Priyadarsini G

CHAPTER 1
1.1 INTRODUCTION:
A variety of outcomes relating to the workplace are greatly influenced by employee

experience. Any organisation's employee journey has a number of turning points that
negatively impact work-related result. Focusing on the Employee Experience should start
from the pre-hiring stage, that is from the stage where potential candidates can know about
the organisation. Organisations should not make use of EX interchangeably with Employee
Engagement,which is incorrect Engagement is a short term cosmetic changes to the
organisation.(Uchil,2022).Engagement comes when an employee has a Positive Experience.
Engagement MAGIC -Meaning , Autonomy , Growth , Impact and Connection. Employee
Expere is beyond MAGIC, it is about creating how MAGIC can happen in organisation.(
Maylett, T., 2107). Job satisfaction and Organisational commitment depends on the EX the
organisation builds for their employee, which increases the bottom line of the business .EX
depends on the organisational design to which the needs and demands of the employees are
recognised and delivered.EX is more than just lip service; it calls for a radical shift away from
the conventional top-down strategy.This change enables a business to prioritise its employees
by learning how they see their journey, responding to their views, and implementing
interventions that are specifically targeted to their needs.A crucial and recent concept in
organisational psychology literature is employee experience. The customer experience
management construct caused the concept of employee experience to become well-known in
2007. Researchers looked at internal marketing strategies that focused on staff members'
perspectives on generating customer satisfaction (Harris, 2007). Platforms for the employee
experience are essential for employee engagement, empowerment, and retention.According to
the Gallup survey 2018, EX is a journey an employee has had while working for your
company. Employee satisfaction affects judgments on whether to go back to a previous
employment, promote a company to prospective applicants, and improve employer branding
and talent attraction.
IMPORTANCE OF EX:
An increase in employee engagement: Employees that are more engaged are more likely to
be innovative, devoted, and productive.
Increased productivity: A favourable EX can result in a 17% boost in worker output.
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(SHRM, 2022)
Reduced turnover: Workers with a high EX are more likely to stick around, which can save
companies a lot of money on hiring and training expenses.
Enhanced customer satisfaction: Staff members that have a high EX are more likely to
deliver first-rate client care.
Stronger employer brand: A strong EX can help recruit and keep top people while giving
businesses an advantage in the labour market.
In addition to these advantages, EX is crucial for employees' general wellbeing. when
workers
EMPLOYEE ENGAGEMENT:
Employee engagement, also known as staff engagement, is a workplace strategy that

establishes the ideal conditions for all employees of a corporation, supporting them in
providing their all every day by making them remain devoted to their company's beliefs and
aims. They have a strong sense of belonging to the company and are motivated and engaged
to help it succeed.
Categories of Engagement: Employee engagement is divided into three categories by the US-
based consulting company Gallup.
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Actively Engaged employees: They flourish while working in team environments with
colleagues and contribute new viewpoints and creativity to problem-solving. These motivated
employees are more inclined to collaborate more, exchange knowledge, and even become
your top brand ambassadors. These team members take the initiative on initiatives and
frequently go above and beyond what their managers ask of them. These employees are
pleased with the organisation's development and are optimistic about its future.
Not-Engaged employees: The bulk of employees fall in the middle of the involvement
spectrum. They work hard and perform their tasks, although they are more objective about the
company.Since their employment may only be a means of support, they need encouragement
to get more involved and put forth any additional effort above what is required of them. They
might not be pleased with the choices made in business.
Actively Disengaged employees: Employees who are actively disengaging from the team
can have a big impact on how the group functions. These employees typically perform below
expectations and have negative sentiments toward the company. They most likely won't
invest time in team-building activities or professional-development opportunities that could
progress their careers at the company. Additionally, if these employees are upfront about their
complaints and tactics, there is a potential that disengagement may spread throughout the
company.
Engagement is not a celebration, an incentive scheme, or a fun benefit.
While being engaged at work is rewarding, it is not a team-building exercise. It is
continuously formed by a person's relationships and working environment. Engagement is
prioritised over performance in Gallup's paradigm since it is the cornerstone of sustained
greatness. Even a highly skilled but disengaged employee may outperform their peers, but
unless they feel encouraged at work, they can never really attain their full potential.It should
come as no surprise that managers are crucial to employee engagement.In actuality, the
manager is responsible for 70% of the variance in employee engagement.
With the proper training, managers may facilitate the interactions, compliments, and
feedback that boost employee engagement, which in turn results in a positive working
environment (.https://www.gallup.com/workplace/243578/employee-experience-engagement-
difference.aspx)
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ORGANISATIONAL COMMITMENT:
Organisational commitment‖ can be defined in a variety of ways. Porter L. W (1965)
described OC as ―one of which is an employee's desire to put up significant effort for the
institution's benefit, as well as a desire to stay in it and accept its core goals and values.‖
Organisational commitment is essential because it enables workers to stick with the company
for a long time and accomplish a variety of organisational goals.
1.2 NEED AND SIGNIFICANCE:

This study is necessary to gain a better understanding of the EX that is influencing EE, and
OC in the Indian IT sector and HR management in businesses from all relevant angles and
viewpoints. By improving EX, EE, and OC, IT companies can create a more positive and
productive work environment for their employees, which will ultimately lead to better
outcomes for the companies and the industry as a whole. Hence knowledge about which
aspect of EX gives commitment and engagement required to gain perspective of the present
and future implications of the same on employees about ensuring success. Additionally
research into the IT industry is required to understand how Indian IT sector personnel view
their jobs and how this impacts OC and EE
1.3 STATEMENT OF RESEARCH PROBLEM:

The Indian IT sector is facing a pressing challenge of creating an optimal employee
experience (EX) that aligns with the evolving needs and expectations of its workforce.
Traditional approaches to HR and workplace management may no longer suffice, as the
sector faces unique challenges such as rapid evolution, intense competition for talent, and
ever-increasing layoffs, flat-lying, and quiet quitting.
The cultural, physical, and technical settings of the IT workplace have a significant impact on
OC and EE. For example, long working hours, a lack of work-life balance, and a culture of
overwork can lead to employee burnout and disengagement. Additionally, the rapidly
changing nature of the IT industry can make it difficult for employees to keep up with the
latest skills and technologies, which can lead to feelings of inadequacy and frustration and
make it less likely that they will feel committed to their organisation.
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As a result of these challenges, many IT employees in India are feeling disengaged and
unfulfilled. This is having a negative impact on their productivity, creativity, and overall well-
being. It is also leading to high turnover rates and making it difficult for companies to attract
and retain top talent.
1.4 INDUSTRY PROFILE:
IT Sector:
This industry covers a wide range of tasks, including managing intricate networks, creating
cutting-edge software applications, and assuring data security. The essential characteristics,
developments, and contributions of the IT sector to the modern world are outlined in this
industrial profile.With a large number of large TNCs/MNCs and a wave of start-ups as part of
the Indian IT sector, India has recently emerged as one of the major information technology
(IT) capitals in the world. By 2025, this industry will directly employ 2.5 - 3.00 million
people, according to NASSCOM. As a result, it might be said that India's information
technology (IT) sector has expanded dramatically over the past ten years and now has a
significant global presence. The obstacles that must be overcome in this new industry's
handling of human resources are unique. Employee engagement is one of the hardest
difficulties to tackle for many international businesses and practitioners
Key Components of the IT Sector
Development of hardware elements like CPUs, memory chips, and storage devices is at the
core of the information technology industry. Software development promotes innovation by
enabling the databases, operating systems, and apps that run our digital lives.
Networking and Connectivity:The networks that connect the world are created and
maintained by IT experts. They guarantee smooth data transfer between local area networks
(LANs) to global internet access, promoting communication and information sharing.
Cybersecurity: Cybersecurity is a crucial component of the IT industry because of the rising
threat of cyberattacks. To keep malicious actors out of sensitive data and infrastructure,
professionals in this industry put in endless effort.
Cloud Computing: Businesses managing their IT infrastructure have been completely
transformed by cloud services. Expandable resources from top providers like AWS, Azure,
and Google Cloud eliminate the need for expensive on-premises infrastructure..
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Data Management and Analytics: Industries are changing as a result of big data and
analytics. IT experts use data to unearth insightful information and drive data-informed
decision-making.
Artificial Intelligence and Machine Learning: Our interactions with technology are altering
as a result of AI and ML. The algorithms and models that IT professionals create fuel a
variety of applications, from virtual assistants to driverless vehicles.
Trends Shaping the IT Sector
Remote Work Revolution: Remote work acceptance was accelerated by the COVID-19
epidemic. Due to this development, there is now more need for the infrastructure, tools, and
programs that facilitate remote collaboration and productivity.
Cybersecurity Challenges: The information technology industry must constantly innovate to
keep ahead of more complex cyber attacks. AI and other cutting-edge technologies are being
employed to improve security measures..
AI and Automation: Industries are changing due to automation, which is reducing manual
labour and increasing efficiency. The creation and application of these technologies are
heavily reliant on the IT industry..
Edge Computing: Edge computing is becoming more and more popular because it moves
processing power closer to data sources. For applications like autonomous vehicles and the
Internet of Things, it provides real-time computing and lowers latency.
Sustainability and Green IT: The IT industry is being pushed into more sustainable
practices by environmental concerns. Data centres that use less energy and environmentally
friendly IT equipment are becoming more and more important.
Contributions to the Global Economy
Economic growth is significantly fueled by the IT industry. It increases efficiency across

