A

SUMMER INTERNSHIP PROJECT

ON

“EMPLOYEE ENGAGEMENT”

AT

GODAVARI TECHNICAL SERVICES, NASIK

SUBMITTED TO

SAVITRIBAI PHULE PUNE UNIVERSITY

IN THE PARTIAL FULFILLMENT OF THE COURSE

MASTER OF BUSINESS ADMINISTRATION

SUBMITTED BY

Miss. Poonam Sonawane

UNDER THE GUIDANCE OF

Dr. G. M. Ahire

M.V.P.’S

INSTITUTE OF MANAGEMENT AND RESEARCH TECHNOLOGY

NASHIK - 422003

YEAR 2019-20

1
 DECLARATION BY THE STUDENTS

I hereby declare that this project work on “Employee Engagement” at Godavari

Technical Services, Nashik in partial fulfillment of MBA-2 degree course of Savitribai

Phule University of Pune is my own work and submitted by me under the guidance of Dr.

G.M.Ahire.

I also declare that the present project has not submitted by me to any other

University for the fulfillment of any degree or diploma.

I have prepared this report independently and I have gathered all the relevant

information personally. I have prepared this project for MBA-2 curriculum academic year

2019-2020.

Date: Poonam Balasaheb Sonawane

Place: IMRT, Nashik-2 Name & Sign of Student

2
 CERTIFICATE BY THE GUIDE

This is to verify that _________________has completed the summer internship

project entitled “Employee Engagement” under my guidance and supervision and other

university for examination under my supervision. I consider this work the award of

degree of MBA-2, in the partial fulfillment of the curriculum. Submitted the report as per

the norms laid down by SAVITRIBAI PHULE UNIVERSITY, PUNE. The material that

has been obtained from the other source is duly acknowledged in the report. It is further

certified that the work or its part has not been submitted to any Institute.

MVP’S IMRT College, Nasik Signature of Guide

Date: Dr. G. M. AHIRE

3
 Acknowledgment

I am thankful to Dr. D. K. Mukhedkar (Director of IMRT College) for providing

an opportunity to undertake this project work under the MBA program.

I am deeply thankful to my project guide Dr. G. M. Ahire for his valuable

guidance, kind advice and encouragement throughout the duration of developing this
project.

I convey my sincere gratitude to Mr. Chandrakant Ipar, CEO of Godavari

Technical Services for giving me the opportunity to prepare my project work in the field
of “Employee Engagement”. I express my sincere thanks to all the staff members of
Godavari Technical Services who have spared their valuable time to contribute their
suggestions and data in order to enrich my project.

Lastly, I hereby thank, all the people who have provided inputs to this project
work directly or indirectly.

Place: IMRT, Nashik Sign:

Date: Name:

Index
4
Sr. No. Topic Page No.

CHAPTER 1 INTRODUCTION

1.1 Object of the Project 8

1.2 Introduction(Selection of the topic) 9

1.3 Objectives of the study 10

1.4 Scope of the study 11

1.5 Rationale of the study 12

1.6 Limitations of the Study 13

CHAPTER 2 RESEARCH METHODOLOGY

2.1 Types of Research 15

2.2 Sampling 18

2.3 Data collection 20

2.4 Presentation of Data, Tools of analysis & 23

Interpretation

CHAPTER 3 PROFILE OF GODAVARI TECHNICAL

SERVICES

3.1 History & General Information 27

3.2 Organization 28

3.3 Product/Activities 31

CHAPTER 4 REVIEW OF LITERATURE

4.1 Meaning & Concepts of the topic 34

4.2 Basic Theories of the topic 39

4.3 Review of the Research on the selected topic 43

CHAPTER 5 DATA PRESENTATION, ANALYSIS & 53

INTERPRETATION DATA (1)

CHAPTER 6 DATA PRESENTATION, ANALYSIS & 60

INTERPRETATION DATA (2)

CHAPTER 7 CONCLUSION AND SUGGESTIONS

5
 7.1 Results/Conclusion/Finding/Observation 87

7.2 Suggestions / Recommendations 90

Abbreviations

References/Bibliography

Appendices/Annexure

List of Figures

Figure No. Title Page No.

2.1 Types of Research 16
2.3 Sources of data 20
3.2 Organization structure 30
5.1.1 Birthday Celebration 56
5.1.2 Retirement Celebration 57
5.1.3 Party 57

List of Graphs
Graph Title Page
No. No.
6.1.1 Enjoy coming to work every morning 60
6.1.2. Feel engaged in organizational engagement activities 61

6
6.1.3. Organization conduct training programs 62
6.1.4 Activities conducted to build the team spirit 63
6.1.5. Engagement activities do you preferred to participate 64
6.1.6 Reasons for not participation in every engagement activities 65
6.1.7. Importance of engagement activities for employee performance 66
6.1.8. Clear link between engagement activities & the company’s goals 67
6.1.9 Provision of flexibility in terms of working hours 68
6.1.10 Employee responds to such engagement activities 69
6.1.11 Statements
a) Satisfied with the engagement activities 70
b) The organization encourages continued education and professional 71
growth
c) The organization provides training to help build skills 72
d) While on the job, get the chance to engage in recreational activities 73
e) Supervisors regularly give constructive feedback to improve 74
performance &motivation level
f) Engagement activities help to increase leadership quality and bring 75
out talent
g) Engagement activities results in maintaining friendly relation 76
h) Engagement activities build up the self confidence of employees 77
i) Engagement activities reduce absenteeism & turnover 78
j) If those activities are absent then employee would seek out another job 79
k) Organization recognizes employees for their quality work and 80
accomplishments.
6.1.12 Engagement activities make employee more loyal with organization 81

6.1.13 Work became interesting after engagement activities 82

6.1.14. Performance increase because of engagement activities 83
6.1.15 Feel as an employee in the organization 84

6.1.16 Refer someone to work here 85

List of Tables
Table Title Page
No. No.
2.4 Research Design table 25
6.1.1 Enjoy coming to work every morning 60
6.1.2. Feel engaged in organizational engagement activities 61
6.1.3. Organization conduct training programs 62
6.1.4 Activities conducted to build the team spirit 63

7
6.1.5. Engagement activities do you preferred to participate 64
6.1.6 Reasons for not participation in every engagement activities 65
6.1.7. Importance of engagement activities for employee performance 66
6.1.8. Clear link between engagement activities & the company’s goals 67
6.1.9 Provision of flexibility in terms of working hours 68
6.1.10 Employee responds to such engagement activities 69
6.1.11 Statements
a) Satisfied with the engagement activities 70
b) The organization encourages continued education and professional 71
growth
c) The organization provides training to help build skills 72
d) While on the job, get the chance to engage in recreational activities 73
e) Supervisors regularly give constructive feedback to improve 74
performance &motivation level
f) Engagement activities help to increase leadership quality and bring 75
out talent
g) Engagement activities results in maintaining friendly relation 76
h) Engagement activities build up the self confidence of employees 77
i) Engagement activities reduce absenteeism & turnover 78
j) If those activities are absent then employee would seek out another job 79
k) Organization recognizes employees for their quality work and 80
accomplishments.
6.1.12 Engagement activities make employee more loyal with organization 81

6.1.13 Work became interesting after engagement activities 82

6.1.14. Performance increase because of engagement activities 83
6.1.15 Feel as an employee in the organization 84

6.1.16 Refer someone to work here 85

8
 Chapter 1
Introduction

9
1.1. Object of Project
The internship is an essential part of the MBA-2(HR) program as it helps the
student to gain the practical knowledge and the actual working of organization and
understand related activity and work in the area of sharing. The students have to undergo
training for a period of 2 months.

A project report is the collection of information outside of a laboratory, library or

workplace setting. The approaches and methods used in field research vary across
disciplines. Project work is about getting out into the real world and interacting with
people - watching and talking to people where they work, live and play. It is a key
method for design research and should be considered first above all others. The
understanding that you gain from being out in the real world is profoundly different from
traditional surveys and focus groups.

Project work focuses on observation and interviews. Because interviews are

conducted closer to or where the activity happens, it's easier to ask the right questions and
participants feel comfortable in the setting and can answer more accurately.

The object behind this Project work is to link theoretical knowledge to practical as
well as to study the concept of human resource management & its importance with the
study of various processes.

10
1.2. Selection of the Topic

As selection of organization was our choice, therefore researcher decide to work with
Godavari Technical Services, Nasik

The researcher has selected Employee Engagement topic for Summer Internship Project.
The major reason for choosing this project is that this project gives the ample scope to
know about various aspects of HR especially regarding the Employee Engagement.

Basically, Employee engagement refers to the intellectual and emotional contribution of

an employee towards the organization.

Also by the help of this project the researcher will be able to know that how an employee
can be kept engaged with the Organization and also will be able to know that if the
employees who are engaged are the real ones behind the success of the Organization.

Hence researcher has selected particular organization.

11
1.3. Objectives of the study
Following are the objectives of study:

 To study concept of employee engagement and its utility

 To study the employee engagement policy of Godavari Technical Services

 To study various activities conducted under employee engagement in

Godavari Technical Services as a part of organizational culture

 To study opinion of employee towards the Employee Engagement

activities.

 Analysis of data & suggest the measured Godavari Technical Services

12
1.4 SCOPE OF THE STUDY
This project gives the ample scope to know about various aspects of HR especially
regarding Employee Engagement.

The scope of the project is applicable to all the Employees Working in the Godavari
Technical Services, Nasik at the Middle Management level and also applicable to those
who are at the lower level of Hierarchy in the Organization but the people working on
temporary basis will not be considered. The project allows the researchers to learn the
various aspects, tools and policies which can be applied for making the Employee more
engaged with the Organization.

The employee engagement is nothing but emotionally and positively attaches of an

employee toward the organization, so with the help of this project we will be able to
know the degree of engagement of the employees in infinite skills and we can study the
methods to increase the engagement level in the organization which will definitely be
helpful to employer as well as employees.

This study helps to improve the performance of the management department.

13
1.5 RATIONALE OF THE STUDY

The rationale behind the preparation of project study is to create awareness in the
employee about HR & the facts of business environment. To gain the effective utilization
of human resource in achievement of the overall objectives of the company

The study provided me prior and essential knowledge about my future role in business
environment. It will be helpful for students to gain the practical knowledge of working
process in company, different aspects like, recruitment, selection, training and
development, disciplinary action etc.

Rational of study refers to worth and utility of study from future point of view. It gives
experiences of various aspects that will be helpful in near future.It provides opportunity
to know about the different activities carried out in Employee Engagement Survey.

14
1.6 LIMITATIONS OF THE STUDY

In every project work there is some kind of limitations which affect the accuracy of
work. Same in this project work some of the limitations are faced which are as
following:

 The major limitation was the time factor which is limited.

 This project has been completed in a short time period i.e. only 50 days and
hence all the factors may not be explained in detail.

 The study is fully focused on only one organization.

 Confidential data is not disclosed by the organization.

 Employees were always busy with their work which did not allowed me to talk
with them and collect the information.

 Information and responses given by the respondents may be a biased due to

several reasons.

