A

SUMMER TRAINING PROJECT REPORT

ON
“STUDY OF EMPLOYEE ENGAGEMENT AT
SINESOFT EDUCATION, BATHINDA”

SUBMITTED TO SUBMITTED BY
Dr. Shaveta Jenia
(Asst. Prof. in Mgmt.) MBA 2 (3rd Sem)
Roll no. 02

S.S.D. Women’s Institute of Technology, Bathinda

(Affiliated to Punjabi University, Patiala)

1
 DECLARATION

I, JENIA, hereby declare that the project report on the topic of “STUDY OF EMPLOYEE
ENGAGEMENT” prepared by me under the guidance of DR. Shaveta, faculty of M.B.A
Department, SSD GIRLS COLLEGE.
I also declare that this Project report is towards is towards the partial fulfilment of the
university regulations for the award of the degree of Master of Business Administration by
Punjabi University, Patiala.
I have undergone an industry project for a period of Eight weeks. I further declare that this
report is based on the original study undertaken by me and has not been submitted for the
award of a degree/diploma from any other University/ Institution.

Signature of Student

Place: Bathinda Date: 12/9/2022

2
 ACKNOWLEDGEMENT

The successful completion of the project would not have been possible without the guidance
and support of many people. I am very thankful to everyone who all supported me, for the
completion of my project effectively and on time.
I express my sincere gratitude to Ms. Deepinder kaur, Academic counsellor, SINESOFT
EDUCATION, Bathinda for allowing me to do my project at SINESOFT, Bathinda.
I am equally grateful to the staff of SINESOFT, Bathinda for their cooperation, support and
guidance and for helping me in the completion of the report.
I am also thankful to my internal guide, my teacher, Dr. Shaveta who gave me moral support
and guided me in different matters regarding the topic. She has been very kind and patient,
whilst suggesting to me the outlines of this project, and correcting my doubts. I thank her for
her invaluable suggestions and support.
Last but not the least, I would like to thank my parents who helped me a lot in gathering
different information, collecting data, and guiding me from time to time in completing this
project. Despite their busy schedules, they gave me different ideas to help make this project
unique.

Thanking you.

3
 EXECUTIVE SUMMARY

This report deals with the phenomenon of engagement of employees at the workplace.
Employee Engagement is also called work engagement or worker engagement, is a business
management concept. An “engaged employee” is fully engaged in, and enthusiastic about, his
or her work, and thus will act in a way that further their organization’s interests. According
to Scarlett Surveys, “Employee Engagement is a measurable degree of employee’s positive or
negative emotional attachment to their job, colleagues and organization which profoundly
influence their willingness to learn and perform at work”. Thus, engagement is distinctively
different from satisfaction, motivation, culture, climate, and opinions and very difficult to
measure.
Employee Engagement is based on trust, integrity, a two-way commitment, and
communication between an organization and its members. It is an approach that increases the
chances of business success, contributing to organizational and individual performance,
productivity, and well-being.
From an employer's point of view, employee engagement is concerned with using new
measures and initiatives to increase the positive emotional attachment felt and therefore
productivity and overall business success.
The emotional connection of an employee toward the organization tends to influence their
behaviour and the level of effort in work-related activities. The more engagement an
employee has with his or her company, the more effort they put forth. The study involves the
distribution of questionnaire among 50 employees working and samples are collected
randomly.

4
 TABLE OF CONTENTS

SR. NO. CHAPTER NAME PAGE NO.

1. CHAPTER 1 INTRODUCTION
6-31
2. CHAPTER 2 REVIEW OF
LITERATURE
32-35
3. CHAPTER 3 OBJECTIVES OF
THE STUDY
36
4. CHAPTER 4 SCOPE OF
THE STUDY
37
5. CHAPTER 5 RESEARCH
METHODOLOGY
38
6. CHAPTER 6
LIMITATIONS OF THE STUDY 39
7. CHAPTER 7
DATA ANALYSIS AND INTERPRETATION 40-51
8. CHAPTER 8 FINDINGS OF
THE STUDY
52
9. CHAPTER 9
RECOMMENDATIONS SUGGESTIONS 53
CHAPTER 10 CONCLUSION
10. 54
CHAPTER 11 BIBLIOGRAPHY
11. 55
CHAPTER 12
12. ANNEXURE 56-58

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 CHAPTER- 1
INTRODUCTION

SINESOFT EDUCATION

SINESOFT EDUCATION
INTRODUCTION:
Sinesoft Education is a premier institute in the region of Bathinda, working for the
betterment of youth at various level. It has number of associations, for skill development,
higher education and the placements of youth. It also provides various small duration courses
to the students who have passed secondary/ higher secondary, have zeal to learn, the
fundamentals and basic of computers, accounts and tally. As a need of hour, English speaking
is also a trend in the society, so Sinesoft Education provide classes to students, eager to learn
spoken English.
BACKGROUND:
Sinesoft Education was established in 1995 at Bathinda. At the very start of this pioneer
institute, it has a very few of associations. With the passion of progressing, Sinesoft
Education has achieved a lot of milestones in its journey. In the last 25 years, it has trained
more than 10 thousand students in various sector skill council’s job roles. Major affiliations
in the past time were:
1. Maharishi Dayanand University.
2. DOEACC ‘A’ and ‘O’.
3. Wipro
4. HCL
5. Manipal Global
After the Successful completion of various trainings, Sinesoft Education students
got opportunities for job at public as well as private sectors. The former
Students of SE are presently working at central and state government
departments. In private sector, students got job in MNC’s like Infosys,
Wipro, HCL, Capgemini, Tech Mahindra, Kotak Mahindra, Reliance, HDFC
to name a few. It has also guided many students to set up their own ventures
in the city.
MAJOR ASSOCIATIONS AND TIE UPS:
NSDC (National Skill Development Corporation)
National Skill Development Corporation (NSDC) is a not-for-profit public limited
company incorporated on July 31, 2008 under section 25 of the Companies Act, 1956
(corresponding to section 8 of the Companies Act, 2013). NSDC was set up by Ministry of
Finance as Public Private Partnership (PPP) model. The Government of India through

6
Ministry of Skill Development & Entrepreneurship (MSDE) holds 49% of the share capital of
NSDC, while the private sector has the balance 51% of the share capital.

NSDC aims to promote skill development by catalysing creation of large, quality and for-
profit vocational institutions. Further, the organisation provides funding to build scalable and
profitable vocational training initiatives. Its mandate is also to enable support system which
focuses on quality assurance, information systems and train the trainer academies either
directly or through partnerships. NSDC acts as a catalyst in skill development by providing
funding to enterprises, companies and organizations that provide skill training. It also
develops appropriate models to enhance, support and coordinate private sector initiatives. The
differentiated focus on 37 sectors under NSDC’s purview and its understanding of their
viability will make every sector attractive to private investment.
PSDM (Punjab Skill Development Mission):
A national Skill development policy was launched in 2009 with the aim of skilling 500
million youth by 2022. Under the national plan, the Punjab state aims to skill over 2 lakh
youth in Punjab. To achieve this noble goal and provide employable skills to youth of Punjab
state, the Punjab Skill Development Mission has been constituted in line with National Skill
Development Policy. The Governor of Punjab though its notification dated 2nd September,
2014 has constituted Punjab Skill Development Mission. The Mission would be a single point
of contact within the Government to formulate and steer skill development schemes across
the Department. PSDM acts as an integrated mission which combines the efforts of various
State Departments in achieving the skill development target of the State.
The primary objective of Punjab Skill Development Mission is to enable a large number of
youths to take up industry-relevant skill training that will improve their theoretical as well as
practical knowledge and help them in securing a better livelihood by bringing necessary
synergy, oversight and effective coordination. Punjab Skill Development Mission is bridging
the gap between the skilled people required in Industry and the unemployed youth by
ensuring that the right candidate with passion for a particular job chooses the right course
according to his/her academic background, aptitude and skill-set. The primary objective of
Punjab Skill Development Mission is to enable a large number of youths to take up industry
relevant skill training that will improve their theoretical as well as practical knowledge and
help them in securing a better livelihood by bringing necessary synergy, oversight and
effective coordination. Punjab Skill Development Mission is bridging the gap between the
skilled people required in Industry and the unemployed youth by ensuring that the right
candidate with passion for a particular job chooses the right course according to his/her
academic background, aptitude and skill-set.