many industries, stimulates innovation, and creates job possibilities. It makes it possible for
companies to do business internationally, makes e-commerce easier, and supports vital
industries like healthcare, finance, and education.
Additionally, the IT industry supports inclusion by crossing geographic divides and giving
people all around the world access to knowledge and opportunity. Technology's
democratisation enables small businesses and entrepreneurs to compete globally, spurring
innovation and economic growth.
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Conclusion:
The information technology sector is an enabler of development and change, not merely an
industry. The information technology industry continues to have an impact on our daily lives
by powering the newest smartphones, safeguarding online transactions, and facilitating
scientific advancements. Its capacity to change with time and offer cutting-edge solutions
guarantees its lasting significance in the digital era.
As the IT industry develops further, it will continue to lead technological improvements,
spurring economic growth, enhancing productivity, and improving people's lives all around
the world. It has made incalculable contributions to civilization, and the future promises even
bigger accomplishments on a worldwide scale.
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1.5 CHAPTERIZATION
Chapter 1
The first chapter deals with Introduction, need and scope of study, statement of problem,
industry and company profile.
Chapter 2
The second chapter gives a theoretical and research review of the research and contains an
elaborate literature survey of the subject under study.
Chapter 3
The third chapter deals with significance of the study, objectives of the study, hypothesis of
the study, definition of variables, research design, sampling methods, methods of data
collection, tools of data collection, reliability and validity and limitations of the study.
Chapter 4
The fourth chapter contains a data analysis of the research findings and their corresponding
interpretations.
Chapter 5
The fifth chapter summarises the findings, draws conclusions and also indicates the scope
for further research in the area of study.
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CHAPTER 2
2.1 LITERATURE REVIEW:

A thorough overview of the areas of analysis that have been researched is given by the
literature review, which also highlights uncharted territory. In light of this, an effort was made
to conduct management research, with a focus on examining the relationship between
employee experience, engagement and organisational commitment
2.2 THEORETICAL AND CONCEPTUAL REVIEW
The context of the research field is examined in this chapter by the researcher. On the other
hand, it aids in understanding the selection of research areas as well as its scope, aims, works,
research models, analysis, results, and proposals. The impact of employee experience on
engagement and commitment is examined in this review of the literature.
2.2.1 EMPLOYEE EXPERIENCE
Less academic literature and discussions are offered in this field, since studies from various
research advisory companies developed the concept of employee experience relating with
different HR-related outcomes. This section clarifies how various consulting and advisory
firms conceptualise the phrase "employee experience."
EX is a journey an employee has had within your company. Employee satisfaction affects
judgments on whether to go back to a previous employment, promote a company to
prospective applicants, and improve employer branding and talent attraction. The employee
life cycle had been broken down into seven stages by Gallup. The seven stages of an
employee life cycle include recruitment, embarkance, connection, production, growth, and
retirement. In these seven stages of an employee's life cycle, interaction with supervisors and
coworkers is referred to as the employee experience. Employee performance and employer
branding are impacted.
Traditional human resources methods are different from the employee experience approach.
Cohorts of workers from several generations coexist in the workplace, each bringing their
unique perspectives on the interactions and turning moments in their professional careers.
emerging methods of thinking and approaches to human resources are required by the
emerging organisational landscape. For a brief term, employees concentrate on perks,
benefits, and pay; in the long run, they seek out enriching experiences produced during the
employment
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According to Morgan, the cultural, physical, and technical surroundings all have an impact on
employee experience. He offered 17 characteristics that affect employees in generating
employee experience taking into account the three components proposed, based on the in-
depth qualitative interview with practitioners and chief Human resources officers. And to
increase organisational performance, productivity, and competitive advantage, every
organisation should concentrate on this. Employee experience is the view that employees
have as a result of their interactions with the social, physical, and technological aspects that
surround them. Therefore, every firm should make this a top priority. Achieving employee
experience is a top goal. The 17 characteristics that make up the three employee experience
settings suggested by Morgan (2017) are listed in Table 2.1.
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COOL physical spaces ACE technology CELEBRATED culture
Bringing in relatives and guests Availability and reach to The company is
all On positive view
Flexibility and independence Consumer-grade

Everyone’s valuable feel
technology
Employee needs vs
Values the company A genuine sense of mission
business requirements
Leverage multi workplace Employees belonging sense

options
Belief on strong diversity and

inclusion
Employees referrals.
Ability to learn new things

and resources to do so to
progress
Employees fair treatment
Executives and managers

As mentors
Dedicated to Wellbeing
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2.2.2 EMPLOYEE ENGAGEMENT
Employee engagement is a method used by organisations to ensure that workers are
committed to the goals and values of the company. They are motivated to concentrate on their
own development while also making a contribution to the success of the firm.
A motivated employee is willing to go above and beyond to further the goals of the company
out of a sense of loyalty, trust, and pride. This would contribute to a decrease in absenteeism,
fewer conflicts, increased innovation, decreased attrition, and increased production.
The number of drivers commonly referred to as factors increases total involvement.

According to research, devoted workers perform better. If everyone agrees that engagement is
one step up from commitment, then an organisation has to be aware of what motivates people
to be engaged. Various academics have occasionally identified factors that influence
employee performance and productivity at work and lead to engagement.
Hewitt (2004) identified three factors that influence employee engagement, namely Say, Stay,
and Strive, whereas the IES study from 2005 produced the IES Diagnostic tool that identifies
the factors that influence engagement.
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2.2.3 ORGANISATIONAL COMMITMENT:
Meyer and Allen's (1991) "Three-Component Model of Organisational Commitment"
Three elements that Meyer and Allen outlined and which are now commonly accepted as
defining organisational commitment are:
Affective commitment is an emotional bond with a company and its objectives.
Costs allegedly connected with leaving the company, such as loss of perks or seniority, are
known as the "continuance commitment."
Normative Commitment: A feeling of moral or ethical duty to remain.
● Affective commitment: The degree to which an individual want to stay employed by a
company is known as affective commitment.An employee will want to remain
involved in your organization if they demonstrate a genuine devotion to their work.
Their accountability also suggests that they have a connection to the objectives
established by the company. They are able to see that their roles suit the culture of the
company. Devoted workers serve as brand ambassadors for your business. This is a
result of workers wanting to offer as much as they can and feeling appreciated. Any
organization can benefit greatly from having this kind of dedication.
● Continued commitment: The term "continuation commitment" describes an
employee's compulsive desire to work for a certain organization. Numerous things
could influence this, such as compensation, the availability of alternative work
alternatives, or self-assurance in one's abilities. Employees stay at a company since
they don't have any other viable options.
● Normative commitment: Normative commitment refers to an employee's sense of
obligation to remain with your company. Some workers anticipate that their departure
will have a negative impact on the company. They think their presence would have a
detrimental impact on the organization. For instance, some workers frequently
experience remorse when they quit your company.
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Fig 2.3 Meyer & Allen Framework on Organisational commitment
Source: Li, KS & Wong, Anthony & Tong, Canon. (2013).
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2.2 RESEARCH REVIEW:
The literature review provides a comprehensive summary of the areas of analysis that have
been studied and points forth new directions. Given this, an effort was made to research the
subject of management, looking closely at the connection between organizational
commitment, employee experience, and employee engagement.
2.2.1 Lee, Minkyung & Kim, Bo-Young. (2023) This study intends to evaluate the effects of
employee experience on job satisfaction, psychological well-being, and organizational
commitment among corporate employees with a focus on three factors: physical,
technological, and cultural experiences. Given the growing significance of mental health
management for workers, the study investigates the relationship between mental
toughness and employee experience.The results of the investigation show that cultural
and physical experiences have a substantial impact on organizational commitment, but
technology experience does not. The study also demonstrates that psychological well-
being and job satisfaction have a positive effect on organizational commitment by
functioning as mediators.It also shows how the degree to which an employee's
experience influences organizational commitment depends on their mental toughness.
The findings suggest that by improving job satisfaction and psychological
2.2.2 Joshi, Arun & Sekar, Srinivasan & Das, Saini. (2023) The goal of this study was to
identify the key variables that influenced workers' experiences throughout the epidemic
and evaluate how relevant and impactful they were.Key factors that have been identified
in determining the experience of employees during the pandemic are work from home
(better flexibility and infrastructure support), moral support (counselling support, social
support for COVID-19 affected employees, etc.), and employee safety (sanitization,
social distance, hygiene practices, medical support, etc.). The sentiment and importance
analyses reveal that employees held pessimistic views and thought that growth and pay
were the most important EX elements.The research looked on the main drivers of the
pandemic-related
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employee experience, assess the attitudes and weights placed on the key factors influencing it,
and investigate the primary drivers of employee experience (quality of work, tangible
rewards, quality of work, future growth, work-life balance, work environment, work values,
enabling environment, and future opportunities) in the context of the pandemic by examining
online employee reviews.
2.2.3 Mohanty, Vandana & Kulkarni, Mangesh. (2023) By authors emphasised in

