employee engagement in banking sector of pakistan. It is based on the proposition of social
exchange theory. The results show that there is significant relationship among employee
engagement and decision making / co-ordination, performance reward systems
and employee involvement whereas training and career development and employee performance
appraisals are insignificantly related.
12. Karsan, Rudy, (2011), Beyond employee engagement: Their article talks on employee
engagement are much beyond the organizational commitment. The author has discussed the
paper on various perspectives such as the need for employee engagement, importance of
employee engagement, benefits of alignment and why the engagement is not sufficient. They
also discuss that engagement will not only work with being committed with the organization but
the success lies in the alignment of the organizational goal. Thus they have found that alignment
must go hand in hand along with the engaged workers in order to achieve higher levels of
35
13. Bellon, Jennifers, Stevez-cubilete, Angela, Rodriguez, Nancy dandy, Roscoe , Lane,
Samuelet (2010), Employee engagement and customer satisfaction : In this paper they have
focused on the impact of loyalty among the customers through employee satisfaction. Here they
have also taken into account the culture that prevails in the organization also influence the
behavioural patterns of the employees which have an impact on the employee engagement. Thus
they have analysed that employee engagement cannot work, if there is no proper connectivity
with consumers and the organizational culture that exist.
14. Thiagarajan, Renugadevi, v. (2011), The author's conducted a literature search

on employee engagement and interviews with 126 executives. Career development, performance
appraisal and motivation factors are connected to employee engagement. The implications are
that leaders should be educated on engagement, career development opportunities are
particularly important and that performance improvement should champion work life balance,
these practices are useful to increase engagement.
15. Redman, Jo, (2011), A development program to improve leadership capability and
employee engagement : Their article clearly specifies the processes and tools that are required to
measure the employee engagement. The study has been undertaken in saco company and it is
reviewed on various perspectives. They have adopted the myer brigg’s type indicator model in
their questionnaire and has analysed on the basis of leadership capability and finally employee
engagement. They have found that by the way if training the employees and thus improving the
leadership skills the employee engagement is improved to greater extent in that company.
16. Greengrove, karyn, (2008), Creating sustainable employee engagement strategies: In their
article they have focused their attention on creating a sustainable environment to the employees
in order to make them engaged in their work. The author has used a standard questionnaire, focus
groups and interviews to support his analysis. Nearly 320 samples were collected from 13 hotels
using self-report questionnaire. The response rate was 67%. Through multiple regressions they
were able to encounter that employee engagement largely depends on the human resource
relationship.
36
17. Lucey, John, (2009), The impact of a communications strategy and five step survey process
on the improvement of employee engagement: In this article they have analyzed that the
employee engagement can be enhanced by taking remedial actions and thus improving the
performance the employee engagement can be strengthened. Moreover they have collected
samples from powder/lcv companies by giving questionnaires. Focus groups were chosen and
they were analyzed. The survey was conducted at various periods. They have analyzed that the
focus groups perform well and they get motivated towards new working conditions will enhance
the employee engagement.
18. Baradihi, Fadi. Lawrence, (2012), An exploratory case study on the influence of
sustainability on employee engagement: In this article they examine the sustainability of
employee engagement. They have collected samples from employees of 25 employees globally
in a dow chemical company. The study has lead to the identifying the factors that helps to
measure the employee engagement. Those factors are grouped into 7 categories. Thus these
factors that were found with the analysis can be used by the managers and the human resource
development team in order to enhance the sustainability in employee engagement.
19. Thiagarajan, Renugadevi, (2011), Employee engagement practices in indian bpo