15
 Chapter 2
Research Methodology

16
2.1. Types of Research

Research - definition & types

Research is the discovery of facts, development of facts and verification of facts.
It is an attempt to find practical solution to the problem with the help of scientific
methods. The research process involves defining and redefining of hypothesis
formulation, organizing and evaluating data, driving conclusions after a careful study.
The two main sources of data in social science research come from the inner world of
library and the outside world of living profile. We may call these two main sources
simply the paper and profile, a wealth of usable information. It is often uneconomical to
spend time and energy to collect information. Under the general rubric of documentary or
paper sources we mostly consider historical records, diaries, biographies and statistical
records.

When we turn to consider ‘people’ as the sources of social data, we identify

various forms of observations, but more practically and primarily the interview and the
questionnaire as the techniques for the collection of data from this source.

DEFINITION

By Oxford Dictionary,

“Research is the careful investigation or inquiry especially through search for new
facts in any branch of knowledge."

According to John Best,

“Research is a systematic activity directed towards discovery and the

development of an organized body of knowledge.”

According to Waltz and Bausell,

“Research is systematic, formal, rigorous and precise process employed to gain

solutions to problems or to discover and interpret new facts and relationships.”

17
 Types of Research

On the basis of Application On the basis of Objectives On the basis of Methodology

Pure Applied Exploratory Descriptive Qualitative Quantitative

Experimental

* On the basis of Application

1) Pure/Basic/Fundamental Research
Pure research involves developing and testing theories and hypotheses that are
intellectually challenging to the researcher but may or may not have practical application at the
present time or in the future. Thus such work often involves the testing of hypotheses containing
very abstract and specialized concepts.

2) Applied/Practical/action-Based Research
Most of the research in the social sciences is applied. In other words, the research
techniques, procedures and methods that form the body of research methodology are
applied to the collection of information about various aspects of a situation, issue,
problem or phenomenon so that the information gathered can be used in other ways –
such as for policy formulation, administration and the enhancement of understanding of a
phenomenon.

* On the basis of Objectives

1) Exploratory Research
Exploratory research design aims to get a better understanding of the problem by
explaining the concepts and developing hypothesis regarding the research study. Various
techniques used in exploratory research study are literature survey, experience survey,
focus group, Interviews, Projective test etc.

18
2) Descriptive Research
Unlike exploratory research, the aim of descriptive research is to describe the
characteristics of a phenomenon. It attempts to describe, explain and interpret the
conditions in much detailed approach. Various techniques used in descriptive research
study are longitudinal study, true panel, omnibus panel, sample survey etc.

3) Experimental Research
This research design is a type of research design which is predetermined and
structured in nature. It is also called casual research, because it is helpful in exploring the
cause and effect relationship of a research problem. There are two types of experimental
research Laboratory experiment and field experiment.

* On the basis of Methodology

1) Qualitative research
Qualitative research includes “an array of interpretive techniques which seek to
described ,decode, translate and otherwise comes to terms with the meaning not the
frequency, of a certain more or less naturally occurring phenomena in the social work”.
At the data collection stage, the array of techniques includes focus groups, individual in-
depth interviews, case studies, ethnography, grounded theory, action research and
observation.

2) Quantitative research
Quantitative research attempts precise measurements of an unknown. In business
research quantitative methodology usually measures consumer behaviour, knowledge,
opinions or attitudes. Such methodology answers the questions related to how much, how
often, how many, when and who.

For this project activity researcher has selected exploratory type of research

Exploratory research (or ER) is an examination into a subject in an attempt to

gain further insight. With ER, a researcher starts with a general idea and uses research as
a tool to identify issues that could be the focus of future research. You may wonder how
you can explore a topic if there is little information about it.

19
2.2. Sampling
The plan, method, or technique through which a researcher identifies and selects
the potential sampling units from the sampling frame or the target population, to form a
relevant sample for the study is termed as "sample design".

Sample designing is the working principle of any research process. Without

proper designing of sample it is not possible to start survey, as it is the base which
provides the responses of relevant members of the population.

Methods of Sampling Design

A) Non-Probability Sampling Methods

Non-probability sampling is that type of sampling procedure which does not have
any ground for estimating the probability that whether or not each item in the population
has been included in the sample.

There are four types of non-probability sampling.

 Convenience sample:- On the basis of convenience and approachability, the

choice of the sampling units by the researcher, is known as "Convenience
Sampling".
 Purposive Sampling:- A non-probability sample which follows certain
norms is called purposive sampling.
 Panel Sampling:- In panel sampling a group of participants are selected
initially by random sampling method and the same group is asked for the same
information repeated number of times during the period of time.
 Snowball Sampling:- When the characteristics of the desire sample is limited
then the special non-probability method is applicable.

B) Probability Sampling Methods

The main types of probability sampling methods are simple random sampling,

stratified sampling, cluster sampling, multistage sampling, and systematic random
sampling. The key benefit of probability sampling methods is that they guarantee that the
sample chosen is representative of the population. This ensures that the statistical
conclusions will be valid.

20
 Types of Probability Sampling Methods are:-

 Simple random sampling. Simple random sampling refers to any sampling

method that has the following properties.

 The population consists of N objects.

 The sample consists of n objects.
 If all possible samples of n objects are equally likely to occur, the
sampling method is called simple random sampling.
 Stratified sampling. With stratified sampling, the population is divided into
groups, based on some characteristic. Then, within each group, a probability
sample is selected. In stratified sampling, the groups are called strata.
 Cluster sampling. With cluster sampling, every member of the population is
assigned to one, and only one, group. Each group is called a cluster. A sample of
clusters is chosen, using a probability method (often simple random sampling).
Only individuals within sampled clusters are surveyed.
 Multistage sampling:- With multistage sampling, we select a sample by
using combinations of different sampling methods.
 Systematic random sampling:- With systematic random sampling, we
create a list of every member of the population.

This method is different from simple random sampling since every possible
sample of n elements is not equally likely.

Researcher has selected simple random method for collecting primary &
secondary data and sample size is 100.

21
2.3. Primary and Secondary Data
The data collected for the project was in the form of written as well as verbal
information regarding the management accounting ratio analysis by the company. There
are different source of collecting data.
2.3 Sources of Data

1. Sources of data

Primary data Secondary data

Primary data:
The primary data are those, which are collected afresh and for the first time,
and this happen to be original in character. It is original and firsthand data, which is
collected by the investigator himself for the purpose of a specific inquiry or study and it
is generated by survey conducted by individual or research institution or any
organization. For the completion of this project following methods are used:
1) Interview method
This method is the most common method of primary data collection. The
interviewer can 1) pose questions personally 2) ask questions through e-mail 3) get
answers through telephonic conversation.

2) Questionnaire method
Questionnaires are also one of the most common methods of primary data collection.
It consists of a set of questions pertaining to the research problem. This is more feasible if
the data are to be gathered from a huge population. The questions in this method can be
either open-ended or close-ended.

3) Focus group interview

This is also one of the common methods of primary data collection. Here, a small
group of individuals join to talk about the problem.
22
 4) Schedule method
Sometimes it so happens that the informants are not very much educated. Here the
data cannot be gathered by mailed questionnaire method. Here, scheduled method is used
to gather data. The enumerators send the questionnaires to collect information.
5) Observation method
This method lets one to assess the dynamics of a situation. This is a systematic way of
data collection. Researchers make use of all their senses to evaluate people in naturally
occurring situations.

6) Surveys: 

This method involves cost, as it cost money to design and implement a survey.
Also, data collected from surveys may contain lots of missing data, data in incorrect
format for example, someone could enter their age as ‘twenty eight’ instead of 28, so
lots of work is needed to preprocess, organize, clean, and reshape data collected
from surveys.

7) Discussion:
  Some data which are required cannot be collected through personal investigation or
through interview so community leaders are approached to fetch information for the
required data.

2. Secondary data:
The secondary data are those, which have already been collected by someone else
and which have already been passed through the statistical process.
These are several methods of collection secondary data. These are as follows:
1) From websites: 

Sometimes you can scrape data from websites, lots of work has to be done to
clean, organize and reshape the data. However, some websites contain data in a
clean and structured format.

2) Magazines

23
 A magazine is a publication, usually a periodical publication, which
is printed or electronically published (sometimes referred to as an online magazine).
Magazines are generally published on a regular schedule and contain a variety
of content. They are generally financed by advertising, by a purchase price, by
prepaid subscriptions, or a combination of the three.

For this research study following are the sources of collecting data:

 Primary Data: 1) Observation

2) Survey
3) Questionnaire method

 Secondary Data: 1) Internet sources/From website

2) Articles, Magazines
3) Company Records

24
2.4 Research Design
Analysis and interpretation of Data

Introduction

Data analysis is considered to be important step and heart of the research in

research work. After collection of data with the help of relevant tools and techniques, the
next logical step, is to analyze and interpret data with a view to arriving at empirical
solution to the problem. The data analysis for the present research was done
quantitatively with the help of both descriptive statistics and inferential statistics. The
descriptive statistical techniques like mean, standard deviation and for the inferential
statistics Analysis of Co Variance were used during data analysis. For the analysis of
opinionative Chi square test was used.
Data analysis is a process of inspecting, cleansing, transforming, and 
modeling data with the goal of discovering useful information, informing conclusions,
and supporting decision-making. Data analysis has multiple facets and approaches,
encompassing diverse techniques under a variety of names, while being used in different
business, science, and social science domains. In today's business, data analysis is playing
a role in making decisions more scientific and helping the business achieve effective
operation.
Data interpretation refers to the implementation of processes through which data
is reviewed for the purpose of arriving at an informed conclusion. Data is very likely to
come from multiple sources, and has a tendency to enter the analysis process with
haphazard ordering.

The nature and goal of interpretation will vary from business to business, likely
correlating to the type of data being analyzed. While there are many different types of
processes that are implemented based on individual data nature, the two broadest and
most common categories are “quantitative analysis” and “qualitative analysis.”

The process of data analysis

There are several phases that can be distinguished, described below. The phases
are iterative, in that feedback from later phases may result in additional work in earlier
phases.
1. Data requirements
The data is necessary as inputs to the analysis, which is specified based upon the
requirements of those directing the analysis or customers (who will use the finished
product of the analysis).

25
 2. Data collection
Data is collected from a variety of sources. The requirements may be
communicated by analysts to custodians of the data, such as information technology
personnel within an organization.
3. Data processing
Data initially obtained must be processed or organized for analysis. For instance,
these may involve placing data into rows and columns in a table format (i.e., structured
data) for further analysis, such as within a spreadsheet or statistical software.
4. Data cleaning
Once processed and organized, the data may be incomplete, contain duplicates, or
contain errors. The need for data cleaning will arise from problems in the way that data is
entered and stored. Data cleaning is the process of preventing and correcting these errors.
5. Exploratory data analysis
Once the data is cleaned, it can be analyzed. Analysts may apply a variety of
techniques referred to as exploratory data analysis to begin understanding the messages
contained in the data. The process of exploration may result in additional data cleaning or
additional requests for data, so these activities may be iterative in nature. 
6. Modeling and algorithms
Mathematical formulas or models called algorithms may be applied to the data to
identify relationships among the variables, such as correlation or causation.
7. Data product
A data product is a computer application that takes data inputs and generates
outputs, feeding them back into the environment. It may be based on a model or
algorithm.
8. Communication
Once the data is analyzed, it may be reported in many formats to the users of the
analysis to support their requirements. The users may have feedback, which results in
additional analysis. When determining how to communicate the results, the analyst may
consider data visualization techniques to help clearly and efficiently communicate the
message to the audience.

