1

PROJECT REPORT
On
EMPLOYEE ENGAGEMENT AT INDIA YAMAHA
MOTORS PVT.LTD.

Session-2011-2012 Batch-2010-2012
Submitted in the partial fulfillment for the award of the degree of
Master of Business Administration (MBA)
To

GLA
Institute of Business Management, Mathura
FACULTY GUIDE CORPORATE GUIDE
Mr.Kushagere Kulshrestha Ms.Surbhi Dixit
Designation: - Assistant Professor Designation –HR Manager
GLAIBM – Mathura India Yamaha Motors Pvt. Ltd

SUBMITTEB BY
Guru Pratap Giri
University Roll No: 1025170061
GLA Institute of Business Management, Mathura
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CERTIFICATE

This is to certify that the dissertation entitled “EMPLOYEE ENGAGEMENT AT

INDIA YAMAHA MOTORS Pvt. Ltd.’’ submitted by Guru Pratap Giri ,is an original
and independent work done by her under my supervision, in the partial fulfillment for the
award of Degree of Master of Business Administration (MBA) Session 2011-12, Batch
2010-12 of Mahamaya Technical University, Noida.

Place: Mathura

Date:

Mr.Kushagere Kulshrestha
GLA Institute of Business
Management
17th K.M Milestone, NH #

2 Mathura (U.P.) - 281406

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UNDERTAKING

I, Guru Pratap Giri student of MBA 3rd semester, GLA Institute of Business
Management , Mathura, do hereby solemnly declare that the Research Project Report on
“EMPLOYEE SATISFACTION AT INDIA YAMAHA MOTORS Pvt. Ltd.’’ is the
outcome of my own efforts and submitted by me in the partial fulfillment for the award of
Degree of Master of Business Administration (MBA) Session 2011-12, Batch 2010-12 of
Mahamaya Technical University, Noida.
The same has not been submitted to any other university or institute for the award of any
degree or diploma.

Place:
Date:

Guru Pratap Giri

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ACKNOWLEDGEMENT

First & foremost I offer my Gratitude’s to the almighty who gave me strength,
courage and blessing to carry out a successful study. I am extremely thankful to Director
of GLAIBM for such a magnanimous support by way of extending exemplary
infrastructure facilities at the Institute. I am also thankful to my project guide
Mr.Kushagere Kulshrestha for helping me to formulate this project and guiding me in
its analysis and implementation.Equal thanks also goes to all Faculty & Staff members of
the Institute for extending open support.

I convey my sincere gratitude to my parents and friends for their encouragement and
support.

Guru Pratap Giri

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CONTENTS
Executive Summary..............................................................................................5

Chapter 1 -Introduction to Yamaha motors....................................................9-15

o Corporate Profile and Facts about Yamaha Motors
o Corporate Philosophy Of Yamaha Motor

-Introduction to India Yamaha Motors Pvt. Ltd............................16-18

o Core Competencies
o Vision
o Mission
o Manufacturing Process

Chapter 2 Introduction to Employee Engagement......................................19-23.

Chapter 3 – Objectives and Rationale...............................................................24-25
Chapter 4- Review of Literature........................................................................26-45
Chapter 5 – Research Methodology.............................................................46-63
4.1 Research Design….................................................................47
4.2 Sample Design…....................................................................47
4.3 Action Plan for Data Collection….......................................48
4.4 Data Analysis.........................................................................50

Chapter 6 – Research Findings......................................................................64-66

Chapter 7 – Conclusion and Suggestions......................................................67-69
Chapter 8 - Bibliography...............................................................................70-75
Annexure...................................................................................................73
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EXECUTIVE SUMMARY

Employee engagement is associated with many desirable outcomes such as job satisfaction,
intention to stay and job performance. Companies with a greater number of engaged employees
typically have lower operating costs, higher customer satisfaction and higher profits. There is a
tangible monetary benefit to companies investing time and resources in fostering higher
engagement within their employees.

The task of precisely defining employee engagement is still ongoing, but it is most often defined
in terms of behaviors exhibited in the workplace. Engaged employees are prepared to go the extra
mile in pursuit of workplace excellence. They are ambassadors for their organizations, who will
speak highly of the company and its people, even when they are not in a work setting.
An engaged employee is identifiable by workplace behaviors such as losing track of time as they
are so absorbed in the task at hand. This is distinct from excessive overtime in order to give the
impression of ‘hard work.’ Both look the same, but one is productive for the employer-employee
relationship and one is not! Academics would say that not enough is understood about what
drives employee engagement as most research in the area has tended to focus on business
outcomes without investigating underlying causes. As the impact of engagement on business has
been positive and has been linked with higher profitability, practice has raced ahead of the
underpinning research in pursuit of creating a more engaged and hence profitable workforce.
The objective of performing an employee satisfaction survey is to identify the key areas which are
hindering work, reducing effectiveness and which might generate unexpected costs in the near
future. The idea is not to simply perform an academic exercise, but to critically examine them to
see where the company and its employees might be finely tuned to generate higher levels of
performance.

The results would be extremely valuable from the point of view of the organization in streamlining
its efforts towards certain areas, which need more attention than the others.
The overall results as well as the category wise results of each question would give us an insight to
the problem areas to bring under focus.
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PROJECT REPORT
ON
EMPLOYEE SATISFACTION AT INDIA YAMAHA MOTORS Pvt. Ltd.

AT

India Yamaha Motors Pvt.

Ltd. (Gr. Noida Plant)
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THE MORE HEARTS YOU REACH, THE

MORE HEARTS YOU TOUCH
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Chapter -1
Introduction of the company

COMPANY’S PROFILE

Corporate profile and facts about Yamaha Motor

Founded July 1, 1955

Capital 85,666 million yen (as of March 31,

2011)
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President Hiroyuki Yanagi

Employees 52,184 (as of December 31, 2010)

(Consolidated) Parent :10,302 (as of December 31,
2010)

Sales
1,294,131 million yen
(Consolidated)
(from January 1, 2010 to December
31, 2010)
Parent: 470,134 million yen
(from January 1, 2010 to December
31, 2010)

Sales Sales (%) by product category (consolidated)

Profile

Sales (%) by region (consolidated)

Lines of
Manufacture and sales of
Businesses
motorcycles, scooters, electrically
power assisted bicycles, boats, sail
boats, personal watercrafts, pools,
utility boats, fishing boats, outboard
motors, diesel engines, 4-wheel
ATVs, side-by-side vehicles, racing
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kart engines, golf cars, multi-purpose

engines, generators, water pumps,
snowmobiles, small-sized snow
throwers, automobile engines,
intelligent machinery, industrial-use
unmanned helicopters, electrical
power units for wheelchairs, helmets.
Import and sales of various types of
products, development of tourist
businesses and management of
leisure, recreational facilities and
related services.

Headquarters 2500 Shingai, Iwata-shi, Shizuoka-

ken, Japan

Group
Consolidated subsidiaries: 106
Companies
Non-consolidated subsidiaries: 6 (by
the equity method)
Affiliates: 26 (by the equity method)

(as of March 31, 2011)

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Corporate Philosophy
Creating kando with products and services that exceed your expectations

For over 50 years, Yamaha Motor group has endeavored to create diverse
value through products and services since its founding.

We have worked based on three ideas which constitute our “Corporate Philosophy”.
One is our “Corporate Mission”, that is our core identity, values, purpose and
visionary goals. The second is “Management Principles” - the guiding management
principles for achieving our corporate mission. The third is “Action Guidelines”, the
guidelines each individual should follow to realize our corporate mission.

Being the “Kando* creating company” is our goal to “offer new excitement and a
more fulfilling life for people all over the world”. We strive to use our ingenuity and
passion to realize peoples' dreams and always be the ones they look up to for “the next
Kando*.”
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Offering new excitement and a more fulfilling life for

people all over the world
Yamaha Motor strives to realize peoples' dreams with
ingenuity and passion, and to always be a company
people look to for the next exciting product or
concept that provides exceptional value and deep
satisfaction.

