8th Issue of Nipm Research Compendium

NATIONAL INSTITUTE OF
PERSONNEL MANAGEMENT
ISSN(PRINT) : 0970-8405
EMPLOYEE
ENGAGEMENT
Editor
Dr. Santosh Vishnu Bhave
(Fellow Member - NIPM)
Director - HR & IR,
Bharat Forge Limited, Pune (India),
Pincode - 411036
Editorial Board Members
Mr. Vishwesh Kulkarni National President - NIPM
Dr. Santosh Vishnu Bhave (Fellow Member -NIPM), Director -HR & IR,
Bharat Forge Limited, Pune
Dr. Shivaji D.Mundhe Director, IIMS Chinchwad, Pune
Dr. Vandana Mohanty Assistant Professor, IIMS Chinchwad, Pune
Dr. Sachin Misal Assistant Professor, IIMS Chinchwad, Pune
Mr. Pavan Sharma Chief Librarian, IIMS Chinchwad, Pune
Ms. Lorraine Coelho Sr. Manager HR, Bharat Forge Ltd, Pune
Mr. Parth Jadhav Talent Advisor, Kalyani Strategic Management Services, Pune
Board of Reviewers
Name Profession
Dr. Santosh V. Bhave Director- HR & IR, Bharat Forge Ltd. (Fellow Member NIPM). Pune, India.
Dr. Smita Singh (Dabholkar) Asscoiate Professor HR & OB, IMT Nagpur (Life Member NIPM - Nagpur Chapter).
Dr. S.R.Chandak Management Consultant (Life Member NIPM - Pune Chapter).
Dr. Rajesh Jawlekar
Dr. Abhijeet Shah V.P.- IR & Admin, Bharat Forge Ltd. (Life Member - NIPM - Pune Chapter).
Dr. Subir Bikas Mitra Executive Director (Law & HR), GAIL (India) Limited (Life Member - NIPM - Delhi Chapter).
Dr. P.R.K. Raju Director, GIET (Autonomus), Rajahmundry, AP & NC Member, NIPM.
Dr. Shivaji Mundhe Professor and Director , International Institute of Management Science, Pune.
Asst. Professor Dept. of Management Studies and Research Center,
Dr. Leena Guruprasad
B.M.S. College of Engineering, Bengaluru & Life Member NIPM, Karnataka Chapter.
Dr. Vihar Rakhunde COO, CTM Technical Textile Ltd., The First A 504, Near ITC Narmada Vastrapur, Ahmedabad, India
Dr. C.M. Chitale Chair Professor, Kirloskar Chair SPPU, Fellow member NIPM
Dr. Mrunal Bhardwaj Professor & Head, P.G., Dept. of Psychology and Research Center, L.V.H. College, Nashik.
Dr. Milind Kulkarni Director, Executive Coach, Nasik (Life Member - NIPM - Nasik Chapter)
Mr. Sharad Gangal Ex. Executive Vice President- Thermax Ltd. (Life Member - NIPM - Mumbai Chapter).
Ex. Hon.Gen. Secretary, NIPM - General Manager (Personnel), SAIL,
Dr. Pradeep Sahu
Rourkela Steels, Rourkela, Orissa, (Life Member - NIPM - Orissa Chapter).
Dr. Sushil Kandalgaonkar Former Director, IMDR, Pune.
Dr. Nitin Joshi Associate Professor, Indira Institute of Management, Pune.
Dr. Bhabhatosh Sahu Ex. CEO, Inovasinth Technologies Ltd., Hiranandani Group, Mulgaon, Khopoli, Dist- Raigad.
Coach / Mentor-HR (Life Member NIPM - Pune Chapter)Smruti 2 Vaividhya Nagar, Karvenagar,
Dr. Girish Bakshi Opp AJ Classic , Pune.
Dr. Vishwanath Lele C6 , Dhavalgiri Park, Near Natraj Hall, Karvenagar, Pune -52.
Management Consultant - Pune (Life Member NIPM - Pune Chapter)No. 157, Plot No. 29,
Mr. Kuldip Joshi
Manas Bunglow, DP Road, Pune .
Dr. Swathi. S Asst. Professor, Yuvaraja College, University of Mysore, Residence 313/S Cheluvaraya Swamy Nilaya,
25th Cross, Sankranti Circle, Hebbal 2 Stage, Mysore 570017
Dr. Aruna Deshpande Professor, University of Mumbai, Alkesh Dinesh Mody Institute for Financial Management &
Studies & Development Cell, University of Mumbai.
ISSN(PRINT) : 0970-8405 Personnel Today
EMPLOYEE
ENGAGEMENT
EDITOR
(Fellow Member- NIPM)
Director – HR & IR,
Bharat Forge Limited, Pune (India),
Pincode - 411036
NATIONAL INSTITUTE OF PERSONNEL MANAGEMENT

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1582, Rajdanga Main Road, Kolkata – 700 107
Ph : 033-2441 7255
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Vol. 02 | Issue 04 | May 2023

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Employee Engagement
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National Institute of Personnel Management

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Editor
(Fellow Member- NIPM)
Director –HR & IR,
Bharat Forge Limited, Pune (India), Pincode -411036
No part of this publication may be reproduced,

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May 2023
ISSN (Print) : 0970 - 8405
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Published by:
National Institute of Personnel Management
Ph : 033-2441 7255 | Web : www.nipm.in
Disclaimer: The opinions expressed in this research compendium are those of the authors of respective research article. They do not
purport to reflect the opinions or views of National Institute of Personnel Management ( NIPM) its members/committees / editor(s)
of this compendium and hence NIPM disclaims any or all related liabilities. If you have any comments/views, please communicate
directly with the author(s) at mail addresses provided with respective research article.
Vol. 02 | Issue 04 | May 2023

FOREWORD
VINOD AGGARWAL
Managing Director and Chief Executive Officer,
VE Commercial Vehicles Ltd., Devas-455001. MP, India.
(A Volvo Group and Eicher Motors Joint Venture) President,
The Society of Indian Automobile Manufacturers (SIAM)
President of Automotive Skills Development Council (ASDC)
Non-Executive Member of the Board
of Directors of Eicher Motors Limited
T he Power and Potential of Employee Engagement : The impact of geo-political

environment and reminiscence of the COVID-19 pandemic is still evident on the world's
economy. These disruptive forces have been instrumental in generating multiple opportunities and
possibilities for business around the world.
Businesses are re-thinking on strategies to attract and retain talent. Besides talent acquisition and
retention, the bigger challenge for business is now, to have a workforce which is rather more
engaged with the organisation and is instrumental in driving business results.
The term employee engagement means different things to different organizations. Some equate it
only with job satisfaction and morale, which unfortunately can reflect a transactional relationship
that is only as good as the organization's last round of perks or bonuses. Others measure
engagement by gauging employees‟ emotional commitment to their organization. Although
commitment, job satisfaction and morale are important ingredients, they are only a piece of the real
engagement equation. Organizations are keen to maximize the contribution of everyone towards
achieving corporate goals - imperatives and metrics, while individual employees need to find
purpose and satisfaction in their work.
Aligning employees' satisfaction - determined by their personal values, goals, and
aspirations, with their efforts to achieve the organization's goals and support the
organization's values defines true employee engagement.
The employee engagement strategy at VE Commercial Vehicles is centred around the
Organisation's Values which enable us to steer the company's aspirations, mission, and vision.
We started our journey in the year 2008 when Volvo Group and Eicher Motors joined hands to a
common vision of driving modernization in the commercial transport business in India. The
synergistic relation is based on leveraging the Volvo group's strong technical know-how and Eicher
group's market intelligence with superior product competence. With manufacturing facilities
spread across India and strong dealership network VECV is a strong and a dominant player in
commercial vehicle segment.
Employee engagement strategy is set out as a direct measure of business results where engagement
is defined as a dimension on which engaged employees drives business excellence and is the pillar
of inclusive culture where our employees are industrious, ethical and accountable' for their actions.
Employee engagement is the "buzz word" and the organisations are investing heavily in the talent
Vol. 02 | Issue 04 | May 2023

engagement strategy to ensure more engaged workforce. A highly engaged workforce nurtures
overall cultural health of the organisation which lays a foundation to lead employee retention,
efficiency, with enhanced customer satisfaction and enriched brand value within stakeholders.
Volvo Group defines "Employee engagement as the extent to which employees are committed and
enabled to go the extra mile for the long-term success of the organization and themselves".
Initiatives like Volvo Group Attitude Survey and VE Attitude Surveys are conducted to measure
and improve employee engagement and commitment towards organisation strategy, shared values
and culture. These survey reports enable us design and re-design the overall employee engagement
strategy which is directly proportional to engaged employees' commitment and efforts so as deliver
performance at excellence.
With employee engagement strategy we consider the lifetime value of each potential employee in
our talent database and plan for their career progression with time in horizon.
Career, Competence and Care, the 3 C's of employee engagement strategy is robustly implemented
at VE Commercial Vehicles with following highlights:
• CAREER
1. A Young Talent Base: Hired young talent as part of recruiting strategy from Campus hiring
initiative from top academic institutions across the country.
2. A Young Organization: The recruiting strategy enabled us to have strong collaboration and
synergistic relationship developed between multi-generation workforce working within the
organization to thrive in creative leadership patronage.
3. Well defined compensation strategy with employee retention programs for Critical Role and
Hi-Po talents.
• COMPETENCE
1. Competence development is the core pillar of overall VECV talent engagement paradigm.
2. Structured learning philosophy across grades/roles with focused intervention on capability
building in partnership with different renounced academic institute across country has led to
a competitive advantage. Future competency development is the prime agenda to lead in the
electric and other product development segment.
3. Enriching the talent base is the focal point of VECV people development philosophy which
is evident from our skill development program.
4. Strong Career Progression journey charted across the grades within the organisation in
alignment with new hire buddy mentoring program with job enrichment and enlargement
opportunities like rotation of role, deputation, projects alignments are driving the
competence development agenda.
• CARE
1. Employee well-being and care is reflected across our strategy, policies and initiatives.
Recognition with Long Service Awards, Merit-based performance rewards.
2. Tuition Fee Assistance and Reimbursements on skill development.
3. Employee care initiatives like medical benefits, regular health check-up, engagement and
support during COVID-19 pandemic, open houses with leadership and employee connect
Vol. 02 | Issue 04 | May 2023

sessions, birthday celebrations, mentoring and coaching support, Yoga and mindfulness
sessions for employees.
4. The care concept is extended to our stakeholders where initiatives for underprivileged
students like remedial education program, other programs for women in Life Skills and
financial literacy conducted. Multiple efforts have been executed at our end to explore the
opportunities and possibilities to enhance employee engagement within the organisation to
lead business excellence.
As we now noticed, organisations across the globe are now identifying the immense potential of
employee engagement strategy which has fostered a new kind of relationship with employees and
hence Human Resource is pivotal in setting-up the foundation for employee engagement and
commitment to establish a competitive advantage on generating desired business outcomes.
This book highlights the overall gamut on employee engagement and brings the practical insights
on the engagement strategy.
Vinod Aggarwal
VE Commercial Vehicles Ltd
Vol. 02 | Issue 04 | May 2023

WORDS OF WISDOM
Feedback is the
breakfast of champions.
- Ken Blanchard
Nothing is more effective than sincere,

accurate praise, and nothing is more
lame than a cookie-cutter compliment.
- Bill Walsh
A brave man acknowledges

the strength of others.
- Veronica Roth
Treat your employees like an

investment, not a cost.
- Dan Sullivan
Vol. 02 | Issue 04 | May 2023

FOREWORD
MR. VISHWESH KULKARNI

National President - NIPM
Chairman - Yashaswi group
Employee Engagement
NIPM has published 7 Research Compendiums till date on various related topics. The Research
activity of NIPM which started during COVID period is now well recognized by all HR
Professionals PAN India as well as got a lot of appreciation on International Level
Today am very happy to share with you the last and 8th Research Compendium on “Employee
Engagement”.
Employee engagement can be critical to a company's success, given its clear links to job
satisfaction and employee morale. Communication is a critical part of creating and maintaining
employee engagement. Engaged employees are more likely to be productive and higher
performing. They also often display a greater commitment to a company's values and goals.
KEY TAKEAWAYS
• Employee engagement describes the level of enthusiasm and dedication a worker feels toward
their job.
• Employee engagement can be critical to a company's success, given its links to job satisfaction
and employee morale.
• Engaged employees are more likely to be productive and higher performing.
• Employers can foster employee engagement through effective communication, offering
rewards, and discussing career advancement.
Thanks to all the NC members for motivating all of us by extending support to Research Activity
initiated by NIPM.
Heartiest Congratulations and special thanks to Dr. S.V Bhave, Director HR & IR, Bharat Forge
Ltd. NC member and Editor Research Compendium for taking this herculean task for Research
Activity and publishing 8th issue.
My special appreciation to Dr. Shivaji Mundhe, IIMS, Dr. Vandana Mohanty, IIMS, all other
Faculty members of IIMS, Ms. Loraine & Mr. Parth from Bharat Forge and all the reviewers to
make this compendium more knowledgeable.
Thank you,
Vishwesh Kulkarni
National President, NIPM India
Vol. 02 | Issue 04 | May 2023

EDITORIAL DESK
DR. SANTOSH VISHNU BHAVE

Fellow Member NIPM & Director-HR and IR,
Bharat Forge Limited, Pune India,
SantoshBhave@bharatforge.com
After successful publication of seven issues of Research Compendium, National Institute of

Personnel Management (NIPM) - Personnel Today, is releasing its eighth issue of Research
Compendium on Theme – “ EMPLOYEE ENGAGEMENT”.
Employee engagement is a concept that describes the level of enthusiasm and dedication of
employee feels towards their jobs. Engaged employees care about their work, about their
performance, about their efforts and also support their colleagues to continue their efforts in
enhancing organizational performance. An engaged employee is in it for more than pay cheque and
consider their wellbeing with the performance of the organization and thus instrumental to their
institutional success.
Until not very long ago organizations looked at work life and personal life as independent domains.
While organizations accepted responsibility for providing employees with a conducive and
pleasant atmosphere at work, what happened to employees outside the work domain was not the
concern of the employer. There has been change over time in this aspect and perception of
organization and also of employees got changed. Progressive organizations today have moved
beyond focusing only employment aspect but organizations have started concentrating in
calculated way points such as work life balance, work life integration, employee friendly policies,
organizational flexibility, challenges arising out of attrition, organization performance issue,
employee loyalty, etc. Managerial perception related to employee engagement got transformed
from individual to institutional basis, which has resulted into increased employee productivity,
reducing attrition and increasing retention, ensuring employee health, etc. With all these steps
organizations are aiming for “World Class Brand”.
Response to our appeal was encouraging. We received 50 articles on the subject. After review
process, selected articles are included in this issue. The journey of last few years of publishing
research articles gave me personal and professional satisfaction and pushed me to read number of
write-ups on the subject related to Human Resources.
For this issue we have received a forwarding note from Mr. Vinod Aggarwal, Managing Director
and Chief Executive Officer, VE Commercial Vehicles Ltd. (A Volvo Group and Eicher Motors
Joint Venture), Gurgaon, India. We are privileged to have this note from him.
Vol. 02 | Issue 04 | May 2023

I wish to appreciate leadership of Mr.Vishwesh Kulkarni, National President of NIPM, who

extended his support in sponsoring publication of this issue too. Mr. Kulkarni always guided and
supported all of us to reach to this level.
Editorial board is also grateful to all members of National Council of NIPM for their unstinted
support in ensuring continuation of publication of Research Compendium.
Dr. Shivaji Mundhe, Dr. Vandana Mohanty, Ms. Lorraine Coelho, Mr. Parth Jadhav, Mr. Yogesh
Rangnekar, Mr. Pawan Sharma, Ms. Amala Karandikar, Dr. Sachin Misal and Mr. Gaurav Patil &
Mr. Rajesh Kadam have continued their active support. I am grateful to all of them.
Thank you all for your support.
Happy Reading!!!
Dr. S. V. Bhave
Editor – Research Compendium
NIPM – Personnel Today.
Vol. 02 | Issue 04 | May 2023

WORDS OF WISDOM
Dispirited, unmotivated,
unappreciated workers cannot compete in a
highly competitive world.
- Francis Hesselbein
Some companies don't have

an engagement problem,
they have a hiring problem.
- Bob Kelleher
The greatest asset of a company

is its people
- Jorge Paulo Lemann
When people are financially invested,

they want a return.
When people are emotionally invested,
they want to contribute.
- Simon Sinek
Vol. 02 | Issue 04 | May 2023

CONTENT
Sr. Page
Title
No. No.
1. Framework Of “Employee Engagement” 3

Dr. Bhabatosh Sahu
2 Employee Engagement 6
Mr. Kuldip Joshi
3 Employee Engagement During Performance Management 10

Adv. Aditya Joshi
Mr. Sharad Gangal
5 Build High Performing Organisation Through Employee 18

Engagement
Mr. Samir Kukade
6 Engaging and Building Resilient Workforce In a Disruptive 25

Business World
Mr. Girinarayan G
Mr. Malthiyar Ramendra, Ms. Abida Durrany
8 Developing Employee Engagement Empowering Diverse 39

Workforce
Mr. Sushilkumar Warkar, Ms. Dipika Patil Lathkar
9 Role Of Trust As A Mediator Between Knowledge Sharing And 46

Organisational Effectiveness: Insights Into Higher Educational
Institutions Of Assam
Dr. Samrat Bharadwaj, Dr. Pranjal Bezborah
10 HR Brand Evangelist – A New Change Agent for Improving 56

Employee Engagement
Prof. Dr. Arunava N. Mukherjee, Prof. Nilim Manna, Prof. Mousumi Mandal
Vol. 02 | Issue 04 | May 2023

CONTENT
Sr. Page
Title
No. No.
11 Case Studies Of Holistic Approach To Employee Engagement In 68

Large Corporation In A Disruptive Era
Mr. Vinod Bidwaik
12 A Study of Employee Engagement: Reform, Perform, Transform 74

and Create Capable Workforce in the Era of New Economy
Dr. Abhijeet Shah, Mr. Nirvikar Hingane
13 Work Study And Measurement Are Vital For Improving 79

Productivity
Col. (Dr) Sankar Rajeev (Retd.)
14 A Study Of Motivational Tools And Techniques In IOCL (AOD) 88

In Relation To Employee Engagement.
Dr. Pranjal Bezborah, Dr. Nidhi Garodia
15 Study On Employee Retention, Loyalty, Learning Opportunities, 93

Organizational Performance & Change (RLLOO)
Ms. Saloni Choudhary, Ms. Shivani Bhatnagar
16 Culture of Employee Engagement: Best Practices For Fostering A

101
Positive And Productive Workplace
Ms. Mrigashikha Mitra Banerjee, Dr. Subir Bikas Mitra
17 A Study On Employee Engagement Practices For Sustaining 106

Industrial Development
Dr. Shaly Joseph
18 A Study On Impact Of Employee Engagement In Manufacturing 111

Companies Productivity
Dr .S. Sundararajan
19 A Glance into Employee Engagement and Its Influence on Job 119

Satisfaction
Dr. Mahek Iram Qureshi
Vol. 02 | Issue 04 | May 2023

CONTENT
Sr. Page
Title
No. No.
20 Role Of Internal Communication In Employee Engagement – The 127

Practical Perspective
Dr. Satbir Yadav
21 A Case Study on Employee Engagement at Public Sector 138

Airline(s)
Prof. Dr. Venugopal Janaswamy
22 Employee Engagement Research: A Bibliometric Review of the 147

last decade (2012-2022)
Prof. Rachana Adtani, Dr. Saumya Misra
23 Employee Engagement Driven By AI & Ml & Mediated By 156

Progressive Work Practices - An IT Industry Perspective
Ms. Pooja J, Dr. L R K Krishnan

Mr. Ranajit Sarkar
25 Research On Steps Taken By The Company In Creating 170

Employee Excitement For Engagement Activities
Mr. S. Rajendren
26 Employee Engagement: An Experience Study 178

Dr. Vidhya K, Dr. V. Mohana Sundari
27 Employee Engagement And Retention Strategies 183

Mr. Jayakara G. Shetty
28 Learnings about Employee Engagement – A Case Study. 186

Dr. Milind Kulkarni
29 Employee Engagement, Satisfaction and Work-life balance 194

association with Organisational Culture
Dr. Suruchi Pandey, Ms. Neha Punjabi
Vol. 02 | Issue 04 | May 2023

CONTENT
Sr. Page
Title
No. No.
30 Role of Employee wellness Programs in Employee Engagement at 208

Work Place
Dr. Vijayalakshmi Kanteti
31 Implemeting Data Analytics In Employee Engagement: 213

A Game Changer
Dr. Gargi Pant Shukla, Ms. Pooja Pandey
32 Employee engagement & Its Impact on Employee Well-being 218

Mr. Ashish Waghe , Mr. Narendra Patil
33 Employee Engagement: A Strategic Process to Reach the Top 225

ROI in the New Normal
Ms. Hemangi Dhokte, Dr. Ashish K Vyas
34 Past, Present and Future of Employee Engagement: Learning & 229

Way Forward
Mr. Dattatraya Ambulkar
35 Strategies for Quality of Work-life & its Implications on 237

Employee Engagement – A Review of Research
Dr. Subramanya Manjunath
36 Employee Engagement Strategies and its Impact on the employee 247

Mental Health & Well Being- A Case of Indian IT Industry in a
Post-Pandemic Scenario
Dr. Pushpa Kataria
37 Human Capital Management (HCM) Systems for Employee 251

Engagement: A Comparative Study of Various AI HR Tools in
Indian Market
Dr. Manisha Saxena
38 Employee Engagement A Boon For Overcoming Work Place 257

Challenges
Dr. N. R. Unnikrishna Kartha
Vol. 02 | Issue 04 | May 2023

CONTENT
CONTENT
Sr. Page
Title
No. No.
39 Exploring the Relationship between Employee Engagement and 261

Organizational Performance of IT Sectors in Eastern India
Dr. Dipa Banerjee, Dr. Manojit Mitra
40 A study of employee engagement in an Organization 267

Mr. Kishor Kenche
41 Effect of Reward and Recognition on Employee Motivation 272

Dr. S. V. Bhave, Ms. Lorraine Coelho
42 Mapping Employee Engagement for Organisational Resilience: 283

Proposing 'ERTSDR' Scale"
Dr. Partha Naskar
43 Study on Factors Affecting Employee Productivity in a Hybrid 290

Work Place
Dr. Prajakta Barve, Ms. Akshaya Sawant
44 Factors Influencing Employee Engagement In Manipal Group of 298

Companies.
Dr. Swathi. S.
45 Impact of Hybrid Workplace Model on Employee Engagement in 303

MNC's at Hyderabad
Dr. Venu Priya Pothuri, Ms. Swathi Jampala
Vol. 02 | Issue 04 | May 2023

WORDS OF WISDOM
Your work is to discover your work

and then with all your heart
to give yourself to it.
- Buddha
The only way to do great work

is to love what you do.
- Steve Jobs
Customers do not come first.

Employees come first.
If you take care of your employees,
they'll take care of your customers.
– Richard Branson
To win in the marketplace

you must first win in the workplace.
- Doug Conant- CEO of Campbell's Soup
Vol. 02 | Issue 04 | May 2023

Introduction of Research Article Authors

He is Ex-Managing Director of Innovassynth Technologies (I)Ltd. He did
his Ph.D. from Indian Institute of Science, Bangalore and a Fellow from
Wharton Business School, USA. He has long experience with leading
organizations like Tata's, Indian oil corporation, Ashok Leyland, Sonata
Software. He is also an academician and Ph.D. examiner at IIM,
Ahmedabad. Currently he is working as mentor and consultant in the areas
Dr. Bhabatosh Sahu of strategy, people and innovation.
Adv. Aditya Joshi is practising advocate at Labour/ Industrial Court,

Pune. His specialisation is in drafting and pleading. He is a labour advisor
to many industries like e.g. Kalyani's, Bajaj, Firodiya, etc. He has
addressed a number of learning sessions through Labour Law Practitioner
Association and NIPM. Adv. Aditya is part of LLPA, Pune.
Adv. Aditya Joshi
Mr. Kuldip Joshi has done his M.A. Statistics followed by Post-
Graduation in HR & IR from XLRI Jamshedpur. He is a life member of
NIPM. He has been Ph.D. guide attached to Pune University. He has over
50 years of experience dealing with OD, OB, HR & IR Consultants, with
many organizations as a freelancer.
Mr. Kuldip Joshi
Sharad Gangal has worked with Asian Paints, Boehringer Mannheim

Cadbury India Ltd, Capita, HDFC Life Insurance and Thermax Ltd.
Currently teaching one full course & one elective course in Employee
Relations at Tata Institute of Social Science. He is also the Faculty for
MDP at TISS. He is also taking course in Talent Management & Industrial
Relations for Management Development programme at Stockholm
Mr. Sharad Gangal School of Economics.
Samir Kukade is Director Navigate HR Consultants – CHRO on the Call

Pune, India. He is associated with NIPM for last 3 decades contributing to
HR fraternity. He was Chief Editor of NIPM Quarterly HR Newsletter for
couple of years. He is also associated with many B-schools for knowledge
sharing initiatives.
Mr. Samir Kukade
Girinaryan G is a senior HR Leader who has three decades of experience and

has worked with Companies like Siemens, Mercedes Benz, Tata Group, GE
India and Terrex Corporation in the past. Currently he is working as a Senior
Partner & OD Consultant with “Your HR Buddy” a Human Capital
Management Consulting and Training & Research Firm and is also a
Advisory member at JRSPF Technologies Pvt Ltd. He is also a Visiting
professor at Leading Business Schools. He holds a Bachelor’s Degree in Law
& Commerce and has completed his Master’s Degree from University of
Mr. Girinarayan G Madras. He has also been Past Chairman of NIPM - Karnataka Chapter.
Vol. 02 | Issue 04 | May 2023

Ramendra is an HR professional having more than 2 decades of

experience, working in various Organisations at a senior level in Human
Resources. He is now Principal Consultant – Human Resources and
provides HR Consultancy to corporates and is a Ph.D. Scholar. He has
written a book on leadership which has become a best seller on the
Mr. Ramendra Amazon platform. He has more books in the queue to get published.
Malthiyar
Abida is a dedicated library professional with more than ten years of

experience working in university libraries. She has an exxposure to
international and national librarie. She holds a Master's Degree in Library
and Information Science from Kurukshetra University, Kurukshetra. Her
focus of interest is leadership in scholarly communication, digitalization,
library administration, academic assistance, user engagement and
strategic planning. Currently working at Galgotias University.
Ms. Abida Durrany
Sushil is presently working as Deputy Manager- HR at Mahindra and

Mahindra. Sushil is passionate engineer with Master's Degree in Human
Resource Management. His areas of expertise include Talent
Management, Organization Development, Learning & Development and
Technical Training. He is passionate about Talent Development and
Employee Engagement activities. He has played a very vital role in
publishing last four research compendiums. He is actively involved in
Mr. Sushilkumar
various activities of National Institute of Personnel Management (NIPM).
Warkar
Dipika has an impressive educational background with a combination of

Degree in Engineering and MBA in HR. Her engineering background has
equipped her with a strong analytical and problem-solving mindset,
which she has applied to tackle various HR challenges such as optimizing
workforce utilization and designing efficient HR processes. Her expertise
includes Talent Acquisition, Talent Management and Development,
Talent Engagement and HR Analytics. Overall, she is a self-driven and
versatile HR professional with a passion for supporting the success of
Ms. Dipika Lathkar manufacturing organizations through effective HR management.
Dr. Samrat Bharadwaj works as an Assistant Professor in the Department

of Commerce, Digboi College (India). He holds an M.Phil. in Marketing
Warfare and a Ph.D. in Consumer Behaviour and Promotional Marketing.
Besides being the author of five books, Dr. Bharadwaj holds a wide repute
of publications in multiple Scopus, UGC-Care, Web of Science and
ABDC indexed journals and edited books.
Dr. Samrat
Bharadwaj
Vol. 02 | Issue 04 | May 2023

Dr. Pranjal Bezborah has recently retired as a Professor of Commerce and

Management from Dibrugarh University. He has published around 70
research papers in different national and international journals. Dr.
Bezborah has also written more than 150 popular articles in different
national and local newspapers and magazines on issues relating to
commerce, management and social development. He has guided research
scholars for M.Phil. and Ph.D. degrees. Till date, 34 scholars were
awarded M. Phil. and 40 scholars were awarded Ph.D. under his
Dr. Pranjal
supervision. His areas of research interest are HR, Marketing, Business
Bezborah Ethics and Entrepreneurship.
Prof. (Dr.) Arunava Narayan Mukherjee is currently Professor and

Principal Berhampore Science and Management College, Berhampore
Murshidabad, West Bengal. He is the recipient of Indian Council of
Social Science Research (ICSSR) Fellowship (CG) for his PhD research,
has successfully completed his Post-Doctoral Research on Management
precisely in the area of HRD from IISWBM with gold medal. He is Ph.D.
supervisor for Calcutta University, West Bengal University of
Prof. (Dr.) Technology and ICFAI University Jharkhand. He organized, chaired and
presented papers in various national and international seminars and
Arunava N. Mukherjee
conferences and has a considerable number of publications to his credit.
Prof. Nilim Manna, a Chemistry (Hons) Graduate and an Electronics &

Tele-Communication Engineer, is an M.Phil. in Management. In his
Ph.D. course work, he secured All India rank in NPTEL. He is currently
pursuing his Ph.D. and has been in management teaching for approaching
two decades. Professor Manna's area of research and specialisation is
Branding, Promotion, Consumer Behaviour, Customer Delight, HR
Prof. Nilim Manna Branding etc.
Professor Mousumi Mandal obtained her Master's in Business

Administration from Maulana Abul Kalam Azad University of
Technology, West Bengal, formerly known as West Bengal University of
Technology. She has been in Management teaching for the last 10 years.
Her areas of research interest are Job Satisfaction, Cultural Diversity,
Recruiting Strategies.
Prof. Mousumi Mandal
Vinod Bidwaik is a global HR and management thought leader having

more than 25 years of experience in HR with 20 years of leadership
experience. He is currently working with AP Globale & Sakal Media
Group as a Group Director-HR. Vinod Bidwaik has extensively worked in
the areas of Business Strategy, Organization Redesign, Organizational
Development, HR Transformation, New Way of Working, Employee
Experience, Talent Management, Talent Development, Development
Mr. Vinod Centers, etc. He has also authored many Marathi and English Books. He is
Bidwaik among 101 Top HR Minds 2019 declared by World HRD Congress.
Vol. 02 | Issue 04 | May 2023

Dr. Shah is Doctorate in Human Resource Management – Pune University

(SPPU), Masters in Social Work (Labour Welfare and Personnel
Management). He has worked with Sudarshan Chemical Industries Ltd.,
Krishidhan Seeds and presently working as Vice President - IR and
Admin, Bharat Forge Ltd., Pune., Ex. Chairman of National Institute of
Personnel Management – Pune Chapter and Ex- Chairman – Automotive
Dr. Abhijeet Component Manufacturing Association Western Region HR Forum.
Shah
Nirvikar has done Masters in Labour Studies from LNML Maharashtra

Institute of Labour Studies, Mumbai. Worked with Lloyd's Register Asia
– HR Intern, Anchor by Panasonic – HR and IR Intern and Bharat Forge
Ltd. Pune as HR – Partner. Presently working with Hindustan Unilever
Ltd., Khamgaon as HR Business Partner.
Mr. Nirvikar Hingane
Dr. Nidhi Garodia (Ph.D. in Management), has pursued PhD and MBA
(Human Resource & Marketing) from Centre for Management Studies,
Dibrugarh University. Her doctoral thesis is in the area of Emotional
Intelligence, and further willing to extend her research emphasizing the
relevance of EI in human resource development.
Dr. Nidhi Garodia
Shivani holds experience in client handling, resourcing, employee

relations, manpower planning, and leadership hiring. A resourceful,
solution-focused professional with excellent interpersonal and rapport-
building skills. A passionate HR professional who loves to explore and
bring in innovative ideas to achieve set goals.
Ms. Shivani Bhatnagar
Saloni has a versatile personality that impacts society by taking part in

NSS and currently working in payroll management, employee
engagement, and talent acquisition. She is sincere and hardworking
individual aspiring to be an excellent management professional, can
consistently learn, contribute and upgrade the HR domain.
Ms. Saloni Choudhary
Vol. 02 | Issue 04 | May 2023

Dr. Subir Biskas Mitra has done his MBA, LL.M, Ph.D. in Strategic HRM
and also Ph.D. (Law) in ADR Mechanism. Has authored numerous
research papers / articles which are published in various reputed journals.
Having overall experience of more than 37 years. Former Executive
Director (Law & HR) in GAIL (India) Limited and Former Director in
GAIL Gas Limited (wholly owned subsidiary of GAIL). Presently,
Dr. Subir Advisor (Law) in GAIL (India) Limited (a Maharatna PSU).
Bikas Mitra
Ms. Mrigashikha Mitra Banerjee completed her PGDM [HR] from IMT,
Ghaziabad. She joined Balmer Lawrie (BL) in Dec 2016. She is currently
based out of Kolkata and designated as Manager [HR] in the Corporate
HR Department of BL.
Primarily responsible for implementing progressive human resource
management policies for sustaining a high-performing, diverse
workforce in line with Company's strategic goals through effective people
management practices. Further, create and execute learning strategies and
programs, evaluate individual and organizational development need to
Ms. Mrigashikha drive training initiatives, and arrange suitable training solutions for
Mitra Banerjee employees.
Dr. Shaly Joseph (MSW, Phd, LLB, DIM, PGDIM) working as I/C
Principal of Yashwanrao Chavan School of Social Work, Satara,
Maharashtra with 25 years of teaching and research experience. Her areas
of interest area are teaching, conducting training programme, research,
executing CSR initiatives, evaluation studies, and serving for
humanitarian cause. She is known as a committed and valuable employee
Dr. Shaly Joseph for the organizations served so far.
Dr. Shanmugam Sundararajan is currently working as Assistant Professor

in Business Management Skyline University Nigeria. He has 18 years of
academic and 5 years of Industry Experience. He is a life member of
NIPM-Coimbatore chapter. He has produced 4 Ph.D. Scholars and
Published 185 articles in International and National Journals, 94
International & National conferences paper presentations.
Dr. S. Sundararajan
Dr. Mahek Iram Qureshi is currently working as Asst. Professor – School

of Management Studies at G H Raisoni University Amravati. She has
completed her M.A., MBA & Ph.D. She has contributed to 35+ Research
papers and has been appreciated on National and International Platforms.
She has won 2nd best research paper award in “8th National Conference
on Re-Imagining India: Game Changers for Business, Management and
Society” Organized by Vishwakarma Institute of Management, Pune,
Dr. Mahek
during February 17-18, 2017 and at IIM Indore for NASMIE International
Iram Qureshi
conference 2019,Bagged a silver medal.
Vol. 02 | Issue 04 | May 2023

Dr. Satbir Yadav is a professional with 40 years of service in the domain of

HRM & SCM in Defence and Retail sectors. Presently, he is heading an
independent operation with a monthly turnover of 120 Cr at Jaipur. In the
past, he has served with Indian Air Force for over 15 years. He holds a
Ph.D. in Management (CSR & HR), Masters in Public Admn. & Pol.
Science, Degree in Law (DU), and Diploma in Labour Laws (ILI). He is
also a life member of NIPM, Indian Science Congress (ISC) and United
Service Institute of India. He regularly presents academic papers/articles
Dr. Satbir Yadav at national & international seminars/conferences/workshops.
Dr. J.Venugopal, Professor of MBA presently working with Kasireddy

Narayan Reddy College of Engineering & Research, (Brilliant Group of
Technical Institutions). He is qualified in Ph. D – Management Science &
Ph. D – Economics and also qualified in Management with multiple
specializations like HRM, Finance, and Marketing & Intl. Business. He
has also done his M. Com., (Taxation), MA Sociology, LL.B., M.Com.
Dr. Venugopal J
Prof.Rachana Adtani has completed B.E(Computer science) and MMS

(HRM). She has over 10 years of experience and co-authored few books.
She is SET qualified and currently pursuing Ph.D. in the field of HRM.
Keen research interests are in the areas of Motivation, Performance, ICT.
She has also presented papers in international conferences and published
research papers in refereed journals.
Prof. Rachana Adtani
Dr. Saumya Misra is an Academician in the area of FinTech, Banking and

Payments, Business Analytics. Skilled at techno functional applications
of Finance - use of R in Business Analytics/Data Science. Faculty mentor
to the Digital Ambassador's team at the institute level. Keen research
interest in the area of digital finance and applications of AI/ML in the
global BFSI sector
Dr. Saumya Misra
Pooja is a proficient and diligent business administrative student from

VIT Chennai, whose academic pursuits reflect her keen interest in the
fields of AI, HR analytics, and Deep Learning in HRM, with a particular
objective on their applications within the IT sector. Her main focus is to
build a career in the corporate sector, to collaborate and work with like-
minded professionals, leveraging her skills and expertise in the field of AI
to make a significant impact. Pooja's commitment to self-improvement
and her passion for cutting-edge technology make her a promising talent
Ms. Pooja J. in the field disruptive technologies.
Vol. 02 | Issue 04 | May 2023

Dr. LRK Krishnan is currently associated with VIT University, Business

School as Professor. In career spanning 33+ years associated with leading
corporations such as DCM Shriram, Tata Unisys, JTM- Telia/ Sweden,
Reliance Group, and Larsen & Toubro, with a stint in the USA. Held
leadership positions such as Sr. Vice President – Head HR, CHRO, and
Chief Learning Officer, etc. in the industry. Recipient of many awards in
Corporate for distinguished contributions to Training and Leadership
development and the most recent one is Dr. Sarvapalli Radhakrishnan
distinguished Professor and Researcher Award 2022. Published numerous
research papers in the areas of Employee turnover, Training, and Socio
Dr. LRK Krishnan legal aspects and published two books.
Ranajit has completed his LLB, M.Sc., LL.M., MBA and currently
pursuing Ph.D. in HR Management and Labour Laws. He has also
practiced Law as an Advocate. He has also Served as an Education Officer
in Central Board for Workers Education under Ministry of Labour &
Employment, Gov't of India. Presently serving as Manager (HR) / Legal
in Garden Reach Shipbuilders & Engineers Ltd, under Ministry of
Defence, Gov't of India.
Mr. Ranajit Sarkar
S. Rajendren is currently working as Chief General Manager – HR IR,

JK Tyre &amp. As a member of the Senior Leadership Team, he drives HR
initiatives and partners with business in developing and aligning HR
policies and practices to support growth of the Plant and the Company. He
has extensive experience in HR, IR, Learning & Development, OD and
Change Management over the last 35 years. He is associated with
professional forums such as CII, FICCI, NIPM, MMA, EFSI Network.
Mr. S. Rajendren
Dr. Vidhya K, Assistant Professor, completed Doctorate in finance and a

person with 10 years of experience in teaching and training professional.
She is proficient in Teaching, Mentoring, Training and ability to motivate
successful team behaviour. In addition, she is a psychologist who has
experience in mind care hospital. Has received a Grant from Rajiv Gandhi
National Institute of Youth Development (RGNIYD) to conduct the
student development programme titled "A 3-Day program on Coping up
with the Mental Health Issues faced by Adolescent" @ Sri Krishna Arts
and Science college, Coimbatore during March 2022. Received an award
as a "Best Teacher" from Lions Club International. Guest faculty and
resource person for a various programs at "Veeyom Educational
Institution"
Dr. Vidhya K
Vol. 02 | Issue 04 | May 2023

Dr.V. Mohana Sundari, works as an Assistant Professor (SG), in

Department of Management Studies at Saveetha Engineering College.
with over eleven years of academic experience in Business Management,
she strongly believes in the democratic and proactive system of teaching
and management, where each student is encouraged to participate and
contribute to the learning process. With an impressive research portfolio,
she has published several papers in well-reputed journals indexed in
SCOPUS, showcasing a deep understanding of the subject matter and a
passion for research. She also demonstrates a commitment to lifelong
learning, having continuously upgraded their skills and knowledge
through various certifications from NPTEL, ATAL, and other FDPs,
workshops, and trainings. She has served as a resource person for
Dr. V. Mohana numerous events and conferences, and has also been a member of the
Sundari Board of Studies for other institutions.
Jayakara G. Shetty is a Post Graduate in Management (SIBM) with Law
Graduate (ILS) and Diploma in Business Management (PUMBA). He is
currently working as Senior General Manager - Corporate HR at Sansera
Engineering Limited. He has 30 years of experience in Human Resource
and Industrial Relations. Associated with NIPM, Pune Chapter as Life
Member, Past Chairman of ACMA WR HR Forum. He is pursuing Ph.D.
(HR) from Neville Institute of Management & Research, affiliated to
Mr. Jayakara Shetty Savitribai Phule Pune University.
Dr. Milind Kulkarni is a Senior HR Consultant and a Certified Executive

