Employee engagement is often talked about these days, yet few organizations practically define, measure or apply this

concept. Consequently, job satisfaction, a major component of engagement, has decreased 23% in the US in the last 20 years and 10% in the last 2 years.* Clearly, many companies are not getting it. Engagement is a relatively new way of thinking about leading people a sort of magnetic rather than a coerced approach to getting people to want to do whatever is necessary to ensure the continuous high performance and success of the business. As a goal of management, employee engagement is about an individual s degree of dedication to the organization and its goals with an implied reward of personal growth. The assumption in the business world is that engagement level predicts the positive intensity and quality of effort the organization can expect from an individual within job confines. In this regard, engagement s value to the business is a predictor of future behavior and effort. Business leaders should care about employee engagement because, when correctly measured, engagement profiles provide management with a statistical method to maximize return on human capital. For example, our studies show that positively engaged employees have higher than average individual productivity and innovation events plus they remain with the company longer than disengaged employees. In addition, the discretionary efforts of the fully engaged are of higher quality and of a more positive intensity than other less-engaged employees: their economic contributions to the business consistently exceed their employment costs. From a quality of work life perspective, positively engaged employees are often energetic and enthusiastic which makes them more productive in group efforts and makes them enjoyable to work with. Our research also shows that fully engaged employees solve problems. The failure to positively engage people in organizations today often stems from poor definition and measurement of employee engagement. Managing engagement cannot be effective without practical, reliable measurement and reliable, concrete definition. Contrary to most published materials, calculated responses to a host of random benchmarked opinion questions are not reliable measures of employee engagement. In fact, this false assumption lies at the heart of leaderships failure to engage. Meaningful engagement measurement is derived from tried and true attitude classification psychometrics, and collected via survey responses to a validated, complete inventory of questions about employee feelings and experiences towards verified engagement drivers . The fact is, few employee engagement surveys reliably measure the 15 proven drivers of engagement.

OBJECTIVES OF THE PROJECT
‡ Employee engagement research claims that it
± Predicts organizational and financial success through task and job motivation and organizational commitment. ± Increases with positive measures:
‡ ‡ ‡ ‡ ‡ ‡ Workload (reasonably) Control Rewards and recognitions Community and social support Perceived fairness Values fit

Secondary data is collected for the information related to SAIL and MTI. Sample size: The sample size used for purpose of study is 65 executive employees of RDCIS & MTI. Questionnaire design: The questions are constructed on a four point likert scale. Source of data: The data used in this project is Primary data which is collected by the means of a questionnaire on Analysis of Employee Engagement in MTI & RDCIS. Here the sample has been selected from the executive employees of MTI & RDCIS because the purpose of the study is to find the engagement effectiveness of the managers. SAIL. Analysis: After covering the required number of data various statistical tools are used. The sample has been selected from the list of executive employees working in MTI & RDCIS. The questionnaire basically has three parts: the first part measures the amount of delegation that has been given to each employee. Factor analysis is done on each part of the questionnaire separately and then analyzed. The reason for this kind of selection was to do a study based on the posts of the employees. has a known and equal chance of selection. The graphs are also constructed on the basis of the questionnaire and then analyzed. here the sample (all the managerial posts at MTI & RDCIS along the hierarchy). . the second part consists of the organizational process for the delegation of work and the third part looks into the sense of belongingness of each employee towards the organization.METHODOLOGY The objective of this project is to study the amount of work that is delegated to the employees and organizational process to delegate the work and for this a questionnaire is designed. Sampling Design: In this process the sample is collected with a definite purpose in view. Simple Random Sampling: In this method each and every element in the population.

Sampling technique used: Simple random sampling 4. Population: Executive employees of Management Training Institute & Research and Development Centre for Iron and Steel 3. Total Sample Size: 65 . Method of data collection: Through Engagement Assessment Questionnaire 5. Type of Data : Primary 2.1.

Methods used for analysis: Following methods have been used for analysis purpose: ‡ Graphical Method ‡ Factor Analysis ‡ MS Excel was used for the graphical analysis whereas SPSS was used for factor analysis .