1. Creating value that surpasses customer expectations

To continue to produce value that moves people, we
must remain keenly aware of the customer's
evolving needs.
We must strive to find success by always surpassing
customer expectations with safe, high-quality
products and services.
2. Establishing a corporate environment that fosters self-
esteem
We must build a corporate culture that encourages
enterprise and enhances corporate vitality. The focus
will be on nurturing the creativity and ability of our
employees, with an equitable system of evaluation and
rewards.
3. Fulfilling social responsibilities globally
As a good corporate citizen, we act from a worldwide
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perspective and in accordance with global standards.

We must conduct our corporate activities with
concern for the environment and communities and
fulfill our social responsibility with honesty and
sincerity.

“Acting with Speed”

Meeting change with swift and informed action
“Spirit of Challenge”
Courage to set higher goals without fear of failure
“Persistence”
Working with tenacity to achieve desired results, and
then evaluating them

*Kando is a Japanese word for the simultaneous feelings of deep

satisfaction and intense excitement that we experience when we
encounter something of exceptional value
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About India Yamaha Motor Pvt. Ltd.

Yamaha made its initial foray into India in 1985. Subsequently, it entered into a 50:50 joint-ve

August 2001, Yamaha acquired its remaining stake becoming a 100% subsidiary of
Yamaha Motor Co., Ltd, Japan (YMC). In 2008, Mitsui & Co., Ltd. entered into an
agreement with YMC to become a joint-investor in the motorcycle manufacturing
company "India Yamaha Motor Private Limited (IYM)".

IYM operates from its state-of-the-art manufacturing units at Surajpur in Uttar Pradesh
and Faridabad in Haryana and produces motorcycles for both domestic and export
markets. With a strong workforce of more than 2,000 employees, IYM is highly
customer-driven and has a countrywide network of over 400 dealers. Presently, its
product portfolio includes VMAX (1,679cc), MT01 (1,670cc), YZF-R1 (998cc),
FZ1(998cc), YZF-R15 (150cc), Fazer (153cc), FZ-S (153cc), FZ16 (153cc), SZ-
R(153cc), SZ & SZ-X (153cc), SS125 (123cc), YBR 125 (123cc), YBR 110 (106cc) and
Crux (106cc).

Vision
We will establish YAMAHA as the "exclusive & trusted brand" of customers by
"creating Kando" (touching their hearts) - the first time and every time with world class
products & services delivered by people having "passion for customers".

Mission

We are committed to:

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Be the Exclusive & Trusted Brand renowned for marketing and manufacturing of
YAMAHA products, focusing on serving our customer where we can build long term
relationships by raising their lifestyle through performance excellence, proactive design
& innovative technology. Our innovative solutions will always exceed the changing
needs of our customers and provide value added vehicles.

Build the Winning Team with capabilities for success, thriving in a climate for action and
delivering results. Our employees are the most valuable assets and we intend to develop
them to achieve international level of professionalism with progressive career
development. As a good corporate citizen, we will conduct our business ethically and
socially in a responsible manner with concerns for the environment.

Grow through continuously innovating our business processes for creating value and
knowledge across our customers thereby earning the loyalty of our partners & increasing
our stakeholder value.

Core Competencies

Customer #1
We put customers first in everything we do. We take decisions keeping the customer in
mind.

Challenging Spirit
We strive for excellence in everything we do and in the quality of goods & services we
provide. We work hard to achieve what we commit & achieve results faster than our
competitors and we never give up.

Team-work
We work cohesively with our colleagues as a multi-cultural team built on trust, respect,
understanding & mutual co-operation. Everyone's contribution is equally important for
our success.

Frank & Fair OrganizationWe are honest, sincere, open minded, fair &
transparent in our dealings. We actively listen to others and participate in healthy & frank
discussions to achieve the organization's goals.

India Yamaha Motor inaugurated New Plant at Surajpur

(Greater Noida)
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The new Surajpur plant has been inaugurated by Mr. T.Kazikawa C.E.O & MD Yamaha
Global on 6th July 2009, which have capacity to produce 6 lakh motorcycles annually
including Fazer followed by FZ-16, FZ-S, YZF-R15 and other models. The plant capacity
can be augmented up to 1 million units.

This fully integrated assembly plant is built on the lines of Yamaha’s globally tried,
tested and successfully implemented standards and meets the global quality benchmarks.
At the core are the 5-S and TPM activities that fuel its Manufacturing Processes. The
plant has 3 vehicle assembly lines and 4 engine assembly lines including one dedicated
for export engines. The engine and vehicle assembly lines are synchronized and
incorporate concepts of Unit Assurance i.e. Complete Product Assurance, Parts
Assurance through 100% kit supply on lines and synchronization of parts storage, supply
and production. The innovative production processes along with high tech final assurance
processes are aimed to achieve Zero Claims at our dealers and thus, a highly satisfied
customer base.

Manufacturing Process
IYM's Manufacturing facilities comprises of 2 state-of-the-art Plants at - Faridabad
(Haryana) and Surajpur (Uttar Pradesh). Currently 10 models roll out of the two Yamaha
Plants.

The infrastructure at both the plants supports production of motorcycles and it's parts for
the domestic as well as oversees market. At the core are the 5-S and TPM activities that
fuel our agile Manufacturing Processes. We have In-house facility for Machining,
Welding processes as well as finishing processes of Electroplating and Painting till the
assembly line.

The stringent Quality Assurance norms ensure that our motorcycles meet the reputed
International standards of excellence in every sphere.

As an Environmentally sensitive organization we have the concept of "Environment-

friendly technology" ingrained in our Corporate Philosophy. The Company boasts of
effluent Treatment plant, Rain water - Harvesting mechanism, a motivated forestation
drive. The IS0-14001 certification is on the anvil - early next year. All our endeavors give
us reason to believe that sustainable development for Yamaha will not remain merely an
idea in pipeline.

We believe in taking care of not only Your Motoring Needs but also the needs of Future
Generations to co
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CHAPTER- 2
INTRODUCTION TO EMPLOYEE ENGAGEMENT

EMPLOYEE ENGAGEMENT
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
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colleagues to improve performance within the job for the benefit of the organization. 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.

Engagement is most closely associated with the existing construction of job involvement
(Brown 1996) and flow (Csikszentmihalyi, 1990). Job involvement is defined as ‘the degree to
which the job situation is central to the person and his or her identity (Lawler & Hall, 1970).
Kanungo (1982) maintained that job involvement is a ‘Cognitive or belief state of Psychological
identification. Job involvement is thought to depend on both need saliency and the potential of a job
to satisfy these needs. Thus job involvement results form a cognitive judgment about the needs
satisfying abilities of the job. Jobs in this view are tied to one’s self image. Engagement differs from
job in as it is concerned more with how the individual employees his/herself during the performance
of his / her job.

Furthermore engagement entails the active use of emotions. Finally engagement may be thought of
as an antecedent to job involvement in that individuals who experience deep engagement in their
roles should come to identify with their jobs.

Employee engagement is about the employee’s experience of work. It is about the combination of
factors that make the individual feel involved and willing to behave in ways that go beyond the day
to day minimum and to work towards the longer term objectives of the organisation.

HR practitioners believe that the engagement challenge has a lot to do with how employee feels
about the about work experience and how he or she is treated in the organization. It has a lot to do
with emotions which are fundamentally related to drive bottom line success in a company. There
will always be people who never give their best efforts no matter how hard HR and line managers
try to engage them. “But for the most part employees want to commit to companies because doing
so satisfies a powerful and a basic need in connect with and contribute to something significant”.

Employee engagement – why is it important?

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Engagement is important for managers to cultivate given that disengagement or alienation is central
to the problem of workers’ lack of commitment and motivation. Meaningless work is often
associated with apathy and detachment from ones works. In such conditions, individuals are thought
to be estranged from their selves .Other Research using a different resource of engagement
(involvement and enthusiasm) has linked it to such variables as employee turnover, customer
satisfaction – loyalty, safety and to a lesser degree, productivity and profitability criteria .
An organization’s capacity to manage employee engagement is closely related to its ability to
achieve high performance levels and superior business results.