26
Research Design

Types of research Exploratory

Sample population Nasik industrial area
Sample unit GODAVARI TECHNICAL SERVICE
Method of sampling Simple Random Sampling
Sample Size 100
Collection of data Primary data Secondary data
Surveys Articles
Questionnaire Internet sources
Observation Company Records
Analysis of Data Mean, Percentage and averages

Table No.2.4 Research design

27
 Chapter 3
Company Profile

28
3.1 History and General Information
Godavari Technical Services is a leading organization providing Non- Destructive Testing
(NDT) services for last 18 years. The company has earned excellent reputation all over
India.

We have all the facilities for carrying out all major ND testing and Other Non Destructive
Testing (NDT) methods with highest quality requirements and prompt service. Services
have been praised and recognized by all our valued customers.

Lead by founder of the company Mr. Chandrakant Ipar with his rich experience of 32
years in NDT with today’s generation- the young dynamic technical expert

Mr. Chetan Ipar (ASNT Lev-III), company is reaching to new heights year by year.

They are equipped with latest machineries, technology and safety kits to be used for ND
testing.

We have Team of highly qualified, experienced and dedicated technical personnel and
operators in the field of ND Testing. Our team of trained and experienced personnel play
key role to execute the assignment to customer’s satisfaction. Adequate equipments and
technical personnel are the major assets and strength of the company.

Our Experience and Services –

We at Godavari Technical Services carry out NDT for all types of above mentioned jobs.
We execute various assignments such as - Radiography with

Ir-192, Co-60 & X-ray and Ultrasonic testing for the castings used in Petrochemical &
refineries, Fertilizer industries and for various applications. Also we do radiography and
ultrasonic testing for high pressure welds of pressure parts used in valves and Auto parts in
Automobiles industries. We also execute Magnetic Particle and Liquid Penetrant Testing as
per the requirement of our clients.

We have a team of qualified and experienced NDT personnel who understand the client’s
requirement and execute the testing accordingly.

Our supremacy in the field of NDT especially in industrial radiography and ultrasonic
testing has been proved from decades.

We have executed many prestigious projects and works since last 17 years.

29
3.2 Organization

Objectives
 Customer’s satisfaction in all aspects will be maintained by our services.

 Enquiry received for testing services will be responded and honoured and offer
will be submitted within three working days as per the request in the enquiry.

 Testing will be completed as per the given standards and work instruction of the
laboratory within 7 working days.

 Complaint received will be resolve within the scope, policy and process of GTS in
three working days to satisfy the complainant.

 Impartiality and confidentiality and laboratory personnel’s competence in all

operations of the laboratory will be maintained by all laboratory personnel.

 Laboratory will work on continuous improvement in the management system and

working system by introducing improved methodology.

Scope

We at Godavari Technical Services carrying out NDT for all types of fabricated
jobs like Air receivers, Boilers, Pressure vessels, Heat Exchangers, Castings, Spheres,
LPG Tankers, Storage tanks of gases and petroleum products, Refineries, Fertilizer plants
and power Projects.

We do Radiography and Ultrasonic testing for the castings used in petrochemicals

as well as fertilizer industries. Also we do radiography and ultrasonic testing for pressure
parts used in valves and Auto parts in Automobiles industries.

Our supremacy in the field of NDT especially in industrial radiography and

ultrasonic testing has been proved from decades.

30
Quality Policy
Godavari Technical Services is committed to:

 Provide testing services to its customers as per eminent quality standards and
comply with ISO/IEC 17025:2017 requirements.

 Serve its client with testing activities by laboratory personnel with required
competence, qualifications and consistent operation.

 Create and maintain an environment that will foster teamwork and provide
continuous improvement in the management system thereby achieving total
quality in all activities of the organization.

 To ensure that business operation complies with the system as required by

ISO/IEC 17025:2017.

 To ensure implementation of laboratory quality management system as specified

in the quality manual and comply with same is the responsibility of every
personnel of lab involved in testing activities of the laboratory.

 To ensure impartiality, confidentiality and competence in the laboratory

operations with respect to all the testing activities of the laboratory.

 To ensure management of all information about laboratory activities, information

obtained during performance of testing by maintaining confidentiality as per the
requirement of ISO/IEC 17025:2017

31
Organization chart and structure of the laboratory

Proprietor

C-O-O
CEO
Quality Manager

Deputy General Manager

Admin (Purchase & Resources) Account

Technical Manager

Sites
Laboratory in charge

Site In-Charge & Supervisor

Office staff

Operator Trainee

Assistant Helper

32
3.3 Services
The company provide following services:

1. Non Destructive Testing:

a. Industrial Radiography Testing with X-Ray & Gamma

Ray (Co-60 & Ir-192)
b. Ultrasonic Testing (UT)
c. Magnetic Particle Testing (MPT)
d. Liquid Penetrant Testing (LPT)
2. Training & Certification of NDT Level-II for all NDT methods
3. U Stamping assignment as per ASME
4. Third Party Inspection
5. Consultancy

* Non Destructive Testing:

The company has sufficient qualified and experienced technical staff in the following
NDT methods:

1. Radiography Testing (RT) – X-ray & Gamma Ray Radiography

2. Ultrasonic Testing (UT) & Ultrasonic Thickness Gauging
3. Liquid Penetrant Testing (LPT)
4. Magnetic Particle Testing (MPT)

* Training & Certification:

We have qualified and experienced ASNT NDT Level-III personnel for training and
certification program with practical and demonstrations facilities for both in-house
programs and as per client’s requirements.

* U Stamping assignment as per ASME:

Similarly, we have qualified and experienced personnel for U stamping assignment and
Audits as per ASME specifications.

We provide our services all over India.

33
* Third Party Inspection:

We have a team of experts in Radiography, Ultrasonic, Magnetic Particle and Penetrant

testing who are well experienced and qualified to monitor, evaluate and inspect NDT
activities as TPI.

We undertake non-destructive testing of –

Welded components/Structures, All types of Castings, Engineering components,

Fabricated jobs like Air receivers, Boilers, Pressure vessels, Heat Exchangers, Spheres,
LPG Tankers, Storage tanks of gases and various fabricate equipment in Petroleum,
Refineries, Fertilizer plants and power Projects etc.

Various jobs under Third Party inspection such as -

BHEL, EIL, LLOYDS, DNV, IBR, PDIL, BARC, DPG, MECON, TATA, INDIAN OIL
CORPORATION, NPCIL & so on.

NDT is performed as per following standard or any other given standard-

* American Standards of Non Destructive Testing

* EN, ISO and DIN codes

34
 Chapter 4
Review of Literature

35
4.1 Meaning and Concepts of the topic
Employee engagement is the level of commitment and involvement an employee has
towards their organization and its values. An engaged employee is aware of business
context, and works with colleagues to improve performance within the job for the benefit
of the organization. The organization must work to develop and nurture engagement,
which requires a two-way relationship between employer and employee.’ Thus Employee
engagement is a barometer that determines the association of a person with the
organization.
Engagement is most closely associated with the existing construction of job involvement

Job involvement is defined as the degree to which the job situation is central to the person
and his or her identity

- Lawler & Hall,

1970

Job involvement is a ‘Cognitive or belief state of Psychological identification. Job

involvement is thought to depend on both need saliency and the potential of a job to
satisfy these needs. Thus job involvement results form a cognitive judgment about the
needs satisfying abilities of the job. Jobs in this view are tied to one’s self-image.
Engagement differs from job in as it is concerned more with how the individual
employees his/her self during the performance of his / her job. Furthermore engagement
entails the active use of emotions. Finally engagement may be thought of as an
antecedent to job involvement in that individuals who experience deep engagement in
their roles should come to identify with their jobs.

HR practitioners believe that the engagement challenge has a lot to do with how
employee feels about the about work experience and how he or she is treated in the
organization. It has a lot to do with emotions which are fundamentally related to drive
bottom line success in a company. There will always be people who never give their
best efforts no matter how hard HR and line managers try to engage them. “But for the
most part employees want to commit to companies because doing so satisfies a
powerful and a basic need in connect with and contribute to something significant”.
36
Aspects of Employee Engagement

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

Categories of Employee Engagement

There are different types of people:-
1. ENGAGED: - Engaged employees work with passion and feel a profound
connection with their organization team members and goals. "Engaged"
employees are builders. They want to know the desired expectations for their
role so they can meet and exceed them. They are naturally curious about their
company and their place in it. They perform at consistently high levels. They
want to use their talents and strengths at work every day. They work with
passion and they drive innovation and move their organization forward.
2. NOT ENGAGED: - Not engaged employees are checked out and put their
energy or drive into their work. They get through the day doing what they need
to do to stay employed. Not-engaged employees tend to concentrate on tasks
rather than the goals and outcomes they are expected to accomplish. They want
to be told what to do just so they can do it and say they have finished. They
focus on accomplishing tasks vs. achieving an outcome. 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.
3. ACTIVELY DISENGAGED: - These employees undermine the efforts of
engaged employees and spread their misery to everyone. The "actively
37
 disengaged" employees are the "cave dwellers."They are "Consistently against
Virtually Everything." They are not just unhappy at work; they are busy acting
out their unhappiness. They sow seeds of negativity at every opportunity. Every
day, actively disengaged workers undermine what their engaged co-workers
accomplish. As workers increasingly rely on each other to generate products and
services, the problems and tensions that are fostered by actively disengaged
workers can cause great damage to an organizations functioning.

Importance of Engagement
Engagement is important for managers to cultivate given that disengagement or
alienation is central to the problem of workers' lack of commitment and motivation.

Meaningless work is often associated with apathy and detachment from ones works. In
such conditions, individuals are thought to be estranged from their selves.

Other Research using a different resource of engagement (involvement and enthusiasm)

has linked it to such variables as employee turnover, customer satisfaction – loyalty,
safety and to a lesser degree, productivity and profitability criteria.

An organization’s capacity to manage employee engagement is closely related to its

ability to achieve high performance levels and superior business results. Some of the
advantages of Engaged employees are
· Engaged employees will stay with the company, be an advocate of the company
and its products and services, and contribute to bottom line business success.
· They will normally perform better and are more motivated.
· There is a significant link between employee engagement and profitability.
· They form an emotional connection with the company. This impacts their attitude
towards the company’s clients, and thereby improves customer satisfaction and
service levels
· It builds passion, commitment and alignment with the organization’s strategies
and goals
· Increases employees’ trust in the organization
· Creates a sense of loyalty in a competitive environment
· Provides a high-energy working environment
· Boosts business growth
38
 · Makes the employees effective brand ambassadors for the company
A highly engaged employee will consistently deliver beyond expectations. In the
workplace research on employee engagement have repeatedly asked employees ‘whether
they have the opportunity to do what they do best everyday’ While one in five employees
strongly agrees with this statement, those work units scoring higher on this perception
have substantially higher performance.

Thus employee engagement is critical to any organization that seeks to retain valued
employees. The Watson Wyatt consulting companies has been proved that there is an
intrinsic link between employee engagement, customer loyalty, and profitability. As
organizations globalize and become more dependent on technology in a virtual working
environment, there is a greater need to connect and engage with employees to provide
them with an organizational ‘identity.’

