A PROJECT REPORT ON Motivation Strategies and Employee Engagement activities at Khanna Paper Mills

Submitted to
LOVELY PROFESSIONAL UNIVERSITY In partial fulfillment of the requirements for the award of degree of MASTER OF BUSINESS ADMINISTRATION

Submitted by: Chetna Kumari Regd. No.21000058

Supervised By Dr.BhavanaAdhikari HOS

DEPARTMENT OF MANAGEMENT LOVELY PROFESSIONAL UNIVERSITY JALANDHAR NEW DELHI GT ROAD PHAGWARA PUNJAB 2010-2012

DECLARATION I hereby declare that the project work entitled MOTIVATION STRATEGY AND EMPLOYEE ENGAGEMENT ACTIVITIES AT KHANNA PAPER MILLS submitted to the LOVELY PROFESSIONAL UNIVERSITY, PHAGWARA, is a record of an original work done by me under the guidance of Dr. BHAVANA ADHIKARI, Head of School, School of Management, and this project work is submitted in the partial fulfilment of the requirements for the award of the degree of Master of Business Administration. The results embodied in this report have not been submitted to any other University or Institute for the award of any degree or diploma.

------------------------Signature of student Chetna Kumari Regd. No. 21000058 Place: Date:

TO WHOMSOEVER IT MAY CONCERN

This is to certify that the project report title MOTIVATION STRATEGY AND EMPLOYEE ENGAGEMENT ACTIVITIES AT KHANNA PAPER MILLS is bonafide work carried out by Chetna D/o Mr. Rajpal . The project has been accomplished under my guidance and supervision as a duly registered MBA student of Lovely Professional University, Phagwara. This project is being submitted by her in the fulfillment of the requirement of the award of the Master of Business Administration from Lovely Professional University.

This is her original work and is worthy of consideration for the award of the degree of Master of Business Administration.

_____________________ Signature DR. BHAVANA ADHIKARI (Name and Signature of Faculty Advisor) Date:

ACKNOWLEDEMENT The joy of ingenuity!!!! This is doubtlessly what this project is about. Before getting to brass track of things I would like to add a heartfelt word for the people who have helped me in bringing out the creativeness of this project. To commerce with things I would like to take this opportunity and humbly thank to Miss Damanpreet kaur, Project guide, Khanna Paper Mills, Amritsar, for being appreciative enough by giving me an opportunity to undertake this project in Khanna Paper Mills. Respected guide Mrs. Bhavana, Associate Dean, Lovely Faculty of Applied Arts and Business, Lovely Professional University, Phagwara for her guidance for the completion of the project. My parents need special mention here for their constant support and love in my life. I would like to thank the entire team of HR for their support and encouragement. Everything cant be mentioned but nothing is forgotten.

TABLE OF CONTENTS CHAPTER PARTICULARS PAGE NO.

1.

INTRODUCTION TO MOTIVATION OBJECTIVES OFTHE STUDY

1-7

2.

3.

REVIEW OF LITERATURE

9-12

4.

RESEARCH METHODOLOGY

13-14

5.

INTRODUCTION TO THE KHANNA PAPER MILLS

15-20

6.

INTRODUCTION TO THE PROJECT

21-29

7.

INTERPRETATION AND ANALYSIS

30-41

8.

SUGGESTIONS

42

9.

CONCLUSION

43

10.

LIMITATIONS OF THE STUDY

44

BILBLIOGRAPHY ANNEXURE

EXECUTIVE SUMMARY

The project is an attempt to study the motivational levels of employees after conducting EMPLOYEE ENGAGEMENT ACTIVITIES at Khanna Paper Mills. The study focuses on the level of motivation of employees during the execution of EMPLOYEE ENGAGEMENT ACTIVITIES also what benefits the employees drive out of such activities. Research was conducted through a semi structured interview and the response of employees is added in this report in the form of questionnaire. The target population was employees of Khanna Paper Mills. These employees are working in different departments at Khanna Paper Mills main headquarter at Amritsar. The response was sorted based on the below mentioned categories and their linkage to motivation: Favourite EEA Frequency of EEA Participation Execution Benefits CSR Ranking and suggestions

HR department at Khanna Paper Mills is very consistent to know about the reaction of employees towards the employee engagement activities. Because it is not possible for the company itself to actually know about the employees behaviour about the companys activities. So this is the main reason that company handover me this project, to know about employees attitude towards EEAs. Mainly EEAs are conduct to increase the employees engagement towards the organisation and to increase their loyalty so that employees can be retain in the organisation for a long time period. 80% of the employees participate in the employee engagement activ ities this shows their interest in the activities and the eager to derive benefit out of such activities.

Mainly employees enjoy the activities because of its advantages as is helps them to remove boredom, provides relaxation and fun.

As the response of

the employees is collected through the way of semi -

structured interview and the company is at the boom phase and there is heavy workload at the employees. It is not possible for the company and me to take interview of each and every employee. For overcome this problem, I kept the sample size small and select employee from each possible department so that response from every department can be drawn.

There are some norms in the corporate world that we have to follow one of that is maintaining secrecy of companys policies. This is also one of the shortcomings that some important information cannot be included in the project.

The main benefits that the employees drive from such activities are: Helps in boosting morale. Increase in level of motivation. Provides relaxation from work. Decrease the stress level.

Employees also suggest some points for improvement in the EEAs that can help in achieving more employee engagement. More activities for increasing coordination. More workstation activities. Attracting winter feast activities. Corporate meeting for reducing cost of production.

The finding of the project shows that employees have positive attitude for the EEAs held at KPMs. The activities help a lot in increasing the value of

manpower. And Khanna Paper Mills is still working in this area for increasing the engagement of employees towards the company.