High levels of employee engagement have been shown to have a number of positive outcomes:
 Higher productivity and organisational performance
 Increased operating and net profit
 Improved customer focus
 Lower levels of absenteeism and
 Higher levels of staff retention.
 Engaged employees will stay with the company, be an advocate of the company and
its Products and services, and contribute to bottom line business success.
 They will normally perform better and are more motivated.
 There is a significant link between employee engagement and profitability.
 They form an emotional connection with the company. This impacts their attitude towards
the Company’s clients, and thereby improves customer satisfaction and service levels
 It builds passion, commitment and alignment with the organization’s strategies and goals
 Increases employees’ trust in the organization
 Creates a sense of loyalty in a competitive environment
 Provides a high-energy working environment
 Boosts business growth
 Makes the employees effective brand ambassadors for the company

A highly engaged employee will consistently deliver beyond expectations. In the

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Workplace research on employee engagement (Harter, Schmidt & Hayes, 2002) has repeatedly asked
employees ‘whether they have the opportunity to do what they do best everyday’.
Thus employee engagement is critical to any organization that seeks to retain valued employees. The
Watson Wyatt consulting companies has been proved that there is an intrinsic link between
employee engagement, customer loyalty, and profitability. As Organizations globalize and become
more dependent on technology in a virtual working Environment, there is a greater need to connect
and engage with employees to provide them with an organizational ‘identity.’

Aspects of Employee Engagement

Three basic aspects of employee engagement according to the global studies are:-
 The employees and their own unique psychological makeup and experience
 The employers and their ability to create the conditions that promote employee engagement
 Interaction between employees at all levels.
Thus it is largely the organization’s responsibility to create an environment and culture conducive to
this partnership, and a win-win equation.

How to measure Employee Engagement?

It is consistently confirmed through researches that engaged work places compared with least
engaged are much more likely to have lower employee turnover, higher than average customer
loyalty, above average productivity and earnings. These are all good things that prove that engaging
and involving employees make good business sense and building shareholder value. Negative
workplace relationships may be a big part of why so many employees are not engaged with their
jobs.
Step I: Listen
The employer must listen to his employees and remember that this is a continuous process. The
information employee’s supply will provide direction. This is the only way to identify their specific
concerns. When leaders listen, employees respond by becoming more engaged. This results in
increased productivity and employee retention. Engaged employees are much more likely to be
satisfied in their positions, remain with the company, be promoted, and strive for higher levels of
performance.
Step II: Measure current level of employee engagement
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Employee engagement needs to be measured at regular intervals in order to track its contribution to
the success of the organization.
But measuring the engagement (feedback through surveys) without planning how to handle the
result can lead employees to disengage. It is therefore not enough to feel the pulse—the action plan
is just as essential.

Knowing the Degree in which Employees Are Engaged?

Employee engagement satisfaction surveys determine the current level of employee engagement. A
well-administered satisfaction survey will let us know at what level of engagement the employees
are operating. Customizable employee surveys will provide with a starting point towards the
efforts to optimize employee engagement.
The key to successful employee satisfaction surveys is to pay close attention to the feedback from
the staff. It is important that employee engagement is not viewed as a one-time action. Employee
engagement should be a continuous process of measuring, analyzing, defining and implementing.
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Chapter- 3
Objectives and Rationale

OBJECTIVE OF THE PROJECT

Primary Objective
1. Identify some of the key drivers of employee satisfaction.
2. Examine the relationship between these drivers and their relationship with the employee’s attitude
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towards the organization.

3. Identifying organizational strengths and areas for improvement.

Secondary objective
In addition to the collection and analysis of survey data, this initiative also serves a number of
essential functions, which include the following:
 Providing leaders and managers with information that will facilitate ongoing planning
and Policy development activities.
 Providing employees with the opportunity to share their attitudes and opinions regarding
the Workplace.
 To identify the key areas of focus in the Organization to generate higher levels
of Performance.

RATIONALE OF THE PROJECT

This project helps in finding out the problem areas in the employee satisfaction of the organisation
and it also highlights the area they need to focus on in order to increase employee performance and
satisfaction.
The research has been conducted to identify the key areas which are hindering work, reducing
effectiveness and which might generate unexpected costs in the near future.
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Chapter – 4

LITERATURE REVIEW

CRITICAL REVIEW OF LITERATURE

An engaged employee is a person who is fully involved in, and enthusiastic about, his or her
work. In the book, Getting Engaged: The New Workplace Loyalty, author Tim Rutledge explains
that truly engaged employees are attracted to, and inspired by, their work (“I want to do this”),
committed (“I
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am dedicated to the success of what I am doing”), and fascinated (“I love what I am
doing”).Engaged employees care about the future of the company and are willing to invest the
discretionary effort – exceeding duty’s call – to see that the organization succeeds.

In his book, Rutledge urged managers to implement retention plans so that they could keep their
top talent. The need to do so is supported by a 1998 McKinsey & Co. study entitled The War for
Talent that reported that a shortage of skilled employees was an emerging trend. Today, there is
widespread agreement among academics and practitioners that engaged employees are those who
are emotionally connected to the organization and cognitively vigilant. How employees feel about
their jobs, their supervisors, their peers, top management, and many other factors affects their
individual productivity, and collectively the ability of the organization to achieve its objectives.

Without a formal process, finding out about employee attitudes usually relies on the manager's
instincts or the employee's own willingness to communicate upward. But managerial instinct
rarely provides the kind of hard data needed for decision-making. And most employees are
hesitant to communicate anything but positive information to their supervisors.
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DIMENSIONS OF EMPLOYEE ENGAGEMENT

The following processes are suggested as the dimensions of employee engagement for the survey:

ROLE CLARITY:
Most organizations have very weak role clarity. It is usually not clear for whom employees are
really working and what their job duties and accountabilities really are. Without clarity of roles,
people's thinking, actions, and accountabilities are much led.

MORALE
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Morale is an intangible term used for the capacity of people to maintain belief in an institution or
a goal, or even in oneself and others Morale will improve through employees being led and
managed well, given regular performance feedback and recognition, a pleasant work
environment, customer focus and a clear direction for their organization.

DIRECTION/STRATEGY
Business strategy is one of the most important things for a company. Some companies have a
vision statement, a mission statement, followed by strategies to achieve the mission and
implemental tactics to meet the strategy.
The basic premise is that people understand what they are working towards and why. Focus and
clarity are the keys.

CAREER DEVELOPMENT
Employees are provided with adequate training/development opportunities to improve their
professional skills.
The emergence of "career plateau" phenomenon, along with the flattening of the enterprise
hierarchy, correlates with the idea and mechanism of career development. It's the effective way of
preventing and solving the problem of "career plateau" to construct the three-dimensional (3D)
model of career development, to choose the rational career management target and management
center, to design width, length and frequent nests of career ladder.

COMMUNICATION
Leaders clarify their expectations about employees and provide feedback on their functioning in
the organization. Good leaders establish processes and procedures that help people master
important tasks and facilitate goal achievement. There is a great anecdote about the legendary
UCLA basketball coach, John Wooden. He showed how important feedback – positive and
constructive – is in the pursuit of greatness. Among the secrets of his phenomenal success was
that he kept detailed diaries on each of his players. He kept track of small improvements he felt
the players could make and did make. At the end of each practice, he would share his thoughts
with
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the players. The lesson here is that good leaders work daily to improve the skills of their
people and create small wins that help the team, unit, or organization perform at its best.

FAIRNESS
Engage the "middle."
Pay special attention to building intrinsic motivation for people in the middle ranges — the large
group that is only somewhat engaged. If you are able to move their intrinsic rewards to the high
range, they will combine with the people who already highly engaged to form a large majority of
highly engaged, energized people — the critical mass needed to support a culture of high
engagement.

RESPECT
Employee engagement also affects the mindset of people. Engaged employees believe that
they can make a difference in the organizations they work for and hence demand due respect.
Confidence in the knowledge, skills, and abilities that people possess in both themselves and others
– is a powerful predictor of behavior and subsequent performance.

