ORGANISATIONAL BEHAVIOUR AND HUMAN RESOURCE

MANAGEMENT

B.Sc Finance – SCHOOL OF COMMERCE (2022-2025)

REPORT BY GROUP 6:

Meet Daftary – 74052200396

Vanshika Bhanushali – 74052200455

Priyansh Shah – 74052200402

Hitansh Karia – 74052200423

Rahil Panchigar – 74052200389

Sia Jain – 74052200441

 ABSTRACT

EXECUTIVE SUMMARY

Employee engagement is a fundamental notion at the heart of a productive and flourishing

organization. It penetrates deeper than the surface level of job satisfaction to the deeper
emotional and psychological connection that employees have with their work, their colleagues,
and the organization as a whole. Employees that are engaged come to work not just to collect a
salary; they inject their energy, creativity, and enthusiasm into their roles, resulting in greater
performance, innovation, and overall corporate success.

In today's competitive business environment, firms know that encouraging employee

engagement is more than a nice-to-have - it's a strategic requirement. Employee engagement is
critical for enterprises of all sizes and industries because it has a wide-ranging impact on both
individual employees and the overall health of the firm.

Employee engagement is, in essence, a strategic investment that provides demonstrable

advantages for both employees and the firm as a whole. Employee engagement is prioritised and
nurtured in organizations, resulting in a flourishing and resilient workforce, laying the
groundwork for long-term success.

Employee engagement provides several benefits to businesses, improving their performance,

culture, and overall success. Engaged employees are encouraged to deliver their best effort,
resulting in increased levels of productivity. Their excitement for their profession motivates them
to execute tasks efficiently and successfully.

Engaged employees constantly perform at a higher level, aiming for excellence in their roles.
This better performance directly leads to the achievement of organizational goals.

We conducted the survey on employee engagement through a Google form which included
questions regarding employee engagement. In the survey our aim was to know the opinions of
employees regarding employee engagement via different questions.
 IMPORTANCE

Employee engagement is critical for enterprises of all sizes and industries because it has a wide-
ranging impact on both individual employees and the overall health of the firm. Here's a
rundown of the main reasons why employee engagement is so critical:

 Greater Productivity: Engaged personnel are encouraged to perform at their best,

resulting in greater productivity. Employees who are emotionally committed in their
work go above and beyond to meet goals, resulting in higher productivity and efficiency.
 Increased Performance: Engaged employees regularly produce higher-quality work and
achieve better results. They are more likely to take responsibility for their work and strive
for perfection.
 Improved Retention: Engaged individuals are more likely to stay with their employers for
longer periods of time, contributing to increased organisational stability and knowledge
retention.
 Creativity and innovation: Employees that are engaged are more inclined to contribute to
innovation by offering suggestions for changes and sharing ideas. They have a strong
sense of ownership over their work and are driven to discover creative solutions to
problems.
 Positive Workplace Culture: Employee engagement leads to the development of a
positive and inclusive workplace culture. Employees that are engaged cooperate more
successfully, which leads to better cooperation and camaraderie.
 Customer Satisfaction: Employees that are engaged are more likely to give excellent
customer service. Their energy and passion are reflected in their interactions with
consumers and clients.
 Enhanced Profitability: The combination of enhanced productivity, improved
performance, and increased customer satisfaction can contribute to increased profitability
for enterprises.
 Employee Well-Being: Engaged employees have reduced stress and burnout levels.
Employee engagement initiatives that focus employee well-being foster a healthier and
happier workforce.
 USEFULNESS OF EMPLOYEE ENGAGEMENT TO CORPORATE