Coach, with rich Industrial Experience. He provides customized,
innovative, and out of box HR/IR Solutions. He is an acknowledged
Trainer and Motivational Speaker. He is Life Member of NIPM, ISTD,
and NHRD etc.
Dr. Milind Kulkarni
Dr. Suruchi Pandey is currently working as Professor Symbiosis Institute

of Management Studies, SIU, Pune. Faculty for Human resource
management with interest in inter disciplinary research areas. She
conducts customised MDPs and training programme for corporates.
Dr. Suruchi Pandey
Ms.Neha Punjabi is an Ex-PGDM from Symbiosis Institute of

Management Studies, SIU, Pune. BE in IT and has around 9 years of
experience in varied profiles. She is Multi-talented and multi tasker and is
a budding manager with inclination towards Human resources and project
management
Ms. Neha Punjabi
Vol. 02 | Issue 04 | May 2023

Dr. Vijaya Lakshmi Kanteti, is presently working as Director and

Professor at AMS School of Informatics, Hyderabad. She a Post Graduate
in Psychology, Education and Business administration. She has done her
Doctorate in Human Resource Management in the area of work Life
Balance from Acharya Nagarjuna University. She has 29 publications to
her credit in the form of research articles, conference papers and
management case studies and also presented many papers in various
National and International conferences. As a part of that she visited
Dr. Vijayalakshmi Singapore, Malaysia, and the USA to present her research work.
Kanteti
Dr. Gargi Shukla is a prolific trainer and researcher, Dr. Gargi Pant Shukla
has presented and published over 25 research papers in places of
International repute including IIM Lucknow, IIT Delhi and IIT Roorkee.
She is an expert in conducting experiential learning based training &
development programs in the area of Financial Inclusion & Planning She
is a SEBI certified trainer for imparting Financial Education in different
sections of society. She has published her various research papers in
ABDC "C" Category, Scopus and UGC Care list.
Dr. Gargi Pant Shukla
Pooja Pandey has a strong experience in the field of HR, training & startup
ecosystem. Currently she is working as Head-People Management with
Indian Institute of Management Lucknow Enterprise Incubation Centre.
She is also handling women Incubation and Pre-Incubation Program.
Ms. Pooja Pandey
Ashish A Waghe possesses 23 years of rich experience in IR, HR &

Admin, currently associated as Sr. Manager HR & Administration,
Kalyani Maxion Wheels Pvt. Ltd., since 15 years. He has done MPM,
DLL& LW and MBA from Savitribai Phule University.
Mr. Ashish Waghe
Narendra has 3 decades of experience in Compensation and Benefit,

Talent Management, Employee Engagement, HR Quality System, and
Industrial Relations. He currently serves as Head -HR at Kalyani Maxion
wheel. He is connected to NIPM, Pune Chapter as Executive Member.
Mr. Narendra Patil
Vol. 02 | Issue 04 | May 2023

Hemangi has Graduated in Zoology and Master in Personnel Management,

Silver medalist of Pune University. Pursuing Ph.D. from SPU in HR. She is
currently in working in Emerson – Lead HR for Actuation Technologies
Business + Lead IR for Emerson Talegaon site. Hemangi is also a Vice
Chairman of Pune Chapter of National institute of Personnel Management.
She is an Award Recipient for Yashaswini Puraskar in March 2021 for her
contribution in the Industrial Relations. She is also Awarded as Individual
Ms. Hemangi Dhokte hero for Diversity Equity and Inclusion by Emerson AP.
Dr. Ashish Krishna Vyas, is an Ph.D., MBS(HRM), B.E., Naturopathy

Doctor. He has 25 years of Academic Experience and Industry 10 years'
experience. MC-member NIPM, former Secretary; Treasurer & MC-
member ISTD. Pune-Municipal-Corporation Award by Hon. Mayor,
Pune. NIPM Awards. Published 2 books and 22 research papers. Rotary
Club Honed.
Dr. Ashish Vyas
Dattatraya Ambulkar has over 40 years' experience in HR & IR. His

knowledge and experience encompasses the areas of HR processes,
Systems, Documentation, Employee Communication & Engagement,
Industrial Relations and Employee Training & Development at various
levels. The BA Degree holder from Nagpur University, Dattatraya
Ambulkar has completed PG Diploma in Personnel Management &
Industrial Relations from Jamnalal Bajaj Institute of Management
Studies, University of Mumbai and holds PG Diploma in Labor Laws &
Labor welfare from Thane Law College. Dattatraya Ambulkar is the
founder of HR Start Up – Involve2Resolve HR Solutions Pvt Ltd, Pune
and is associated with EDII–Ahmedabad and NIMSME-Hyderabad, Atal
Mr. Dattatraya Innovation Center of Rambhau Mhalgi Prabodhini, Mumbai and Pune
Ambulkar Management Association. Management Association.
Dr. Manjunath is Ph.d in Human Resource Management and PG in

statistics from Bangalore University with PGDM in HRM from NIPM.
He has around 40 years of experience with a blend of industry, Institution,
Research & Training in Human Resource Management with reputed
companies and institutions. Specialization includes, setting up of Human
Resource Management Practices and develop HR Systems and processes
Dr. Subramanya
Manjunath by enabling and nurturing HR Team.
Dr. Pushpa Kataria, an experienced trainer, career spanning more than 18

years in the field of HR & OB processes and Strategy. Besides a manage-
ment educationist, she is a social activist. She has initiated, designed and
conducted numerous MDPs & In-Company training programs at cross
functional managerial levels in private and public sector organizations. She
has presented and published research papers in International and National
Journals of repute. She is a PhD and postgraduate in Management. She is a
Dr. Pushpa Kataria certified trainer in 'Emotional Intelligence' and recently got certified with
distinction as 'HR Analytics and Metrics Professional.
Vol. 02 | Issue 04 | May 2023

Dr. Manisha Saxena, Dean-Academics, Ramachandran International

Institute of Management is in the field of management education and
research for over 23 years. She has been associated with various
management institutes in Delhi/NCR, Mumbai and Pune. She has also
been actively involved in research and development with GHRDC an HR
organization based at Delhi, as a senior consultant with various projects.
She was assigned '5 stars (5 stars was the highest rating) for Edge India
Times Award for Excellence in Teaching' organized by Edge India
Publications Private Limited in a virtual award ceremony held on 15th
November 2020. Her areas of interest are Organizational Behaviour,
Business Communication, Personal Effectiveness Management, HRM,
Dr. Manisha Competency Mapping & Assessment and HR Analytics, Corporate Social
Saxena Responsibility & Microfinance.
Dr. Kartha has worked for Dr. Sarabhai and Dr. Kalam in ISRO. He has
worked In VSSC as G.M. UST Global as Principal. He is a Trained Trainer
and has conducted 700 programs. He is MTech, MBA, PhD
Dr. N. R. Unnikrishna
Kartha
Dr. Dipa Banerjee presently associated as Assistant Professor,

Department of Business Administration, Vidyasagar University,
Midnapore in the department of Management studies. She has to her credit
several published research articles at National and International
conferences and journals. Dr. Banerjee has authored two books published
by the National & International Publication houses.
Dr. Dipa Banerjee
Dr. Manojit Mitra presently associated as Assistant Professor, & Head

Examinations & University Affairs at NSHM Knowledge Campus,
Durgapur. He has a number of published research publications to his name
in journals and conferences at the national and international levels.
Dr. Manojit Mitra
Kishor is working as Country Human Resource Head for Brembo Brake India
Pvt Limited, he is a Dynamic HR Professional with over 25 years of senior-
level experience in large-scale Organizations in HR Strategy & Operations
with a key focus on talent management, optimal utilization of resources,
organization development & change management. He has extensive
Mr. Kishor Kenche experience in planning, developing and implementing of policies, systems, &
procedures for effective human resources for achieving organizational goals
Vol. 02 | Issue 04 | May 2023

Dr. Santosh Bhave serves as Director – HR & IR with Bharat Forge

Limited with over 40 years of experience in the field of Human Resource
Development and People Capability Enrichment. He is passionate on
learning initiatives and been Ph.D. guide in HRM for Pune University.
Dr.Bhave is innovator and editor of the research compendium published
by National Institute of Personnel management – Personnel Today. He is
Dr. Santosh also visiting faculty for various institute to name few are Symbiosis
V. Bhave Institute and IBS, Pune.
Lorraine holds master's degree in personnel management. Lorraine

currently serves as Senior Manager Human Resource with Bharat Forge
Limited. Her areas of expertise include Talent Acquisition, Performance
Management, Compensation and Benchmark etc. She is passionate about
various employee development activities and Strategic Human Resource
Planning.
Ms. Lorraine
Coelho
Dr. Partha Naskar is presently holding the post of Joint Director

(Accounts), Netaji Subhas Administrative Training Institute, Kolkata,
GoWB. Obtained B.Com, BA, BBA, MBA, M.Phil, PhD-Management,
D. Litt (U.K). He has overall 28+ years' working experience in
Government Sector. Awarded with 19+ Research & Academic Excellence
awards with 100+ academic research paper publications in the area of
Dr. Partha HRM.
Naskar
Dr. Prajakta Barve is an academician of Organisation Behaviour and

Human Resource Management. She has over two decades of industry
academia experience. Her strong student connect has always been
effective in shaping future of her students. She has conducted several
corporate training programs on soft Skills and Communication Skills. She
has won several awards for her academic writings and has published
research papers and articles in Journals of repute. She is an Executive
Committee member of National HRD Network. She has earned her
Doctorate in Management Education and is a MMS, M.Com. from
Dr. Prajakta University of Mumbai. Currently she is associated with Prin. L. N.
Barve Welingkar Institute of Management Development and Research.
Akshaya Sawant, a HR professional, currently associated with UltraTech

Cement. During her management education, she interned with Fraazo and
Prism HRC. She displays excellent HR skills and is a team player. She has
completed her PGDM in Human Resources from IES Management
College and Research Centre, Mumbai.
Ms. Akshaya Sawant
Vol. 02 | Issue 04 | May 2023

Col. (Dr.) Sankar Rajeev is an experienced administrative professional

with 40 years of experience. He has written 10 books and over 35 research
papers.
Col. (Dr.)
Sankar Rajeev
Dr. Swathi. S, MBA PhD is an Assistant Professor at Yuvaraja College

University of Mysore, Karnataka. She is an academic person who has
keen interest in learning and research area of Human Resource
Management.
Dr. Swathi. S.
Dr. Venu Priya Pothuri is Presently working as an Associate Professor at

AMS School of Informatics. She did her Masters in Business
Administration with a dual specialization in Marketing & HR and a
Bachelor of Law with a specialization in Civil and Women Law. She has
15 years of teaching experience and teach Management and General
management subjects, Innovation Management and Business
Intelligence. She has received Best Paper Award adjudged by Rishi's
Dr. Venu Priya Online National Conference on “Management Perspectives for Quality
Pothuri Outlook in the Post Covid Era.
Swathi Jampala has completed her Masters in Business Administration

with a dual specialisation as Major-HR and Minor as Finance and
Bachelor of technology in Computer science stream. She has seven years
of teaching experience and teach Management and HR Specialised
Subjects and also got one year of corporate experience in IT Sector as HR
Executive. She is presently working as Assistant Professor in AMS
Ms. Swati Jampala School of Informatics.
Vol. 02 | Issue 04 | May 2023

WORDS OF WISDOM
Employees engage with employers and

brands when they're treated as
human's worthy of respect.
- Meghan M. Biro
Throw yourself into some work you believe in

with all you heart, live for it, die for it,
and you will find happiness that you
had thought could never be yours.
- Dale Carnegie
In the current volatile and

uncertain environment, engaged employees are
an essential component not just for success,
but perhaps for survival
- Nigel Paine
Take time to appreciate employees and

they will reciprocate in a thousand ways.
– Lee Lacocca
Vol. 02 | Issue 04 | May 2023

Guest
Articles
Vol. 02 | Issue 04 | May 2023

WORDS OF WISDOM
Everyone wants to be appreciated.

So if you appreciate someone,
don’t keep it a secret.
- Mary Kay Ash
Engaged employees are

psychological “owners,”
drive performance and innovation,
and move the organisation forward.
- Gallup
People want to know they matter and

they want to be treated as people.
That's the new talent contract.
- Pamela Stroko
Engaged employees stay for what they give;

disengaged employees stay for what they get.
- Blessing White
Vol. 02 | Issue 04 | May 2023

Framework of “Employee Engagement”

Dr. Bhabatosh Sahu
Ph.D. (IISc), Fellow-Wharton
Ex-Managing Director, Innovassynth Technologies (I) Ltd.
Mentor, Consultant: Strategy, People, Innovation
E nough studies have been done to show that Employee Engagement contributes to productivity
and organization effectiveness. However, I have seen very few studies covers the while
gamut’s of activities/action which constitute EMPLOYEE ENGAGEMENT. Here below I am
putting forward a Framework of Employee Engagement.
• Whether all the employees are aligned with strategy of the company. This is one aspect very
critical, however very rarely organizations try to study this. It is one of the prerequisite to study
and also keep employees engage so that whatever they do contribute to success of strategy, I
have seen this in not done even with management staff, forget about workers in many
companies.
For example, if a company wants to excel in exporting their products to USA, then the
management must enrage engage in educating all employees what the US market wants, i.e.
excellent quality, timely delivery, after sales ex services, good packaging etc. once the
employees know this they can contribute in these areas.
I would like to share my experience in this area. Ninety five percentage of Innovassynth’s
business is B to B, and 98% of the client are from USA, Europe, Japan and Canada. In this type
of business customer want the M.D. to meet their top management at least three times a year.
When I visit them they give their feedback on what they like, what we should improve and what
new thing we can bring to table. When I return from my trip my first job is to give the detailed
feedback to my senior management team and ask them to draw action plans within a weeks’
time. I give all employees the same feedback, present the action plan worked out by the senior
management team, and ask all employees to work in that direction. I found this brings the
employees involvement to meet the targets to a very high level.
• Continuous engagement with employees to define their job objectives, giving feedback on their
performance and communicating the areas in which they can improve are critical aspects.
In most of organization, this process is carried out with the management staff where as a
majority of employees (non-management staff) are not covered by this proves. It is essential
they they are included in this process.
• Continuous training and management develop programs to upgrade their knowledge, skill and
attitudes.
In most companies adequate time and investment are not done in these areas. I feel it is time
priority is given in this area, there must be 10 to 15% time of his/her working time one should
spend in time and on training and development. Time has come that non-management staff also
are genuinely covered under the program.
Vol. 02 | Issue 04 | May 2023 3

• Defining processes/system to get suggestions, discuss on them and introduce which are
relevant. It should be bottom-up approach.
• Communicate to employees Company's major strength, how their company is placed vis-a-vis
competitions. This makes the employees more involved and put their effort towards company’s
competitiveness.
I had the opportunity to visit Google in SFO. They believe that it is the responsibility of each
senior management staff to communicate to employees on company’s strength, area to improve
and future strategies. Every employee is having on-line information about the Company. It
brings great involvement of employee and they feel proud of their company.
Kaizen- This brings in employees in-group on problem solving and operational improvement,
this is one of the great way of employee’s engagement and many organizations have derived
benefits.
TQM - This is a top management driver process included in the strategy and focus at customer
satisfaction leading to higher revenue and profit. Management cut across all level of employees
and inculcate the importance of customer satisfaction. This is one way a great idea since all
employees get involved in their areas work, which will result in customer satisfaction.
• Explain the employees company's CSR activity and which are appreciated by the
community & Society. This will boost the team of the employees and they can proudly by
and effectively communicate with Community / society members. Even it is better if you
involve your Employees in company's CSR activities.
• One of the great example in this area is to study the practices of W. L. Gore & Associates
(Company owned by All Gore the ex-vice President of USA), in Philadelphia, USA. In the
following paragraphs, I am describing what I observed.
W. L. Gore & Associates in a multinational.

Manufacturing company specialized in products derived from fluropolymers. It is best known
as developer of water Proof, breathable Gore-Te fabrics across the word. It has 12000
Associates (employees, have a turnover of us $4-5 billion.
Culture: A flat lattice organization structure, where everyone shares the same title of
“Associates”. No chain of command or structured communication. “Leaders” replaces the idea
of “bosses”, Associates choose to follow leaders rather than they have Bosses assigned to them.
They have a very strong peer review system amongst the Associates.
• Associates have the freedom to encourage, help and allow other associates to grow in
knowledge, skill and Scope of responsibility.
• Associates should demonstrate fairness to each other and every one they come in contact.
• Associates are provided the ability to make own's Commitments and are expected to keep
them.
• A waterline situation involves Consultation with other Associates before undertaking
actions that could impact the reputation or profitability of the company and sink the ship.
Hands on - on product innovation and prototyping are encouraged. Teams are organized around
opportunities, new product concepts, or business. As teams evolve, leaders frequently emerge
Vol. 02 | Issue 04 | May 2023 4

as they gain followership. This unusual organization structure and culture has shown to be
Associates satisfaction and retention. Today, the lattice organization principle is known as open
allocation.
During my visit two things, I witnessed :

1) When they select a new Associate from outside, he/she has to work / interact with the present
associates for 3/4 days, then Associates Feedback is taken whether he will bit in to the
group, before final decision is taken for his/her's employment.
2) There is big hall with lot of white Boards and markers pens. There is no chair to sit or table
for discussion. When Associates enter the office the are asked to write down what problem
they are facing in work front or any valuable suggestion. Associates visit the hall during day
and write down if they have any solution to problems, or if they can implement the
suggestions. It is an excellent way of engagement without wasting time.
W. L. Gore & Associates have the following awards:

1984-2017 : Amongst fortune 100 companies, Best company to work for
2022 : World’s Best Employers
2022 : American Best Employers
2022 : Best Employer Women
CONCLUSION :
EMPLOYEE ENGAGEMENT WHOSE RESPONSIBILITY:-
Top management must take the initiative, all management staff must actively participate,
HR. team become the facilitator.
The fundamental of Employee Engagement is to Communicate Communicate and

Communicate!
All these efforts will help the company to have a winning teams who will be proud of their
Companies achievement.
Vol. 02 | Issue 04 | May 2023 5

Employee Engagement
Mr. Kuldip Joshi
R ecently term Employee Engagement has gained currency in HR fraternity, although leaders
from many areas of human endeavor have been aware of this phenomenon for centuries and
have rallied their teams to go far and beyond their call of duty. When the teams were small, the
charisma of the leader produced the desired results. Even in modern times there are many examples
of leaders from fields of Sports (Dhoni), NGOs (Mother Teresa, Anna Hajare), Military (Field
Marshal Sam ManekShaw) and Industry (Rusi Modi, S.L.Kirloskar, Rahul kumar Bajaj) who have
rallied teams under them in face of adverse conditions and produced extra ordinary results.
Academicians codified the concept of employee engagement in early 1950’s.
Professor Douglass McGregor advocated theory of “satisfiers and motivators” as two factors
which have to be present concurrently to get a superior performance.
Prof. David McClelland advocated learned needs theory (1961) and propagated the idea that all
human beings have three basic needs (to different degrees) – need for achievement, need for power
and need for affiliation. Leader has to understand the dominant need and work around that need.
Terms “satisfied” employee, “motivated” employee and “engaged” employee have often being
used in interchangeable fashion. Although, each has a different meaning and emphasis.
A satisfied employee is one who is merely happy in the knowledge that his / her expectations are
fulfilled in relation to employment. Smaller the discrepancy between expectations and the reality,
employees are likely to feel more satisfied about their jobs.
On the other hand, a motivated employee is one who brings high level of energy, commitment and
creativity to the job.
Our current discussion is on engaged employee and therefore, a more elaborate discussion is
necessary. Different HR consultancy organizations have tried to define the term in variety of
manner. Here is a sample list.
Quantum Workplace – Employee engagement is the strength of the mental and emotional
connection employees feel toward their places of work.
Gallup – Engaged employees as those who are involved in, enthusiastic about and committed to
their work and workplace.
Willis Towers Watson – Engagement is employees' willingness and ability to contribute to
company success.
Aon Hewitt – Employee engagement is "the level of an employee's psychological investment in

their organization In my view, engaged employee is one who “Uses his/her skill and knowledge,
displays high degree of initiative to undertake work and acts responsibly towards all stake holders
at all times.”
At this time it may be useful to draw on “Employeeship” model advocated by Mr Muller.

Employeeship simply means what it takes to be a good employee! Great employees do are fully
Vol. 02 | Issue 04 | May 2023 6

aligned to organization’s objectives. They seem to be engaged in their quest to achieve higher levels
of productivity, quality and relationship. This endeavor is accompanied by three “softer” streams,
initiative, loyalty and responsibility .
At this point it will be pertinent to look at behaviors of engaged and disengaged employees.
Following table distinguishes the two behaviors.
Above discussion will help the practitioner to initiate several programs to increase employee
engagement and sustain it higher levels.
Quantum Workplace (the research firm behind the "Best Places to Work") has identified six drivers
of employee engagement that have the greatest impact:
1) The leaders of their organization are committed to making it a great place to work.
2) Trust in the leaders of the organization to set the right course.
3) Belief that the organization will be successful in the future.
4) Understanding of how I fit into the organization's future plans.
5) The leaders of the organization value people as their most important resource.
6) The organization makes investments to make employees more successful
Experience of several HR practitioners indicates that few HR practices have a significant impact on
S.N. Engaged Behaviors Disengaged Behaviors

1 Optimistic Pessimistic
2 Team - Oriented Self - Centered
3 Goes above and beyond job Restricted within narrow confines of
description JD
4 Solution - Oriented Negative Attitude
5 Selfless Egocentric
6 Shows a passion for learning Focuses on monetary worth
7 Passes along credit but accepts Accepts credit but passes along
blame blame
employee engagement. These practices are serious long term programs with high degree of
involvement of managers at all levels and carried out on systematic and sustained manner.
Unfortunately some of the practices followed and termed as employee engagement initiatives need
to be scrutinized thoroughly. There are many companies who carry out series of activities, normally
initiated by HR department with very little involvement of line managers. These include:
1) Birthday & Anniversary Celebrations
2) Blood Donation Camps
3) Woman’s Day, Safety Day
4) Cricket Matches
5) Rangoli Competition
These practices have their own place in larger employee engagement canvas. However, this cannot
be termed as “THE “employee engagement program!
Vol. 02 | Issue 04 | May 2023 7

I now turned to the serious HR Practices which I have alluded to earlier. The prominent HR
Practices would include:
HR PRACTICES
HR practices have a significant impact on employee engagement. The following practices can
increase employee engagement:
a) Job enrichment
Provide meaning, variety, autonomy and co-worker respect into jobs and tasks so that
employees view their role more broadly and become more willing to take on duties beyond
their job description.
b) Recruiting
Select those who are likely to view their work as interesting and challenging. Choose
candidates who are most likely to perform job duties well, make voluntary contributions and
avoid improper conduct.
c) Training and development
Provide orientation to create understanding about how the job contributes to the
organization. Offer skill development training to increase job performance, satisfaction and
self-efficacy.
d) Strategic compensation
Use pay-for-performance programs to focus employees' attention on incentivized
behaviors. Adopt competency-based pay to encourage acquisition of knowledge and skills
and enhance employee performance.
e) Performance management
Set challenging goals that align with the organization's strategic objectives, provide
feedback, and recognize accomplishments and extra voluntary contributions.
To emphasize my point, let me pick up few examples where organizations have practiced
some of the HR practices in deliberate well thought of manner that have resulted into high level
of engaged employees.
1) Indian Hotels (Taj Mahal Hotel)
On November 26th, 2008 ordinary men and women at Taj Mahal Hotel, Mumbai when
terrorists struck the hotel, rose to the occasion and demonstrated beyond doubt what “engaged
employees” are capable of. Mallika Jagad (24), Thomas Verghese (48) and Karanbir Kang -
General Manager (who lost his wife & children) kept their calm and helped hundreds of guests
to escape to safety.
What they did was not part of any manual. Taj management attributes this superlative
performance to their HR practices viz. hiring, training and incentive scheme. Taj prefers to
recruit from hinterland where traditional values still hold. They often call school teachers in
selection. The main criteria for selection being respect for elders, cheerfulness and neediness.
During the training, trainees are often asked two questions:
a) What did you learn? b) What did you observe?
2) Tata Steel
In their long history of its existence Tata Steel Managers have displayed unique people
leadership. Near absence of industrial relations problems, at one time becoming lowest cost
steel producer is testimony to its HR practices. Moving from paternalism and trusteeship
Vol. 02 | Issue 04 | May 2023 8

model, the current HR practices are cotemporary and aligned to their business needs. Today the
focus is on “unleashing the collective possibilities of people”
Tata Steel is striving to create great work place where employees trust the people they work for,
have pride in what they do and enjoy the people they work with.
3) Disney Land
Disney management also emphasizes few HR practices which have produced consistent high
quality customer experience. The emphasis is on:
a) Employee Selection
b) Training
c) Communication
d) Employee Care
Several survey at Disney show that employees:

a) Are proud to work for the company
b) Understood how their work fits with goals and strategies of business
c) Find their jobs interesting and challenging.
4) South West Airlines

Several of the HR practices are well documented and have been discussed in B – Schools. In
essence focus is to put employees first. Company invests considerable energy and time on the
process of on boarding. They empower employees to do right things for the customer and the
company.
CONCLUSION:
As one dwells deeper in the subject of employee engagement, there are many questions
which still remain unanswered. Some of these questions without attempting to answer
them are:
1) Is the high attrition rate (like the one we witnessed in IT Industry recently) indicative of
disengaged employee workforce?
2) As a colliery, is highly stable work force (as seen in several family managed companies)
indicative of highly engaged work force?
3) Are the employees engaging in moon lighting, disengaged?
4) In an organization when there are no unions for several years, suddenly employees
joined union. Is it indicative of disengagement?
5) Do individual leaders create Engaged employees? Or The cultural ”glue”? or the
appropriate “systems” ?
No clear answers at this stage perhaps.

May be more data is required to do any conclusion.
Vol. 02 | Issue 04 | May 2023 9

Employee Engagement During

Performance Management
Adv. Aditya Joshi
Abstract
After COVID-19 pandemic the businesses have faced a turbulent situation with relation to handling
of manpower. This has been predominant with employees who are not unionised as well as
employees who are highly educated and working in skilled jobs. The post pandemic era has made
the professionals dealing with human resource in the company rethink about employee
engagement which has led to a dilemma and challenges regarding their operations, structure and
human touch while dealing with the human resource. the pandemic has made these employees
realise their worth as well as the necessity of quality time with the family which has resulted in
understanding their rights in a better fashion. This has led to challenges for the organizations and
professionals dealing with human resource to be more humane as well as legally sound while
dealing with employee engagement during performance management.
Introduction
Employee engagement and performance management are tools used by the management which are
looked at in isolation but are two sides of the same coin. Employee engagement while conducting
performance management can result in better performance appraisals while enhancing the
experience of the performance appraisal system at the same time it can show sensitivity to an
employee who has not performed up to the mark or who has not performed at all. Such employee
engagement during performance management can be used by employers to reward the
performance of its employees. This activity can be used for identification of employees who have
failed to achieve their goals and to convey to them improvements which may ultimately improve
their competency. Employee engagement during performance management may help ease the
separation process of the employees any ground including incompetency.
GROUNDS FOR CLAIMS OF WRONGFUL TERMINATION/DISMISSAL

1. The process of performance management or appraisal was carried out in a high-handed manner
and was unfair and unreasonable.
2. The in capability of an employee was not established during the three monthly or six monthly or
yearly appraisal.
3. The incapability of an employee was never conveyed to him.
4. Discrimination during performance management on the grounds of sex religion or any other
characteristic not to do anything with employment.
5. Non adherence to the contract of employment in order to avoid legal entanglement in cases
which could have been avoided with proper engagement with employees could be cleared with
communication which is proper and fair.
PROCESS AND REASON

Performance Management includes performance appraisals which are meetings of employees
with the employers representatives quarterly, six monthly or yearly. This system may involve self
appraisal along with input from the management team. Engagement during such an activity with
Vol. 02 | Issue 04 | May 2023 10

sensitivity will help evaluate the employees performance more efficiently which may result in a
satisfied employee post appraisal or may result in a satisfied and a convinced employee during
separation.
The real issues with employee engagement arise when insensivity is shown during performance
management hence avoiding the same and being inclusive and open with the employee will be
effective.
An employee with whom there is no proper engagement during a performance management
process and who has been shown insensitivity can make a claim for a wrongful or unfair dismissal
which poorly reflects on the employee engagement during performance management.
The job requirements and the expectations of levels of performance will have to be communicated
at the inception of employment written as well as through oral engagements or communications.
Continuous communication if possible quarterly will also help assist the employee in managing
poor performance and will also help document the actual performance of the employee on the part
of the management.
Poor performance must be communicated immediately with opportunity given for improvement.
A process ought to be set out for helping the employee improving his performance along with
proper training and review for the training.
Proper support and line of communication which ought to be documented needs to be established
and such communication should be consistent amongst all the employees of the organisation not
singling out an individual employee who has been target for termination.
All the above activities will help establish a procedure which shows that an opportunity to improve
has been given to the employee following the proper procedure laid down by the employer which is
consistent in nature an alien to discrimination.
A performance review in order to stand the test of law should definitely include:
Employee Weakness: The document should specifically mention weak areas or areas of
improvement which would give the employee areas to focus on giving insight on where to improve.
A team feedback would be of extreme help in such a case which authenticate the reviewers
directions.
Employee Strength: the document should specifically mention the strength of employees which
may include communication, relationship, team building or effective problem solving skills.
Review Period: The document should specifically mention the review period. This document
should be maintained quarterly, half yearly or annually. A quarterly review is advisable for a non
performer.
Rating System: A rating system is of the utmost importance which specifically mention the
categories based on the skill level, strengths and weaknesses. The rating system should mention the
words needs improvement, meets expectations, exceeds expectation or even more stern words like
bad, good very good, excellent. These words would be eventually tested by the judiciary along with
the contents mentioned there and the reasons for arriving at these evaluations.
Goals: Goals need to be prescribed in the document which will eventually help the company and
the person scrutinising the document which includes the judiciary to come to a conclusion that the
goals were met or not met and therefore the decision of the company was right or wrong. It is
Vol. 02 | Issue 04 | May 2023 11

extremely important to set realistic goals which would sustain in the Court of Law. Unrealistic
goals will clearly be set aside in favour of the employee.
Tactics To Be Avoided
The company should avoid using appraisals as a tool for cost cutting strategies for pay cuts or for
targeting the workforce by way of poor appraisals for work force reduction. A very popular
phenomenon amongst various companies is using this performance management tools for pay cut
and downsizing. It must be noted that now the employees are aware about their rights and if there is
no Genuity in the performance management system through employee engagement employees
may raise concerns or file complaints about such formal employee engagement programs which
can easily be looked at by the judicial system. Therefore system which can be defended in the Court
and which can be backed with documents needs to be developed by an organization.
Wages And Salary Disputes During Performance Management

There is a lot of litigation with the relation to challenging the wages and salary given during
appraisals conducted by the company. The companies are not able to justify the ad hoc appraisals
given to the employees. The appraisal is needs to be carried out by new technology which will
remove the human element from the appraisal system. The use of technology during the
performance appraisal system will work on data and a very specific policy that has been devised by
the company. It is important to note that wherever possible elimination of human element in the
appraisal system is extremely necessary for our discrimination or victimisation allegations.
There are various companies in which such appraisal system is carried out, by artificial intelligence
and in the coming years, this may be the way in which appraisals with be carried out.
Insofar as in the majority of companies where the human element cannot be substituted or it is
extremely difficult to measure a performance considering the various factors which can never be
calculated artificially a proper policy document needs to be created which can clearly establish that
there has been no discrimination while performance appraisal through employee engagement on
the grounds of religion, sex, favouritism, etc. The employer will be have to work very hard on
creation of such a document which clearly sets out performance appraisal of employees and will
have to circulate the same. All the employees. The drawback of such an activity is that the employer
cannot thereafter go back on his word for various factors, such as discipline, non-attendance,
behaviour and will have to give a proper appraisal if the criteria is a met as per the document.
Terms To Be Written In The Appointment Order

The terms of the appointment order are written insofar as classification of workmen are concerned
without knowledge of the definition of probationer and apprentice. Section 2(b) of the Schedule to
Maharashtra Industrial Employment Rules, 1948 deals with the definition of a probationer which
clearly states that workmen who is provisionally employed to fill a permanent vacancy or post, and
who has not completed three months uninterrupted service in the aggregate in that post. The above
definition clearly indicates that a probationer cannot be employed for more than three months. If he
continues for a period of more than three months he becomes permanent. Section 2(f) of the
Schedule to Maharashtra Industrial Employment Rules, 1948 deals with the definition of a
Apprentice which clearly means a person who is a learner and who may or may not be paid an
allowance during the period of his training. A proviso to the definition clearly states that no
workmen shall be classified as an apprentice if he had training for an aggregate period of one year.
This clearly means that a trainee./apprentice cannot be employed for a period of more than one year.
Vol. 02 | Issue 04 | May 2023 12

If he is employed for a period more than one year, then he becomes permanent.
The professional or a trainee who is appointed by the organisation must be given an appointment
letter, clearly stating his term of probation or training with a specific mention stating that his
confirmation will be subject to his performance review, which is carried out from time to time.
It is important to note that a probationer or a trainee whose work is not up to the mark, his
employment can be extended. It is extremely important that during such an extension of his
employment, proper documentation in relation to performance management through proper
employee engagement needs to be maintained, intimated. It is extremely necessary for the
employer during the period of training and probation period, performance appraisal of the
employee should be done from time to time. The said performance appraisal needs to be done by a
specific person appointed by the company. The employee needs to sign on the performance accept
the remarks made therein. th the colleagues of the employee needs to be emphatically mentioned
whether it was poor and unsatisfactory.
If all the above criteria are fulfilled then such an extension can be justified by the court and such an
employee engagement and performance management will be scrutinised by the court along with
the comments made in the documentation therein. If the company fails to show all the above aspects
clearly and establish his performance and his team incompetency to work in the establishment the
judicial officers may not negatively interpret the extension given to the employee.
Though there is no specific clause in relation to employees who are not working in the category of
workmen as defined under the Industrial Disputes Act, 1947 in relation to probation and or training
tenure it ought to be reasonable. The principles that are stated above become all the more important
for employees whose terms and conditions are defined by the contract of employment and not
workmen.
CONCLUSION
The HR professionals have to realise that till such time needs are more important than wants
disputes during performance management are going to continue the system of
performance management or appraisal can never be a complete system till engagement of
employees is conducted in a particular fashion with strong oral and written
communication. The employee engagement has to be proactive with strong human
relations skills back up with documents along with proper appointment letters by
following the process of law will help deal with challenges of employee dissatisfaction or
crisis during the time of termination. The organizations approach while conducting such a
program should be motivational which would increase employees productivity and
increase trust level and teamwork amongst their associates. Award, recognition and
innovation are the only ways increasing implicit interpersonal relationships so as to avoid
disputes in future.
Vol. 02 | Issue 04 | May 2023 13

Employee Engagement
Mr. Sharad Gangal
E mployee engagement has to be seen the context of time. The drivers of engagement change
from time to time and it’s a function of what motivates an employee. This term has been many
a times gets the same meaning of Celebration and there is a misconception that a one time event can
engage an employee.
There are anchors of engagement and can be classified in Primary anchors and secondary anchors.
The time horizon of engagement elements have to cover the entire spectrum of employee life space
as the engagement experience has to be throughout the stay of the employee in the organization. I
am trying to define the drivers here in Primary and Secondary:
Primary
• Job Clarity • Career plan
• Performance measurement & Feedback • Learning & Development
• Fairness in compensation • Celebration
Secondary
• Communication •Culture • Infrastructure
Job Clarity
The employee is most engaged on his first day of his/her employment as he/she is looking with great
interest contribution opportunity. The contribution can be meaningful provided the employee
understands the purpose of the job, capabilities required to deliver, responsibilities and internal and
external stakeholders.
Career plan
Aspiration and Ambition are the big ticket motivators for an employee and the enthusiasm to
contribute is high provided the employee has a clear line of sight as to where he or she sees oneself
over a period of time. Normally the conversation over this happens during the interview stage
itself. If it hasn’t then it is important that this gets discussed in the early stages of employment.
This will give a clear idea to the employee as to how he/she can plan career.
Performance Management and Feedback

An employee is keen to understand his/her performance at a frequency not greater than every
quarter. However, the precursor to the performance management system is clearly defined
Goals/Key Result areas. Its now normal to have a quick discussion every quarter as to how is one
progressing on the Goals and it is important that the employee is aware of the quality of her delivery
and looks forward to her Manager to help. It is also important for the employee to seek feedback
and also give feedback in terms of her need.
Learning & Development
The need for Learning and Development arises out of the organizations need to build certain
capabilities and also individuals need to develop herself. The success of the such initiative depends
Vol. 02 | Issue 04 | May 2023 14

upon the employee seeing value in what is being offered. An employee who is ambitious
always looks forward for such inputs. Also it becomes important for the employee to get her
developmental needs addressed through such initiatives. This creates a credibility for the
discussion in the Performance Appraisal regarding needs identified during the discussion.
Fairness in Compensation
This is another driver of engagement around which there are views and counter views.
Undoubtedly compensation plays an important role in creating stickiness. If one takes a survey
of the employee experience surveys conducted by organizations, it will be seen the one area
that gets the least score is compensation. However, here one needs to do a fine classification
here.
Most of the time the de-railer here is not the compensation per se, employee understands the
performance vis a vis increment rate, affordability etc. the loss of engagement here flows form
the performance appraisal process. Most of the times we fail to convey fairness in assessing
performance. An employee feels that she is a better performer than other employee/s however
the other employee gets a larger increment as she has got a better rating. This needs to be
addressed.
Celebration
Individual and collective successes need to be celebrated to create a sense of joy and a sense of
participation that leads to a motivated atmosphere. Probably events connected to individual
employees like birthdays, organizational recognition etc. Many a times celebration as
standalone activity is regarded as celebration which is erroneous. Celebration is one of the
drivers of engagement and an employee does feel recognized and gets a sense of membership.
But that alone can't be regarded as engagement tool.
Secondary Anchors
• Culture
Culture is demonstrated behavior that employees experience in working style, self esteem
etc. Culture is one which flows from the top and ideal situation is one where the employee
experience at the last level is the same as at the highest level. Compensation and terms of
employment may differ, however, the employee experience has to be consistent. Also
while it is easy to say that we have an enabling, non-hierarchical culture practicing that is
the key to its success. In fact, many employees rate Culture above Compensation for
staying in the organization.
• Communication
The power of communication is never overstated. Communication is about sharing and
giving a message of “my voice is heard”. Ideal companies create a Communication model
where the information is shared and employee feedback is sought. Employees are hungry
for information and the junior is the employee greater is the hunger. Also the employees
have view point and can give inputs that can be useful for the organization. The first step of
participatory organization is an inviting communication model.
Vol. 02 | Issue 04 | May 2023 15

In the Covid era it was thought that Communication will collapse in organizations, however, the
virtual platforms offered a very reliable model. In fact it has given a solution to multi location
organizations to do an enterprise wide town hall which was earlier not attempted. It actually
has brought employees together who would have never met and is creating a sense of strong
bonding.
Culture and Communication are soft anchors however are very powerful tools of employee
engagement as Culture creates a sense of preference to stay over other anchors, Communication
creates a sense of inclusion.
• Covid and post Covid era challenges

Covid was a black swan event that impacted humanity the most. Probably such events visit us
once in a century. While it was a humongous disruption during 2020 and 2021 its impact both
psychological and physical upheavals continue even today.
During Covid period the concept of Work from Home at the scale we witnessed had no parallel.
Engagement during this period was most difficult as it was a distributed model of working
which we were experiencing for the first time. Leave aside remotely engaging, even remotely
communicating was a challenge as employees were finding it difficult to relate to the emotional
spirit of distanced working. It was a lonely experience that employees were experiencing and it
had its Social impact too. For example, in metro cities where there were multiple members of
the family were working from home and obviously there was a social strain. Even getting used
to be at home in a working atmosphere was a stress.
This era changed 3 things; Work, Workplace and Worker; Work became digital, Workplace
became hybrid and Worker became highly autonomous and demanding. Let us briefly examine
each of them,
• Work
Digital was not a cup of tea for everyone and some of them had to make a quick transition from
Digital Novice to Digital Native. It was not easy and training on the same was not possible in a
classroom ambience. Conducting oneself in virtual meetings was a exercise by itself for many
and the meeting etiquette was a new thing for all.
• Workplace
Workplace has now transited to be hybrid and here organization has to adjust to employees
demands. Employee wants to exercise a choice here as to where and when he will work from
which place. While employers would prefer, largely, to make employees to come to workplace
the employees are thinking the other way. This is not helping in keeping the relationship warm
and while the whole subject of “friends at workplace” is becoming a thing of the past.
• Measuring Employee Engagement

Measuring of Employee Engagement has been always done through enterprise wide surveys
and the Drivers and Statements are devised based on a generic basis as far as the drivers are
concerned and the statements have an organizational context, largely. While designing the
form one has to take care that there are statements that balance out between Departmental
Vol. 02 | Issue 04 | May 2023 16

Engagement and Company engagement. The Statement scores then can be classified in to these
2 categories and the score measured. The action planning as a consequence of the scores then
becomes relevant. It helps organizations then to also see if the scores are particularly low for a
department then are there developmental needs of the Manager of that department. The
enterprise wide score will reflect the overall perception about the organization and action
planning can be done at an apex level.
• What is new on employees mind on Engagement?