FEED BACK
Leaders should strive to maintain a company’s reputation and demonstrate high ethical standards.
People want to be proud of their jobs, their performance, and their organization. WestJet Airlines
is among the most admired organizations in Canada. The company has achieved numerous
awards.
For example, in 2005, it earned the number one spot for best corporate culture in Canada. On
September 26, 2005, WestJet launched the “Because We’re Owners!” campaign. Why do
WestJet employees care so much about their organization? Why do over 85 percent of them own
shares in the company? Employees believe so strongly in what WestJet is trying to do and are so
excited about its strong performance record that they commit their own money into shares.

TEAM WORK
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Studies show that, when employees work in teams and have the trust and cooperation of their team
members, they outperform individuals and teams which lack good relationships. Great leaders are
team builders; they create an environment that fosters trust and collaboration. Surveys indicate that
being cared about by colleagues is a strong predictor of employee engagement. Thus, a continuous
challenge for leaders is to rally individuals to collaborate on organizational, departmental, and
group goals, while excluding individuals pursuing their self-interest.

PERFORMANCE REWARD SYSTEM

From the organization's viewpoint, our data confirm the impact of the intrinsic rewards on
employee self-management. For example, people with high reward levels show greater
concentration and are rated as more effective by their bosses. But the benefits extend beyond
self- management. The intrinsic rewards are strong predictors of retention. Note that this is the
"right" kind of retention — keeping the people who are energized and self-managing rather than
those who can't afford to leave. We find that employees with high levels of intrinsic rewards also
become informal recruiters and marketers for their organization. They recommend the
organization to friends as a place to work and recommend its products and services to potential
customers.
The intrinsic rewards are also a relatively healthy and sustainable source of motivation for
employees. There is little chance of burnout with this form of motivation. Workers with high
reward levels experience more positive feelings and fewer negative ones on the job. Their job
satisfaction is higher, they report fewer stress symptoms, and are more likely to feel that they are
developing professionally

PERSONAL EXPRESSION
To ensure managers are effective in their role, it is essential that they themselves are engaged,
that they are empowered to support their team members' professional development and that they
are successful in coordinating their teams' efforts to align with their companies' objectives.
People want to know that their input matters and that they are contributing to the organization’s
success in a meaningful way. This might be easy to articulate in settings such as hospitals and
educational institutions. But what about, say, the retail industry? Sears Roebuck & Co. started a
turnaround in 1992. Part of the turnaround plan was the development of a set of measures –
known as Total Performance Indicators – which gauged how well Sears was doing with its
employees, customers,
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and investors. The implementation of the measurement system led to three startling conclusions.
First, an employee understanding of the connection between her work – as operationalized by
specific job-relevant behaviors – and the strategic objectives of the company had a positive
impact on job performance. Second, an employee’s attitude towards the job and the company
had the greatest impact on loyalty and customer service than all the other employee factors
combined.
Third, improvements in employee attitude led to improvements in job-relevant behavior; this, in
turn, increased customer satisfaction and an improvement in revenue growth. In sum, good leaders
help people see and feel how they are contributing to the
Organization success and future.

WORK PLACE/ RESOURCES

Committing to a meaningful purpose choosing the best way of fulfilling that purpose making sure
that one is performing work activities competently, and making sure that one is making progress to
achieving the purpose.
Each of these steps requires workers to make a judgment — about the meaningfulness of their
purpose, the degree of choice they have for doing things the right way, the competence of their
performance, and the actual progress being made toward fulfilling the purpose. These four
judgments are the key factors in workers' assessments of the value and effectiveness of their
efforts
— and the contribution they are making. When positive, each of these judgments is
accompanied by a positive emotional charge. These positive charges are the intrinsic rewards
that employees get from work, ranging in size from quiet satisfaction to an exuberant "Yes!"
They are the reinforcements that keep employees actively self-managing and engaged in their
work.

WORK ENVIRONMENT AND CULTURE

An effective work environment is vital to the success of small businesses and large corporations
alike. When problems remain unsolved and rules never get implemented, the result can be an
unproductive staff and a stale work environment.
Organizational culture is an idea in the field of Organizational studies and management which
describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of
an organization
 33

Employee Engagement Report 2008

Organizations trying to build competitive advantage through more engaged employees are often
stymied by the challenges of engaging an entire workforce of individuals with unique values,
interests, and needs. For many, engagement remains a lofty goal instead of a core driver of market
supremacy.

In this report, we review key findings from 2008 State of Employee Engagement global research
and share strategies for delivering on the promises of employee engagement (employee retention
strategy, employee motivation strategy).

We present a framework that illustrates the 5 levels of engagement, offer insights on who’s engaged
(and who’s not!) around the globe, and share best practices gleaned from our interviews with HR
and line leaders around the world.

Executive summary

From the North American Overview

Key Findings
Although North America has one of the highest proportions of engaged employees worldwide, fewer
than 1 in 3 employees (29%) are fully engaged and 19% are actually disengaged.

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.
There is a clear correlation between engagement and retention, with 85% of engaged employees
indicating that they plan to stay with their employer through 2008. An effective employee retention
strategy is based on an understanding of engagement.

Moreover, engaged employees stay for what they give (they like their work); disengaged employees
stay for what they get (favorable job conditions, growth opportunities, job security).
 34

The most common factors influencing job satisfaction are:

■ More opportunities to use talents
■ Career development and training.

This holds true across engagement levels, intent to stay, generations, and job titles.

Drivers of increased contribution vary. Employees who are aligned and already expending
discretionary effort are looking for more resources. “Greater clarity about what the organization
needs me to do and why” was the top response for employees who, although their level of
satisfaction may vary, are at the lowest levels of contribution.
Tales of bullying bosses are exaggerated, but the bad managers out there are cited as the third
most common reason for leaving (trailing lack of career growth and dislike of the actual work).
Three in four (75%) employees trust their immediate managers. This finding is consistent across
generations, functions, and, for the most part, job titles. 44% of disengaged employees actually trust
their managers.
Consistent with findings from past studies, managers fall short in encouraging and rewarding
their employees’ use of talents. Although two-thirds of managers overall appear to do this,
employees at the lowest engagement levels clearly lack their manager’s support in leveraging their
unique capabilities.
Only about half (53%) of employees trust their organization’s senior leaders — the people
who set the tone for organizational culture and need to inspire high-performance and commitment.

Key Implications and Recommendations

Employee engagement is a complex equation that reflects each individual’s unique, personal
relationship with work. As such, there are limits to what organizations can do with broad-brush
workforce processes or communication programs. At a macro level, you need to provide resources,
tools, and the overall workplace environment that supports engagement. Ultimately, at a micro level,
employees, with their managers’ help, need to establish a thriving personal connection with their
work and carve out a satisfying future in the organization.
The most successful organizations make engagement an ongoing priority, not a once-a-year event.
They take a multi-faceted approach to address problem areas and improve engagement scores
organization wide.
 35

Those best practices include:

■ Maximize managers - they are the main connection in the employee engagement equation..
■ Align, align, align - clarify strategy and organizational goals.
■ Redefine career - employees need line-of-sight on their future to be truly engaged.
■ Pay attention to culture - culture and employee motivation go hand-in-hand.
■ Survey less, act more - don't rely purely on an employee engagement survey to drive your strategy

The Drivers of Employee Engagement

Engagement is big in the HR consultancy market, yet there is a dearth of academic research in
this area. IES research suggests that engagement is more than a passing fad – it brings clear
business benefits. Engagement is seen, by the UK Company that is furthest advanced in using
it, as bringing real competitive advantage. However, raising engagement levels, and
maintaining

them, takes time, effort, commitment and investment – it is not for the half-hearted.

What is engagement?
The first step in our research was to investigate what HR professionals understood or
meant when they used the term ‘engagement’. A clear view of the behaviours
demonstrated by the engaged employee emerged:

 belief in the organisation

 desire to work to make things better

 understanding of business context and the ‘bigger picture’

 respectful of, and helpful to, colleagues

 willingness to ‘go the extra mile’

 Keeping up to date with developments in the field.