Employee engagement provides several benefits to businesses, improving their performance,

culture and success:-

 Engaged employees are encouraged to deliver their best effort, resulting in increased
levels of productivity. Their excitement for their profession motivates them to execute
tasks efficiently and successfully.`
 Engaged employees constantly perform at a higher level, aiming for excellence in their
roles. This better performance directly leads to the achievement of organisational goals.
 Engaged employees are more likely to stay with the organisation in the long run. This
decreases turnover costs and ensures that valuable institutional knowledge remains within
the firm.
 Engaged employees are often healthier and less stressed. As a result, absenteeism is
reduced, ensuring that the team is consistently present and productive.
 Employee engagement generates a positive and collaborative work environment.
 Employees that are engaged tend to collaborate effectively with their coworkers, resulting
in greater cooperation, communication, and camaraderie.
 Engaged employees are pleased with their jobs and the working environment. This
happiness leads to increased morale and a better overall employee experience.
 Employees that are engaged are more likely to give exceptional customer service. Their
cheerful attitude and dedication result in more favourable interactions with customers and
clients.
 Engaged employees are more eager to share ideas, offer improvements, and solve
problems creatively. This innovative culture can result in new products, processes, and
efficiencies.
 Corporations with a pleasant work culture and high levels of employee engagement are
more tempting to top talent. Employees that are engaged frequently advocate the
organisation as a fantastic place to work.
 When employees are engaged, they become advocates for the company both within and
outside of the organisation. They talk well of their workplace, which can help the
company's reputation.
 INTRODUCTION

Employee engagement is a fundamental notion at the heart of a productive and flourishing

organisation. It penetrates deeper than the surface level of job satisfaction to the deeper
emotional and psychological connection that employees have with their work, their colleagues,
and the organisation as a whole. Employees that are engaged come to work not just to collect a
salary; they inject their energy, creativity, and enthusiasm into their roles, resulting in greater
performance, innovation, and overall corporate success. In today's competitive business
environment, firms know that encouraging employee engagement is more than a nice-to-have -
it's a strategic requirement. Employees that are engaged are more likely to be driven, devoted,
and eager to go above and beyond to achieve both personal and organisational goals. They are
much more than just cogs in the wheel; they are active players who feel valued and aligned with
the mission and values of the organisation.

Employee engagement is a multidimensional notion that plays a critical part in determining an

organisation's success and health. This abstract delves into the meaning, underlying factors, and
impact on both individuals and the greater organisational landscape. It is defined as the
emotional and cognitive commitment that employees develop toward their work and the
organisation. It goes beyond conventional job happiness, embodying a deeper connection that
motivates people to put their energy, creativity, and passion into their jobs. Employees that are
engaged are not satisfied with a transactional approach to work; they actively seek ways to
contribute to the organisation's goals and have a strong sense of ownership over their
responsibilities. Employee engagement is built on a foundation of several critical components.
Communication develops as a pillar, promoting transparency and conversation between
management and staff. Clarity in corporate goals and expectations increases employee
engagement by providing a framework for employees to synchronise their efforts. Recognition
and reward are also crucial since they acknowledge and reinforce the value of employee
contributions. Employees are empowered to advance in their professions as a result of
professional development opportunities and skill development pathways, which raises
engagement as they embark on a journey of continuous improvement. It also has a ripple effect
throughout the organisation. Engaged employees are more productive, going above and beyond
to achieve individual and collective goals. Innovation thrives because engaged employees are
more likely to offer fresh ideas, enhancing the organisation's agility and competitiveness. A
healthy company culture emerges, marked by cooperation, inclusivity, and a shared dedication to
achievement. Employee well-being connects with engagement, since firms that prioritise holistic
wellbeing for their employees see lower rates of burnout and absenteeism. Furthermore, engaged
employees serve as ambassadors, promoting the organisation's assets and attracting fresh talent.

To summarise, employee engagement is a dynamic force that shapes today's workforce.