PMKVY (Pradhan Mantri Kaushal Vikas Yojana):

Pradhan Mantri Kaushal Vikas Yojana (PMKVY) is a skill development initiative scheme of
the Government of India for recognition and standardization of skills.
The aim of the PMKVY scheme is to encourage aptitude towards employable skills and to
increase working efficiency of probable and existing daily wage earners, by giving monetary
awards and rewards and by providing quality training to them. Average award amount per
person has been kept as ₹8,000 (US$110). Those wage earners already possessing a standard
level of skill will be given recognition as per scheme and average award amount for them is
₹2000 to ₹2500. In the initial year, a target to distribute ₹15 billion (US$210 million) has
been laid down for the scheme. Training programmes have been worked out on the basis of
National Occupational Standards (NOS) and qualification packs specifically developed in
various sectors of skills. For this qualification plans and quality plans have been developed by

7
various Sector Skill Councils (SSC) created with participation of Industries. National Skill
Development Council (NSDC) has been made coordinating and driving agency for the same.

An outlay of ₹120 billion (US$1.7 billion) has been approved by the cabinet for this project.
The scheme has a target to train 1 crore Indian youth from 2016-20. As of 18 July 2016,
17.93 lakh candidates were trained out of 18 lakh who enrolled for the scheme.
Punjab Skill Development Mission has been providing free skill development training to the
youth across all the Districts of Punjab both in the urban and rural areas. Punjab Skill
Development Mission has been providing free skill development training to the youth across
all the Districts of Punjab both in the urban and rural areas.
National Urban Livelihoods Mission
NULM means National Urban Livelihoods Mission. To reduce poverty and vulnerability of
the urban poor households by enabling them to access gainful self-employment and skilled
wage employment opportunities, resulting in an appreciable improvement in their livelihoods
on a sustainable basis, through building strong grassroots level institutions of the poor and
ultimately linking them to the entrepreneurial and the start-up revolution of India. The
mission would aim at providing shelter equipped with essential services to the urban
homeless in a phased manner. In addition, the Mission would also address livelihood
concerns of the urban street vendors by facilitating access to suitable spaces, institutional
credit, social security and skills to the urban street vendors for accessing emerging market
opportunities.
Scheme Benefits & Highlights
The scheme encourages urban poor to start up manufacturing and servicing small enterprises,
and petty businesses, based on local skills, crafts, and demand. The following are the 7
components of NULM:

1) Social Mobilization and Institution Development (SM&ID)

2) Employment through Skills Training and Placement (EST&P)

3) Capacity Building and Training (CBT)

4) Self-Employment Programme (SEP)

5) Scheme of Shelter for Urban Homeless (SUH)

6) Support to Urban Street Vendors (SUSV)

7) Innovative and Special project (ISP)

The Financial benefits provided by the scheme are as follow:

1. Self-Employment Programme - The urban poor who wish to set up their own self-
employment ventures/ micro-enterprises can avail bank loan on 7% rate of interest. An
individual can be given bank loans for projects up to INR 2 lakh for setting up of individual
micro enterprises and for a group of urban poor, bank loan is available for projects up to INR
10 lakh

8
2. Self Help groups - All the SHGs of urban poor can also avail bank loan on 7% rate of
interest. An additional 3 percent interest subvention will be provided to all women SHGs who
repay their loan in time. Thus, in case of timely repayment, effective interest rate would be
only 4%

3. Urban Street Vendors- NULM aims at skilling of street vendors, support for
microenterprises development, and their credit enablement

The non-financial benefits provided by the scheme are as follow:

1. Scheme for shelter for Urban Homeless - NULM also provides financial support to
State Governments/ULBs for construction as well as operation & management of permanent
shelter for urban homeless. The shelters constructed must be equipped with all other essential
services so that the urban homeless in our cities live a dignified life.

2. Urban Street Vendor- It also supports development of vendor market, vending zone &
informal sector markets with infrastructure/civic facilities such as paving, water supply, solid
waste disposal facility, lighting, storage space etc.
VARIOUS JOB ROLES AND SECTOR SKILL COUNCILS:
RETAIL ASSOCIATE SECTOR SKILL COUNCIL:
RASCI is a not-for-profit, independent public limited organisation established under Section
25 of the Companies Act. We have been funded by the Government of India along with
Equity participation from Retailer’s Association of India, Reliance Retail Ltd., Future Retail
India Ltd., Shoppers Stop Ltd., Globus Stores (P) Ltd., Trent Ltd., Infiniti Retail Ltd. and
Connaught Plaza Restaurant (P) Ltd. to function as the Apex Skill Development Council for
the Retail Industry.

We represent the retail industry in India.

RASCI is a collaborative and comprehensive source of retail expertise and independent

advice for industry, training organizations, educational institutions, certifying bodies,
employees, students or jobseekers about skills development in the retail industry.
Mandate:
Development of a culture which promotes and enhances the skills development of its
workforce.
Ensure availability of entire value chains requirement of appropriately trained manpower in
quantity and quality across all levels on a sustained and evolving basis.
Vertical and Horizontal portability for VET skills as a comparable education across
industries/education/systems/geographies by building a robust quality assurance.
Create a transparency for all industry members for availability of appropriately trained skilled
manpower.
Knowledge/Information repository as an open system.
Process/Technology information as an open system.
Number of Trainers to be trained: 3,290 over 10 years.
Number of Trainees to be certified: 8.8 million over 10 years.
Number of Institutes to be accredited: 1,325 over 10 years.
The BFSI Sector Skill Council of India
The Prime Minister’s Office has issued a mandate that by the year 2022, India should have
500 million skilled employees across various sectors. The Ministry of Finance has been

9
charged with overseeing this mandate and has established the National Skill Development
Corporation (NSDC) for this purpose. NSDC has been working with leading organizations
and associations from several sectors on setting up Sector Skill Councils to address the need
for skill development.
The BFSI Sector Skill Council of India is set up to bring leading organizations of the BFSI
industry together to create strategies and operational plans that will create standardized skill
requirements for the various job roles in the industry. The skill council will also accredit well-
equipped service providers who will partner to disseminate the training. The skill council is
seen by its stakeholders and partners as a nation-building activity with far reaching
implications for social development and empowerment through financial inclusion. Great
care is being taken to appropriately address the needs of the various industry verticals as well
as the geographical regions of the country.
NSDC has been in close contact with the BFSI Sector Skill Council as we partner to address
skill development needs in a large, highly segmented industry which is characterized by
accelerated growth. The progress of the BFSI industry has significant impact on the progress
of our nation and the issue of skill development is one that the industry holds as being of
great importance.
The BSE Institute Ltd. is a wholly owned subsidiary of BSE Limited and has been a pioneer
in the field of Financial Education for the last twenty-three years. The BSE Institute Ltd. has
taken the lead in setting up the BFSI Sector Skill Council of India with the active support of
the Confederation of Indian Industry (CII).
The BFSI Sector Skill Council of India has been set up with the aim of enhancing skill
development across the BFSI sector leading to greater efficiency, productivity and sustained
growth.
It addresses the shortages in skill development, known as ‘skill gaps’; targets skill
development strategies accordingly and thereby help in enhancement of skill level of
employees.
The approach to this is by defining the standards for skill development for the various job
roles of the industry using a competency-based framework.
The Indian economy has quite evidently been on a relatively high growth trajectory. It has
experienced an average growth rate of over 9% annually for the last three years. There is no
question that this surge has favourably impacted the Banking, Financial Services and
Insurance (BFSI) sector.