industries: The article focuses that employee engagement should be associated with career
development , performance appraisal and motivational factors. The study was conducted among
the BPO employees in 5 places in chennai, coimbatore and others. Questionnaires were collected
from the employees. They have used factor analysis, correlation and reliability test to examine
their hypothesis. However from their test results proved to be positive. The author makes it clear
that employee engagement is a continuous learning process and thus would lead greater
employee participation in their jobs.
20. Parkes, Louise, Langford, Peter, (2008), Work-life balance or work-life alignment? A test
of the importance of work-life balance for employee engagement and intention to stay in
organizations: In their article they examined the influence of work life balance with employee
engagement. A sample of 16000 employees were assessed to test their ability with work life
balance. From their analysis they have found 28 factors which contribute to employee
engagement. When the correlation between work life balance and employee engagement it
37
revealed that work life balance scored least against retaining the employee in the organisation
and making the work more interesting.
21. Scherrer, Pascal, Sheridan, Lynnaire, Sibson, Ruth, Ryan, (2010), Employee
engagement with a corporate physical activity program: the global corporate challenge: In this
article they have focused on employee engagement and the social responsibility of the
organisation they work. They have analysed that if the employees health problems that are
caused due to the work pressure in the organisation is minimized or taken care of then the
employee engagement will automatically get strengthened. The analysis was done in gcc and
when this technique was adopted the organization was able to view that the employees were
more committed in their job.
22. Ketter, Paula, (2008), What's the big deal about employee engagement In their article they
argue that employee engagement depends on a variety of factors and thus they do not depend on
the size of the workforce or the organization. The study was carried on a variety of factors but
they resulted to be negative. When the employees were examined on emotional context it proved
to be four times higher than the other factors. Thus employee engagement do not depends on the
size of the workforce or the size of the organization. It depends on the individual perspectives
and their expectations towards organization.
23. Maber, Trevor Barry, (2006), Creating a great workplace: exploring shared values and
employee engagement through appreciative inquiry: In their article they have illustrated the point
which enhances the employee engagement. The author argues that employee engagement
greatly depends upon the shared values among the employees in the organisation. It ignites the
employee engagement in the workplace. This would create a positive approach towards
organisation. They have analysed that the shared values among the employees in the workplace
stimulates employee engagement.
24. Anaza, Nwamaka , Rutherford, Brian, (2012), How organizational and employee-
customer identification, and customer orientation affect job engagement: This study examines
and finds that employee-customer identification is an important contributing factor for customer
orientation and job engagement among frontline employees in service industries. The findings
also reveal that customer orientation acts as an intervening effect necessary in linking
organizational identification and employee-customer identification to job engagement. Research
38
limitations/implications - the study's results advance understanding and consequently reveal the
importance of employee-customer identification to employee behaviour. Specifically, the results
underscore the prominent need for managers to build-up interpersonal connections with
customers by reducing their firm's dependence on electronic storefronts in service-based
encounters.
25. Heger, Brian, (2007), Linking the employment value proposition to employee engagement
and business outcomes: This article describes a pilot study which examines the relationships
between various evp and employee engagement measures and the business outcomes of profit
margin, productivity, voluntary turnover, and accounts receivable. Using an on-line survey, 614
respondents rated the strength of their organizations' evp and self-reported their levels
of employee engagement. Results showed several important relationships between evp
fulfillment and the intention to stay component of employee engagement. However, relationships
between the employee measures and business outcomes were not as robust. Recommendations
for making human capital investments and improving the design of future linkage research
interventions are discussed.
39
CHAPTER IV
4.0 RESEARCH METHODOLOGY
INTRODUCTION
Research refers to a search for knowledge. It is a systematic method of collecting and

recording the facts in the form of numerical data relevant to the formulated problem and arriving
at certain conclusions over the problem based on collected data.
Thus formulation of the problem is the first and foremost step in the research process
followed by the collection, recording, tabulation and analysis and drawing the conclusions. The
problem formulation starts with defining the problem or number of problems in the functional
area. To detect the functional area and locate the exact problem is most important part of any
research as the whole research is based on the problem.
According to Clifford Woody research comprises defining and redefining problems,

formulating hypothesis or suggested solutions: collecting, organizing and evaluating data:
making deductions and reaching conclusions: and at last carefully testing the conclusions to
determine whether they fit the formulating hypothesis.
Research can be defined as ―the manipulation of things, concepts or symbols for

the purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids
in construction of theory or in the practice of an art‖
In short, the search for knowledge through objective and systematic method of finding
solution to a problem is research.
40
4.1. RESEARCH DESIGN
A research design is purely and simply the framework or plan for a study that guides the
collection and analysis of data. There are two basic types of research design are Exploratory and
Conclusive. Conclusive type of research design again classified in to two categories, they are
Descriptive and Casual. This study was being conducted based on Descriptive method.
4.2. SAMPLING PROCEDURE
4.2.1. Sampling Frame

Company’s customer database like 340 employees was utilized as sampling frame.
4.2.2. Sampling Method
Random sampling method was adopted for this study.
4.2.3. Sampling Size