Organisations are empowered to foster an atmosphere where workers thrive, production soars,
and creativity thrives as they understand their essential role. Organisations unlock the true
potential of engaged people by promoting a feeling of purpose, connection, and investment,
setting the road for long-term success and prosperity.
 LITERATURE REVIEW

 Eric Ng Chee Hong, Lam Zheng Hao, Ramesh Kumar, Charles Ramendran, Vimala
Kadiresan (2016) - The main objective of this study is to see the effectiveness of
existing training programs, employee empowerment, job appraisal and compensation in
retaining & engaging the employee: From the academicians’ perception. Quantitative
data was collected using the non-probability self-administered questionnaire that consist
of Questions with 5-points Likert scales distributed to 278 individuals for the study. The
result showed that, there is highly significant relationship between the factors of training,
compensation and appraisal on University of Z lecturer’s retention & engagement.
 Tangthong, Sorasak (2014) - The purpose of this study is to determine the effects of
human resource management (HRM) practices on employee retention in Thailand’s
multinational corporations (MNCs). A total of 411 managers, consisting of top
management, HR leader and line manager, were examined for the Study. (MNCs in
Thailand) Employee Motivation, HR Flexibility, Organizational Citizenship Behaviors,
Training and Development, Compensation and Benefits were the variables studied. As
per the Results, there is a strong correlation between HRM practices and employee
retention. This is useful to firms that aspire to keep employees in their organizations for
longer periods.
 Lucia Barbosa de Oliveira, Fernanda Flores Roitman Aguiar da Silva (2015) - The
study aims to evaluate the effects of high performance work systems (HPWS) and leader
member exchange (LMX) quality on employee engagement and also to examine the
relationship between employee engagement and turnover intention of employees. The
research involved 189 employees. (Brazilian organization.) Results of this study
conducted in a large Brazilian non-profit organization revealed that HPWS and LMX
quality were positively related to employee engagement. Recruitment & selection,
Training & development, Motivation and effort, Performance management,
Compensation, Job security policy, Opportunities to Contribute were the variables
studied.
 Carnegie (2013) with MSW Research has studied the useful and affecting elements that
affect employee engagement in the Banking Industry. He study include a sample size of
150 banking employees to comprehend the factors affecting employee engagement. The
 study revealed assurance of employees by their senior leadership, Overall job satisfaction
with the organization and emotional attachment with their immediate supervisors as the
predominant factors affecting employee engagement. The study also has identified five
important variables affecting this satisfaction. They are employees’ satisfaction with
senior management, pride with the organization, strong ethics in the organization, values
aligning with corporate philosophy and pride arising out of organization’s contribution to
the community. In this study, satisfaction with senior management again comes up as an
important variable contributing to employee engagement. 32% of employees of banking
sector report that their immediate supervisor is an example to follow. Lack of trust has
appeared to be factor affecting employees’ relationship with their supervisors.
 Junghoon Lee (2012). This study tested empirically the relationships among antecedents
and consequences of worker engagement in the Hotel Industry. This study gave theory-
based empirical evidence regarding employee evaluations of self (i.e., core self
evaluations) and perceptions of organizational environment (i.e., psychological climate)
affect employee engagement. This study examines how employee engagement leads to
rewards, overall job satisfaction, attachment to organizational commitment and the
Leader–Member Exchange (LMX). Employee Engagement is positively influenced by
three components of psychological climate i.e., managerial support, interdepartmental
and team communication. The results also revealed that employee engagement is
positively connected with all the outcome variables. The results of the study shows
Leader–Member Exchange (LMX) intervene the relationships of employee engagement
with job satisfaction and commitment. Job Satisfaction helps in intervening the
relationships between employee engagement, organizational commitment, LMX and
organizational commitment.
 Fallen Mendes & Marius W. Stander (2011), “Positive Organization: The Role of
Leader Behavior in Employee Engagement and Retention”. The objective of this study
was :-
a. To determine whether leader empowering behavior, role clarity and psychological
empowerment predict employee engagement.
b. To examine, whether role clarity moderates the relationship between leader
empowering behavior, psychological empowerment and work engagement.
 c. To determine if work engagement predicts intention to leave organization.
 Andrew J. Wefald (2008) - in his study titled An Examination of Job Engagement,
Transformational Leadership, and connected Psychological Constructs”,. The study was
aimed to critically scrutinize the concept of engagement and to present empirical
evidence regarding its place in the network of job attitudes. Both theoretically and
empirically, engagement has been associated to personality and leadership variables. No
research to date has attempted to examine all three concepts together. This research has
attempted to link engagement, personality, and leadership in a theoretically based model.
382 employees of a mid-sized financial institution were taken as samples and surveyed
on demographic items, attitude measures, a leadership measure, and a personality
measure. Results signified the Schaufeli and Britt measures of engagement overlap with
job satisfaction and affective commitment. This results of this research showed that there
is a strong link between engagement with leadership, vigor, and personality. Followers’
reports of leadership predicted engagement and individual difference variables also
predicted engagement/vigor.
 David S. Gill (2007), “Employee Selection and Work Engagement: Do Recruitment and
Selection Practices Influence Work Engagement?” The target of this study was to
examine the impact employee selection and recruitment practices had on work
engagement and to determine what proportion of a various selection techniques has on
engagement, organizational practices. This study served to expand the literature on
antecedents and outcomes of job engagement to incorporate human resources practices,
such as Realistic Job Previews (RJP) and selection tests, as antecedents. The results of
this study suggest the following:
 There is a meaningful distinction between job engagement and organization
engagement.
 A number of antecedent variables predict job and organization engagement.
 Job and organization engagement are related to individual consequences.
 Job and organization engagement mediate the relationship between antecedent variables
and consequences.
 SET provides a meaningful theoretical basis for understanding and studying employee
engagement.
 Ulrika Eriksson Hallberg (2005) in her study “Studies of Work Engagement, Type A
Behavior and Burnout” explained the association between being ‘on fire’ and burnout.
More specifically, the thesis concentrated largely on Two representations of involvement
in work (work engagement and Type A behavior) and their relationships to burnout.
Another pervasive theme was construct validity in assessing burnout and work
engagement. These themes were self-addressed in four empirical studies, conducted
during a sample of Healthcare employees (Study I) and a sample of Information
Communication Technology consultants (Studies II, III, and IV). The results given during
this thesis support the construct validity of Swedish versions of the MBI and UWES. It
had been indicated that emotional exhaustion and depersonalization (or cynicism)
consists the core aspects of burnout, which work engagement was more prominently
related to lack of health complaints than job involvement and organizational
commitment. Conclusive suggestions encourage both research and practice to explore the
work engagement can best be increased by job design.
 ANALYSIS
1. Do you prefer engagement strategies that offer opportunities for continuous learning
ad skill development?