In the post Covid era a new driver of engagement has got added and that is Wellness. The whole
episode of pandemic has changed the dynamics of working and has become more
individualistic than working together. Employees are no more experiencing the water cooler
conversations and do not meet in person to the same extent as they were in the past. This has
created a sense of isolation and the Social canvas and the family dynamics have also changed
given all are at home. There are news items which indicate that there have been increased
tensions within families and converting home in to workplace environment has been
challenging.
The Wellness factor is an outcome of both being in stress that I can get infected and the
loneliness factor. Therefore, organizations have to create infrastructure and facilitation
mechanism of both psychological wellness and also infection treatment facilitation.
While creating the hospitalization facilities is relatively easier, in a distributed model

Counselling for psychological needs is a complex phenomenon to manage. Organizations have
created a helpline where employee can directly connect with the Counsellor thereby
maintaining confidentiality.
CHALLENGE FOR HR FUNCTION

Building capabilities in Managers to engage their team while working remotely is an
important element on the plate of HR. Effectively managing communication is another, in
the absence of these 2 apart from other ancillary challenges is on HR priority list.
Also this phase is about working in teams which are more assignment based. The upside of
this is it is helping in creating a non-hierarchical organization but relationships in this way
of working can be transactional. The exchange of ideas while working remotely need to be
appreciated in context which is distanced and not personal.
Apart from the above HR will have to constantly be agile and vigilant to gauge employee
mood and perception. This is particularly challenging in hybrid working arrangement.
The traditional rules of engagement will change and the aspirations of new era will have to
find space while we measure engagement. As mentioned in the beginning of this article
the Worker has become very autonomous there is a danger that she may get labeled as
rebel, Human Resources as a function we have to use our judgement to see whether she is a
credible rebel.
Vol. 02 | Issue 04 | May 2023 17

“Build High Performing Organisation through

Employee Engagement”
Mr. Samir Kukade,

Director,
Navigate HR Consultants –
CHRO on the Call Pune, India
Abstract
Employee Engagement is a very old concept in the industry however is widely discussed, largely
misunderstood & wrongly executed concept.
We have heard the anecdote of “Elephants and Seven blind men”. Each blind man identify elephant
in his own way and describe accordingly. Employee Engagement is precisely seen in the similar
way.
As per the very very basic definition “Employee Engagement” means how employees relates to and
get inspired for the work in a most efficient way to produce results in most collaborative way”.
Responsibility is also delivered by an employee who not only enjoys what he/she is doing but
understanding how he/she is contributing to the industry through his/her skills and capabilities.
Keywords
Employee Engagement, Fun place to work, Treatment at work, fair, work joy, motivation,
inspiration, Work culture, Manager, responsibility, productivity, performance.
Introduction
Employees primarily work for salary and that’s the biggest driving force for anyone however once
that need is over employees look for some comforts while working and also look outside the work
life. Such actions, opportunities, comforts, facilities are primary forms of “Employee
Engagement”. Employees feel safe and happier with these actions, opportunities, comforts or
facilities.
Hence earlier days, Employee Engagement was only related to employee welfare and employee
satisfaction for the obvious reasons. Industries wanted to keep employee happy at workplace but
always Industry has rightly prioritised company profitability first and then ensuring all other stake
holders like supplier, customers are happy as a second priority for right support. Then employees
used to come last.
With the ongoing improvement in law & its provisions, social pressure, new working conditions,
and scarcity of skills, industries kept on improving the employee related facilities, positive actions
& practices year over year and few aspects became hygiene factors for any industry.
Usually, any employee related practice once it is executed for 4-5 years consecutively it becomes
more or less part of the system and employees start considering it as their service condition or
entitlement.
Vol. 02 | Issue 04 | May 2023 18

As technology started going more complex trained resources and expertise knowledge became
backbone for the industry. Meanwhile due to rapid industrialisation in the globe, promoted growth
of industries and it led to scarcity of trained or skilled resources. This problem grew very serious in
knowledge workers as well. Hence Industry started feeling need to retain employees for long time
since there trained resources were having option to work somewhere for more salary or facilities.
Industry can afford certain salary level as per their profitability and hence attracting and retaining
talent /resources only on salary was mammoth task. Hence engaging employees emotionally and
psychologically with the organization was best option.
At the same time, in given resources getting maximum output is also critical from cost optimization
in current competitive edge. Research shows that delighted employees give more productivity and
better performance over other employees. Delight comes from his/her involvement and
engagement with the company.
Benefits of high Employee Engagement :

Employee Engagement picked up its importance in this scenario. Employee Engagement not only
ensure retention but also ensure higher productivity, better harmony, individual development &
Industry’s profitable growth.
Stake holders for Employee Engagement :

Employee Engagement is revolving various stakeholders like employee him or herself, his/her
Manager, Human Resource Team, Top Management, Head of the organisation, cross functional
teams & departmental teams. In some cases, Vendors /Trainers who provide fun place to work
activities / wellness services, Training also can play good role as stake holder.
Employee Engagement Elements/ components

1. Compensation and Benefits – Compensation and benefits are part of the service conditions
which plays important role in first place while attracting the required talent. It kicks in feel good
factor while arriving for an employee. This is engaging factor for 6-12 months in Indian
environment, employee enjoys additional money flow for 6-8 months. Then law of diminishing
value kicks in. In this period he/she get to know others salary numbers and the comparison
starts. Dialogue on compensation between the colleagues makes one happy and another
unhappy between newcomer and his/her colleagues.
2. Work Environment – Human being is social animal and good & socially equipped working
environment makes his or her happy. Good office environment, pleasant surroundings, new
acquaintances, right infrastructure, good facilities like cafeteria, transport, Pantry Tea/Coffee
corners, Game zones, Inhouse gyms keep Employee happy and elevated for another few
months till his/her work picks up over his leisure time and work stress mounts.
3. Fun place to work activities – Companies do conduct many fun place to work activities during
the year which I will brief in later part. Such fun place to work activities can play very vital role
in engaging employees if above 2 factors are working fine for the employee. It gives him or her
to sharpen his/her extra- curriculum activities, sharpens his/ her’s other social skills and gives
him/her togetherness with like minded people. Employees spend 8-10 hours with his/her
Vol. 02 | Issue 04 | May 2023 19

colleagues and enjoying their company is big hook for employees to continue working in the
company. Such groups/teams work as safety net and eco system for employees.
4. Functional Team – Relationship with immediate functional team can prove to be boosting or
destroying factor for an employee. Functional team can play backbone for an employee. Level
of collaboration amongst the team decides joy of work and work satisfaction. Team Manager
can play big role in keeping team together and create bonding between employees. Bond
increases the trust between the team and work effectiveness increases. Team finally works as
support system for each other if bonding is immaculate.
5. Company Brand in the society and related social status – Employees especially millennials
are very particular about employer brand. Image of employer brand in the society creates or
destroys pride associated with the brand. Working with reputed brand is always matter of pride
for the employee. On the lighter side in Indian marriage market, job with reputed brand is
having extra edge over other aspirants.
6. Learning and Development initiatives – Organisations give opportunity to learn is very

important aspect for few high performing or high potential employees. Someone who has done
Engineering degree but could not complete his /her Management degree always feel at home if
company gives him /her an opportunity to do Executive MBA during the tenure. There are many
short courses on excellence management or overall leadership development which are useful
for an employee to increase his/her effectiveness in his/her role and aspire for higher job.
Knowledge and degree obtained in such course plays vital role in enriching employee’s profile
and boost for future growth within or outside the organisation. Usually, such courses come with
no cost but only condition to stay for 2-3 years in the company.
7. Empowerment and Reporting Manager – In retaining employees and keeping & enhancing
their moral, reporting manager has huge role to play. Employee always look for support from
his /her Reporting Manager in terms of work opportunity, mentoring, knowledge, guidance,
elevation, exposure and safety cover for his/her mistakes. Good Managers /Leaders can create
great bonding and engagement. Many a times we see exit of Leader or Manager displaces the
team in terms of bonding and team fabric.
8. Performance Review – Every employee look forward for feedback on his /her
performance. Such periodical feedback can be given to employee through quarterly
performance reviews or yearly reviews. Leaders give the feedback in various ways. Such
feedback can be positive, negative, motivating, encouraging, unpleasant, momentum breaking
as well. Good Managers do not wait 3 or 6 months to give feedback to his /her team members.
Continuous handholding helps employee and manager to correct the walking path on regular
basis and avoid accidents. Then performance review becomes great dialogue on each other’s
reflections. Employees & Managers should look forward for performance reviews for feedback
however unfortunately many times such discussions become negotiation meetings on
promotions /elevation and compensation review. Even now a days, unfortunately appraisal is
synonyms for increment or salary revision and not performance discussions. Then this process
becomes huge disengagement avenue.
Vol. 02 | Issue 04 | May 2023 20

Major misunderstanding - Fun place to work is equal to Employee Engagement

When you speak to few HR Managers, Employees, or company senior team, they surprisingly
equate fun place to work activities as Employee Engagement. Usually following are the fun place to
work activities conducted by the company…
a) Festival Celebrations
b) Birthday Celebrations
c) Various sports activities or participation in tournaments
d) Participation in Drama competition or Theatre activities
e) Team Building workshops
f) Team outings or picnics
g) Team Dinners
h) Hobby Clubs – e.g. trekking clubs
i) Various days like – Children’s Day, Traditional Day, Women’s Day, Environment Day,
Safety Day, Independence Day, Scavenger hunt day,
j) Blood Donation camps
k) Food /Singing / Art and craft competitions
Of course, all such activities can engage employees for sometime however these are good
opportunities for employees to get connected with like minded people across the organisation. Too
many such activities can impact the work hours and may reduce the productivity. Experience is that
similar people enthusiasts go in every activity and not all employee take part in such activities.
Work from home or Hybrid work model has put lot of restrictions on fun place to work activities.
Few companies try to still manage such activities virtually however effectiveness is always a
question mark. Sometimes discontinuation of such activities which are non-effective becomes
difficult since certain employees are fully involved in to it and such activity becomes entitlement
rather than voluntary activity by the company.
Good examples of Employee Engagement in various organizations

a. Good Compensation structure – Combination of Fixed and variable salary – New
generation looks for more fixed salary however we need to have variable salary with
realistic targets.
b. Unique benefit programmes – You need to have great hook from benefit standpoint.
Excellent medical insurance scheme including parents can work as great motivator
considering current hospitalisation costs.
c. Unique perks – Car scheme or Sports bike loans with lock in period can work seamlessly
for youngsters which caters to their passion on one side.
d. Tax Saving Salaries – Tax friendly salaries can help employees to earn more cash in hand.
e. Salary bands pitched at higher percentile than market – You may have to operate on
higher percentile than market median so that its difficult for other companies to attract your
talent. Employees get a feel that company is fair with him or her if their salaries are more
than market trend. Of course company financials play vital role in this.
Vol. 02 | Issue 04 | May 2023 21

f. Short incentive programmes – Short incentive programmes can work as booster for
specific achievements or milestones.
g. Reward and Recognition programme - Fame and recognition in the company or in
society is big motivator an employee and his /her association goes long way.
h. Processes offering empowerment – More the People processes are having empowerment
across the levels then managers at different level can show their ownership to employee
related issues and can play their role more effectively. However, policies need to be more
wisely drafted to avoid unwanted discretion, favouritism and misuse. E.g., Decentralised
Salary revision process having manager an authority to decide increments.
I. Job Rotation process – Employees who are willing to learn and grow also need relevant
exposure, experience and such kind of exposure can be provided within the company. Other
companies will hire him or her only for his expertise and not for his potential. Company can
ensure it is giving an opportunity to her /him to develop his skills based on his / her potential.
j. Employee friendly people policies – People policies are core to the culture of the company
and employee friendly people policies plays good role in getting employees engaged with
the company. Success of Policy like employee referral demonstrates that many engaged
employees would like to refer company to his/her friends. Such employees play brand
ambassador’s role for potential employees. Employees appreciate policies which are taking
good care of them. E.g., individual contributor can always work in hybrid work pattern and
he/she can be allowed through well drafted hybrid work policy. Bureaucratic people
policies create lot of disturbance and bad taste in the process of its execution. E.g. level wise
laptop eligibility or workspace allotment etc.
k. Generous health policies – In India or world-wide hospitalisation, health care is most
crucial need as well as most expensive item on employee’s concern list. If employer is
taking care of such concern in best suited manner, then employee work worry-free. E.g.,
Company having average age between 27-35 must ensure their medical insurance policy is
having maternity benefit so that employees see value of medical insurance multiple times.
Coverage of parents, coverage of common diseases like diabetes or pre-existing diseases
are having immense importance for employees.
l. Employee Referral programme – As mentioned earlier success of employee referral
scheme can work as measurement of your employee engagement. Only those employees
who are happy in the organisation, will only recommend the company to their friends and
family. Hence more the response across the company you can count how many employees
are happy about company and would welcome their friends and family members to join. Its
very unlikely that disengaged employee will recommend his company to his near and dears
even if there is reference bonus available.
m. International exposure – International exposure or on-site jobs in case of IT firms have
multiple benefits. Such opportunities give chance to employees to get better international
experience in his /her work area since it is always very challenging & rewarding to work
internationally considering different culture, different food, different challenges, and
people mindset. On other hand such opportunities give employees scope to earn more
Vol. 02 | Issue 04 | May 2023 22

money by way of living allowance or subsistence allowance.

n. Performance based Promotion and Elevation process – In current competitive world
merit is only critical in any job and new generation aptly understand that. Hence transparent
system of evaluating performance can be base for any elevation or promotion. Appreciation
of performance by way of promotions encourages others to show similar performance for
achieving next level promotions. We are in world of differentiation and differentiation can
be only done through performance.
o. Transparent Salary revision process – If there is transparent salary revision process then
employees are aware that what is to be expected out of the process. There are less issues and
misunderstanding. Otherwise after every salary revision there is huge grapevine hampers
employee engagement and motivation southwards.
p. Wide range of Learning and Development programmes – Structure annual Learning
and Development calendar offers employees to review their current skills and map their
training requirement. For any professional continuous improvement is critical to growth.
Managers also can identify good training to employees considering the skill gaps. Hence
L & D programmes can be great help in enhancing knowledge / skill level and obviously
that goes in increasing productivity.
q. Speaker of the month sessions for knowledge sharing – It can be good practice to
enlighten employees with new and required knowledge. Such speeches can set new goals for
employees which enhances their engagement.
r. Cross functional teams - for certain important projects giving employees opportunity to
interact with top team on regular basis.
s. High Potential /Fast Track Employees Programmes – Employees see their future career
in such programmes and appreciate when company is giving them an opportunity to learn
and get to dreamed job in near future. Inclusion in such programmes is confirmation of
employees own potential abilities and it can prove to be very healthy for engagement with
the company.
t. Coaching and Mentoring avenues for employees – Sometimes employees face
challenges in their personal as well as professional life and coaching and mentoring can help
them to come out of those challenges and bring them back to right track.
u. Performance Review with the help of HR Team – Many a times departmental heads are
not management experts but extremely good at techno commercial work. You can see during
performance review cycle few managers are more tensed than employee since they don’t
know how to answer many questions which are asked by an employee. Hence taking help of
HR specialist who understand human behaviours, facilitates the review. Manager can be
more relaxed while doing review and employee gets an assurance that there is no one person
deciding his progress if there are prejudices.
v. Fun place to work activities – We have already seen this point in details
w. Involvement of Family – Though it is going very thin in current social environment across
all sections of the society in few industries, professions it play critical role. Companies need
to ensure employees families are equally engaged who push employee to get more engaged
Vol. 02 | Issue 04 | May 2023 23

and perform to optimal.

x. Internal Communication – Magazine /Website can offer visibility to internal talent. Such
platform also gives an opportunity for an employee to experiment & demonstrate through
his/her skills.
y. Company Branding as Best Employer – Company must participate in authentic surveys
which decide great places to work companies. This promotes employer’s brand which gives
sense of recognition to employees in social life
CONCLUSION:
You may say that what is the relation between all above mentioned factors of Employee
Engagement and retention, productivity and finally business performance.
Every company is looking for efficient, skilled, professional workforce who is running
the company operations in most optimal way which produces good financial results for
the organisation.Employee engagement is important to all organizations for effective
strategy execution. This can be executed by creating a better work culture, reducing
staff attrition, increasing efficiency / productivity, build better work and customer
relationships, and positive impact company profits.
Good compensation, knowledge, skill enhancement, work satisfaction, sense of

achievement, exposure to new world, fair treatment, worry free work environment, no
office politics, performance-based systems, and all other areas mentioned above are
critical for an employee to stay motivated and feel that he is important part of the
company. With all these factors he/she feels secure, get a sense of ownership and then he
puts his/her 100% while delivering his services to the company. Highly engaged
workforce is key for formula for superior results and high performing organisation.
There are many companies who conduct Employee Engagement surveys for many
corporates. Employees are given questionnaire and asked questions about their
company culture and environment (all above points are covered). Based on the response
employee engagement levels are given team wise, division /vertical wise and country
/organisation wise. Companies can always reflect and take appropriate actions to
improve the EE score next EE survey. It’s helpful if company do such survey bi-yearly.
Vol. 02 | Issue 04 | May 2023 24

Engaging And Building Resilient Workforce

In A Disruptive Business World
Mr. Girinarayan G
Senior HR Leader, Strategic Thinker, OD Consultant, and a Passionate People Leader
Fellow, NIPM and Past Chairman – Karnataka Chapter
I have been in the HR Profession for more than 3 decades. I am quite fortunate to have seen the
transition of this profession from where it was and what it is now. Today, there is so much emphasis
on this profession, that the focus of HR has become top of every business agenda. During this
journey I have witnessed few business slowdowns. Under all these circumstances, the businesses
were able to bounce back to normalcy relatively in a reasonable period of time. The best part of such
slowdowns was that the burden on people was very minimal.
However, the magnitude of the impact of Covid 19 was massive. It has not only impacted the
business in a big way, but also affected the mental health and well-being of the employees. It led to
severe health and humanitarian crisis. Many employees had to encounter high level of anxiety,
worry, instability, shocks, distress etc. India, like most of the world, was caught unaware when the
pandemic erupted. The crisis situation took longer time for its revival. Many businesses did not
understand the degree of the impact and as such their responses to the Pandemic was more reactive
in nature.
In my view, there are two important takeaways from the Pandemic:

1. Humanness in Organization was the topmost priority with the focus on Physical Health, Mental
Health, Wellbeing and Safety for employees
2. Leveraging Technology from ‘Nice to have” to ‘Transformational driver’ for business success
and integrate it effectively for engaging employees to enhance the Productivity
Post Covid Era

Its almost 3 years now. The scars left by all the three waves seems to be healing slowly. It is a
positive sign for the recovery of economy and businesses to come out of the woods. The learning
from the pandemic has made the businesses to undertake adequate measures to protect themselves
from any potential crash in future. Many Companies had to rethink and relook at their business
model. It helped them to rework on inequalities in the existing system and exposed them to identify
cracks and rectify the same. As a first step, many businesses have revisited their emergency
preparedness plan. The second step is that, People have become primary focus than ever for the
business success.
Remember future is going to be the Voice of the Youth

India is one of the youngest populations in the World, which is most valuable asset for the country.
As more younger generations join the workforce, India's demographic dividend will be a key factor
that is expected to propel economic growth. Therefore, future is going to be the Voice of the Youth.
As we move forward, it becomes increasingly important for the businesses to motivate, engage and
retain this young generation, who will eventually replace more than 70% of the baby boomers. This
Vol. 02 | Issue 04 | May 2023 25

young generation work with their own values and attitudes. Their mindset focuses on demanding
needs with high achievement orientation. They have the ability to increase innovation,
productivity, while reducing costs. Some of their characteristics are that they are very passionate,
career focused, future-oriented, ready to contribute and opportunity-driven. They are already
making their own mark in the Corporate World. They remain optimistic in the midst of the any
economic turmoil and look at challenge as an opportunity. Managing their expectations will be a
one of the key focus areas for HR.
Highly Rest Less Generation

For Organizations, understanding this young generation is very important. One of the most
distinctive features of this young generation is that they are tech savvies. They are deeply immersed
in technology, grew up with digital media and are always connected 24/7. Their perception about
the work is totally different. Unlike, Baby Boomers they expect the work to accommodate their
personal life. They value their time and a flexible work environment. At work they prefer
meaningful, challenging and career-oriented assignments. They seek autonomy and authenticity
and always strive to come out with worthwhile performance. They expect their work experience to
be personalized and expect immediate feedback with rewards and praise.
One thing is for sure. This young workforce is “Highly Restless’ generation. At work, they seek
greater opportunities and responsibilities. They express their opinions freely. Therefore, the
Organizations now need to change the way in which they attract, develop, motivate, engage and
retain this workforce. Remember this young generation is more loyal to their profession than to the
Companies which they work for.
What drives employee engagement

Engagement is all about psychological commitment. It is the strength of physical, mental and
emotional connection of employees with the Organization, an experience created by the Leaders in
the Organizations. It’s therefore, essential for organizations to create a workplace where
engagement is very strong. One of the biggest challenges that companies facing are as to how they
could maximize Employee value proposition and increase the productivity to the maximum level.
Certainly, employee engagement is a complex concept, with many factors influencing engagement
levels. Consequently, there are many pathways to foster engagement, while each company may be
defining it differently for their own benefits. Ultimately, the key to success for an effective
engagement will be rooted in the flexibility of approach most appropriate adopted by the
Organizations. Thus, it is necessary for the Companies to focus on complete involvement of their
employees at workplace. This involvement will lead to commitment and will exhibit the right
behaviors to achieve the desired outcome.
In a Harvard Business Review Analytic Services report, (by Quantum Workplace), 92% of
executives surveyed say that the engaged employees perform better. More than 56% say they have
achieved positive ROI from engagement efforts. Further, it also shows that 62% of employees have
achieved positive results from its investments in employee engagement. According to Gallup’s
Vol. 02 | Issue 04 | May 2023 26

State of the Global Workplace Report, employees who are actively disengaged cost the world $7.8
trillion in lost productivity.
One more study (sources unknown) on the needs engaging young generation. The following are the
key drivers for engaging this young workforce:
• Career development with multiple experiences
• Sense of purpose and meaning at work
• Availability and access to mentors across the company
• Work-life flexibility
• Tech-savvy work environment
• Open and honest communication from the Organization
• Opportunities for personal growth
• Hones feedback, Rewards and Praise
“Percentage of time people feel positive emotions at workplace determines the likely hood of
their stay” – Yale Study
Customer Care and Employee Care goes in Hand in Hand
Researches have shown that employee engagement does have a direct correlation on the customer
engagement. If you want your business to succeed, you must let your employees to love their
workplace. Employees who are engaged, aligned with their organization’s mission, and valued for
their contributions, produce more, stay longer, and feel a sense of pride in what they do. The role of
HR is to create an environment where employees feel valued and good about coming to work,
deliver a level of service that will build customer loyalty. Losing talented employees costs not only
impacts business very high, but also, often costs customers
“Engaged employees create engaged customers -” John H. Fleming.

Engagement is all about creating Trust
In the last three decades of my experience, I have found that the focal point of any engagement in
Organizations is the emotional well-being of employees. When employees feel that they are valued
and that their well-being are addressed, it will have a direct and positive impact on employee’s
loyalty towards the Organization. This can happen only when HR builds and create trust among
employees. High levels of engagement will certainly promote individual commitment towards the
Organizations. This in turn will foster customer loyalty and improve Organizational performance
and add value to the stakeholders. In India with so much of diversity, the effectiveness and
efficiency of the employees will depend on how an individual is being treated and motivated.
Depending on how an employee is motivated, it will determine the output.
Therefore, HR need to understand their self-motivation that neutralize any emotional upset that
might be experienced while working. They need to create an employee experience by connecting
them to their role and build cultural strategies where this young generation are committed and want
to stay in the Organization for a long term.
Vol. 02 | Issue 04 | May 2023 27

‘Great Place to work Institute’ defines that - trust between managers and employees are the primary
defining characteristic of the very best workplace. A great place to work – is a place where
employees "trust the people they work for, have pride in what they do, and enjoy the people they
work with" and is measured by the quality of the three, interconnected relationships.
I came across a study which reveals that:
• 80% of engaged employees is less likely to leave the Organization
• Will perform up to 20% better than less-engaged employees
• Will be more innovative
• More committed to customers
• Make valuable contributions to their organization
• Consistently go the extra mile and give whole hearted support during turbulent times
HR needs to demonstrate the principle of “Being there for employees when they need them”. Just
as we trust a boat man to cross the river to reach the other side, similar should be the role of HR –
creating trust and demonstrate the principle of “Being there at their need”.
Role of HR: Giving Personal Touch

Employees are greatest asset to any organization. No matter how efficient the technology it may be,
it is no match for the motivation. Ultimately, the way in which HR responds will determine the
employee’s loyalty towards the Company. HR should play a prominent role in providing emotional
support to the employees.
Giving personal touch will indeed motivate the employees and inspire them. It is the force that
makes people to do things at full potential and it is an outcome of individual needs being satisfied so
that an employee will have an inspiration to achieve the desired result. Emotional bonding with
employees will boost the morale of the employees and garner their loyalty. This factor is
predominantly, is influenced by the factors such as Company values, Workplace culture,
Leadership commitment, Organizational communication, Managerial styles, Trust, Respect etc.
Personal touch and emotion-driven response will certainly create an automatic feel of engagement
and will lead to sustainable growth and profitability. It is important that the working climate has to
reflect that the employer really cares about people.
Gallup’s study has shown that only 21% of employees are actively engaged at work. Those
“engaged” employees work with passion and feel a strong connection to their company. Stress
among the world’s workers reached an all-time high. 44% of employees experienced stress a lot of
the previous day. Employees who are not engaged, meaning that they go through each workday
putting time but no passion into their work.
Therefore, the key role of HR in engaging workforce are:
• Be a Role Model and demonstrate a feeling of “Trust”
• Strengthen the Emotional connect to build bondage
• Create Sense of purpose and meaningful workplace
• Open and honest communication and solicit candid feedback
• Connect with people and be the Voice of the Organization
Vol. 02 | Issue 04 | May 2023 28

• Build employees dreams and provide opportunity for learning and growth
• Provide opportunity to think out of box to unleash potential
• Building a culture of praise and recognition
• Provide one-on-one mentoring and coaching
• Hiring based on cultural fit
• Provide right tools and offer necessary training to perform effectively
“When employees feel that they are valued and that their well-being is noticed and nurtured,
it can have a direct and positive impact on retention, and loyalty” -
Building Resilient Workforce
My assessment is that the impact and lessons learnt from pandemic is making it necessary to engage
and build resilient Workforce for the success of business in future. HR Leaders in Organization
should play a lead role to facilitate this process. This encourages and restores confidence among
employees and creates a sense of belonging. Needless to say, that HR needs to be in the forefront in
engaging and building Resilient Workforce.
It is simple, yet powerful notion that a person’s psychological state has a very strong bearing on
Organizational health. It sets forth evidence showing an employee’s, behavior, attitude, emotions
in the Organization. In today’s 24/7 global working environment, coupled with job uncertainty,
family demands, economic Issues etc., are creating big challenge for employee to balance between
work and home life. “Companies are finding that investing in employees’ emotional well-being can
mean a healthier bottom line”.
Ways to strengthen Resilience

To strengthen resiliency, the HR leaders in organization should have the self-reliance, confidence,
positive attitude and commitment to cope up with the disruption. The key focus for the HR leaders
should be as follows:
Focus areas Dimensions
Social and Psychological Factors · Understanding the impact on unemployment in future
· Addressing and managing the mental health challenges
· Managing the future job demands with optimal resources that
is likely to cause more stress
· Fostering good social interactions within the teams
Workplace Practices · Understanding and managing the impact of attitudes and
behaviors of employees at workplace
· Strengthening and managing the emotions of Virtual teams
· Ensuring consistent flow of information and get the right
feedback from employees
Organization Culture · Fostering the culture of innovation more effectively
· Managing Cultural Norms that needs to be stronger, but
flexible
Leadership · Reskill, upskill employees across to make sure that they are
relevant and able to meet Customers demand
· Converting employee experience into customer experience
· Ensuring effectiveness of employees who are working from
remote locations
Vol. 02 | Issue 04 | May 2023 29

Success Quotient
When you allow this young generation to be involved effectively, they actually feel less stressed by
work. The key people skills for the leaders in business today are to do with building trust, respecting
others’ ideas, opinions and honest communication without blame or judgment. Definitely, young
generation want to make a difference and make a valuable contribution. If you want them to care
about the customers, you have to care about people. So don’t throw people in the water and see how
well they swim. HR needs to create an environment where and how this young generation can be
heard and can participate. Just as customer loyalty is critical to the long-term success of your
business, so too is employee loyalty.
PRESCRIPTION
To me HR’s role is like a mother’s role. Mother and Children have a best and divine method
of expressing emotion through Love. They smile eyes to eyes from the bottom of their heart
and express happiness and never hide their feelings. HR should adopt similar focus while
engaging and connecting this restless young Generation.
I just shared my experience in my professional journey of over three decades and It’s purely
my thought.
Vol. 02 | Issue 04 | May 2023 30

Research
Articles
Vol. 02 | Issue 04 | May 2023 31

Employee Engagement
Mr. Malthiyar Ramendra Ms. Abida Durrany
Principal consultant- Professional Assistant,
Human Resources and Ph.D. Galgotias University
Scholars from Galgotias University
Abstract and develop many essential competencies

This research paper highlights the significance which will be useful in their growth. Good
of Employee Engagement in the workplace. employee engagement goes to the kitchen of the
Does this contribute to the development of the house where families are also involved and be
Organization? What actions do firms take in this part of their spouse’s growth, thereby overall
arena to engage workers in a positive manner, growth of the organization as a whole. This is
eventually demonstrating the impact on called an employee value proposition. This
productivity, attrition rate, and other areas? I topic is ought to be considered as one important
would like to emphasize that engagement is a chapter in the purview of HR and Management
crucial key for HR professionals. The attempt if they would like to see Organizations and
is to generate creative concepts to maintain staff employees grow.
interest. When employees are engaged, the
viewpoint of the employees and the company as Methodology
whole changes drastically. Use the intrinsic Using text interpretation, focus groups, and
skill of the personnel and make them observations, qualitative analysis is used to
understand that organization cares for them. estimate the construction of a theory.
Employees gain numerous additional attributes,
such as teamwork, camaraderie, and adherence Introduction & Background
to the company's vision and core values, & Employee engagement is a crucial activity for
become a part of a learning organization. keeping employees in any organization flexible
and passionate about their work, resulting in
Engaged employees are more innovative and increased productivity and morale. The
forward-thinking and go the additional mile to employees' commitment level surges and they
finish their tasks. Their happy families give a are willing to go the additional mile for the
huge professional boost for the employees. company. If all workers are involved in a
positive manner, no one can prevent the
Keywords organization from thriving and advancing
Engaged employees, HR department, alongside people who work in a progressive
Employee value preposition, Engagement manner. Individuals or workers also get a great
survey, productivity. deal in terms of experience and development. It
is a win-win scenario for both. The organization
Purpose of the Study must take the initiative to develop desirable
The main objective of the study is to understand employee engagement activities in order to
whether Employee engagement maintain their engagement and maximize their
helpsOrganizations in any way or it is just production. The onus is on the organization to
Jargon that HR folks keep throwing around. provide the necessary engagement programs to
Do employers pay the required attention to it? make employees feel appreciated so that they
Everyone looks for overall develop-ment for stop looking for greener pastures elsewhere.
their growth. Employee engagement should be The HR department is responsible for directing
considered a very important KRA or event/tool these operations and maintaining employee
to motivate people, bring them on one platform, engagement and loyalty. By absorbing the
The corresponding author can be reached at ramen4@yahoo.com Vol. 02 | Issue 04 | May 2023 32
organization's core values and strategic the affirmative assertion, resulting in agile
objectives, engaged workers are always aligned behavior and performance.
with its purpose and vision. 4. T h e y l i k e c o n t r i b u t i n g b e n e fi c i a l
suggestions to the company.
It is not simple to keep personnel engaged in a 5. Employees like coming to the office
positive manner for an extended period of time. 6. Engagement generates motivation, which
To keep each employee motivated and engaged, in turn generates satisfaction; hence, people
it is necessary to use distinct metrics, since each choose to remain with the organization and
employee will have a unique attitude. As a contribute. In these companies, attrition is
result, the work of the human resources mostly under control.
department is extremely vital and crucial, as it 7. Improved interpersonal interactions.
deals with human brains. Workers like spending time with their
coworkers and no politicking.
This will always be a challenging proposition, 8. The employee value proposition is seen as
but human resources must always play the role an essential instrument for boosting
of the devil's advocate. to evaluate how workers employee engagement.
feel about the company and their level of 9. Workers participation to numerous cross-
involvement. In order to get balanced, action- functional teams. Everyone looks at the
oriented data, management hires external bigger picture.
companies to conduct employee engagement 10. They like volunteering whenever the
surveys. The survey result provides the opportunity arises, and they do not require
employer with sufficient information to take encouragement to do so.
action. Organizations may determine how 11. The employees' perspective is quite
engaged are their staff. optimistic, and are always eager to
contribute.
Before the next survey, it is now up to the 12. A welcoming environment is developed
employer to choose the appropriate action 13. People perceive that their efforts are
plans. In response to employee engagement appreciated, which is the greatest
surveys, the Human Resources department motivator.
develops numerous engagement activities. In 14. Engaged personnel are constantly forward-
addition, HR receives feedback from looking and constructive.
employees through various meetings and 15. Their focus is always on the bigger picture
forums. The department head is an additional and wish to grow with the Organization.
source of constructive input.
Two types of employee engagement tools
There are several advantages for an exist.
organization when employees are completely A) A place where no money is invested in the
engaged. engagement program, yet employees
remain motivated and believe it to be the
Highlighting some of them: finest place to work.
1. Motivated employees are willing to go the B) Where some costs are necessary to keep
additional mile to finish any task. everyone on the same page in terms of
2. Productivity and performance dramatically happiness.
increase. Both techniques are advantageous for the
3. Employees begin to connect with the organization.
purpose, vision, and values of the business. The employee starts feeling that they are in
Their performance begins to revolve around the right place and in the right hands.
Vol. 02 | Issue 04 | May 2023 33

Orientation of a new employee expected outcomes, are clearly outlined in

HR facilitates the smooth transition of new writing. This will provide him with a path to
employees in the new location. At the time of work . Everyone is there to encourage him till he
joining, the organization takes care of new adjusts to the new pitch to bat. All of these are
employees to assist them in settling into their indications of engagement with the new
positions and personal life. To aid the family in employee, which reflects positively on the
settling in, the organization provides organization's culture. The new employee
assistance. The family and staff are supported gradually builds connections with the
by providing temporary lodging in a guesthouse organization and colleagues. He feels very
or hotel till the family settles down . the satisfied as Organization looks after him from
employees and the family begin to believe that the day he arrives. Let's discuss the additional
they have joined the right Organization. The employee engagement initiatives that the
new employee can only perform successfully if organization produces and which incurs cost yet
everything at home is in order. are worthwhile. Indeed, this should be viewed
A new employee enters an organization, he goes as an investment in order to maintain staff
through an induction procedure. The HR engagement and motivation.
department explains the company's policies to
him. A. Growth: The organization must facilitate
individual development. Hence, the
Provision of accessories: His sitting organization develops a policy that
arrangement and other equipment, such as describes the professional growth of its
computers are organized and provided to him as personnel. This enables employees relate
soon as he joins the organization. to their own progress while also supporting
them in working in line with company
Meeting with superiors and function heads: policies to obtain the desired promotion
The Company’s CEO and other departmental and advancement.
heads spend meaningful time with him, which
supports and drives him. This provides a picture B. Effective appraisal process: A successful
of the organization's entire culture. The new performance evaluation system, followed
employee will perceive that everyone in the firm by a commensurate increment make you
welcomes and acknowledges his arrival. This feel recognized and appreciated by the
demonstrates his confidence. It is the same management team. Your accomplishments
sentiment he shares with his family back home, and abilities are acknowledged. which
and they are all pretty pleased with the indicates that your contributions are values.
organization. In addition, your area of improvement is
identified and the supervisor takes
HR involvement: HR should continue to take responsibility to fill the gaps appropriately
an interest in the overall induction and in order to enhance performance.
integration of new employees into the
organization until it feels at ease. C. Reward &Recognition (R&R): R&R
provides an additional venue for workers
Support from the HODs and coworkers: to receive recognition and feel connected.
Ensure that his primary abilities are utilized in a They feel as though they are routinely cared
productive manner while allowing him the for. There are several categories of awards :
opportunity to work and express himself. As he a. Outstanding worker of the year
is a new employee, other coworkers are b. A valuable suggestions award
available to assist him as necessary. His c. Longevity service award
functions and responsibilities, as well as the d. Staff member of the year
Vol. 02 | Issue 04 | May 2023 34