Key drivers of employee engagement

‘Employee Engagement –A review of current research and its implication’ which

was conducted by research firm such as Gallup, Towers Perrin, Blessing White, The
Corporate Leadership Council and other It came out that 4 of the studies mentioned 8 key
drivers of employee engagement out of a total of 26 key drivers collectively. These are:

a) Trust & integrity

b) Nature of the job
c) Line of sight between employee performance and company performance
d) Career growth opportunities
e) Pride about the company
f) Coworkers / team members
g) Employee development
h) Relationship with manager

There are few more drivers which contribute in increasing employee engagement such as:

a) A culture of respect where good job is appreciated.

b) Feedback, counseling and mentoring
c) Fair reward, recognition and incentive scheme
39
d) Effective leadership
e) Clear job expectations
f) Adequate tools to perform work responsibilities
g) Motivation

4.2 Basic Theories of the topic

Factors Leading to Employee Engagement-

40
Studies have shown that there are some critical factors which lead to Employee
engagement. Some of them identified are:

Career Development- Opportunities for Personal Development

Organizations with high levels of engagement provide employees with opportunities to
develop their abilities, learn new skills, acquire new knowledge and realize their
potential. When companies plan for the career paths of their employees and invest in
them in this way their people invest in them.

Career Development – Effective Management of Talent

Career development influences engagement for employees and retaining the most
talented employees and providing opportunities for personal development.

Leadership- Clarity of Company Values

Employees need to feel that the core values for which their companies stand are
unambiguous and clear.

Leadership ± Respectful Treatment of Employees

Successful organizations show respect for each employee's qualities and contribution –
regardless of their job level.

Leadership ± Company’s Standards of Ethical Behavior

A company's ethical standards also lead to engagement of an individual

Empowerment
Employees want to be involved in decisions that affect their work. The leaders of high-
engagement workplaces create a trustful and challenging environment, in which
employees are encouraged to dissent from the prevailing orthodoxy and to input and
innovate to move the organization forward.

Image
How much employees are prepared to endorse the products and services which their
company provides its customers depends largely on their perceptions of the quality of
those goods and services. High levels of employee engagement are inextricably linked
with high levels of customer engagement.

Other factors

Equal Opportunities and Fair Treatment

The employee engagement levels would be high if their bosses (superiors) provide equal
opportunities for growth and advancement to all the employees

Performance appraisal
Fair evaluation of an employee's performance is an important criterion for determining
the level of employee engagement. The company which follows an appropriate
performance appraisal technique (which is transparent and not biased) will have high
levels of employee engagement.
41
Pay and Benefits
The company should have a proper pay system so that the employees are motivated to
work in the organization. In order to boost his engagement levels the employees should
also be provided with certain benefits and compensations.

Health and Safety

Research indicates that the engagement levels are low if the employee does not feel
secure while working. Therefore every organization should adopt appropriate methods
and systems for the health and safety of their employees.

Job Satisfaction
Only a satisfied employee can become an engaged employee. Therefore it is very
essential for an organization to see to it that the job given to the employee matches his
career goals which will make him enjoy his work and he would ultimately be satisfied
with his job.

Communication
The company should follow the open door policy. There should be both upward and
downward communication with the use of appropriate communication channels in the
organization. If the employee is given a say in the decision making and has the right to be
heard by his boss than the engagement levels are likely to be high.

Family Friendliness
A person’s family life influences his wok life. When an employee realizes that the
organization is considering his family’s benefits also, he will have an emotional
attachment with the organization which leads to engagement

Co-operation
If the entire organization works together by helping each other i.e. all the employees as
well as the supervisors co-ordinate well than the employees will be engaged.

THE 10 C’S OF EMPLOYEE ENGAGEMENT

42
How can leaders engage employees’ heads, hearts, and hands? the literature offers several
avenues for action; we summarize these as ten c’s of employee engagement, which are
supposed to be essential for employee engagement.

1. CONNECT:
Leaders must show that they value employees. employee engagement is a direct
reflection of how employees feel about their relationship with the boss. employees look at
whether organization and their leader walk the talk when they proclaim that,” our
employees are most valuable asset.”

2. CAREER:
Leader should provide challenging and meaningful work with opportunities’ for career
advancement. Most of the people want to do new thing in their job. Good leader
challenge employee; but at the same time, they must instill the confidence that the
challenge can be made.

3. CLARITY:
Leader must communicate a clear vision. People want to understand the vision that senior
leadership has for the organization, and the goals that leaders or department heads have
for the division, unit, or team. Success in life and organizations, to a great extent,
determined by how clear individuals are about their goals and what they really want to
achieve.

4. CONVEY
Leaders clarify their expectations about employees and provide feedback on their
functioning in the organization .Good leaders establish processes and procedures that
help people master important tasks and facilitate goal achievement.

5. CONGRATULATE
Survey shows that, over and over, employees feel that they receive immediate feedback
when their performance is poor, or below expectations. These same employees also
report that praise and recognition for strong performance is much less common.
Exceptional leaders give recognition, they do so a lot; they coach and convey.

6. CONTRIBUTE
People want to know that their input matters and that they are contributing to the
organization’s success in a meaningful way. In sum, good leaders help people see and
feel how they are contributing to the organization’s success and future.

7. CONTROL
Employee’s value control over the flow and pace of their jobs and leaders can create
opportunities for employees to exercise this control. A feeling of “being in one thing” and
of being given opportunities to participate in decision making often reduces stress; it also
create trust and culture where people want to take ownership of problem and their
solution.

43
8. COLLABORATE
Studies show that, when employees work in teams and have the trust and cooperation of
their team members, they outperform individuals and teams which lack good
relationships. Great leader are team builders; they create an environment that fosters trust
and collaboration. Surveys indicate that being cared about by colleagues is a strong
predictor of employee engagement. Thus, a continuous challenge for leaders is to rally
individuals to collaborate on organizational, departmental, and group goals, while
excluding individuals pursuing their self-interest.

9. CREDIBILITY
Leaders should strive to maintain a company’s reputation and demonstrate high ethical
standards. People want to be proud of their jobs, their performance, and their
organization.

10. CONFIDENCE
Good leaders help create confidence in a company by being exemplars of high ethical and
performance standards. Leaders should actively try to identify the level of engagement in
their organization. Find the reason behind the lack of full engagement, strive to eliminate
those reasons, and implement behavioral strategies that will facilitate full engagement.

44
4.3 Review of Research on the selected topic

1ST RESEARCH ARTICLE

NAME OF THE AUTHOR -Solomon MarkosKompaso& M. SandhyaSridevi

(2010)
TITLE -Employee Engagement: The Key to Improving Performance

ABSTRACT

Employee engagement is a vast construct that touches almost all parts of human resource
management facets we know hitherto. If every part of human resources is not addressed
in appropriate manner, employees fail to fully engage themselves in their job in the
response to such kind of mismanagement. The construct employee engagement is built on
the foundation of earlier concepts like job satisfaction, employee commitment and
Organizational citizenship behavior. Though it is related to and encompasses these
concepts, employee engagement is broader in scope. Employee engagement is stronger
predictor of positive organizational performance clearly showing the two-way
relationship between employer and employee compared to the three earlier constructs:
job satisfaction, employee commitment and organizational citizenship behavior. Engaged
employees are emotionally attached to their organization and highly involved in their job
with a great enthusiasm for the success of their employer, going extra mile beyond the
employment contractual agreement.

45
 2nd RESEARCH ARTICLE

NAME OF THE AUTHOR – Sonal Pandey & Shine David(2013)

TITLE -A Study of Engagement at Work: What drives Employee Engagement?

ABSTRACT

Employee engagement refers to a condition where the employees are fully engrossed in
their work and are emotionally attached to their organization. An "engaged employee" is
one who is fully involved in, and enthusiastic about their work, and thus will act in a way
that furthers his organization's interests, this study investigated what job characteristics
leads to high employee engagement. Instrument contains fourteen items related with
different dimensions of employee engagement. Data was collected thorough purposive
sampling from 107 respondents on five point likert scale through questionnaire.
Cronbach’s Alpha reliability of questionnaire was analyzed using SPSS (Statistical
Package for Social Science) version 16.0. Further Factor Analysis with varimax rotation
using Kaiser Normalization was applied to the data which resulted in three factors.
Findings of the study suggest that satisfactory work environment, opportunities to grow
and job enrichment leads to higher engagement in employees belonging to fast growing
industries like IT and Pharmacy. All respondent belong to age group of 20-40 and 90% of
them are below 30.

3rdRESEARCH ARTICLE
46
NAME OF THE AUTHOR – Swathi.S (2013)

TITLE -Effecting Employee Engagement Factors

ABSTRACT

The paper deals with the factors which influence employee engagement. This paper is
based on the reviews of the previous old paper. The paper is based on the secondary
data .The source of the information has been taken from the previous articles, journals,
text books on the employee engagement. The descriptive method is used to explain the
factor of employee engagement. The paper focuses only the factors like feedback,
Rewards, Reorganization, and Leadership etc. which influence the Employee
Engagement.

4thRESEARCH ARTICLE

NAME OF THE AUTHOR – Miss Preeti Thakur(2014)

TITLE -A Research Paper on the Effect of Employee Engagement on Job Satisfaction

in IT Sector

ABSTRACT
The purpose of this paper seeks to find out the Effect of Employee Engagement on Job
Satisfaction in IT Sector. Primary as well as secondary data has been used to carry out the
research. The study has been carried out on officers as well as the Clerks of IT sector.
The findings came out and this is identified that among the former work motivation could
be improved through increasing job authority and accountability. At the clerical level,
rewards and sanctions are significantly associated with job involvement.

5thRESEARCH ARTICLE
47
NAME OF AUTHOR - Prof. Priyadarshni Nidan(2016)

TITLE - To study the impact of employee engagement on employee productivity and

motivational level of employee in retail sector

ABSTRACT

With organization going global and tapping new markets, it has become essential to give
the organization its competitive edge by nurturing and retaining the top talent that is
human resources. Retaining the highly skilled workforce has become a key concern for
many organizations in good as well as bad times provided the importance of these human
resources to company’s success and survival. Thus employee engagement determines the
association of person with the organization. This exploratory research, study impact of
employee engagement on employee productivity and motivational level of employee in
Retail sector, this sector providing more opportunities for job enhancement but retaining
employee are one of the most challenging issues for the retail industry, because of high
turnover and low performance. Understanding what drives employee engagement
illuminates the path leaders can take to enhance employee retention in their
organizations. The findings and recommendations of this study are for retail sector in
general. It would help them to perform better and ready to take more responsibility,
energetic and inspiring.

48
 6thRESEARCH ARTICLE

NAME OF THE AUTHOR -Mrs. Neetu Singh (2016)

TITLE -EMPLOYEE ENGAGEMENT-AN EVOLVING ORGANIZATIONAL

ISSUE

ABSTRACT

Employee Engagement is a relatively new concept among the businessmen and

academicians. Employee engagement is the level of commitment and involvement an
employee has towards his organization and its values. It is an employees’ positive or
negative emotional attachment to their job which has a direct influence on the
organizations performance. In order to have engaged employees’ managers need to
devise strategies that encourage hard work and keep success stories alive. It takes into
account the amount of discretionary effort an employee expends on behalf of the
organization. This article aims in understanding the concept, drivers and impact of
employee engagement on organizational performance.