More than 50% report improvements in employee retention and customer satisfaction Improvements in Employee Retention and Customer Satisfaction 60 40 20 0 EMPLOYEES Improvements in Employee Retention and Customer .DATA ANALYSIS AND INTERPRETATION AN ANALYSIS OF EMPLOYEE ENGAGEMENT: An analysis is done by conducting survey of 62 corporate professional of SAIL and by analyzing 20 Case Study at MTI and found that many respondents credit offering employee engagement programs with the following benefits: 1.

28% report improvements in employee advocacy Employee Advocacy 30 25 20 15 10 5 0 EMPLOYEES Employee Advocacy . 33% report higher productivity Higher productivity 40 30 20 10 0 EMPLOYEES Higher productivity 3.2.

27% improved status as a "great place to work Gr 3 5 15 1 5 M Gr W rk c c W rk 5.4. 27% report increased profitability Incr 3 5 15 1 5 M Incr s d r fi bi i y s d r fi bi i y .

6. 25% report improved absenteeism Improved Absenteeism 30 25 20 15 10 5 0 E P YEES Improved Absenteeism 7. 74% began focusing on employee engagement between 2000 and 2004 and report performance improvements each year Focous on Employee Engagement and Report Performance Improvement each year 80 60 40 20 0 E P YEES Focous on Employee Engagement and Report .

36% have a dedicated employee engagement program Dedicated Employee Engagement program 40 30 20 10 0 EMPLOYEES Dedicated Employee Engagement program 9. 64% apply the philosophy to employee engagement to their people practices Philosophy to employee engagement 80 60 40 20 0 EMPLOYEES Philosophy to employee engagement .8.

ANALYSIS 70 60 50 40 30 20 10 0 MAT IA AND QUIPM NT t Ag N D t D t g g g INTERPRETATION: In the above bar graph we can clearly see that 70% of the total respondents Strongly agreed that they are provided materials and equipments to do the job efficiently while 15% agree that they are provided with the above and 10% is in the neutral side whereas 3% is in the Disagree side and 2% are in the Strongly Disagree side FINDINGS: From this we conclude that most of the employees are provided with an adequate amount of materials and equipments and the higher authority should look after the employees who all are not provided with adequate amount of materials and equipments. .

80 60 40 20 0 Recei e t e i ti communication to do t e job St ongly Agree Agree Neutral Di agree Strongly Di agree INTERPRETATION: In the above bar graph we can clearly see that 80% of the total respondents Strongly agreed that they receive the information and communication to do the job while 10% agree that they are provided with the above and 5% is in the neutral side whereas 2% is in the Disagree side and 3% are in the Strongly Disagree side FINDINGS: From this we conclude that most of the employees are receive the information and communication to do the job and the higher authority should look after the employees who all are not provided with adequate amount of facilities. .

.70 60 50 40 30 20 10 0 Re eive e ogni ion /ph ase fo doing good wo k t ongl Ag ee Ag ee eut al isag ee isag ee INTERPRETATION: In the above bar graph we can clearly see that 10% of the total respondents are agreed upon recieveing recognition /phrase for doing good work equipments to while 70% agree that they are provided with the above and 10% is in the neutral side whereas 5% is in the Disagree side and 5% are in the Strongly Disagree side FINDINGS: From this we conclude that most of the employees are recieveing recognition /phrase for doing good work equipments communication to do the job and the higher authority should look after the employees who all are not provided with adequate amount of facilities.

80 60 40 20 0 Benefits offered are fair and reasonable Strongly Agree Agree Neutral Disagree Strongly Disagree INTERPRETATION: In the above bar graph we can clearly see that 70% of the total respondents Strongly agreed that they are provided materials and equipments to do the job efficiently while 15% agree that they are provided with the above and 10% is in the neutral side whereas 3% is in the Disagree side and 2% are in the Strongly Disagree side FINDINGS: From this we conclude that most of the employees are provided with an adequate amount of materials and equipments and the higher authority should look after the employees who all are not provided with adequate amount of materials and equipments. .