There might be several reward schemes to fact, the head of the department encourages
motivate and encourage personnel. them to participate in numerous cohorts and
Everyone is aware of the well-laid selection represent them as departmental ambassadors.
process of award systems that are Every employee feels happy and is involved, as
consistent and unambiguous. Workers will they would want to know the answers to the
target and strive for a specific prize for him following questions:
on the basis of R&R Policy ➢ What opportunities does he have in the
organization?
Other Engagement Platforms: ➢ What issues will the firm resolve for
There are further programs designed to them?
encourage employee participation in various
forums. According to Herzberg's theory of Here, it refers to the following factors, which
motivation, they are hygiene aspects, but they are more crucial to their engagement and
are equally essential for a worker's happiness at work:
development and engagement and acts as
motivating factors Career Growth: Do they find progress in their
career in terms of promotion or enlargement of
Cross-functional Team (CFT): Participation roles and responsibilities?
in cross- functional teams This platform
encourages employee engagement for a goal, Training and Development: Does the
and the team is recognized for this achievement. organization invest in the growth of its
The team exerts lots of effort to resolve this employees? Do they have a defined budget for
through researching the topicsand participating the planned and learning & development of
in group discussions. This is another platform employees? This will help them to be enriched
that provides staff engagement and motivation. in their job and become fulfilled and satisfied
They feel they have accomplished through e workers in the future. Hope the organization is
teamwork. not a miser and just discusses work and
productivity while ignoring employee
Cultural Programs and Committees: development, this will be incredibly
Encourage everyone to participate insports, discouraging to the employees.
festivals, and cultural activities. In this
approach, employees are engaged in a variety of Pay and benefits: Are compensation and
activities while working towards a common benefits competitive with the market? Is there
objective as a team. In doing so, they get any process for assessing the remuneration and
experience in event planning and teamwork. benefits appropriate to the employees? If this
is the case, then there will be little or informed
The aforementioned are examples of employee disparities. Workers are savvy enough to gain
engagement strategies. If employees see that market and salary knowledge and start
their abilities are being utilized, they are getting comparing. They start if the find disparity.
opportunities to learn new things, and are being Apparently, they will not devote their entire
recognized for their contributions to the team, potential to their profession, instead starts
they will overcome any obstacles to attain the seeking opportunities elsewhere. This is a
goal. They also develop planning and d e l i c a t e m a t t e r. H e r e , d i s c o n t e n t o r
Organizing skills. The organization and disengagement will emerge and prove to be the
department are always available to offer most detrimental. I would propose that this is a
assistance. They not only encourage employees very subtle battle that utterly disengages
to perform their regular jobs employees. This information spreads like
but also encourage them to join other teams. In wildfire and develops a highly hostile
Vol. 02 | Issue 04 | May 2023 35

environment. In this situation, though, you engagement statistics in real-time and have
cannot make everyone pleased , yet all essential employee data automatically
questions and undercurrents must be addressed populated into a single dashboard.
in order to prevent things from smoldering and These are some employee engagement and
becoming explosive. value propositions that every employee
anticipates while remaining with the
This again brought to my mind Herzberg's organization.
motivation theory. The two elements hypothesis With Qualtrics, you can increase engagement
incorporates both the hygiene and the and eliminate unwarranted churn (from
motivational factor. The idea has several Google)
workplace applications and benefits. Yet, EMPLOYEE
ENGAGEMENT
EMPLOYEE
PULSE
engagement necessitates that both hygiene and ONBOARDING
EMPOYEE
EXIT
FEEDBACK
incentive aspects play a role, either individually
or in unison.
ROLE
CHANGE
According to Herzberg's hypothesis, employees WORK
ANNIVERSARY
POST-PARENTAL
LEAVE
are demotivated when there are no motivational
aspects in the workplace, but they are not The assistance of employee experience and
displeased in the absence of hygienic factors. feedback at frequent intervals will improve
But people will be physically demotivated if interactions. A dashboard may be created to
the system lacks motivational reasons make this information more accessible,
Employers must handle the sensitive topic of followed by action points. Engagement always
employee engagement. It is analogous to a entails feedback and employee experience, thus
value proposition for employees in the the employee voice is the most important factor
workplace, which will incorporate both in making engagement work.
components of Herzberg's theory. You can
never predict what may alienate people. An Engagement is therefore a shared obligation
employee satisfaction survey is a useful tool for that should not fall under the jurisdiction of HR
identifying deficiencies and gaps for only. It is true that HR generates several new
organizations to take corrective action. activities and ideas for the organization with the
Companies are on their toes to continually aid of internal debates and input from a different
assess their workers and devise inventive means sources. The departments should also take
to keep them engaged and motivated. responsibility for engagement. Employee
Motivation and hygiene factors work hand in engagement will go extremely well when those
hand to maintain employee engagement and in leadership positions participate in unison. It
participation. should be evaluated internally to assist HR
personnel in rethinking the feedback they
One of the most effective engagement factors is receive, in addition to ESS comments. This is
derived from the employee experience data, easier said than done, but management must do
or the employee value proposition. What additional efforts to ensure that people are
employees at all levels of an organization feel engaged and motivated to work with
from the day they join until the day they depart ? excitement.
With a comprehensive perspective of each
lifecycle touchpoint, the Employee Satisfaction A futuristic-looking organization will create
Survey makes it simple to measure and organizational engagement programs based on
integrate insights throughout the full employees’ feedback from different quarters
employee life cycle, from recruiting to and develop an action plan.. Companies
separation. See full workforce health and recognize that workers are the backbone of any
Vol. 02 | Issue 04 | May 2023 36

industry. Hence, they should be seen important tool for the success of their
differently, and a large portion of the organizations but lacks innovative ideas for
engagement strategy should focus on ensuring doing it.
their satisfaction. Being the "eye" and "ear" of b. Organizations consider it an“Employee
the business, the department of human value proposition” and give due recognition
resources plays a crucial function. HR should to it. They keep a separate budget for this.
get data from peer Organizations that can be These are successful Organizations and by
comprehended in order to get betterengagement and large, people are satisfied and motivated
practices occurring elsewhere. This is vitally while willingly getting connected to the
crucial from a survival standpoint. Organization. The result is that they spend
many years in the Organizations and grow
So, the more data better it is. It should be with them
analyzed on a regular basis through the lens of c. Some organizations are in the old school of
their employees. This helps the organization to thought and take time to understand this. My
enhance the engagement plan/score. There are advice is that they should understand
several technologies available for measuring quickly in order to survive in the cut-throat
employee engagement and displaying the competition
results to the company. Companies are using But overall, most Industries have started
these ready-made tools to determine their giving due importance to it and work
employee engagement ratings and then use the favorably toward it with the help of HR.
results to improve for the future. Their personal involvement is also
witnessed and this is a very good sign. The
FINDINGS employee value proposition and experience
I found various schools of thought on this topic: are important aspects for Organizations in
a. Many Organization considers this an this fast-growing VUCA world.
CONCLUSION :
Employee engagement is the name of the game today for any forward- thinking organization
that wishes to flourish and remain competitive in the marketplace for an extended period of
time. They modify their rules and engagement activities in response to employee feedback, but
only if the feedback is meritorious. Idealistically, organizations should undertake employee
engagement surveys on a regular, while ensuring that previous gaps are filled. Employers must
take action based on the results of employee engagement; failing to do so might result in
employee churn, especially in critical positions, which no organization can afford.
Companies are respected and well- known in the market if they maintain employee engagement
and customer satisfaction. Aspirants will seek employment in these organizations where
employees' views areacknowledged and cared for properly. People discuss the culture of any
business in the market. Mouth-to-mouth advertisementis crucial and may make or break a
company's reputation in the market. Thus, the significance of employee engagement cannot be
minimized in this ruthless and increasing talent shortage market rivalry.
I hope my research y paper kept you all interested and engaged. I have attempted to provide
inputs and insights from the perspective of employees that influence their decision to "remain
in" or "stay out" of a partnership. Employees nowadays seek holistic growth, and Employee
engage-ment emerges as the most crucial instrument for every organization. Several firms,
particularly in the service industry, have a department whose only responsi-bility is to create
and design employee engagement programs.
Vol. 02 | Issue 04 | May 2023 37

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Engagement-at- Kharanja-Industry-Pvt-Ltd- Humanbad.pdf
Vol. 02 | Issue 04 | May 2023 38

Developing Employee Engagement

Empowering Diverse Workforce
Mr. Sushilkumar Warkar Ms. Dipika Patil Lathkar

Lead HR Director
Mahindra & Mahindra Limited SSIG Mfg. Advancements Pvt. Ltd.
Abstract initiatives for employees can help build a

We are living in a world with infinite culture of collaboration, help to drive
possibilities. The level of shift happening and at productivity, and induce ownership within the
the frequency with which we can see changes employee in an organization. Going forward we
coming in our day-to-day pattern of work seems can also witness that this way of thinking would
to be very dynamic. The changing world is now be very crucial of future workforce and would
focused on customization of needs. One will have its wining implication towards the new
consider a particular aspect only if it has generation workforce.
something to offer your better. The markets are The deliverables from highly engaged
looking forward for the different ways the task employee would always drive the difference in
is executed. One should always seek the best an organization. This in larger terms would
possible way to deliver and should also bring an make organization market competent,
extra mile delivery. Considering the same with sustainable, and will own its spirit to bring
employee engagement. The traditional change in the society creating transformation.
spectacles of employee engagement now do not Thus, engagement not only bring synergy to
exist at all. develop but also provides enormous rigor to
Employees want to have a better level of g r o w, d e v e l o p a n d d r i v e t h e w a y a n
engagement with the organization. If the organization should work or tend to work.
employee finds it difficult to settle with
organizations definition with engagement, then Keywords: Employee Engagement, Diverse
they tend to be disengaged leading to low Workforce, Customization, Sustainable,
productivity, disconnect, lag in ownership and Collaboration, Ecosystem, Talent Life Cycle.
commitment. In broader prospect all these can
damage business very effortlessly. The solution Introduction:
towards this is create high level on engagement Employee engagement concept was introduced
which would drive workforce to deliver the by William Kahn (an American Sociologist) 25
best, partnering them to ensure productivity and years ago. According to him Employee
commitment. This can be only achieved Engagement is an idea of ‘Individual/Employee
through different level of engagement plan having/showing intense psychological
consider the type of workforce. connection with work’. Employees at
Driving such engagement initiatives would be workplace have different roles assigned to them
difficult since it would take gigantic efforts. such CEO, Manager, Executive etc with a
Ensuring the delivery of such effort further defined set of goals which is similar to roles they
would be even a bigger challenge but play in their personal lives as Grandparents,
customizing these initiatives basis the diverse Parents, Siblings etc.
group will create a sense of liveliness in the Individuals play their role to perfection only
ecosystem. when they feel motivated and engaged.
The authors through this article have Engaged employees feel emotionally and
highlighted the different ways through which mentally connected with the organization and
customization of employee engagement hence, they give their best while performing the
The corresponding author can be reached at sushilkumar.warkar@mahindra.com Vol. 02 | Issue 04 | May 2023 39
role assigned to them as well as motivate and organization and the employee.
inspire their team members/peers to give out People first comes with the priorities and
their best performance. help the organization to perform better
Same ideology also gets reflected in Simon under any adverse situation leading to the
Sinek (American author and Inspirational potential of the organization to grow during
Speaker) phrase which says that “When people the long term and specifically during the
are financially invested, they expect some kind times of crisis.
of return but When people are psychologically
invested or involved, they want to contribute B. Work Life Balance:
towards the growth of the organization.” Work life balance is one of the most
In today’s competitive world with disruptive important parameters especially for new
technologies influencing and transforming how generation which are coming to work. The
o r g a n i z a t i o n ’s f u n c t i o n , t h e k e y t o work life balance plays very important role
Organization’s growth is its unique value and help to ensure that employee feel that he
congruent culture and diverse workforce they can balance his professional life and
have employed. Diversity in workforce personal life both. The synchronization of
acknowledges the individual strengths of each both can leading to employee performing
employee and the potential they bring, thereby very well in each aspect and delivering the
making it an important asset for the best.
organization. We as HR professionals need to Work life balance helps employee to
devise proper employee engagement strategies develop a stable thought process, improved
to properly nurture, manage and develop this sense of connect with the organization and
diverse workforce amidst challenges that we enhance his ability to deliver extra mile for
face such as conflicting expectations, the organization.
paradoxical demands, diversity in goals and
dynamicity in aspirations. C. Diversity and Inclusion at Workplace:
A highly engaged diverse workforce can help Diverse and inclusive workplace can create
create a Sustained Competitive Advantage for miracle but a very special emphasis on the
the organization. As we all know ‘One Size factor which can impact the efficiency of
Does Not Fit All’, for keeping diverse this is engagement. So, customization of the
workforce engaged through their entire Talent engagement initiative should be done to
Life Cycle we need to understand their needs take accountability of the diversity. Let it be
and devise strategies which can be customized gender, age, culture, and geographic
to their needs. Hence, in this research article our location.
focus is on understanding employee The collaboration and openness to one’s
engagement needs in relation to different phases view is also point which needs to be
of Talent Life Cycle and proposing employee considered in the entire action plan
engagement practices which can be curated to and hence making extra miles efforts for
their needs. tailor made engagement initiatives would
be value adding to the organizations.
A. People First Culture:
The factor of people first is very important D. Leadership Viewpoint:
and crucial when the consider the employee Leadership viewpoint is the soul of entire
engagement. Since it is the core of the entire engagement process. The more top leaders
drive which bring everyone to common consider it as important part of the
understanding and leads to align the organization. The more you can see it
organization goals and individual goal growing with the employees. It should be
leading to strong sense of connect between strongly reflected from the top leaders
Vol. 02 | Issue 04 | May 2023 40

during their communi-cation. than a person who has no commitment towards

The critical essence to the employee the organization.
engagement should always be focused by The authors of this article have also referred
senior leader and this would automatically “Employee Engagement: Tools for Analysis,
drill down till the last level. Practice, and Competitive Advantage” written
by Scott A. Young, William H. Macey, Karen
E. Use of Technology in Engagement: M. Barbera and Benjamin Schneider. The book
Now a day we have huge data floating in and has a wonderful blend of practical advice and
around us. This data can be used strongly to tools for employee engagement. This book
customize the need and then deliver the best- highlights the definition of employee
in-class employee engagement initiatives. engagement and relates it with concepts like
The data not only help to identify the root satisfaction and commitment. It also includes
cause but also support with the driving various practices to improve upon the level of
factor which can reboot the entire engagements. The though process of manager
ecosystem. and the certain important point of
Thus, the special attention should always be communication for managers to increase
provided on using the data as one of the very employee engage-ment into their functional
crucial tools for the employee engagement. areas. The section with precise focus on issues
of work life balance and its relationship with
Literature Review: employee engagement is also being addressed.
The authors of this article have gone through Authors have also referred “The Employee
various books, articles, news-paper, research, Engagement Mindset” by Tim Clark. The idea of
and internet blogs to understand the overall connecting, shaping, learning, stretching,
trends of the employee engagement. The achieving and contributing is one of the major
authors have gained insight through continuous concepts which is being described by Timothy
understanding of various imperatives which are Clark.Theseideascould help and deliver better
consider at the highest priority during the entire experience and has systematic implementation of
study. The employee engagement being one of employee engagement imperatives. The various
the most empowering factor toward enhancing news articles and blog on the internet have helped
employee productivity subsequently ample to understand the current trends of the employee
research material is available. A huge data and engagement. Since, now most of employment is
insight on various web platform have helped to tending towards Gen Z. Internet blog are very
gain better linkage between the studied details important to understand the way how Gen Z
and making their interpretation. perceives employee engagement. The way new
The book “Employee Engagement: A Practical generation thinks about the employee
Introduction” by author Emma Bridger has engagement versus the Gen Y and Gen X seems to
defined a brief insight on the practical be very different. Thus, understanding this
implication and how various employee prospect is very important to make this article
engagement imperatives can help to develop reliable.
and nurture progressive work culture. The
content of the book has helped to understand ResearchMethodology:
that we must take into consideration the The authors of the article have done primary
employee perception before ensuring any research and secondary research for content
employee engagement initiative. creation of this article. We have used purposive
The author has briefed about the extent to which sampling technique to collect the primary data
an individual is involved in the business can which is majorly collected from key stakeholders
impact the commitment of that person. The such as people in Leadership position, HR
more committed person would deliver far better professionals, Working professionals and Final
Vol. 02 | Issue 04 | May 2023 41

Year Engineering students using a questionnaire workplace where they will be working. The
to understand their perspective on Employee second questionnaire was shared with
Engagement POST COVID, and Business professional who have been working for several
transformationbroughtbyuseofvariousevolving year in various organization. The third
technologies at workplace.We have gathered data questionnaire was meant for Leadership &
from more than 50 people who are working in Strategic roles. The data is then being analyzed
Leadership position and as HR professionals consider all different aspect and their
because these are the key people who devise and expectation in terms of employee engagement.
implement employee engagement strategies /
policies respectively. We have also collected data Major data analysis from the questionnaire
from more than 100 working professionals to shared with entry level talent are as per
measure their engagement levels on various Engagement Factors that would help these New
parameters and understand top 3 drivers which Hires to be Engaged. The lead factor considered
have helped them to stay engaged. We have are–Learning & Development opportunities,
collected data from more than 700 Students of supportive, positive, innovative Organizational
Final Year Engineering to understand their Culture and policies focused on Employee
perspective and key drivers which would help (Mental, Physical and Emotional) Well-Being.
them keep engaged when they start their corporate Organizations having above factors
journeyasprofessionals. institutionalized in their system are likely to be
the first choice for these Entry Level Talent
Data Analysis and Interpretation: Pool.
The authors of the research paper have selected
three different questionnaires to analyze the The second set of questionnaires focused on
data the first one was meant to collect responses working professional and the major observation
from Students and their prospects for future for the same as per Fig 2.0 (Responses from
Working Professionals)
F i g 2 . 0 - R e s p o n s e s f ro m Wo r k i n g
Professionals
Survey for Working Professionals indicated that

Competitive Salary and Benefits is one of the
key driving forces which helps or has helped
keep Employees Engaged. Supportive and
Fig.1.0 (Responses from entry Level Talent) Inclusive Organizational Culture and Growth
Vol. 02 | Issue 04 | May 2023 42

Opportunities that employees are offered too fostering positive relationship along with
impacts Employee Engagement Levels. transparency in communication are key driving
Organizations having devised attractive factors for Employees Engagement.
Compensation and Benefit policy, Supportive Organizations having supportive and positive
Organizational Culture and providing Growth culture, policies & initiatives providing
Avenues to their employees are likely to have professional development avenues to their
their employees more engaged and productive. employees are likely to experience higher
The researchers also focused on part of employee engagement levels. Organizations
Leadership and HR prospective for employee essentially need to practice deep penetration of
engagement as described in Fig 3.0 (Responses company vision/goals, performance & align
from Working Professionals) individual goals to employees in building trust
and sense of inclusivity amongst their
employees.
Proposed Framework:
The authors of this article have developed a
framework which could be essentially helping
the organizations to build engaged work
culture. The model includes layered structure in
pyramid shape. Various layers have impact on
different type of workforce which can help to
channelize engagement drives and lead the
organizations to achieve the best possible
results.
Foundation Object:
The layer is the core for every employee, and it
has organization culture as the inseparable part
of the employee engagement.
F i g 3 . 0 - R e s p o n s e s f r o m Wo r k i n g
Professionals
Survey indicated Leadership position and HR

professionals that Organizational Culture, Fig: 4.0 -Framework for Effective Employee
providing career advancement opportunities & Engagement at different career stages.
Vol. 02 | Issue 04 | May 2023 43

Let it be a new entrant, professional with several sense of growth in the employees. The
years of work experience or a leader. The engagement is layered mostly for leadership &
organization culture drives everyone and professionals. New learning avenues and
engages everyone towards itself. development opportunities have significant
impact on the engagement level of the
Primary Layer: employees in the organization.
Primary Layer is very important for the
professional and the new entrants since it has Notch Layer:
wellbeing as the offering. Wellbeing in today’s The top layer management and the leadership
world has really gained its importance. Let it be level employees have the influence on notch
in any terms physical, mental, or social layer. The notch layer in about job enrichment &
wellbeing They all play an inseparable role for communication. That give the leaders their
the engagement level of employees in the motivation towards work and keep them
organization. engaged and deliver the best.
Secondary Layer: The notch layer has multiple factors

This layer deals with reward and benefit part of considering the size of the business, sector, and
the organization. The reward, recognition and overall organizational dynamics. It binds the
benefit play a vital role in the engagement of leader’s commitment toward the organization
new entrants and thus support their and hence is one of the most important layers in
psychological engagement providing the best the framework.
result from the employees.
Secondary level has a strong impact, and it also This framework if sensed through microscope
gives sense of belongingness to the employees of different organizations would help
for their contribution toward the organization. significantly in increasing the employee
engagement scores and thus help the
Tertiary Layer: organizations to flourish through high level of
Learning and development opportunities are commitment from the employees.
some one always looks forward and it creates a
CONCLUSION:
In today’s world of disruption employee engagement is a real challenge. The employees will
deliver the best if they feel connected with the organization and own their domain of expertise.
To make it happen the organization must strive and deliver the best to its employees.
The organization with high employee engagement have a competitive benefit over the other
organizations.
Now the market has tuned from employers’ market to employee market. The era of attrition has
taught us that its employees who will decide the fate of the organization and not the
organization deciding fate of the employees. More avenues to create quality talent and retaining
this talent has become the buzz word. For Entry Level Talent, planning pre-engagement
program which involves getting them acquainted with Organization policies, Value System,
and providing them Virtual Trainings so that they have required skill set to do their job
efficiently is must for organizations to attract right Talent pool, invest in developing Potential
Talent Pool In house and promote diversity in the workforce.
The retention would only be possible with providing the best culture to the employees. The
culture not only include good pay scales but wellbeing of the employees, social benefits,
learning opportunities, reward and recognition and job enrichment.
Vol. 02 | Issue 04 | May 2023 44

The employees will feel sense of ownership only when the organization will provide a strong
magnetic field of empathy. This empathy means belongingness of the employees with the
organization. The psychological connect of the employee with the organization hold the
maximum importance and nothing can be best offered to the employees who has strong sense
of bonding with the organization.
The organizations now not only need to focus on their profit margins but also must include the
employee engagement margins to be one of the market leaders.
BIBLIOGRAPHY:
1. https://talentcultures.com
2. https://www.hrexaminers.com/
3. https://www.talentHR.com
4. https://www.hrzoneindia.com/
5. Employee Engagement: A Practical Introduction - Emma Bridger
6. Employee Engagement: Tools for Analysis, Practice, and Competitive Advantageb - William
H. Macey, Benjamin Schneider, Karen M. Barbera & Scott A. Young
7. The Employee Engagement Mindset- Tim Clark
8. Lokmat Times, Times of India, Sakal Times, Mint and local newspapers.
9. https://www.Bonfyreapp.com
10. https://www.Glassdoor.com
11. https://in.linkedin.com/
Vol. 02 | Issue 04 | May 2023 45

Role of trust as a Mediator between Knowledge sharing

and organisational effectiveness:
Insights into Higher Educational Institutions of Assam
Dr. Samrat Bharadwaj Dr. Pranjal Bezborah
Assistant Professor, Department of Commerce, Professor (Retd.), Department
Digboi College, Itavata-786171, Digboi, of Commerce, Dibrugarh University,
Dist. Tinsukia, Assam, India Dibrugarh-786004,.
Abstract excessive amount of emphasis on research,

This study intends to assess the mediating effect viewing the performance of research as a
of trust on the relationships between measurement of the value of the institution. If
academicians' knowledge-sharing behavior and these methods are unsuccessful in addressing
their external and internal efficiency at higher the issue of teaching quality, it is in part owing
education institutions. 385 regular sanctioned to the difficulty of determining how good a
college instructors from 11 colleges in Assam teacher is (Hernard, 2008) Throughout its
were administered a standardized history, India has been known as a land of
questionnaire. The proposed study framework students and teachers.
is studied using Structural Equation Modelling
and Mediation Analysis. Assam's 385 regularly Taxila, Nalanda, and Vikramshila were three of
sanctioned college teachers are surveyed India's most illustrious universities from India's
utilizing the snowball method of data bygone era, when the country was known for its
collection. Regression analysis and mediation intellectuals and academic institutions. Both the
analyses demonstrate that information sharing federal government and state governments are
has a positive effect on the variables and that putting a strong emphasis on the expansion of
there is partial mediation between the causal higher education, which includes growing the
and outcome factors. As the first study of its number of institutions and colleges. This is
kind to establish a relationship between the done in an effort to cultivate talent. It is beyond
hypothesized variables, this investigation reasonable dispute that the private sector in
contributes to the dearth of pertinent literature India has significantly contributed to the
in the context domain. development of India's educational system.
There is no sense of rivalry between the public
Keywords: Assam, Higher Education, College and private sectors of India's education system;
Teachers, Trust, Knowledge sharing. rather, they work together. There has been a
substantial increase in the number of
Introduction universities, university-level institutions, and
Educational institutes serve a vital role in all the colleges in India since the country gained
societies. India's higher education system has independence. That the 'Right to Education
the third-highest number of students enrolled Act,' which mandates school attendance for all
worldwide, after China and the United States of children aged 6 to 14, has had such a profound
America. The status of India as one of the impact can be seen in the meteoric spike in
world's foremost cultural and academic hubs enrolment over the past four years. Significant
will grow rapidly in the next decades. There is a progress has been made in this field of
growing public concern about the quality of research as a direct result of the involvement
higher education programs, as well as the public of the corporate sector in higher education. At
reviews and international rankings of such the moment, the private sector in India is
schools, as higher education systems expand responsible for funding over sixty percent of
and diversify. On the other hand, these India's educational establishments at the higher
comparisons have a propensity to place an education level. This has sped the establishment
The corresponding author can be reached at samratbharadwaj8@gmail.com Vol. 02 | Issue 04 | May 2023 46
of colleges formed during the course of the past conversation in both directions, management
decade, which has resulted in India becoming still needs to be concerned with whether or not
the country with the most Higher Education the exchange of knowledge is complete. Full
institutions and the second-highest student knowledge sharing is when all of the
enrolments in the world (Shaguri, 2013). From information that is known is disclosed, whereas
a low of 20 in 1950, there are now 677 colleges partial knowledge sharing is when some of the
and universities, a 34-fold increase. Despite information is not given or only shared to a
these numbers, a small percentage of these certain extent because of concerns about
schools have been ranked among the world's top confidentiality and risk (Bigley Karlene H.,
by international education rating agencies. 2001). As a consequence of this, the type and
Moreover, India has not been successful in method in which information is shared may be
creating top-tier academic institutions. As influenced by circum-stances or environmental
flawed as it is, India's higher education system is factors.
in a good spot to take advantage of
opportunities and carve out a special place for Knowledge sharing provides several benefits to
itself internationally. However, it necessitates a the business, and a great number of research
more open and responsible approach to agree that it contributes to the effectiveness of
education, a rethinking of the function of the organization, despite the fact that different
postsecondary institutions in the new orientations may approach it differently
millennium, and a rise in empirical studies of (Olivera, 2000). Knowledge sharing has been
how people learn. If India continues to send its shown to improve employee satisfaction,
highly skilled workers abroad, it will have little encourage continuous improvement, and raise a
trouble making the leap from developing to company's potential for innovative thinking
developed nation status in the United States. (Cardoso Andreia; Peralta, Carlos Ferreira,
2012; Gold Arvind; Segars, Albert H., 2001).
Theoretical Background & Hypotheses There are a number of factors that may be able
Development to facilitate the process of knowledge sharing,
Knowledge sharing takes place when an and based on the extensive evidence from
individual is willing to not only assist but also previous research, trust stands out as the most
learn from others in the process of the important factor (Lee Byounggu, 2003). To
development of new competencies (Senge, ensure an active knowledge sharing process,
1998). The term "knowledge sharing behavior" there are a number of factors that may be able to
is used to describe the degree to which facilitate the process. When talking about the
individuals share strategic knowledge with their connection between these two things, the
co-workers through the process of exchanging researcher discusses Social Exchange Theory
knowledge as well as collectively producing (SET). The SET asserts that the cultivation of
new knowledge (van den Hooff Jan A., 2004). trust, loyalty, and mutual obligations are the key
This indicates that knowledge sharing is principles that must be adhered to in order to
dependent on processes that move in both successfully influence the conduct of other
directions, namely the gift and gathering of individuals (Cropanzano Zinta S.; Bobocel, D.
information. For example, if an employee has Ramona; Rupp, Deborah E., 2001). In addition,
access to fresh information, they will typically the SET asserts that particular antecedents in the
discuss it with a co-worker as soon as possible. workplace lead to interpersonal ties, sometimes
After that, the information is assimilated by the referred to as social exchange relationships
colleague so that they can improve their (Cropanzano Zinta S.; Bobocel, D. Ramona;
capabilities. Rupp, Deborah E., 2001). The higher amount of
social connection that is being provided to
Even if the exchange of knowledge is a employees will inspire them to engage in more
Vol. 02 | Issue 04 | May 2023 47

constructive behavior. The concept of information since it lessens the anxiety

knowledge sharing is relevant to our case. associated with the prospect of having one's
Because identification acts as a motivator, value diminished while simultaneously
influencing the motivation to share knowledge, enhancing an individual's desire to have their
and trust has been recognized as an element of expertise documented (Renzl, 2008).
social identification, it is possible that social According to Cummings and Bromiley (1996,
identification can increase the amount of p. 303), in order to foster a trustworthy work
knowledge that is shared (Chiu Meng-Hsiang; environment, teams need to (a) make a sincere
Wang, Eric T. G., 2006). It is possible to effort to keep their word on agreements both
describe trust either as a dispositional and written and verbal, (b) be forthright in any
enduring individual feature or as a relational negotiations leading up to those agreements,
component between two people, a person and a and (c) refrain from taking undue advantage of
team, or a person and an organization one another (Cummings Philip, 1996). These
(Yakovleva Richard R.; Werko, Robert, 2010). hypotheses were subsequently proposed by the
Trust can also be defined as a relational researcher as a result of the study's findings.
component between a person and an
organization. Trust was found to have a direct H1: Knowledge sharing has a positive
effect on the performance of the business (Davis influence on trust.
F. David; Mayer, Roger C.; Tan, Hwee Hoon, H2: Trust positively influences organisation’s
2000), to be a significant determining factor in external effectiveness.
employee productivity (Mishra Molly A., H3: Trust positively influences organisation’s
1990), and to improve employee problem- internal effectiveness.
solving abilities (Nonaka & Takeuchi, 1995). H4: Knowledge sharing positively influences
Because it makes the process of communicating organisation’s external effectiveness.
tacit information easier, trust is a vital quality to H5: Knowledge sharing positively influences
have. Knowledge can be broken down into two organisation’s internal effectiveness.
categories: tacit knowledge and explicit H6: Trust mediates the relationship between
knowledge (Nonaka & Takeuchi, 1995). It is not knowledge sharing and organisation’s
difficult to communicate and record one's external effectiveness.
acquired knowledge. Included in this category H7: Trust mediates the relationship between
are things like documents, memorandums, knowledge sharing and organisation’s
emails, and presentation slides. Tacit internal effectiveness.
information, on the other hand, is indelibly
imprinted in the mind of the person who The research model for this study is shown on
possesses it, making it challenging to record and Fig. 1
verify (Cross & Baird, 2000). Skills such as H6 ORGANISATIONAL
problem-solving and analysis are examples of H4
EFFECTIVENESS
(EXTERNAL)
this. As a consequence of this, the company will
suffer significant losses when these highly
skilled workers leave their positions (i.e., H2
knowledge). The results of a multitude of KNOWLEDGE TRUST
SHARING
studies that were conducted with the intention H3
of finding a solution to this problem have shown
that the transfer of tacit knowledge may be H5
H7 ORGANISATIONAL
highly dependent on the degree to which EFFECTIVENESS
employees are trusted as recipients and sources (INTERNAL)
(Adler, 2000). In addition, Renzl (2008) pointed
out that trust makes it easier to share Fig. 1. Research Framework
Vol. 02 | Issue 04 | May 2023 48

RESEARCH METHODOLOGY requirement set forth by Lehman & Rourke

The researcher gathered responses from college (2005), Nunnally (1978), and Wells & Wollack
professors in Assam who were employed in (2003), which asserted that the value must be
normal sanctioned posts by means of a survey greater than 0.70 in order for it to be considered
that the participants were free to conduct to acceptable, resulted in Cronbach's alpha values
themselves (India). The formula n = (p(1- that ranged anywhere from 0.834 to 0.917. The
p)z^2)/E^2, is used to get the required minimum requirement specified that the value must be
sample size of 384, where n stands for sample greater than 0.70 in order for it to be considered
size, p stands for population proportion, z acceptable.
stands for z-score, and E stands for margin of
error. The level of confidence is 95%, the z- The results of the reliability test for the variables
score is 1.96, the margin of error is 5%, and the that were taken into consideration are presented
proportion of the population is 50%. in Table 1.
(Bharadwaj and Bezborah, 2021). For
convenience, the researcher contacted 400 Table 1: Reliability Test
subjects through snowballing method of data After determining the average rating of the
collection of which only 385 questionnaires indicators for every construct, it is then
were found valid for analysis. The survey calculated for the various item scales to
constituted respondents from 11 provincialized determine this value. The findings of the
degree colleges from the districts of Tinsukia, descriptive analysis are presented in Table 2,
Dibrugarh, Sivasagar, Jorhat and Kamrup (M). which may be seen below.
The research instrument used during the survey
comprised of multiple pre-established scales by Table 2: Descriptive Analysis
prior researchers. Initially, to measure the According to the findings shown in Table 2, the
variable of knowledge sharing, a 10-item model mean values for all of the variables fall
created by van den Hooff and de Ridder (2004) somewhere in the range of 3.00 to 4.00.
(van den Hooff Jan A., 2004) was used. Knowledge Sharing is at its maximum, while
Subsequently, a six-item trust scale established Organization's External Effectiveness is at its
by Lee and Choi (2003) was used to measure lowest among all of these factors. The range
trust. Following it, in order to evaluate the makes it quite evident that the majority of
organisation’s external effectiveness, a seven- respondents selected the middle ground,
item scale designed by Espirito (2001) [as "Neither Agree nor Disagree," as their preferred
described in (Mussalam, 2011)] was used. Last response. In addition, the range of the standard
but not the least, to analyse the organisation’s deviation, which spans between 0.862 and
internal effectiveness, a 13-item scale as 1.094, helps to explain why there was a
established by Espirito (2001) [as described significant amount of variability present within
(Mussalam, 2011)] was used. the data set.
ANALYSIS AND INTERPRETATION The final responses constituted an 96.25%

Reliability Test and Descriptive Statistics: response rate; of which males contributed to
An initial survey with a sample size of thirty 54.33% and females contributed to 45.67%.
college professors was carried out as a pilot Around 53.25% of the respondents were under
project with the purpose of evaluating the the age of 35, while the remaining 46.75% were
reliability as well as validity of the below the age group of 60 years. Regarding
questionnaire. As a direct consequence of this, education, approximately 100% of participants
the Cronbach's Alpha was calculated, which were Master’s degree holders and about 61.72%
revealed extremely high levels of dependability. were PhD awardees.
All of the measurements that met the
Vol. 02 | Issue 04 | May 2023 49

Regression Analysis
d = 0.5566
The association between Knowledge Sharing, ORGANISATIONAL
EFFECTIVENESS
Trust, Organisation’s External Effectiveness (EXTERNAL)
and Organisation’s Internal Effectiveness is
analysed using simple regression analysis. The a=0.3433 b = 0.6765
results are presented in Table 3 below: KNOWLEDGE
TRUST
SHARING c = 0.3423
Table 3: Regression Analysis of Knowledge

Sharing, Trust, Organisation’s External
ORGANISATIONAL
Effectiveness, Organisation’s Internal e = 0.0623 EFFECTIVENESS
Effectiveness (INTERNAL)
Table 3 shows that Trust (β=0.612, p<0.001), Figure 2: Mediation Analysis

Organization's External Effectiveness (=0.129,
p 0 . 0 0 1 ) , a n d O rg a n i z a t i o n ' s I n t e r n a l demonstrates that the linked mediation between
Effectiveness (β=0.203, p<0.001) have a Trust and Organization's External Effectiveness
substantial and positive relationship with is similarly positive and statistically significant.
K n o w l e d g e S h a r i n g . A d d i t i o n a l l y, Paths c (β=0.3423, se=0.0343, p0.001) implies
Organization's External Effectiveness (β= that the linked mediations for each instance are
0.513, p<0.001) and Organization's Internal statistically significant and positive. β = 0.2322
Effectiveness (β= 0.223, p<0.01) are observed and β = 0.1175 were determined
to have a positive and significant relationship to be positive and statistically significant for
with Trust. As a result of the studies, it is the indirect effects a*b and a*c, respectively.
possible to draw the conclusion that five out of The total effect of Knowledge Sharing on
the seven hypotheses that were taken into Organization's External Effectiveness
consideration for this study, namely H1, H2, d=(β=0.5566, se=0.0410, p0.001) and
H3, H4, and H5, are supported. Organization's Internal Effectiveness
e=(β=0.0623, se=0.0121, p0.001) is also
Meditating Test: positive and statistically significant.
Mediation analysis was conducted to examine
whether the element of Trust mediate the role Because the mediators contribute significantly
between the Independent Variable viz. to the overall effect, and because the direct
Knowledge Sharing and Independent Variables effects of the causative variable are also sizable,
viz. Organisation’s External Effectiveness and this situation best exemplifies partial mediation.
Organisation’s Internal Effectiveness. It was This can be reported as a case of partial
conducted for testing the last two proposed mediation, since Knowledge Sharing's direct
hypotheses viz. H6 and H7. PROCESS v3.5 in effect on the Organization's External and
SPSS was used to run the mediation analysis. Internal Effectiveness remains significant even
Five direct effects (paths a-e) and three indirect after controlling for mediators (the coefficients
effects (a*b, a*c) are shown in Figure 2 for the for Knowledge Sharing decreased from 0.8675
path model. to 0.5566 and 0.5463 to 0.0623). It follows that
both H6 and H7 are correct.
Path a (β=0.3433, se=0.0312, p0.001) reveals
that the linked mediation for Trust in light of
Knowledge Sharing is positive and statistically
significant, as determined by an examination of
the mediation model depicted in Figure 4. Path
b (β=0.6765, se=0.0814, p0.001) subsequently
Vol. 02 | Issue 04 | May 2023 50

FINDINGS, IMPLICATIONS AND CONCLUSION

The current investigation has a variety of implications, both in the theoretical and practical
realms. Prior research uncovered the direct impact of the elements that can be applied to
assess if knowledge sharing affects organizational success. In this study, the researcher
adds a new dimension by exploring the mediating role of trust to explain the level to which
these effects exist, as well as their causes and mechanisms. Encouragement, as opposed to
force, enhances the behavior of information sharing. Therefore, there are two fundamental
approaches to evaluating the behavior of information sharing: the role that personality
plays in the sharing of knowledge, and the influence that organizational intervention has on
the sharing of knowledge. Since s haring is dependent on internal organizational structures
and procedures, so the researcher urged the administrations of undergraduate educational
institutions to consider organizational interventions that can encourage knowledge sharing
at the staff level. Lam and Lambermont-Ford (2010) proposed that management should
encourage employees by providing either intrinsic or extrinsic benefits - in order to achieve
the desired outcome of appropriately inspiring employees to exchange information with
one another.
This technique would contribute to the development of team spirit and allow the sharing
and learning of team members over time. It's possible that, in the long run, management
will play a significant part in establishing a culture of trust , which will make him or her
more eager to provide information. This study helps to fill a gap in the literature by
enhancing our understanding of the function of trust as a mediator in the relationship
between information sharing and the external and internal efficacy of educational
institutions. This gap was created because our understanding of the function of trust as a
mediator in this relationship had been lacking. Researchers have previously argued that
information sharing might increase not only employee productivity but also corporate
effectiveness. Similarly, the present study's findings suggest that the consequences of
information sharing have a considerable effect on the external and internal effectiveness of
educational institutions. The findings of the study demonstrated that trust acts as a
moderator in the connection between the independent and dependent variables. According
to Nonaka and Takuechi (1995), trust is an essential component in the procedure of creating
an environment conducive to information exchange in firms, and the most recent facts lend
credence to this pattern of behavior.
However, the current study does suffer from a few disadvantages. First, the research was
only conducted with college professors as participants in the representative sample, which
severely limits its applicability to other fields of work. Second, because the data that was
collected was cross-sectional, establishing a causal connection between the variables and
the self-administered questionnaire raises the possibility of a bias that is caused by the use
of a common technique. Thirdly, because trust is the sole mediator, the study ignores other
probable components that have the potential to act as mediators between the independent
variable and the causal variable. This is because trust is the only thing that may act as a link
between the two variables. Notably, the current research paves the way for future
academics and researchers to investigate the effects of other factors on the connection
between information sharing and the efficiency of human resource management.
Vol. 02 | Issue 04 | May 2023 51

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Table 1: Reliability test

Sl. No. of Cronbach’s
Variable Remarks
No. Items Alpha
1 Knowledge Sharing 10 0.947 Excellent
2 Trust 6 0.815 Good
3 Organisation’s External Effectiveness 7 0.885 Good
4 Organisation’s Internal Effectiveness 13 0.949 Excellent
Source: Pilot Survey
Table 2: Descriptive Analysis

Sl. No. of Standard
Variables Minimum Maximum Mean
No. Respondents Deviation
Knowledge
1. 385 1.00 5.00 3.44 0.851
Sharing
2. Trust 385 1.00 5.00 3.23 1.077
Organisation’s
3. External 385 1.00 5.00 3.18 1.043
Effectiveness
Organisation’s
4. Internal 385 1.00 5.00 3.20 0.981
Effectiveness
Source: Field Survey
Table 3: Regression Analysis of Knowledge Sharing, Trust, Organisation’s

External Effectiveness, Organisation’s Internal Effectiveness
Sl. No. of
Variables β R2 t F Sig.
No. Respondents
Knowledge Sharing to
1. Trust 385 0.612*** .512 18.966 388.564 0.000
Trust to
2. Organisation’s 385 0.513*** 0.189 17.088 89.448 0.000
External Effectiveness
Trust to
3. Organisation’s 385 0.223*** 0.231 6.555 133.878 0.014
Internal Effectiveness
4. Organisation’s 385 0.129*** 0.102 2.677 79.233 0.000
External Effectiveness
5. Organisation’s 385 0.203*** 0.026 5.677 6.974 0.011
Internal Effectiveness
*p<0.05, **p<0.01, ***p<0.001
Source: Field Survey
Vol. 02 | Issue 04 | May 2023 55

HR Brand Evangelist – A New Change Agent for

Improving Employee Engagement
Prof.(Dr.) Arunava Prof. Nilim Manna Prof. Mousumi Mandal
Associate Professor & Former Head In Charge Department of BBA
Narayan Mukherjee Department of BBA Berhampore Science and Management College
Principal George College of Management and Science Berhampore .Murshidabad,
Berhampore Science and Management College Chakmir , Maheshtala , Kolkata - 700141, West Bengal West Bengal - 742103
Berhampore .Murshidabad,
West Bengal- 742103
Abstract pleased about their employer that they are eager