49
 7thRESEARCH ARTICLE

NAME OF THE AUTHOR – ArtiChandani ,Mita Mehta, Akanksha Mall (2016)

TITLE -Employee Engagement: A Review Paper on Factors Affecting Employee

Engagement

ABSTRACT
Background/Objectives: The objective of this article is to clarify what is meant by
employee engagement and why it is important (particularly with respect to its effect on
employee retention and performance), as well as to identify factors that are critical to its
effective implementation. Methods/Statistical Analysis: For this study, researchers have
used review method. Under the process of review around thirty academic and popular
research papers/ literature in the area of employee engagement, researchers have come up
with different factors which are mostly commonly mentioned in these research papers.
The review process aims at strengthening existing literature. After studying all the factors
in each research paper, authors have taken the findings. Findings: In this research paper,
various factors have been discussed of engagements which are at macro i.e. at
organizational level and micro level i.e. at individual level. These variations in factors
may arise due to differences in individual and job characteristics, gender diversity; ethnic
diversity etc. Suggestions presented in this paper include different employee engagement
approaches for new employees like strong induction programs, rigorous training and
development program, certification program and giving them a realistic job preview. The
findings of this study will be useful to any organization, irrespective of the type of
business, to construct strong employee engagement policy with mix of all these factors of
employee engagement.

50
 8thRESEARCH ARTICLE

NAME OF THE AUTHOR – Bhavani SA, Sharavan and Arpitha(2016)

TITLE -A Study Effectiveness of Employee Engagement in Automobile Industry

ABSTRACT

This study is conducted at Automotive Axles ltd to understand the extent of employee
engagement in the organization. Employee engagement is the level of commitment and
involvement an employee has towards the organization and its values. An engaged
employee is known of business context, and works with coworkers to improve
performance at the job for the benefit of the organization. It is a positive behavior held by
the employees towards the organization and its values. Engagement at work was
conceptualized by Kahn as the ‘harnessing of organizational members’ selves to their
work. A sample size of 50 was taken in order to conduct research. Random sampling
technique was used in order to conduct the survey. The data was collected by
interviewing the respondents with the help of a structured questionnaire.

51
 9thRESEARCH ARTICLE

NAME OF THE AUTHOR -Shweta Sharma1, Research Scholar

Devi AhilyaVishwavidyalaya
DrSanjeevniGangwani (2016)

TITLE -Effectiveness of employee engagement in organizations: An Overview.

ABSTRACT

Employee engagement (EE) is a highly admired and vast topic having various shades and
shadows, and it has been studied exclusively from a quantitative, survey based approach,
both in academics as well as in industrial research. The present study therefore aims to
provide a snapshot or an overview of engagement in a way that encompasses all the key
findings in both academic research and HR practitioners. This paper offers a novel
methodology where content analysis approach is used to provide a snap shot of the
various findings of the papers on employee engagement that weaves together the
researcher's personal and participants' experiences to illuminate the phenomenon. This
paper in short reviews existing literature on employee engagement from the most recent
research, showing various variables/drivers in both public and private sector
organizations. The findings are jotted down for the ease and study of the future
researchers. In this paper the researchers have tried to explore the rationale of employee
engagement practices. By analyzing the literature one can easily understand that along
with demographic factors psychological as well as emotional factors plays vital role in
employee engagement as they all are interdependent on each other.

52
 10thRESEARCH ARTICLE

NAME OF THE AUTHOR – Prof. Sudhindra Gargesha(2017)

TITLE -Determinants of Employee Engagement In Indian It Sector

ABSTRACT
Employee engagement is a relatively new concept. The term employee engagement has
attracted immense research interest over the past two decades. Consequently, extensive
work has been made with respect to defining the term ‘employee engagement’ and
differentiating it from pertinent constructs. Employee engagement does not mean
employee happiness. Employee engagement shares a significant relationship with the
employee productivity (Maitland, 2005). The current empirical study has been
undertaken with an intention to understand the employee engagement practices in IT
sector in Bangalore city. In order to realize the stated objectives, the researchers have
identified seven important factors such as supervision, quality of working environment,
the reliability of information, communication & quality of information, pay and benefits,
appraisal process & level of satisfaction and organizational commitment. Towards this, a
five point Likert’s scale has been constructed and administered as research instrument.
The research instrument was pre tested before administering on the 250 respondents. The
validity of the questionnaire was adjudged, using reliability statistics. Later a robust
multiple regressions have been run to identify the major drivers of employee engagement
in IT sector.

53
 Chapter 5
Data presentation, analysis
& interpretation (1)

54
5.1 Presentation and Information
Employee Engagement activities at Godavari Technical
Services, Nasik
 Celebrating employee’s birthday with cake cutting and wishes from CEO
and other employees:

Many people are eager to celebrate their birthday. In the organization

people love to celebrate others birthday, so birthdays are typically a time for loved
ones to gather and celebrate. Organization celebrates each and every employee’s
birthday. This is the simplest way to increase employee motivation. This activity
engages the employee and maintain good atmosphere in the organization.

 Once in a year one Day Employee Picnic with family

Working more than 7 hours a day can really stress people out. The routine
life can get tiring and people would get bored easily if they always have a busy
schedule for every day, so the most important part of organizing a company picnic
is finding someone to be in charge. Picnic is the only time to spend the whole day
with their families and loved ones. Refreshing your mind is really necessary at all
times. It provides your employees with a new location to explore, to engage with
each other and to make memories with their work acquaintances.

 Employees get-together with Lunch

Organization has regular company meetings, where they get everyone

together on a monthly/quarterly basis to talk about the overall direction and
standing of the company. Here everyone eats lunch and it makes lots of boring
company info a lot easier to digest.

 Celebrating Achievements

An achievement is something an employee does, such as reaching a goal

or completing a project, using her/his skills, efforts and persistence. The need for
achievement is psychological motivator that employees can develop. In order to
show appreciation and gratitude, you sometimes need more than words of
encouragement. You need to show through actions that you care for your
employees and are thankful for the hard work they have put in the organization to
make it successful and prosperous.

 Celebrating of Retirements

Retirement is a big deal. Retirement marks the start of another chapter in

an employee’s life. Retirement marks the end of the career or the start of a new
one. A retirement is a life event that changes every day that the retiring employee
55
 experiences for all time going forward. In the organization retirement make
memorable with the party or celebration.
 Celebration of festivals

In the organization various festivals are celebrated such as Ganesh

Chaturti. In Ganesh Chaturti various games and activities are conducted by the
organization for all the workmen and staff. Festive celebrations at workplace are
most welcome because they provide a respite from the routine. It is helpful for
building a happy and positive corporate culture.

 Arranging party once in a year with employee’s family

Organization arranges a party once in a year. It is helpful for building a

happy and positive environment and helps to build better relationship between
employees and their families.

 Provide ongoing Training

Training presents a prime opportunity to expand the knowledge base of all
employees, but many employers in the current climate fide development
opportunities expensive. Employees attending training sessions also miss out on
work time which may delay the completion of projects. However despite these
potential drawbacks, training provides both the individual and organizations as a
whole with benefits that make the cost and time a worthwhile investment. The
return of investment from training and development of employees is really a no
brainer.

56
Employee Engagement Policy:

 Engaged Employees leads to Raving Customers. Raving Customers leads to

Roaring Profits. Roaring Profits leads to Exceptional Organizational Performance.
Exceptional Organizational performance creates more Engaged Employees. Let
the cycle start

 Staff should be clear about his job, (i.e. Accountable for & responsible till) as
well as trained to perform it well. Timely feedback regarding performance to be
given to staff so as issues does not continue for long.

 One meeting between staff & his manager should be planned, so as to get direct
report on given duties, assign goals for next week, remove obstacles, provide
required tools and support for the required job, mentor him for the desired job.

 Brainstorming sessions should be planned by department managers regarding the

issues faced by departments and how to resolve them. Advised to give the topic
before and ask them to prepare for it. This will reduce workplace issues to a great
extent.

 Meeting should be conducted between all outdoor staff and their line
supervisors/managers, i.e. who deal with them directly including the Manager and
the outdoor staff for listening to their issues, working out common and critical
ones, supporting them technically as well as mentally.

 Every Month meeting between CEO and All managers as well as supervisors
should be conducted, so that CEO can be briefed on performance goals by
departments.

57
Birthday Celebration of Employee and CEO Chandrakant Iper

58
Retirement Day Celebration

59
Celebrating Party

60
 Chapter- 6
Data presentation, Analysis
& Interpretation (2)

The researcher has selected simple random sampling method for

collection of data with various sources with sample size 100; questionnaire
61
method was used for collection of data. In questionnaire various parameters
were taken into consideration for the analysis of the study.

Research Method:-
Exploratory research method is used for the study of Employee
Engagement at Godavari Technical Services, Nasik as an effective tool for HR.

Sampling Techniques:-
Simple Random Sampling is a type of probability sampling method in
which selection of units from the population is based on their easy availability
and accessibility to the researcher. This study is adopted by simple random
sampling.

Sample unit:-
Sampling unit is a basic unit that contains a single element or a group of
elements of the population to be sampled. The sample unit for this study is
comprised all the Permanent Employees from Godavari Technical Services,
Nasik.

Sample size:-
The sample size for my study is 100.

Tool for data analysis:-

Data collection is analyzed with the help of statistical tool such as Likert
scale and Simple percentage method along with tables, charts and graphs will
be used for quick understanding of the study.

Data Presentation Tools:-

Different tools such as tables and graphs using bar graphs, pie charts
etc. are used to do the data presentation.

6.1 Sample Analysis

62
6.1.1. Enjoy coming to work every morning

Table No.6.1.1 Enjoy coming to work every morning

Response Yes No Total

Number of 75 25 100
respondent
s
Percentage 75% 25% 100%

Sources-Primary Data (Questionnaire)

Enjoy coming to work every morning

25%

75%

Yes No

Graph No. 6.1.1Enjoy coming to work every morning

ANALYSIS – From the above data it is found that 75% respondents said that they
enjoyed coming to work and 25% respondents said that they did not enjoy coming to
work every morning.
INTERPRETATION –It is found that majority of the respondents enjoy coming to
work every morning, because they like friendly environment in the organization.

6.1.2. Feel engaged in organizational engagement activities

Table No.6.1.2 Feel engaged in organizational engagement activities

63
 Response Yes N0 Total
Number of 80% 20% 100
respondent
s
Percentage 80% 20% 100%

Sources-Primary Data (Questionnaire)

Feel engaged in organizational engagement activities

Yes NO

20%

80%

Graph No. 6.1.2 Feel engaged in engagement activities

ANALYSIS – From the above data it is found that 80% respondents feel engaged with
every engagement activities and 20% respondents are not feeling engaged with every
engagement activities.

INTERPRETATION –It is found that majority of the respondents feel engaged in

engagement activities, because these activities refreshing their mind.