BFSI companies are now able to expand by introducing new products, leveraging technology,
deploying innovative strategies and ramping up distribution networks. Greater levels of
consumer awareness about various investment options have enlarged the potential of this
sector for catering to the various strata of society. Deregulation has induced the banking
sector in particular to explore new business avenues. A strong regulatory and compliance
framework in creating an investment friendly environment is showing positive signs for the
sector too (Source: Dun and Bradstreet).
The projected manpower requirement of the BFSI labour force by 2022 is 8.5 million - which
is an increase of about 4 - 4.5 million from where we stand today. Many leaders in the
industry agree that skill development is an issue that needs attention as we seek to grow as an
industry and forge ahead as critical part of the Indian economy. We are confident that with
the support of the industry and other service providers, we can collaborate successfully for
this nation-building endeavour and create significant progress in the area of skill
development. By partnering with the leaders of this industry, industry association bodies and
various service providers, the skill council is looking forward to working hard to take our
industry and therefore, our nation forward.

10
JOB ROLES:
RSA:
COURSE OBJECTIVES
1. Explain what motivates customers (logical and emotional) to buy or continue to use a
product/service.
2. Use a powerful sales questioning technique that will enable them to better ask
customers around lifestyle needs.
3. Explain four personality styles; identify their own style; and, adapt their style to
establish rapport with other personality styles.
HOUSEKEEPER CUM COOK:
COURSE OBJECTIVES
1. Help to prepare students to meet the challenges associated with the housekeeping
department
2. Provide an overview of the key issues of housekeeping and maintenance management.
3. To understand the theoretical and practical knowledge that constitutes the work of
housekeeping
FIELD TECHNICIAN
COURSE OBJECTIVES
1. Seeking a challenging mid-level field technician position with Any company to utilize
superior communication and troubleshooting skills for company growth.
2. A fresh candidate seeking entry level field technician employment with Any company
to gain valuable skills and experience to career growth.
MOBILE REPAIR
COURSE OBJECTIVES
1. Mobile repairing course will lead your future with so many benefits. This short-term
course will make you an expert.
2. Sometimes we get afraid of course duration and its fee, this is the industry where you
can be capable to earn endless money within only 90 days.
3. Once course completes or meanwhile you can start earning, this is simple to learn and
use on your professional platform.
GST ACCOUNT ASSISTANT
COURSE OBJECTIVES
1. Compute Tax Liabilities namely GST, Filing of Returns and maintaining records of the
same for audit purpose
2.Make payment electronically of such amount of tax liability
3. Fill-up the tax return form in the prescribed format with relevant transaction details
RETAIL OUTLET ATTENDENT
COURSE OBJECTIVES
1. Guide the customer to position the vehicle to achieve clear visibility of the dispensing unit
display
2. Confirm the fuel type and quantity of fuel with the customer.
3. Dispense fuel following the service norms and safety guidelines.
LOVELY PROFESSIONAL UNIVERSITY DISTANCE EDUCATION:
We offer guidance for distance education in the field of Information Technology, Commerce,
Management, Library Science, etc.

"We act as partners to our students and guide them to a secure career in their future ahead.
The dedicated and well-defined training support provided by our team is based on latest

11
industry needs and training concepts". Online portal is created for every student which helps
you to have any time excess to all the details and latest information related to students by DE.

Examinations are conducted semester wise. Entire examination and admission process is done
by the University with total transparency.

Computer Application/Information Technology

(Semester System)
"Computer Applications / Information Technology Programmes aim at providing a
comprehensive knowledge on fundamental concepts of computer system and the aspects of
the modern-day technology. The programmes have been designed to provide the students
with full exposure in getting thorough insight about all the important trends in the field of
Computer Applications / Information Technology, enabling the students to sharpen their
technical skills and getting a comfortable entry in the industry.
After 10+2 (12th)
Bachelor of Science (Information Technology) (B.Sc.-IT) (3 yrs.)
Bachelor of Computer applications (BCA) (3 yrs.)
Diploma in Computer Applications (DCA) (1yr)
After Graduation
Master of Computer Applications (MCA (2 yrs.)
Master in Science (Information Technology) M. Sc. (IT) (2 yrs.)
Lateral Entry
Master in Science (Information Technology) - Lateral Entry in 2nd year (M. Sc. IT (1 yrs.))
Bachelor of Science (Information Technology) - Lateral Entry in 2nd year (B.Sc.-IT) (2 yrs.)
Bachelor of Computer applications - Lateral Entry in 2nd year (BCA) (2 yrs.)
Management
(Semester System)
"The Management Programmes are aimed at developing analytical and leadership skills
among the prospective managers. Programmes are specially designed for students to develop
their knowledge and skills and to improve their self- confidence for effective and successful
management. The programmes can provide sufficient flexibility to students to fulfil their
professional commitments alongside their study. The aim is to enhance the overall
employability of students in the relevant functional area in industry, through comprehensive
conceptual and practical clarity.

After 10+2 (12th)

Bachelor of Business Administration (BBA) (3 yrs.)
After Graduation
Master of Business Administration (MBA) (2yrs.)
Lateral Entry
Bachelor of Business Administration - Lateral Entry in 2nd year (BBA) (2 yrs.)
Master of Business Administration - Lateral Entry in 2nd year (MBA) (1yrs.)
Commerce
(Semester System)
"Commerce Education is the predecessor of Business Education and lays the foundation for a
successful career in many aspects of modern commercial organizations. Consequently, it has
gained much prominence as a field of study. The programmes under this discipline have been
designed to meet the needs of students who wish to acquire in-depth knowledge and make
career in the field of commerce.

12
After 10+2 (12th)
Bachelor of Commerce (B. Com) (3 yrs.)
After Graduation
Master of Commerce (M. Com) (2yrs.)
Arts
(Semester System)
"The varied nature of Arts Programmes offered through DE is in line with the varied interests
and aspirations of Distance Education students. Whether one wants to learn 'Mathematics',
'Economics', 'Sociology', 'Education', 'History', 'Political Science' or one wants to attain
mastery of most commonly spoken languages in India viz, Hindi and English. These
Programmes are designed to make you a successful Mathematician, Economist, Sociologist,
Educationalist, Historian, Political Scientist or Linguist.

After 10+2 (12th)

Bachelor of Arts (B.A.) (3 yrs.) Elective
Courses in B.A.:
Economics (English Medium)
Computer Applications (English Medium)
Management (English Medium)
History (English/ Hindi/ Punjabi Medium)
Political Science (English/ Hindi/ Punjabi Medium)
Sociology (English/ Hindi/ Punjabi Medium)
English
Hindi
Punjabi
After Graduation
Master of Arts (Economics) (English/ Hindi Medium) [(M.A.) (Economics) (2yrs.)]
Master of Arts (English) (M.A.) (English) (2yrs.)
Master of Arts (History) (English/ Hindi/ Punjabi Medium) (M.A.) (History) (2yrs.)
Master of Arts (Mathematics) (English Medium) (M.A.) (Mathematics) (2yrs.)
Master of Arts (Political Science) (English/ Hindi/ Punjabi Medium) (M.A.) (Political
Science) (2yrs.)
Master of Arts (Sociology) (English/ Hindi/ Punjabi Medium) (M.A.) (Sociology) (2yrs.)
Master of Arts (Education) (English/ Hindi/ Punjabi Medium) (M.A.) (Education (2yrs.)
Library and Information Science
(Semester System)
"Library and Information Sciences is an interdisciplinary field that applies the practices,
perspectives and tools of Management, Information Technology, Education and other areas to
Libraries. It aims to educate students in the philosophy of librarianship, basic principles,
fundamental laws and professional ethics for enhancing their understanding and appreciation
of the functions and purpose of Library and Information Centre in the changing social,
cultural, technological and economic environment by providing them the basic knowledge of
computer and its application in library and information activities.