The idea of HR brand evangelism is crucial for to extol its benefits to anybody who will listen
every firm. It entails aggressively supporting and spread the word about it whenever they
and advertising the employer, building a base of have the opportunity -nobody even needs to ask
backers, and giving workers the opportunity to them first.
participate in the solution. An HR brand Advocating for and promoting the employer is
evangelist actively engages in praising, integral of being an HR brand evangelist. An
promoting, and arguing for the employer's HR brand evangelist goes above and beyond
exclusivity to other employees, going beyond simply being a fan of the company; he actively
merely being a fan of the business. The HR engages in praising, promoting, and advocating
brand evangelist serves as the company's public for the exclusivity of the employer to other staff
face and is in charge of promoting a service that members [1]. By making the problem clear,
touches millions of people. They have a creating a community of supporters for the
thorough understanding of the subject, high solution's guiding principles, and enabling
moral standards, and a firm commitment to the employees to engage in the solution, he helps to
brand. They should be actively engaged and solve the problem. It is the intention to associate
dedicated to effecting change, motivating the HR brand name with the solution.
others, building relationships with other staff If an employer brand is strong enough, the
members, stimulating the conversation, and skilled and talented employees will anyway
pursuing the goals of their organisation. This queue up to be hired, which will automatically
exploratory study attempts to review , improve the quality of hiring. Simply to assist in
consequently identify strategies as to how an differentiating the corporate brand, HR should
enthusiastic employee ought to advocate for the have Brand Evangelists. Employees are
HR brand, develop into an HR brand champion, encouraged to be engaged and give suggestions
and be encouraged to recommend their for everything through HR brand evangelists,
employer to his /her internal or external cliental who also assist them in staying informed and
, infusing sense of engagement in his/ her connected.
college for their work . The HR brand evangelist serves as the
company's public face. When he promotes a
Key words: Brand Evangelist, Evangelism, product, it immediately reaches the millions of
Employer branding, Employee engagement people who pay close attention to what he says
[3].
Introduction He possesses in-depth knowledge of a certain
In recent years, the idea of HR brand issue, the authority to talk passionately about it,
evangelism has gained momentum and is now strong morals, the courage of his convictions,
considered crucial for any organi-zation. and a strong belief in the brand. He must be
Typically, the term "evangelist" refers to prepared to promote the brand and talk
someone who persistently and passionately sincerely and selflessly about it. He must be
shares his beliefs with others . HR brand devoted to bring about positive changes inside
evangelists aren't simply happy with their jobs; the organisation, be aware of the opportunities
they cherish them. These individuals are so that are just around the corner, be willing to put
The corresponding author can be reached at arumuk@gmail.com Vol. 02 | Issue 04 | May 2023 56
in the effort to improve, and not be rooted in Due to the resources they receive from their
outdated ways of acting or thinking. employer, employees feel obligated to invest
An HR brand evangelist can be both current and more of themselves in their role performances.
prospective employees. They ought to be People are more inclined to withhold and
committed and engaged in bringing about disengage from their jobs if the organisation
change, rallying people, establishing doesn't give these resources. As a result, the
connections with other staff members, amount of mental, emotional, and physical
energizing the discussion, and pursuing their resources that an individual is willing to invest
organization's objective tenaciously (Vajre, in carrying out their job duties may depend on
2018). . They should also have a strong sense of the financial and socio-emotional resources that
commitment and engagement to the one cause they receive from their employer. The only way
that their employer supports. for businesses to succeed is through
They ought to engage themselves entirely to the emotionally connecting with their consumers
issue at hand, create a group of people who and staff.
share their passion for finding a solution, and An enthusiastic employee may end up
then enlist their help in finding a solution. promoting the HR brand and become an HR
The most effective and devoted brand brand evangelist. Employees should be
evangelists are typically a company's own commended, acknowledged, and given
employees. Highly engaged employees involve attention in order to make them delighted and
the audience and spread the word about the highly engaged.
company and its principles in an informed and Employers can thank devoted workers by
comprehensive manner. It has been discovered giving them the opportunity to be highlighted
that employee engagement positively correlates on the company blog, profiled in a case study, or
with both organisational performance and even just by sending them a personal email
individual performance (organisational (HRKatha, 2019). . Employees should be
commitment, positive behavior, etc.). encouraged to speak favorably about their
Employees who are engaged in their work feel company to customers.
energetic and productively connected to it, and When employees are enthusiastic about the
they believe they are capable of handling the company they work for, some of that
responsibilities of the position. According to enthusiasm is immediately transmitted to the
studies, engaged workers perform better than clients they interact with.
their disengaged counterparts. When they feel Why A HR Brand Evangelist is Required?
more psychologically safe and psychologically If you look at websites of companies. Most of
meaningful at work, as well as when they are them seem to be clones of their competitors. If
more psychologically available, employees are the logo is replaced , the rest of the website
more engaged at work. would be indistingui-shable , even the content is
A sustainable workload, feelings of control and full of the same few words of corporate-speak
choice, adequate recognition and reward, a words like “vision”, “disruption”, “passion”
supportive work environment, fairness and etc.
justice, and meaningful and valued work are all HR should have brand evangelists simply to
factors that contribute to job engagement. ensure in differentiating the employer brand.
Workers actively look for meaning in their The HR Brand Evangelist should successfully
work, and if employers don't make an effort to be able to address these questions - What does
give them a sense of purpose, they're likely to the company stand for? What makes it a unique
leave. In general, people devote more time to place to work for? Who is the idea employee
their jobs than to other aspects of their life. Only you are looking for? ( Bhaduri , 2018 )
in workplaces where there is a common sense of
destiny and purpose that unites individuals on Conceptual Framework and Operational
an emotional level and increases their own goals Algorithm
can high levels of engagement be attained. Making people into "superfans" who will
Vol. 02 | Issue 04 | May 2023 57

embrace and spread the brand values is the employee advocacy programme is the
activity of brand evangelism. According to realization that, if you don't go down this route,
research, the majority of customers typically your rivals will. Share of voice is a factor that
obtain new products through recommendations, brands must consider more and more. In order
which represents a significant amount of to win the hearts and wallets of their target
untapped revenue that no serious company customers, many businesses have been pouring
would pass up. The most effective and devoted millions of dollars into external teams over the
brand evangelists are typically a company's past few decades. There is no denying that the
own employees. Employee evangelists are what majority of organisations' workforces may be
they are known as. Highly engaged staff their loudest advocates for raising brand
members engage the audience and spread the awareness.
word about the company and its principles in an Employee evangelism serves primarily as a
informed and comprehensive manner. form of content marketing since evangelists
spread branded information within their
C re a t i n g B r a n d E v a n g e l i s t s o u t o f personal and professional networks, and it also
Employees serves as a form of customer service because
Employee evangelists can work with a variety they help create communities and address
of communication tools, but they will mostly problems. Due to its increased ability to reach
use social media in collaboration with the more sophisticated and broad audiences than
content marketing team. The brand will be ever before, social media has revolutionised
promoted by them uploading and sharing how businesses advertise and provide customer
content made by the content team, themselves, support. This has enabled companies to adopt a
or other fans, or by educating brand audiences variety of strategies for attracting and keeping
in on-brand conversations. Since social media new clients while fostering a culture of
and the web are currently the platforms best responsive, agile customer care.
suited for employee evangelism, any company One can also encourage brand supporters and
hoping to benefit from it must integrate its employee evangelists to produce original
evangelism programme with social media content (also known as user-generated content,
content, the marketing division, and the PR or UGC) and upload it to your company's social
team. media pages. This is the perfect scenario for the
Brand Evangelists are individuals who brand to gain genuine information and start
naturally share a company's enthusiasm for its discussions about its core principles and
goods and services with new audiences. Often, offerings. Employee evangelists can also post
these individuals are either brand "superfans" or reviews on websites and social media. They will
staff members. It is evident that evangelism has be able to provide a fresh, correct perspective on
power because the average consumer reads the values that make the firm unique since they
reviews before making a purchase decision and will have genuine insight into the company, an
trusts user reviews just as much as personal understanding of the target audience, and these
recommendations. skills. Businesses must take advantage of online
Employees have the best knowledge of the and social media review opportunities.
brand, its goods, and services. Also, they have a Employee evangelists should promote business
keen awareness of the company's culture and c u l t u r e m o r e w i d e l y, p o s i t i o n i n g t h e
principles and can explain them with organisation as the industry's top choice.
excitement (if brand values and culture are Glassdoor and Google reviews, which focus on
aligned). To find out if anyone in your sector or recruiting, will be the most effective of these
area has already implemented an employee review venues, while forums devoted to an
evangelism scheme and how it has performed industry, or a particular product can also be
thus far, it is crucial to take into consideration targeted. Evangelists should work closely with
conducting a competition analysis. One the PR team and have access to training on how
important driving force for developing an to write reviews that highlight the
Vol. 02 | Issue 04 | May 2023 58

organization's advantages and good culture. It's crucial to thoroughly understand an

Most people consider Google and Glassdoor audience, and savvy companies will have
evaluations to be reliable, and both are great already developed a consumer persona. This
places to publish reviews. It's crucial for will make it easier to develop a community-
building brand recognition and offering social building strategy and marketing materials
proof for a company, good, or service. that are tailored to your target market. These
Jobseekers read an average of four Glassdoor resources will be utilised to equip Employee
evaluations before determining whether they Evangelists with all they require to meet the
want to work for a certain employer. Thus, it is company's goals.
crucial to have a steady stream of reviews that
are sincere and encouraging and are written by d. Develop a strategy, specify communi-
evangelists. Evangelists play overlapping jobs cation avenues, and establish KPIs.
that include aspects of customer service, PR, B u s i n e s s e s c a n d e fi n e s t r a t e g y,
and content marketing, so it is clear how communication channels, and KPIs once
valuable they are. audience affinities, behaviours, and
touchpoints have been identified (Key
Preconditions Or Approach to Develop an Performance Indicators). Businesses must
Effective Employee Evangelism Program focus their efforts on employee/audience
Employee evangelism programme needs to go interfaces, with social media being the most
through a number of implementation steps practical. They must establish KPIs that
before it is ready for use, therefore preparation make it evident whether a strategy is
is crucial. Businesses must develop well- succeeding or failing.
thought-out, agile strategies based on reliable
data and processes in order to maintain and e. Set up your analytical resources.
scale their programmes into the future. To gain insights and determine strategy, a
Let's examine the actions that must be taken in company should link its web, social media,
order to develop a programme that is successful and offline audience data. Several SAAS
and measurable. (Software as a Service) tools and software
choices are available that will give
a. Check to see if there is already a positive organisations complete control over their
business culture. social media operations and access to more
The company culture obviously needs to be detailed audience insights. All these metrics
strong in order to conduct an authentic brand and visualisations will include engagement
evangelist campaign. Resentment could rate, audience growth, referral traffic, and
easily develop if Employee Evangelists are evangelist performance.
obliged to spread inaccurate material since
they are communicating your brand's f. Establish Your Social Media Policies
values, culture, and important messages. There should be a set of social media
Brands need to have clear principles that are policies for every company. This will
authentically expressed in their workplace contain the kinds of conduct, topics, and
culture. vocabulary that employees must not use, as
well as the terms that employees should use
b. State your company's goals. when representing the brand. Setting rules is
Companies won't accomplish anything with particularly important in the event of a
their evangelism programmes if they don't social media crisis because these situations
know what they want to accomplish. The may easily get out of hand and harm a
goals must be decided, and this is essential. brand's reputation in the long run. Thus,
averting such online disasters is crucial.
c. Identify your target market and the
brand values you want to convey. g. Identify your Employee Evangelists
Vol. 02 | Issue 04 | May 2023 59

It makes sense to choose personnel that are content that is inconsistent with the
passionate about the brand, have interesting brand's values, some firms are reluctant
tales to share, and are articulate when doing to encourage employee participation on
so. They must, of course, be adept at social social media. Because of this, it's crucial
media. Companies need to provide their to cooperate with the marketing division
employees a chance to be honest about their and create a set of social media policies.
thoughts and feelings on the brand. Setting However, effective training might help
aside time for employees to participate in reduce any dangers. recognised for their
social media training, where entertaining work. By recognising or rewarding good
activities and quizzes can be provided, is a performance, it's crucial to foster a
good technique that enables firms to find desire to participate in the programme
potential evangelists among their and in the brand's social efforts.
workforce. iii. C o n d u c t re g u l a r s o c i a l m e d i a
training as a requirement
h. Providing Rewards for Employee Since they are concerned that employees
Evangelists may step outside the bounds or produce
Instead of gifts or cash, the most effective content that is inconsistent with the
rewards are achievement and brand's values, some firms are reluctant
empowerment, as well as praise and to encourage employee participation on
recognition. Making a fun plan and social media. Because of this, it's crucial
encouraging friendly competition may to cooperate with the marketing division
improve Evangelist performance. and create a set of social media policies.
However, effective training might help
i Deliver branded material and assets reduce any dangers.
to evangelists. iv. Avoid pushing it.
Employee Evangelists must remain in Each employee is unique, and some feel
regular contact with content marketing more comfortable than others providing
teams. The Evangelists will need to be frequent updates about their jobs on
given access to personalised, targeted social media. Employee social
information, which is essential for programmes must be voluntary in order
building online communities and brand to be effective. Employee disapproval
recognition. Workers are encouraged to will skyrocket if they feel compelled to
post content from the company's social share brand content on social media.
media profiles, but they are also
provided access to content that has been Qualities and Characteristics of an HR
specially adjusted with relation to Brand Evangelist
company objectives for Employee HR Brand Evangelists shall be employees who
Evangelism. have a strong individual presence as well with
ii. On social media, promote your following competence
evangelists and other staff members. 1. They understand social-media:
Employee evangelists appreciate being 2. They make sense to fellow employees , in
recognised for their work. By other words enjoy credibility
recognising or rewarding good 3. They are good listeners
performance, it's crucial to foster a 4. They are efficient educators
desire to participate in the programme 5. They are wonderful storytellers armed with
and in the brand's social efforts. a great mix of deep expertise of a subject
iii. C o n d u c t re g u l a r s o c i a l m e d i a plus marketing skills. (Bhaduri, 2018 )
training as a requirement
Since they are concerned that employees Employee Engagement
may step outside the bounds or produce The term Personal engagement was first coined
Vol. 02 | Issue 04 | May 2023 60

by Kahn(1990). Kahn(1990) defined 'personal The degree to which employees are willing and
engagements' as the employment of physical, able to contribute to the success of their
cognitive and emotional aspect of the members o rg a n i s a t i o n s i s k n o w n a s e m p l o y e e
while performing the role and disengagement as engagement. There are two types of
w i t h d r a w i n g t h e m s e l v e s p h y s i c a l l y, engagement: sensual engagement and
cognitively or emotionally from the role they intellectual engagement. The link between
are into. He describes the engaged state as that people and organisations, including the level of
in which a person is free from any of the employee comprehension of their individual
perceived threats and hence can employ himself and departmental duties, is generally at the
fully into the task engagement. centre of rational engagement. When working
can result in money, professional skills,
In case of employee engagement people employ personal growth, and other rewards, employees
themselves in various degrees ,largely guided will feel logically engaged. Sensible
by three psychological conditions- engagement depends on employee pleasure and
meaningfulness, safety and availability and has the sense of accomplishment that comes from
established connections of personal working as a team member. Employee
engagement with perceived meaningfulness, engagement is the commitment of a person to
physical and psychological safety and higher their work, including their diligence, loyalty to
levels of psychological availability. Meaningful the organisation, and self-assurance.
is associated with how value done feels in terms
of recognition. It is influenced by characteristics Employees who are engaged at work
of task, role and work. Safety refers to threat experience a long-lasting, positive, emotional,
free environment which enables one to perform and motivational state of awakening to their
and availability is to do with being available work, are prepared to devote themselves to it at
physically and psychologically. This in turn, is any time, and are supported by enjoyable,
influenced by interpersonal relationships, group proud, and motivating experiences while at
and inter group dynamics, management style work. The major goals of employee
and process and organisational norms. engagement outcomes are individual
Availability is influenced by physical and performance and organisational performance.
emotional energies, insecurity and outside life. Committed workers are more engaged at work,
The influence of individual differences and their healthier, and more productive. Dedicated
influence on engagement needs to be studied as workers have higher job satisfaction, higher
they have a considerable bearing(Khan,1990). organisational loyalty, and less readiness to
leave the company than non-dedicated workers.
Employee engagement measures how Employee engagement can benefit from
committed employees are to sticking around organisational resources, and employee
and putting in hard effort for the business. Three engagement will benefit from employee
things illustrate this: performance.
1) Say: Employees speak highly of their
employer, their coworkers, and their Employee engagement begins with the
jobs. individual work experience, which is a choice
that is typically personal and cannot be coerced.
2) Stay: Employees speak highly of their Here individual employees, not businesses, are
employer, their coworkers, and their involved. Employee involvement is thus a
jobs. concept at the individual level rather than the
collective level. Employee engagement is a
3) Strive: Workers are prepared to put in psychological state that is actively tied to work
extra effort to contribute to the and consists of perceptions, feelings, and
company's success. (Sun, L., & behaviours with the traits of energy and
Bunchapattanasakda, 2019) involvement. Engagement can therefore be felt
Vol. 02 | Issue 04 | May 2023 61

emotionally, understood cognitively, and they are affiliated with (Batra, Ahuvia, &
demonstrated behaviourally. Bagozzi 2012). Through consistent use of a
likeable product, a consumer's emotional
An employee's attitude and behaviour together connection to the brand may grow, resulting in
make up their engagement level. While vigour references to the brand favourably to other
and absorption reflect the employees' physical customers (Matzler, Pichler, & Hemetsberger
input and are demonstrated through behaviour, 2007). It has also been observed that they
dedication, involvement, and other cognitive propagate negative statements about its
and emotional components of engagement competitor brand (Sundaram, Mitra, & Webster
indicate the employees' attitudes. The topic of 1998).
employee engagement is one that both
academics and business professionals are quite In their analysis, Gopika and Rajani (2016)
concerned about. This assessment only noted that it is exceedingly difficult to convert a
considers individual employee engagement; client into an evangelist. Particularly for those
team and organisational engagement are not customers who might flip between products
included. before tolerating a particular brand, some
clients may feel it's difficult to converse with
Employees who are engaged are more likely to others or they may be preoccupied with their
feel more connected to their company and less own task. Each client must be given a powerful
inclined to leave. It is believed that levels of push in order to have an influence because tastes
participation will be influenced by an and preferences might vary greatly.
organization's culture and climate. Despite the
fact that there are common drivers of Guy Kawasaki, a former chief evangelist for
involvement, research suggests that various Apple Computer, is recognized as the father of
groups and people are affected in different evangelism marketing and a crucial player was
ways. A person's personality and perception, or responsible for launching the Macintosh in the
how they see the world, are said to form and 1984. The core components of brand
determine how engaged they will be as evangelism include selling your goal and
employees. persuading others to share your convictions in
Although many studies undervalue the order for them to believe in them as strongly as
significance of these two ideas, it has also been you do. These individuals gradually persuade
discovered that emotions and wellbeing are more people to accept evangelists (Kawasaki,
associated to involvement. 1995; Kawasaki, 2004).
One of the best signs of effective evangelism is
Review of Literature when users, staff members, potential users,
Kotler and Keller (2012: 265) define the influencers, and the community at large refer to
meaning of a brand as a combination of a the product and business as the answer to a
name, image, word, sign, plan, or a combination problem. A straightforward illustration would
of some of them. Profitable brands are crucial be how we tell others to "google" information
corporate assets and are widely acknowledged rather than spending valuable time looking
to have a considerable financial incentive for the through encyclopaedias. Here, Google has
organisations. Brand evangelism involves come to represent internet research, which
purposefully spreading not only good speeds up the process of finding information.
information but also feelings and thoughts
about a particular brand to other people on a A person must be a leader who firmly believes in
regular basis and enthusiastically, with the goal the brand's one and only purpose and has the
of significantly influencing usage behaviour. capacity to rally the community and transmit
that belief to them in order to qualify as an
An effective brand evangelist can influence evangelist. Anyone in the company could be
consumers' decision to purchase the product this person. If it's a senior leader, they might
Vol. 02 | Issue 04 | May 2023 62

serve as an example to other workers. To be an definitions, despite the fact that it is

advocate and a leader, one needs to have strong acknowledged and accepted that employee
principles and a clear belief in the brand, engagement is a multifaceted construct, as
according to Nihar Ranjan Ghosh, president of previously suggested by Kahn (1990).
HR at Emami. One must be willing to promote
the brand in an unselfish manner. Having According to Saks (2006), one method for
conviction and subject-matter authority are two people to give back to their organisation is
other qualities that are crucial. through their engagement level. In other words,
depending on the resources provided by their
The most effective and loyal brand evangelist employer, employees will choose to engage to
are frequently those who work for the firm varied degrees. Employee engagement is
itself. Employees who are highly engaged, therefore more likely to be traded for resources
engage the audience and communicate the firm and benefits offered by their employer. Building
and its values in a thorough and educated way. engagement is a continuous process that is
According to Kahn (1990:694), employee based on a meaningful and emotionally
engagement is "the harnessing of organizational fulfilling work experience, according to Towers
members' selves to their work roles; through Perrin's 2003 research. It's also not about
engagement, employees employ and express making people happy or even giving them more
themselves physically, cognitively, and money. Strong leadership, accountability,
emotionally during role performances,". The autonomy, a sense of control over one's
cognitive component of employee engagement environment, and possibilities for personal
relates to workers' perceptions of the company, growth were determined to be important
its executives, and working conditions. components of engagement; there is no
cognitively, and emotionally during role substitute for these elements. It has been
performances,". The cognitive component of discovered that interpersonal connections affect
employee engagement relates to job engagement as well. Robinson (2006)
workers' perceptions of the company, its asserts that fostering an environment in the
executives, and working conditions. The workplace where pride and other good feelings
emotional component focuses on the attitudes are valued can increase employee engagement,
that employees have towards the organisation which will boost productivity, reduce turnover,
and its leaders as well as how they feel about and enhance overall health. According to West
each of those three components. The physical (2005), people are more likely to think flexible
component of employee engagement relates to and openly when they are experiencing pleasant
the physical efforts made by individuals to carry emotions. They are also more likely to have
out their responsibilities. Hence, assuming and stronger self-control, be able to manage better,
carrying out an organizational position requires and exhibit less defensive behaviour at work.
being both physically and psychologically
present, according to Kahn (1990). Identify research gap
Researchers in different developed countries
Employee engagement is typically referred to have conducted studies to determine the factors
as the level of discretionary effort people put that influence brand evangelism. These studies
forth in their work (Baumruk 2004, Richman also discovered some very intriguing factors,
2006, and Shaw 2005) or their emotional and such as brand identification, brand trust, brand
intellectual commitment to the organisation relationship, brand involvement, and brand
(Frank et al 2004). Truss et al. (2006) define commitment, but the majority of the studies
employee engagement as simply "passion for focused on consumer goods and services.
work," a psychological state that is seen to Studies on HR brand evangelism are
encompass the three dimensions of engagement unfortunately scarce globally. Whilst the
discussed by Kahn (1990) and captures the function and significance of HR brand
common theme running through all these evangelists have recently come to light, very
Vol. 02 | Issue 04 | May 2023 63

little research has been done on how they might This study solely relies on secondary data. The
increase employee engagement. There is still a majority of the research articles analysed for
dearth of critical academic research on the this study are collectively an investigation into
topic, and little is understood about how what is occurring and what needs to be done to
management might affect employee establish HR Brand Evangelist. The current
engagement. study acknowledges previous efforts and makes
use of them as a point of reference for
Objectives conceptualising the qualifications of an HR
Brand Evangelist and proposes a more effective
The objectives of this study are strategy to use HR Brand Evangelist as a change
i. To r e s e a r c h a n d c o m p r e h e n d t h e agent to increase employee engagement.
idea of an HR brand evangelist. Limitations of the Research
Qualitative researchers acknowledge
ii. To comprehend the demands placed on an limitations of their studies. Limitations refer to
HR Brand Evangelist.iii. T o factors outside the researcher’s control that
determine the fundamental traits of an might affect the study’s validity (Soilkki,
HR brand evangelist. Cassim, & Karodia, 2014).
iv. To evaluate potential strategies for creating Delimitations or Scope of the Research
an HR brand evangelist. Delimitations refer to the confines or scope of
the study determined by the researcher
v. To recognize the function of an HR Brand (Marshall & Rossman, 2016). We used the
Evangelist in raising employee overarching research question and conceptual
engagement. framework to establish the boundaries of the
study. The purpose of this study was to enable
Research Methodology exploration of the strategies for implementing
We selected a descriptive qualitative multiple- HR Brand Evangelist as new change agent to
case study design to explore the role of HR improve employee engagement.
Brand Evangelist as new change agent for
improving employee engagement. After Data Analysis:
reviewing the different research approaches, Brand evangelist in marketing circles,
we considered a qualitative study the most “evangelism marketing” refers to the creation
appropriate method as HR Brand Evangelist of viral, organic traction among a brand’s
playing the role of new change agent for customers. The idea is that consumers love the
improving employee engagement is an product so much, they take on a marketing role
evolving practice in the field of HR and has not of their own, voluntarily convincing their
yet widely adopted particularly in India friends and family to buy the product. This same
Scholars have recommended a qualitative sort of brand evangelism is also at play in the
approach for research topics having limited world’s most admired companies:
empirical knowledge to enable investigation employee “evangelists” naturally and
and exploration for elucidation on actual organically share their workplace experiences
occurrences and their contextual nuances and urge those in their network to join them(
(Bristowe, Selman, & Murtagh, 2015; Yin, Sabel 2017). Microsoft, HP, Adobe, and many
2015). Kahlke (2014) noted that qualitative other companies have brand evangelists on their
researchers do not use an established set of rolls.
hypotheses or theories for their studies. We Since referrals are consistently the best source
chose the qualitative research method after of high-quality hires, building an evangelism-
considering the unexplored nature of the worthy brand should be a primary goal for talent
research topic, the business problem, and lack acquisition While some organizations - usually
of established theories on our topic of research. high-profile, popular, consumer-facing brands -
Vol. 02 | Issue 04 | May 2023 64

have no difficulty engendering evangelism in the go-to individual for employees looking to
the workplace, most will require a more create ad hoc events (think office celebrations,
concerted effort. For these, the identification of volunteering opportunities, etc).
a specific Employer Brand Evangelist shall be
useful for keeping employer brand top-of-mind Source and Curate Employee-Created
when developing new initiatives and Content. Every employee has an opinion about
spearheading new branding opportunities their employer. The EB Evangelist takes the
which shall ultimately lead to employee best of these and helps employees turn them into
engagement if done successfully. digestible content (think blog posts or vlogs) for
your career site and social sharing.
When it comes to engagement organizations
expect their employees to be creative and Monitor Consistency in Brand Messaging. If
dynamic, take the initiative, work you roll out new messaging, it’s important all
collaboratively, try to develop their job skills, your employees are onboard. When your
and be committed to high performance otherwise enthusiastic employee evangelists
standards. ( Dehghanpour Pourezzat, , (lowercase “e”) are relaying your employer
Dehghanpour ,2022). . In fact in today’s world, value proposition in a way that’s completely
an effective employee integration must be different to what’s presented on your careers
woven around three “Es” – Engagement, site, potential applicants can feel uneasy.
Experience, and Empowerment. While Besides ,Rewards and Recognition (R&R)
engagement hinges more on mental initiatives such as experiential rewards i.e.
stimulation, experience and empowerment adventure tours, nature treks, health and
come from employees’ emotional connect with wellness getaways or restaurant treats , simple
their organization. weekly or monthly rewards , peer-to-peer
Sabel (2017) identified the Employer Brand recognition or peer recognition and
Evangelist has following six main gamification and customization of rewards,
responsibilities which ultimately leads to extending rewards and recognition programs to
employee engagement : include recognition for employees who go the
extra mile in doing their jobs or in volunteering
Identify New Opportunities. From creating a for CSR initiative (ready example being Tata
more compelling career site to improving the Consultancy Services’ R&R platform - GEMs
candidate experience, there are always new or ‘Go the Extra Mile’) can significantly
opportunities to boost an employer’s brand contribute in turning employees into brand
among current and potential employees. evangelists. ( Giri , 2018 ).
The abovementioned strategies emphasizing on
Evaluate the Competition. Chances are your the role of Employer Brand Evangelist in
competitors have their own unique EB improving employee engagement has already
initiatives. Auditing the way your competition been substantiated by the research of Shuck &
is building their employer brand can help your Rocco (2011). They studied engagement using a
Evangelist identify gaps in your branding and case study approach. The study generated a
stay a step ahead. conceptual frame work relating individual’s
Keep EB Top-of-Mind. When balancing attributes with that of external aspects.The
budget and business objectives, it's easy to organization was chosen based
forget about branding. Your EB Evangelist on the claim that it was one of the ‘most sought
should be asking “What does this do for our after place to work for’ .Therefore, the focus
employer brand?” whenever a new HR was on how employees share their experiences
initiative is proposed. of engagement. This study insists that
engagement should be viewed from the lens of
Encourage & Facilitate Company-Wide an individual and as an organizational
Evangelism. The EB Evangelist should become construct .
Vol. 02 | Issue 04 | May 2023 65

CONTRIBUTION TO BUSINESS PRACTICE & CONCLUSION

HR Brand evangelists are people who speak consistently, frequently, passionately and
positively about their company. The best evangelists are people with a personal connection to
the company and don’t aspire to gain by spreading the word. Real brand evangelists are very
powerful messengers who can do amazing things for the positive image building of the
company and exert unique constructive influence about organization and work among fellow
colleagues. Evangelists work because they have genuine energy and enthusiasm around what
they are saying -- they believe in it , internalize it and this is why the evangelist’
communication sounds go genuine to which his fellowmen respond spontaneously and
sincerely. The same belief when infused among other members of the organization paves the
way to employee engagement because engaged employee not only understands the job
cognitively but also achieves the result for the organization they serve by involving
emotionally and physically. It has already been established by research a growing group of
best-in-class companies confirmed they are gaining competitive advantage through
establishing metrics and practices to effectively quantify and improve the impact of their
engagement initiatives on overall business performance (HBR Report).
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Vol. 02 | Issue 04 | May 2023 67

Case Studies of Holistic Approach to Employee

Engagement in Large Corporation in a disruptive era
Mr. Vinod Bidwaik
Group Director
HR (AP Globale & Sakal Media Group)
Abstract: employee engagement is essential. This

Employee engagement has become a critical approach considers the various factors that
aspect of managing organizations in a impact employee engagement and strives to
disruptive era, where the competition is fierce, create an environment that fosters engagement
and the workforce is diverse. In this paper, we in all aspects of an employee's work life.
explore the concept of employee engagement
and its importance in large corporations. We Objective & Hypothesis
argue that a holistic approach to employee Hypothesis 1: A holistic approach to employee
engagement is essential in managing employee engagement in large corporations during a
productivity, reducing employee turnover, and disruptive era will positively impact employee
fostering a positive organizational culture. This satisfaction, productivity, and retention. This
paper examines the components of a holistic approach takes into consideration the physical,
approach to employee engagement and emotional, and social well-being of employees,
highlights their importance in enhancing and provides opportunities for growth and
employee engagement. We also explore the role development, fostering a sense of purpose and
of technology in employee engagement and its motivation. By implementing programs and
impact on the effectiveness of the holistic policies that prioritize employee wellness and
approach. Finally, we conclude with a providing an inclusive and transparent
discussion of the benefits and challenges of workplace culture, large corporations can
implementing a holistic approach to employee improve employee engagement, reduce
engagement in large corporations. turnover, and ultimately improve business
performance.
Keyword:
Employee Engagement, HR Practices, HR Hypothesis 2: A holistic approach to employee
strategies, Employee Engagement Strategies. engagement in large corporations during a
disruptive era may not lead to significant
Introduction: improvements in employee satisfaction,
In recent years, the concept of employee productivity, and retention. While this approach
engagement has gained significant attention in may provide a more supportive and inclusive
the corporate world. Employee engagement workplace environment, it may not address the
refers to the level of commitment, passion, and root causes of employee disengagement, such
motivation employees have towards their work as job insecurity or lack of autonomy.
and their organization. Engaged employees are Additionally, the costs associated with
more productive, creative, and committed to implementing a holistic approach, such as
their organization's goals, leading to improved providing wellness programs or offering
performance and profitability. In a disruptive flexible work arrangements, may outweigh the
era, where organizations are constantly facing benefits for some large corporations.
challenges, employee engagement has become Ultimately, the effectiveness of a holistic
more important than ever. approach to employee engagement in a
Large corporations, with their diverse disruptive era will depend on the specific
workforce, face a unique set of challenges in context and needs of each organization.
managing employee engagement. To address
these challenges, a holistic approach to Literature Review:
The corresponding author can be reached at vinodbidwaik@gmail.com Vol. 02 | Issue 04 | May 2023 68
The concept of employee engagement has been organizations need to create a culture that
widely studied in the literature. Employee supports change and innovation while also
engagement is defined as the emotional and prioritizing employee well-being.
psychological commitment an employee has The literature also suggests that employee
towards their work and organization, resulting engagement can be influenced by individual
in increased productivity, motivation, and job factors, such as job satisfaction, work-life
satisfaction (Kahn, 1990). In a disruptive era, balance, and career development opportunities
where technological advancements and (Van den Broeck et al., 2018). In a disruptive
economic uncertainties create constant change, era, organizations need to ensure that
employee engagement is even more important. employees have access to resources that support
Research shows that employee engagement is their well-being and personal growth.
crucial for organizational success and has a
positive impact on employee well-being, job Methodology:
satisfaction, and retention. A holistic approach This research paper uses a case study approach
to employee engagement recognizes that to explore large corporation's holistic approach
employees' well-being is not only dependent on to employee engagement. Data was collected
their work environment but also their physical, through interviews with the corporation's
emotional, social & spiritual well-being. human resources professionals formally and
Integrating wellness programs, mental health informally Employees working in those
support services, and diversity and inclusion companies also gave their feedback. The data
initiatives into the workplace can improve collected was analysed using thematic analysis
employee engagement and overall well-being. to identify key themes related to the
The literature suggests that disruptive changes corporation's initiatives and the impact of these
can create significant challenges for initiatives on employee satisfaction, retention,
organizations and employees, affecting their and productivity.
engagement levels. These changes can cause
employees to feel uncertain, stressed, and Results and discussions:
disengaged, resulting in lower levels of The case studies found that the corporations had
productivity and motivation (Hakanen et al., implemented several initiatives to promote a
2020). Moreover, changes in the work holistic approach to employee engagement.
environment, such as remote work or the use of These initiatives included wellness programs,
new technologies, can also impact employee mental health support services, and diversity
engagement levels (Oksanen et al., 2020). and inclusion initiatives. The corporation's
Several studies have explored the key factors wellness programs included gym memberships,
that influence employee engagement in a yoga classes, and healthy eating programs.
disruptive era. One of the most important Mental health support services included
factors is leadership. Leaders play a critical role counselling and access to mental health
in creating a positive work environment that resources. The corporation's diversity and
fosters engagement and motivation (Van der inclusion initiatives focused on creating an
Heijden et al., 2018). In a disruptive era, leaders inclusive work environment by promoting
need to be able to adapt to change quickly and diversity and providing training on unconscious
provide clear guidance and support to their bias.
employees. The employee surveys found that employees
Another important factor that influences who participated in the corporation's wellness
employee engagement in a disruptive era is the programs had higher levels of job satisfaction
organizational culture. A positive and reported fewer health-related absences. The
organizational culture that values employee mental health support services also had a
well-being and promotes a sense of belonging positive impact on employee well-being, with
can significantly enhance engagement levels employees reporting a decrease in stress levels
(Mishra et al., 2018). In a disruptive era, and an improvement in their work-life balance.
Vol. 02 | Issue 04 | May 2023 69

The diversity and inclusion initiatives created a R o l e o f Te c h n o l o g y i n E m p l o y e e

more inclusive work environment and Engagement:
improved employee morale and job Technology has played a significant role in
satisfaction. shaping the modern workplace and has
It is also found that a holistic approach to impacted employee engagement. Technology
employee engagement comprises several has enabled organizations to create a flexible
components that are essential for creating a work environment that allows employees to
work environment that fosters engagement. work from anywhere, at any time. It has also
These components include: enabled organizations to communicate with
Leadership: Effective leadership is essential in employees in real-time and provide them with
creating a work environment that fosters access to information and resources that can
employee engagement. Leaders must be visible, enhance their work.
accessible, and provide clear direction and However, technology can also have a negative
support to employees. They must also lead by impact on employee engagement. Employees
example and model the behaviors they expect who are constantly connected to their work may
from their employees. Leadership team in some experience burnout and may struggle to
organizations are creating the trustworthy maintain a work-life balance. Therefore, it is
atmosphere through open door policy, town essential for organizations to use technology in
halls, skip level meetings, having regular a way that enhances employee engagement and
interactions with managers and employees. does not detract from it.
Employee Development: Employees who are While interacting with professionals, I also
provided with opportunities for development found that Talent management plays crucial
are more engaged and committed to their role in employee engagement.
organization. Organizations must invest in It involves creating right strategies for
training and development programs that allow attracting, developing, and retaining employees
employees to enhance their skills and who have the necessary skills and abilities to
knowledge. help an organization achieve its goals. When
Work-Life Balance: Employees who have a implemented effectively, talent management
balance between their work and personal life can significantly enhance employee
are more engaged and productive. engagement. Following is the inputs which are
Organizations are providing employees with successfully implemented by those
flexible working arrangements, such as remote organizations.
work options, to ensure that they can maintain a Attracting Talent:
healthy work-life balance. Effective talent management starts with
Employee Recognition: Recognizing and attracting the right talent to the organization.
rewarding employees for their contributions This involves creating a strong employer brand
and achievements is essential in fostering that showcases the organization's culture,
employee engagement. Organizations are values, and mission. A strong employer brand
creating a culture of recognition and reward that can attract top talent and help them see the
acknowledges the efforts of employees. In some organization as a place where they can grow,
organizations peer to peer recognition based on develop, and thrive. When employees believe in
some themes and behaviours are also the organization's mission and feel that their
encouraged. The organizations are using work is meaningful, they are more engaged and
gamification in rewards and recognitions. committed to the organization.
Communication: Effective communication is Developing Talent:
critical in fostering employee engagement. Once an organization has attracted top talent, it
Organizations are training managers to provide must invest in developing their skills and
employees with regular feedback, listen to their abilities. This involves providing employees
concerns, and ensure that they are aware of with training, coaching, and development
organizational goals and objectives. opportunities that align with their career goals.
Vol. 02 | Issue 04 | May 2023 70

When employees feel that the organization is the organization has a plan for their future
invested in their growth and development, they growth and development, they are more likely
are more engaged and committed to their work. to remain engaged and committed to their work.
Additionally, development opportunities can Succession planning also helps organizations
help employees feel more competent and identify and develop the next generation of
confident in their roles, which can lead to leaders, which can contribute to a positive
increased engagement. Organizations which organizational culture and enhance employee
are studied invested different mythologies engagement.
based on 70:20:10. Companies are also using Benefits and Challenges of a Holistic
blended training methodology like learning Approach to Employee Engagement:
portals, micro learning programmes, booster Implementing a holistic approach to employee
training programmes. Companies are engagement can have several benefits for
encouraging employees to create their own organizations, including increased employee
IDPs. productivity, reduced turnover, and improved
Retaining Talent: organizational culture. It can also improve
Retaining top talent is critical in maintaining a customer satisfaction and lead to increased
highly engaged workforce. Talent management profitability.
strategies can help organizations retain However, implementing a holistic approach to
employees by providing them with employee engagement can also present several
opportunities for advancement, recognition, challenges. It requires a significant investment
and compensation that are aligned with their of time and resources and may require a shift in
contributions. When employees feel that their organizational culture. Additionally, it can be
work is valued and that they have opportunities challenging to measure the impact of employee
for growth and advancement, they are more engagement initiatives, which may make it
likely to stay with the organization and remain difficult to justify the investment to senior
engaged in their work. leadership.
Performance Management: Let's see some data point on employee
Performance management is a critical aspect of enfacement and it benefit
talent management that can significantly impact The global employee engagement rate is only
employee engagement. When employees 15%, according to a 2021 Gallup poll.
receive regular feedback and performance High levels of employee engagement can lead
evaluations, they feel that their work is valued to a 21% increase in profitability, according to a
and that they have opportunities for growth and study by the Harvard Business Review.
development. Additionally, setting clear goals In a survey of 1,000 employees, 48% reported
and expectations can help employees that they would leave their current job for one
understand how their work contributes to the with better work-life balance and wellness
organization's goals, which can increase their programs, according to a report by Deloitte.
sense of purpose and engagement. Most of the In a survey of 1,500 executives, 73% reported
organization studied are converting that employee engagement was a top priority
performance appraisal culture into feedback for their organization, according to a report by
culture. During this process few organizations the Harvard Business Review.
are also working on the talent calibration and A holistic approach to employee engagement
identifying the right talent for succession includes addressing physical, emotional, social,
planning. Identification of High Potential, Top and intellectual wellness, according to a report
Potential is normal and organizations are by McKinsey & Company.
investing on those employees. Organizations that focus on a holistic approach
Succession Planning: to employee engagement report higher levels of
Succession planning is another critical aspect of productivity, innovation, and employee
talent management that can impact employee satisfaction, according to a report by Forbes.
engagement. When employees understand that In a survey of 1,000 employees, 61% reported
Vol. 02 | Issue 04 | May 2023 71

that they would work for a company that These data points suggest that a holistic
prioritizes employee well-being, even if it approach to employee engagement is important
meant earning less money, according to a report for large corporations in a disruptive era. By
by PwC. focusing on employee well-being and
The COVID-19 pandemic has highlighted the addressing physical, emotional, social, and
need for organizations to focus on employee intellectual wellness, organizations can
well-being, with 93% of employers saying that improve employee engagement, productivity,
they plan to prioritize employee well-being in and satisfaction, leading to greater profitability
the future, according to a report by Willis and success.
Towers Watson.
CONCLUSION:
In today's rapidly changing business environment, large corporations are facing various
challenges in managing employee engagement. A holistic approach to employee engagement
is an effective strategy that considers integration of all HR processes into the overall well-being
of employees, their personal and professional goals, and the company's objectives. This
research paper examined the importance of a holistic approach to employee engagement in
large corporations during disruptive times. The findings of this research indicate that a holistic
approach leads to higher levels of employee engagement, productivity, and job satisfaction,
which ultimately benefits the organization as a whole.
RECOMMENDATIONS:
Based on the research findings, the following recommendations are proposed for large corporations
to adopt a holistic approach to employee engagement in disruptive times:
Develop a comprehensive employee engagement Strategy that aligns with the company's
values, vision, and mission, and is tailored to meet the needs and expectations of employees.
Encourage employees to share their feedback and suggestions on the company's policies,
procedures, and initiatives, and integrate them into the engagement program.
Provide opportunities for employee development and growth by offering training, mentoring,
coaching, and career advancement programs that align with their personal and professional goals.
Create a positive work environment by promoting work-life balance, offering flexible working
hours, recognizing employee achievements, and providing employee benefits that support their
physical, mental, and emotional well-being.
Foster a culture of communication, collaboration, and innovation by encouraging employees
to share their ideas, collaborate on projects, and experiment with new approaches and technologies.
Create an employee engagement plan based on PEIFS, i.e.Personal development, Emotional
development, Intellectual development, Financial development and Spiritual development.
LIMITATIONS AND FUTURE RESEARCH:

One limitation of this study is that it focused on a case studies and interviews of HR professionals in
those organizations which may limit the generalizability and perceptions of the findings. The
information provided may be limited. Additionally, the study relied on self-reported data from
employee surveys, which may be subject to social desirability bias. Future research could explore
the impact of a holistic approach to employee engagement on different types of organizations and
industries, as well as the long-term impact of these initiatives on employee retention and
productivity. Furthermore, future research could investigate the role of leadership in promoting a
holistic approach to employee engagement and the potential barriers to implementing these
initiatives in organizations.
Vol. 02 | Issue 04 | May 2023 72

ACKNOWLEDGMENT
I express my sincere thanks to all my HR Professional friends who gave their time to share their best
practices. The data is captured only while interacting with professional from following companies
formally and informally.
Atlas Copco, Alfa Laval, Tata Motors, Fiat Automotive, Persistent Technologies, AP Globale,
Sakal Media Group, DSM India, Cummins, Honeywell, Rockwell Automation, Emerson, Badave
Engineering, Endurance, Varroc, ITC, Foseco, Adobo, TCS, Tata Auto comp, MNGL, Weikfield
Foods,Pepsi & many more.
BIBLIOGRAPHY
Bidwaik, V, Holistic Approach to Employee Engagement (2018), Boho Soul Publications,
Bidwaik V, www.vinodbidwaik.com, blog for professionals.
Hakanen, J. J., Bakker, A. B., & Schaufeli, W. B. (2020). Burnout and work engagement during a
disruptive organizational change: The role of psychological contract violation. Journal of
Occupational Health Psychology, 25(1), 57-69.
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work.
Academy of Management Journal, 33(4), 692-724.
Mishra, P., Gupta, P., & Dua, P. (2018). Employee engagement: A literature review. International
Journal of Engineering Technology Science and Research, 5(1), 238-243.
Oksanen, A., Savela, N., Kaakinen, M., Sirola, R., & Kinnunen, U. (2020). Work engagement,
exhaustion, and organizational changes during a period of extensive technological change.
Frontiers in Psychology, 11, 576176.
Van den Broeck, A., Ferris, D. L., Chang, C. H., & Rosen, C. C. (2018). A review of self-
determination theory's basic psychological needs at work. Journal of Management, 44(2), 367-390.
Van der Heijden, B. I. J. M., Notelaers, G., Peters, P., & Stoffers, J. (2018). Disruptive change and
the use of self-regulation: An exploratory study. Journal of Vocational Behavior, 104, 53-67.
Kular, S., Gatenby, M., Rees, C., Soane, E., & Truss, C. (2008). Employee engagement: A literature
review. Department for Business, Enterprise and Regulatory Reform. This report provides a
comprehensive review of the existing literature on employee engagement, including different
perspectives and definitions of the concept, and the factors that contribute to employee
engagement.
Saks, A. M. (2011). Antecedents and consequences of employee engagement. Journal of
Managerial Psychology, 26(7), 600-619. This article reviews the antecedents and consequences of
employee engagement, highlighting the importance of a holistic approach that takes into account
both the individual and the organizational factors that influence engagement.
Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and
Organizational Psychology, 1(1), 3-30. This article presents a comprehensive conceptualization of
employee engagement, highlighting its multidimensional nature and the importance of a holistic
approach that considers both the cognitive and emotional aspects of engagement.
Shuck, B., & Reio Jr, T. G. (2014). Employee engagement and well-being: A moderation model and
implications for practice. Journal of Leadership and Organizational Studies, 21(1), 43-58. This
article explores the relationship between employee engagement and well-being, highlighting the
importance of a holistic approach that considers both the individual and the organizational factors
that influence both constructs.
Tuckey, M. R., Bakker, A. B., & Dollard, M. F. (2012). Empowering leaders optimize working
conditions for engagement: A multilevel study. Journal of Occupational Health Psychology, 17(1),
15-27. This article presents a multilevel model of employee engagement that highlights the
importance of a holistic approach that considers both the individual and the organizational factors
that influence engagement.
Vol. 02 | Issue 04 | May 2023 73

A Study of Employee Engagement:

Reform, Perform, Transform and
create capable workforce in the era of new Economy
Dr. Abhijeet Shah Mr. Nirvikar Hingane

Vice President – IR and Admin HR Business Partner
Bharat Forge Ltd. Mundhwa, Pune Hindustan Unilever Ltd. Khamgaon
Abstract for employees. But it is not possible unless

Employee engagement plays vital role in company create certain platforms such as cross
achieving the satisfaction of employees at departmental committees and IT infrastructure
workplace. It allows employer to bridge the gap for exchanging information and employee
between each other. It is already proven that engagement. It is also important that, emotional
engaged employees show better productivity engagement plays the vital role to make the
and output rather than the tools and process organization capable. To enhancing employee
which are directly rolled out without any engagement, HR has to design and develop
engagement. processes for managing talent , improving
The study aims to emphasis on the relativity of leadership, managing work life balance,
reforming and refining the traditional employee managing change and cultural transformation ,
engagement, perform the effective engagement create learning organisation, improving
methods, to benchmarking workplace quality performance management and rewards.
and strength against your competitors, to
determine corporate interventions to build For enhancing employee engagement company
stronger workplace and transform the ways of should work on the following :
working to create workforce that's self- 1) Building the foundation – Company has to
motivated and capable. have clear objective, vision and values. The
By this study of employee engagement HR can same should be cascaded effectively in the
deploy both performance discipline and organization.
personal motivators. It means to build effective 2) Accountability – Company should have
system and policies in such way that will keep robust performance management system
motivate employee for doing work easily. with high level of targets and should align to
the individual behaviour and enterprise
Keywords goals. Review mechanism with effective
Engagement, Systems ,processes , supervision, feedback system shall be in place.
attrition , performance, discipline, purpose , 3) Result oriented – Transparent performance
motivators, encourage, reform , collaboration , management system with rewards and
capabilities ,leadership , accountabilities, work recognition will give effective results to the
life balance, learning organisation, rewards etc. organization which results in enhancing
employee engagement.
Introduction 4) Working together – Cross functional team
Improving the performance and building a for foster co-operation and communication.
sustainable future, HR can deliver tools, 5) Developing skills – Organization should
systems, processes but the important is have system for right people for the right job
developing like minded people by understand- with empowerment to the employees to
ing their aspiration and insights. Collaboration ensure capable workforce.
and teamwork are a strong source of motivation
The corresponding author can be reached at Abhijeet.Shah@bharatforge.com Vol. 02 | Issue 04 | May 2023
I. LITERATURE SURVEY crowd is inclined towards strongly

In the literature survey, we came across the agree.
information stating that organizations those
are 3. E m p l o y e e e n g a g e m e n t h e l p s i n
At the same time, it is important to define the improving satisfaction amongst
concepts of this study to clarity, therefore, employees and in return attracts loyalty
after the introduction, the next section will to help the company weather any storms
be defining the necessary concepts - like recession.
II. SURVEY
A survey was conducted amongst the HR
professional across manufacturing indus-
tries to understand the awareness of R and R
in HR fraternity. We have received the
response from HR professionals.
1. Type of Industry Fig (3)
Major industrial professional are

strongly agreeing that the employee
engagement helps in improving
satisfaction amongst employees.
4 Employee engagement increased

transparency and makes employee feel
connected to organization.
Fig. 1
Majority of respondent belongs to

Manufacturing sector
2 Effective employee engagement ensures

that employees feel connected to their
work resulting into increased productiv- Fig (4)
ity.
Mixed feedback received from crowd
agreeing that, employee engagement
keeps connected the employees with
organization.
5 Employees who feel connected to

company perform better at customer end
and increase profitability.
Fig (2)
Feedback received from industrial
Mixed feedback received from the professional is mixed stating that
industrial professional. But the majority employees feels connected to the
Vol. 02 | Issue 04 | May 2023

company, performs better at customer

end.
Fig (8)
Fig (5) Mixed feedback received from all levels

on the uninformed leaves will never
6. Happy and engaged employees do not happens with engaged as they love their
leave the company easily and they tend job and focus more on the growth of the
to work for fulfillment and actualization. organization.
9. E m p l o y e e e n g a g e m e n t h e l p s i n
reducing risk of burnout amongst
employees.
Fig (6)
7 Actively engaged employees have

perfect emotional health free from Fig (9)
stress, in turn maintain a happy work life
balance. Mixed feedback received from all level
of the industrial professional.
10. Engaged employees ensure strong sense

of pride in the company which helps to
effect the change in the organization
during transformation efforts.
Fig (7)
50% feedback received from profes-

sional agreeing that actively engaged
employees have perfect emotional
health free from stress, in turn maintain a Fig (10)
happy work life balance. The feedback are more inclined towards
strongly agree on engaged employees
8 Uninformed leaves will never happen ensure strong sense of pride in the
with engaged employees as they love company which helps to effects the
their job and focus more on the growth of change in the organization during
the organization. transformation efforts.
Vol. 02 | Issue 04 | May 2023

11 H i g h l y c o m m i t t e d a n d e n g a g e d Compensation
and Benefits
employees drive the organization's value Work
Organisational
Justice Policies
Training &
Leadership Employee Development
Engagement
Job Performance
Fig (12) Oranisational

Growth
Fig (11) Leadership, organizational justice,

compensation and benefits, work
Mixed feedback received from indus- policies and training and development
trial professional. leads to employee engagement and it
improves job performance leads to
III PATH ANALYSIS achieve individual as well as organiza-
“Path analysis is a statistical tool of tional growth which will accomplish the
multiple regression that is used to define organizational goal.
causal models by examining the Based on path analysis we get the in-
relations between a dependent and depth knowledge of employee satisfac-
independent variable.” This portrays tion v/s employee engagement, which
multivariate analysis of variance and helps to measures the level of the
covariance analyses. psychological commitment and
This tool is effective to co-relate emotional boundaries of employees. It is
whether employee engagement achieve also helps to focus on present deliver-
the objective of the organization and ables which leads to extract the high
whether it is aligned to the strategy of the performer employees and his/her
business. capabilities which needs to manage the
workforce effectively and efficiently.
CONCLUSION AND RECOMMENDATIONS

From the above study and survey, it is concluded that, most of the organizations are having
two types of employees – Engaged employees/workforce means those who have the focus
on current market situation and deliver high performance which develops distinctive
capabilities, provides customer loyalty, helps to retain the talent, improves the safety,
productivity and profitability and which drives the organization to achieve the defined
organizational goal. Disengaged employees/ workforce means those who are low risk taker,
don't have the feeling of sense of achievement which will harm the organizational growth.
Effective employee engagement helps to create positive workaholic atmosphere which will
leads to employee satisfaction, work life balance and promote organizational values.
In changing business scenario, employee engagement will adopt the culture of involvement
of stake holders which will retain and motivate the talent and it leads to Organizational
Growth.
Vol. 02 | Issue 04 | May 2023

RECOMMENDATIONS
The trend has changed from individual to team performance. Hence, the employee engagement
should be -
1. The Concept of reach to unreach with the help of structured communication system.
2. Robust performance management system with effective review mechanism.
3. Seen employee as Resource to Resourcefulness.
4. Scientific Talent Acquisition system.
5. Need based initiative for Talent Retention.
6. Knowledge management system for decision making.
REFERENCES
1) The Boston Consulting Group- Creating people advantage.
2) The Future of the HR Function 2022-HR. research institute HR.com
3) HR Predictions for 2022- The Josh Bersin Company.
4) http://www.ntl-psc.org/archive/employee-engagement-and-the-organization-development-
practitioner/
Vol. 02 | Issue 04 | May 2023

Work Study and Measurement are Vital for Improving Productivity

Col (Dr.) Sankar Rajeev (Retd),
PhD,
Professor, Department of Business Studies KKWES,
Panchvati, Nashik
ABSTRACT assumes a holistic view of manufacturing.

Design capacity is the maximum output an The scope has widened with the emergence
operation process is designed for. Developing of services operations management. In this
alternatives means plans to handle capacity whole effort raw materials are transformed
gaps. Work study comprises of method study into quality goods for the customers. It is
and work measurement. Work can be ideally natural that the effort will be concentrated
divided as repetitive work where main on adopting management principles to
operation continuously repeats during the create a strategic advantage by producing
complete production process and non- customer driven goods and services. In
repetitive work wherein main operation is controlling manufacturing or service
rarely repeated. The proposed research work operations several basic types of decisions
has the aim of analyzing the impact of work are considered including operations
study and measurement on productivity. strategy, product design, process design,
Review of literature indicates that the topic has quality management, capacity, facilities
been introduced in various fields of science and planning, production planning and
related its usefulness in practical applications. inventory control. McDonald's operations
Descriptive research methodology is used to system of both production and service made
analyze the impact of work study and the differentiation. Operations management
measurement on productivity. Effective work encompasses a series of activities which
and time study as well as the measurement include; designing the products and
would translate in to a good productivity with packages, product administration,
very high chances of success, on the other hand execution of plans and policies,
if these two variables are lower in scale the improvement services.
production would be at diseconomies of scale. 2. Material handing is one of the key aspects
Value improvement can be achieved by greater considered in operations management. It
impetus to decision and risk analysis, good essentially involves movement, handling
project execution planning, business evaluation and storage of materials. Material handling
and funding analysis. The findings will give an encompasses the movement, handling and
insight on to the relevance of practicable storage of everything within and around an
methods to deal with work and may serve as establishment -raw materials components
input in improving efficiency, ensuring and supporting goods in stores, between
transparency in production methods and operations, regardless of shape, size, form,
support further research. nature and weight. To be effective, material
Key words: work study, work measurement, handling system should ensure optimum
time study, productivity, efficiency. use of processing time to ensure no wastage,
a n d e c o n o m y o f e ff o r t t o p r e v e n t
MANUSCRIPT unnecessary cost. While material handling
Introduction is a planned process, its efficiency and
1. There is a general belief that Production smooth operation can be affected by
management and operations management mechanical and economic factors.
are one and the same, which is not true. In Mechanical factors or engineering factors
the field of operations management the cover the features like infrastructure,
aspects of production, procurement, and machinery, material and material handling
supply chain activities are involved which equipments. Principles of material handling
The corresponding author can be reached at s.rajeev@gmail.com Vol. 02 | Issue 04 | May 2023 79
include planning, operating, equipment, International Labour Office Geneva.

costing and general principles. Material Management Development Branch of the
handling equipments are grouped into three ILO, in collaboration with E. J. Riches,
which are wheel barrow category, former Treasurer and Comptroller to the
conveyors and industrial trucks. ILO. The book combines the views of
3. Work study involves how time, effort, and many experts in the field who have been
skill are addressed to undertake a work associated with ILO in the past. The book
systematically. It comprises of method deliberates on work measurement as the
study and work measurement. For work key area of productivity. Further efforts
measurement, the techniques used are; time have been made by the authors in the
study, pre-determined motion time system second edition. Another aspect which has
(PMTS), synthesis, analytical estimating been included was incorporating
and activity sampling. Work measurement educational value of the book.
is an important consideration for work
study. Work can be ideally divided as Aim
repetitive work where main operation 7. Aim of this research paper is to undertake
continuously repeats during the complete an analysis on how work study and
production process and non-repetitive measurement can improve productivity.
work wherein main operation is rarely
repeated. Methodology
8. Descriptive Research: Descriptive
Literature Review Research has been used considering the
4. Kiran DR, Work Organization and various facets of work study and
Methods Engineering for Productivity. measurement, its impact on improving
Maintaining that achieving maximum productivity. Here the characteristics of
output and efficiency as the key area in an work study and time study are identified
organization this book gives a general idea and analyzed from the point of view of
about these aspects. Key area which the improving the productivity. In descriptive
book focuses is on work study which has research the process does not answer
the sole aim of improving the productivity questions about how/why/when the
of all factors of production such as characteristics occurred but describe the
material, labour and other resources. features of the system under analysis.
Aspects such as disruptive innovation
methods of production by incorporating Analysis
Industry 4.0 techniques including IoT and 9. In 1883, FW Taylor introduced the
IIOT have been considered in the book. stopwatch method for accurately
Further on the book dwells on improving measuring the time to perform each single
productivity by optimizing all factors of task of a complicated job. He developed the
production including labour output and scientific study of productivity and
optimization. identifying how to coordinate different
5. International Labour Organization, (1983) tasks to eliminate wasting of time and
Lahore: National Book Foundation. This increase the quality of work. The next
book covers the general aspects of work generation of scientific study occurred with
study which includes both theoretical and the development of work sampling and
technical. It also includes the methodology predetermined motion time system
involved in productivity measurement. (PMTS). Work sampling is used to measure
Other aspects which have been included are the random variable associated with the
job descriptions, ergonomics and work time of each task. PMTS allows the use of
related performance. standard predetermined tables of the
6. International Labour Organization, (1992), smallest body movements (e.g. turning the
Vol. 02 | Issue 04 | May 2023 80

right thumb by 30°), and integrating them to of science which impels on the worker to
predict the time needed to perform a simple adopt scientific methods in all aspects of
task. The major advantage of PMTS was industrial life. There was emphasis on
delinking work measurements and improved labour relations and qualitative
observing the work. It means that without improvement of worker.
physically or actually observing the work, 10 Work study, time study and motion study
measurement could be undertaken. The now moved a step ahead. Taylor combined
foundation of PMTS was laid out by the all the three and incorporated the motion
research and development of Frank and study as advocated. From this analysis
Lillian Gilbreth around 1912. How did they came up set piece patterns of work by Frank
go about? Rather than manually observing and Lillian Gilberth's motion study. Taylor
the worker they adopted the use of filming moved further making deliberations on stop
the workers activities. While the workers match method time study which adopted the
continued unnoticed the filming carried on motion study of Gilberths. As a follow up
to provide the necessary inputs for work came in the concept of standard method of
study and work measurement. These steps doing a work and acceptable time frame.
without any doubt increased the This really pushed the workers to the limits.
productivity and made technological Frank Gilberth is credited with the process
improvements but on the other hand issue of flow chart in 1921. In 1913 Ford published
division of labour came up. his "How many parts to make at once" in
Notwithstanding the challenges involved in which he presented the idea of the economic
methodically undertaking recordings and order quantity model (EOQ). He described
the calculation of these by the use of the problem as follows: "The interest on
formulas remained somewhat unexplored capital tied up in wages, material and
until Frederick Taylor, whose early work overhead sets a maximum limit to the
focused on developing a new system of quantity of parts which can be profitably
compensation called differential piece rate manufactured at one time and set up costs on
system, which in the later years was heavily the job fix the minimum. Experience has
challenged. In that process he conducted shown one manager a way to determine the
quite a lot of experiments on measurements economical size of lots. It was seen that this
and theoretical analysis on cutting of metals paper inspired a large body of mathematical
and human labour. Differential piece rate literature focusing on the problem of
system harbored on the principle that production planning and inventory control.
'produce more good quality goods in the 11 Work and Motion study is another subject
allocated time in order to get more which increases the curiosity of operations
compensation'. So workers were manager. It has been seen from time
encouraged to produce more and those with immemorial that an effort has been
higher productivity were paid more in undertaken to analyze a job and find out
comparison to other workers. With what does it contain even though it was for
introduced two key terms efficiency and the first time systematically addressed by
effectiveness, which are carried on even FW Taylor and originated the subject
now? So those who fell below the optimum Industrial Engineering. Work study
level received lower wages. This in a way involves how time, effort, and skill are
practically removed the method of addressed to undertake a work
soldiering. But then another issue came up systematically. A workable definition of
which was fast workers reduced their speed work study could be “the momentous
to support the slow workers. In 1911 Taylor investigation of work with an intention of
published his "The Principles of Scientific making the most cost-effective and valuable
Management", in which he characterized use of men, materials and machines”. As per
scientific management as an accepted form ILO, “Work study encompasses the
Vol. 02 | Issue 04 | May 2023 81

technique of method study and work involved for a job by using symbols like;
measurement which are employed to ensure operation 'O' inspection transport
the best possible use of human and material storage and delay 'D'. Multiple activity
resources in carrying out a specific charts is similar to process activity chart
activity”. Hence it involves; method of which link these involving more than one
performance of work, layout of the floor and element of production. In this inactivity area
work area, materials handling, physical is left blank and activity area shaded.
conditions governing work, best possible SIMOs are used to record body movements
use of machines and equipments, using 'therbligs'. A method study is carried
measurement and timing of work for out to improve the process and its
assessing productivity. When management interrelationship with other processes,
selects a job for work study the primary improving the layout and efficiency,
reason would be to improve efficiency. It financial prudence and improve working
can also be with the aim of standardizing the conditions. Motion study is introduced with
operators, removing acquired bad working the aim of improving human efficiency.
habits, scrutinizing the advent of wrong Some of the principles are; employ both
work methods which affect the output hands simultaneously but not to idle them at
which have been ignored, exploring the the same time, motion of hands should be
possibility of identifying the best and being simultaneous in opposite directions or
the only method to undertake a job. A good symmetrical, ballistic motions are best as
work study can improve productivity, they make movements uncontrolled, layout
efficient use of labour, material and should be definite to permit best sequence,
machines, lower costs and repairs resulting continuous curved movements are preferred
better quality, and overall improvement. as against sharp directional changes, use
Hence for work study it is recommended to other body parts to assist hands, momentum
introduce a committee. As change can be of assistance once an item is in
management is a difficult and so is motion and use gravity assistance where
introduction of work study due to anxiety, possible. Design of machines and
redundancy, and lack of expertise. improvement of work are related, hence
12. Work study comprises of method study and endeavor should be to fit the physical,
work measurement. Method study involves intellectual characteristics of people while
identifying alternate ways of undertaking designing machines. Prime yoke method is
the job and can include motion study on the ideal to carry weight, jobs that uses various
other hand work measurement is time body parts and muscles at different times
related assessment of output. For work facilitating reduction of fatigue and improve
measurement, the techniques used are; time productivity. Adjustable machines help in
study, pre-determined motion time system leveling with physical variations of
(PMTS), synthesis, analytical estimating workers, control lever, dials should be as per
and activity sampling. Method study the specifics and one should not be confused
involves scientific analysis of every for another to result into an accident.
operation, but also studies involving 13 Work measurement is an important
coordination and cooperation including consideration for work study. Ever since
contribution of machine and men. For this FW Taylor introduced the piece rate system
recording of details of all methods are of payment to compensate labour, efforts
required which include process charts and have been on to identify the standard
flow diagrams, multiple activity chart, amount of time required to complete any
motion charts, simultaneous motion charts, work. This is not only essential from
layout models and templates, string production point of view and capacity
diagrams, and video recording. Flow planning but also for working out wages,
process charts record the operations formulating production schedule and
Vol. 02 | Issue 04 | May 2023 82

correct utilization of labour. As per British wherein charts from established companies
Standard Institution work measurement can giving standard or work-factor time units
be identified as, “the application of provided are utilized. Similar to this
techniques designed to establish the time for technique is synthesis or synthetic time
every qualified worker to carry out a standards which are obtained from the
specified job at a definite level of company's own past records. Here times are
performance”. Hence work measurement not set on basic elements as basic as those
involves; finding out quantity of work, time detailed under PMTS but are set as whole
needed for completion of that work, parts of cycle. Another method used for
evaluation of output and comparing with indirect method is analytical estimating.
standard output. Work can be ideally The study is used for new jobs which cannot
divided as repetitive work where main be synthesized because there may be some
operation continuously repeats during the new element of work for which data is not
complete production process and non- available. This technique is used for non
repetitive work main operation is rarely repetitive jobs or long cycle jobs having
repeated. A standardized procedure to variable elements. For repetitive operation,
undertake work by each worker is to be synthetic data is used and supplemented by
identified and then all workers engaged in estimates because of which accuracy
the process are trained to achieve desired depends on the capacity of the estimator.
standards. Various techniques will be While setting time standard time should be
deliberated subsequently. Nevertheless all set deliberately and adopt a base policy.
these can be categorized as direct method 14 Time study may be defined as the art of
where actual observations are taken like observing and recording time required
time study and activity sampling, indirect doing each detailed element of industrial
method timings are calculated from operation. It is done with the objective of
available data like synthetic timings, PMTS identifying the time required for a worker to
and analytical engineering. Pre-determined complete a job under standard conditions
motion study or PMTS is an indirect using which the management can determine
method. In this, from various independently wage plan, obviate idle time or delay, make
engaged operations observed of same or aware to the labour a target which has to be
similar tasks timings are taken as achieved, improve working conditions and
established set timings for completing control costs. This is under taken by a
certain tasks. To this extent methods like selecting a job for which the study is
time measurement and work factor are contemplated to be continued, thereafter the
being installed now a day. These programs job is split into components which are then
give times for various body elements. timed either by stop watch method or any
Essential element is to break down activities other suitable one. After this is done the next
to their basic elements. Steps are taken to step is to calculate the operator’s effective
make allowance for factors like weight, speed of the work element and compare it
resistance to motion, caution etc. Engineer with using performance rating (using
responsible analyses jobs into individual Westinghouse rating which takes into
movements. From the table provided the consideration skill, effort, working
time required for these motions can be condition and consistency, rate each factor
determined after which they are then and convert to percentages and sum up to get
summed up and after adding allowances the rating of the worker or use 100% rating
time for operations these are calculated. One system where an average worker is
of the likely advantages is identifying bad considered as 100% and lower than average
methods adopted by the worker including below 100%, more than average above
adoption of short cuts. A variation from this 100%) thereafter using the rating factor
used in US and Britain is work factor system calculate the basic time=(observed
Vol. 02 | Issue 04 | May 2023 83

time×rating)÷100. Thereafter total up the which are then summed up and divided by
basic times of all elements, add allowances the total number of observations. These are
to compensate process allowance (idleness percentages of instants at which each
caused by the character of the process which activity was observed which serves as a
worker is engaged in which is generally 5% basic data for work sampling. As a result an
of basic time), relaxation allowance (to observer is able to identify the percentage of
recover from physiological and time workers are engaged or not engaged in
psychological fatigue, usually the an operation, providing allowances, and
allowance is 3-5% for men and 7% for setting standards for both irregular work and
women). This may include fixed allowances indirect labour. Moreover idle time of a
like drinking water, going to wash room and machine could be identified by the random
variable allowance given to operators samplings if the machine is working.
working under poor environmental
conditions, and contingency allowance Discussion and Results
which is up to 5 %( for unforeseen 15 To achieve efficiency, effectiveness, and
eventualities). Once all these details are economy in performance of work,
considered, then test and review to obtain standardization and standards are essential.
standard time. It has limitations and Standardization is to bring uniformity and it
benefits. Another method used in direct can be defined as “a process of bringing
observation is activity sampling. Here uniformity in work conditions, equipments,
application of statistical sampling to jobs or routines or procedures with the object of
activities is carried out. It is reasonable to increasing efficiency.” Standard on the other
consider that a technician engaged in study hand is a definite level of performance in
may not be able to identify that how many terms of time, quantity, quality and costs. It
times a machine is down for various reasons signifies a definite level of excellence in
in a week (duration of study). Hence rather performance of work. The objectives of
than a constant observation a continuous standardization are; bring economy and
analysis may prove to be fruitful. Here costs, increase efficiency of employees,
observations are carried out at a frequency facilitate training of employees, bring in
picked up at random. Hence this method is consistency and continuity, standardization
also known as ratio relay and snap reading precedes standards. It can be employed in
method of observing. The principle is that equipments, furniture, methods and
proportion of happenings in a random routines. While undertaking the process of
sample reflects to a known accuracy standardization, first of all purpose of
percentage of that condition in total activity. standardization is seen, then the area has to
Degree of accuracy can be varied depending be identified and defined, study and analyze
upon the number of observations taken. In the existing method, find out alternate
order to achieve a desired accuracy and methods of doing the work, and finally
confidence level, using the formula install and maintain new methods or
=pqz^2÷a^2 , where p is the % of items routine.
possessing particular characteristic in a 16 Another factor which assumes prominence
sample, q (1-p), z the desired confidence is work simplification. It is a step to simplify
level and a desired level of accuracy the work procedure, activities and methods. It
number of observations are considered. In aims at elimination of wastes of any kind
this method total working time of all may it be time, energy, space, men, money,
workers is broken down to instants of time material, equipment and duplication of
and it is linked by observation by Time efforts to increase worker’s effectiveness
study sampling. Thereafter the values are and reduce efforts? This can be achieved by
collated to identify action occurring at making series of activities simple and
larger number of different instants of times, productive, reduce movement to the
Vol. 02 | Issue 04 | May 2023 84

minimum necessary, avoid bottlenecks, have one agency supply wheat flour and
duplications and delays, arrange smooth another producing bread and transportation
flow of process, and give training and by a 3PL or 4 PL logistics provider. As these
encourage simplification. For this first are time bound activities it would be cost
select the work which is to be simplified, effective to provide linkages by supply
then record the work, analyze develop chain to increase efficiency.
practical methods and maintain the method 18 A more recent approach, introduced by
by regular checks. Terry Hill, involves distinguishing
17 We have been working on theoretical competitive variables in order to identify
systems or those which are ideal in any winner and order qualifiers when defining
manufacturing process. Unfortunately the operations strategy. A firm for its existence
actuality is far away from these ideal in the market should be competitive. Hence
systems, which means that we would come we would introduce the terms order winners
across combinations which can be called as and order qualifiers. Order winners are
hybrid systems. What it means that a system those essential elements which keeps the
may involve combination of processes. We firm a step ahead of its competitors. It is
may explain this concept a little more by necessary but not without order qualifiers
taking the example of a bakery product. As which are essential for a smooth transaction.
bread is now-a-days a common item let us An ideal combination may be sought after
go into its manufacturing. The raw material which can spiral the sales and improve
is first converted to wheat flour, and then productivity. Despite the categorization
there would be other ingredients to be made in different functions and departments
added. This is followed by making the we would find in this context described the
dough and baking it to make bread. The effort is an ideal combination of operations
bread is then packed in for transportation and marketing. An operations manager
which is another process. Finally these are would be concerned about productivity.
transported to the retailers for providing Any system employed for manufacturing is
them to the customers as per demand. Here rated by the efficiency of functioning. In
we have the first part of making the wheat simple terms whether it is effort, money or
flour as process production which is material, it is the ratio between outputs and
followed by making dough as part inputs. It is also useful to break up
production and finally culminating in productivity in use U (productive
process production. Another factor to be percentage of total time) and yield η (ratio
considered is that all these activities may not between produced volume and productive
be undertaken by one agency unless they time) to evaluate production systems
resort to vertical integration. So we would performances better.
CONCLUSION
Work and Motion study is another subject which increases the curiosity of operations manager
because it translates in to productivity. Work study involves how time, effort, and skill are
addressed to undertake a work systematically. As per ILO, “Work study encompasses the
technique of method study and work measurement which are employed to ensure the best
possible use of human and material resources in carrying out a specific activity”. Hence it
involves; method of performance of work, layout of the floor and work area, materials
handling, physical conditions governing work, best possible use of machines and equipments,
measurement and timing of work for assessing productivity. When management selects a job
for work study the primary reason would be to improve efficiency. Work study comprises of
method study and work measurement. Method study involves identifying alternate ways of
Vol. 02 | Issue 04 | May 2023 85

undertaking the job and can include motion study. On the other hand work measurement is
time related assessment of output. For work measurement, the techniques used are; time
study, pre-determined motion time system (PMTS), synthesis, analytical estimating and
activity sampling. A method study is carried out to improve the process and its
interrelationship with other processes, improving the layout and efficiency, financial
prudence and working conditions.
20 Work measurement is an important consideration for work study. It involves; finding
out quantity of work, time needed for completion of that work, evaluation of output and
comparing with standard output. A standardized procedure to undertake work by each
worker is to be identified and then all workers engaged in the process are trained to achieve
desired standards. Nevertheless all these can be categorized as direct method where actual
observations are taken like time study and activity sampling, indirect method timings are
calculated from available data like synthetic timings, PMTS and analytical engineering. A
variation from this used in US and Britain is work factor system wherein charts from
established companies giving standard or work-factor time units provided are utilized.
While setting time standard time should be set deliberately and adopt a base policy. Time
study may be defined as the art of observing and recording time required doing each detailed
element of industrial operation. Thereafter total up the basic times of all elements, add
allowances to compensate process allowance, relaxation allowance. Moreover idle time of a
machine could be identified by the random samplings if the machine is working. To achieve
efficiency, effectiveness, and economy in performance of work, standardization and
standards are essential. It signifies a definite level of excellence in performance of work.
Another term which assumes prominence is work simplification. It is a step to simplify work
procedure, activities and methods.
REFERENCES
• ASQ/AIAG Task Force, Fundamental Statistical Process Control. Troy, MI: Automobile
Industry Action Group, 1991.
• ASQ Quality Cost Committee, Guide for reducing quality costs, 2nd ed. Milwaukee, WI:
American Society for Quality, Inc., 1987.
• Besterfield Dale H., Quality Control, 6th ed. Upper Saddle River, NJ: Prentice Hall, 2001.
• Bossert, James L., Quality Function Deployment: A Practitioners Approach. Milwaukee,

WI: ASQ Quality Press, 1991.
• Camp Robert C., Benchmarking: The Search for Industrial Best Practices That led to
superior practice. Milwauke, WI: ASQ Quality Press, 1989.
• Chase, G.w., Implementing TQM in a construction company. Washington D.C.: Associated

General Contractors of America, 1993.
• Chrysler/Ford/General Motors Task Force, Potential Failure Mode Effects Analysis

(FMEA). Troy, MI: Automobile Industry Action Group, 1995.
Vol. 02 | Issue 04 | May 2023 86

• Deming, W. Edwards, Quality, Productivity, and Competitive position. Cambridge, MA:

Massachusetts Institute of Technology, 1982.
• Donald, J. Bowersox, David, J. Closs, Cooper, M. Bixby, Supply Chain Logistics

Management. Mc Graw Hill Education, 2nd Edition, 2008.
• Feigenbaum, A.V., Total Quality Control. New York: McGraw-Hill Book Company, 1961.
• Ishikawa, K., What is Total Quality Control? Englewood Cliffs, NJ: Prentice Hall, Inc.,
1985.
• Knouse, Stephan B., Editor Human Resources management perspectives on TQM concepts
and Practices. Milwaukee, WI: ASQ Quality Press, 1996.
• Nakajima, Seichi, Total Productive Maintenance, Portland, OR: Productivity Press Inc 1988.
• Neeti Gupta & Anjali Gupta, Operations management, 2017, Kalyani Publishers, NewDelhi
• Peace, Stuart Glen, Taguchi Methods: A Hands-On Approach. New York: Addison-Wesley
Publishing Company, Inc., 1992.
• Taguchi, G., Introduction to Quality Engineering. Tokyo: Asisn Productivity Organization,

1986.
• Winchell, William, TQM: Getting Started and Achieving Results with Total Quality
Management. Dearborn, MI: Society of Manufacturing Engineers, 1992.
https://en.wikipedia.org/wiki/File:MRP2.jpg
Vol. 02 | Issue 04 | May 2023 87

A study of Motivational Tools and Techniques in IOCL (AOD)

in relation to Employee Engagement.
Dr. Pranjal Bezborah, Dr. Nidhi Garodia
Professor (Rtd), Dibrugarh University
Department of Commerce, Dibrugarh University
Abstract: Limited (Assam Oil Division), Digboi, Assam.