6.1.3. Organization conduct training programs

Table No.6.1.3Organisation conduct training programs

64
 Response Monthly Quarterly Half Yearly Total
yearly
Number of 30 50 20% 0 100
respondent
s
Percentage 30% 50% 20% 0 100

Sources-Primary Data (Questionnaire)

TRAINING PROGRAMS

20%
30%

50%

Monthly Quarterly Half Yearly

Graph No. 6.1.3Training program

ANALYSIS – From the above data it is found that the 50% respondents said that Organization
conduct quarterly training, 30% respondents said that monthly training conduct, 20% respondents
said that organization conduct half yearly training program and no one respondent said that
organization conduct yearly training program.

INTERPRETATION –It is found that majority of the respondents said that

organization conduct quarterly training program.

6.1.4 Activities conducted to build the team spirit

Table No.6.1.4 Activities conducted to build the team spirit

65
 Response Recreational Social Celebrating Total
activities activities achievements
Number of 45 25 30 100
respondent
s
Percentage 45% 25% 30% 100%

Sources-Primary Data (Questionnaire)

Activities conducted to build team spirit

50% 45.00%
45%
40%
35% 30.00%
30% 25.00%
25%
20%
15%
10%
5%
0%

Graph No.6.1.4 Activities conduct to build team spirit

ANALYSIS – From the above data it is found that the 45% respondents said that
organization conduct recreational activities to build the team spirit, 25% respondents
said that there is celebration of achievements to build the team spirit, 20% respondents
said that organization conduct social activities to build team spirit and only 10%
respondents said that any other activities which build the team spirit.
INTERPRETATION –It is found that majority of the respondents said that
organization conduct recreational activities such as picnic, games etc. to build the team
spirit, because all employees come together and enjoy every movement without any
stress and competitions and make good relation among employees .

6.1.5. Engagement activities do you preferred to participate

Table No.6.1.5Engagement activities do you preferred to participate

66
 Response Ranking
1 2 3 4 Mean
Recreational activities(such as 40 30 20 10 3 I
picnic /CSR etc)
Provide ongoing 12 20 40 28 2.16 IV
training/SEMIRAR
Celebration of birthdays 18 15 35 32 2.19 III
,retirements
Celebration of festivals 30 35 5 30 2.65 II
Total 100 100 100 100
Sources-Primary Data (Questionnaire)
3.5
3
3 2.65
2.5 2.16 2.19
2
1.5
1
0.5
0

Graph No. 6.1.5 Activities in which employees preferred participate

ANALYSIS – From the above data it is found that highest mean value is 3 for
recreational activities, 2nd highest is 2.65 for celebration of festivals then followed by
2.19 and 2.16 for celebration of birthdays, retirements etc and providing ongoing
training respectively.

INTERPRETATION –It is found that majority of the respondents’ mostly participate

in recreational activities because they gives 1st rank to recreational activities, 2nd rank to
celebration of festivals, 3rd rank to celebration of birthdays, retirements etc and 4th rank
to providing ongoing training.
6.1.6Reasons for not participation in every engagement activities
Table No.6.1.6Reasons for not participation in every engagement activities

67
 Response Not Too Don't Poor Held at Total
aware of busy/No have quality inconvenient
activities time activities of place
I'm activities
interested
in
Number of 15 30 25 20 10 100
respondents
Percentage 15% 30% 25% 20% 10% 100%

Sources-Primary Data (Questionnaire)

35

30
30

25
25

20
20

15
15

10
10

0
Not aware of the Too busy/No Don't have Poor quality of Held at
activities time activities I'm activities inconvenient
interested in place

Graph No.6.1.6 Reasons for not participating in every engagement

activities

ANALYSIS – From the above data it is found that 30% respondents said that they are
too busy, 25% respondents said that don't have activities in which they are interested,
20% respondents said that poor quality of activities, 15% respondents said that not aware
of the activities and only 10% respondents said that activities are held at inconvenient
place

INTERPRETATION –It is found that majority of the respondent ‘said that they are too busy because of
work completion or work load , so they do not participate in every engagement activities.

6.1.7. Importance of engagement activities for employee performance

68
Table No.6.1.7Importance of engagement activities for employee performance

Response Very Important Somewhat Not very Not at all Total

important important imp
Number of 20 30 25 15 10 100
respondent
s
Percentage 20% 30% 25% 15% 10% 100%

Sources-Primary Data (Questionnaire)

Importance of engagement activities

2
5
4
1 3
2
1
20% 30% 25% 15% 10%
Very Important Important Somewhat important Not very important Not at all

Graph No. 6.1.7 Importance of engagement activities

ANALYSIS – From the above data it is found that the 30% respondents said that
important, 25% respondents said that somewhat important, 20% respondents said that
very important,15% respondents said that not very important and only10% respondents
said that not at all important.

INTERPRETATION –– It is found that majority of the respondents’ said that

engagement activities are important for employee performance, because they need to
refresh their mind and they get bored on their daily routine.

6.1.8. Clear link between engagement activities & the company’s goals
69
Table No.6.1.8Clear link between engagement activities & the company’s goals

Response Yes No Total

Number of 90 10 100
respondent
s
Percentage 90% 10% 100%

Sources-Primary Data (Questionnaire)

Link Between engagement activities and Company's goals

No
10%

Yes
90%

Graph No. 6.1.8 Link between engagement activities and goals

ANALYSIS – From the above data it is found that the 90% respondents said that they
see clear link between engagement activities and company’s goals and 10%
respondents said that they does not see clear link between engagement activities and
company’s goals.
INTERPRETATION –It is found that majority of respondents said that they see clear
link between engagement activities and company’s goals, because these activities
refresh their mind and they work again with full energy, so their performance level
increase and achieve the company’s goal.

70
6.1.9 Provision of flexibility in terms of working hours

Table No.6.1.9 Provision of flexibility in terms of working hours

Response Yes No Total

Number of 75 25 100
respondents
Percentage 75% 25% 100%

Sources-Primary Data (Questionnaire)

Flexibility in working hours

1
4
3
1 2
75%
25%
Yes No

Graph No. 6.1.9Flexibility in working hours

ANALYSIS – From the above data it is found that 75% respondents said that there is
flexibility in terms of working hours and only 25% respondents said that there is no
flexibility in terms of working hours.

INTERPRETATION –It is found that majority of respondents said that there is

flexibility in terms of working hours

6.1.10Employee responds to such engagement activities

71
Table No.6.1.10Employee responds to such engagement activities

Response Positively Negatively Indifferent Total

Number of 63 20 17 100
respondents
Percentage 63% 20% 17% 100%

Sources-Primary Data (Questionnaire)

Indifferent
17%

Negatively
20%
Positively
63%

Graph No.6.1.10Employees respond to such activities

ANALYSIS – From the above data it is found that 63% respondents given positively
respond to such engagement activities, 20% respondents given negatively respond to
such activities and only 17% respondents given indifferent opinion.

INTERPRETATION –It is found that majority of the respondents given positively

respond to such engagement activities, and it is shows that employees are more
interested in an engagement activities.

6.1.11 Statements
a) Satisfied with the engagement activities
72
Table No.6.1.11 a) satisfied with the engagement activities

Response Strongly Agree Neutral Disagree Strongly Total Mean

Agree Disagree
Number of 55 25 3 10 7 100 4.11
respondent
s
Percentage 55% 25% 3% 10% 7% 100%

Sources-Primary Data (Questionnaire)

Satisfied with engagement activities

60%

50%

40%

30%

20%

10%

0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Graph No. 6.1.11 a) Satisfied with engagement activities

ANALYSIS – From the above data it is found that the 55% respondents strongly agree
with the statement that they are satisfied with the engagement activities such as
socialization, annual events, birthday celebrations, festivals, picnic etc, 25% respondents
agree with the statement, 10% respondents disagree with the statement, 7% respondents
strongly disagree with the statement and only 3% respondents given neutral opinion.
INTERPRETATION –As mean value 4.11 shows more inclination towards Strongly
Agree with the statement satisfied with the engagement activities such as birthday
celebrations, socialization etc.
b) The organization encourages continued education and professional
growth.

73
Table No.6.1.11 b) organization encourages continued education and professional
growth

Response Strongly Agree Neutral Disagree Strongly Total Mean

Agree Disagree
Number of 30 40 10 15 5 100 3.75
respondent
s
Percentage 30% 40% 10% 15% 5% 100%

Response Strongly Agree Neutral Disagree Strongly Total Mean

Agree Disagree
Number of 25 40 13 15 7 100 3.61
respondent
s
Percentage 25% 40% 13% 15% 7% 100%

Organization provides training to help build skills

1200%

1000%

800%
5

600% 4

3
400%
2
5
200% 4
1 2 3
1
0% 25% 40% 13% 15% 3%
Strongly Agree Agree Neutral Disagree Strongly Disagree

Graph No. 6.1.11 c) Organization provides training to help build skills

ANALYSIS – From the above data it is found that the 40% respondents agree with the
statement that organization provides training to help build skills, 25% respondents
strongly agree with the statement,15% respondents disagree with the statement, 13%

74
respondents given Neutral opinion and only 3% respondents strongly disagree with the
statement.

INTERPRETATION –As mean value 3.61 shows more respondent are Agree with
the statement organization provides training to help build skills that are valuable.

d) While on the job, get the chance to engage in recreational activities

Table No.6.1.11 d) While on the job, get the chance to engage in recreational
activities

Response Strongly Agree Neutral Disagree Strongly Total Mean

Agree Disagree
Number of 45 15 0 15 25 100 3.5
respondent
s
Percentage 45% 15% 0% 15% 25% 100%

Sources-Primary Data (Questionnaire)

Chance to engage in recreational things

45%
40%
35%
30%
25% Strongly Agree; 45%

20%
Strongly Disgree;
15% 25%
10% Agree; 15% Disagree; 15%

5%
0%
Strongly Agree Agree Disagree Strongly Disgree

Graph No. 6.1.11 d) Chance to engage in recreational

activities

75
ANALYSIS – From the above data it is found that 45% respondents are strongly agree
with the statement that they get a chance to engage in recreational things,25%
respondents are strongly disagree, 15% respondents are agree and 15% respondents are
disagree with the statement.

INTERPRETATION – As mean value 3.5 shows more inclination towards Agree

with the statement while on the job, get the chance to engage in recreational things.

e) Supervisors regularly give constructive feedback to improve performance

&motivation level
Table No.6.1.11 e) Supervisors regularly gives constructive feedback
Response Strongly Agree Neutral Disagree Strongly Total Mean
Agree% Disagree
Number of 15 20 5 40 20 100 2.7
respondent
s
Percentage 15% 20% 5% 40% 20% 100%

Sources-Primary Data (Questionnaire)

40%

35%

30%

25%

20%

15%

10%

5%

0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Graph No.6.1.11 e) Supervisors regularly give constructive feedback

76
ANALYSIS – From the above data it is found that 40% respondents disagree with the
statement supervisors regularly give constructive feedback to improve work
performance and motivation level, 20% respondents strongly disagree with the
statement, 20% respondents agree with the statement,15% respondents strongly agree
with the statement and only 5% respondents given neutral opinion.