From the above question we can conclude that employees prefer engagement strategies that offer
opportunities for continuous learning and skill development. According to the responses from the
Google form that was we created, we have received more affirmative answers for the above
question. If the companies start providing new opportunities and promote training and
development in employees, this will lead to employee engagement in the company. For more
employees to engage in a company, companies should initiate new strategies that help them feel
more involved the daily working of the company. To promote employee engagement through
continuous learning, you can incorporate the following strategies:

 Training and Development: Offer various learning opportunities such as workshops,

webinars, and online courses to enhance employees' skills and knowledge. Encourage
employees to take advantage of these resources and provide support for their professional
growth.
 Learning Culture: Foster a culture of continuous learning by promoting the importance of
acquiring new skills and knowledge. Encourage employees to share their learning
experiences and insights with their colleagues.
 Learning Platforms: Invest in learning platforms or learning management systems that
provide accessible and engaging content for employees. These platforms can offer a wide
range of resources, including videos, articles, and interactive modules.
  Cross-Functional Projects: Encourage employees to work on cross-functional projects
that allow them to learn from different teams and departments. This provides
opportunities for collaboration and exposure to different perspectives.
 Recognition and Rewards: Recognize and reward employees who actively engage in
continuous learning. This can be done through certificates, promotions, or special
opportunities.