80 60 40 20 0 People over here are pleasant and Cooper ive trongl Agree Agree eutr l isagree trongl disagree INTERPRETATION: In the above bar graph we can clearly see that 70% of the total respondents Strongly agreed that they are provided materials and equipments to do the job efficiently while 15% agree that they are provided with the above and 10% is in the neutral side whereas 3% is in the Disagree side and 2% are in the Strongly Disagree side FINDINGS: From this we conclude that most of the employees are provided with an adequate amount of materials and equipments and the higher authority should look after the employees who all are not provided with adequate amount of materials and equipments. .

.70 60 50 40 30 20 10 0 My pinion nd ide ee t m tte Str n ly Agree Agree Ne tr l i gree Str ngly Di gree INTERPRETATION: In the above bar graph we can clearly see that 70% of the total respondents Strongly agreed that they are provided materials and equipments to do the job efficiently while 15% agree that they are provided with the above and 10% is in the neutral side whereas 3% is in the Disagree side and 2% are in the Strongly Disagree side FINDINGS: From this we conclude that most of the employees are provided with an adequate amount of materials and equipments and the higher authority should look after the employees who all are not provided with adequate amount of materials and equipments.

70 60 50 40 30 20 10 0 My supe v so e ps e know what t s expected o e t ng y g ee g ee Neut Disag ee t ng y disag ee INTERPRETATION: In the above bar graph we can clearly see that 70% of the total respondents Strongly agreed that they are provided materials and equipments to do the job efficiently while 15% agree that they are provided with the above and 10% is in the neutral side whereas 3% is in the Disagree side and 2% are in the Strongly Disagree side FINDINGS: From this we conclude that most of the employees are provided with an adequate amount of materials and equipments and the higher authority should look after the employees who all are not provided with adequate amount of materials and equipments .

80 70 60 50 40 30 20 10 0 Even I have ppo tunity t get si i bs with the o g nisati n I w u d st y with y p esent co pany St ng y Ag ee Ag ee Neut Disag ee St ng y disag ee INTERPRETATION: This chart shows that 89% of the respondents agreed that eager enough to take the responsibility while 6% believed that they have very high eagerness to take responsibility whereas 4% says that they are eager only to some extent while 1% says that they have very little eagerness. FINDINGS: From this we can conclude that. the lower level (E1 E2 E3) in RDCIS finds themselves that they are eager enough to take the responsibilities when given to them to do the tasks effectively and efficiently .

.70 60 50 40 30 20 10 0 I t year I have oppert ities to earn and grow Strongly gree Agree Neutral isagree Strongly isagree INTERPRETATION: In the above bar graph we can clearly see that 70% of the total respondents Strongly agreed that they are provided materials and equipments to do the job efficiently while 15% agree that they are provided with the above and 10% is in the neutral side whereas 3% is in the Disagree side and 2% are in the Strongly Disagree side FINDINGS: From this we conclude that most of the employees are provided with an adequate amount of materials and equipments and the higher authority should look after the employees who all are not provided with adequate amount of materials and equipments.

.80 60 40 20 0 I ou d re o end org n s t on as a good pa e trong gree Neutr D s gree trong D s gree gree ‡ INTERPRETATION: ‡ In the above bar graph we can clearly see that 70% of the total respondents Strongly agreed that they are provided materials and equipments to do the job efficiently while 15% agree that they are provided with the above and 10% is in the neutral side whereas 3% is in the Disagree side and 2% are in the Strongly Disagree side ‡ FINDINGS: ‡ From this we conclude that most of the employees are provided with an adequate amount of materials and equipments and the higher authority should look after the employees who all are not provided with adequate amount of materials and equipments.

it is found that about 30% of employees are actively Engaged.FINDINGS The findings suggest that it is very important to have coordination. motivating them and providing them proper support (by their senior) which plays an important role. resources availability and supervision for the employees in any organization in order to carry out the responsibilities effectively. In case of organizational process it is development of the subordinates. Thus. 54% of employees are not engaged and about 16% employees are Actively disengaged .

not just your own ± ± ± ± Overall career development Internal pathways Succession planning Training . Hire well ± First look inside ± Be clear and accurate ± Integrity first ‡ We can teach skills easier than Integrity ‡ Commit to Coaching and Feedback ± Performance Management ± Hold leaders accountable ± Clear expectations ‡ Commit to their Careers.SUGESSIONS ‡ Start with engaged people.