Chapter-1

INTRODUCTION TO THE MOTIVATION

Motivation: Motivation is the driving force by which humans achieve their goals. Motivation is said to be intrinsic or extrinsic. According to various theories, motivation may be rooted in a basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as humanity, selfishness, morality, or avoiding mortality. Motivation may be internal or external. According to various theories, motivation may be rooted in the basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, hobby, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism ,morality, or avoiding mortality. Motivation is a six phased process beginning from the inner state or need deficiency and ending with need fulfilment. The motivation level is explained below:

(1) Need Deficiency (2) Search & Choice of Strategy (3) Goal directed Behaviour (4) Evaluation of performance (5) Reward or Punishment (6) Re-evaluation of needs

Motivation concepts: Intrinsic and extrinsic motivation Intrinsic motivation: Intrinsic motivation refers to motivation that is driven by an interest or enjoyment in the task itself, and exists within the individual rather than relying on any external pressure. Intrinsic motivation has been studied

by social and educational psychologists since the early 1970s. Research has found that it is usually associated with high educational achievement and enjoyment by students. Extrinsic motivation: Extrinsic motivation comes from outside of the individual. Common extrinsic motivations are rewards like money and grades, coercion and threat of punishment. Competition is in general extrinsic because it encourages the performer to win and beat others, not to enjoy the intrinsic rewards of the activity. A crowd cheering on the individual and trophies are also extrinsic incentives. Self-determination theory proposes that extrinsic motivation can be internalised by the individual if the task fits with their values and beliefs and therefore helps to fulfill their basic psychological needs.

Self control: The self-control of motivation is increasingly understood as a subset of emotional intelligence; a person may be highly intelligent according to a more conservative definition (as measured by many intelligence tests), yet unmotivated to dedicate this intelligence to certain tasks. Victor Vroom's "expectancy theory" provides an account of when people will decide whether to exert self control to pursue a particular goal. Drives and desires can be described as a deficiency or need that activates behaviour that is aimed at a goal or an incentive. These are thought to originate within the individual and may not require external stimuli to encourage the behaviour. Basic drives could be sparked by deficiencies such as hunger, which motivates a person to seek food; whereas more subtle drives might be the desire for praise and approval, which motivates a person to behave in a manner pleasing to others.

By contrast, the role of extrinsic rewards and stimuli can be seen in the example of training animals by giving them treats when they perform a trick correctly. The treat motivates the animals to perform the trick consistently, even later when the treat is removed from the process.

Business and motivation: At lower levels of Maslow's hierarchy of needs, such as physiological needs, money is a motivator , however it tends to have a motivating effect on staff that lasts only for a short period (in accordance with Herzberg's two-factor model of motivation). At higher levels of the hierarchy, praise, respect, recognition, empowerment and a sense of belonging are far more powerful motivators than money, as both Abraham Maslow's theory of motivation and Douglas McGregor's theory X and theory Y (pertaining to the theory of leadership) demonstrate. Maslow has money at the lowest level of the hierarchy and shows other needs are better motivators to staff. McGregor places money in his Theory X category and feels it is a poor motivator. Praise and recognition are placed in the Theory Y category and are considered stronger motivators than money.

Motivated employees always look for better ways to do a job. Motivated employees are more quality oriented. Motivated workers are more productive.

Reward and recognition

Rewards and recognition are considered powerful tools which are used by an organization to motivate its employees. Rewards and recognition are remuneration based systems which includes bonus, perks, allowances and certificates.

Types of Remuneration Methods: Often people are under the impression that companies only offer remuneration based systems and not recognize the employees' performance. This is not the case. In an organization, you will find following systems in place to boost motivation in addition to the regular compensation.

Remuneration pay Nonfinancial benefits Share options

Methods of Rewards: Following are the common methods of rewards that can be found in modern business organizations. Although not all these reward methods are used by the same company, the companies can adopt the best reward methods that suit the company culture and other company goals. As an example, some companies do like to give all the benefits to the employees as financials, while other companies like giving the employees the other benefits such as insurance, better working environment, etc.

Basic Pay: Pay is an essential factor which is closely related to job satisfaction and motivation. Although pay may not be a reward as this is a static amount which an employee will be paid every month, it will be considered as a reward if similar work is paid less.

Additional Hour's Rewards This is similar to that of overtime. However, it is paid to employees if they put in an extra hour of work for working at unsocial hours or for working long hours on top of overtime hours.

Commission : Many organizations pay commission to sales staff based on the sales that they have generated. The commission is based on the number of successful sales and the total business revenue that they have made. This is a popular method of incentive.

Bonuses Bonuses will be paid to employees who meet their targets and objectives. This is aimed at employees to improve their performance and to work harder.

Performance Related Pay: This is typically paid to employees who have met or exceeded their targets and objectives. This method of reward can be measured at either team or department level.

Profits Related Pay: Profits related pay is associated with if an organization is incurring a profit situation. If the organization is getting more than the expected profits, then employees receive an addition amount of money that has been defined as a variable component of the salary.

Payment by Results: This is very similar to that of profit related pay. This reward is based on the number of sales and total revenue generated by the organization.

Piece Rate Reward: Piece rate reward is directly related to output. The employees get paid on the number of .'pieces'' that they have produced. These pieces will be closely inspected to make sure that quality standards are being met.

Recognition: Employees will not always be motivated by monetary value alone. They do require recognition to be motivated and to perform well in their work.

Job Enrichment: This is a common type of recognition that is aimed at employees to get motivated. Job enrichment allows more challenging tasks to be included in the day-to.day tasks performed by the employee. Working the same way everyday may prove to be monotonous to the employees. Therefore there will be a lack of interest and the performance drops.

Job Rotation: Unlike job enrichment, job rotation refers to shifting employees between different functions. This will give them more experience and a sense of achievement.

Teamwork: Teamwork is also considered as recognition. Creating teamwork between team members will improve performance at work. Social relationships at work are essential for any organization.

Healthy social relationships are considered as recognition to the employees. This improves their morale and performance.