Promoting continuous learning requires a commitment from both the organization and the
employees. By fostering a culture that values learning and providing the necessary resources and
support, you can enhance employee engagement and drive growth within the organization

2. Do you find value in recognition and reward programs for your contributions?

From the above question we can conclude that employees find value in recognition and rewards
programs for your contributions. According to the responses from the google form that was we
created, we have received more affirmative answers for the above question. Companies should
recognize and reward employees for their contributions . This can be done through certificates,
promotions, or special opportunities. To promote employee engagement through rewards and
recognition, you can implement the following strategies:

 Employee of the Month: Recognize outstanding employees by selecting an Employee of

the Month and publicly acknowledging their achievements. This boosts morale and
motivates others to excel.
  Peer Recognition: Encourage employees to appreciate and recognize their colleagues'
efforts. Implement a peer recognition program where employees can nominate and
reward their peers for their contributions.
 Performance-Based Incentives: Offer performance-based incentives such as bonuses,
commission, or additional paid time off. This rewards employees for their hard work and
creates a sense of healthy competition.
 Personalized Rewards: Tailor rewards to match individual preferences and interests. This
shows that you value and appreciate employees as unique individuals. 5.Team Building
Activities: Organize team-building activities or outings as a way to reward and recognize
employees' efforts. This strengthens bonds among team members and fosters a positive
work environment.

Rewards and recognition should be meaningful, timely, and aligned with employees'
accomplishments. By implementing these strategies, you can enhance employee engagement and
foster a positive and motivated workforce.

3. Is regular and constructive feedback from managers important for your engagement?

From the above question we can conclude that regular and constructive feedback from managers
important for employee engagement. According to the responses from the google form that was
we created, we have received more affirmative answers for the above question. The key points
for importance of regular and constructive feedback from managers for employee engagement:
  Clarity and Direction: Feedback provides employees with a clear understanding of their
performance expectations and goals. It helps them align their efforts and work towards
achieving desired outcomes.
 Growth and Development: Constructive feedback highlights areas where employees can
improve their skills and performance. It allows them to identify development
opportunities and take necessary actions to enhance their capabilities.
 Motivation and Recognition: Regular feedback acknowledges employees' achievements
and contributions. It serves as a form of recognition, boosting their motivation and
morale. When employees feel valued, they are more likely to be engaged and committed
to their work.
 Alignment and Feedback Loops: Feedback ensures that employees are aligned with
organizational objectives and values. It helps them understand how their work contributes
to the bigger picture and fosters a sense of purpose and belonging.
 Continuous Improvement: Feedback creates a culture of continuous improvement within
the organization. It encourages employees to seek feedback, learn from their mistakes,
and strive for excellence in their work.
 Retention and Satisfaction: Employees who receive regular feedback are more likely to
feel valued and satisfied in their roles. This, in turn, increases their likelihood of staying
with the organization, reducing turnover rates.

Feedback from managers should be specific, timely, and focused on behaviors and outcomes. It
should be delivered in a constructive and respectful manner to encourage growth and
development.
 4. Is being involved in decision making process within the company significant for your
engagement?

From the above question we can conclude that being involved in decision-making processes
within the company significant for employee engagement.According to the responses from the
google form that was we created, we have received more affirmative answers for the above
question.

 Empowerment and Autonomy: When employees are involved in decision-making, they

feel empowered and trusted to contribute their ideas and expertise. This autonomy boosts
their sense of ownership and accountability for the outcomes.
 Sense of Value and Recognition: Involving employees in decision-making demonstrates
that their opinions and perspectives are valued. It shows that their input matters and that
they are recognized as important contributors to the organization's success.
 Enhanced Problem-Solving and Innovation: Including employees in decision-making
brings diverse perspectives and ideas to the table. This fosters a culture of collaboration
and encourages innovative thinking. Employees can contribute fresh insights and
solutions to challenges, driving continuous improvement.
 Improved Communication and Trust: Involving employees in decision-making promotes
open communication and transparency. It builds trust between employees and
management, as they feel included and informed about the reasoning behind decisions.
This trust strengthens the overall employee-employer relationship.
 Development of Leadership Skills: Participation in decision-making processes provides
opportunities for employees to develop their leadership skills. It allows them to practice
 critical thinking, decision-making, and problem-solving, which can benefit their
professional growth and advancement.
 Alignment with Organizational Goals: When employees are involved in decision-making,
they have a better understanding of the organization's goals and strategies. This alignment
helps them prioritize their efforts and make decisions that support the overall direction of
the company.