creating a positive engagement from positive employee experience, engagement is a
issue based looks on short term based whereas EX is the relationship between
employee and organisation, which are the touchpoints over the period in
organisation.There is a direct relationship between customer experience and EX.After
COVID-19 people are telling about psychological well being.When the psychological
needs and expectations are met they are motivated and inspired, will have a positive EX.
Designing by empathising with employees throughout their journey. Leveraging
technology is important in this world of change.
2.2.4 Pratama, E. N., Suwarni, E., & Handayani, M. A. (2022) This study aims to assess
and examine the relationship between organizational commitment and turnover intention
among PT Febri Dharma Mandiri employees, using person organization fit as a
moderating variable. This study is descriptive in character and employs a quantitative
methodology. This study employed a questionnaire to collect data from up to 123
individuals. Once the anomaly data is eliminated, 109 data points can be processed. The
data analysis used both moderated regression analysis (MRA) and multiple linear
regression analysis. The results of the multiple linear regression analysis show that the
desire to leave the company is significantly and partially impacted negatively by
organizational commitment and work satisfaction. Using the moderating variable of
person organization fit.
2.2.5 Uchil, Rashmi, (2022) The role of EE in moderating the relationship between the
EX and OC has gotten very little consideration. The lack of research on employee
engagement as a mediator between employee experience and organisational commitment
is the result of this.
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Thus, the current study contributed to a better knowledge of the many elements of employee
experience and helped to increase employee engagement, which in turn increased
organisational commitment.
2.2.6 Dr. K. K. Ramachandran, Dr. M. Deepa, and Ms. Vallabi (2022) According
to their study, organisational culture creates the ideal setting for workers to become
dedicated to their jobs. The study investigates whether and to what extent company
culture is linked to employee engagement. With the world at their fingertips thanks to
technology, people cannow work remotely from places like tourist attractions while still
attending important businessmeetings. The workplace has undergone significant change
as a result of technology, which has also had an impact on culture and employee
engagement. The organisational culture, which acts as a glue to ensure that people work
and contribute as a team even when there are diverse types of people working there,
holds everyone together.
2.2.7 Panneerselvam, Sivapragasam & Balaraman, Kavitha. (2022) By learning what