Empowerment: Empowerment refers to when employees are given authority to make certain decisions. This decision making authority is restricted only to the day to day tasks. By giving employees authority and power can lead to wrong decisions to be made which will cost the company. Empowerment will not relate to day to day functioning authority. This will make employees more responsible, vigilant and increase their performance.

Training: Many organizations place a greater emphasis on training. This is considered as recognition for employees. Training could vary from on the job training to personal development training. Training workshops such as train the trainer or how to become a manager will give employees a chance to switch job roles and this will increase their motivation levels.

Awards: This again is an important type of recognition that is given to employees who perform better. Organizations have introduced award systems such as best performer of the month etc, and all these will lead employees to perform better.

Chapter -2

OBJECTIVES OF THE STUDY

Objectives:

To know about employee behaviour towards employee engagement activities. To analyse the reasons for poor participation of some employees. To find out ways for improving the execution of the EEAs. To know about awareness of employee towards CSR activities.

To look up what benefits employees drive out of such activities. To find out the suggestion and recommendations of the employees.

Chapter -3

LITERATURE REVIEW

Nikos L.D. Chatzisarantis (2011) examined that the motivation of young people in internet gaming use the dualistic model of passion helps in increasing engagement towards the goals. Path analysis was used to examine the relationships between the two types of passion: obsessive and harmonious passion, behavioral regulations, and flow. The results of the path analysis showed that external, introjected, and identified regulations positively predicted obsessive passion, while harmonious passion was predicted by identified and intrinsic regulations. Flow in digital gaming was predicted directly by harmonious passion, as well as indirectly through intrinsic regulation. This study supports the proposed dualistic model of passion in explaining young peoples motivation in internet gaming.

Maria Bannert (2010) in the same view addressed the drawback in current research on computer-supported collaborative learning (CSCL), she investigated the influence of motivation on learning activities and knowledge acquisition during CSCL. It was hypothesized that in both phases current motivation influences both learning activities and knowledge acquisition in a positive way. She results that only goal orientations were associated with knowledge acquisition respectively observed learning activities during the collaborative phase. Expectancy and value components of current motivation related neither to observed learning activities nor to knowledge acquisition during collaborative learning but were in part associated with learning activities and knowledge acquisition during individual learning. The discussion addresses several possible explanations for these unexpected results.

Martin S. Hagger (2011) states that peer-created motivational climate greatly influences youth athletes motivation and other adaptive outcomes. The purpose of this study was to test a motivational model of persistence in sport that incorporates perceived peer motivational climate from achievement goal theory and basic psychological needs and intrinsic motivation from self-determination theory. A structural equation model demonstrated that youth athletes task-involving peer motivational climate indirectly influenced their intrinsic motivation and persistence in sport via their perceived need satisfaction of autonomy, competence, and relatedness. Task-oriented peer motivational climate was the only significant distal predictor of intrinsic motivation and sport

persistence among the athletes. The findings underline the importance of peer-created motivational climate on youth sport persistence.

Anne E. Cox (2011) states that the there is associations of social relationships with teachers and peers to SPA in physical education and to test the mediating role of motivation regulations in the relationship between social physique anxiety and behavior. General feelings of acceptance and belonging among ones peers may help buffer against feelings of SPA in physical education. In addition, SPA demonstrates different relationships with individual motivation regulations and behavior in this setting. However, the lack of support for the mediating roles of individual motivation regulations suggests a more complex relationship among SPA, motivation and behavior and requires further testing.

Athanasios Mouratidis (2011) states that to investigate the sequence of relations between dimensions of perfectionism, autonomous and controlled motivation, and coping or exerted effort during training is required . In both studies, structural equation modeling revealed that personal standards were positively related to both autonomous and controlled motivation and that concern over mistakes were uniquely related to controlled motivation. In turn, autonomous motivation, as compared to controlled motivation, was linked with better coping and more effort. Athletes with high personal standards are more likely to report effective coping or to put more effort if they become autonomously motivated. In contrast, athletes with concerns over mistakes are more likely to exhibit controlled motivation and, in turn, to report poorer coping skills or to put less effort compared to autonomous motivated athletes.

Matthijs Baas (2012) Accepts that human creativity is a function of affective states, including moods and emotions and individual experiences, and of motivational states, including whether the individual seeks promotion and approach, or prevention and avoidance. And present a Dual Pathway to Creativity Model that distinguishes between a flexibility and a persistence pathway to creative production. The chapter reviews contemporary research on moods and emotions, and on motivational strength and orientation, in order to highlight the conditions under which individuals become more flexible in contrast to more persistent and analytical in their thinking, and when and how

this flexible versus persistent thinking facilitates creative performance. In addition to implications for new research, practical implications for organizations are discussed.

Edmund Wascher (2011) states that biased competition approach to visuo-spatial attention proposes that the selection of competing information is effected by the saliency of the stimulus as well as by an intention-based bias of attention towards behavioural goals. Furthermore the N1pc, N2pc and N2 of the EEG varied with the strength of the conflict. Participants had to detect a luminance change in various conditions among others against an irrelevant orientation change. Half of the participants were motivated to maximize their performance by the announcement of a monetary reward for correct responses. Participants who were motivated had lower error rates than participants who were not motivated. The event-related lateralizations of the EEG showed no motivationrelated effect on the N1pc, which reflects the initial saliency driven orientation of attention towards the more salient stimulus.

K.V. Petrides (2010) states his views in favour of general mechanism for linking personality traits to affect, motivation, and action. It is hypothesized that personality traits confer a propensity to perceive convergences and divergences between our belief that we can attain certain goals and the importance that we place on these goals. Belief and importance are conceptualized as two coordinates, together defining the belimp plane. Four distinct quadrants can be identified within the belimp plane, broadly corresponding to the personality dimensions of trait emotional intelligence, conscientiousness, neuroticism, and introversion. Strategies and requirements for testing belimp theory are presented as are a number of important theoretical and practical advantages that it can potentially offer.