Involving employees in decision-making doesn't mean that every decision has to be made by
consensus. It's about creating a culture where their input is sought and considered, and decisions
are made collaboratively whenever possible.

5. Are you more likely to engage through social media platforms specifically designed
for internal communication?

From the above question we can conclude that employees do not prefer to engage through social
media platforms specifically designed for internal communication. According to the responses
from the google form that was we created, we have received more negative answers for the
above question. Employees do not engage through social media designed for internal
communication due to various reasons:

 Lack of Awareness: Employees may not be aware of the existence or purpose of the
internal communication platform on social media. Proper communication and training
can help increase awareness and encourage participation.
  Privacy Concerns: Some employees may have concerns about privacy and may be
hesitant to engage on a social media platform, even if it is designed for internal
communication. Clear communication about privacy settings and data protection can help
alleviate these concerns.
 Information Overload: If the internal communication platform is flooded with excessive
information or irrelevant content, employees may find it difficult to navigate and engage
effectively. Streamlining the content and ensuring it is relevant and valuable can
encourage participation.
 Lack of Incentives or Recognition: Employees may be more likely to engage if there are
incentives or recognition associated with their participation. Recognizing and rewarding
active participants can motivate others to engage as well.
 Communication Preferences: Some employees may have different communication
preferences and may prefer other methods such as email, in-person meetings, or instant
messaging. Providing multiple communication channels can cater to different preferences
and increase engagement.

To increase engagement through social media for internal communication, it's important to
address these factors and create a supportive and engaging environment that encourages
participation.

6. Do you think employee recognition programs within companies are important?

In essence, employee recognition programs enhance motivation, engagement, and overall job
satisfaction, ultimately benefiting both employees and the organization as a whole.
Employee recognition programs are incredibly important for several reasons. Firstly, they boost
employee morale and motivation, creating a positive and energized work environment. Secondly,
these programs enhance job satisfaction and engagement, leading to increased productivity and
better performance. Additionally, recognition programs play a crucial role in employee retention,
reducing turnover and ensuring a stable workforce. Moreover, they foster teamwork and
collaboration, promoting a supportive and cohesive workplace culture. Furthermore, these
programs acknowledge and reward hard work and achievements, making employees feel valued
and appreciated.
Overall, implementing effective employee recognition programs can have a significant positive
impact on both employees and the organization, driving success and growth.

7. Do you think flexible working arrangements contribute to employee engagement?

Flexible working arrangements contribute to employee engagement by enhancing productivity

and a positive work environment that values individual needs and contributions like:

 Provides flexibility in choosing work hours and location

 Supports work-life balance and personal commitments
 Reduces stress and improves overall well-being
  Increases job satisfaction and motivation levels
 Enhances employee productivity and performance
 Boosts creativity and innovation by allowing for personalized work environments
 Enables better focus and concentration on tasks at hand
 Reduces absenteeism and improves employee attendance
 Fosters a positive and trusting work culture
 Attracts and retains top talent in the industry
 Supports diversity and inclusion initiatives by accommodating different needs
 Enables employees to better manage personal and family responsibilities
 Reduces commuting time and associated costs
 Allows for a more flexible approach to work collaboration and teamwork
 Demonstrates the organization's commitment to employee well-being and satisfaction
In conclusion, offering flexible working arrangements is a key factor in promoting employee
engagement. It allows employees to achieve a better work-life balance, reducing stress and
increasing job satisfaction. This practice contributes to higher levels of engagement,
productivity, and overall happiness in the workplace.