Survey was conducted among 50 respondents which include male employees, aged from
18 to 60 with all kind of income groups.
4.3. DATA COLLECTION PROCEDURE
4.3.1. Types of Data
Both secondary and primary data were used for this study. Secondary data was collected
from text books, company records and documents, Magazines and newspapers. Primary data was
collected through structured questionnaire.
4.3.2 Primary data
Primary data refers to data that is collected afresh and recorded for the first time. Primary
data are those data, which is collected by the researcher himself. It thus happens to be original in
nature. The various methods of collecting primary data are performing survey, census through
observation or through correct communication with respondents. The primary data for the study
was collected through feedback forms and informal interviews with the company itself.
41
4.3.3 Secondary Data:
The secondary data are those, which have already been collected by someone else and
passed through statistical process. The secondary data required of the research was collected
through various newspapers and Internet etc.
4.3.4 Data Collection Tools
Structured questionnaire was used for the collection of data from the respondents. It has
prepared after the discussion with company officials and industry experts. It includes both open
ended and closed ended questions. Closed ended questions are consists dichotomous questions,
multiple choice questions and multi scale rating questions.
4.3.5 Data Collection Method:

Data were collected by survey method and interviewing respondents directly as well as
telephone contact methods. Moreover, some data were collected through emails by sending e-
questionnaires to the respondents.
4.4. RESEARCH TOOLS:

Simple mathematical tool called percentage analysis used for comparing variables and
factors and statistical tools such as Chi square test etc.,
 Percentage Analysis
 Weighted Average
 Chi-Square Test
4.4.1 PERCENTAGE ANALYSIS
Percentage analysis is made basing on the total no. of respondents response to the options
for each question. This is a question wise analysis which gives the total percentage of the
respondents to that question that helps the researcher to analyze the causes and to find out the
influencing factors and contributing components in view of self-perception and as well as stress.
This analysis will be made in tabulating the responses for each question and will be
analyzed with the help of graphical charts.
42
4.4.2 WEIGHTED AVERAGE METHOD:
The weighted mean is similar to an arithmetic mean (the most common type of average),
where instead of each of the data points contributing equally to the final average, some data
points contribute more than others. The notion of weighted mean plays a role in descriptive and
also occurs in a more general form in several other areas of mathematics.
4.4.3 CHI- SQUARE TEST
Chi-square test is a non-parametric technique, most commonly used by the researcher to

test the hypothesis. Generally, it is used to test the hypothesis when distribution of population is
not known and when nominal data is to be analyzed. The main object of chi-square test is to
determine whether significant difference exits among groups of data, or whether the difference is
due to sampling. "
Chi - Square ( 2) = ∑ (Oi- Ei)2 /Ei
Where Oi = Observed frequency
Ei = Expected frequency
43
4.5 LIMITATIONS OF THE STUDY
 Though the research was done in a systematic and planned manner, there were a few
hurdles that could not be overcome. These constituted the limitations of the research.
 Care was taken that the below limitations did not affect the research results as
much.
 Time constraint was the biggest limitations. The project had to be completed within 3
months and hence the sample size had to be less.
 One problem that every interviewer faces is the non-willingness of respondents to fill up
the questionnaire.
 Validity of information obtained from employees could not be verified.
44
CHAPTER V
5.0 DATA ANALYSIS AND INTERPRETATION
After data have been collected, the researcher turns to the task of analyzing them. The
analysis of data requires a number of closely related operations such as establishment of
categories, the application of these categories to raw data through tabulation and drawing
statically inferences.
Tabulation is the part of technical procedure where in the classified data are put in the
form of tables.
After analyzing the data, the researcher should have to explain the findings on the basis
of some theory. It is known as interpretation.
 The data has been collected from 50 employees of Johnson Controls, Chennai, through
questionnaire.
 The data thus collected was in the form of master table.
That made possible counting of classified data easy. From the master table various summery
tables were prepared. They have been presented along with their interpretation in this manner.
45
Table 5.1.1: GENDER OF THE EMPLOYEES
Gender No. Of respondents Percentage %
Male 40 80
Female 10 20
Total 50 100
Chart 5.1.1: GENDER OF THE EMPLOYEES
XGender
YNumber of Responds & Percentage
Gender
100
80
60
No. Of respondents
40 Percentage %
20
0
Male Female Total
Results and Discussion:
Above table shows that 80% of employees are male category and 20% employees are belongs to
the female category of gender of the employees working in the organization.
46
Table 5.1.2: AGE OF THE EMPLOYEES
Age No of respondents Percentage %
18-22 10 20
23-27 25 50
28-32 5 10
33-37 5 10
38-42 5 10
Total 50 100
Chart 5.1.2: AGE OF THE EMPLOYEES
Age
18-2223-2728-3233-3738-42
10%
10%20%
10%
50%
Above table shows that 20% of respondents are between 18-22 age, 50% of respondents are
between 23-27 age, 10% of respondents are between 28-32 age, 10% of respondents are
between 33-37 age and 10% respondents of are between 38-42 age from the age of the
employees.
47
Table 5.1.3: MARITAL STATUS
Martial No of respondents Percentage %
Married 20 40
Unmarried 30 60
Total 50 100
Chart 5.1.3: MARITAL STATUS
XMartial
Marital Status
100
80
60
40
20
0
Married Unmarrie Total
d
No of respondents 20 30 50
Percentage % 40 60 100
Above table shows that 40% of the employees were married category and 60% of employees
were unmarried.
48
Table 5.1.4: Educational Qualification of the Employees
Educational
qualification No. of respondents Percentage %
Graduate 20 40
Post graduate 5 10
Diploma 25 50
Others 0 0
Total 50 100
Chart 5.1.4 : Educational Qualification of the Employees
Educational Qualification
GraduatePost graduateDiploma
40%
50%
10%
Above table shows that 40% of employee’s qualification are graduate, 10% employee’s
qualification are post graduate and 50% employee’s qualification are diploma in their
qualification.
49
Table 5.1.5: Expectation of employees at work
Satisfaction level No. of respondents Percentage %
Strongly Satisfied 20 40
Satisfied 15 30
Slightly satisfied 10 20
Dissatisfied 5 10
Strongly Dissatisfied 0 0
Total 50 100
Chart 5.1.5: Expectation of employees at
work XSatisfaction Level