Marlone D. Henderson (2011) states the factors that best motivate individuals to work toward shared goals. We propose that when individuals do not identify highly with a group, their contributions will mimic others': An emphasis on things done will increase their contributions toward achieving a goal, because such emphasis suggests the goal is worth pursuing. Conversely, we propose that when individuals identify highly with a group, their contributions will compensate for others': An emphasis on things left undone will increase their own contributions, because missing contributions suggest insufficient

progress toward a goal they already consider worthwhile. Five studies lend support to these predictions by measuring contributions to goals centered on idea generation and helping victims of various global disasters

Chapter-4

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

Research methodology is a careful investigation or enquiry in systematic method and finding solution to a problem in research. It comprise of defining and redefining problem, formulating hypothesis or suggested solution, collecting and evaluating data making deductions and reaching conclusions and at least carefully and evaluating data making deductions and reaching conclusions and at least carefully testing the conclusions to determine whether they fit the formulating hypothesis.

Research problem A research problem refer to some difficult which experience in the context of theoretical or practical situation and wants to obtain solution for the same. In my project, my work was to have a peep into the satisfaction level of the employees towards the employee engagement activities at KPM.

Type of the research design Research design represents the blue print for the data collection. I have used the descriptive design through survey.

Research sample procedure: Sample procedure means how should the respondents are surveyed for the project for getting the adequate information. There are two types to collect the data: primary data and secondary data. Primary data is one that is collected fresh and for the first time and thus is original in character and secondary data, which is collected by someone else and passed through statistically process. In my research, I proceeded through primary data. Primary data can be collected through many methods like observation method, personal interview method and questionnaire.

I collected the data through personal interview method because of its advantage over other method. It was semi structured interview for obtaining information from the employees regarding the employee engagement activities. This information from employees is collected through semi structured interview.

RESEARCH SAMPLE UNIT: Sample unit means that who is to be surveyed. It refers to the area in which research is carried out. I had done the research on the employees working at the KHANNA PAPER MILLS.

RESEARCH SMAPLE SIZE: It refers to the number of respondents to be selected from universe to constitute sample. An optimum sample is one which fulfils the requirement of efficiency, reliability and flexibility. I selected 25 employees as a sample size for my project.

Chapter-5 INTRODUCTION TO THE KHANNA PAPER MILLS

Introduction to the company:

The Indian Paper Industry is among the top 15 global players today, with an output of more than 6 millions tones annually. Paper Industry in India is riding on a strong demand and on an expanding mood to meet the projected demand of 8 million tons by 2010 & 13 million tons by 2020.

Demand for paper as well as paper board has increased considerably since independence thus resulting in the set up of a few major paper mills across the country. One of the major players who dominate the paper industry in the Indian sector is Khanna Paper Mills Private Limited.

Khanna Paper Mills Private Limited, is an ISO 9001:2000 certified company, manufacturing quality paper and board by recycling of waste paper as the feedstock for domestic consumption for a little over 4 decades. Although paper is traditionally identified with reading and writing, communication has now been replaced by packaging as the single largest category of paper use at 41% of all paper used. Khanna Paper Mills is the largest paper mill production house of its kind and is among the top ten in paper production in India. Khanna today produces around 3, 30,000 MT of board and writing and printing paper. Khanna has also become the first paper mill in India to produce high quality writing and printing board from 100% deinked wood free recovered paper. Khanna Paper Mills distribution network of 100+ dealers has a reach not only over the length and breadth of India but across the globe with a focus on demand markets and exporting their products to the SAARC countries, Africa and the Middle East.

KHANNA PAPER MILLS VISION

To Be the global leader in the recycled industry. Create benchmarks for Value Creation and Corporate Citizenship. Set standards in using environmental friendly production methods & practices.

KHANNA PAPER MILLS MISSION

We envision to achieve our objective of becoming market leader, using cutting edge technology for the development of new and efficient products for long term sustainability, profit and growth by pursuing long term strong business strategies and leveraging our core strength of honesty, integrity and commitment to quality. We promote team work and build a knowledge bank by employing &retaining high calibre employees while providing our clients with unstinting quality and variety in our product range. We transact our business with efficiency, courtesy and complete transparency. We follow the norms of our environment policy and seek to do our duty to society by making our clients parts of our strong ecological beliefs.

Infrastructure

Khanna Paper Mills believes that the workspace plays a very major role in the productivity of an employee therefore the campus has a unique state-of- the- art infrastructure well equipped with the latest technology. The sprawling 100 acre Khanna Paper Mills campus houses:

Two plants that produce Board with a daily capacity of 400 tons A plant that produces Newsprint with a daily capacity of 400 Tons A plant that produces writing and printing paper with daily capacity of 400 Tons Two plants that produce pulp by recycling of waste paper with a daily production capacity of 350 Tons Going Greener Industrialized paper making has an effect on the environment both upstream (where raw materials are acquired and processed) and downstream (waste-disposal impacts). Recycling paper reduces this impact. Factually recycling 1 ton of newsprint saves about 1 ton of wood while recycling 1 ton of printing or copier paper saves slightly more than 2 tons of wood.

Khanna Paper Mills "GO GREEN" initiative is a major breakthrough in the paper producing industry and Khanna Paper Mills feels proud to have introduced this initiative. Using recycled waste paper as the feedstock, Khanna Paper has revolutionized the Paper industry, thus gaining a heads up as a environment friendly organization, which strongly believes and practices saving and retaining the earthly glory of our planet.

CSRCorporate Social Responsibility: At one level Corporate Social Responsibility, or CSR, sounds like a superfluous jargon. Different organisations have framed different definitions - although there is considerable common elements between them. To put it simple "CSR is about business giving back to society" CSR practise at Khannas is an evidence of commitment to its stakeholders and manage the economic, social and environmental impacts of their operations to maximize the benefits and minimise the downsides and produce cost effective and quality products.