employees anticipate in the post-COVID never-again era, purpose-driven organizations
are better able to meet talent needs and preferences, including where and how they want
to work as well as what they need to be productive. As a result, the article provided an
overview of the elements of an employee experience (EX) that facilitate, accelerate, and
align with company objectives. Results of the research are EX is influenced by a variety
of factors, including work, workplace culture, enabling technologies, flexible HR
policies and procedures, and—most importantly—inclusive leadership. Positive EX
determines employee engagement and has the potential to set off a "positivity spiral" in
the culture.To leverage human resources for innovation, creativity, and long-term
success, EX has replaced EVP.
2.2.8 Mohanty et al (2022)This study explains about the change of considering about
employees as customers considering customers as king, attracting and retaining
customers.Now organisations are evolved in building new roles and department for
EX.The
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aim of the study was to identify the variables that increases EX in the organisation.They have
built a universally applicable concept 4 pillars of EX.Perception of empowerment,
inspiration,enablement and involvement.These pillars will satisfy your needs and which
makes employees feel the organisation is creating human centred approach and want to work
in the workplace.The 4 pillars was designed with 10 variables of each and contains 40
variables of which the perception of empowerment enablement and involvement enhances the
EX.
2.2.9 Maria Carmen and Jose Luis (2021) Regarding Well-Being and Employee
Engagement During COVID-19: A proposal for the 5Cs Model states that the COVID-19
pandemic has affected the labor economy in a way never seen before. Employees have
suffered because of the psychological strain and uncertainty brought on by the current,
shifting work environment. This study also aims to identify the key drivers of employee
engagement that, in the current context, can lead to employee wellbeing, taking into
account the predictive relationship between employee engagement and wellbeing. This is
because of the unprecedented situation that is affecting workers in all industries
worldwide. An engagement-strengthening theoretical model for the COVID-19 era is
offered through a literature review. Negotiation, cultivation, assurance, compensation,
and communication are the key elements.
2.2.10 Yalcin, S., Akan, D., & Yildirim, I. (2021) The quantitative research method
was used in this study, which attempts to look into academicians' organisational
commitment and psychological health. The relational screening paradigm was used in the
research's design. 132 academic staff members from the Erzincan Binali Yldrm
University in Eastern Anatolia, Turkey, were included in the study's sample during the
2018–19 academic year. The organisational commitment and psychological well-being
scales were used to collect the research data. The SPSS package application was used to
examine the research's data. The following methods were used to analyse the data:
frequency, t-test, one-way (ANOVA) analysis, correlation, and regression analysis. The
study's findings showed that academicians' levels of psychological well-being was high
and Organisational commitment was moderate level. The idea of organisational
commitment seeks to integrate people into the organisation while minimising the reasons
why they might decide to quit. Today's world's heightened competitive environment
demands firms to take some precautions to safeguard their assets.
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The organisation's human resources continuity has emerged as a key concern among these
preparations.
2.2.11 Kibum Kwona and Taesung Kimb (2020) their objectives were to: Determine and
reexamine the driving hypotheses that support research on employee engagement;
provide a comprehensive conceptual framework based on factor theories with empirical
support; According to an integrated examination of 34 empirical studies, workers believe
that their involvement is best served by striking a balance between relatively high
expectations and abundant resources. These complex relationships foster creative
behavior, and motivated staff members are more likely to turn to original problem-
solving strategies as a coping mechanism.Taken together, these findings point to the need
for an integrated conceptual framework that improves upon the original JD-R model,
better describing the factors influencing worker engagement and creative behavior.
2.2.12 Itam, Urmila & Ghosh, Nitu. (2020) in this study, the only way to create a
framework for EX, through design thinking, feeling, observing, involving and generating
the ideas or the solutions with them make the achievement of employee experience at a
higher rate. Considering diverse employees and designing is important, creating a
workspace role will have a strong and differentiated employee experience brand.
Building a emotional bond between employee and employer could be build through
empowerment, trust ,respect conducive climate and culture will have true experience of
engagement and everlastingloyalty
2.2.13 Zel, Serap & Kongar, Elif. (2020) Due to increasing digitalization and remote
work, the workforce has seen tremendous transformation in recent years. As a result,
employeesnow have different expectations and are seeking applications that are simple to
use and well- designed so they can feel more involved at work and make their duties
easier. Consequently, this is the ideal time to redesign the employee experience. For
the digital transformation ofthe user experience, technology is a crucial facilitator. These
technological advancements strive to simplify consumer lives in a setting that is
becoming more complex. Additionally, employees anticipate increasingly individualised
and consumer-like experiences at
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work.These AI-based solutions have the potential to revolutionise the work experience
through digital transformation.rk that reflect the traits of a digital client.incorporating
technology into key employee touchpoints and creating an extensive employee life cycle from
"hiring to learning" with the appropriate digital tools.AI solutions aid firms in enhancing the
digital employee experience. However, the compatibility of such AI-based tools with
organisational culture, the appropriate design of AI tools, and the efficiency of data
management operations are crucial for their successful adoption. Organisations should take
into account and handle additional employee concerns such as data privacy and other ethical
issues if they want to successfully use AI technologies.
2.2.14 Alrowwad, Alaaldin & Almajali, Dmaithan & Masa'deh, Ra'Ed & Obeidat,
Bader & Aqqad, Noor. (2019). This research aims to investigate the ways in which
organizational commitment, encompassing affective, continuance, and normative
commitment, can enhance the efficacy of an organization. A self-administered survey
consisting of 37 items was employed to collect data from 266 employees in Jordan.
Multiple regression analysis revealed that while emotional commitment had no
discernible impact on organizational effectiveness, continuity and normative
commitments had a significant positive impact. Additionally, the results demonstrated
that the impact of organizational commitment on effectiveness is not gender-dependent.
The findings of the ANOVA test also demonstrated that there is no appreciable variation
in the impact of organizational commitment on performance between age, experience,
and academic standing. The results have a wide range of managerial ramifications for
universities.Decision-makers need to understand the obligations of the company.
2.2.15 Jalaja.V & Sanjeev padashetty (2018) The results of this study show that leadership,
internal policies, and organizational climate all have a big impact on how engaged
employees are at work. The employee experience has a big impact on employee
engagement. Human resource managers may help employees feel engaged at work in a
number of ways. A positive employee experience will influence worker participation.
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2.2.16 Khandelwal, S., Sharma, D., & Rajagopal, N. K (2018) Emotional intelligence
and workplace spirituality both have a substantial impact on improving employee
welfare. However, no studies have looked into how these elements affect employee
experience. The goal of the current study is to close the existing research gap. Workplace
spirituality refers to how employees view and experience their jobs, as well as how they
grow a sense of community and unity there while being closely aligned with the culture
that prevails there.Discovered that spirituality in the workplace has a favourable impact
on employment attitudes, including job commitment and satisfaction.The study
demonstrates that improving spirituality has a greater direct impact on employee
experience than improving emotional intelligence.The faculty is more engaged and
dedicated as a result of the rise in employee experience. Additionally, this fosters a more
trusting, satisfying, and productive work atmosphere and accelerates performance.
2.2.17 Radosavljevic, Zivota & Cilerdzic, Vesna & Dragic, Milan. (2017)
The purpose of the study was to assess the level of organizational commitment in the Novi
Sad region and explore whether there were any differences in levels of organizational
commitment for various examinee categories. 237 respondents who worked for businesses
located in Novi Sad made up the study's examinees. Gender, years of employment,
educational attainment, employment history in one or more organizations, and assessment of
the degree of one's own potentials are now considered to be independent variables. Went
through in accordance with a series of questions by Meyer and Allen in 1991. The findings
indicate that organizational commitment is below average (AS=2.88), with continuous
commitment being the most intense (AS=3.23) and normative organizational commitment
being the least intense (AS=2.41).Different levels of continuous commitment have been
demonstrated to be significantly influenced by work in one or more organizations. Only
the evaluation of the level of the examinees' own potential usefulness is statistically
substantially correlated with the level of affective commitment.
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2.2.18 Anton Vorina, Miro Simonič, and Maria Vlasova (2017).According to their
study, engaged workers who feel enthusiastic about their work are a major competitive
advantage in today's workplace. For the purposes of this study, a sample of 594
respondents who work in Slovenia's public and private sectors was used. The
investigation's primary objective is to ascertain whether job happiness is influenced by
employee involvement. A written survey was carried out between 4 January and 14
March 2016. The findings demonstrate that there is no statistically significant difference
between employee engagement and gender or between job satisfaction.
2.2.19 Siva Subramanian and Rupa (2017), described how employee engagement in
IT firms leads to lower staff churn and increased productivity and profit. The practice
used in theorganisation to engage employees is also investigated by the study. It gauges
staff dedication, attitude toward work, and top-level management's backing in the IT
sector. According to the study's findings, giving people the freedom to choose their
occupations, manage their time, and accomplish their objectives may increase employee
engagement. The study suggests that managers inside firms involve workers more in
goal-setting and develop methods of acknowledging employee contributions that would
help define what constitutes employee engagement in order to increase commitment
levels.
2.2.20 Soni, K., Chawla, R., & Sengar, R. (2017) Essentially everything that a specific
employee experiences at work is included in his or her experience. Everything that
affects an employee's experience with an organisation, from the canteen to the workspace
offered to superiors, subordinates, and job designs, to the overall work environment, is
positive.Given that rewards and recognition are a component of job happiness, we can
infer that changes in job satisfaction are caused by changes in the workplace.A
company's working environment has an impact on employees' ability to advance their
careers.A poor working
24
environment would make it more difficult for the business to offer its employees rewarding
careers. According to the tests, employee experience was responsible for 46.5% of changes in
the professional advancement route variable. It is becoming more and more crucial for
businesses to make sure that their brilliant employees stay with the company. For this reason,
making sure that employees have a positive work experience and keeping them content and
happy.
25
CHAPTER 3
3. RESEARCH METHODOLOGY:
A problem can be solved systematically using research techniques. It is the science of

learning how to conduct research. Essentially, the methods used by researchers describing,
interpreting, and forecasting phenomena are referred to as research methodology. It can also
be described as the study of knowledge acquisition techniques. Its purpose is to provide a
research work plan.
3.1 OBJECTIVES:
PRIMARY OBJECTIVES:
● To understand how organisational commitment (OC) among workers in the IT sector
is improved by employee experience (EX)
SECONDARY OBJECTIVES:
● Understanding the differing perspectives between Gen Y and Gen Z's experiences in
the IT sector
● To understand the relationship between EE and EX
● To understand the relationship between EE and OC
● To determine if Organisational Commitment and Employee Experience are mediated
by Employee Engagement.
3.2 HYPOTHESIS OF THE STUDY:

Based on the above objectives, the following hypothesis was formulated.
H0: There is no differing perspectives between Two generations Gen Y and Gen Z
H1: There is differing perspectives between Two generations Gen Y and Gen Z
H0: There is no significant relationship between Employee Experience and Employee

Engagement
H1: There is significant relationship between Employee Experience and Employee
Engagement
H0: There is no relationship between Employee Experience and Organisational Commitment
27
H1: There is relationship between Employee Experience and Organisational Commitment
H0: Employee Engagement does not mediates the relationship between Employee Experience
and Organisational Commitment
H1: Employee Engagement mediates the relationship between Employee Experience and
Organisational Commitment
3.3 DEFINITION OF VARIABLES DEPENDENT VARIABLES

Independent variables:
Independent factors affect the value of dependent variables. There are several dependent
variables in this study, but only one is used for further analysis,
Dependent variables:
In a scientific experiment, an independent variable is altered or manipulated to examine its
impact on the dependent variable. The independent variable in this study is Organisational
Commitment. Organisational commitment is essential because it enables workers to stick with
the company for a long time and accomplish a variety of organisational objectives. Because
employee experience is a developing concept, we have included literature from related fields
like cultural, physical, and technical settings. Academic literature favouring EX over OC is
less prevalent.
Mediating variables: In this study is Employee Engagement. The research intends to find out
the effect of employee engagement.Little attention has been paid to the significance of
employee engagement in moderating the relationship between organisational commitment
and employee experience. The lack of research on employee engagement as a mediator
between employee experience and organisational commitment is a result of this research.
28
3.4 RESEARCH DESIGN
The investigation is based on a descriptive research design. The who, what, when, where, and how
questions related to a particular research problem can be addressed with the help
of descriptive research designs; but, a descriptive study cannot conclusively ascertain why.
Descriptive research is used to find out more about the existing state of the phenomena and to
characterize "what exists" in terms of variables or conditions in a situation. Since the researcher
was the one who drafted the final questionnaire that IT sector employees received.
3.5 SAMPLING METHOD
The study was carried out using non-probability convenience sampling. Convenience
sampling is a non-probability selection technique that chooses respondents based on
proximity to the researcher and ease of access. Furthermore, there is no need to create a
simple random sample because the only need for this type of sampling method is if the
participants consent to participate.
3.6 POPULATION SIZE