After 10+2 (12th)

Diploma in Library and Information Sciences (DLIS) (1 yr.)
After Graduation
Bachelor of Library and Information Sciences (BLIS) (1 yr.)
13
After Graduation in Library and Information Sciences
Master of Library and Information Sciences (MLIS) (1 yr.)
ADVANTAGES
Distance students are provided placement support by university.
University providing 24X7 accessibility of DE through its various useful features.
UPGRAD
Sinesoft Education is channel partner with India’s Top Online Learning Company – upGrad.
It is largest online higher education platform. It provides industry- relevant online programs
in data science, machine learning, technology, management, and law to college students,
working professionals, and enterprises. These are delivered in collaboration with varsities and
globally recognized institutions, such as DUKE CE, IIT Madras, Deakin Business School,
Liverpool John Mores University and MICA. They learners with the average experience of 7
years come from industrial sectors like BFSI, IT, Healthcare, Ecommerce, Retail,
Manufacturing to name a few with work experiences ranging from 0-25 years.
Recognition and Awards:
1. Ranked No.1 in the LINKEDIN TOP STARTUP – India 2020 list, 3rd time in a row.
2. UPGRAD made it to the GSV GLOBAL EDTECH 50 List 2020.
3. Best Communication and Teaching Platform in the Education Innovation Awards
2020.
4. IIIT Bangalore and upGrad PG Diploma in Data Science is India’s 1 st ever PG
Diploma to be recommended by NASSCOM.
5. Received “Takshila Award” by 3AI Pinnacle Awards 2020.
6. Received Best Corporate Training Programme by the 10 th Annual Indian Education
Awards 2020.
7. Awarded as the title of “BEST TECH FOR EDUCATION” by IAMAI 2019.
8. Received “BEST EDUCATION BRANDS” award by Economics Times in 2018.

14
Employee engagement is a fundamental concept in the effort to understand and describe, both
qualitatively and quantitatively, the nature of the relationship between an organization and its
employees. An "engaged employee" is defined as one who is fully absorbed by and
enthusiastic about their work and so takes positive action to further the organization's
reputation and interests. An engaged employee has a positive attitude towards the
organization and its values Employee engagement called worker engagement, is a business
management concept. Employee Engagement is a measurable degree of an employee's
positive or negative emotional attachment to their job, colleagues, and organization which
profoundly influences their willingness to learn and perform at work. Employee Engagement
is a workplace approach resulting in the right conditions for all members of an organization to
give their best each day. Employee Engagement is based on trust, integrity, a two-way
commitment, and communication between an organization and its member s. I t is an
approach that increases the chances of business success, contributing to organizational and
individual performance, productivity, and well-being.
From an employer's s point of view, employee engagement is concerned with using new
measures and initiatives to increase the positive emotional attachment felt and therefore
productivity and overall business success. An engaged workforce produces better business
results, does not hop jobs, and more importantly, is an ambassador of the organization at all
points of time.
The emotional connection of an employee toward the organization tends to influence his or
her behaviour and the level of effort in work-related activities. The more engagement an
employee has with his or her company, the more effort they put forth. Thus, engagement is
distinctively different from employee satisfaction, motivation, and organizational culture.
Employee engagement is the level of commitment and involvement an employee has towards
their organization and its values. An engaged employee is aware of the business.
15
 DEFINITIONS OF EMPLOYEE ENGAGEMENT

“The emotional commitment the employee has to the organization and its goals.” Kevin
Kruse, Forbes Contributor and NY Times Best Selling Author
“Emotional connection an employee feels toward his or her employment organization, which
tends to influence his or her behaviour and level of effort in work-related activities.” Business
Dictionary
“A business management concept that describes the level of enthusiasm and dedication a
worker feels toward his/ her job. Engaged employees care about their work and the
performance of the company, and feel that their efforts make a difference.” Invest media.

ASPECTS OF EMPLOYEE ENGAGEMENT

Three basic aspects of employee engagement: -

The employees and their unique psychological makeup and experience

The employers and their ability to create the conditions that promote employee engagement
Interaction between employees sets 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

Engaged- - "Engaged" employees are builder s. They want to know the desired expectations
for their role so they can meet and exceed them. They're 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.
Not Engaged - 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
16
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-worker s.
Actively Disengaged - The "actively disengaged" employees are they're not just unhappy at
work, they're 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 organization's functioning.

17
 EMPLOYEE ENGAGEMENT- STEPS FOR SUCCESS

Clearly define your vision

Make sure that your vision is provided as a roadmap for your employees and that they know
each twist and turn.
Give employees what they want
Don’t just assume that each one of your employees has all the tools, training, and support
from their super visor s which they need. It is better to check with them personally and find
out.
Communicate well and often
Training sessions, memos, newsletter s, FAQs regular meeting scans all be used to present
your vision to your employees. Make sure to ask questions and if they are confused, redesign
the way the information reaches them.
Get everyone engaged
Figure out a way to get all your employees engaged in planning and decision
- making. That way the project becomes their baby, which will be something they will be
willing to fight for.
Coach for success and practice random acts of kindness
Feedback is another great motivator. Don’t wait for the periodic reviews; instead, offered
feedback as often as possible. Act fairly, respect, and create trust
Us your judgment, wisdom, and experience to create a supportive environment. When
problems arise, examine the circumstances, understand the context and only then pass a
judgment. Respect and trust your team and you will get the same in return. If you make a
mistake, apologize and admit you were wrong. This will allow your employees to relate to
you better and they will appreciate your honesty.
Try to make work fun
Good bosses pay attention to the bigger picture and the details. They care about both the
product and their employees. A good way to show they care is to be involved in the creation
process and to pay attention to what is going

on. Do all these with a smile on your face. Lighten up! Making work fun really pays off since
people often get a lot more done when they enjoy themselves.

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Implement incentive programs
No matter what kind of business you are in, you should certainly consider the incentive
programs. They are highly beneficial in motivating employees and a major benefit is that the
cost can be based on the actual performance and paid out only after an employee has reached
the desired goal. “Do good and you’ll get rewarded” makes a positive impact on the company
with employees working harder to meet the target.
When it comes to job satisfaction, financial rewards may be lower on the list than most
people think. Being happy with your job seems to depend more on the intangibles, like
feeling part of a team and being valued and appreciated consistently outrank money when
employees are polled about job satisfaction.

HOW TO MEASURE EMPLOYEE ENGAGEMENT

Step I: Listen

The employer must listen to his employees and remember that this is a continuous process.
The information employees supply will provide direction. This is the only
way to identify their specific concerns. When leaders listen, employees respond by becoming
more engaged. This results in increased productivity and employee retention. Engaged
employees are much more likely to be satisfied in their positions, remain with the company,
be promoted, and strive for higher levels of performance.
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Step II: Measure the current level of employee engagement

Employee engagement needs to be measured at regular intervals in order to track its

contribution to the success of the organization. But measuring the engagement (feedback
through surveys) without planning how to handle the result can lead employees to disengage.
I t is therefore not enough to feel the pulse—the action plan is just as essential.

Step III: - Identify the problem areas

Identify the problem areas to see which are the exact areas, which lead to disengaged
employees.

Step I V: Taking action to improve employee engagement by acting upon the problem areas
Nothing is more discouraging to employees than to be asked for their feedback and see no
movement toward the resolution of their issues. Even the smallest actions taken to address
concerns will let the staff know how their input is valued. Feeling valued will boost morale,
motivate and encourage future input. Taking action starts with listening to employee feedback
and a definitive action plan will need to be put in place finally.

TEN C’S OF EMPLOYEE ENGAGEMENT

Connect − In a company, every employee should be valued and these values come with a
good relationship that is possible through good connections.
Career – Every employee looks for career growth. It is possible only when the employees are
given an opportunity to perform challenging tasks in their respective domains.

Clarity − The mission and vision of the company should be clear to every employee so that
they can plan their goals concerning their career growth.
Convey − In any company, communication should be maintained transparently to avoid any
misunderstanding. Conveying information is an extremely important function.
Congratulate − Every employee should be congratulated and appreciated, when they produce
extraordinary work output. It keeps them motivated.

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Contribute − Being a leader, the manager must support and contribute to their subordinates in
achieving their goals.
Control − Being in control helps in performing a task in a balanced way and produces
successful output. Hence, a leader should always encourage his employees to be in control
while taking any official decision.
Collaborate − Trust is an important binding factor that helps in collaborating all the
employees for achieving the goals for themselves and the organization.
Credibility − In any organization, every employee should be ethical and honest, where e the
leader is credible for the employees.
Confidence − Confidence among employees is very important for the betterment of the
organization. So, it is the primary role of a leader to instil confidence among the employees.

WHAT MAKES AN EMPLOYEE ENGAGED?

There are some simple things you can do to ensure that your people are fully involved in,
dedicated to, and enthusiastic about their work. Take these steps and your employees will be
as engaged in your business and its success as you are.
Create a Partnership − The best way to encourage your people to consistently give their very
best on the job is to create a partnership. Treat each employee as a valuable member of your
team and give them the autonomy to make decisions.