Expectation of employees at work

100
80
60
40
20 No. of respondents
0 Percentage %
Above table shows that 40% employees were strongly satisfied, 30% employees were satisfied,
20% of employees were slightly dissatisfied and 10% of employees were strongly dissatisfied
from expectation of employees at work.
50
Table 5.1.6: Need of Materials and Equipments
Need of components No. of respondents Percentage %
Yes 40 80
No 10 20
Total 50 100
Chart 5.1.6: Need of Materials and
Equipments XNeed of Component

Need of Materials and

Equipments
100
Название
50
0
No. of Percentage %
respondents
Yes 40 80
No 10 20
Above table shows that 80% of employees are says yes and 20% employees are says no for need
of materials and equipment at work right.
51
Table 5.1.7: Opportunity to do the work best every day
Satisfied 15 30
Dissatisfied 0 0
Total 50 100
Chart 5.1.7: Opportunity to do the work best every day
Opportunity to do the work

best every day
Strongly Satisfied Satisfied Slightly satisfied
10%
30%
60%
Above table shows that 60% employees are strongly satisfied, 30% employees are satisfied and
10% of employees were slightly dissatisfied from opportunity to do the work best every day.
52
Table 5.1.8: Received recognition praise for doing good work
Satisfied 10 20
Dissatisfied 0 0
Total 50 100
Chart 5.1.8: Received recognition praise for doing good work
X Satisfaction Level
Received recognition praise for

doing good work
100
80
60
40
Percentage %
Results and Discussion: Above table shows that 70% of employees are strongly satisfied, 20%
employees are satisfied and 10% of employees were slightly dissatisfied from received
recognition praise for doing good work.
53
Table 5.1.9: Encourage the Employee development
Satisfied 15 30
Dissatisfied 0 0
Total 50 100
Chart 5.1.9: Encourage the Employee development
Encourage the Employee

development
10%
30%
60%
Above table shows that 60% of employees are strongly satisfied, 30% employees are satisfied
and 10% employees are slightly dissatisfied from encourage the employee development.
54
Table 5.1.10: Your supervisor, or someone at work, Seems to care about you as a person
Satisfied 15 30
Dissatisfied 5 10
Total 50 100
Chart 5.1.10: Your supervisor, or someone at work, Seems to care about you as a person
Your supervisor or someone at

work, Seems to care about you as a
person
No. of respondents
100
80
60
40
20
0
Above table shows that 50% of employees are strongly satisfied, 30% employees are satisfied,
10% of employees are slightly dissatisfied and 10% employees are dissatisfied a from your
supervisor, or someone at work, Seems to care about you as a person.
55
Table 5.1.11: Someone at work who encourage your development
Satisfied 15 30
Dissatisfied 0 0
Total 50 100
Chart 5.1.11: Someone at work who encourage your development
Someone at work who encourage