Motivation is the major source of employee And find how it effect employee engagement
engagement in an organization. The paper is an towards organization.
attempt to describe how IOCL(AOD), Digboi
uses its motivational tools for employees Research Methodology
welfare and their dedicated engagement The paper takes a case study approach to study
towards organization affair. in detail the impact of motivational tools
The paper takes a case study approach, using adopted by IOCL(AOD) in engaging
questionnaire and observation as tools for data employees towards organizational affairs.
collection. Here IOCL (AOD) motivational Datas are collected through questionnaire and
tools are presented using Maslow’s Need observation. The study is limited to the
Hierarchy theory, depicting how needs employees of IOCL(AOD), Digboi.
fulfilment have a long term entanglement with
work place. Result shows, tools satisfy most of Assam Oil Division (AOD):
the employees need; however few The little town Digboi, situated in the extreme
recommendations were suggested for northeast corner of the country is the
betterment. Most effective tool is, such PSUs headquarters of the Assam Oil Division of the
providing residential facility around the Indian Oil Corporation Ltd. and is regarded as
organization establishment, and a better social the birthplace the country's petroleum industry.
living with good recreational facility. The Digboi Refinery, commissioned in 1901, is
today India's oldest operating refinery and one
Keywords: of the oldest operating refineries in the world. In
motivation, Maslow’s need hierarchy, fact, it was the only refinery in India till the mid
employee engagement, employees needs 1950's. Earlier owned and operated by the
Assam Oil Company Ltd. It came into the fold
Introduction: of the Indian Oil Corporation Ltd. by an Act of
Motivated employees are the greatest asset of Parliament on 14th.October 1981 and became
an organization. Employee engagement in a Assam Oil Division of Indian Oil Corporation
company depends upon, what company gives to Ltd
their employee? Answer may come as MONEY. Post Nationalization, phasewise modernization
Most reading this paper has or had been of the age old Refinery was taken up and, today,
employed somewhere, now think is it only with its vastly modernized operations and
money that makes a person sticks to a place of facilities, Digboi Refinery is an ISO 9002 - ISO
work. There can be many factors like, 14001 and DNV OHSMS 1997 accredited
feasibility, status, family, interest, passion, etc, refinery manufacturing major petroleum
and of course money. As seen through, it seems products and a wide range of specialty products.
as employee’s needs are satisfied, they Digboi refinery also meets the requirements of
enthusiastically work in an organization. BS 8800. refinery manufacturing major
petroleum products and a wide range of
Objective: specialty products. Digboi refinery also meets
The paper attempt to link Maslow’s need the requirements of BS 8800.
hierarchy to motivational tools of one of the
navtarna PSUs of India, Indian Oil Corporation Product of Digboi Refinery
Vol. 02 | Issue 04 | May 2023 88

Table: 1.1 officers

Conventional product Specialty Product
- Compensatory hill cum winter
Motor Spirit Mineral Turpentine oil
allowance
Superior Kerosene oil Jute Batching Oil
- Project allowance
High Speed Diesel Solar oil
- Daily allowances
Light Diesel Oil Aromax
Furnace Oil Kerosene ● Travelling allowances –
Low Sulphur Heavy Stock Malarial Oil - Travel by air
Raw Petroleum Coke Lube Oil Base Stock - Travel by rail
Paving Bitumen Paraffin Wax - Travel by road
Solvent-90 - Travel by ship
- TA on transfer
Motivational Factors in IOCL (AOD) - TA for medical attendance and/or
IOCL (AOD), Digboi is a learning organization. treatment at outstations
It has a large chain of employees. The
organization takes considerable care in ● LTC is admissible to all employees in the
fulfilling the needs and desire of its employees. approved scales of pay, on completing one
Company’s major HR policies towards year of continuous service. It is provided
employee’s encouragement are- once in a period of two calendar years,
applicable within India
● Pay & Allowances ● Schemes for Children Education and Self
Pays- Development
- Protected pay(officers) ● Scheme for grant of special awards to
- Special pay(officers) meritorious children of the employee
- Personal pay, Additional pay (non- ● Scheme to provide incentive for acquiring
officers) higher qualification
● Scheme to provide incentive for acquiring
● Allowances- certificate to proficiency as Boiler
- Dearness allowances Operation Engineer (BOE)
- House rent allowances ● Sponsorship to various educational
- Special allowances courses/programmes
- Non-practicing allowances ● Scheme for membership of professional
- Shift allowances bodies/institutions/societies
- Washing allowances
- Tea allowances • Leave-
- Tanker (duty) allowance & refreshment - Casual leave- 12 days in a calendar year
allowance - Special casual leave- for participation in
- Conveyance allowance to blind and sports meets, for undergoing
orthopedically handicapped employees sterilization operation, for joining
- Cash handling allowance training/duty in territorial army, for
- Outfit allowance reassessment of disability of ex-
- North eastern allowance servicemen, for blood donation, for
- Special compensatory (remote locality) appearing in court cases (for drivers)
allowance - Earned leave- total earned leave can be
- Professional up-gradation allowance accumulated upto 300 days
- Rationalization adjustment allowance - Sick leave
- Rationalization cum skill up-gradation - Disability leave
expenses to non-officers - Disability leave
- Special computer allowance to non- - Special leave for serious sickness
Vol. 02 | Issue 04 | May 2023 89

- Extraordinary leave without pay Electronic Performance Management

- Study leave System is followed)
- Maternity leave - Qualification
- Special compensatory off - Seniority
- Child care leave (without pay for female - Discipline viz. Clearance from vigilance
employees) and disciplinary angle
- Social security benefits-
- Indian oil employees welfare ● Training and Development- Indian Oil is a
cooperative / group insurance schemes / network of 20 learning and development
benevolent fund scheme for sr.officer centres
- Gratuity/family pension ● Awards and Incentives-
- Superannuation benefit fund scheme -Regular employees of the corporation are
- Post retirement medical attendance eligible for the gold awards of different
facility values for rendering good and satisfactory
- Family Rehabilitation Scheme service
- Compensation for injury by accidents -The long service award are presented to the
while on duty employees for completing a long period of
- Voluntary Retirement Scheme- service on various occasion
● Benefit – ● Suggestion schemes-

- Social security benefit - Indian Oil Suggestion Scheme
- Full provident fund - Annual Awards
- Encashment of leave - Best Suggestion of the year:
- Resettlement concession - Best Suggestor of the year:
- Ex-gratia payment - Most Frequent Suggestor:
- Medical insurance For the Best Suggestion/best suggestor / most
frequent suggestor of the year award, a trip
Applicable only for those who has attended 45 value of Rs 1 lakhs will be granted to the winner
yrs of age and has served for min. 20 years, or subject to estimated weighted savings of
re-employed pensioners who have served a minimum 10 lakhs. This will be addition to the
minimum pension of 10 years. existing award.
- Medical facility- IOCL (AOD) runs a
full-fledged hospital establishment for ● Other forums for recognition
its employees. For critical cases they - National Awards
have tie-up with other multi-speciality - In-house Recognition
hospitals in and around the region. Segregating various motivational tools as per
- Welfare schemes- Financial assistance is Maslow’s Need Hierarchy
provided to Staff institutes and Officers’
Club which are of two types: The Maslow’s need hierarchy is show as
- Variable Assistance: This is granted to follows:
per member per month on basis of
Self
members’ monthly contribution. actualization
needs
- Financial Assistance: This assistance is Higher needs
emerges as Esteem needs
on regard to sports, library and attendant lower needs
are fulfilled
etc. Love needs
- Promotion- Promotion is conducted in a Safety needs

time span of every 6 year, on following Physiological needs
criteria-
- Performance as reflected in Performance As per Maslow when an employee’s lower need
Appraisal/ Confidential Reports (E-pms, is satisfied he tends to achieve ones higher order
Vol. 02 | Issue 04 | May 2023 90

needs. Below shown some of the Motivational allowances; however they feel other
Tools followed in IOCL. recreational facilities need considerate
improvement.
Segregation of IOCL Motivational Tools as per
Maslow’s Need Hierarchy: Survey result depicted via table below in
context Maslow’s Need Hierarchy-
Table: 1.2 Physiological Need Pay(satisfactory),
Allowances(need improvement)
Needs Policies adopted by IOCL
Safety Need Social Security Benefits (Satisfactory),
Physiological need Pay & Allowances, Leave
Medical facilities (Satisfactory),
Safety need Social security benefits, Voluntary
Voluntary Retirement Scheme(need
Retirement Scheme, Medical Facilities improvement)
Social need Welfare schemes
Social Need Welfare Scheme (Satisfactory in case of
Self-esteem need Promotion, Training and Development, Officers but need improvement in case of
Awards and Incentives Non- Officers).
Self-actualization need Suggestion schemes Self esteem Need Promotion (Need improvement),
Training Programs (Somewhat Satisfied),
Awards and Incentives (Need improvement)
Findings: Self actualization Need Suggestion Scheme (Need improvement).
A small survey was conducted to find the
implication of companies Hr policies on The best part of these companies is that, they
employee’s engagement. The result shown in bound employees to reside within the
figures below organization parameters. Like for officer’s
Ratings for Various HR Policies in IOCL as the grades bungalows are allotted, admits nature,
motivational factor (officers) with vast surroundings. And the non-officers
[Here, 1 being the top of the scale and 7 being mostly reside within the township. By this
the lowest] means employees social life are mostly is
enjoyed with their peers or sub-ordindates.
Thus the enthusiasm to work and get involved in
companies activities naturally develops among
them and as well as among their families.
Recommendation
The following are the suggestions given by the
employees of IOCL (AOD)
Most officers were seemed satisfied with pay
and allowances, they recommended award and Officers:
incentives, and suggestion schemes need ● Educational, practical, job related training
improvement and should be flawless. ● Better in-house recognition
Rating for various HR Policies in IOCL as ● Immediate Grievance handling
motivational factor (non-officers) ● Transparent Promotion Policies
[Here, 1 being the top of the scale and 7 being ● Performance oriented incentives beyond
the lowest] promotion
● Knowledge sharing by senior (experienced
personnel) with their subordinates
Non-Officers:
● Promotion to be more performance based
rather than seniority based
● Better Housing facilities including (water
provision)
● Training programs in areas of- technical,
Non-officers were also satisfied with pay and electrical, mechanical, general and
Vol. 02 | Issue 04 | May 2023

educational again also save money through reduced or

● Promotion policy from non-officers to capped benefit savings and enhanced tax and
officers to be reformed National Insurance efficiency.
● Quiz competitions to be organized as a part Motivational teams in organization –The
of knowledge seeking and social activity organization can form a motivational team,
including managers, supervisors or any other
Based on the results of the questionnaire and personnel who is with high motivation towards
suggestions given by the employees, the the organization. The team can monitor the
recommendations are put forward for change in employees’ productivity and
consideration by management towards efficiency towards their work.
improving employees’ motivation/ morale Childcare Voucher – this is towards the children
towards work, towards the organization: of employees. In such scheme a voucher is
Flexible Benefits Schemes – It is an award issued (equivalent to the salary amount or as per
package that can be tailored to employee employees’ willingness) in the name of the child
personal circumstances. It is a system which which can be realized in future according to
provides staff choice over the mix and level of child’s need and requirement.
cash and benefits received. It is typically, a Social Gatherings (for non-officers in
‘menu’ of benefits provided from which an particular)
employee can choose and an amount or credit Instantaneous Recognition for any good job
which can be spent on benefits. These choices done (to be given to employees)
can include traditional benefits or the more
lifestyle oriented benefits .The employer can
CONCLUSION
Indian Oil Corporation Limited (Assam Oil Division), Digboi is the oldest refinery in India. It is
one of the Navratnas of the country and also one of the largest commercial enterprises. It gives
employment to nearly 2000 people in upper Assam. The employees here get all the facilities,
such as – allowances, good pay, awards, leaves, etc like in other Public Sector Undertakings.
In spite of good monetary and non-monetary benefits, it is difficult to handle and motivate
employees to give their best performance and remain engaged to the organization affairs. In this
project a study has been conducted on the HR Policies of IOCL with respect to Maslow’s Need
Hierarchy Theory.
At the end of the study we can conclude that the lower order needs of safety and physiological
nature (Pay and Allowances, Social Security Benefits and Medical Facilities) are satisfactory to
the employees, though the higher order needs of self-actualization, self-esteem and social in
nature (Promotion, Suggestion Scheme, Welfare Scheme) are unsatisfactory to the employees
and they need improvement.
Social in nature (Promotion, Suggestion Scheme, Welfare Scheme) are unsatisfactory to the
employees and they need improvement.
REFERENCES
Website:
● www.majoreventsint.com
● www.iocl.com
Magazine:
● Indian Oil 50(1959-2009)
● Company Manuals (Administrative & Personnel)
Vol. 02 | Issue 04 | May 2023 92

Study on Employee Retention, Loyalty,

Learning Opportunities, Organizational Performance & Change (RLLOO)
Ms. Saloni Choudhary Ms. Shivani Bhatnagar
HR dept. HR dept.
Ranosys Technologies Pvt. Ltd. Qualcomm
Jaipur, India Hyderabad, India
ABSTRACT for any organization. So, it is important to

Employee Engagement is a term for employee keep the employees engaged to increase
communication. It is an attitude that an their productivity and performance at work.
employee has toward the organization and its Employee Engagement is a level of
values. These days HR practitioners are giving a commitment and involvement of employees
lot of importance to Employee Engagement as it towards an organization and its values
has more to do with employee retention, job (Arslan, 2017). Hence it impacts the focus,
satisfaction, productivity, and organizational motivation, and belongingness of
growth. The main objective of this study is to employees at work. Engaged employees
understand the impact of employee engagement feel committed and energetic toward their
and to understand the dimensions of employee work. There is a tremendous change in the
engagement on employees and the mindset of employees these days. They seek
organization. It helps in creating positive to work with an organization with good
organizational culture, encourages the culture, values, and ethics. It is observed
employees to be loyal and retained with the that the employee attrition rate is increasing
organization, enhances the productivity of the in every business and the only way to keep
employees by giving them opportunities to the employees retained is to provide them
learn and grow, keeps the employees motivated with a positive environment and culture and
towards work by uplifting their mental health, to keep them engaged (Delina & Samuel,
supports the top-level management in 2019). Committed employees will always
implicating organizational changes. Overall, it be an asset to the business and will always
is observed that Employee Engagement has a give their best. Employee Engagement
great impact on organizational growth. The ensures that the employees perform their job
relevant data was obtained with the help of a with full dedication and effort and bring
questionnaire which was distributed among 51 great results.
respondents who were chosen by convenient In this research, we have studied different
sampling. Model RLLOO – A study on f a c t o r s t h a t w i l l a ff e c t e m p l o y e e
Employee Retention, Loyalty, Learning engagement and the steps organizations can
Opportunities, Organizational Performance & take to keep employees engaged. The
Change is derived to understand the importance management is finding it difficult to keep the
of employee engagement on successful employees engaged and to abide by the
o rg a n i z a t i o n a l g r o w t h a n d e m p l o y e e company rules, regulations, and policies
satisfaction. The model is explained in detail simultaneously. There is no fixed model and
and proved that Employee Engagement has a measure to calculate the level of employee
positive impact on the organization (Allen & engagement, still, HR professionals are
Turner, 2018). working to derive the factors responsible for
KEYWORDS : Employee Engagement, Job influencing engagement.
Satisfaction, Performance, Organization, 1.1 AIM
Retention. The research paper aims to study about few
important aspects of employee engagement
I. INTRODUCTION activities and its impact on the organization
Employees are the most important resources and employees (Yaneva, 2021).
The corresponding author can be reached at salonichoudhary5@gmail.com Vol. 02 | Issue 04 | May 2023 93
1.2 OBJECTIVES effectiveness of employees at work by

The objectives of this paper are: keeping them motivated and focused on
• To understand the factors affecting their work (Arslan, 2017).
employee engagement. 3. It will help to create a positive and
• To examine the effect of employee motivated environment in the
engagement on individual employees organization which in turn will increase
and performance the profitability of the organization.
• To d e t e r m i n e v a r i o u s w a y s t o 4. The employees will feel emotionally
implement employee engagement attached to the company's values and
activities in an organization. will be able to perform as per the desired
• To ensure the continuous growth and standards.
productivity of an organization by 5. It will create a positive organizational
keeping the employees engaged and culture that will encourage the feeling of
committed to work (Cesário & belongingness among employees.
Chambel, 2017). 6. It creates a sense of job satisfaction
• To understand the expectations of the among the employees that leads to
employees from the organization and growth, profitability, and sustainability
job to keep them retained and to reduce of the organization (Saran, 2014).
the attrition rate. 7. It will make the employees feel wanted
and valued in the organization.
1.3 PROBLEM STATEMENT 8. Employee Engagement boosts the
Employees are driving for an organization. productivity of employees as they feel
These days' organizations are finding it acknowledged for their work and
difficult to keep the employees retained and performance (S & Thomas, 2018).
hence the attrition rate is increasing. It is "To win in the marketplace you must first
extremely important for organizations to win in the workplace."- Doug Conant,
ensure that the employees are happy, CEO of Campbell's Soup
motivated, and committed towards their
work to control attrition. It has been II LITERATURE REVIEW
observed that engaged employees are The authors of the article have reviewed
productive and are able to support for the various books, internet blogs, news articles,
profitability of the organizations. The and published material to understand the
organizations are lacking the important various HR practices and functions to create
factors to ensure that the employees are a concrete relation in the content of the
engaged as there is no fixed rule/model for it article.
(Allen & Turner, 2018). Hence we have According to Kahn Model, it focuses on
derived a model RLLO – Employee three crucial factors to attain employee
Retention, Loyalty, Learning Opportunities, engagement i.e. meaningfulness,
Organizational Performance & Change to availability, and safety. Meaningfulness is
understand the expectations of the the purpose behind the work, availability is
employees and to keep them engaged so that the notion that the employee is physically
they can give the best results. and mentally able to perform the role and
safety is the feeling of psychological
1.4 SIGNIFICANCE protection where employees feel secure in
1. Engaged employees will be retained in work.
an organization and will contribute to According to AON-Hewitt Model, it
the overall success of the organization focuses on three important outcomes of
by giving the best results. Employee Engagement which include –
2. It will increase the efficiency and Say, Stay, and Strive. Say refers to the open
Vol. 02 | Issue 04 | May 2023 94

door policy where the employees have the has an impact on the culture and environment in
freedom to speak and share their views and the organization while 9.8% of employees are
suggestions. Stay means that the engaged neutral. The organization should create some
employees are less likely to change the innovative methods of employee engagement
organization and will be able to be retained activities so that it will reflect in good culture &
hence the attrition rate will be reduced environment and employees can able to retain
(Delina & Samuel, 2019). Strive is the idea in an organization.
that engaged employees are invested and are Do you think employee engagement plays a vital role
always looking for opportunities to grow in having loyal employee (51 Response)
and thrive.
III RESEARCH METHODOLOGY

According to the research, we used
secondary, primary, and quantitative
methods that make effective and attractive
research (Chandani et al., 2016). The
primary data is collected through various Graph 2: Loyal employees
questionnaires and focus groups. The Interpretation: 88.2% of employees are strongly
secondary data is collected through books, satisfied that they think employee engagement
journals, and websites. We have designed helps to get loyal employees towards the
our questionnaire based on 5 tools such as organization while 9.8% are neutral and 2% do
employee retention, loyalty, learning not agree. The organization should understand
opportunities, organizational performance, the reasons and try to develop innovative ways
and change (RLLOO). The model focuses to improve employee engagement methods.
on developing and understanding different
factors to keep the employees engaged to Do you think employee engagement has an impact on the
enhance the profitability of the business perfromance of employee (51 Responses)
(Cesário & Chambel, 2017). The model is
derived through a sample questionnaire and
the experience of the researcher explains the
importance of employee engagement. There
is no fixed formula to implement employee
engagement in an organization, but it can be
understood through the employee
expectations and requirements which vary Graph 3: Performance of employees
from business to business. Interpretation: 86.2% of employees are satisfied
that they think employee engagement has an
IV FINDING & ANALYSIS impact on their performance in the organization
Will you be retained in an organization with good while 11.8% of employees are neutral and 2%
culture and environment (51 Responses) disagree with the relationship between
employee engagement and performance. The
organization should enhance some creativity in
employee engagement so that it will increase
the performance of employees.
Interpretation: 82.4% of employees are satisfied

Graph 1: Good culture and environment that they think employee engagement can
Interpretation: 92.2% of employees are strongly enhance learning opportunities in the
satisfied that they think employee engagement organization while 13.7% of employees are
Vol. 02 | Issue 04 | May 2023 95

Do you think employee engagement help to enhance your that they think employee engagement can able
learning opportunities for employee (51 Responses)
to manage the organizational changes while
11.8% of employees are neutral and 2% of
employees disagree. Employee engagement
techniques should be more effective which elps
to manage the organizational changes.
Does employee engagement activities has an impact on the

Graph 4: Learning Opportunities health and well being of employee (51 Responses)
neutral and 2% disagree with the relationship
between employee engagement and learning
opportunities. The organization should convert
15.7% of employees from dissatisfaction to
satisfaction so that it builds a culture of
learning.
Graph 7: Health & well-being of employees
Which type of employee engagement help to motivate you?
(51 Responses)
that they think employee engagement can
impact the health and well-being of the
employees while 11.8% of employees are
neutral and 5.9 % of employees disagree with
the relationship between employee engagement
and the health & well-being of employees. The
organization should conduct some surveys and
should understand how the organization can
Graph 5: Motivate the employees impact health through employee engagement.
Interpretation: 41.2% of employees are Does employee engagement activities help to improve the
motivated by the cognitive approach of profitability & productivity of an organization? (51
employee engagement while 35.3% of Responses)
employees are motivated by the emotional
approach while 17.5 of employees are
motivated by the physical approach. 5.9% of
employees think that there should be some other
approach that can be helpful. The organization
Do you feel organizational changes can be managed with

the help of employee engagement (51 Responses) Graph 8: Improve profitability and
productivity
that they think employee engagement can
increase productivity and profitability in the
organization while 7.8% of employees are
neutral and 2% of employees disagree with the
relationship between employee engagement
Graph 6: Organizational changes and profitability & productivity. Organizations
should measure the best approach to motivate can circulate feedback on employee
through employee engagement. engagement at regular intervals to increase the
Interpretation: 86.3% of employees are satisfied productivity and profitability of employees.
Vol. 02 | Issue 04 | May 2023 96

Data Interpretation Research Questions Hypothesis
92.2% of employees think Research QuestionsWill you HypothesisH1: Employees

that employee engagement be retained in an organization are directly proportion to
is directly proportional to with good culture and employee engagement and
organization culture and environment? organization culture &
environment that come environment.
under H1 while 7.8% are not H0: Employees are indirectly
that come under H0. proportion to employee
engagement and organization
culture & environment.
88.2% of employees think Do you think employee H1: Employees are directly
that employee engagement engagement plays a vital role proportion to employee
is directly proportional to in having loyal employees?Do engagement and loyal
loyal employees that come you think employee employees. H0: Employees
under H1 while 11.8% are are indirectly proportion to
not that come under H0. employee engagement and
loyal employees.
86.2% of employees think Do you think employee H1: Employees are directly
that employee engagement engagement has an impact on proportion to employee
is directly proportional to the performance of engagement and
the performance that come employees? performance.
under H1 while 13.8% are H0: Employees are indirectly
come under H0. proportioned to employee
engagement and
performance.
82.4% can help to enhance Do you think employee H1: Employees are directly
their learning through engagement helps to enhance proportion to employee
employee engagement that your learning opportunities for engagement and learning
come under H1 while 17.6% employees? opportunities.
are come under H0. H0: Employees are indirectly
proportioned to employee
engagement and learning
opportunities.
86.3% of employees think Do you think organizational H1: Employees are directly
that organizational change changes can be managed with proportion to employee
can be managed with the the help of employee engagement and
help of employee engagement? organizational changes.
engagement that come under H0: Employees are directly
H1 while 13.7% are not that proportion to employee
come under H0. engagement and
organizational changes.
Vol. 02 | Issue 04 | May 2023 97

Data Interpretation Research Questions Hypothesis
82.3% of employees think Does employee engagement H1: Employees are directly
that employee engagement activities has an impact on the proportion to employee
is directly proportional to health and well-being of engagement and health and
health and well-being that employees? well-being.
come under H1 while 17.7% H0: Employees are indirectly
are come under H0. proportion to employee
engagement and health and
well-being.
90.2% of employees think Does employee engagement H1: Employees are directly
that employee engagement activities help to improve the proportion to employee
is directly proportional to profitability and productivity engagement and profitability
profitability and productivity of an organization? & productivity.
that come under H1 while H0: Employees are indirectly
9.8% are not that come proportion to employee
under H0 engagement and profitability
& productivity.
TABLE 1: INTERPRETATION OF THE CHART

VI. DISCUSSION ON the parameters stated in the model and also take
INTERPRETATION feedback from the employees to understand
In this study, we have developed the finest their point of view.
model based upon our knowledge,
understanding, knowledge, analysis, and Description of the MODEL – RLLOO
observation of the current scenario considering Employee engagement is an effective method in
the mindset of employees to know the better the organization (Chandani et al., 2016). The
techniques of employee engagement in any best model that can use to create effective
organization. It is very transparent that the employee engagement is Employee Retention,
needs and expectations of the employees are loyalty, learning opportunities, organizational
kept on changing. The organization's goal is to performance, and organizational change
satisfy the employees by fulfilling their (RLLOO). This model helps to fulfill individual
necessary demands and expectations. and organizational goals and earn maximum
In a better view to know employee engagement profit by creating brand value in the market.
of the employees, we have developed a model
named RLLOO which stands for EMPLOYEE 1. EMPLOYEE RETENTION
RETENTION, LOYALTY, LEARNING Employee engagement helps to retain
OPPORTUNITIES, ORGANIZATIONAL employees in the organization. An employee
PERFORMANCE, and CHANGE. With the can be retained through social bonding,
help of this model we have analyzed HR additional benefits, career advancement,
practices that need to be modified to meet the and many other factors (Hoxsey, 2010). The
business and employee requirements and if organization should understand the factors
implemented successfully can impact to retain employees through employee
positively in managing employee engagement engagement. Good experience and values
in the organization (Kocherlakota, 2017). The play a vital role in retaining employees.
organization should keep a periodic check on all
Vol. 02 | Issue 04 | May 2023 98

2. LOYALTY
Employee engagement help to bring
belongingness and commitment to the
organization. It increases their values and
ethics to focus more on their work and leads
to bringing loyalty towards the organization.
3. LEARNING OPPORTUNITIES
Employees should grasp all the learning
opportunities related to their work or other
activities (Saran, 2014). Employee bonding with other departments as well
engagement gives the platform to learn (Yaneva, 2021). It is very helpful in cross-
different things and helps to interact with a functional departmental change and can
different mindset of employees. coordinate properly.
Fig.1: Model of RLLOO
4. ORGANIZATIONAL
PERFORMANCE VII. LIMITATIONS
Employee engagement plays an important The research was conducted in a limited
role in organizational performance. It will period, so the scope of the study was narrow.
give fatigue from their work and reduces the The data survey was collected by the
stress of work (Hoxsey, 2010). Employee employees of any organization and
engagement help to increase productivity department so the results may not give a
and team building within the organization. It clear picture of any business or sector
helps to bring in more potential employees (Kocherlakota, 2017). The questionnaire
and increases the profitability of the was focusing on the employee engagement
organization. practices of the company so, the employees
who are not engaged well may be
5. ORGANIZATIONAL CHANGE uncomfortable giving the correct responses.
Employee engagement helps to develop the It was a time taking process to get the survey
filled out from the respondents.
CONCLUSION
Based on the model RLLOO – Study on Employee Retention, Loyalty, Learning Opportunities,
Organizational Performance & Change depends on employee engagement practices. The
research helped us to understand the importance of employee engagement practices in an
organization. It keeps the employees motivated and engaged in work which improves their
productivity and by enhancing their self-esteem it maintains a positive culture and environment
at the workplace which makes the organization a better place to work (S & Thomas, 2018). It is
observed that engaged employees feel valued and motivated by the organization and hence will
be retained for a longer period which reduces the attrition rate in the organization. The
productivity, efficiency, and effectiveness of the employees have a direct relationship with
employee engagement in the organization and the employees feel motivated to perform well and
give the best results. The appropriate employee engagement practices not only keep the
employees motivated but also build a good market value and repo of the organization in the
market which enables the organization to attract talented candidates. So, every organization
must plan for employee engagement practices that are appropriate, suitable, and accepted by the
employees and management to ensure the growth and success of the business.
When Employees are happy, they are your very best Ambassadors.
Vol. 02 | Issue 04 | May 2023 99

REFERENCES
1 Allen, J., & Turner, A. (2018). Employee Performance and Engagement for Performance
Improvement. Performance Improvement Quarterly, 30(4), 225–230.
2 Arslan, M. (2017). Organizational Cynicism and Employee Performance: Moderating Role of

Employee Engagement. SSRN Electronic Journal, 1(1). https://doi.org/10.2139/ssrn.3080254
3 Cesário, F., & Chambel, M. J. (2017). Linking Organizational Commitment and Work
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EMPLOYEE ENGAGEMENT, EMPLOYEE ENGAGEMENT INITIATIVES AND JOB
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(Identifying the Factors Underlying Employee Engagement Levels in an Organization). Journal
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European Journal of Economics and Business Studies, 4(1), 221–227.
Vol. 02 | Issue 04 | May 2023 100

Culture Of Employee Engagement:

Best Practices For Fostering A Positive And Productive Workplace
Ms. Mrigashikha Mitra Banerjee Dr. Subir Bikas Mitra

Balmer lawrie & Co. Ltd. Advisor (Law)
GAIL (India) Ltd.
E mployee engagement refers to the extent to

which employees feel emotionally
committed and connected to their work, their
factors, including organizational culture,
leadership, job design, recognition and rewards,
and work-life balance. Employers can foster
organization, and their colleagues. Engaged engagement by creating a positive work
employees are enthusiastic, motivated, and environment, providing opportunities for
invested in their jobs and the success of their growth and development, offering competitive
organization. They are more likely to go above compensation and benefits, and giving
and beyond their job duties and to take employees a sense of purpose and meaning in
initiative, leading to increased productivity and their work.
better performance. David Ulrich in his best-selling book Human
In practice, “employee engagement” and “work resource champions says, “Employee
engagement” are used interchangeably, contribution becomes a critical business issue
however as Schaufeli, W.B. (2013) defines and because in trying to produce more output with
distinguishes the terms, 'Work engagement' less employee input, companies have no choice
refers to the relationship of the employee with but to try to engage not only the body, but also
his or her work, whereas 'employee the mind and the soul of every employee”
engagement' may also include the relationship (1997: 125). Ulrich makes two critical
with the organization. In other words, employee observations here. First, the organization's
engagement has two distinct parts i.e. work human capital becomes increasingly important
engagement and organisational engagement. because more output is expected from fewer
There have been numerous studies conducted people. So, people matter more than they did in
that show a positive relationship between work the past. Second, now modern organizations
engagement, organizational commitment, and need employees who are able and willing to
job satisfaction. A study conducted by Bakker invest in their jobs psychologically.
and Schaufeli (2008) found that work Employee engagement is important for several
engagement was positively related to reasons, some of which are enumerated as
organizational commitment and job under:
satisfaction. Another study by Schaufeli, • Improved productivity: Engaged employees
Bakker, and Salanova (2006) found that work tend to be more productive and focused on
engagement was positively related to both their work. They are more likely to put in
affective and normative organizational extra effort to complete tasks and are less
commitment, and job satisfaction. Overall, likely to make mistakes.
these studies suggest that there is a strong • Higher job satisfaction: Employees who are
positive relationship between work engaged with their work tend to have higher
engagement, organizational commitment, and job satisfaction. They feel a sense of
job satisfaction, highlighting the importance of purpose and fulfillment from their work,
promoting work engagement among employees which can lead to higher job retention rates
to improve their commitment to the and a more positive work environment.
organization and job satisfaction. • Reduced turnover: Engaged employees are
Engagement can be influenced by a variety of more likely to stay with their company and
The corresponding author can be reached at meghamitra90@gmail.com Vol. 02 | Issue 04 | May 2023 101
are less likely to look for other job strategies that can help create a more engaged
opportunities. This can save a company and productive workforce. With the advent and
significant time and money in recruiting and proliferation of the knowledge economy,
training new employees. corporate leaders have come to realize that they
• Increased innovation: Engaged employees must go beyond acquisition and recruitment and
tend to be more creative and willing to take focus on the full employee lifecycle. They
risks, which can lead to increased recognize the importance of discovering viable
innovation and problem-solving within the employee engagement strategies to maximize
company. their human capital investment and turn them
• Improved customer satisfaction: Engaged into high-ROI assets for the business. The more
employees are more likely to provide engaged they are, the better it is for the
excellent customer service and go above organization. Here are some ideas:
and beyond to meet the needs of customers,
leading to higher customer satisfaction and • Regular feedback: Provide regular feedback
loyalty. to employees about their performance, so
they can understand what they are doing
At one particular instance, Tesla, Inc. (TSLA), well and what they need to improve.
alarmed by the high number of injuries at its
Fremont car assembly plant, used more • Opportunities for growth: Provide
transparent communication as an employee opportunities for employees to develop their
engagement strategy to improve safety. To do skills and advance their careers within the
this, the electric car maker's co-founder and company.
CEO Elon Musk, told employees that he wanted
every injury reported to him, without exception, • Work-life balance: Encourage a healthy
so he could understand what was needed to work-life balance by offering flexible
prevent similar accidents from reoccurring in working arrangements, such as remote
the future. work, job sharing or flexible hours.
Musk even performs the same task on the • Recognition and rewards: Recognize
production line with workers who have been employees for their hard work and
injured to see where safety improvements can contributions to the company, through
be made. As a result of this employee bonuses, promotions or other rewards.
engagement initiative, the number of incidents
that harmed workers reduced by more than 50% • Wellness programs: Offer wellness
in 2019 compared to 2018, according to a programs such as gym memberships,
company blog post. meditation or yoga classes, and encourage a
healthy lifestyle among employees.
Aon Hewitt, states that “Engaged employees
consistently demonstrate three general • Social activities: Organize social activities,
behaviors. They: (1) Say – consistently speak such as team-building events, company
positively about the organization to coworkers, outings, or happy hours, to foster a sense of
potential employees, and customers; (2) Stay – community and belonging among
have an intense desire to be a member of the employees.
organization despite opportunities to work
elsewhere; (3) Strive – exert extra time, effort, • Clear communication: Ensure clear
and initiative to contribute to business success” communication channels are in place to
keep employees informed about company
There are several employee engagement news, changes, and updates.
Vol. 02 | Issue 04 | May 2023 102

• Employee involvement: Involve employees culture that values teamwork, respect, and
in decision-making processes, seek their open communication. This helps to create a
input and feedback, and give them a sense of sense of belonging among employees and
ownership over their work and the fosters a positive work environment.
company's success. • Offering employee recognition programs:
PSEs are recognizing and rewarding
• Work environment: Create a comfortable, employees for their hard work and
safe and inviting work environment that achievements through employee
promotes collaboration, creativity and recognition programs. This helps to boost
productivity. employee morale and motivates them to
work harder and perform better.
One must remember, different strategies will
work better for different companies, so it's • Providing work-life balance: PSEs are
important to customize one's approach to the increasingly recognizing the importance of
needs and preferences of ones employees. work-life balance and are providing
employees with flexible working hours,
How are the Public Sector Enterprises of India telecommuting options, and other benefits
making use of the Employee engagement to help them balance their personal and
strategies? professional lives.
The Public Sector Enterprises (PSEs) of India Overall, PSEs in India are using employee
are using a variety of employee engagement engagement strategies to create a motivated and
strategies to improve their overall performance committed workforce that is dedicated to
and increase employee satisfaction. Here are achieving the organization's goals. By investing
some ways in which PSEs in India are making in their employees' development and wellbeing,
use of employee engagement strategies: PSEs are positioning themselves for long-term
success.
• Providing training and development
opportunities: PSEs are investing in their Now talking specifically about a Maharatna
employees by providing them with PSU, under Ministry of Petroleum and Natural
opportunities to enhance their skills and Gas, Government of India:
knowledge through training and
development programs. This helps The PSU is a leading natural gas company with
employees to stay motivated and engaged diversified interests across the natural gas value
by learning new skills and being challenged chain of trading, transmission, LPG production
with new tasks. & transmission, LNG re-gasification,
petrochemicals, city gas, E&P, etc. Some of the
• Promoting employee involvement in Employee Engagement initiatives undertaken
decision making: PSEs are increasingly by the Company are understated:
involving employees in decision-making
processes, encouraging them to contribute • A unique and one-of-a-kind, induction
their ideas and suggestions. This not only program revolving around Theatre, every
helps employees feel valued but also leads year Executives Trainees (ETs) undergo 15-
to better decision-making and increased day long theater workshops conducted with
productivity. support from experts passed out from
National School of Drama (NSD). The
• Fostering a positive work culture: PSEs are theatre classes are designed with an idea of
working towards creating a positive work pushing people away from their comfort
Vol. 02 | Issue 04 | May 2023 103

zones and showcase their creativity. organizational psychology and management,

• CMD interaction with new joiners at the and there are several areas where future
state of the art Training Centre held to research could be beneficial. Despite the
understand their expectations as employees. growing interest in work engagement in the
• Creative initiatives like Photography Western literature, there is a further scope of
Competition, Story Telling Competition research on this topic in the Indian context.
held for executives below 35 years of age. Some potential avenues for research on work
• Women centric initiatives like Women meet, engagement include:
MDP Programs for women, dedicated e-
learning module for Women. Causality: While most studies have found
• Visionary Conclave held every year to positive relationships between work
g a t h e r i n s i g h t s f r o m r e t i r e d To p engagement and its outcomes, there is still a
Management of the Company with respect lack of research investigating the causal
to business challenges and possibilities that direction of these relationships. Future studies
lie ahead for the Company. should aim to investigate the causal direction of
• Encourage innovation and creativity of these relationships using experimental or quasi-
employees through its Suggestion Scheme. experimental designs.
• A unique mentorship program where both
functional & personal mentorship is given Cross-cultural research: Work engagement
by the mentor to his/her mentee. may be influenced by cultural factors, such as
• Senior executives (level of Chief Manager individualism-collectivism, power distance,
and above) are given following and uncertainty avoidance. Future research
interventions based on their specifically could explore how cultural differences impact
identified training needs through work engagement and identify strategies for
comprehensive assessment tools of Senior fostering engagement across cultures.
Management Development Centre (SMDC) Further, the Indian culture is unique and
as part of the leadership Development different from Western cultures. There is a need
Program. for research that examines the cultural factors
• Role specific Training modules developed that influence work engagement in India, such
for employees of each grade which is as collectivism, family orientation, and
delivered in a dedicated Training institute by religious beliefs.
both internal and external faculty members.
• Nominations for employees for Longitudinal studies: While much research on
Tr a i n i n g s / C o n f e r e n c e s / Wo r k s h o p s work engagement is cross-sectional,
conducted by External agencies/institutes. longitudinal studies could help us better
understand how engagement changes over time
Moreover, employee engagement is not a one- and identify factors that predict changes in
time event, but an ongoing process that requires engagement. Longitudinal studies could also
consistent effort and attention from leaders and help us understand how engagement relates to
managers. Companies that prioritize employee outcomes such as job performance, turnover,
engagement as a key part of their business and well-being over time.
strategy are more likely to attract and retain top
talent, achieve better financial results, and build Multi-level research: Work engagement
a strong culture that supports the organization's occurs at the individual, team, and
goals. organizational levels, and future research could
explore how engagement operates at each level
The way forward and how these levels interact. For example, how
Work engagement is a widely researched area in do team dynamics impact individual
Vol. 02 | Issue 04 | May 2023 104

engagement, and how does organizational

culture impact team engagement? Overall, future research on work engagement
could help us better understand how
Intervention research: While there are many engagement operates in different contexts,
factors that can impact work engagement, there identify effective strategies for promoting
is a scope of research on effective interventions engagement, and ultimately improve employee
for improving engagement. Future research well-being and organizational performance. In
could explore different strategies for fostering today's highly competitive job market, work
engagement, such as job crafting, leadership engagement has become a crucial factor in
development, or workplace design, and identify determining the success of an organization. By
which interventions are most effective. investing in work engagement, companies can
Technology and work engagement: With the create a workplace where employees feel
increasing use of technology in the workplace, valued, respected, and supported, which leads
future research could explore how technology to a more positive work environment, higher
impacts work engagement. For example, how employee satisfaction, and better business
does remote work impact engagement, and how outcomes.
can technology be used to promote engagement
among remote workers?
To sum it all up
In today's highly competitive job market, employee engagement has become a crucial factor in
determining the success of an organization. By investing in employee engagement, companies
can create a workplace where employees feel valued, respected, and supported, which leads to a
more positive work environment, higher employee satisfaction, and better business outcomes.
In conclusion, employee engagement is a critical aspect of any successful organization.

Engaged employees are more productive, loyal, and committed to their work, which leads to
higher levels of job satisfaction and better outcomes for the company. To foster employee
engagement, organizations should create a positive work environment, provide opportunities
for growth and development, recognize and reward employees for their contributions, and
communicate regularly with them.
Vol. 02 | Issue 04 | May 2023 105

A Study on Employee Engagement Practices for

Sustaining Industrial Development
Dr. Shaly Joseph
Yashwantrao Chavan School of Social Work, Satara
Affiliated to Shivaji University
Abstract engagement to a certain extent.