The complete group of cases that a study is interested in is referred to as a population. It is the
entire collection of people or things that share a certain set of traits.
3.7 SAMPLING SIZE

Sample size is a measurement of the total number of observations or individual samples
utilised in a survey or investigation. The study's sample size is 115 people.
3.8 METHODS OF DATA COLLECTION
Data collection refers to the process of gathering and analyzing information on variables
of interest in a defined and methodical way in order to evaluate findings, test hypotheses, and
address specific research questions. Although methods vary based on the industry, it is always
crucial to ensure genuine and accurate collecting. A researcher can utilize data,
which is an assortment of information, to manually address an issue. It's been said that
without data, research cannot be considered complete. Information or facts are referred
to as data. descriptive data that isn't numerical
29
Primary Data
The original, unprocessed information is known as primary data. Primary data is a sort of information
that is obtained by surveys, observations, or experiments from first-hand sources. A survey using a
questionnaire will be used to collect the main data for this investigation. The questionnaire is distributed to
the workers in the IT sector. They answered, and those answers are collected and examined. Google Forms
is used to disseminate the survey.
Secondary Data
Organizational sources, including books, journals, and organizational literature, provided the
secondary data for the study. The study's secondary data was acquired from a variety of
internal and external sources, including as websites, organizational charts, corporate histories,
and company journals. Numerous book and literary genres are examples of external sources..
3.9 TOOL FOR STATISTICAL ANALYSIS

Data Analysis is done using SPSS -IBM TOOL software.
Percentage Analysis : Logical Evaluation One of the most fundamental and well-known
statistical techniques for data analysis is the percentage technique. The information is transformed
into a standard format with a base of 100, making percentage analysis and relative comparison
more straightforward. The data interpretation in this research study makes use of the percentage
analysis. The technique used
Percentage of the respondents = Number of respondents /Total number of respondents*100
Simple Linear Regression :

Regression analysis is a set of statistical operations used to calculate the correlations between
one or more independent variables and a dependent variable. The most common kind of
regression analysis, called linear regression, finds the line that most closely fits the data
according to a particular mathematical condition.
30
Independent Sample T-Test:
To determine how responders from Gen Y and Gen Z differ from one another, a T-test is
performed using the mean score. The importance of differences between the variables is also
shown by the T-test. to ascertain whether the grouping variable significantly differs from the
dependent variable with regard to a particular factor or variable.
Correlation: In statistics, correlation or dependency refers to any statistical relationship

whether causal or not—between two random variables or bivariate data. In statistics, "correlation"
usually refers to the degree of linear relationship between two variables, though it can represent
any form of association in a broad sense.
Partial correlation: Partial correlation evaluates the strength of the association between two
random variables when a set of controlling random factors are included. Using the
correlation coefficient between the two variables of interest will yield misleading results if
there is another confounding variable that is quantitatively related to both of the variables of
interest. This erroneous information can be prevented by taking the confounding variable into
account and calculating the partial correlation coefficient.
3.10 TOOLS FOR DATA COLLECTION

Since the study focuses on the connection between work happiness, employee engagement,
and retention. A Standardised Questionnaire was employed by the researcher. The
aforementioned scale was included with each comment.
31
3.11RELIABILITY TEST
Cronbach's Alpha is widely used to assess the reliability of a set comprising two or more
construct indicators. Item reliability is represented by higher integers; values range from 0 to 1.0.
Cronbach's Alpha is used in this study to assess the scale's internal consistency. Use the Cronbach's alpha
test to assess the dependability of surveys that include many Likert scale questions.
For all 31 instances, the reliability value is
Reliability Test
Cronbach’s Alpha Number of Items
0.959 31
32
CHAPTER 4
Table No. 4.1.1 Age variations in the respondents
Age No of respondents Percentage (%)
21-24 61 53
24-40 43 37.4
40 & Above 11 9.6
Total 115 100
Chart No. 4.1.1 Age variations in the respondents
21-24
25-40
40 & Above
Inference:
The sample comprised of age groups of Gen Y and Gen Z ranging from 21-24 and 25-40
respectively, from the table it is inferred that where 53% of respondents are Gen Z and of
respondents of 37.4% are Gen Y
34
Table No. 4.1.2 Gender variations in the respondents
Gender No of respondents Percentage (%)
Male 47 40.9
Female 68 59.1
Total 115 100
Chart No. 4.1.2 Gender variations in the respondents
21-24
25-40
Inference:
The sample comprised of Gender groups of both Male and Female working in IT sector
where 40.9% of respondents are Male and 50.1% of the respondents are Female
35
Table No. 4.1.3 Friendly environment
Particulars No of Respondents Percentage %
Strongly Disagree 8 7
Disagree 6 5.2
Neutral 34 29.6
Agree 50 43.5
Strongly Agree 17 14.8
Total 115 100
Chart No. 4.1.3 Friendly environment
Inference:
From the table it can be inferred that 14.8% of the respondents have strongly agreed that the
organisation’s friendly environment is a second family. And 43.5% of the respondents agreed
and 29.6% of the respondents were neutral.
36
Table No. 4.1.4 Mentoring leadership
Strongly Disagree 3 2.6
Disagree 6 5.2
Neutral 28 24.3
Agree 58 50.4
Total 115 100
Chart No. 4.1.4 Mentoring leadership
Inference:
From the table it is referred that the respondents of 115 sample count about 17.4% have
strongly agreed on the organisational leadership style of facilitating and mentoring and 50.4%
have agreed, where 24.3% are being neutral
37
Table No. 4.1.5 Management style
Disagree 5 4.3
Neutral 37 32..2
Agree 55 47.8
Total 115 100
Chart No. 4.1.5 Management style
Inference: From the table it is seen that the respondents of percentage of only 12.2 % have
strongly agreed on the management style of individuality characterise the invention flexibility
and risk taking where 47.8 % agreed and 32.2% of the majority respondents kept neutral
38
Table No. 4.1.6 Goal achievement through innovation
Disagree 3 2.6
Neutral 25 21.7
Agree 59 51.3
Total 115 100
Chart No. 4.1.6 Goal achievement through innovation
Inference From the table above from the respondents majority of 51.3% have agreed on the
commitment to innovation and progress and 21.7% have agreed while 21.7% are being
neutral
39
Table No. 4.1.7 Transparent operations
Disagree 5 4.3
Neutral 29 25.2
Agree 54 47
Total 115 100
Chart No. 4.1.7 Transparent operations
Inference: From the table above of organisations emphasising on transparency, Stability,