your development
10%
30%
60%
Above table shows that 60% of employees are strongly satisfied, 30% employees are satisfied
and 10% of employees are slightly dissatisfied from someone at work who encourages your
development.
56
Table 5.1.12: At work do your opinions seem to count
Satisfied 15 30
Dissatisfied 5 10
Total 50 100
Chart 5.1.12: At work do your opinions seem to count
At work do your opinions seem to

count
100
80
60
20 Percentage %
0
Above table shows that 40% of employees are strongly satisfied, 30% employees are satisfied,
20% of employees are slightly dissatisfied and 10% employees are dissatisfied from at work do
your opinions seem to count.
57
Table 5.1.13: The mission / purpose of your company make you feel your job is important.
Satisfied 15 30
Dissatisfied 0 0
Total 50 100
Chart 5.1.13: The mission / purpose of your company make you feel your job is important.
The mission / purpose of your company

make you feel your job is important
10%
30%
60%
Above table shows that 60% of employees are strongly satisfied 30% employees are satisfied and
10% of employees are slightly dissatisfied from the mission / purpose of your company make
you feel your job is important.
58
Table 5.1.14: Employees committed to doing quality work
Satisfied 15 30
Dissatisfied 5 10
Total 50 100
Chart 5.1.14: Employees committed to doing quality work
Employees committed to doing

quality work
100
80
60
20 Percentage %
0
Results and Discussion: Above table shows that 40% of employees are strongly satisfied, 30%
employees are satisfied, 20% of employees are slightly dissatisfied and 10% employees are
dissatisfied from employees committed to doing quality work.
59
Table 5.1.15: You have a best friend at work.
Yes 40 80
No 10 20
Total 50 100
Chart 5.1.15: You have a best friend at work.
You have a best friend at work

100
80
60
20 Percentage %
0
YesNoTotal
Above table shows that 80% employees are says yes and 20% employees are says no from you
have a best friend at work.
60
Table 5.1.16: Employee Progress work report says someone
Satisfied 15 30
Dissatisfied 0 0
Total 50 100
Chart 5.1.16: Employee Progress work report says someone
Employee Progress work report

says someone
10%
30%
60%
10% of employees are slightly dissatisfied from employee progress work report says someone.
61
Table 5.1.17: Employee had opportunities at work to learn and grow
Satisfied 10 20
Dissatisfied 0 0
Total 50 100
Chart 5.1.17: Employee had opportunities at work to learn and grow
Employee had opportunities at

work to learn and grow
100
80
60
20 Percentage %
0
10% of employees are slightly dissatisfied from employee had opportunities at work to learn and
grow.
62
Table 5.1.18: Extent to which you are engaged in your job makes you
Satisfied 10 20
Dissatisfied 5 10
Total 50 100
Chart 5.1.18: Extent to which you are engaged in your job makes you
Extent to which you are engaged

in your job makes you
Strongly Satisfied Satisfied
Slightly satisfied Dissatisfied
10%
10%
20% 60%
Above table shows that 60% employees are strongly satisfied, 20% employees are satisfied, 10%
of employees are slightly dissatisfied and 10% employees are dissatisfied from extent to which
you are engaged in your job makes you.
63
5.2 CHI-SQAURE TEST:
Opportunity to do the work best every day
Satisfied 15 30
Dissatisfied 0 0
Total 50 100
Received recognition praise for doing good work
Satisfied 10 20
Dissatisfied 0 0
Total 50 100
64
RELATIONSHIP BETWEEN OPPORTUNITY TO DO THE WORK BEST EVERY DAY
AND RECEIVED RECOGNITION PRAISE FOR DOING GOOD WORK
Null Hypothesis: H0 There is no significant relationship between opportunity to do the work best
every day and received recognition praise for doing good work.
Alternate hypothesis: H1 There is significant relationship between opportunity to do the work

best every day and received recognition praise for doing good work.
Strongly Slightly Dis Strongly

DESCRIPTION Satisfied Satisfied Satisfied Satisfied Dis TOTAL
satisfied
Strongly Satisfied 25 3 2 0 0 30
Satisfied 6 7 2 0 0 15
Slightly Satisfied 4 0 1 0 0 5
Dis-Satisfied 0 0 0 0 0 0
Strongly Dis Satisfied 0 0 0 0 0