INTERPRETATION –As mean value 2.7 shows more inclination towards Neutral
with the statement. Supervisors regularly give constructive feedback.

f) Engagement activities help to increase leadership quality and bring out

talent

Table No.6.1.11 f) Activities helps to increase leadership quality

Response Strongly Agree Neutral Disagree Strongly Total Mean

Agree Disagree
Number of 55 20 2 15 8 100 3.99
respondent
s
Percentage 55% 20% 2% 15% 8% 100%

Sources-Primary Data (Questionnaire)

Activities increase leadership quality

60%

50%

40%

30%

20%

10%

0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Graph No.6.1.11 f) Activities increase leadership quality & bring out talent
77
ANALYSIS – From the above data it is found that 55% respondents agree with the
statement that engagement activities helps to increase leadership quality and bring out
talent, 20% respondents strongly agree with the statement, 15% respondents disagree
with the statement, 8% respondents strongly disagree with the statement and only 2%
respondents given neutral opinion.

INTERPRETATION – As mean value 3.99 shows more inclination towards Agree

with the statement .engagement activities increase leadership quality & bring out talent.

g) Engagement activities results in maintaining friendly relation

Table No.6.1.11 g) activities results in maintaining friendly relation

Response Strongly Agree Neutral Disagree Strongly Total Mean

Agree Disagree
Number of 17 50 13 11 9 100 3.55
respondent
s
Percentage 17% 50% 13% 11% 9% 100%

Sources-Primary Data (Questionnaire)

Activities results in friendly relation & job satisfaction

60%

50%

40%

30%

20%

10%

0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree

78
 Graph No.6.1.11 g) Activities results in friendly relation

ANALYSIS – From the above data it is found that 50% respondents agree with the
statement that Engagement activities results in maintaining friendly and close interaction
with each other, 17% respondents strongly agree with the statement, 13% respondents
given neutral opinion, 11% respondents disagree with the statement and only 9%
respondents strongly disagree with the statement.

INTERPRETATION –As mean value 3.55 shows more inclination towards Agree with the
statement engagement activities results in friendly relation.

h) Engagement activities build up the self confidence of employees

Table No.6.1.11 h) activities build up the self confidence

Response Strongly Agree Neutral Disagree Strongly Total Mean

Agree Disagree
Number of 10 35 15 25 15 100 3
respondent
s
Percentage 10% 35% 15% 25% 15% 100%

Sources-Primary Data (Questionnaire)

Activities help to build up self confidence

35%

30%

25%

20%

15%

10%

5%

0%
Strongly
Agree Agree
Neutral
Disagree
Strongly
Disagree

Graph No.6.1.11 h) Activities help to build up self confidence

79
ANALYSIS – From the above data it is found that 35% respondents agree with the
statement that Engagement activities provided by the organization build up the self
confidence, 25% respondents disagree with the statement, 15% respondents strongly
disagree with the statement, 15% respondents given neutral opinion and only 10%
respondents strongly agree with the statement.

INTERPRETATION –As mean value 3 shows more inclination towards Neutral with the
statement engagement activities help to build self confidence.

i) Engagement activities reduce absenteeism & turnover

Table No.6.1.11.i) activities reduce absenteeism & turnover

Response Strongly Agree Neutral Disagree Strongly Total Mean

Agree Disagree
Number of 25 45 10 15 5 100 3.7
respondent
s
Percentage 25% 45% 10% 15% 5% 100%

Sources-Primary Data (Questionnaire)

Activities reduce absenteeism & turnover

50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree

80
 Graph No.6.1.11.i) Activities reduce absenteeism & turnover

ANALYSIS – From the above data it is found that 45% respondents agree with the
statement that Engagement activities reduce absenteeism and turnover intentions, 25%
respondents strongly agree with the statement, 15% respondents Disagree with the
statement, 10% respondents given neutral opinion and only 5% respondents strongly
disagree with the statement.

INTERPRETATION –As mean value 3.7 shows more inclination towards Agree with the
statement engagement activities reduce absenteeism and turnover.

j) If those activities are absent then employee would seek out another job

Table No.6.1.11 j) activities are absent then employee would seek out
another job

Response Strongly Agree Neutral Disagree Strongly Total Mean

Agree Disagree
Number of 30 60 5 5 0 100 4.45
respondent
s
Percentage 30% 60% 5% 5% 0% 100%

Sources-Primary Data (Questionnaire)

81
 If activities are absent then seek out another job
60%

50%

40%

30%

20%

10%

0%
Strongly
Agree Agree
Neutral
Disagree
Strongly
Disagree

Graph No.6.1.11.j) if activities are absent then seek out another job

ANALYSIS – From the above data it is found that 60% respondents agree with the
statement that if engagement activities are absent then they would seek out another job,
30% respondents strongly agree with the statement, 5% respondents given neutral
opinion, 5% respondents disagree with the statement and no employee strongly disagree
with the statement.

INTERPRETATION –As mean value 4.45 shows more inclination towards Strongly
Agree with the statement if activities are absent then seek out another job.

k) Organization recognizes employees for their quality work and

accomplishments.

Table No.6.1.11 k) recognizes employees for their quality work

Response Strongly Agree Neutral Disagree Strongly Total Mean

Agree Disagree
Number of 15 55 5 15 10 100 3.5
respondent
s
Percentage 15% 55% 5% 15% 10% 100%

Sources-Primary Data (Questionnaire)

82
 Recognizes employees for their quality work
60%

50%

40%

30%

20%

10%

0%
Strongly
Agree Agree
Neutral
Disagree
Strongly
Disagree

Graph No.6.1.11 k) Recognizes employees for quality work

ANALYSIS – From the above data it is found that 55% respondents agree with the
statement that organization recognizes employees for their quality work and
accomplishment, 15% respondents disagree with the statement, 15% respondents
strongly agree with the statement, 10% respondents strongly disagree with the statement
and only 5% respondents given neutral opinion.

INTERPRETATION –As mean value 3.5 shows more inclination towards Agree
with the .statement organization recognizes employees for quality work and
accomplishments.

6.1.12 Engagement activities make employee more loyal with organization

Table No.6.1.12 Engagement activities make employee more loyal with organization

Response Yes No Total

Number of 70 30 100
respondents
Percentage 70% 30% 100%

83
Sources-Primary Data (Questionnaire)

Activities make employee more loyal with organization

3
1 2

70%
30%
Yes No

Graph No. 6.1.12Activities make employee more loyal with

organization

ANALYSIS – From the above data it is found that 70% respondents said that there is
flexibility in terms of working hours and only 30% respondents said that activities make
employee more loyal with organization.
INTERPRETATION –It is found that majority of respondents said that activities
make employee more loyal with organization, because these activities make good
relationship between manager and employees, they all work together as a family and all
employees take their work as personal growth , so these activities make employee more
loyal with the organization.

6.1.13. Work became interesting after engagement activities

Table No.6.1.13.Work became interesting after engagement activities

Response Yes No Total

Number of 90 10 100
respondent
s
Percentage 90% 10% 100%
84
Sources-Primary Data (Questionnaire)

Work became interesting after engagement activities

No
10%

Yes
90%

Graph No. 6.1.13 Work became interesting after engagement

activities

ANALYSIS – From the above data it is found that the 90% respondents said that work
became interesting after engagement activities and 10% respondents said that
work not became more interesting after engagement activities.

INTERPRETATION –It is found that majority of respondents said that work

became more interesting after engagement activities.

6.1.14. Performance increase because of engagement activities

Table No.6.1.14.Performance increase because of engagement activities

Response Yes No Total

Number of 75 25 100
respondent
85
 s
Percentage 75% 25% 100%

Sources-Primary Data (Questionnaire)

Performance increase because of engagement activities

No
25%

Yes
75%

Graph No. 6.1.14 Performance increase because of engagement

activities

ANALYSIS – From the above data it is found that the 75% respondents said that
employee performance increase because of engagement activities and 25%
respondents said that employee performance does not increase because of
engagement activities.

INTERPRETATION –It is found that majority of the respondents said that employee
performance increase because of engagement activities

6.1.15Feel as an employee in the organization

Table No.6.1.15Feel as an employee in the organization

86
 Response Always Often Sometimes Seldom Never Total
feel feel feel good feel feel
good good good good
Number of 15 25 30 20 10 100
respondent
s
Percentage 15% 25% 30% 20% 10% 100%

Sources-Primary Data (Questionnaire)

Feel as an employee
30%
25%
20%
15%
10%
5%
0%

Graph No.6.1.15 Feel as an employee

ANALYSIS – From the above data it is found that 30% respondents said that they
sometimes feel good as an employee, 25% respondents said that often feel good as an
employee, 20% respondents said that seldom feel good as an employee, 15%
respondents said that always feel good as an employee and only 10% respondents said
that never feel good as an employee
INTERPRETATION –It is found that majority of the respondents said that sometimes
feel good as an employee.

6.1.16. Refer someone to work here

Table No.6.1.16.Refer someone to work here

87
 Response Yes No Total
Number of 70 30 100
respondent
s
Percentage 70% 30% 100%

Sources-Primary Data (Questionnaire)

Refer someone to work here

No
30%

Yes
70%

Graph No. 6.1.16 Refer someone to work here

ANALYSIS – From the above data it is found that the 70% respondents said that they
refer someone to work here and 30% respondents said that they are not refer
someone to work here

INTERPRETATION –It is found that majority of the respondents said that they refer
someone to work here.

88
 CHAPTER 7
FINDINGS & CONCLUSION

7.1 FINDINGS
Following are the findings of study:-
89
1. 75% respondents said that they enjoyed coming to work and 25% respondents said that
they did not enjoy coming to work every morning.
2. 80% respondents engaged with every engagement activities and 20% respondents are not
engaged with every engagement activities.
3. 50% respondents said that Organisation conduct quarterly training, 30% respondents said
that monthly training conduct, 20% respondents said that organization conduct half yearly
training program and no one respondent said that organization conduct yearly training
program.
4. 45% respondents said that organization conducted recreational activities to build the team
spirit, 25% respondents said that there is celebration of achievements to build the team
spirit, 20% respondents said that organization conduct social activities to build team spirit
and only 10% respondents said that any other activities which build the team spirit.
5. Highest mean value is 3 for recreational activities, 2 nd highest is 2.65 for celebration of
festivals then followed by 2.19 and 2.16 for celebration of birthdays, retirements etc and
providing ongoing training respectively.
6. 30% respondents said that they are too busy, 25% respondents said that don't have
activities in which they are interested, 20% respondents said that poor quality of activities,
15% respondents said that not aware of the activities and only 10% respondents said that
activities are held at inconvenient place
7. 30% respondents said that activities are important, 25% respondents said that somewhat
important, 20% respondents said that very important, 15% respondents said that not very
important and only10% respondents said that not at all important.
8. 90% respondents said that they see clear link between work and company’s goals and
10% respondents said that they not see clear link between work and company’s goals.
9. 75% respondents said that there is flexibility in terms of working hours and only 25%
respondents said that there is no flexibility in terms of working hours.
10. 63% respondents given positively respond to such engagement activities, 20%
respondents given negatively respond to such activities and only 17% respondents given
indifferent opinion
11. 55% respondents strongly agree with the statement that they are satisfied with the
engagement activities such as socialization, annual events, birthday celebrations, festivals,
picnic etc organisation, 25% respondents agree with the statement, 10% respondents
90
 disagree with the statement, 7% respondents strongly disagree with the statement and only
3% respondents given neutral opinion.
12. 40% respondents agree with the statement that the organization provides continued
education and professional growth, 30% respondents strongly agree with the statement,
15% respondents Disagree with the statement , 10% respondents given Neutral opinion
and only 5% respondents strongly disagree with the statement that organisation
encourages continued education and professional growth.
13. 40% respondents agree with the statement that organization provides training to help build
skills, 25% respondents strongly agree with the statement,15% respondents disagree with
the statement, 13% respondents given Neutral opinion and only 3% respondents strongly
disagree with the statement.
14. 45% respondents are strongly agree with the statement that they get a chance to engage in
recreational things,25% respondents are strongly disagree, 15% respondents are agree and
15% respondents are disagree with the statement
15. 40% respondents disagree with the statement supervisors regularly give constructive
feedback to improve work performance and motivation level, 20% respondents strongly
disagree with the statement, 20% respondents agree with the statement,15% respondents
strongly agree with the statement and only 5% respondents given neutral opinion.
16. 55% respondents agree with the statement that engagement activities helps to increase
leadership quality and bring out talent, 20% respondents strongly agree with the statement,
15% respondents disagree with the statement, 8% respondents strongly disagree with the
statement and only 2% respondents given neutral opinion.
17. 50% respondents agree with the statement that Engagement activities results in
maintaining friendly and close interaction with each other and increase job satisfaction,
17% respondents strongly agree with the statement, 13% respondents given neutral
opinion, 11% respondents disagree with the statement and only 9% respondents strongly
disagree with the statement.
18. 35% respondents agree with the statement that Engagement activities provided by the
organization build up the self confidence, 25% respondents disagree with the statement,
15% respondents strongly disagree with the statement, 15% respondents given neutral
opinion and only 10% respondents strongly agree with the statement.