Involve Your Employees − Let each team have the authority they need to make decisions on
their own, especially when the decisions directly affect them.
Be Transparent − Be as transparent with your people as you can be, in terms of providing
information on how the company makes and loses money.
Provide Feedback on Performance − Regularly set aside time to tell your people what they are
doing right and point out any areas for improvement. If performance is not up to the mark,
work with them to develop ideas on how to improve.
Create a Productive Work Environment − A workplace that is trusting, open, and fun will be
the most productive and successful. Be open to new ideas and suggestions that come from
your employees, and show them that their voices are being heard.

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 EMPLOYEE ENGAGEMENT – BENEFITS

Higher Employee Satisfaction Employee satisfaction is key in any company, and when
employees are not satisfied with their job, they lack enthusiasm about the day-to-day of their
role and the growth of their companies at large. Low job satisfaction becomes a drain on the
company’s time and money. When employees are engaged at work and feel satisfied with
their position, they feel a greater connection to the company and are therefore more likely to
produce quality work, which benefits the company as well as the customer.

Higher Retention and Lower Turnover: - The hiring and onboarding process for new
employees is very expensive and time-consuming. Another benefit of investing in employee
engagement is that it will help you retain your top employees and decrease your turnover
rates by ensuring that your team is happy.

Higher Productivity: - Engaged employees work faster, harder and stronger because they like
what they do. It’s a no-brainer; when you’re interested in and connected to what you’re doing,
you are more likely to do it well. Furthermore, when employees are engaged and feel that
they are treated well by their managers, will feel a sense of responsibility to reciprocate this
respect by putting in their best effort.

Increased Profitability: - Of course, when your employees feel good at work, they work
harder, and when they work harder, they produce more quality work which in the endpoints
to a happy customer. Happy customers keep coming back and they refer other people to your
company. It’s such a simple way to increase your company’s profitability but so many
organizations keep looking outward instead of turning inward. Without a solid foundation, no
company can thrive and the best way to ensure this study base is to have an engaged team.

Less Absenteeism: Engaged employees show up to work and once there, they get more work
done. Highly engaged businesses in the USA have realized a 41% reduction in absenteeism.
The issue with disengaged employees is that they don’t feel a sense of responsibility to the
company they work for, so they don’t have a problem not showing up.

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Engaged employees feel that they are part of the organization they work for, and therefore
would not want to let them down.

Increased Employee Loyalty: - A huge benefit of having engaged employees is that they are
loyal to your company and therefore act as company ambassadors. To find out whether or not
your employees feel loyal to your brand, you can use the Employee Net Promoter Score (e
NPS). Originally, this scale was used to measure customer loyalty, but it became apparent
that understanding how employees feel about their company would affect how customer s feel
about it too.

PROBLEMS OF DISENGAGEMENT

When employees are engaged, they adopt the vision, values, and purpose of the organization
they work for. They become passionate contributors, innovating problem solvers, and
stunning colleagues. But what does it mean to be a disengaged employee? Well, disengaged
employees are “not poised to put in extra effort for success. They don’t like going to work
most days. They are unlikely to recommend the products of, or employment with, their
employer. “I t may be difficult for employers to pinpoint disengaged employees because they
don't necessarily create problems in the workplace and they generally do their jobs. Still,
disengagement can spread throughout the workplace as even talented employees find their
work uninteresting and see no room for advancing their career s.
SIGNS OF EMPLOYEE DIS-ENGAGEMENT
Let us now discuss the most significant signs of Employee Disengagement in most
companies.

No Initiative
An employee may feel disconnected from your organization, but might still perform because
of a personal work ethic. Or maybe their job is too easy and they are not being challenged.
Don’t be fooled that everything is okay simply because the person is producing results.
Instead, look at how motivated the person is in a different context. Stage a voluntary hack-
day for the company. Make it fun and offer great prizes. Does your top performer choose not
to participate? If no other matters are taking up their time, you may have a disengaged
employee.

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Unhealthy Activities
How often does an employee go to the break room for a coffee or a snack? How often do they
head out for a cigarette? Of course, your employee may just be hungry, tired, or addicted to
nicotine, but sometimes people over-indulge in unhealthy behaviour to fill a void in their
personal or professional lives. People who are truly motivated by the purpose of ten derive
fulfilment simply by working Diligently at their desks. They may even have to be reminded
by a grumbling belly that they haven’t eaten lunch yet.
Silence
Maybe you just have an introvert on your hands. Some people feel their batteries recharge
when they have their own space. But, when the entire company or specific teams are
experiencing a win and a select few show no excitement or celebration, that is an engagement
issue.
Lack of Learning
When is the last time that a quiet employee shared an article of interest about your company,
marketplace trends, or interesting research dealing with their role. When is the last time they
shared anything at all. Curiosity is a good sign that an employee cares about the bigger
picture. They want to learn and grow in their role and share that with others. When you
encourage learning and growth as a company value and employees don’t share your
enthusiasm, it is time to take a closer look

THE POSITIVE IMPACT OF EMPLOYEE ENGAGEMENT

Employee engagement is crucial in any organization because it has a direct impact on how
productive, efficient, and innovative an employee is. It’s how committed and involved an
employee is towards the company’s mission and core values. When employees are engaged,

24
they care about the well-being of their company and work hard to make it successful. In an
organization with engaged employees, there’s less turnover, fewer incidents of employee
theft, fewer safety mishaps, improved performance, and better attendance.
Commitment is higher -

When employees buy into the company mission and goals, they become devoted to the
organization, their supervisor, and their co-workers. They’re concerned with producing
consistent, high-quality work and are less likely to burn out. Turnover, a costly irritation in
any industry, is low when employees feel loyal to the company.
Honesty and integrity

When employees are committed to the company’s welfare, they don’t want to see it damaged
in any way, so they won’t cheat or steal from the organization. And if they discover that
another employee or customer is being dishonest, they’re more likely to report it, committed
to protecting the company in any way they can.
A safer work environment

Engaged employees are more careful because they’re paying closer attention to what they’re
doing. They can tune out diversions that might distract them or deter their focus. They’re also
less likely to make a mathematical miscalculation, typo, or other types of error. You can trust
that their work is accurate and that mix-ups are rare.
Improved performance

Dependable employees are also more enthusiastic about putting in the extra effort. So,
they’ve exerted themselves to make sure they produce flawless work or something extra that
exceeds their job description. Employees who are focused on their work are more innovative
in their daily tasks and are creatively initiating procedures and ideas that are more productive
and efficient.
Better attendance

If employees are committed to what they’re doing, they’re much less likely to skip work
when they get the sniffles or when they were too late the night before. Instead, they’re excited
to get to work and will fight through illness to undertake their daily assignments. They know
the welfare and prosperity of the company depends on them, so they’re anxious to help it
meet its goals.
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 ROLE OF LEADER IN EMPLOYEE ENGAGEMENT

Leaders need to create a workplace that evokes commitment that is not based on a false
promise.
Leaders need to set clear expectations of employees so that their path is clear and they can see
the larger vision of the organization. “Why we do what we do?” Leaders need to engage
employees in the big picture.
To be successful in engaging employees Leaders need to develop relationships with staff -
you are responsible to find out what drives (motivates) each employee to see their strengths
and weaknesses. Leaders build upon Employee strengths and assist in ways to grow their
weaknesses into strengths.
To be successful- Leaders need to establish trust. This can happen by having the leaders close
to the employee. You need to be accessible and not stuck in an office. When you are available
to staff, they know they can approach you.
Leaders need to establish fairness and assist with relaying to Employees the department
values and goals.
Communication is the foundation to the success of the engagement. Employees need to know
at the right time how their role is critical to success as well as how their role impacts the
organization.

Build Employee commitment- Give praise and recognition to build employee loyalty and
commitment. People want to feel that what they do makes a difference.
Actively listen to employees and take action based on their feedback.

EMPLOYEE ENGAGEMENT ACTIVITI ES

Assign company values

Assign one of your company’s values to a certain employee, every month, based on a peer
voting process. The person who best represented that value can be set as an example and be
publicly acknowledged for his actions.