0
<
TOTAL 35 10 5 0 0 50
Degree of freedom = (r-1) (c-1)
= 5-1 *5-1
= 4*4
= 16
So, Tabulated Value Is : 26.30
65
Observed Expected
Frequency(Oi) Frequency(Ei) Oi-Ei (Oi-Ei)2 (Oi-Ei)2/Ei
25 4 16 0.76
21
6 -4.5 20.25 1.93
10.5
4 0.5 0.25 0.071
3.5
0 0 0 0
0
0 0 0 0
0
3 -3 9 1.5
6
7 4 16 5.33
3
0 -1 1 1
1
0 0 0 0
0
0 0 0 0
0
2 -1 1 0.33
3
2 0.5 0.25 0.17
1.5
1 0.5 0.25 0.5
0.5
0 0 0 0
0
0 0 0
0 0
0 0 0 0
0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
66
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
Calculated Value=11.59
RESULT:
Since the tabulated Value is 26.30 > Calculated Value is 11.59. Hence Null hypothesis (H0) is
Accepted.
5.3 WEIGHTED AVERAGE METHOD
QUESTIONS STRONGLY SATISFIED SLIGHTLY DISSATI STRONGLY

SATISFIED SATISFIED SFIED DISSATISFIED
EXPECTATION
OF EMPLOYEES
20 15 10 5 0
AT WORK
OPPORTUNITY
TO DO THE 30 15 5 0 0
WORK
PRAISE FOR
DOING GOOD 35
10 5 0 0
WORK
67
ENCOURAGE
THE EMPLOYEE 30
15 5 0 0
DEVELOPMENT
QUALITY OF
20 15 10 0
WORKLIFE 5
Ranking each attribute accordingly by applying weighed average method as follows
S.S S SS D.S S.D.S Total Average
100 60 30 10 0 200 40
150 60 15 0 0 225 45
175 40 15 0 0 230 46
150 60 15 0 0 225 45
100 60 30 10 0 200 40
RESPONDENTS REASONS FOR PREFERENCES FOR THEIR EMPLOYEMENT
WEIGHTS OPINION
5 STRONGLY SATISFIED
4 SATISFIED
3 SLIGHTLY SATISFIED
2 DISSATISFIED
1 STRONGLY DISSATISFIED
68
Calculation of weighted average values for
the RESULT:
RANK
 RANK 1 PRAISE FOR DOING GOOD WORK

 RANK 2 OPPORTUNITY TO DO THE WORK
 RANK 3 ENCOURAGE THE EMPLOYEE DEVELOPMENT
 RANK 4 EXPECTATION OF EMPLOYEES AT WORK
 RANK 5 QUALITY OF WORKLIFE
RESULTS AND DISCUSSION:
We infer that the respondents reason for preferences for their employement in the following
rank from top to bottom praise for doing good work, opportunity to do the work, encourage the
employee development, expectation of employee at work and quality of worklife.
69
CHAPTER VI
6.0 FINDINGS AND DISCUSSIONS
 Above table shows that 100% of employees are male category and there is no employees
are belongs to the female category of gender of the employees in the organization.
 Above table shows that 20% of respondents are between 18-22 age, 50% of respondents
are between 23-27 age, 10% of respondents are between 28-32 age, 10% of respondents
are between 33-37 age and 10% respondents of are between 38-42 age from the age of
the employees.
 Above table shows that 40% of the employees were married category and 60% of
employees were unmarried.
 Above table shows that 40% of employee’s qualification are graduate, 10% employee’s
qualification are post graduate and 50% employee’s qualification are diploma in their
qualification.
 Above table shows that 40% employees were strongly satisfied, 30% employees were
satisfied, 20% of employees were slightly dissatisfied and 10% of employees were
strongly dissatisfied from expectation of employees at work.
 Above table shows that 80% of employees are says yes and 20% employees are says no
for need of materials and equipment at work right.
 Above table shows that 60% employees are strongly satisfied, 30% employees are
satisfied and 10% of employees were slightly dissatisfied from opportunity to do the
work best every day.
 Above table shows that 70% of employees are strongly satisfied, 20% employees are
satisfied and 10% of employees were slightly dissatisfied from received recognition
praise for doing good work.
satisfied and 10% employees are slightly dissatisfied from encourage the employee
development.
70
satisfied, 10% of employees are slightly dissatisfied and 10% employees are dissatisfied a
from your supervisor, or someone at work, Seems to care about you as a person.
satisfied and 10% of employees are slightly dissatisfied from someone at work who
encourages your development.
satisfied, 20% of employees are slightly dissatisfied and 10% employees are dissatisfied
from at work do your opinions seem to count.
 Above table shows that 60% of employees are strongly satisfied 30% employees are
satisfied and 10% of employees are slightly dissatisfied from the mission / purpose of
your company make you feel your job is important.
from Employees committed to doing quality work.
 Above table shows that 80% employees are says yes and 20% employees are says no
from you have a best friend at work.
satisfied and 10% of employees are slightly dissatisfied from employee progress work
report says someone.
satisfied and 10% of employees are slightly dissatisfied from employee had opportunities
at work to learn and grow.
from extent to which you are engaged in your job makes you.
71
CHAPTER VII
7.0 SUGGESTIONS
The suggestions are drawn from the analysis and observations. Few suggestions are given as
under:
 The criteria for Job security is not much satisfactory so management have concentrate on
job security of employees so that they can work without fear of job loss in the
organization.
 Opportunities of growth of employees are very less so that there can be employee
turnover hence management has to give emphasis on increasing the promotion
opportunities for according to the performance of employees.
 From analysis we concluded that the period of in house training is very short that is of
only 3 days, which is not sufficient to get complete knowledge on different domains.
Hence the training period should extend up to 7 days.
 As there is an active participation of employees in decision making but rarely the