Khanna Paper Mills recognizes the leadership role of socio economic development for long term sustainability. This core guiding principle drives the philosophy of job creation for the local community. As part of its Corporate Social Responsibility, Khanna Paper Mills has undertaken the following initiatives:

Education Khanna Paper Mills sponsors Siya foundation, an initiative to educate girls in the community who are economically deprived from education. Siya foundation has tied up with local schools for the education of young children. The foundation enrolls the students in these schools and bears the cost of fees, uniform, books and travel.

Health Care Services The health of the employees and community around Khanna Paper Mills is a top priority. We organizes free medical camps where specialized doctors are invited to conduct health checkups. Khanna Paper Mills also runs a Homeopathic clinic.

Spiritual Growth Khanna Paper Mill's philosophy of "healthy soul in a healthy body" drives it to hold religious get together and discourses in the campus where every employee is encouraged to participate.

USA Operations Khanna Papers presence in USA strategically enables it to procure high quality recycle fibre from around the world. They procure 4, 20,000 MT of waste paper annually through collaborative network of partners around the world for sourcing waste paper. The enduring relationships and contracts ensure cost and operational efficiency leading to long term sustainability.

FSCTM certified : Mark of responsible forestry Our products manufactured at Amritsar are FSCTM certified and made from 100% post consumer reclaimed material, which in fact is very environmental friendly product. FSCTM is an independent, non-governmental, not-for-profit organization established to promote the responsible management of the worlds forests. Its trademark provides international recognition to organizers who support the growth of responsible forest management worldwide and its product label allows consumers to recognize products that support the growth.

OVERVIEW: Khanna Paper Inc, USA is a procurement arm of Khanna Paper Mills, India. It purchases Recycled Fibre and Job Cut from markets around the world. Khanna Paper Mills, India annually produces 3, 30,000 MT of Paper and Board annually utilizing 4, 20,000 MT of Recycled Fibre. We target to annually procure 1, 00,000 MT of Waste Paper, 30,000 MT of Job Cut and 40000 MT of Pulp. We have established close relationships with suppliers, mills and have built a collaborative network of trading partners around the world.

Khanna Paper Inc, USA prime focus: Is trading Waste Paper, Job cut and pulp from North America to India. Khanna Paper Mills principles for fibre are simple: Create value by focusing on long-term relationships rather than market timing. Establish long-term contracts for fixed volume linked to a price index. Collaborate with paper mills to reduce structural costs, including: Freight Inventory Administration Financial and fixed costs. Khanna Paper Mills Ltd. is also into trading of finished Paper and have a cutting centre with capacity of cutting 75000 MT of Paper and Board per annum.

Chapter-6 INTRODUCTION TO THE PROJECT

Motivation is one of the key factors driving us towards achieving something. Without motivation, we will do nothing. Therefore, motivation is one of the key aspects when it comes to corporate management. In order to achieve the best business results, the organization needs to keep employees motivated. Motivation is a wider concept therefore for the deep study of my project, I will concentrate only on the topic employee engagement activities.

Employee engagement

Employee engagement is a positive attitude held by the employee towards the organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. Employee engagement, also called work engagement or worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their organization's interests. Thus engagement is distinctively different from satisfaction, motivation, culture, climate and opinion and very difficult to measure. Employee Engagement is the extent to which workforce commitment, both emotional and intellectual, exists relative to accomplishing the work, mission, and vision of the organization. Engagement can be seen as a heightened level of ownership where each employee wants to do whatever they can for the benefit of their internal and external customers, and for the success of the organization as a whole.

Employee engagement activities at Khanna Paper Mills

Khanna Paper Mills indulge in various types of Employee Engagement Activities. The main type of Employee Engagement Activities executed in the company are as follows : Workstation activities Summer Feast Diwali celebration Independence cup New year celebration Birthday celebration X-mas celebration FAQ activity Sports activities Lohri celebration

Increasing Employee Engagement:

An organizations productivity is measured not in terms of employee satisfaction but by employee engagement. Employees are said to be engaged when they show a positive attitude toward the organization and express a commitment to remain with the organization.

Organizations that believe in increasing employee engagement levels focus on:

Culture: It consists of a foundation of leadership, vision, values, effective communication, a strategic plan, and HR policies that are focused on the employee. Continuous Reinforcement of People-Focused Policies: Continuous reinforcement exists when senior management provides staff with budgets and resources to accomplish their work, and empowers them. Meaningful Metrics: They measure the factors that are essential to the organizations performance. Because so much of the organizations performance is dependent on people, such metrics will naturally drive the people-focus of the organization and lead to beneficial change. Organizational Performance: It ultimately leads to high levels of trust, pride, satisfaction, success, and believe it or not, fun.

Methods for Increasing employee engagement Provide variety: Tedious, repetitive tasks can cause burn out and boredom over time. If the job requires repetitive tasks, look for ways to introduce variety by rotating duties, areas of responsibility, delivery of service etc. Conduct periodic meetings: Meeting with employees to communicate good news, challenges and easy-to-understand company financial information. Managers and supervisors should be comfortable communicating with their staff, and able to give and receive constructive feedback. Indulge in employee deployment: If he feels he is not on the right job. Provide an open environment. Communicate: Openly and clearly communication about what's expected of employees at every level - your vision, priorities, success measures, etc. Know about employees: Get to know employees' interests, goals, stressors, etc. Show an interest in their well-being and do what it takes enable them to feel more fulfilled and better balanced in work and life. Celebration: Celebrate individual, team and organizational successes. Catch employees doing something right, and say "Thank you." Consistent: Be consistent in your support for engagement initiatives. If you start one and then drop it, your efforts may backfire. There's a strong connection between employees' commitment to an initiative and management's commitment to supporting it.