Have teams create their own set of values

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Designing your own game rules makes playing a lot more fun. Team synergy is not an easy
objective to attain, and it’s not a rapid one. But it is essential to the end-game objective and
the overall performance of the project. Having teams create a team culture, based on 2- 3
commonly agreed values or ground rules can help nurture and speed up that process.
3. Encourage personal projects
Give employees a 1- 2 h/ day window to pursue their own projects. Having people from
different departments connecting and bouncing ideas can help get a new perspective. Projects
and initiatives can get new directions, encouraging creativity and energy flow that would only
benefit the rest of the working hours.
Assign a buddy/ mentor for every newcomer

An important part of the onboarding process is having someone answer some really important
questions. Questions that someone would be hesitant to simply ask a manager. Building a
trustworthy relationship with someone with more experience in that company can help guide
the newcomers. This way he or she can better adapt and grow as part of the team.

Have team photos

Have photos of your team on a wall, or frame them around the office. Group photos, funny
photos, events photos, or random photos snapped when people weren’t watching. It’s a
cultural element that can encourage and foster work relationships and employee engagement.

Play the Happiness at the work card game

By applying knowledge of the brain and how we work together, Choose Happiness at work
engages adult learners uniquely and powerfully. I t is a powerful tool that engages learning,
application, humour, and team-building in a fun, facilitative experience and it teaches
science-based tools in a way that allows people to safely raise and discuss issues, build trust,
and boost engagement.

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 Encourage volunteering

If you find yourself doubting the classical money-to-charity approach, you should try the new
volunteer- for- a- cause angle. Give your employees a couple of days a month to volunteer for
a cause they support. Here’s a great reference article.

Remind people of your company’s submission and values

It’s important that you emphasize, once in a while, what your company stands for. People
need to be reminded of why they are doing what they’re doing.
Recognize and encourage innovation

You might have heard some pretty inspiring ideas around the office. What about that project
that came together so well and had some amazing improvements that no one initially thought
of. Find out who came up with that idea. Give them a friendly “Good job” or recognize them
publicly for going the extra mile.

Celebrate achievements

Big or small, they are the solid proof that the work people are putting in has meaning. No one
can go through tasks and assignments for months or even years without burning out. Refill
their energy tanks with some recognition and celebrate their hard work. This is also a great
way to glue together teams.

Celebrate people: - Birthdays, promotions, retirements, newcomers welcoming, there are

plenty of important moments where people can be put at the front of the company. They make
the company and it’s a great and relaxing way of showing them that they matter.

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Give and receive feedback

It is a dangerous mix that the wrong feedback can cause to explode. Keep it simple. Offer a
framework or a system that employees can use with confidence and honesty. Let them know
you value their opinion and, most importantly, act on that feedback. More thoughts on
feedback.

Show respect

This should be the cornerstone for every office interaction. Especially when it comes to
people in different hierarchies.
Empower your employees

Nothing creates a greater sense of responsibility and ownership like having the decision
power. Don’t be afraid to let people be their leaders. It’s surely a great way to build trust, as
opposed to micro-management.

Encourage learning

Challenge and support employees in learning and developing their skills. Not only will you
have a motivated and well-prepared workforce but you’ll see an increase in employee
happiness and employee engagement.

FACTORS THAT LEAD TO EMPLOYEE ENGAGEMENT

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
A 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. Pay and Benefits

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The company should have a proper payment 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, an organization
needs 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. I f the employee is given a say in the decision-making and has the right to be
heard by his boss then 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 super visor s co- ordinate well than the employees, will be engaged.

THE IMPORTANCE OF EMPLOYEE ENGAGEMENT HEALTH CARE

As healthcare organizations continue to increase their efforts toward improving patient

engagement, one of the first places they should start is with employee engagement. Several
studies have shown that employee engagement is one of the top variables correlating to
mortality, complications, and accidents on the job, patient safety, clinical outcomes, staff
turnover, and absenteeism.
30
True employee engagement is the emotional commitment employees have to the company
and its goals. When employees are truly engaged, they care; they give discretionary effort
and go the extra mile. For example
An engaged employee makes eye contact with patients, genuinely smiles, and welcomes
them.
An engaged employee escorts patients to their destination or helps family members find their
loved ones.
An engaged employee listens to a patient, unrushed, and answer s every question regarding
medications and discharge order s.
An engaged employee rounds on patients one last time before their shift is over.
An engaged employee never forgets to wash their hands.

An engaged employee makes fewer mistakes.

An engaged employee puts patients first.

Additional evidence shows that employee engagement has a strong correlation with employee
safety and enhancing a safer environment for healthcare consumers. Likewise, employee
engagement plays a significant role in reducing employee accidents on the job.

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 CHAPTER - 2

REVIEW OF LITERATURE

LITERATURE REVIEW

Robinson Tal, (2004) defines that ‘employee engagement as “a positive attitude held by the
employees towards the organization and its value. An engaged employee is aware of the
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.” Employee
engagement is a two-way process between employees and the organization. The organization
attempts to engage employees who return a level of engagement to the employer. Engaged
employees are more satisfied with their job and are more committed to their organization and
do not hold back, they not only have more energy but also enthusiastically apply their energy
at work.

Theresa. Melbourne (December 2008), according to her the only way to improve employee
engagement across multiple organizations is to know what the behaviours are preferred not
just attitudes. Behaviours are still the missing element in employee engagement. She has
suggested a role-based performance model as an option for defining the behaviours of
employee engagement. The role-based performance model helps identify the types of
behaviours needed from employees to drive better performance.

Misra R.N., (2009) has described employee engagement in detail with the example of a US
based company. He describes the inclusions of Employee Engagement, then categories of
employees such as engaged employees, not engaged employees, and actively disengaged

32
employees. He explains the Drivers of Employee Engagement, types of Employee
Engagement such as Emotional Engagement and Rational Engagement. He also discussed the
reasons why an employee leaves an organization, why companies perform badly. And also,
about advantages of engaged employees.

Zinger and baig, ( 2010) defines that “employee engagement is the art and science of
engaging people in authentic and recognized connections to strategy, roles, performance,
organization, community, relationship, customer s, development, energy and transform
the work connections into Final results, ” explained further that employee engagement is
concerned with the individual contribution under healthy working conditions and it promotes
individual development, encourages confidence and understanding between the employer and
the employee and among the employees themselves.

Kim- Soon and Manikayasagam, (October 2015) opinions that employee engagement is on
the decline and there is a deepening disengagement among employees today. During an
economic downturn, engaged employees with a full workforce can make a difference in the
survival or success of a business organization. The construct and dimensions to measure
employee engagement are unclear. There is still no well-known and acceptable concept of
these constructs and measures. In other words, researchers and reviewer s do not use the same
components and dimensions to describe employee engagement. Today’s works environment
has evolved considerably. The process by which we expect engagement to happen needs to be
fully understood so that managers can have strategies or manage other context issues to
enable full employee engagement. The paper aims to determine the components and
dimensions of employee engagement and investigate its effect on the job satisfaction of an
oleochemical company. Factor, reliability, and multiple regression analyses were employed
to analyse the data.

Kar and Mishra, (August 2016) concluded that employee engagement has become a
trending word in recent years. Despite this, there remains a dearth of critical academic
literature on the subject, and relatively little is known about how employee engagement can
be influenced by management. Although there is a great deal of interest in engagement, there
is also a good deal of confusion. At present, there is no consistency in definition, with
engagement having been operationalized and measured in many disparate ways. And there is
no evidence of an anonymous view on what is a key driving factor of employee engagement.
The review aims to add value to the current state of knowledge by critically evaluating the

33
existing literature on employee engagement and providing a reflective stance on existing
debates and findings. As a result, it addresses concerns about the lack of agreement on what
engagement is and how issues surrounding it can be addressed. The relationship of employee
engagement with some other construct has been studied in this literature. And some of the
drivers of employee engagement have been identified in this literature.