suggestions given by them are drawn in action. Hence the confidence of employees gets
demotivated.
So to motivate the employees management can take into consideration some proper
suggestions given by the employees. It will help to increase the motivation and ultimately
the Employee engagement of the employees of Johnson controls.
72
CHAPTER- VIII
8.0 CONCLUSION
Thus Employee engagement is the emotional attachments or feelings of employees

towards the organizational vision. It is the measure to analyse the needs and satisfied level of
employees inside the organization. In current scenario, employee engagement concept is one of
the significant mandatory measure in the HR policies of each and every organization, further it
will give positive outcomes to the organization.
In this company the engagement level of employee is good. 78% of the employees are
well engaged with their job nature; work environment and with organization. Thus the need for
employee engagement in this organization was found. This study focused on various dimensions
of employee engagement like personal factors, organizational factors & Environmental factors.
The Organizational factor influences more in this organization towards employees. If the
organization follows all the above dimensions 100% of employee engagement will be achieved
soon. Thus employee engagement is the driving and important factor in the organization.
73
BIBLIOGRAPHY
References:
 Anaza, nwamakaa; rutherfor, brian. Journal of service management 23.5 (2012) How
organizational and employee-customer identification and customer orientation affect job
engagement.
 Stewart, Richard James. The University of Southern Mississippi, A study of the leadership
code and employee engagement.
 Woodcock, Chelsea. Northern Illinois University, 2012 Transformational leadership and

 hrd shuck, m brad; rocco, tonette s; albornoz, carlos a. Journal of european industrial training
35. 4 (2011): Exploring employee engagement from the employee perspective:
 Markos, Solomon; sridevi, m sandhya. International journal of business and management

5. 12 (dec 2010): Employee engagement: the key to improving performance
 Luthans, Fred; Peterson, Suzanne j. The journal of management development 21.5/6(2002)

Employee engagement and manager self-efficiency: implication for managerial effectiveness
and development.
 Shorbaji, rania; messarra, leila; karkoulian, silva. The business review, cambridge 17. 1
(summer 2011): Core-self evaluation: predictor of employee engagement.
 Robertson , ivan t; alex jansen birch;cooper, cary l.leadership & oraganization development
jounal 33.3 (2012): Job and work attitudes, engagement and employee performance:
 Frankish, David. Motor transport (apr 4, 2011): Employee engagement improves productivity
 Dex S and C Smith, Employee engagement as an outcome of family-friendly policies?

Analysis of the workplace employee relations survey, The Judge Institute of Management
Studies, Cambridge Business School. (2001)
 Grumman, Jamie A; Saks, Alan M, Performance management and employee engagement,