Attributes Of Employee Engagement

There are the 10 most important attributes which lead to better employee engagement. Let us know them in detail. Communicate: Project managers should clearly indicate their expectations from and about the employee. They should also provide feedback to the employees regarding their work and performance. Career: Management should provide meaningful work to the employees along with career growth opportunities. Confidence: Good managers should induce and boost confidence in an employee. Control: Managers should let the employees utilize the control which they have on their job and career. Clarity: Managers should have a clear vision of what job is to be done and how it is to be done. Also the managers should effectively communicate these visions and plans. Collaborate: Good coordination and relationships should me maintained within a team. Managers should motivate their employees to work in and as a team. He should also take steps to cultivate trust among the team members. Compliment: Give recognition to the employee for the job well done. Connect: Managers should make their employees feel valuable and important. Show that you care. Contribute: Give opportunities to employees to contribute in the management decision making process. Ask for suggestions, new ideas, and ways of improvement. Credibility: Managers should set examples for the employee by imbibing and teach others to practice ethical standards and practices. He should maintain companys reputation.

Key Drivers Of Employee Engagement: The key drivers of employee engagement are: Type of job: The job should be challenging enough to motivate the employee. The employee should be interested in his/her job. Relationship between employee and organizational performance:

The employee should know how he and his work are contributing to the organizations goals. Growth opportunities: The employee should have ample opportunities for his career development and growth. Brand name: The employee should feel proud of being associated with the organization. Co-workers : The nature and type of co workers also influences the employee engagement level. Skills enhancement: Employee should get ample on-the-job opportunities to develop their skill set. Relationship with the boss: Employee should value his relationship with his boss.

Handling Non-Engaged Employees Not all the employees are engaged in an organization. There are those who are not engaged and tend to concentrate on tasks other than the goals and outcomes they are expected to accomplish. Efforts are to be made to raise levels of engagement for those who fall in the not-engaged range. These non engaged employees want themselves to be spoon fed in terms of work targets and are rarely seen to take initiatives. They focus on accomplishing a task rather than achieving an outcome. Managers tend to believe giving targets to employees keeps them engaged. In real terms, manager who provides only a task to an employee reinforces notengaged behaviours and actually move away from engaging the heart, mind, and soul of that employee. Actively disengaged employees aren't just unhappy at work. They spread their discontentment to every other employee and undermine the work of others. They are not just indifferent to company goals and mission but also express their mistrust and animosity. Employees who are not engaged tend to feel their contributions are being overlooked, and their potential is not being tapped. They often feel this way because they don't have productive relationships with their managers or with their co-workers.

Too often people have to work with others who have become actively disengaged. The way to get people to become a part of an organization is through relationships. Employees who feel disconnected emotionally from their co-workers and supervisor do not feel committed to their work. They hang back and do the minimum because they believe their contribution hardly counts. These employees lower the bar for themselves by doing the least amount of work necessary. Managers should try to interact with these non engaged employees so as to identify the improvement areas. Providing consistent and positive feedback to the subordinates can help in boosting the morale of non engaged employees. By exhibiting a caring nature, manager can show his employees of what importance they are to him. Managers can also help employees refocus on the demands of their roles and on the skills, knowledge, and talents they bring to their jobs. The manager who takes the proper time to have a dialogue about an employee's strengths and how these can make a

difference

creates

essential

ties

that

lead

to

employee

commitment.

As employees increasingly work with each other to deliver commitments, the problems and tensions that are fostered by actively disengaged workers cause great damage to an organization's functioning. A good manager has to identify those who are disengaged and explore the reasons behind their discontentment to determine if coaching or other interventions are appropriate. In some cases, employees respond favourably to opportunities to reconnect and rekindle their interest and enthusiasm for their jobs. However there are some who thrive on the negativity and refuse to become part of any solution. If they repeatedly refuse opportunities to engage again, terminating their employment should be seriously considered in order to avoid further damage to staff morale and organizational progress.

Employee Scheduling Higher employee retention rates call for innovative methods of managing workforce. Employees are leaving their workplaces at a faster pace because of which managers have to take corrective action to make employees stick to their organizations. One of the reasons why employees leave is low levels of work engagement among them. Poor scheduling of work may result in employees who either are overloaded with work or dont have any work at all. For the purpose of engaging employees effectively, managers follow the workforce scheduling process.

Chapter-7 INTERPRETATION AND ANALYSIS

Q: What are the top 2 EEA which you relate to or find most interesting?

FAVOURITE EEA
90% 80% 70% 60% 50% 40% 30% 20% 85%

10%
0% summer feast 10% Diwali feastival 3% x- max 2% Independence Cup

Analysis and interpretation: This graph shows that out of 25 employees, 85% employees like summer feast, 10% like diwali feast, 3% like x- max and 2% like independence cup. The high percentage of liking summer feast shows that employees feel more enthusiastic about it. The reason behind why employees like summer feast is that it includes very enjoyable activities that provides more relaxation to the employees and helps in increasing motivational level of the employees.

Q: Reason for liking EEAs?

REASON
70% 60% 60% 50% 40% 30% 20% 10% 0% ENJOYMENT RELAXATION 8% REMOVES BOREDOM 8% FUN 24%

ANALYSIS AND INTERPRETATION:

This graph shows that out of 25% employees, 60% like EEAs activities because of the reason of enjoyment, 24% like it because of relaxation , 8% like it because it removes boredom and 8% like it because of fun. EEAs mainly held for the welfare and growth of the employees. It helps in increasing motivational level of the employees and at the same time it helps in providing enjoyment, relaxation from work, fun and also helps in removing boredom. The main purpose of EEAs is to increase the employees engagement towards the organisation.

Q: What is your actual participation in such EEAs?