Gupta and Kumar Chowdhary, (April 2018) stated that the study reveals Gallup
Organization research reveals that organizations with world-class employee engagement are
18 percent more productive and 12 percent more profitable than industry competitors with
bottom quartile performance! In fact, top deciles companies realize 3.9 times the Earnings
per Share (EPS) growth rate compared with low engagement performers within their industry.
A 2006 study by the Gallup Management Journal found that engaged employees make up an
average of 29 percent of a company’s workforce, leaving a startling 71 percent who are “not
engaged” or “actively disengaged.” (Cue offstage scream.). Engagement comes not from
dollars but more personal f actor s. The paper conceptually reveals the various strategies
adopted by firms in employee engagement. The organizations are adopting various types of
strategies like talent management, open communication, employee retention practices in
engaging the employees. The organization's effectiveness can be achieved through employee
engagement and it has been proved by various studies.

Motyka Blazej, (September 2018) explained that Scholar s and practitioners indicate that a
low level of employee engagement at work is currently one of the most alarming global
economic problems. The potential consequence of this phenomenon is declining work
performance. Therefore, it becomes important to understand the concept of work engagement,
its meaning for employees, and implications for the employer. The article is a systematic
review of the body of literature, presenting the results of research on the association between
employee engagement and various performance categories. The paper’s objective is to
summarize prior studies based on their ordering and categorization, identify gaps in the
current knowledge, and propose an agenda for future research. The article synthetically
presents these findings, offering practical and academic implications arising therefrom.
Results of the review indicate that, in the case of most peer-reviewed publications, a
statistically significant relationship between employee engagement and numerous categories
and sub-categories of performance was confirmed.

34
Mohammad and Ahmad, (June 2019) concluded that employee engagement recently has
become a hot topic among consulting firms and in the business press. The purpose of this
study was to study and create further understanding of employee engagement levels and how
to stimulate it to the maximum as long as possible. A survey was completed by 55 employees
working in the private and governmental organization in Palestine from governmental
service, manufacturing, technology, telecommunication, financing, and other services like a
retailer, NGO cultural to generate the output of having a higher employees involvement in
the governmental sector rather than the private one due to multiple factors, and having a
higher employee engagement in the private sector than the public one due to the more
financial and personal recognition they get there. The revealed results stressed that
organizations need to recognize employees as assets and customer s. Business activities are
key parts of the employee's lifestyle, so it has a direct impact on his reaction, so if the
organization didn’t control these reactions, it will be the main driver for his is engagement.
Additionally, the employee engagement level is directly related to the efficiency of work and
the overall company performance. The authors recommend adopting employee engagement
transforming strategies by the public sector before the private one. Moreover, the study
recommends that engagement transforming strategies must be employee-oriented not entity
oriented.

Sun and Bunchapattanasakda (January 2019) opinions that employee engagement is an

important issue in management theory and practice. However, there are still major differences
in the concept, theory, influencing factors, and outcomes of employee engagement, and there
is still no authoritative standard. This paper attempts to review and summarize previous are
search results on employee engagement. Two kinds of definitions of employee engagement
are identified: employee engagement as a multi-faceted construct (cognition, emotions, and
behaviours) and as a unitary construct (a positive state of mind, a dedicated willingness, the
opposite of burnout). Three theoretical frameworks are used to explain the varying degrees of
employee engagement: Needs- Satisfaction framework, Job Demands- Resources model, and
Social Exchange Theory. The influencing factors of employee engagement are divided into
three categories: organizational factors (management style, job rewards, etc.), job factors
(work environment, task characteristics, etc.), and individual factors (physical energies, self -
consciousness, etc.). Employee engagement is found to have a positive relationship with
individual performance (organizational commitment, positive behaviour, etc.) and
organizational performance (customer satisfaction, financial return, etc.) The research
findings show that there are three shortcomings in previous studies: lack of research on

35
demographic variables, personality differences and cross-cultural differences in employee
engagement, lack of research on the mediating or moderating role of employee engagement,
and lack of intervention mechanism for an employee.

CHAPTER- 3
OBJECTIVES OF THE STUDY

OBJECTIVES OF THE STUDY

1. To study the employee's engagement at Sinesoft Education, Bathinda.

2. To identify the responsible for employee engagement at Sinesoft.
3. To provide suggestive measures for employee engagement at Sinesoft

Education, Bathinda.

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 CHAPTER- 4
SCOPE OF THE STUDY

SCOPE OF THE STUDY

1. The sampling area of the study is confined to SINESOFT EDUCATION,

BATHINDA.
2. The scope of the study is extended only to the employees working in the
SINESOFT
EDUCATION, BATHINDA.
3. This study also helps to gain some valuable knowledge about the
organization.
4. To fulfil the objectives of the research, the study is undertaken to study
the employee engagement at SINESOFT EDUCATION, BATHINDA.

37
 CHAPTER- 5
RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

RESEARCH DESIGN
The study conducted here is descriptive. Descriptive Research Method
Descriptive research includes survey facts, findings, and inquiries of different
Kinds
Collection of the data
Primary data: - Primary Data is collected through a questionnaire.

Secondary data: Secondary data is collected through the internet and policy manuals of
Sinesoft education.
Sample design

Sampling Area: - The sampling area of the study is confined to SINESOFT EDUCATION,
BATHINDA.

Sample Size: - The sample size of my project is limited to 50 only.

Sampling Technique: - Simple Random Technique.

Steps of the methodology used

Collection of data (Primary & Secondary)
Organizing the data
Analysing the data
Presentation of data
Concluding the data.

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 CHAPTER- 6
LIMITATIONS OF THE STUDY

LIMITATIONS OF THE STUDY

1. As the sample size was small, hence conclusions cannot be

generalized.
2. An analysis is done on the assumption that respondents have given
correct information through the questionnaire.
3. Due to covid situations, it was very difficult to obtain data from all the
persons.

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 CHAPTER- 7
DATA ANALYSIS & INTERPRETATION

ANALYSIS OF QUESTIONNAIRE

Q1. From how long you are working in the organization?

a) 0- 2 years
b) 2- 5 years
c) More than 5 years

Selected option No. of persons Percentage

0- 2 years 39 78%

2- 5 years 9 18%

More than 5 years 2 4%

Total 50 100%

40
Interpretation: - According to the above chart 78% of the employees are working in the
organization from 0- 2 years, 18% employees are working from 2- 5 years and 4% employees
are working for more than 5-years.

Q2. What kind of employee engagement activities are conducted by the organization?
a) Rewards and recognition
b) Monthly get together
c) Townhall
d) All of above

Selected option No. of Respondents Percentage

Reward and recognition 6 12%

Monthly get together 7 14%

Townhall 3 6%

All of above 34 68%

Total 50 100%

Interpretation- According to the above chart, 68% of the employees said that all the above-
mentioned employee engagement activities are conducted by the company, 14% said that
monthly get together, 12% said that reward and recognitions, 6% said that town hall.

41
Q3. What kind of motivational tools provided by the organization for employee engagement?
Medical benefits
a) Awards
b) Appreciation
c) Bonus
Selected option No. of Respondents Percentage

Medical benefits 18 36%

Awards 4 8%

Appreciation 21 42%

Bonus 7 14%

Total 50 100%

Interpretation: - According to the above chart, 42% of the employees said that the company
gives appreciation as a motivational tool for employee engagement, 36% said medical
benefits, 14% said bonus, and 8% said awards.

42
Q4. According to you what are the benefits of employee engagement to employees?
Creativity
Employee loyalty
Employee satisfaction

Selected option No. of Respondents Percentage

Creativity 6 12%

Employee loyalty 5 10%

Employee satisfaction 39 78%

Total 50 100%

Interpretation: - According to above chart, 78% of the employees said that employee
satisfaction is a benefit of employee engagement to employees, 12% said that it improves
creativity and 10% said that it increases employee loyalty.

Q5. Do you agree that employee engagement helps in changing the attitude of employees? a)
Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
43
 Selected option No. of Respondents Percentage
Strongly Agree 13 26%
Agree 29 58%
Neutral 7 14%
Disagree 1 2%
Strongly disagree 0 0%
Total 50 100%

Interpretation: - According to the above chart, 58% of the employees agree that employee
engagement helps in changing the attitude of employees, 26% of employees strongly agree,
14% of employees are neutral and 2% of employees disagree.