Share power with your employees through participative decision making so that they would feel sense of belongingness thereby increasing their engagement in realizing it. Clear and consistent communication of what is expected of them paves the way for engaged workforce. own it. and responsibilities. goals and current priorities of the department to which the employee belongs in order to enable him/her to develop realistic job expectations and reduce role conflict that might arise in the future. Once hiring decision is made the new employee should be given both general orientation which is related to the company mission. Employee engagement does not need lip-service rather dedicated heart and action-oriented service from top management. Enhance employee engagement through communication: Managers should promote two-way communication. 3. In SAIL the engagement rate is much more higher than any other organization . Involve your people and always show respect their input. Employee engagement starts from the top: Employee engagement requires commitment from leadership through establishing clear mission. Employee engagement starts on day one: Effective recruitment and orientation programs are the first building blocks to be laid on the first day of the new employee. Unless the people at the top believe in it. Managers should be careful in pooling out the potential talent of the new employee through effective recruitment. and for the immense betterment of the organization the engagement takes place in the below manner 1.The organization so called Steel Authority of India Limited is one of the premier organization not only in our country India but it shares its contribution widely in the whole world and to run all thease in a lucid manner there should be 100 percent of commitment of the employees toward the organization so employee engagement proves a great importance for the business performance. 2. pass it down to managers and employees. policies and procedures and jobspecific orientation such as his/her job duties. . leadership through example is of a paramount importance. vision and values. and enhance their leadership.CONCLUSION Thus I can conclude that the present project is to study about enhancing employee engagement at Steel Authority of India Limited. Employees are not sets of pots to which you pour out your ideas without giving them a chance to have a say on issues that matter to their job and life. values. employee engagement will never be more than just a corporate fad or another HR thing . The manager has to ensure role-talent fit when placing an employee in a certain position. For high employee engagement to happen. vision.

Conducting regular survey of employee engagement level helps make out factors that make employees engaged. their confidence increases there by being able to work without much supervision from their immediate managers which in turn builds their selfefficacy and commitment. After finalizing the survey. 8. 9. According to the finding of the same research. it is advisable to determine all the factors that driving engagement in the organization. Several management theories have indicated that when employees get more pay. Manage through results rather than trying to manage all the processes by which that result is achieved. Managers should be behind such survey results and develop action-oriented plans that are specific. Focus on top-performing employees: A study conducted by Watson Wyatt Worldwide in 2004/05 on HR practices of 50 large USA firms shows that high-performing organizations are focusing on engaging their top-performing employees. financial and information resources in order to effectively do their job. Give satisfactory opportunities for development and advancement: Encourage independent thinking so that employees will have a chance to make their own freedom of choosing their own best way of doing their job so long as they are producing the expected result.bound.4. Incentives have a part to play: Managers should work out both financial and non-financial benefits for employees who show more engagement in their jobs. 5. It is important that organizations begin with a concentration on the factors that will make the most difference to the employees and put energy around improving these areas as it may be difficult to address all factors at once. Generally it is understood that when employees get to know more about their job. 6. Companies that build a culture of mutual respect by keeping success stories alive will not only keep their existing employees engaged but also they baptize the new incoming employees with this contagious spirit of work culture. then narrow down the list of factors to focus on two or three areas. they tend to exert more effort into their job. Have strong feedback system: Companies should develop a performance management system which holds managers and employees accountable for the level of engagement they have shown. recognition and praise. There should be a clear link between performance and incentives given to the employees. measurable. Give employees appropriate training: Help employees update themselves increasing their knowledge and skills through giving appropriate trainings. 10. Build a distinctive corporate culture: Companies should promote a strong work culture in which the goals and values of managers are aligned across all work sections. what high-performing firms are doing is what top-performing employees are asking for and this reduces the turnover of high-performing employees and as a result leads to top business performance . and accountable and time. 7. Ensure that employees have every thing they need to do their jobs: Managers are expected to make sure that employees have all the resources such as physical or material.

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