ACTUAL PARTICIPATION
90%

80%
70% 60%

50%
40% 30%

20%
10% 0% Series 1 20 80% 5 20%

ANALYSIS AND INTERPRETATION: This graph shows that out of 25 employees, 20 employees participate 80%, and on the other hand 5 employees participate 20%. The high rate of participation shows that employees are very participative. It shows that the supervisors are very supportive and always encourage the team members to participate in the employee engagement activities. The poor participation of the some employees is because of workload and busy schedule.

Q: Are you satisfied with the frequency of EEA at KPM?

FREQUENCY of EEA
90% 80% 70% 60% 50% 40% 85%

30%
20% 10% 0% Column1 SATISFIED 85% 15% NON SATISFIED 15%

ANALYSIS AND INTERPRETATION: This graph shows that out of 25 employees, 85% employees are satisfied with the frequency of the EEAs whether 15% are not satisfied with the frequency of the EEAs. The reason for the non satisfaction of the employees is that they want EEA to be held more often. At present EEAs are held twice in a month but because of driving more benefits out of it employee want that Employee engagement activities to be held more frequent. It must be held four times in a month.

Q: Would you prefer EEA to be done more often or little less?

DURATION
70% 60% 50% 40% 30% 20% 10% 0% Series 1 ONCE IN A MONTH 28% TWICE IN A MONTH 64% 4 TIMES IN A MONTH 8%

ANALYSIS AND INTERPRETATION: This graph shows that out of 25 employees , 28% prefer EEAs to be done once in a month, 64% employees prefer it to be done twice in a month and 8% want it to be done 4 times in a month. Most of the employees want it to be done twice in a month . the main reason behind this that they have more workload and because of this Employee engagement activities cannot be done four times in a month. EEAs also cannot be done once in a month because it is very less and in this present scenario it is very essential to keep employees engaged towards the organisation. EEAs are done only twice in a month because it is appropriate level by which more engagement of the employees can be achieved.

Q: How would you rate the participation in EEA on scale of 1 to 10? 1-4 FAIR 5-7 GOOD 8-10 EXCELLENT

PARTICIPATION IN EEA
90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Series 1 EXCELLENT 80% GOOD 16% FAIR 4%

ANALYSIS AND INTERPRETATION: This graph shows that out of 25 employees, 80% employees rate excellent, 16% rate good and 4% rate fair. The rating system is based on the scale of 1-10. 80% employees rate the participation at employee engagement activities excellent. The main reason behind rating it excellent is that the employees are aware of activities conducted by the hr department and they are very enthusiastic about driving benefit out of such activities. Thats the main reason behind their

Q: Reason for poor participation.

REASON
70% 60% 50% 40% 30% 20% 10% 0% REASON WORKLOAD 64% SHYNESS 6% LACK OF INTEREST 10% NO IDEA 20%

ANALYSIS AND INTERPRETATION:

This graph shows that out of 25 employees, 64% employees gives poor participation because of workload, 6% gives poor participation because of shyness, 10% give poor participation because of lack of interest and 20% employees give poor participation because of lack of support from the side of supervisor. Khanna paper mills are at the boom stage and its making huge profit. High profit is not possible without the hard work and workload. Workload is the main reason why employees are not able to participate in the employee engagement activities. The other reason the non participation of the employees is their shyness and lack of interest.

Q: Do you think that EEAs at KPM are executed properly and efficiently?

EXECUTION
120% 100% 80% 60% 40% 20% 0% Column1

YES 100%

NO 0

ANALYSIS AND INTERPRETATION:

This graph shows that out of 25 employees, 100% employees think that EEAs are executed properly and efficiently. Each and every employee at the Khanna Paper Mills is satisfied with the execution of the Employee Engagement Activities. Here execution relates with the timing and duration of the EEAs. Mainly EEAs at KPMs are executed in the post lunch time on the day of Saturday. Saturday is the day when workload is less as compared with the other days of the week specially Monday. This is the reason behind the 100% satisfaction about the execution of the EEAs at KPMs.

Q: Do you feel driving any benefit out of EEAs?

BENEFITS
70% 60% 50% 40% 30% 20% 10% 0% MORALE BOOST Series 1 10% MOTIVATION 60% RELAXATION 15% DEC THE STRESS LEVEL 15%

ANALYSIS AND INTERPRETATION: This graph shows that out of 25 employees, 60% employees think that EEAs helps in motivation, 15% thing that it helps in relaxation, 15% think that it helps in decreasing the stress level and 10% think that it helps in boosting the morale. Employees are very smart today. They know which thing is beneficial to them and which is not. Employees know that by participating more in EEAs will help them in boosting their morale, increasing their motivational level, provides them relaxation form the workload and also it helps them to decrease their stress level.

Q: What rank would you like to give to EEAs at KPM if rank 1 stands for low level and rank 10 for excellent?

OVERALL RANKING OF EEAs AT KPM

70% 60% 50% 40% 30% 20% 10% 0% Series 1 EXCELLENT 64% GOOD 28% FAIR 12%

ANALYSIS AND INTERPRETATION: This graph shows that out of 25 employees, 64% employees ranked excellent EEAs at KPM, 28% ranked good and 12% ranked fair EEAs at KPM. The ranking is given by the employees after considering the frequency, execution, benefits and other factors of the Employee Engagement Activities. The employees ranking excellent the EEAs are the most satisfied employees. And the employees who ranked it good are less satisfies employees and rest are satisfied employees.

Q: With regard to CSR, Do you think that KPM to indulge in CSR activities?

CSR AT KPM
120%
100% 80% 60% 40% 20% 0% Series 1

YES 98%

NO 2%

ANALYSIS AND INTERPRETATION: This graph shows that out of 25 employees,98% employees believe that KPM should indulge in CSR activities and 2% believe that KPMs should not indulge in CSR activities. Employees suggest that KPMs should indulge more in CSR activities. KPMS should indulge in CSR like providing education to blind children, making environment pollution free, making women employable,

Q: If you are given a chance to bring change in KPMs EEA, what change would you like to make?