Engagement has clear overlaps with the more exhaustively researched concepts of commitment
and organisational citizenship behavior, but there are also differences. In particular,
engagement is two-way: organisations must work to engage the employee, who in turn has a
choice about the level of engagement to offer the employer.
 36

Measuring Engagement
Our analysis used data from IES’ 2003 attitude survey of over 10,000 employees in 14
organisations in the NHS. Twelve attitude statements representing engagement were tested; all
were found to ‘sit together’ reliably, to comprise a single indicator of engagement. Although
tested within the NHS, the statements are not NHS-specific; they can be transferred to other
organisations and sectors. If attitude survey space is at a premium, and organisations feel
unable to include 12 statements, an engagement subset of five statements can be used instead.
This subset can be safely used, as it represents the essence of engagement and has been tested
for reliability. Positive responses to the engagement statements indicate:

▪ a positive attitude towards, and pride in, the organisation

▪ belief in the organization’s products/services

▪ a perception that the organisation enables the employee to perform well

▪ a willingness to behave altruistically and be a good team player

▪ an understanding of the bigger picture and a willingness to go beyond the

Requirements of the job.

Engagement challenges
Further in-depth analysis of our NHS case study data revealed that engagement levels can
vary, in association with a variety of personal and job characteristics and with experiences at
work. Some key findings were:

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

 Minority ethnic respondents have higher engagement levels than their white colleagues

 Managers and professionals tend to have higher engagement levels than their
colleagues in supporting roles, although people in the latter group appear to owe greater
loyalty to their profession than to the organisation in which they practise their craft
 37

 Engagement levels decline as length of service increases

 Having an accident or an injury at work, or experiencing harassment (particularly if

the manager is the source of the harassment) both have a big negative impact on
engagement

 Employees who have a personal development plan, and who have received a formal
performance appraisal within the past year, have significantly higher engagement
levels than those who have not.

The above findings show that organisations need to work hard to prevent, and minimise the
impact of, bad experiences. They also need to ensure that employees’ development needs
(including the special needs of professionals) are taken seriously; pay attention to, and value
the roles of, support staff; and to maintain the interest of longer-serving employees. The
relatively high levels of engagement of the oldest employees, and of minority ethnic staff,
suggest sources of untapped potential within some organisations.

What drives engagement?

Research shows that committed employees perform better. If we accept that engagement, as
many believe, is ‘one step up’ from commitment, it is clearly in the organisation’s interests to
understand the drivers of engagement. Analysis of the NHS case study data indicates that
opinions about, and experiences of, many aspects of working life are strongly correlated with
engagement levels. However, the strongest driver of all is a sense of feeling valued and
involved. This has several key components:

 Involvement in decision making

 The extent to which employees feel able to voice their ideas, and managers listen
to these views, and value employees’ contributions

 The opportunities employees have to develop their jobs

 The extent to which the organisation is concerned for employees’ health and wellbeing.

The line manager clearly has a very important role in fostering employees’ sense of
involvement and value – an observation that is completely consistent with IES’ research in
many different
 38

areas of HR practice and employment, all of which point to the critical importance of
the employee-manager relationship.

IES’ diagnostic tool

The diagnostic tool

 39

Source: IES Survey, 2003

The IES engagement model illustrates the strong link between feeling valued and involved and
engagement. In addition to the model, IES offers a diagnostic tool (above), which can be used
to derive organisation-specific drivers from attitude survey data. Our findings suggest that
many of the drivers of engagement will be common to all organisations, regardless of sector;
however, some variability is likely, and the relative strength of each driver is also likely to be
contingent upon the organisation being studied.

General lessons
Attempts to raise engagement levels are likely to founder, unless the following ‘building
blocks’ are in place:

 Good quality line management

 Two-way communication

 Effective internal co-operation

 A development focus

 Commitment to employee wellbeing

 Clear, accessible HR policies and practices, to which managers at all levels

are committed.

It looks easy, but of course it isn’t; it requires a huge amount of effort and continuing
investment to ensure that all of these basics are in place and working well. Embarking on a
drive to increase engagement levels should not be undertaken lightly, bearing in mind the ease
with which engagement (like the psychological contract) can be shattered.

The study
IES research into employee engagement was promoted by the interest and involvement of several
IES Research Networks Member companies. It proved more complicated than first envisaged,
due to the lack of existing research in the area. IES explored the concept of engagement with
 40

member and client organisations, before embarking on original research into measuring
engagement and establishing its main drivers. The database used for the research comprises
2003 attitude survey data from 14 organisations in the NHS (10,024 completed questionnaires).
The full range of employee groups and job roles were represented – managerial, professional,
technical and support (manual and administrative).

Employee engagement is a two-way street

The purpose of this paper is to highlight the significance of creating a retention-rich organizational culture
and discuss the drivers of employee engagement. The paper argues that, in today's competitive environment,
companies need to acknowledge the importance of the manager in retaining employees. The paper illustrates
why employee engagement is based on a two-way relationship between employer and employee
The practice of engagement: Research into current employee engagement
practice
Dr Richard McBain of Henley Management College’s HR Centre of Excellence discusses the
findings of research into current employee engagement practice at 10 organizations and puts forward
a resulting model of engagement and commitment. He argues that while employee engagement is a
desirable goal, it should not become an end in itself - organizations need to keep it within a strategic
context

Building a culture of high employee engagement

This paper aims to examine the key drivers for employee engagement within an organization. It
seeks to answer the question: what are the keys to improving the level of employee engagement?
This paper ascertains some of the key drivers of employee engagement as illustrated by the case
study. It demonstrates a number of practical tools HR professionals can utilize to build employee
engagement within their organizations.

Measuring and improving Employee Engagement

Lucey J J tries to describe an action research project into the impact of a communications strategy
and five step survey process on the improvement of employee engagement.

Check on Employee Engagement.

 41

The article presents a discussion of how to conduct a survey regarding employees' relationship
with their affiliated organization, adapted from the article "Tools of Engagement: Employee
Engagement Surveys Are only as Good as the Questions They're Built On," by Leigh
Rivenbark

Employee Engagement
The article features two companies such as Scottish Water Business Stream Ltd. and London &
Quadrant Housing Trust in their effort to focus on employee engagement in Great Britain.
Scottish Water acquired an engagement strategy designed to provide commercial success while
making a culture of decision-making and accountability. London & Quandrant has developed
an internal- engagement programme for its employees.

Pulling Together
The article provides ways for credit unions to encourage employee engagement and productivity.
Among the cited measures are workforce optimization to get optimal productivity from the staff,
creation of a performance/talent management system to improve staff satisfaction, and competency-
based trainings. It is suggested that workforce optimization and competency-based trainings are only
helpful when employees help define the change process.

Driving a performance culture through the front line.

Employee engagement in the UK remains stubbornly low. However, by identifying and proactively
managing the key drivers of employee engagement, and creating a balanced and meaningful
rewards framework, McDonald's in the UK have significantly enhanced the commitment and
performance of their workforce.

Road map for Employee Engagement

This article focuses on employee engagement. Once the key drivers of employee engagement are
identified, a road map can be created and implemented for achieving outstanding organizational
performance through the service-profit chain. A research found that a significant improvement in
communication effectiveness is associated with a 29.5 per cent increase in market value and that
 42

companies with the highest levels of effective communication experienced a 26 per cent total return to
shareholders.

How to built business case for Engagement

The article focuses on employee engagement programs. It is argued that like any successful HR
initiative, employee engagement programs must have commitment from line managers. Focus on
engagement began with products offered by consultancies and survey houses, but more recently
some robust practitioner-led research has been undertaken, adding additional credibility to the
discussion.
Overall, work has focused on defining engagement, devising a measure of engagement and finding
out what the key drivers of engagement are.

Economic Recovery and Employee Re- Engagement

The article discusses the significance of employee re-engagement and how this practice can
contribute to the economic recovery of every organization. According to a survey conducted by
Career Builder, one in five employees is planning to transfer for another position in 2010. Research
shows the link between job satisfaction, employee engagement and every organization's economic
recovery.
The author believes that the prime driver of engaging employees is progress.