91
 19. 45% respondents agree with the statement that Engagement activities reduce absenteeism
and turnover intentions, 25% respondents strongly agree with the statement, 15%
respondents disagree with the statement, 10% respondents given neutral opinion and only
5% respondents strongly disagree with the statement.
20. 60% respondents agree with the statement that if engagement activities are absent then
they would seek out another job, 20% respondents strongly agree with the statement, 15%
respondents given neutral opinion, 5% respondents disagree with the statement and no
employee strongly disagree with the statement.
21. 55% respondents agree with the statement that organization recognizes employees for
their quality work and accomplishment, 15% respondents disagree with the statement,
15% respondents strongly agree with the statement, 10% respondents strongly disagree
with the statement and only 5% respondents given neutral opinion..
22. 70% respondents said that there is flexibility in terms of working hours and only 30%
respondents said that activities make employee more loyal with organization.
23. 90% respondents said that work became interesting after engagement activities and
10% respondents said that work not became more interesting after engagement
activities.
24. 75% respondents said that employee performance increase because of engagement
activities and 25% respondents said that employee performance does not increase
because of engagement activities.
25. 30% respondents said that they sometimes feel good as an employee, 25% respondents
said that often feel good as an employee, 20% respondents said that seldom feel good as
an employee, 15% respondents said that always feel good as an employee and only 10%
respondents said that never feel good as an employee.
26. 70% respondents said that they refer someone to work here and 30% respondents said
that they are not refer someone to work here

7.2 CONCLUSION
92
Following are the conclusion about study:-
1. Majority of the respondents means 75% enjoy coming to work every morning.
2. Majority of the respondents’ means 90% respondents engaged with every
engagement activities.
3. Majority of the respondents means 30% respondents said that they are too busy
so they do not participate in every engagement activities.
4. Majority of the respondents’ mostly participate in recreational activities
because they gives 1st rank to recreational activities, 2nd rank to celebration of
festivals, 3rd rank to celebration of birthdays, retirements etc and 4 th rank to
providing ongoing training.
5. Majority of the respondents’ means 30% said that recreational activities are
important for employee engagement.
6. Majority of the respondents means 90% said that they see clear link between
work and company’s goals
7. Majority of the respondents’ means 50% said that organisation conduct
quarterly training program.
8. Majority of respondents’ means 75% said that there is flexibility in terms of
working hours
9. It is found that majority of the respondents’ means 45% said that organization
conduct recreational activities to build the team spirit.
10. As mean value 3.5 shows more inclination towards Agree with the statement while on
the job, get the chance to engage in recreational things.
11. As mean value 4.11 shows more inclination towards Strongly Agree with the
statement satisfied with the engagement activities such as birthday celebrations,
socialization etc.
12.As mean value 3.75 shows more inclination towards Agree with the
statement .organization encourages continued education..
13. As mean value 3.61 shows more inclination towards Agree with the statement
organization provides training to help build skills that are valuable.
14. As mean value 2.7 shows more inclination towards Neutral with the statement.
Supervisors regularly give constructive feedback.

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 15. As mean value 3.99 shows more inclination towards Agree with the
statement .engagement activities increase leadership quality & bring out talent.
16.As mean value 3 shows more inclination towards Neutral with the statement
.engagement activities help to build self confidence..
17. As mean value 3.5 shows more inclination towards Agree with the .statement
organization recognizes employees for quality work and accomplishments.
18.As mean value 3.55 shows more inclination towards Agree with the statement
engagement activities results in friendly relation and job satisfaction.
19. As mean value 3.7 shows more inclination towards Agree with the statement
engagement activities reduce absenteeism and turnover.
20. As mean value 4.45 shows more inclination towards Strongly Agree with the
statement if activities are absent then seek out another job.
21. It is found that majority of the respondents given positively respond to such
engagement activities.
22. Majority of respondents’ means 70% respondents said that activities make
employee more loyal with organization.
23. Only 10% respondents said that work not became more interesting after
engagement activities.
24. Majority of the respondents means 75% respondents said that employee
performance increase because of engagement activities
25. Majority of the respondent’s means 30% respondents said that sometimes feel
good as an employee.
26. Majority of the respondent’s means 70% respondents said that they refer
someone to work in the organization.

7.3 SUGGESTIONS/ RECOMMENDATIONS

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Following are the recommendations:-
 Organization should support employee growth by providing more education &
learning opportunities , cross training, coaching & any other interaction that support
employees personal development.

 Organization should encourage team members to take more responsibility & work
through problems or issues on their own or collaboratively.

 Organization should arrange a motivational speech for underperforming employees to

motivate them about work.

 Organization should felicitate employee’s hobbies and interests as well with the work.

 Employees’ suggestions and advice should be considered for daily activities.

 Organization should take more efforts towards employee participation and

empowerment.

Questionnaire on Employee Engagement

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Name:-

Qualification:-

Department:-

Age: - a) 20-30 b) 30-40 c) 40-50 d) 50-60

Experience: - a) 0-5 years b) 5-10 years c) 10-15 years d) above 15 years

1) Do you enjoy coming to work every morning?

a) Yes b) No

2) Do you engaged with every engagement activities undertaken by the organization?

a) Yes b) No

3) How often organization conduct training program?

a) Monthly b) Quarterly

c) Half yearly d) Yearly

4) What is the activity organization conducts to build the team-spirit in the organization?

a) Small team recreational activities such as trips

b) Social activities, such as family gatherings

c) Celebrating Achievements

d) Any other

5) In which activities do you preferred to participate undertaken by the organization?

a) Recreational activities (such as picnic /CSR etc)

b) Provide ongoing training/SEMIRAR

c) Celebration of birthdays ,retirements

d) Celebration of festivals

e) All of the above

6) If you do not participate in every employee engagement activities, what are your
reasons?
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 a) Not aware of activities

b) Too busy/ No time

c) Don’t have activities I’ m interested in

d) Poor quality of activities

e) Held at inconvenient locations

7) How important are engagement activities for employee performance?

a) Very important b) Important

c) Somewhat important d) Not very important

e) Not at all important

8) Does your company have a clear link between engagement activity and company
goals?

a) Yes b) No

8) Is there a provision of flexibility in terms of working hours?

a) Yes b) No

10) In general, how do the employees respond to such engagement policies?

a) Positively

b) Negatively

c) Indifferent

11) Give your response about how do you balance your work life & tick the option as a scale of
Strongly agree (5), Agree (4), Neutral (3), Disagree (2), strongly disagree (1).
Sr. No Statements SA A N D SD
(5) (4) (3) (2) (1)
1 I am satisfied with the engagement activities
2 The organization encourages continued
education & professional growth
3 The organization provides training to help me
build skills that are valuable to me
4 While on the job, I get the chance to engage
Myself in recreational things from time to time
5 The supervisor regularly gives me constructive
feedback to improve my work performance &
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 motivational level
6 Engagement activities help to increase
leadership quality & bring out talent.
7 Engagement activities results in maintaining
friendly & close interaction with each other in
our company
8 Engagement activities provided by the
organization build up the self confidence of
employees
9 I believe that employee engagements activities
reduce absenteeism & turnover intentions
10 I believe that if those activities are absent &
are not part of company culture, then I would
seek out another job
11 The organization recognizes employees for
their quality work & accomplishments

12) Do you thing employee engagement activities make employee more loyal with the
organization?

a) Yes b) No

13) Do you feel your daily work became interesting after such activities?

a) Yes b) No

14) Do you feel your performance increased because of such activities?

a) Yes b) No

15) Overall, how do you feel as an employee in this organization?

a) I always feel good as an employ

b) I often feel good, although some days are difficult

c) I sometimes feel good about my job

d) I seldom feel good about my job

e) I never feel good about my job

16) Would you refer someone to work here?

a) Yes b) No

BIBLIOGRAPHY
98
Sr. Name Of Title Of Book Edition Publication
No. Author Year
1 P. Subbarao Essential Of Human Fifth 2007 Himalaya
Resource Management.
2 S.P. Jain Industrial And Labour
Law
3 C. R. Kothari Research Methodology Second 2004 Vishwa

RESEARCH ARTICLES

Sr.no Authors Name Title Name Year

1 Prof. To study the impact of IOSR Journal of

PriyadarshniNidan employee engagement on Business &
employee productivity and Management (IOSR-
motivational level of JBM) 2016
employee in retail sector
2 Solomon Markos, Employee Engagement: The Article · November
Kompaso& M. Key to Improving 2010
SandhyaSridevi Performance
3 ShwetaSharma1, Effectiveness of employee International Journal
Devi engagement in organizations: of Research in IT and
AhilyaVishwavidyalaya An Overview. Management (IJRIM)
Dr SanjeevniGangwani Vol. 6, November –
2016.

4 Mrs.Neetu Singh EMPLOYEE Proceedings of

ENGAGEMENT-AN International
EVOLVING Interdisciplinary
ORGANIZATIONAL ISSUE Conference On
Engineering Science
& Management Held
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 on 17th - 18th
December 2016, in
Goa, India.

5 Miss Preeti Thakur A Research Paper on the Journal of Business

Effect of Employee Management &
Engagement on Job Social Sciences
Satisfaction in IT Sector Research
(JBM&SSR) Volume
3, No.5, May2014
6 Prof. Determinants of Employee Singaporean Journal
SudhindraGargesha Engagement In Indian It of
Sector BuSineSSeconomicS,
and management
StudieS (SJBem)
VOL. 5, NO. 6, 2017
7 SonalPandey& Shine A Study of Engagement at European Journal of
David Work: What drives Employee Commerce and
Engagement? Management
Research (EJCMR)
Vol-2, July 2013

 Website:- www.msl.in
www.wikipedia.com
www.google.com
www.citehr.com

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