Human Resource Management Review, 21.2 (June 2011), 123.
74
 Havill, Lyndsey, A New Type of Engagement, The CPA Journal 80.7, Business And
Economics—Accounting, (Jul 2010): 14.
 Lucey, John J, The impact of a communications strategy and five step survey process on the
improvement of employee engagement, Management Services, 53-2, (2009), 9-15.
 Nelson & Simmons (2003) Business-unit-level relationship between employee satisfaction,
employee engagement, and business outcomes: A meta-analysis. Journal of Applied
Psychology, volume 7, 268–279.
 Piersol, Bill, Employee Engagement and Power to the Edge, Performance Improvement, 46.4
(Apr 2007): 30-33.
 Rurkkhum, Suthinee; Bartlett, Kenneth R, The relationship between employee engagement
and organizational citizenship behaviour in Thailand, Human Resource Development
International, 15.2 (2012) 157.
 Soltis (2004). Customer loyalty and Employee Engagement: An Alignment for Value.
Journal of Business Strategy, volume 29, page No.29-40
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availability and the engagement of the human spirit at work. Journal of Occupational and
Organizational Psychology, volume 77, page No.11-37
75
ANNEXURE:
Questionnaire
1. Gender a) Male b) Female
2. Age …………………………………………
3. Marital status a) Married b) Unmarried
4. Designation/Grade ……………………………
5. Educational Qualification a) Graduate b) Post graduate c) Diploma d) Others
6. Do you know what is expected of you at work?
a) Strongly Satisfied b) Satisfied c) Slightly satisfied d) Dissatisfied
e) Strongly Dissatisfied
7. Do you have the materials and equipment you need to do your work right?
a) Yes b) No
8. At work, do you have the opportunity to do what you do best every day?
9. In the last seven days, have you received recognition or praise for doing good work?
10. Does your supervisor, or someone at work, seems to care about you as a person?
11. Is there someone at work who encourages your development?
76
12. At work do your opinions seem to count?
13. Does the mission /purpose of your company make you feel your job is important ?
14. Are your associates (Fellow employees) committed to doing quality work ?
15. Do you have a best friend at work?
a) Yes b) No
16. In the last six months, has someone at work talked to you about your progress?
17. In the last year, have you had opportunities at work to learn and grow?
18. The extent to which you are engaged in your job makes you?
19. If Yes, Your Suggestion ………………………………………………….
77

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A STUDY ON EMPLOYEE ENGAGEMENT WITH REFERENCE

SRM SCHOOL OF MANAGEMENT

In partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINSTRATION

Under the guidance of

Mr. R. ARIVAZHAGAN, Asst. Professor

SRM SCHOOL OF MANAGEMENT

KATTANKULATHUR 603 203

SRM School of Management

SRM Nagar, Kattankulathur - 603 203,

Place: Kattankulathur (Student’s Signature)

SRM Nagar, Kattankulathur - 603 203,

Submitted for the viva-voce examination held on -----------------------

Mr. R. ARIVAZHAGAN Dr. JAYSHREE SURESH

Asst. Professor (Dean, MBA)

1.2 Industry Profile 19

1.3 Company Profile 21

1.4 Product Profile 25

2.1 Purpose Of The Study 28

2.2 Scope Of The Study 28

2.3 Problem Statement 29

2.4 Research Objectives 31

2.5 Area of the Study 31

2.6 Limitation of the Study 32

4.5 Limitations of the study 44

6. FINDINGS & DISCUSSIONS 70

Employee engagement is the level of commitment and involvement an employee has

Employee engagement in regards to one’s feeling or state of mind regarding nature of

5.1.1 Gender of the employees 46

5.1.2 Age of the employees 47

5.1.3 marital status 48

5.1.4 educational qualification of the employees 49

5.1.5 expectation of employees at work 50

5.1.6 need of materials and equipments 51

5.1.7 opportunity to do the work best every day 52

5.1.8 received recognition praise for doing good work 53

5.1.9 encourage the employee development 54

your supervisor, or someone at work, seems to care about you as

5.1.11 someone at work who encourage your development 56

5.1.13 The mission / purpose of your company make you 58

5.1.14 Employees committed to doing quality work 59

5.1.15 You have a best friend at work. 60

5.1.16 Employee progress work report says someone 61

5.1.17 Employee had opportunities at work to learn and grow 62

5.1.1 gender of the employees 46

5.1.2 age of the employees 47

5.1.3 marital status 48

5.1.4 educational qualification of the employees 49

5.1.5 expectation of employees at work 50

5.1.6 need of materials and equipments 51

5.1.7 opportunity to do the work best every day 52

5.1.8 received recognition praise for doing good work 53

5.1.9 encourage the employee development 54

your supervisor, or someone at work, seems to care about you as

5.1.14 Employees committed to doing quality work 59

5.1.15 You have a best friend at work. 60

5.1.16 Employee progress work report says someone 61

5.1.17 Employee had opportunities at work to learn and grow 62

Employee engagement is the level of commitment and involvement an employee has

Employee engagement in regards to one’s feeling or state of mind regarding nature of

According to pestonejee, Employee engagement can be taken as a summation of employee’s

1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,

Employee engagement benefits the organization includes reduction in complaints and