efficiency control and seamless operations where only 19.1% have strongly agreed and
whereas 47% of the majority agreed.
40
Table No. 4.1.8 Definition of Success
No of Respondents Percentage %
Particulars
Disagree 3 2.6
Neutral 15 13
Agree 60 52.2
Total 115 100
Chart No. 4.1.8 Definition of Success
Inference: It can inferred from the table that nearly 52.2% of the respondents have agreed to
the definition of success factors and 28.7% have strongly agreed and where 13% where
respondents neither agree nor disagree
41
Table No. 4.1.9 Suitability and sufficiency of work
Disagree 7 6.1
Neutral 23 20
Agree 61 53
Total 115 100
Chart No. 4.1.9 Suitability and sufficiency of work
Inference:
From the above table it is inferred that 53% have agreed to workspace is sufficient and stable
for them to do their work and 17.4 % have strongly agreed whereas 20% are being neutral
from the respondents
42
Table No. 4.1.10 Cleanliness in environment
Disagree 3 2.6
Neutral 18 15.7
Agree 49 42.6
Total 115 100
Chart No. 4.1.10 Cleanliness in environment
Inference:
From the table above it is seen that 42.6% have agreed to the cleanliness of the office
environment and whereas 15,.7% of the respondents are being neutral towards the cleanliness
and 33.9% of the respondents strongly agreed
43
Table No. 4.1.11 Infrastructure and facilities
Disagree 4 3.5
Neutral 18 15.7
Agree 49 42.6
Total 115 100
Chart No. 4.1.11 Infrastructure and facilities
Inference:
From the above it is inferred that 34.8% Strongly agreed from the respondents and 15.7% are
being neutral for the facilities of the organisation
44
Table No. 4.1.12 Storage space.
Disagree 5 4.3
Neutral 27 23.5
Agree 48 41.7
Strongly Agree 31 27
Total 115 100
Chart No. 4.1.12 Storage space
Inference:
The inference from the of explaining about the Storage space for personal items majority of
the respondents that is 41.7% and neutral of 23.5% and 27% are being strongly agreed
45
Table No. 4.1.13 Technological convenience
Disagree 8 7
Neutral 25 21.7
Agree 55 47.8
Total 115 100
Chart No. 4.1.13 Technological convenience
Inference:
From the table above the new technology implemented in the organisation is very convenient
where 47.8% of the respondents have agreed and 21.7% have strongly agreed
46
Table No. 4.1.14 Tools and Technology in the organisation
Disagree 5 4.3
Neutral 31 27
Agree 47 40.9
Total 115 100
Chart No. 4.1.14 Tools and Technology in the organisation
Inference:
From the above table 40.9% agreed to the company rules well to the technology and tools and
25.2% have agreed and 27% neither agreed nor disagreed
47
Table No. 4.1.15 Technological competition
Particulars
Disagree 3 2.6
Neutral 25 21.7
Agree 57 49.6
Total 115 100
Chart No. 4.1.15 Technological competition
Inference:
From the above table it is inferred that 49.6% have agreed and 20.9% have strongly agreed
and 21.7% of the respondents being neutral for the company dealing with technological
problems against their competitors
48
Table No. 4.1.16 Bursting at work.
Disagree 17 14.8
Neutral 38 33
Agree 38 33
Total 115 100
Chart No. 4.1.16 Bursting at work.
Inference:
From the table it is understood that 33% have agreed to the respondents equally 33% have
responded to the bursting feel at work and also least percent of 8.7 have strongly agreed to the
same
49
Table No. 4.1.17 Energise at work
Disagree 4 3.5
Neutral 28 24.3
Agree 59 51.3
Total 115 100
Chart No. 4.1.17 Energise at work
Inference:
From the table above it can be explained that the 51.3% and 24.3% have agreed about the
energetic and excitement on work
50
Table No. 4.1.18 Excitement at work
Disagree 6 5.2
Neutral 25 21.7
Agree 58 50.4
Total 115 100
Chart No. 4.1.18 Excitement at work
Inference:
From the above table it is inferred that about 50.4% of the respondents and 19.1 % have
strongly agreed to the excited about the work
51
Table No. 4.1.19 Motivation on job
Disagree 5 4.3
Neutral 27 23.5
Agree 56 48.7
Strongly Agree 23 20
Total 115 100
Chart No. 4.1.19 Motivation on job
Inference:
From the above table it is inferred that about 48.7% have agreed to the job motivation and
inspiration on them whereas it is explained 23.5% being neutral
52
Table No. 4.1.20 Thrilled at work
Disagree 5 4.3
Neutral 24 20.9
Agree 54 47
Total 115 100
Chart No. 4.1.20 Thrilled at work
Inference: From the table it is inferred that 47% agreed on which they get thrilled while they
wake up in morning and 22.6% of the respondents have are neutral
53
Table No. 4.1.21 Happiness towards work
Disagree 2 1.7
Neutral 23 20
Agree 65 56.5
Total 115 100
Chart No. 4.1.21 Happiness towards work
Inference
Above table it is understood that the 56.5% have agreed to the working hard makes them
happy and 19.1 % have been strongly agreed
54
Table No. 4.1.22 Accomplishment at work.
Disagree 2 1.7
Neutral 23 20
Agree 65 56.5
Total 115 100
Chart No. 4.1.22 Accomplishment at work.
Inference:
From the above table it is explained that 56.5% of the respondents have agreed to the pride
that they take for their 20% of neutral attitude
55
Table No. 4.1.23 Complete absorption at work.
Disagree 6 5.2
Neutral 32 27.8
Agree 57 49.6
Total 115 100
Chart No. 4.1.23 Complete absorption at work.
Inference:
It is inferred from the table above that 49.6% of them are absorbed in the work they do and
13.9% are strongly agreed, Whereas 27.8% of the respondents neither agree nor disagree
56
Table No. 4.1.24 Carried away by work
Disagree 5 4.3
Neutral 44 38.3
Agree 49 42.6
Total 115 100
Chart No. 4.1.24 Carried away by work
Inference:
From the table it is inferred that the 42.6 % of the respondents have agreed to that they are
carried away when they work and about 12.2% have concluded that they strongly agree and
38.3 % of the respondents feel neutral
57
Table No. 4.1.25 Staying in the organisation
Disagree 13 11.3
Neutral 33 28.7
Agree 38 33
Total 115 100
Chart No. 4.1.25 Staying in the organisation
Inference:
From the table inferred that the only 16.5% of the respondents have agreed to the feel of
happiness when they stay in the same organisation for their career whereas 28.7% have being
neutral and 33% have been agreed from the respondents
58
Table No. 4.1.26 Engrossment at work
Disagree 12 10.4
Neutral 38 33
Agree 43 37.4
Total 115 100
Chart No. 4.1.26 Engrossment at work
Inference:
From the table it is inferred that 37.4% have agreed that they have engrossed in their
company and 33% are feeling neutral about their company
59
Table No. 4.1.27 Sense of belonging.
Disagree 10 8.7
Neutral 38 33
Agree 47 40.9
Total 115 100
Chart No. 4.1.27 Sense of belonging.
Inference:
From the table it is inferred that it is 40.9% are agreeing to the sense of belonging towards
the organisation and 14.8% have agreed and it is also inferred that 33% are being neutral
60
Table No. 4.1.28 Difficult to leave the organisation
Disagree 20 17.4
Neutral 26 22.6
Agree 42 36.5
Total 115 100
Chart No. 4.1.28 Difficult to leave the organisation
Inference:
From the table it is inferred that the respondents 36.5% have agreed that they feel difficult to
leave the organisation right now in the time and 22.6% have being neutral for this to leave
61
Table No. 4.1.29 Leaving organisation would cause disruptions
Disagree 18 15.7
Neutral 34 29.6
Agree 41 35.7
Total 115 100
Chart No. 4.1.29 Leaving organisation would cause disruptions
Inference:
From the above table it is inferred that nearly 35.7% of the respondents feel that they have
decided to leave will create disruptions in their life and nearly 29.6% being neutral
62
Table No. 4.1.30 Staying is out of passion and necessity.
Disagree 12 10.4
Neutral 36 31.3
Agree 45 39.1
Total 115 100
Chart No. 4.1.30 Staying is out of passion and necessity.
Inference:
From the table it is inferred that the 39.1% of respondents have question of staying in the
organisation out of passion and necessity and 31.3% of respondents have being neutral
63
Table No. 4.1.31 Shifting organisation
Disagree 1 0.9
Neutral 29 25.2
Agree 51 44.3
Total 115 100
Chart No. 4.1.31 Shifting organisation
Inference:
From the table it is inferred that 44.3 %of the respondents have agreed to the opinion of
shifting the company to other is frequent , whereas 26.1 % have agreed strongly to this and
25.2% kept neutral attitude
64
Table No. 4.1.32 Loyalty to the group.
Disagree 3 2.6
Neutral 29 25.2
Agree 51 44.3
Total 115 100
Chart No. 4.1.32 Loyalty to the group.
Inference:
It is inferred from the table that 44.3 %of the respondents have agreed to the feel of loyalty in
the group and 24.3% have strongly agreed
65
Table No. 4.1.33 Working for same company
Particulars
Disagree 11 9.6
Neutral 28 24.3
Agree 51 44.3
Total 115 100
Chart No. 4.1.33 Working for same company
Inference:
From the table it is inferred that 44.3 % have strongly agreed to things were right when they
people stay in the same company throughout their career and 24.3 % being neutral
66
4.2 STATISTICAL ANALYSIS
INDEPENDENT SAMPLE T- TEST
To determine how responders from Gen Y and Gen Z differ from one another, a T-test is
performed using the mean score. T-test also highlights the importance of variations among the
variables. To ascertain if there is a substantial difference in the relationship between the
grouping variable and a certain component or variable.
Hypothesis 1:
H0: There is no differing perspectives between Two generations Gen Y and Gen Z
H1: There is differing perspectives between Two generations Gen Y and Gen Z
Table No. 4.2.1 Independent Sample T Test
Inference:
Groups - Gen Y age group 25-40
Gen Z age group 21-25
Independent sample T tests have been conducted to check for the generational differences on
the EX the employees have on their organisation. Two different age groups have been
targeted for this study Gen Y and Gen Z from the respondents. It is observed that the
significance value is 0.053 which is slightly greater than 0.05 hence the null hypothesis is
accepted .Hence concluding that there is no significantly difference in two generational
groups
67
CORRELATION TEST:
A statistical study known as a correlation test is used to quantify and explain the nature of a
link between two variables. Determine whether and how strongly the variables are related
using this information. A correlation coefficient, which runs from -1 to 1, is used to describe
the outcome of a test for correlation.
Hypothesis 2:
H0: There is no significant relationship between Employee Experience and Employee