8. Do you think it’s important to maintain work life balance in terms of employee
engagement?

Maintaining work-life balance is super important for employee engagement. When employees
have time for personal stuff and can recharge outside of work, it boosts their overall happiness
and well-being. It helps them feel fulfilled and reduces stress, which in turn leads to higher
motivation and productivity. Plus, when companies support work-life balance, it shows that they
value their employees as whole individuals, not just worker bees.
Hence, it's a win-win situation! Employees are happier, more engaged, and organizations benefit
from increased loyalty and retention. Keep that balance.

9. Do you think it’s important to involve employees in the decision making

process?

Involving employees in the decision-making process is crucial for several reasons. Their on-the-
ground insights can lead to more well-rounded and effective choices. This inclusivity fosters a
sense of ownership, engagement, and commitment, enhancing overall morale and productivity.
Additionally, diverse perspectives often lead to innovative solutions and help avoid potential
blind spots. Employee involvement also promotes transparency and trust within the organization,
ultimately contributing to a more harmonious and collaborative work environment.
Therefore, involving employees in decision-making fosters engagement, diversity of
perspectives, and better implementation of ideas. Excluding them may lead to disengagement,
missed insights, and decreased morale.
 10. Does creating a light working atmosphere help in employee engagement?

Creating a light working atmosphere significantly enhances employee engagement due to several
key reasons:
 Reduced Stress: A relaxed environment reduces stress levels, enabling employees to
focus better on tasks and fostering a positive attitude.
 Open Communication: A light atmosphere encourages open communication, enabling
employees to voice their opinions and ideas without fear.
 Team Bonding: Informal interactions lead to stronger team bonds, improving
collaboration, and a sense of camaraderie.
 Creativity and Innovation: A relaxed setting promotes creative thinking and innovative
solutions, as employees feel more comfortable sharing unique ideas.
 Motivation: A positive atmosphere boosts motivation, leading to increased productivity
and a higher quality of work.
 Work-Life Balance: A light environment often indicates a supportive approach to work-
life balance, leading to improved job satisfaction.
 Employee Retention: Employees are more likely to stay in an environment where they
feel comfortable and valued, reducing turnover rates.
In summary, a light working atmosphere fosters an environment where employees feel valued,
motivated, and encouraged to contribute their best, ultimately enhancing their engagement and
overall job satisfaction.
 CONCLUSION
Employee engagement is a critical factor for organizational success. Engaged employees are
more productive, innovative, and loyal. They are also more likely to stay with their company,
which can save the company money on recruitment and training costs.

The findings of this project report suggest that there are a number of things that organizations
can do to improve employee engagement which include:
 Creating a positive work environment. This includes providing employees with a safe and
comfortable workplace, as well as opportunities for social interaction and collaboration.
 Providing clear and challenging work goals. Employees want to feel like their work is
meaningful and that they are making a contribution to the company.
 Offering opportunities for professional development and growth. Employees want to feel
like they are learning and growing in their careers.
 Recognizing and rewarding good work. Employees want to feel appreciated for their
contributions to the company.
 Building a strong sense of community and belonging. Employees want to feel like they
are part of a team and that they matter to the company.
 By investing in employee engagement, organizations can reap a number of benefits,
including increased productivity, innovation, and profitability.
In addition to the above, here are some other specific recommendations based on the findings of
this project report:
 Develop a formal employee engagement program. This program should include regular
employee surveys, focus groups, and other initiatives to gather feedback from employees
and identify areas where improvement is needed.
 Implement a performance management system that is fair and transparent. Employees
should know what is expected of them and how they will be evaluated.
 Provide employees with opportunities to participate in decision-making. This will help
employees feel more invested in the company and its success.
 Create a culture of feedback and recognition. Employees should feel comfortable giving
and receiving feedback, and they should be recognized for their contributions to the
company.
  Invest in employee wellness and well-being. This includes providing employees with
access to healthcare, paid time off, and other resources to help them maintain a healthy
work-life balance.
By implementing these recommendations, organizations can create a more engaged workforce
and reap the many benefits that come with it.
REFERENCES