Driving Performance by Building Employee Satisfaction and Engagement.

The article presents the author's insights on how to develop engagement and employee satisfaction.
He says that devoted and engaged talent is the key to meeting challenges for good government. He
mentions of the Best Places to Wok in the Federal Government rankings that boosts employee
engagement by giving a roadmap for organizations and managers. The author adds the four
employee satisfaction drivers including efficient leadership, mission match and employee skills,
and work/like balance.

Engage but Also Enable Your Employees.

The article discusses the importance of having an engaged work force in an organization. It notes
that companies that have remained focused on employee engagement during the economic
downturn have achieved success in maintaining and increasing motivation levels. Such motivation
is vital to
 43

delivering superior financial outcomes, customer satisfaction, and employee performance as revealed
by a global study.

Job Satisfaction at Record Low

The article presents the findings of a survey of U.S. workers from The Conference Board. It has
found that less than one-half of U.S. workers are satisfied with their jobs. The survey has also
revealed that satisfaction has been declining in key aspects of employee life such as interest in work
and job security. Lynn Franco, director of the consumer research center at the Conference Board,
relates that the decline in job satisfaction may affect employee engagement and ultimately employee
productivity

Employee Engagement and Job Satisfaction in the Information Technology

Industry
Employee engagement has been identified as being important to employee productivity and
performance. Measures of employee engagement and job satisfaction in the context of information
technology (IT) were developed to explore how employee engagement affects perceived job
satisfaction. In a sample of IT professionals (N = 159), controlling for age, sex, job tenure, and
marital status, employee engagement had a significant and positive correlation with job satisfaction.

From Employed to Engaged

The article discusses employee engagement initiatives at the Lowe's chain of home improvement
stores. Statistics are cited illustrating the negative impact which disengaged employees can have on a
firm. Lowe's efforts to ensure that its employee engagement levels are high are described as one of
the firm's strategic objectives. The relationship between positive employee attitudes, sales figures,
and customer satisfaction levels is discussed in this context. The psychological factors involved in
establishing trust between the firm’s management, employees, and customers are described.

Rules of Engagement.
The article focuses on First Direct, an internet banking call centre in Great Britain. It highlights its
employees' engagement leading to higher job satisfaction, excellent customer service and increased
brand equity for the company. It details how employee engagement is strengthened daily and how it

is measured continuously.
 44

Engagement Ring True

The article focuses on the enhancement of customer satisfaction through employee engagement in
the business operation. It discusses the effort of Datacom Group Ltd. to enhance employee
engagement such as action plans for employee's development. The company has integrated the
result of the study on customer-employee interaction by Doctor John Fleming, chief scientist at
Gallup Inc., which demonstrates that employee engagement leads to an engaged customer, who will
show loyalty to the company

Driving Customer Satisfaction and Financial Success Through Employee

Engagement.
The article discusses the involvement that employee engagement has with customer satisfaction. The
author defines employee engagement as the involvement that a person has with their work and the
extent in which people believe in what they are doing in their jobs. The way in which employee
engagement is measured by companies through employee surveys is mentioned. Two studies which
looked at the impact that employees' feelings of engagement and their behaviors have on
organizations are discussed. Studies that investigated customer-focused employee engagement and
the financial benefits of employee engagement are mentioned.

Engagement

The article presents a study about employee engagement in Great Britain by the Kingston Business
School Employee Engagement Consortium. Findings show that recruiting and retaining talented staff
and engaging them remain important in coping with difficult economic condition. High levels of
engagement are found valuable in improving one's personal wellbeing, loyalty, job satisfaction, and
performance. Lessons from the study include the need of managers to assess levels of engagement of
their staff and value of focus on communication and management style
 45

CHAPTER – 5
RESEARCH METHODOLOGY
 46

RESEARCH METHODOLOGY

4.1 RESEARCH DESIGN

EXPLORATORY RESEARCH AND DESCRIPTIVE RESEARCH

Exploratory Research
We will augment our knowledge of India Yamaha Motor Pvt. Ltd. by interviewing the various
executives in a focused group discussion.. Based on a thorough inventory of India Yamaha Motor
Pvt. Ltd internal processes a questionnaire (Annexure 1) was developed.

Descriptive Research
 47

The responses of the employees would be further used for statistically analysis to bring out the
salient features of data and points out to the week or strong spots for further investigations.

4.2 SAMPLE DESIGN

Sample size is 80
The sample population comprises of all the employees working in India Yamaha Motor Pvt. Ltd.
Corporate office. Total 80 employees responded to the questionnaire, which would be further used
for the analysis.
The sampling would be representative sampling, where all the employees at corporate office
Surajpur, are considered on a probability basis, and from which information are obtained and
statistical inferences or predictions made about the entire population within India Yamaha Motor
Pvt. Ltd.

4.3 DATA COLLECTION

The methodology used for the collection of data has been divided into two groups:

1. Primary Data
2.Secondary Data

Primary Data

In this project the primary data was collected through questionnaire method. A structured
questionnaire was administered and employees were asked to fill it. A total of 80 employees
responded to the questionnaire.

The interview method was also considered as in it the interviewer and the interviewee can interact
face to face.
 48

Questionnaire
The survey was designed to measure the level of agreement employees had with respect to 39
questionnaire items with two open ended questions, which represented potential factors that
influence employee’s perception about employee engagement. Based on previous research and
current literature, questionnaire items were framed to capture some, but not all information with
respect to the following factors:

 Role Clarity
 Direction
 Morale
 Development
 Fairness
 Respect
 Feed Back
 Team Work
 Work environment and culture
 Communication
 Performance reward system
 Personal Expression/Innovation
 Work Place/ resources
 Welfare programs and activities

Scale Used
Likert- type Scaling technique was used for the analysis approach wherein a particular item is
evaluated on the basis of how well it discriminates by adopting favorable or unfavorable attitude
towards the given object. The respondent responded in any of the following ways: -
 Strongly Agree
 Agree
 49

 Disagree
 Strongly Disagree

Secondary Data
Some data for this study was also collected from the internet (Yamaha site), written documents
(magazines) that guided in taking steps further in the study. The data collected was more for
reference. Limitations
Since the whole population of employees is not considered in sampling and only a segment is
considered, there is a probability of biasness.
The data is not a true representative of the India Yamaha Motor Pvt. Ltd.
The employees have attempted to fill the questionnaires as an act of
formality. All the present employees did not fill in the questionnaires.

4.4 Data Analysi

DESCRIPTION OF THE SURVEY AND ITS ANALYSIS:

The analysis of the information provided by the employees is done on the basis of dimensions.

P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 P13 P14

Mean 1.95 2.2 2.1 1.8 1.9 2.1 2.3 1.9 1.8 2.3 1.9 1.9 2.59 3.18
1 4 8 0 2 5 2 8 8 2 0
Std. deviation . . . . . .512 . . . . .578 . . .525
679 703 808 439 466 682 397 513 806 683 927

Morale (p1)
 50

Mean
Valid Percent Cumulative Percent
Valid Strongly agree 24.2 24.2
Agree 57.5 81.7

1.95 Disagree 17.1 98.8

Strongly disagree 1.3 100.0
Standard Deviation .679
Total 100.0

Here we can see that the mean of the parameter (Morale) is 1.95. Above table is showing is that
about 58% of the employees who have responded to the questionnaire agree to it that morale is high
in the organisation and around 24% of the employees strongly agree to it. Employees’ morale is high
to work in this organization but a few employees do not find their future with this company.

Feedback (p2)

Mean 2.21 Valid Percent Cumulative Percent

Valid Strongly agree 9.6 9.6
Std. Deviation .703
Agree 66.3 75.8
Disagree 17.5 93.3
Strongly disagree 6.7 100.0
Total 100.0
 51

Here we can see that mean of the parameter feedback has come out to be 2.21 which mean that most
of the employees agree that feedback system of the organization is good. About 66% of the
employees agree to it that they receive useful and constructive feedback that helps them improve
their performance and that they receive the praise and recognition they deserve, while 17% of the
employees are not satisfied with the feedback system of the organization.