Q6. How frequently employee engagement events are conducted by the organization?

a) Weekly
b) Monthly
a) Quarterly
a) Yearly

Selected option No. of Respondents Percentage

Weekly 3 6%
Monthly 35 70%

Quarterly 8 16%

Yearly 4 8%

44
 Total 50 100%

Interpretation: - According to the above chart, 70% of the employees said that employee
engagement events are conducted monthly, 16% of the employees said that quarterly, 8% of
the employees said that yearly, 6% of the employees said that employee engagement events
are conducted weekly.
Q7. Describe your feelings towards employee engagement activities organized by an
organization?
a) Relaxed
a) Stress
a) Neutral
Selected option No. of Respondents Percentage

Relaxed 30 60%

Stress 5 10%

Neutral 15 30%

Total 50 100%

45
46
Interpretation- the

According to the above chart, 60% of the employees have relaxed feelings
towards employee engagement activities conducted by the company, 30% said that they have
neutral feelings towards employee engagement activities, 10% said that they have stressed
feelings towards employee engagement activities.
Q8. Does your organization communicate with you about employee engagement activities
from time to time?
a) Every time
b) Sometimes
c) Never

Selected option No. of Respondents Percentage

Every time 37 74%

Sometimes 12 24%

Never 1 2%

Total 50 100%

According to above chart, 74% of the employees said that the company

47
every time communicates them about employee engagement activities, 24% said that the
company sometimes communicates them about employee engagement activities, 2% said that
the company never communicates them about employee engagement activities.

Q9. What are the factors that lead to employee engagement?

a) Performance appraisal
b) Health and safety
c) Co- operation
d) All of above

Selected option No. of Respondents Percentage

Performance appraisal 9 18%

Health and safety 4 8%

Co- operation 7 14%

All of above 30 60%

Total 50 100%

According to the above chart, 60% of the employees said all of the above

48
Interpretation- the

factors lead to employee engagement, 18% said that performance appraisal,

14% said that co-operation, 8% said that health and safety.

Q10. According to you, what are the impacts of employee engagement?

Higher Commitment

Honesty and integrity

Improved performance

Selected option No. of Respondents Percentage

Higher Commitment 10 20%

Honesty and integrity 22 44%

Improved performance 18 36%

Total 50 100%

According to above chart 44% of the employees said that employee

49
engagement helps to increase honesty and integrity, 36% said that it helps to improve
performance, 20% said that employee engagement helps to gain the higher commitment of
employees.

Q11. According to you what kind of improvement should be required in employee

engagement activities?
a) Get everyone engaged
b) Proper communication
c) Encourage and Provide Learning Opportunities
d) Others

Selected option No of Respondents Percentage

Get everyone engaged 11 22%

Proper communication 18 36%

Encourage and Provide Learning Opportunities 14 28%

Others 7 14%

Total 50 100%

50
Interpretation- the

According to above chart, 36% of the employees said that they needed
proper communication as an improvement in employee engagement activities, 28% said that
they encourage and provide learning opportunities, 22% said that organization should engage
everyone and 14% said that there are other methods which help to improve.
Q12. Are you satisfied with employee engagement activities conducted by the organization?
a) Satisfied
b) Moderate
c) Dissatisfied

Selected option No. of Respondents Percentage

Satisfied 39 78%

Moderate 9 18%

Dissatisfied 2 4%

Total 50 100%

According to above chart, employees said that they are satisfied with
employee engagement activities conducted by the company, 18% feel neutral, 4% of
employees feel dissatisfied.

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 CHAPTER- 8
FINDINGS OF THE STUDY

FINDINGS OF THE STUDY

1. In the organization respondents said that they are working for 0-2 years.
2. Rewards and recognitions, monthly get together and town hall all the
mentioned employee engagement activities are conducted by the
organization.
3. Appreciation is a motivational tool provided by the organization for
employee engagement.
4. In the findings stated that employee satisfaction is the main benefit of
employee engagement.
5. In the finding stated that they agree that employee engagement helps in
changing the attitude of employees.
6. In the findings stated that employee engagement events in the
organization are held monthly.
7. It is findings stated that they have feelings towards employee engagement
activities organized by the organization
8. In the findings stated that all factors i.e., performance appraisal,
collaboration, and health and safety lead to employee engagement.
9. In the findings stated that employee engagement helps to increase honesty

and integrity.

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 CHAPTER- 9

RECOMMENDATIONS & SUGGESTIONS

SUGGESTIONS OF THE STUDY

Supervisors and Managers should meet at regular intervals with the employees
to discuss the improvement in the company, at the workplace and in their living
standard, family problems, etc. The gap between managers and employees
should be reduced by raising the level of engagement. For example: by
conducting extra co-curricular activities like social and cultural programs.
The organization needs to improve its communication channel more and also
encourage and provide learning opportunities so that employee engagement is
more in the company. The organization normally conducts employee
engagement activities monthly, for more employee engagement company
should have conduct employee engagement on weekly basis.
The company should provide monetary benefits like bonus, incentives because
in today’s world employees are mostly motivated by money.

53
 CHAPTER- 10
CONCLUSION

CONCLUSION OF THE STUDY

The study reveals that employee engagement plays an important role in any
organization's success. It is a positive attitude held by the employees towards
the organization and its values. It is rapidly gaining popularity, use, and
importance in the workplace and impacts organizations in many ways. From the
study, I also concluded that the company understands the importance of
employees in their company and they also know the importance of employee’s
engagement for the employees and as well as for the company so they conduct
various employee engagement activities like rewards and recognitions, monthly
get together and town hall.
From the study, I also concluded that the company properly communicates
about all the activities to their employees. The company also provides
motivational tools in form of appreciation, rewards and recognition,
participation certificates. According to employees, the main benefit is the
medical benefit which is provided by the company. The employees feel relaxed
towards employee engagement activities conducted by the company. They are
satisfied with the company’s concern for employee engagement and activities
conducted by the company. I would hence conclude that raising and maintaining
employee engagement lies in the hands of an organization and requires a perfect
blend of time and efforts are important for more employees.

54
 BIBLIOGRAPHY

BIBLIOGRAPHY

BOOKS

Dr. C.R Kothari, (2008) Research Methodology

K. Ashwathappa, (1997) Human Resource and personnel Management

Macey, Schneider (2008). The meaning of employee engagement. Industrial-Organizational
Psychology.

Research in Business Management, Vol. 6, Issue 4, Apr 2018, 53- 64.

Mohammad A.M. & Ahmad K.A. (2019), Employee Engagement Level: The Transform
from Employee to Partner, Modern Applied Science; Vol. 13, No. 7; 2019.
Li Sun and Chan chai Bunchapattanasakda (2019), Employee Engagement: A Literature
Review, International Journal of Human Resource Studies 2019, Vol. 9, No. 1

55
 ANNEXURE

QUESTIONNAIRE

(Questionnaire of Employee Engagement at Sinesoft Education, Bathinda)

Name-
Q1. From how long you are working in the company?
0- 2 years
2- 5 years
More than 5 years

Q2. What kind of employee engagement activities are conducted by the company?
Reward and recognitions
Monthly get together
Townhall
All of above

Q3. What kind of motivational tools provided by the company for employee engagement?
Medical benefits
Awards
Appreciation
Bonus

Q4. According to you what are the benefits of employee engagement to employees?

Creativity
Employee loyalty
Employee satisfaction

Q5. Do you agree that employee engagement helps in changing the attitude of employees?

56
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree

Q6. How frequently employee engagement events are conducted by the company?
Weekly
Monthly
Quarterly
Yearly

Q7. Describe your feelings towards employee engagement activities organized by the
company? Relaxed
Stress
Neutral

Q8. Does your company communicate with you about employee engagement activities from
time to time? Every time
Sometimes
Never

Q9. What are the factors that lead to employee engagement?

Performance appraisal
Health and safety
Co- operation
All of above

Q10. According to you, what are the impacts of employee engagement?

Higher Commitment
Honesty and integrity
Improved performance
Q11. According to you what kind of improvement should be required in employee
engagement activities? Get everyone engaged

57
Proper communication
Encourage and Provide Learning Opportunities
Others

Q12. Are you satisfied with employee engagement activities conducted by the company?
Satisfied
Dissatisfied
Moderate

58