40% 35% 30% 25% 20% 15% 10% 5% 0% WINTER FEAST Series 1 16% INFORMAL DRESS CODE 20% ACTIVITIES FOR INCREASING MOTIVATION 36% MORE WORKSTATION ACTIVITIES 24%

ANALYSIS AND INTERPRETATION: This graph shows that out of 25 employees, 16% suggest to have winter feast, 20% suggest to have informal dress code, 36% suggest to have activities for increasing motivation and 24% suggest to have more workstation activities. This year company starts summer feast and employees like it very much and the participation rate was very high. By considering that employees suggest to have winter feast also. Presently company is focusing mainly on activities that helps in increasing cooperation. Employees suggest to have more activities for increasing motivation. At the same time Khanna Paper Mills should conduct more workstation activities.

Chapter -8 SUGGESTIONS

SUGGESTIONS: For increasing participation: For the non-participation of the employees in the employee engagement activities there must be support of the supervisors. For increasing the participation of the employees there must be inter corporate meetings. There must be more workstation activities for more fun and entertainment of the employees.

For improving execution: The employee engagement activities must be executed in the post lunch time. Employee must be pre-informed one day before the execution of the activities.

Suggestion regarding CSR: KPM should participate in providing education to blind children. There must be more CSR activities for saving the environment. There must be aid for orphan children. KPM must do something for raising standard of women.

Chapter- 9 CONCLUSION

Conclusion: During my industrial training which was in Khanna Paper Mills, Amritsar, following things were observed: Most of the employees feel enthusiastic about employee engagement activities. Most favourite employee engagement activities of the employees are summer feast and diwali celebration. Employees like getting benefits out of employee engagement activities. Employees are aware of CSR activities done by the KPM. Employee enragement activities help in boosting the motivational level of the employees. Employee engagement activities help in providing relaxation from work.

Chapter -10 LIMITATIONS OF THE STUDY

LIMITATIONS OF THE STUDY:

Due to limited time and resources availability, sample size is kept small and hence generalization for the entire population may not be true. The accuracy of the result is also limited to the reliability of knowledge of the employees and analysis of the data. Because of maintaining secrecy of the companys policies some important information cannot be drawn.

BIBLIOGRAPHY

BIBLIOGRAPHY: References: Anne E. (2011), social physique anxiety in physical education: Social contextual factors and links to motivation and behavior, Psychology of Sport and Exercise, 12 (5), p.555

Bannert, Maria (2011), Motivation in a computer-supported collaborative learning scenario and its impact on learning activities and knowledge acquisition ,Learning and Instruction, 21 (4), p.560 Baas, Matthijs. (2012) The Emotive Roots of Creativity Basic and Applied Issues on Affect and Motivation, Handbook of Organizational Creativity

Hagger, Martin S. (2011), Peer influence on young athletes need satisfaction, intrinsic motivation and persistence in sport: A 12-month prospective study , Psychology of Sport and Exercise, 12 (5), p.500

Henderson, Marlone D.(2011),Pursuing Goals With Others: Group Identification and Motivation Resulting From Things Done Versus Things Left Undone, Journal of Experimental Psychology: General, 140 (3), p.520

Mouratidis, Athanasios.(2011), Perfectionism, self-determined motivation, and coping among adolescent athletes, Psychology of Sport and Exercise, 12 (4), p.355

Nikos L.D. (2011), Understanding motivation in internet gaming among Singaporean youth: The role of passion ,Computers in Human Behavior, 27 (3), p.1179

Petrides, K.V.(2011), A general mechanism for linking personality traits to affect, motivation, and action, New Ideas in Psychology, 29 (2), p.64 Wascher, Edmund.(2011), The influence of extrinsic motivation on competition-based selection, Behavioural Brain Research, 224 (1), p.58

Websites: http://www.linkedin.com/company/khanna-paper-mill-amrtitsar/statistics http://ezinearticles.com/?25-Ways-to-Boost-Employee-Engagement&id=4568882 http://retention.naukrihub.com/managing-employee-retention.html http://www.khannapapermills.com http://www.employeeengaementactivities.com http://www.hrsites.com http://www.sciencedirect.com http://www.scirus.com

Books: Human Resource Management, (2005), Dr.P.C. Pardeshi Robbins, S.P. and Mary Coulter, Management, Prentice Hall India Robbins S P, Timothy A. Judge & Sanghi Seema, Organizational Behaviour,Pearson Education, New Delhi, 2009. Ivancevich, JM (2009) , Human Resource Management, Tata McGraw Hill. Dessler, G and Varkkey, B (2009) 11th edition, Human Resource Management, Pearsons Education

ANNEXURE

ANNEXURE:

Designation: ____________________________ Department: ____________________________ Age: ____________________________

What do you find interesting about employee engagement activities? What type of employee engagement activities held at KPM and what do you find interesting about EEAs at KPM? Favourite EEA: Q: What are the top 2 EEA which you relate to or find most interesting? Q: Why? Q: What is your actual participation in such EEAs?

Frequency of EEA: Q: Are you satisfied with the frequency of EEA at KPM? Q: Would you prefer EEA to be done more often or little less? 1. More 2. Satisfied 3. Less

Participation Q: How would you rate the participation in EEA on scale of 1 to 10? 1 being poor 10 being excellent

Q: Reason for poor participation

Execution: Q: Do you think that EEAs at KPM are executed properly and efficiently? Q: Do you have any suggestion to improve the execution of EEA at KPM?

Benefits Q: Do you feel driving any benefit out of EEAs?

CSR Q: With regard to CSR, Do you think that KPM to indulge in CSR activities?

Ranking & suggestions Q: What rank would you like to give to EEAs at KPM if rank 1 stands for low level and rank 10 for excellent? Q: If you are given a chance to bring change in KPMs EEA, what change would you like to make?