Fairness (p3)

Mean 2.14
Valid Percent Cumulative Percent
Std. Deviation .808
Valid Strongly agree 18.8 18.8
Agree 56.3 75.0
Disagree 17.2 92.2
Strongly disagree 7.8 100.0
Total 100.0
 52

Here we can see that the mean of the parameter fairness has come out to be 2.14 which mean that
most of the employees agree to it that they are treated fairly in the organization. Around 56% of the
employees agree to it that organization’s promotion policies and employee performance evaluation
are fair, they are treated fairly by their superiors and there is no favoritism. Around 19% of
employees strongly agree about it. Small percentage of employees feel that their manager does not
treat them fairly and there is an issue of favoritism.

Teamwork (p4)

Mean 1.88

Std. Deviation .439 Valid Percent Cumulative Percent

Valid Strongly agree
16.3 16.3
Agree 79.4 95.6
Disagree 4.4 100.0
Total 100.0
 53

Here we can see that the mean of the parameter teamwork has come out to be 1.88 and also we can
see from the above table that around 79% of the employees agree to it that team work is encouraged
and practiced in the organization and there is strong feeling of teamwork and cooperation in the
organization.

Direction (p5)

Mean 1.90

Std. Deviation .466 Valid Percent Cumulative Percent

Valid Strongly agree
16.3 16.3

Agree
77.5 93.8

Disagree
6.3 100.0

Total
100.0
 54

Here we can see that mean of the parameter direction has come out to be 1.90 which mean
employees are well aware and have understanding of mission and goals of the organization. Around
77% of the employees agree to it and 16% of the employees strongly agree about it.

Role Clarity (p6)

Mean 2.12
Valid Percent Cumulative Percent
Std. Deviation .512
Valid Strongly agree 7.5 7.5
Agree 72.5 80.0
Disagree 20.0 100.0
Total 100.0
 55

Here we can see that the mean of the parameter has come out to be 2.12 that mean most of the
employees agree that they have clarity about there role. Around 72% of the employees agree about it
while 20% disagree about it.

Performance/Reward System (p7)

Mean 2.35
Valid Percent Cumulative Percent
Std. Deviation .682 Valid Strongly agree 4.2 4.2
Agree 63.3 67.5
Disagree 25.0 92.5
Strongly disagree 7.5 100.0
Total 100.0
 56

Here we can see that mean of the parameter performance/Reward system is 2.35 which mean most
of the employees agree that they are paid fairly and they also find there salary competitive enough
with other similar kind of job profile but many employees are unaware of their benefit plan. Around
63% of the employees agree to it while small percentage (25%) of employees disagrees about it.

Workplace/ Resources (p8)

Mean 1.92
Valid Percent Cumulative Percent
Std. Deviation .397
Valid Strongly agree 11.9 11.9
Agree 83.8 95.6
Disagree 4.4 100.0
Total 100.0
 57

Here we can see that mean of the parameter workplace/ Resources has come out to be 1.92 which
mean employees are satisfied with the workplace and the resources provided. Around 84% of the
employees agree to it that they have the resources to do their job well and they find the work place
to be very safe and comfortable.

Communication (P9)

Valid Percent Cumulative Percent

Mean 1.88 Valid Strongly agree
18.8 18.8
Std. Deviation .513
Agree
74.4 93.1
Disagree
6.3 99.4
Strongly disagree
.6 100.0
Total
100.0
 58

Mean of the parameter communication is 1.88 which means that information sharing system of
the organization is strong. The managers in IYM do a good job of sharing information and most
of the employees agree with it. The information system in the organization is very strong.

Development (p10)

Mean 2.38

Std. Deviation .806 Valid Percent Cumulative Percent

Valid Strongly agree 11.9 11.9
Agree 46.6 58.4
Disagree 32.8 91.3
Strongly
disagree 8.8 100.0
Total 100.0
 59

Here we can see that mean of the parameter development is 2.38 which means many employees do
not find their professional growth in this organization. One reason for this could be that they find
their work not to be challenging and stimulating.

Work environment and culture (p11)

Mean 1.92

Std. Deviation .578

 60

Here we can see that mean of the parameter work environment and culture has come out to be 1.92
which means most of the employees responses are between 1 and 2. Around 75% of the employees
agree to it that the work life balance is maintained in their life and that they don’t any difficulty in
satisfying both job and family responsibilities together. The company’s expectation with its
employees is also reasonable according to the employees and work environment does not cause
stress in their life.

Respect (p12)

Mean 1.90
Valid Percent Cumulative Percent
Std. Deviation .683 Valid Strongly agree 24.6 24.6
Agree 65.0 89.6
Disagree 6.3 95.8
Strongly disagree 4.2 100.0
Total 100.0
 61

Here we can see that mean of the parameter Respect has come out to be 1.90 which mean most of
the employees agree that they are treated with respect by their managers and co-workers in the
organization. Around 65% of employees agree to it that they get respect from their colleagues
adequately but few of them also have the complaint that their manager does not listen to them
sometimes.

Personal Expression/Innovation (p13)

Mean 2.59

Std. Deviation .927

Here we can see that mean of the parameter personal expression/innovation is 2.59 which mean
Employees have a problem in opposing the views of their seniors. Many employees also feel that
new ideas and views are not much appreciated in this company but their work and talent is valued at
IYM.
 62

Around 36% of employees agree to it that they can freely express their views and opinions and they
can disagree with their supervisor without any fear, while around 33% of the employees disagree to
it.

Welfare programs and activities (p14)

Mean 3.18

Std. Deviation .525

Here we can see that the mean of the parameter welfare programs and activities has come out to be
3.18 which mean that most of the employees are not satisfied with the welfare programs and
activities conducted in the organisation. Around 70% of employees disagree to it that they are
satisfied with the company’s welfare programs, recreational activities and people’s programs and
around 24% of employees strongly disagree to it.
 63

Chapter – 6
Research
Findings
 64

Research Findings:
IYM’s employees believe they work for a great company, contrary to the fact that many don’t find
their future with this company.

The Company in itself generates high levels of satisfaction, is socially responsible, and is strongly
aligned to personal values.
 65

Most of the employees have clarity about their roles.

Employees are well aware of the organization’s vision & mission.

Employees’ morale is high to work in this organization but a few employees do not find their future
with this company.

Many employees do not find their professional growth in this organization. One reason for this could
be that they find their work not to be challenging and stimulating.

The managers in IYM do a good job of sharing

information. The information system in the organization is

very strong.

Employees find that the policies of the company are fair enough but there is an issue of favoritism
and the actual process is not that fair enough.

Employees get respect from their colleagues adequately but few of them also has the complaint that
their manager does not listen to them sometimes.

Many employees also feel that new ideas and views are not much appreciated in this company but
their work and talent is valued at IYM. This shows that employees do not have very great views
about their manager.

Approx. 62% employees agree that the feedback about their performance is adequate enough while 38
% feel that they are not given adequate feedback. On the other side, 81% employees accept that
whatever feedback is provided to them is constructive.

Teamwork is very much encouraged in this company and that most of the employees accept this.
 66

Employees are very much satisfied with the salary structure of this organization and they also find it
competitive enough with other similar king of job profile but many employees are unaware of their
benefit plan.

Employees are very much satisfied with the workplace, its environment, and security

Employees accept that the work life balance is maintained in their life and that they don’t have any
difficulty in satisfying both job and family responsibilities

Most of the employees are not satisfied with the extra welfare programs and activities being
conducted in the organization and they want it to be improved.

Currently, the following activities are conducted:

1. Lucky draws at festivals

2. Sweets distribution
3. Competitions like poster making competitions, diya making competitions, rangoli etc.
4. Sports events
5. Birthday cards via emails
6. Training sessions like stress management training, work/life balance training etc.
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Chapter – 7
Conclusion and

Suggestions

Conclusion :
On the basis of analysis, we can conclude that employees at Yamaha are satisfied with the
organization’s policies, workplace, resources information sharing system, work environment and
culture , teamwork but there are certain dissatisfaction factors. They are:-
 Employees at Yamaha do not find any career advancement prospects.
 Employees are not recognized for their efforts.
 Employees are bored with their job
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 Employees think that they can better pay elsewhere.