Engagement
H1: There is significant relationship between Employee Experience and Employee
Engagement
Table No. 4.2.2 Correlation Test
Dependent variable : Employee Engagement (EE)

Independent variable : Employee Experience (EX)
Inference: To identify the relationship between Employee Engagement and Employee

Experience Bivariate correlation is conducted and also to establish the relationship between
the two variables. The Pearson coefficient value is 0.701 which indicates that there is a strong
positive relationship between Employee Engagement and Experience. Hence the null
Hypothesis is rejected and Alternative Hypothesis is accepted
68
LINEAR REGRESSION TEST:
Linear regression is a linear approach for modelling the relationship between a scalar
response and one or more explanatory variables. The case of one explanatory variable is
called simple linear regression. To find out the extent of influence of independent variable on
dependent variable and to predict the dependent variable given the independent variable.
Table No. 4.2.3 Linear Regression Test
Interpretations:
Considering the correlation coefficient which indicates the positive strong relationship
between two variables for further understanding of the relationship linear regression is
conducted. The P value is less than 0.01 which is less than the alpha value predetermined as
0.05, this indicates that there is strong relationship between Employee Engagement(EE) and
Experience(EX).
Continuing the further analysis the Adjusted R Square is calculated for identifying the
proportion of variance of dependent variable from the independent variable,Here the adjusted
R square value is 48.7% is variance in Employee Engagement explained by the Employee
Experience.
69
It can be explained that the linear regression equation of giving it Y=mx+c
Y(Employee Experience) =1.089 + 0.666 of Employee Engagement is derived from the table
where it is defined as for every one unit of the Employee Experience(EX) the model predicts
there will be an increase of 0.666 in Employee Engagement(EE)
70
Hypothesis 3:
H0: There is no relationship between Employee Experience and Organisational Commitment

H1: There is relationship between Employee Experience and Organisational Commitment
Table No. 4.2.4 Correlation Test
Dependent variable : Organisational Commitment

Independent variable : Employee Engagement
Interpretation: To find out the relationship between Employee Engagement (EE)and

Organisational Commitment (OC) Bivariate Correlation is conducted , the Pearson coefficient
is observed for determining the relationship the value of 0.721 establishes strong positive
relationship between the two variables.Hence the Null Hypothesis is Rejected and Alternative
Hypothesis is accepted
71
PARTIAL CORRELATION TEST:
A statistical method called partial correlation can be used to examine the relationship between
two variables while accounting for the impact of one or more other variables, also referred to
as covariates or control variables. After the effects of the other controlled variables have been
eliminated, it aids in determining the precise relationship between two variables.
Hypothesis 4:
H0: Employee Engagement does not mediates the relationship between Employee Experience
and Organisational Commitment
H1: Employee Engagement mediates the relationship between Employee Experience and
Organisational Commitment
Table No. 4.2.5 Partial Correlation Test
Dependent variable : Organisational Commitment

Independent variable : Employee Experience
Mediating variable: Employee Engagement
Interpretation: This test is conducted to analyse the relationship between Employee

Experience (EX) and Organisational commitment(OC) while Employee Engagement acts as a
mediating variable since the above analysis explains the relationships of strong positive
relationships. From the table it can be seen 0.323 that the relationship is poor between
Organisational commitment and Employee Experience while engagement acts as a mediator.
Hence Null Hypothesis is accepted
72
CHAPTER 5
5.1 SUMMARY OF FINDINGS:
● The sample comprised of age groups of Gen Y and Gen Z ranging from 21-24 and 25-
40 respectively, that where 53% of respondents are Gen Z and of respondents of
37.4% are Gen Y
● The sample comprised of Gender groups of both Male and Female working in IT
sector where 40.9% of respondents are Male and 50.1% of the respondents are Female
● Majorly 43.5% agreed that the organisation’s friendly environment is a second
family.
● Majority of the respondents 50.4% have agreed on the organisational leadership style
of facilitating and mentoring
● Among the respondents 47.8 % agreed on the management style of individuality
characterise the invention flexibility and risk taking
● Majority of 51.3% have agreed on the glue that ties the organisation together is the
commitment to innovation, goal achievement, and progress.
● Majority of 47% have agreed on the organisation emphasises the importance of
transparency, stability, efficiency, control, and seamless operations
● From the respondents of the sample size of 115 about 52.2% have agreed on the
Efficiency, human resource development, teamwork, employee commitment, and
concern for people are all factors in the organisation's definition of success.
● Majority of the respondents 53% have agreed to workspace is sufficient and stable for
them to do their work
● Majority of them nearly 42.6% have agreed to the cleanliness of the office
environment and whereas 15,.7% of the respondents are being neutral towards the
cleanliness
● Among the respondents of 34.8% Strongly agreed from the respondents for the
facilities of the organisation
● From the 41.7% and neutral of 23.5% and 27% are being strongly agreed for the
personal storage for their items
● Among the respondents 47.8% of the respondents have agreed and 21.7% have
strongly agreed for the technological convenience in the organisation.
74
● Majority of the respondents of 27% neither agree nor disagree and 25.2% have
agreed for tools and technology used in the organisation
● Majority of 49.6% have agreed for company dealing with technological problems
against their competitors
● From the respondents 33% have agreed to the respondents equally 33% have
responded to the bursting feel at work and also least percent of 8.7 have strongly
agreed to the same
● About half of the 51.3% and 24.3% have agreed about the energetic and excitement on
work
● Nearly 50.4% of the respondents and 19.1 % have strongly agreed to the excited about
the work
● Majority of 48.7% have agreed to the job motivation and inspiration on them
● Majority 47% agreed on which they get thrilled while they wake up in morning
● Majority 56.5% have agreed to the working hard makes them happy
● Nearly 56.5% of the respondents have agreed to the pride that they take for their work
● Maximum of 49.6% of them are absorbed in the work they do
● Majority of 42.6 % of the respondents have agreed to that they are carried away when
they work
● Nearly 16.5% of the respondents have agreed to the feel of happiness when they stay
in the same organisation for their career
● Maximum of 40.9% are agreeing to the sense of belonging towards the organisation
● Majorly 36.5% have agreed that they feel difficult to leave the organisation right now
in the time
● Majority of 35.7% of the respondents feel that they have decided to leave will create
disruptions in their life
● Majorly 39.1% of respondents have question of staying in the organisation out of
passion and necessity
● Among the respondents about 44.3 %of the respondents have agreed to the opinion of
shifting the company to other is frequent
● Majorly 44.3 % of the respondents have agreed to the feel of loyalty in the group
● Majority of 44.3 % have strongly agreed that things were right when they stay in the
same company throughout their career.
75
5.2 FINDINGS FROM STATISTICAL ANALYSIS
Collectively analysing the responses from the respondents using statistical methods, it was
found that,
Independent Sample T Test: The probability value of Independent Sample T-test is Slightly
greater than 0.05 which is level of significance. Hence, we accept the null hypothesis and
conclude that There is no significant difference between Generational groups of Gen Y and
Gen Z
Correlation Test : The Pearson Coefficient value is 0.7 Where it is found to be Strong
Positive relationship .Hence Null Hypothesis is rejected and Alternative Hypothesis is
accepted
The other Correlation Test was conducted to measure the relationship between Employee and
Organisational Commitment, Where the Pearson Coefficient is 0.7 which also indicates that
there is positive relationship.Hence Null Hypothesis is rejected and Alternative hypothesis is
accepted
Linear Regression Test: That the probability value of linear regression is less than 0.001
which is less than 0.05 level of significance. Hence, we reject the null hypothesis and
conclude that Employee Engagement has a positive relationship with Employee Experience
Partial Correlation Test: This test was conducted since Employee Engagement has Strong
relationship with Organisational Commitment and Employee Experience. To understand how
Engagement can be used to drive the mediator. The Pearson coefficient value is 0.2 which
indicates that there is poor relationship between Employee Experience and Organisational
Commitment.Hence Null Hypothesis is accepted
76
5.3 SUGGESTIONS:
● To improve the entire employee experience and subsequently increase organisational

commitment, implement focused employee engagement programs.
● Conduct periodic evaluations of generational groups to develop tactics that are
tailored to their unique requirements and preferences.
● To get a fuller picture of the dynamics at work, look at additional factors that can have
an impact on organisational commitment.
● Examine how company culture affects employee engagement and the effects this has
on employee satisfaction and organisational commitment.
● To improve employee experience and organisational commitment, create interventions
that will help the organisation as a whole perform better.
5.4 SCOPE FOR FUTURE STUDY:

● Look at the relationship between organisational culture and employee engagement, as
well as how those relationships affect employee satisfaction and organisational
commitment.
● Examine how alternative leadership philosophies affect organisational commitment,
employee experience, and engagement across different generational groups.
● Examine how the relationship between employee engagement and organisational
commitment is mediated by the role of job satisfaction.
● Examine how flexible and remote work affect corporate commitment and employee
engagement, particularly in light of changing workplace relationships.
● Examine how industry-specific elements may affect the relationship between
employee engagement, employee experience, and organisational commitment.
77
5.5 LIMITATIONS OF THE STUDY
1. Because the poll was conducted using convenience sampling, there is a chance that the
correct individual will not have responded.
2. During data collection, there is a potential that both the interviewer and the subject
will be biassed. Although every precaution is taken when gathering data, bias cannot
be completely removed.
3. While conducting the survey, there was a time limit, which made it difficult to
perform a thorough investigation.
4. The study might have missed important insights into the dynamics of employee
engagement, experience, and organisational commitment in the IT sector by not
including opinions from all relevant stakeholders.
78
5.6 CONCLUSION:
A sample of 115 respondents from the Indian IT sector provided the data for this study. These
respondents were chosen using a convenience sampling technique. Convenience sampling is
selecting participants who are easily reachable or readily available. Since respondents were
chosen in this instance based on their accessibility and desire to participate, the data
collecting procedure was quick and easy
This study used a variety of statistical tests to examine connections among generational
groupings (Gen Y and Gen Z), employee engagement, employee experience, and
organisational commitment in the context of the Indian IT industry. There was no significant
difference across generational groups, according to the Independent Sample T-test. However,
the correlation tests showed a large positive association between employee engagement and
organisational commitment as well as a strong positive relationship between generational
groups and employee experience. A favourable association between employee engagement
and employee experience was also highlighted by the linear regression test, demonstrating
that raising employee engagement has a positive impact on employee experience. When
employee engagement was the mediating factor, the partial correlation test revealed a poor
link between employee experience and organisational commitment.
These results demonstrate the value of emphasising employee engagement to improve

organisational commitment and employee experience in the Indian IT sector. To maximise
employee engagement and its effect on organisational dynamics in this sector, more research
and focused tactics might be investigated.
79
QUESTIONNAIRE:
It would be grateful if you would kindly spend a few minutes of your time filling up
this questionnaire.
The respondents' involvement is voluntary, and their information will be kept

confidential. Please take your time to read and respond to the questions. There are no
"correct" or "wrong" responses, and I'm interested in your sentiments and opinions. I
sincerely thank you for your valuable input.
Regards,
Priyadarsini. G,
2nd year M.A.HRM
MSSW, Chennai.
Personal details :
Email ID:
Age: 21-24 25-40 40& Above
Gender: Male Female Others
Keywords: SA-Strongly Agree; A-Agree; N-Neutral; DA-Disagree; SDA-Strongly Disagree
NO Questions SA A N DA SDA
1 The organization is a friendly environment. It's like

having a second family.
2 The organization's leadership is often thought to be mentoring,

facilitating, or fostering
3 Individual risk-taking, invention, flexibility, and

individuality characterize the organization's
management style.
4 The glue that ties the organization together is the

commitment to innovation, goal,
achievement, and progress.
5 The organization emphasizes the importance of
transparency, stability, efficiency, control, and seamless
operations.
6 Efficiency, human resource development, teamwork,

employee commitment, and concern for people are all
factors in the organization’s definition of success.
7 The amount of allocated workspace in the organization

is sufficient and suitable for me to do my work
8 Cleanliness is imperative in an office

environment
9 The lighting, furniture, and ventilation are good in the

organization
10 Storage space for personal items in the

organization is satisfactory.
11 My company seems comfortable implementing new

technology, which is very convenient.
12 My company relates well to the technology and tools

used by them are good.
13 I feel my company is as up-to-date on technology as its

competitors and knows how to deal with technological
problems.
14 I feel like I'm bursting at the seams at work.
15 I feel strong and energized at work.

16 I am excited about my work.
17 My job motivates and inspires me.
18 When I get up in the morning, I am thrilled to work.
19 When I am working hard, I am happy
20 I am proud of the job that I have accomplished.
21 I'm completely absorbed in my work.
22 When I'm working, I get carried away.
23 I'd be happy to stay with this company for the

remainder of my career.
24 I am engrossed in this company.
25 My organization gives me a tremendous sense of

belonging.
26 Even if I wanted to, it would be difficult to leave my

organization right now
27 If I decided to leave my organization right now, it would

cause far too much disruption in my life.
28 Staying with my company is currently a question
of necessity and passion.
29 People nowadays, in my opinion, shift from company

to company far too frequently.
30 I feel that a person must always be loyal to their

group.
31 Things were better back when people worked for the

same company for most of their careers.

Priyadarsini G

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CHAPTER 1

A variety of outcomes relating to the workplace are greatly influenced by employee

Employee engagement, also known as staff engagement, is a workplace strategy that

1.2 NEED AND SIGNIFICANCE:

1.3 STATEMENT OF RESEARCH PROBLEM:

1.4 INDUSTRY PROFILE:

Key Components of the IT Sector

Trends Shaping the IT Sector

Contributions to the Global Economy

Economic growth is significantly fueled by the IT industry. It increases efficiency across

2.1 LITERATURE REVIEW:

Flexibility and independence Consumer-grade

Leverage multi workplace Employees belonging sense

Belief on strong diversity and

Ability to learn new things

Employees fair treatment

Executives and managers

The number of drivers commonly referred to as factors increases total involvement.

2.2.3 Mohanty, Vandana & Kulkarni, Mangesh. (2023) By authors emphasised in

2.2.7 Panneerselvam, Sivapragasam & Balaraman, Kavitha. (2022) By learning what

A problem can be solved systematically using research techniques. It is the science of

3.2 HYPOTHESIS OF THE STUDY:

H0: There is no significant relationship between Employee Experience and Employee

H0: There is no relationship between Employee Experience and Organisational Commitment

3.3 DEFINITION OF VARIABLES DEPENDENT VARIABLES

3.6 POPULATION SIZE

3.7 SAMPLING SIZE

3.8 METHODS OF DATA COLLECTION

3.9 TOOL FOR STATISTICAL ANALYSIS

Percentage of the respondents = Number of respondents /Total number of respondents*100

Simple Linear Regression :

Correlation: In statistics, correlation or dependency refers to any statistical relationship

3.10 TOOLS FOR DATA COLLECTION

Cronbach’s Alpha Number of Items

Table No. 4.1.1 Age variations in the respondents

Age No of respondents Percentage (%)

40 & Above 11 9.6

Total 115 100

Chart No. 4.1.1 Age variations in the respondents

Gender No of respondents Percentage (%)

Total 115 100

Chart No. 4.1.2 Gender variations in the respondents

Particulars No of Respondents Percentage %

Strongly Agree 17 14.8

Total 115 100

Chart No. 4.1.3 Friendly environment

Particulars No of Respondents Percentage %

Strongly Disagree 3 2.6

Strongly Agree 20 17.4

Total 115 100

Chart No. 4.1.4 Mentoring leadership

Particulars No of Respondents Percentage %

Strongly Disagree 4 3.5

Strongly Agree 14 12.2

Total 115 100

Chart No. 4.1.5 Management style

Particulars No of Respondents Percentage %

Strongly Disagree 4 3.5

Strongly Agree 24 20.9

Total 115 100

Chart No. 4.1.6 Goal achievement through innovation

Particulars No of Respondents Percentage %

Strongly Disagree 5 4.3