 Managers and subordinate have poor relationship
 A culture of fairness/ equality among co-workers is not there
 Employees feel that there are fewer developmental opportunities.

Suggestions
The HR department can focus on improving the following:

• The company could start measuring employees' passion about work and the
work environment by issuing an employee satisfaction survey on a regular basis.
• .Identify What Employees Like -gather compliments through employee satisfaction
 69

surveys in addition to their concerns.

• Use Training to Increase Confidence - Managers should not cut training budgets to
save costs as they should understand that as a result the service delivery and morale could
suffer.
• Help Employees See the Big Picture - Employees want to feel that they
are contributing and making a difference.
• Recognize Employee Contributions - Recognition from a supervisor of at least two
ranks above an employee makes a meaningful, engaging difference in employee morale and
employee loyalty.
• Build a Supportive Environment - Employees may need help with coping skills,
problem-solving skills, tactics for handling difficult situations, or expressing
their personal feelings.
• Conduct welfare activities and programs like department get
together, birthday/anniversary celebration, fun activities like quizzes etc.
• Employee Benefit Packages - A key motivator for employees to work hard
and remain dedicated are good benefit programs.

Chapter – 8
BIBLIOGRAPHY
 70

1. Gerard H. and Dan Crim (2006). "The Ten C's of Employee Engagement". Ivey
Business Journal. http://web.ebscohost.com/ehost/pdf?vid=18&hid=109&sid=21a25099-6e82-
4e66-849c- 92a8d3ee0c6e%40sessionmgr102.
2. 2008 Employee Engagement Report. http://www.blessingwhite.com/eee
3. "Engaging Employees through High-Involvement Work Practices". Ivey Business
Journal. http://web.ebscohost.com/ehost/pdf?vid=54&hid=120&sid=5d29fefe-0913-49de-82b6-
9b95ee1a4f09%40sessionmgr105
4. "Engage Employees and Boost Performance". Hay Group. 2002.
http://www.haygroup.ca/pdf/knowledge_engaged_performance_working_paper.pdf
 71

5. Robinson, Dilys and Sue Hayday (2003). "Employee Engagement". In Brief

(129). http://www.employment-studies.co.uk/news/129theme.php.
6. "Employee Commitment". Susan de la Vergne.
2005.
http://www.auxiliumtraining.com/EmployeeCommitment.htm
7. What Is Engagement?, Ken Scarlett, (2008)
8. "Employee Commitment Remains Unchanged...". Watson Wyatt Worldwide. 2002.
http://www.watsonwyatt.com/research/resrender.asp?id=W-557&page=6
9. Robinson, D., S. Perryman, and S. Hayday (2004). "The Drivers of
Employee Engagement". Institute for Employment Studies. http://www.employment-
studies.co.uk/summary/summary.php?id=408
10. V. Rama Devi, (2009) "Employee engagement is a two-way street", Human
Resource Management International Digest, Vol. 17 Iss: 2, pp.3 – 4, Emerald Group
Publishing Limited
11. Dr Richard McBain, (2007) "The practice of engagement: Research into current
employee engagement practice", Strategic HR Review, Vol. 6 Iss: 6, pp.16 – 19, Emerald
Group Publishing Limited
12. Gary Tomlinson, "Building a culture of high employee engagement", Strategic
HR Review, Vol. 9 Iss: 3, pp.25 – 31, Emerald Group Publishing Limited
13. Lucey J J, Measuring and improving employee engagement, : Management
Services, 2009 Volume: 53 Issue: 2, Emerald Management Reviews
14. Beth Stetenfeld, “Pulling Together” , Credit union magazine: jun2010, vol 76 Issue
6, p40-45, 6p
15. Gary Tomlinson, “ Building a culture of high employee engagement” , strategic
HR Review; 2010, vol. 9 Issue 3, p25-31, 7p.
16. David Fairhurst, “Driving a performance culture through to the front line”,
Human Resource Management Journal; 2008,vol. 18 Issue 4, p321-326, 6p.
17. Andy parsley, “Road Map For Employee Engagement” Management Services’;
spring 2006, vol 50 Issue 1, p10-11, 2p
18. Andrew Harley, Lee Danielle, Dilvs Robinson, “ How to built the business case
for engagement” strategic HR Review; sep/oct 2005, vol. 4 Issue 6, p24-27, 4p
19. Laurence G O’Neil, “Economic recovery and employee Re- Engagement” Hr
Magazine: May 2010, vol. 55 Issue 5, p8-8, 1p.
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20. Bob Lavigna, “ Driving performance by building satisfaction and engagement”

Government Finance Review; Feb2010, vol. 26 Issue 1, p51-53, 3p

www.ieeexplore.ieee.org
www.search.ebscohost.com
www.businessworld.in
www.everydayengagement.com
www.siescoms.edu
www.envisialearning.com
www.insightlink.com
www.oestrategies.com
www.peoplematrix.com
www.thomsondumm.com
www.ad.harrenmedianetwork.com
www.search.conduit.com
www.citehr.com

ANNEXURE
EMPLOYEE SATISFACTION
SURVEY
 73

Name: Experience in Yamaha:

Age: Department:

Questions Strongly Agree Disagree Strongly

agree disagree
MORALE
Q1. I am optimistic about the future of IYM & I
am proud to work for the company.
Q2. I am optimistic about my future success with
IYM & feel that working for the company will lead
to the kind of future I want
Q3.Doing my job well gives me a sense of
personal satisfaction
FEEDBACK
Q4. I receive useful and constructive feedback that
helps me improve my performance from my
manager.
Q5. I am given adequate feedback about
my performance.
Q6.. When I do a good job, I receive the praise
and recognition I deserve.
FAIRNESS
Q7. Employee performance evaluations are fair
and appropriate.
Q8. My manager treats all his/her employees fairly.
Q9. The organization's policies for promotion
and advancement are always fair.
Q10. Favoritism (special treatment) is not an issue
in raises or promotions
TEAMWORK
Q11. Teamwork is encouraged and practiced in
this organization.
Q12 There is a strong feeling of teamwork
and cooperation in this organization.
ROLE CLARITY
Q13. I have a good understanding of the mission
and the goals of this organization.
Q14 I understand how my work directly contributes
to the overall success of the organization.
Q15. I am paid fairly for the work I do.
Q16. My salary is competitive with similar jobs I
might find elsewhere.
Q17. I understand my benefit plan.
Q18. I have the resources I need to do my job well.
 74

Q19. My workplace is a physically safe &

comfortable place to work.
Q20. Information and knowledge are shared
openly within this organization.

Q21. My manager does a good job of

sharing information
Q22. I have adequate opportunities for
professional growth in this organization.
Q23. I receive the training I need to do my job well.
Q24. My manager encourages learning from
my mistake and supports my development.
Q25. My work is challenging & Stimulating.
Q26. The environment in this organization supports
a balance between work and personal life.
Q27. I am able to satisfy both my job and
family responsibilities.
Q28. The pace of the work in this organization
enables me to do a good job.
Q29. The organization has reasonable expectations
of its employees.
Q30. My job does not cause unreasonable amounts
of stress in my life.
Q31. My manager always treats me with respect.
Q32. My manager listens to what I'm saying.
Q33. My co-workers care about me as a person.
Q34. I can disagree with my supervisor without fear
of getting in trouble.
Q35. People with different ideas are valued in
this organization.
Q36. My ideas and opinions count at work & My
talent is valued at work.
Q37.I am satisfied with the company’s employee
welfare programs such as rewards, incentives,
insurance and health care, etc.
Q38. I am satisfied with the recreational
activities provided by the company, e.g. picnics
and annual dinner
Q39.I am satisfied with the company’s people
programs, such as birthday announcements, valuable
employee of the month, bulletins and newsletter, etc.

Q40. What is it that you like most in your job right now?
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Q41. What is it that you are not comfortable in your job right now and should be improved ?