Employee engagement practices differ from Organisation should promote activities that
industry to industry. Employee engagement enhance peer relationships. Employee
practices positively influence the efficiency in engagement has a positive relation to
working, productivity and profit of the productivity, profitability, employee
organisation. The proactive strategies are retention, employee safety and customer
needed for constructive practices. In this regard satisfaction. It has meaningful outcome that
a few industries have been studied in a random job satisfaction. Organisational
basis. Case study method limited to commitment, job involvement,
engagement practices have been done. It is organisational citizenship behaviour is also
found that all dimensions of engagement are not closely related to Employee engagement.
practiced in any of the organisation. Employee engagement catches some
Engagement practices need to cover the needs aspects of employee motivation also.
of all employees. Detail and systematic study of Engaging talented people is vital for the
the needs of employees have not been done by existence of the organisation as they are the
majority of the organisation. There is a need to precious possessions of the organisation. If
study about the impact of engagement activities the organisation is not able to meet their
on the employees as well as on the organisation. need of job satisfaction, purpose and self-
Leaders of the organisation differ in their worth they may find another suitable
understanding about the employee engagement. organisation.
Sustainability can be instilled among the
employees by proactive practices. An energised 1.1 Employee Engagement Models
employee is always with an aspiration to If employees are not engaged in work
upgrade the skills to take up the challenges of employers costing is more in terms of
the present and future. Constructive productivity loss and recruitment.
engagement is the outcome of visionary Organisation with engaged employee
leadership of the organisation. results in more profit and productivity. To
frame the strategy for employee
Key Words : engagement, the need of the employees to be
E m p l o y e e E n g a g e m e n t , P r o d u c t i v i t y, identified. Employee engagement models
Employee Retention, Job involvement describe about what make employees
productive and happy based on
1. Introduction organisational psychology.
Employee engagement is an important topic
of management. Regarding the meaning and 1.1.1 The Zinger Model
measurement of employee engagement This is a pyramid structure focusing on core
there is no consensus. There is a great need employee needs. This model build
of crystallisation of the concept of employee engagement from the bottom by focusing on
engagement. A comprehensive model needs core employee needs. This model focuses on
to be developed. The social impact created 10 essential actions that managers must take
by the organisation with a healthy working in order to engage employees. The bottom
atmosphere determine employee level action is focusing on enhancing well-
The corresponding author can be reached at shalyjps@gmail.com Vol. 02 | Issue 04 | May 2023 106
being leverage strengths, make meaning and to be kept informed to the employees, This
enliven energy. Building a culture of would keep the employees to maintain their
psychological safety in terms of respectful motivation and develop their skills and
managers, harassment and discrimination move forward with a purpose.
free environment, sufficient vacation and
sick level would set for success and Top of the pyramid: Achieving results
engagement. Clearly defined strategic engagement
results in engaged employees, productivity
Enliven energy indicates a work and profit, the tangible outcome.
environment where employees bring energy
to their work and gain energy from work. 1.1.2 The Deloitte Model
Make meaning. Long term engagement Engage employees by creating a culture
helps the employees to find purpose in their where people are involved, respected, and
work. Leadership must help the employees challenged. The premise of this model is to
to understand the importance of their role to create a workplace that's “irresistible” to
the company, society and to the world to workers—somewhere they want to work
keep them motivated. Leverage strengths. every day. The key to following this model,
Individual strength of the employees to be according to Deloitte, is culture. There are
enhance to improve the existing strength of five core elements to this culture, each with
the organisation. its own accompanying actions.
Second row of pyramid Meaningful work

Uniting the company through building Deloitte identifies four key elements
relationships, fostering recognition and autonomy, cultural hires, small empowered
mastering moments. Build relationships. teams and time for slacking, that are
Leaders in the organisation create necessary to help employees find meaning
opportunities for employees to develop in their work. Hands-on management: This
connection at work place. Those who have consists of setting clear, transparent goals,
better connection would be more engaged. coaching, investing in management
Foster recognition. To maintain employee development and managing performance.
engagement high employee recognition Positive work environment: A comfortable
ideas to be created unanimously by respected and appreciated environment
employees and managers. Master moments. attract the employees to work with
To be mentally and physically present enthusiasm. A flexible, humanistic work
mangers can facilitate daily interaction to environment, A culture of recognition where
enhance connection solicit input and peer to peer recognition, continuous
understand connection. celebration of progress & accomplishment,
an inclusive, diverse work environment,
Third row: boosting performance where everyone feels empowered to share
The third pyramid row is concerned with their ideas, knowledge and skills.
tracking progress and maximising Growth opportunities can be created by
performance training and support on the job, facilitated
Maximize performance. If the abilities of talent mobility with internal hiring and
th e emp lo y ees ar e b lo ck ed b y th e High-impact learning culture by Giving
organisation they get frustrated. resources, and cultural support to
Performance target and goal of the independently build their knowledge. try
organisation to be clearly communicated to new tasks, and build new skill sets. Trust in
the employees. Mark progress. The progress leadership: Mission and purpose: Leaders
to recognition and success or the promotion must clearly understand and clearly
Vol. 02 | Issue 04 | May 2023 107

communicate the company's purpose. ttanasakda, C. 2019)1. There is a strong link

between engagement, employee
Continuous investment in people: This performance and business outcomes
involves following aspects. engaged employees have been found to
outperform their disengaged counterparts.
Transparency: A culture of transparency It can be found engaged employees, non-
helps employees feel involved in the engaged employees and actively disengaged
company and fosters trust. Inspiration: employees in any organisation. It is difficult
Leaders set the tone for the organization. to make conclusion about the consequences
Their words, actions, and vision for the of employment due to the limitations in
company drive employee morale. research. Therefore, there is a need to
Organisation has to focus on creating a develop a science and theory of employee
culture where people are excited to work. engagement (Saks, A. M., & Gruman,
J)2.Different literatures reveal psycho-
1.1.3 The AON Hewitt Model logical state engagement, behavioural
Track the relationship between the drivers of engagement and trait engagement (Macey,
engagement and business outcomes in order W. H., & Schneider, B. 2008) 3. Working
to create more holistic employee environment and team and co-worker
engagement. This brings business outcomes relationship are found to be the major
into the equation. It recognizes that determinants of employee engagement. It is
employee engagement directly affects also found that employee engagement has
metrics across the organization from significant impact on employee
customer satisfaction to profits and beyond. performance (Anitha, J. (2014)4.A positive
relation found to be existed between
The Aon Hewitt model connects the dots extroversion, conscientiousness personality
between business targets and engagement traits and employee engagement in the study
drivers by adding a middleman: engagement conducted among front line employees
outcomes. These are essentially goalposts to (Markos, S., & Sridevi, M. S. 2010)5.
help leaders gauge the level of engagement. Employee engagement construct has to be
investigated further to find out the
determinants which enhances the
2. Statement of the problem: performance of the organisation (Little, B.,
In every organisation engaged employees & Little, P. 2006)6. Organisational support
contribute towards the growth of the predicts job engagement and the procedural
organisation. Disengaged employees not justice predicts organisation engagement.
only hamper the growth but also decelerate Job and organisation engagement mediate
the development of the organisation. the relationship between antecedents and
Therefore, it is essential to find out the job satisfaction, organisational commitment
existing practices of employee engagement intention to quit and organisational
in the industries. The study results in an citizenship behaviour (Saks A. M. 2006)7.
understanding whether the employee Growing development of the organisation
engagement practices are sufficient in motivate the employees to get engaged as it
totality to achieve the expected outcome. matters for their job security and further
facilities. Organisation need to accept that
3. Review of Literature employees are more likely to leave if they
Employee engagement has different are not developed, and find ways to make
dimensions. Organisational, job and people want to keep working at the
individual factors affect employee organisation (Woodruffe, C. 2006)8.
engagement (Sun, L. & Bunchapa-
Vol. 02 | Issue 04 | May 2023 108

Benefits of Engagement Non-financial factors which promote employee

The benefits of employee engagement engagement which are identified in various
reported by various researches conducted at industries have been mentioned below.
the global level are mentioned below Nonfinancial Factors which Promote
• 22% higher productivity Employee Engagement
• 37% Lower Absenteeism
• 26% Greater Stock Price growth Career
• 16% Greater revenue growth • Career advancement
• Feeling of being challenged
4. Objectives of the Study • Autonomy
1. To find out the different pillars of • Exposure with senior professionals
Employee engagement • Feeling of working for a good and
2. To find out the nonfinancial factors reliable organisation
which promote employee engagement • Freedom to commit mistakes
3. To find out the drivers of employee • Feeling of working on a useful
engagement assignment
4. To find out the employee engagement
practices in the industries Organisational Culture
• Civilised treatment
5. Research Methodology • Favourable work environment
Case study method was used by the • Timely recognition for good work
researcher. 3 each manufacturing industries • Feeling of being trusted
in Satara and Pune which were willing to • Employer commitment
participate in the study were selected. With • Support
the help of semi structured interview • Respect for work life balance
schedule data were collected from the HR
manager of each industry. Case study was Drivers of Engagement
limited only to employee engagement The study investigated about the major drivers
practices. Total six industries were involved in employee engagement and following
for data collection. Primary and secondary drivers have been mentioned by the
data were used for the study. respondents of the study.
• Employee rewards
6. Discussion and Findings of the Study: • Social relation in work place
The Pillars of the employee engagement as • Alignment with the image of the
per the data of the industries are found to be organisation
as follows. • Career growth
• Work place culture
Jobs with
variety of
• Empowered employees
tasks • Employee wellness
• Competent salary/ wages
• Transformative leadership
Challenge Pillars of Trust the
employees engagement employees Employee Engagement Practices
The Common practices found in the
organisation studied are as follows. Majority
of the practices are common in the
Empower organisation.
Employees
Vol. 02 | Issue 04 | May 2023 109

• Recharge Zone – Comfortable break • Suggestion drop box

away area where employees brain • Reward and recognition scheme
storm • Family get- together
• Online Library Service • Fun games
• Fitness portal • Ideas without hesitation
• Yoga and Aerobics • Learning corner
• Coaching for sports • Happy reading and learning
• Family visit to work place • Internal recruitment
• International Assignments • Bachelors' accommodation and food
• Volunteering for CSR activities • skill development
• Birthday mail and display • Farewell
• Festival celebration • Lucky draw for gift
• Gifts on Diwali • Poster presentation
• Motivational mail • Cultural programme
• Newsletter display • community development in native place
• Sports day of employees
• Flexi time • Important day celebration
• Challenging assignments • Mentoring
• Sponsoring education • Peer learning
• Training
CONCLUSION
Employee engagement practices adopted by the industries are not wholistic. A few practices
are common in all industries. The high order needs of the employees are not much covered in
the practices. There is need to relook in to it by the organisation. Employee engagement
strategy with the participation of employees would make it more meaningful and effective.
But it is commonly commented by HR personnel that employee engagement is essential for
sustaining the growth of the organisation and will make sure the overall wellbeing of the
employees and thus the society around and nation.
REFERENCES
1. Sun, L.& Bunchapattanasakda, C. (2019). Employee engagement: A literature review.
International Journal of Human Resource Studies, 9(1), 63-80.
2. Saks, A. M., & Gruman, J. A. (2014). What do we really know about employee engagement?.
Human resource development quarterly, 25(2), 155-182.
3. McBain, R. (2007). The practice of engagement: Research into current employee
engagement practice. Strategic HR review, 6(6), 16-19.
4. Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and
organizational Psychology, 1(1), 3-30.
5. Anitha, J. (2014). Determinants of employee engagement and their impact on employee
performance. International journal of productivity and performance management.
6. Markos, S., & Sridevi, M. S. (2010). Employee engagement: The key to improving
performance. International journal of business and management, 5(12), 89.
7. Little, B., & Little, P. (2006). Employee engagement: Conceptual issues. Journal of
Organizational Culture, Communications and Conflict, 10(1), 111-120.
8. Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of
managerial psychology, 21(7), 600-619.
9. Woodruffe, C. (2006). Employee engagement. resource.
Vol. 02 | Issue 04 | May 2023 110

A Study On Impact Of Employee Engagement In

Manufacturing Companies Productivity
Dr. S. Sundararajan
Faculty of Bus.Mgmt. Department,
Skyline University Nigeria, Kano state, Nigeria
Abstract Companies have also been forced to reevaluate

Managers are mostly at fault for the lack of talent costs as a result of these shifts, requiring
more significant employee engagement. Recent them to accomplish more with less. High
research studies imply that only 14% of the employee performance and the success of the
global workers are highly engaged in their jobs. organization must be maintained while new
High employee performance and the success of strategies are implemented in response to these
the organization must be maintained. changes. Implementing procedures that will
Implementing procedures that will measure and measure and enhance employee engagement is
enhance employee engagement is essential. An essential to ensuring this. In today's scenario
employee's willingness to learn and perform at managers are mostly at fault for the lack of more
work is profoundly influenced by their level of significant employee engagement. Studies
engagement. Employee Engagement is distinct imply that only 14% of the global workers are
from employee motivation, employee highly engaged in their jobs. Retention issues
satisfaction, and organizational culture. It continue to be a challenge for Indian HR
features a part to do with sentiments, which are executives. As a result, the search for the most
on a very basic level connected to driving a effective strategy for employee retention has
company's foot line victory. Representative led to the development of numerous HR
e n g a g e me n t a ll u d e s to th e d e g r e e o f concepts like employee evaluation, employee
commitment and association on the portion of satisfaction, and employee joy are examples.
an representative in their organization and its Employee engagement is one of these concepts
standards. An locked in representative is in business management, and a "engaged
mindful of the trade environment and worker" is somebody who is excited and
collaborates with associates to improve work completely submerged in their work and will
execution for the organization. Representatives act in a way that benefits the organization. To
hold this positive demeanor toward the assist progress trade execution, an engaged in
company and its beliefs. This consider points to work environment empowers commitment,
comprehend the relationship between worker vitality, and efficiency from all parties included.
engagement and work bliss as well as the effect Employees form an emotional connection to the
of worker dependability on the quality of the business when they are effectively and
workforce. Concurring to the discoveries, the positively engaged with it. Employee/worker
larger part of workers are compliant with the engagement, which may be a quantifiable
organization, which energizes most extreme degree of how sincerely joined a laborer is to
representative inclusion and makes their work, associates, and company,
maintenance conceivable. incorporates a noteworthy affect on how willing
Key words: Employee engagement, employee they are to memorize and perform at work. As a
performance, motivation, satisfaction, loyalty, result, engagement is distinct from employee
employee involvement and retention. motivation, employee satisfaction, and
Introduction organizational culture.
Organizations have had to come up with novel Nowadays, the majority of businesses are aware
techniques to deal with modern technological, that the most contented worker is not always the
demographic, and showcase substances as a most loyal or productive. This can only be
result of noteworthy economical shifts. stated of a motivated employee who is
The corresponding author can be reached at rajanphd2009@yahoo.com Vol. 02 | Issue 04 | May 2023 111
emotionally and intellectually invested in the finished. Instead than focusing on reaching a
business, enthusiastic about its objectives, and goal, they give chores top priority. Disengaged
dedicated to its ideals. He goes above and workers frequently believe that their potential is
beyond the requirements of his position and not being used or that their efforts are not
contributes to the organization's driving valued. They regularly feel this way since they
initiatives. Successful employee engagement do not get at the side their bosses and associates
contributes to the development of a workplace in a helpful way.
community rather than merely a workforce. As Actively Disengaged: The specialists that are
firms all over ended up more worldwide and "effectively separated" are the "cave tenants."
depend increasingly on innovation in a virtual They are "reliably against nearly everything."
working environment, it is becoming more and Not as it were are they despondent at work, but
more crucial to connect and interact with they moreover act out their discontent routinely
employees in order to give them a sense of and sow seeds of pessimism all over they go.
organizational identity. This is especially true in Each day, representatives who are effectively
Indian culture because organizations foster a separated at work hurt the victories of their
sense of community in our society. engaged partners. As workers increasingly rely
HR professionals believe that an employee's on one another to create goods and services,
perceptions of their work experience and issues and tensions that are fanned by
treatment within the company are significant intentionally disengaged employees can have a
contributors to the engagement challenge. It considerable detrimental influence on an
encompasses a part to do with feelings, which organization's operations.
are inherently associated to deciding the victory
of an organization's foot line. There will Employee Engagement Aspects
continuously be representatives who do not Global research have identified three key
deliver their all, in spite of HR and line elements of employee engagement:
managers' best endeavors to lock in them. • The workers and their unique psychological
However, employees are motivated to stay with profiles and life experiences.
companies out of a deep-seated desire to feel • Employers' capacity to cultivate situations
connected to and have a meaningful impact on that advance worker engagement.
something. • Interaction between workers at all levels.
Types of Engagement at Work As a result, the majority of the responsibility for
The consulting firm Gallup says that there are fostering this partnership and a win-win
different kinds of people: situation lies with the organization.
Engaged – Team Builders are workers who are
"engaged." They want to be aware of the The Importance of Employee Participation
requirements of their position in order to meet The motivational capital that exists inside a
and exceed them. Naturally, they are interested person, a team, or an organization is alluded to
in learning more about their business and how as engagement. It's a valuable resource that can
they fit in. They consistently deliver excellent help your business do better. A number of
work. Every day at work, they need to utilize significant business outcomes are linked to
their aptitudes and qualities. They work truly engagement, according to our research. We
difficult, advance development, and develop have, for instance, discovered the following:
their commerce. Customers receive significantly better service
Not Engaged - When an employee is from employees who are engaged, and
disengaged, they frequently pay more attention managers who are engaged are more likely to
to the tasks at hand than to the goals and outputs foster a collaborative, creative, and stimulating
they are supposed to achieve. They want desire work environment.
instructions so they can declare themselves • There are typically fewer injuries and
Vol. 02 | Issue 04 | May 2023 112

accidents among engaged work teams. engagement.

• Engaged personnel will remain with the Career development affects employee
business, market the brand and its offerings, engagement, aids in keeping the best employees
and increase revenue. on staff, and offers chances for personal growth;
• Most of the time, they'll work harder and be Efficient handling of talent: Employees want to
more motivated. participate in decisions that will affect their job
• Profitability stands strongly correlated with when they feel empowered.
employee engagement. Image : High levels of customer and employee
• They create an passionate bond with the engagement are intimately related.
trade. This changes how they feel around the Equal opportunity and fair treatment: If their
clients of the trade, which makes them more supervisors gave all employees equal
fulfilled and gives them way better benefit. possibilities for growth and promotion,
• It fosters enthusiasm, dedication, and employee engagement would be strong.
alignment with the objectives and strategies Leadership: Treating employees with respect:
of the organization. S u c c e s s f u l o rg a n i z a t i o n s v a l u e e a c h
• Increases employees' confidence in the employee's abilities and talents, regardless of
company. their position in the company.
• In a competitive environment, builds Re-inforcement of people-focused policies:
loyalty. When senior management empowers
• Creates a dynamic work environment. employees and gives them budgets and
• Boosts business expansion. resources to complete their work, this results in
• Empowers employees to effectively continuous reinforcement.
represent the company's brand. Communication: The open door policy ought
As a result, representative engagement is basic to be followed by the company. Utilizing the
for any trade that needs to keep important appropriate channels of communication within
workers. As businesses ended up more the organization, there ought to be
worldwide and more dependent on innovation communication both upward and downward.
in a virtual working environment, it is vital to Relationship quality with coworkers,
put through and connected with representatives supervisors, and subordinates - An employee's
in arrange to provide them a sense of level of engagement is strongly tied to how they
organizational "personality." feel about their interpersonal interactions with
coworkers and the boss.
Factors that Promote Employee The most important factors influencing
Engagement engagement are how people perceive the
Numerous studies have demonstrated that a organization's ethos and principles. The main
number of crucial factors promote employee advantage is inspiring leadership. Without it, it
is unlikely to engage employees.
A fair assessment of a worker's performance is a
crucial factor in determining the amount of
Benefits and salary: To keep employees
motivated to work there, the company should
have a strong pay scheme. To raise the
employee's level of involvement, compensation
and benefits should be provided.
Health and safety: According to research,
employees are less likely to be engaged if they
don't feel safe at work. As a result, the health and
Vol. 02 | Issue 04 | May 2023 113

safety of their employees should be the top good results if they are satisfied, thereby
priorities of every business. achieving the organization's objectives and
Satisfaction at work is necessary for maximizing profits. Making use of the six Ms of
engagement in the workplace. management calls for Men (Human Resources),
Family friendliness: An employee will feel an Money (Capital), Machine, Materials
emotional connection to the company and be (Resources), Method, and Marketing. When it
more engaged if he or she knows that the comes to engaging their employees,
company is also considering the benefits of his manufacturing companies face a lot of issues
or her family related to men. HR managers face difficulties
Collaboration: Employees will be engaged if and challenges in engaging employees in the
the entire organization collaborates by assisting workplace. This study looks at how HR
one another, i.e., if superiors and employees managers are dealing with challenges and
work well together. overcoming obstacles in their daily work.
How to Measure Employee Engagement?
There are two ways to measure employee Review of Literature
engagement: What employees think: their Some of the management literature uses the
feelings about the company, its leadership, the recently developed concept of discretionary
workplace, etc. What are their future plans? effort (DE) to define EE. It has been stated that
Will they continue? Or put in more effort, etc. "both parties are aware of their own and the
• Employee engagement can be determined other's needs, and help each other to fulfill these
using a variety of techniques, including the needs" results in "a positive, two-way
"pulse" of yearly surveys, changes in relationship between employee and their
attrition rates, a rise in the number of organization." Organizations and engaged
employee referrals, and increases in employees go above and beyond for the benefit
productivity and revenue. For illustration: of both parties. 1) EE has been referred to as
employee opinion survey. "the bond employees have with their
• Following each survey, an Action Planning organization" and "employees are more willing
Group made up of representatives from to go the extra mile when they really care about
across the company is established within the the firm" (Lanphear, 2018, p. 2).
organization; Fair representation exists EE is dependent on the manager or supervisor,
across all levels and departments. according to other management theorists.
• Employees may become disengaged if a According to Cufaude, cited in Lanphear, 2014,
survey is conducted without planning how p. 2, When managers practice "servant-
to handle the results. The action plan is leadership," The workplace becomes "highly
therefore just as crucial as feeling the pulse. engaged" when a manager's primary
responsibility is to support and serve those
Statement of the Problem around them. According to Soltis, which is cited
Human resources are essential to any in Lanphear, p. 2, other people assert that
organization's overall success. Manufacturing managers must be engaged in order to
is crucial for managing human resources successfully fos ter a highly engaged
because manufacturing companies operate in atmosphere, and that if managers aren't
the production industry. Major issues affecting engaged, "it's unlikely employees will respond
businesses as a whole include a high attrition to any efforts to engage them." Analysis has
rate, low productivity, and global competition. demonstrated, according to Blizzard (2013),
Despite the fact that this field focuses on that EE frequently depends on elements like the
technical aspects, people (machine and mind relationship with management. According to
are regarded as distinct aspects) also play a Leiter & Harvie (1997), Employees' level of
significant role. Employees will only produce trust in the company is positively correlated
Vol. 02 | Issue 04 | May 2023 114

with their supervisors' involvement in the Population. The project's pivotal point is the
workplace. However, other management universe, or population, a specific group of
theorists think that empowering EE is people, businesses, conditions, and activities.
necessary. The participants in this study are workers at
Coimbatore's industrial estate manufacturing
Research Gap facilities.
The view of employee engagement that was
examined in the literature is more or less Sampling Techniques
consistent in that it emphasizes the nature of Sampling techniques are a specific method for
engagement as a two-way interaction between obtaining a sample from a specific population. It
employees and employers as well as the gives an explanation of how a researcher would
growing significance and relevance of select items from a sample. The sampling
engagement to organizational outcomes. While strategy in this study was stratified random
measuring the impact of manufacturing sampling. Analytical considerations rather than
industry employee engagement on Coimbatore- population size determine the sample size for
based businesses receives a lot of attention, the each stratum in a disproportionately stratified
costs of increasing employee engagement tend sample.
to get little attention. Data Sources - The researcher drew on both
primary and secondary sources to compile the
Objectives of the study data she analyzed.
• To investigate the organization's level of Basic data: These are the data that were
employee engagement. gathered for the very first time and are therefore
• To determine what drives employees to unique in nature. In order to collect primary data
actively engage with the company. from respondents, structured questionnaires
• To interpret how employee engagement have been designed.
affects individual outcomes like job • Secondary data: These are the data that have
performance and job retention. already been gathered by someone else and
• To assess whether employee engagement gone through the statistical procedure. Data
increases employee competency. gathered from the internet, published data,
and other sources depict the secondary
Research Methodology information.
Design of the Research: The research design is
descriptive. The primary goal of descriptive Tools for data analysis
research is to describe a population's or Using straightforward tabulation and graphical
phenomenon's characteristics. Descriptive methods, this data will be analyzed. Frequency
research aims to answer questions about who, analysis is used to determine the ratio of
what, when, where, and how. It is used for response by the respondents, Chi-square test,
formulating a problem for more precise ANOVA (F test) were used for testing the
investigation from an operation point of view. hypothesis.
Data interpretation, Results and Discussion : Table No.1 Designation of Respondents
Designation No. of Respondent Percentage of Respondent
Manager 21 21
Supervisor 37 37
Machine operator 24 24
Quality controller 18 18
Total 100 100
Vol. 02 | Issue 04 | May 2023 115

Chi-Square Analysis
Table No. 2 Cross table in Opportunity Vs Purpose of organization goal
Opportunity Purpose Total
Achieved Not achieved Sometimes
Utilised 11 12 13 36
Not Utilised 10 15 14 39
Sometimes 8 9 8 25
Total 29 36 35 100
Table No.3 Chi-square Test Table

Particular Value Df Asymp.Sig.(2-Sided)
Pearson Chi- Square 1.284a 4 0.854
Likelihood Ratio 1.301 4 0.861
Linear-by-Linear Association 0.053 1 0.821
N of Valid Cases 100
*Source: spss output
Inference Result:
The Chi-square test table above demonstrates The employees of manufacturing companies
that the Sig.value of 0.854 is greater than the are make use of their opportunity not in aligned
value of p=0.05. Therefore, the Null Hypothesis with their organizational goal achievement
(Ho) is accepted: there is no connection purpose.
between the purpose of organizational goals
and objectives and opportunities.
Table No.4 Cross tabulation :

Satisfied * Competitive Cross tabulation
Employee Satisfaction Competitive Total
Strongly Agree Disagree Neutral
agree
Satisfied 7 9 11 7 34
Dissatisfied 8 11 10 8 37
Sometimes 7 8 7 7 29
Table No.5 ANOVA

Sum of
Squares D.f Mean Square F Sig.
Between Groups 0.121 2 0.060 0.105 0.912
Within Groups 55.094 97 0.567
Total 55.362 99
Vol. 02 | Issue 04 | May 2023 116

Inference make use of their opportunity not in aligned

The above ANOVA (F-test) table shows that with their organizational goal achievement
Sig.value 0.912 is greater than p=0.05 value. So purpose.
the null hypothesis (Ho) is accepted. There is no From the ANOVA (F-test) result, it is observed
significance difference between satisfaction that the manufacturing firm employees are
and competitiveness. having high level satisfaction based on their
Result competitiveness in their organization. The
The manufacturing firm employees are having employees' satisfaction level and competitive-
high level satisfaction based on their competi- ness are same responses.
tiveness in their organization. Recommendations:
Findings and discussions The execution of organizational development
The majority of employees are under 30 years and promotes employees' engagement and
old, married, in the operations, supervisory, and empowerment (EEE), the implementation of
managerial ranks. They take advantage of their suggestion box ideas can be easily transformed
opportunities to learn and grow at work, get into an employee involvement association.
ample opportunities to improve their skills, are Because each employee has unique require-
kept up to date on their organizations' ments, this diversity necessitates flexible and
developments, use the right platform to individualized facilitation. Programs tailored to
implement novel ideas, and are content with the each person's specific needs that can be planned
trust of their team. They receive rewards and for their personal growth and commitment to
praise for good work in addition to receiving the organization.
frequent interval feedback from superiors for It is necessary to implement employee benefit
improving their performance. The majority of plans like the cash balance plan, in which both
respondents lack confidence in senior managers the employee and the employer contribute to the
and supervisors, and operational employees retirement account of the employee.
seek better opportunities to demonstrate their Employers can deal with rising health insurance
competence. They are also discouraged from premiums by implementing health savings
learning from mistakes. The operational accounts (HSAs), health plans with deductibles,
employees are content with their current and high-deductible health plans (HDHPs).
positions, they comprehend the company's Employees' innovative concepts, suggestions,
vision and mission, and they are receiving and approaches to resolving organizational
competitive compensation for their efforts from issues merit incentives and incentives.
their respective employers. Manufacturing Employees should be awarded cash prizes,
companies also take care of the welfare and tangible gifts, or certificates of appreciation in
safety of their employees. The employees accordance with the organization's HR policy
collaborate with one another across and procedure. Awards and rewards should be
departments within their companies and work equitable, open, inclusive, timely, and varied in
together to the best of their abilities at their jobs. recognition of the employees' significant
From the chi-square result it is observed that the contributions.
employees of manufacturing companies are
Conclusion
The employees of manufacturing companies have highly engage their job/work and day to
operation of their respective industries because the employees only setting their goal and
committed to achieved their goals and objectives. Employee engagement process will be in
the hands of supervisors and managers of different departments of the respective
companies. A business term for employee communication and commitment is employee
engagement. It's the employees' positive attitude toward their employers and their moral
Vol. 02 | Issue 04 | May 2023 117

values. In the workplace, employee engagement is rapidly gaining recognition, practice,

and significance, and it has a variety of effects on businesses. The importance of employee
communication to a company's success is emphasized in employee engage-ment. For
manufacturing companies to gain a competitive edge in the market, they should recognize
their employees in a variety of ways. As a result, an ongoing process of improve-ment,
measurement, and action is employee engagement. It would be reasonable to conclude that
the right mix of time, effort, commitment, and involvement is required for a business to be
successful in increasing and maintaining employee engagement.
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A Glance into Employee Engagement and

Its Influence on Job Satisfaction
Dr. Mahek Iram Qureshi
Assistant Professor
School of Management Studies
G H Raisoni University Amravati
ABSTRACT talents and also it provides a competitive edge

Employee Engagement is on the fading and to organization.
there is an emerging detachment among Employee engagement is that the state within
employees today. This study to investigate the which individual are sensitively and rationally
impact of employee engagement and its impact committed to the organization. Employee
on job satisfaction in Raymond's Fabrics India engagement is inclusive of long-term emotional
Private Limited. This is a descriptive study that involvement and is an antecedent to more
aims to identify the various dimensions of temporary generalities of employee sentiment,
employee engagement within the organization. like job satisfaction and commitment. Engaged
Interview schedule method of questionnaire employees come to figure daily feeling a
was collected. Percentage Analysis, t-test and connection to their organization, have a high
simple linear regression was used and explain level of enthusiasm for his or her work.
the relationships of various dimensions. The Employee engagement has been discussed by
study was conducted on 85 employees from many research with its linkages to job
various functional departments from the satisfaction. An employee who is satisfied
population of 88 employees. Convenience together with his |along with his job may not be
Sampling Method was used in this research. engaged but on the contrary an employee who is
The paper aims to determine the components engaged and who believes within the
and dimensions of employee engagement and organization values will in most cases be
its impact on job satisfaction. This study satisfied with his or her job. Employee
answered the research questions formulated. Engagement is more of transformational
Recommendations to organization are reported. concept which incorporates autonomy, growth,
impact, and connection whereas job satisfaction
KEYWORDS: Employee Engagement, Job is transactional in nature. Organizations who
Satisfaction, Raymond's Fabrics have highly engaged employees tend to possess
higher productivity, satisfaction levels and
INTRODUCTION employee retention.
Employee Engagement is defined as an Job satisfaction is an attitude that's simply how
employee's involvement with assurance to, and content a personal is along with his or her job;
satisfaction with work. Employee engagement whether he or she likes the work or not. Job
could be a part of employee retention. (Locke, satisfaction also can be seen within the broader
1976) defines Job Satisfaction as a delightful or context of the range of issues which affect an
optimistic spirit resulting from the appraisal of individual's experience of labor, or their quality
one's job or job experiences. With increasing of working life. Job satisfaction is understood in
diversity in workforce and firms stepping into terms of its relationships with other factors.
new markets, it has become important for the
organizations to stay its workforce engaged so REVIEW OF LITERATURE
on retain the highest talents. If the staff are Sobia Ali & Yasir Aftab Farooqi (2014)
engaged, they tend to be satisfied and motivated conducted a probe to review the Effect of labor
which successively ends up in retention of top Overload on Job Satisfaction, Effect of Job
The corresponding author can be reached at mahek.iram@ghru.edu.in Vol. 02 | Issue 04 | May 2023 119
Satisfaction on Employee Engagement and Job Satisfaction towards the worker

Employee Performance”. Data was collected Performance” found that the worker
with the assistance of a questionnaire, from a Engagement positively and significantly
sample of 207 employees of the overall public influenced employee performance. The aim of
Sector University of Gujranwala Division. The the study is to research the effect of employee
knowledge was analyzed using SPSS software. engagement, job motivation and job
This study revealed that the work overload is satisfaction to employee performance in
that the most important concern for the Ministry of Export and Import Department, the
organization and it also affects job satisfaction, Indonesian Ministry of Trade. The information
employee engagement and employee was collected from 90 persons who add the
performance. The findings imply that to cut department.
back the matter of labor overload and stress
various strategies may possibly be adopted like Umamaheswari R and Swarnalatha C (2015)
training, job rotation and reward system. conducted research “Impact of labor
Engagement on Work Satisfaction: A study on
Deepa E, Kuppusamy S (2014) conducted an teaching Faculties”. The researcher conducted a
enquiry on “The Effect of Performance literature search on work engagement and
Appraisal System in Organizational interview with 220 college faculties. The
Commitment, Job Satisfaction and information was analyzed using SPSS 21
Productivity”, This paper summarizes the software and therefore the findings of the
conceptual foundation of performance research offers valid input regarding the
appraisal system and its relationship between development of job satisfaction of faculty
Job Satisfaction, Organization Values, faculties. This study is vital to beat the matter of
Employee Engagement and thus with labor engagement which affects the duty
Productivity. The researcher has found that the Satisfaction with the efficient implementation
performance appraisal system helps both the of strategies just like the training, Job rotation,
workers and therefore the organization in and reward system.
increasing their productivity.
Ahmed, Raheem and Jamal (2003) conducted
Preeti Thakur (2014) conducted an enquiry on research “Job Satisfaction among School
“A research paper on the effect of employee Teachers and therefore the purpose of this study
engagement on Job Satisfaction in IT sector” is to research the duty satisfaction of 236
seeks to seek out the effect of engagement of teachers in senior secondary schools.
employees and therefore the study has been The result showed that female teachers are more
administered of 120 officers still because the satisfied than male teachers and government
clerks of the IT sector. The researcher has found school teachers have greater job satisfaction
that that among the previous work motivation than school teachers.
may well be improved through increasing job
authority and accountability. It had been also OBJECTIVES OF THE STUDY
found that at the clerical lever, rewards and 1. To analyze employee engagement and its
sanctions are significantly related to job impact on job satisfaction.
involvement. It had been concluded that there is 2. To determine the relation between employee
a positive relationship between Employee engagement and job satisfaction.
Engagement and Job Satisfaction.
NEED OF THE STUDY
Hotner Tampubolon (2016) conducted an The need of the study is to analyze the various
enquiry on “The relationship between dimensions of Employee Engagement and its
Employee Engagement, Job Motivation, and impact on Job Satisfaction of employees
Vol. 02 | Issue 04 | May 2023 120

working in Raymond's Fabrics India Private conveniently available to participate in the

Limited. study.
SCOPE OF THE STUDY DATA ANALYSIS

This study is aimed at understanding the Table: 1 Demographic Profile of the
Employee Engagement practices at Raymond's Respondents
Fabrics. This study confined to the employees This chapter deals with the descriptive and
of Raymond's Fabrics. This study try to address statistical analysis of the primary data collected
the relationship between employee engagement from the employees. The hypotheses drawn by
and job satisfaction in Raymond's Fabrics. the researcher are confirmed with the support of
statistical tools and results are inferred.
RESEARCH METHODOLOGY Percentage analysis is a simple statistical
• RESEARCH DESIGN instrument which is widely used in analysis and
The type of research design used in the interpretation of primary data. It deals with the
project was Descriptive research because it number of Respondents reply to a questionnaire
helps to describe the particular situation in percentage attained from the total population
prevailing in the company. nominated for the study. It is one of the simple
forms of analysis which helps the researcher to
METHOD OF DATA COLLECTION realize the outcome of the research.
• PRIMARY DATA It is normally used for inferring the results in
Primary data refers to the pure and the fresh quantitative terms. In this study, percentage
data which are collected for the first time. analysis was used to measure the percentage of
The primary data are collected from the demographic profile of those employees who
Interview Schedule for this study. participated in the study on various aspects of
• SECONDARY DATA service quality dimensions
Secondary data refers to the data which are Count Column
already collected by some researchers in the N%
past and is available in published or 18-25 28 32.9%
unpublished form. 25-35 37 43.5%
Age
The secondary data for this study has been 35-45 16 18.8%
obtained from international journals and
company websites. 45> 4 4.7%
• SAMPLE UNIT Designation Accounts 1 1.2%
The sample unit for the study is the Accounts Manager 1 1.2%
employees of Raymond's Fabrics India Administrative &
Private Limited. HR 1 1.2%
• SAMPLE SIZE
Canteen Labour 3 3.5%
The sample size of the study is 85.
Canteen LAbour 1 1.2%
• TOOLS FOR DATA ANALYSIS
The tools used for Data Analysis in this Designing 3 3.5%
study is Percentage Analysis, t-Test and Electrical 2 2.4%
Simple Linear Regression. Factory Manager 1 1.2%
• SAMPLING METHOD General Manager 1 1.2%
Convenient Sampling, a type of Non-
Inspection 1 1.2%
probability sampling technique is being
used in this research because the data Knitting Labour 9 10.6%
collection relies on members who are
Vol. 02 | Issue 04 | May 2023 121
Loading 4 4.7% 1,1 12 14.1%

Maintenance 1 1.2% 10,2 2 2.4%
Manager 1 1.2% 10,6 1 1.2%
Marketing 12,3 1 1.2%

Manager 1 1.2% 13,10 1 1.2%
13,13 1 1.2%
Planning 1 1.2%
14,8 1 1.2%
PLP 11 12.9% 15,7 2 2.4%
PLP Incharge 1 1.2% 16,2 1 1.2%
Purchase 3 3.5% 16,8 1 1.2%
Job
Sales Assistant 1 1.2% 18,6 1 1.2%
experience
in years , 2,2 13 15.3%
Sales Executive 1 1.2% Experience 2,3 1 1.2%
Sales Manager 1 1.2% in
Raymonds 20,11 1 1.2%
Shipping Incharge 1 1.2% Fabrics 20,4 1 1.2%
Stores Incharge 1 1.2% 23,12 1 1.2%
System Admin 2 2.4% 23,5 1 1.2%
Tape 5 5.9% 23,6 1 1.2%

24,1 1 1.2%
Tape Incharge 1 1.2%
25,12 1 1.2%
Warpin Labour 1 1.2%
3,3 13 15.3%
Warping Labour 11 12.9% 30,11 1 1.2%
Weaving :Labour 1 1.2% 35,10 1 1.2%
Weaving Incharge 1 1.2% 4,3 1 1.2%
Weaving Labour 10 11.8% 4,4 5 5.9%
5,5 3 3.5%
Weaving LAbour 1 1.2%
5,5, 1 1.2%
Male 64 75.3% 6,1 1 1.2%
Gender
Female 21 24.7% 6,4 1 1.2%
6,6 3 3.5%
SSLC 21 24.7%
7,7 2 2.4%
Education HSC 10 11.8% 8,5 2 2.4%
Diploma 5 5.9% 8,8 1 1.2%
Others 49 57.6% 9,1 1 1.2%

9,3 1 1.2%
Married 51 60.0% Permanent 0 0.0%
Marital Nature of Job
Status Unmarried 34 40.0% Temporary 85 100.0%
Urban 1 1.2% 10000< 2 2.4%

Area of Salary 10001-20000 70 82.4%
Residence Semi-Urban 29 34.1% 20001-30000 8 9.4%
Rural 55 64.7% 30001> 5 5.9%
Vol. 02 | Issue 04 | May 2023 122

It encloses the descriptive statistics of Age, The above Table 2 shows that 67.1% of the
Designation, Gender, Education, Marital respondents are agree with tools and resources,
Status, Area of Residence, Job Experience in 55.3% of the respondents are agree with
Years, Nature of Job, Salary. The profile reveals positive results, 50.6% of the respondents are
that 43.5% of the respondents are between the agree with work valued by the organization,
age group of 25 years – 35 years. The study 51.8% of the respondents are neutral with
found that 12.9% of the respondents are under amount of work expected, 50.6% of the
PLP and warping labour. The profile reveals that respondents are agree with openly talk about
75.3% of the respondents are Male. The above what needs to be done to be more effective,
table shows that 57.6% of the respondents 49.4% of the respondents are agree with
belongs to others category. The above table supervisor helps to understand and how work is
shows that 60% of the respondents are married. important to the organization, 51.8% of the
The Study found that 64.7% of the respondents respondents are agree with supervisor is
are rural. The above table shows that 100% of approachable, 57.6% of the respondents are
the respondents are Temporary workers. The agree with supervisor creates a motivating and
above table shows that 82.4% of the emerging workplace.
respondents are between 10001-20000.
Table 3: Job Satisfaction
Table 2: Employee Engagement Strongly Dis- Stron- Std
Disagree agree Neutral Agree gly Mean devi
Stron- Dis Stron- Std Agree ation
gly Dis - Neutral Agree gly Mean deviat
agree
agree Agree ion I have fairlypaid 0 2 25 54 4 3.71 .59
I have the for the work I do 0.0% 2.4% 29.4% 63.5% 4.7%
tools and
resources I 3 3 21 57 1
need to do 3.5% 3.5% 24.7% 67.1% 1.2% 3.59 .74
my job
well
I am satisfied with 0 3 24 47 11 3.78 .71
Most days, I the work 0.0% 3.5% 28.2% 55.3% 12.9%
see positive environment
results 1 8 23 47 6
because of 1.2% 9.4% 27.1% 55.3% 7.1% 3.58 .81
my work My talent and 0 7 27 46 5 3.58 .73
skills are used at 0.0% 8.2% 31.8% 54.1% 5.9%
My work
is work
0 2 35 43 5 3.60 .64
valued by 0.0% 2.4% 41.2% 50.6% 5.9%
this I am satisfied with 0 3 36 45 1 3.52 .59
organization
The amount
the level of 0.0% 3.5% 42.4% 52.9% 1.2%
of work I am 0 2 31 44 8 3.68 .68 security given by
expected to
0.0% 2.4% 36.5% 51.8% 9.4%
the company
do is
reasonable I feel close to the 0 3 36 42 4 3.55 .65
My co-
people at Work 0.0% 3.5% 42.4% 49.4% 4.7%
workers and
I openly talk
about what 0 7 31 43 4 3.52 .72
needs to be I have received 0 5 40 37 3 3.45 .66
done to be 0.0% 8.2% 36.5% 50.6% 4.7% enough 0.0% 5.9% 47.1% 43.5% 3.5%
more
effective recognition for
My
the work arried
Supervisor by me
helps me
understand 0 4 34 42 5 3.56 .68 I feel good about 0 6 20 54 5 3.68 .69
how my working 0.0% 7.1% 23.5% 63.5% 5.9%
work is 0.0% 4.7% 40.0% 49.4% 5.9%
important to
at this company
the
organization
My The above Table 3 shows that that 63.5% of the
Supervisor is 0 4 36 44 1 3.49 .61
approachable respondents are agree with fairly paid for the
and easy to 0.0% 4.7% 42.4% 51.8% 1.2%
work to work, 55.3% of the respondents are agree with
My
Supervisor
satisfied with the work environment, 54.1% of
creates a
motivating
0 3 28 49 5 3.66 .65
the respondents are agree with talent and skills
and
emerging
0.0% 3.5% 32.9% 57.6% 5.9%
are used at work, 52.9% of the respondents are
workplace
agree with satisfied with the level of security
Vol. 02 | Issue 04 | May 2023 123

given by the company, 49.4% of the estimated positive sign implies that such effect
respondents are agree with close to the people at is positive that job satisfaction would increase
work, 47.1% of the respondents are neutral with by 1.523 if they are more engaged towards their
received recognition for the work, 63.5% of the work and this coefficient value is not significant
respondents are agree with feel good about at 5% level since there is relationship between
working at the company. Employee engagement and Job satisfaction.
Hypothesis for t-Test
Coefficients
Null Hypothesis (Ho): There is no significant Unstandardized Standardized
difference among Gender and Employee Coefficients Coefficients
Model t Sig. Hypoth
Engagement. Alternate Hypothesis (H1): There Std. esis
is significant difference among Gender and B Error Beta
Employee Engagement. If Sig. (P) is less than Emp .574 .057 .739 9.991 .000 Yes
0.05 then Accept Alternate Hypothesis 1
(Constant) 1.523 .212 7.180 .000
If Sig (P) is above 0.05 then failed to reject Null a. Dependent Variable: Job
Hypothesis.
FINDINGS, SUGGESTIONS AND
Table 4: t-Test for Employee Engagement CONCLUSION FINDINGS
and Gender PERCENTAGE ANALYSIS
Employee Engagement • It is found that 43.5% of the respondents
Standard are between the age group of 25 years – 35
Mean Deviation Count t df Sig.
years.
Gender
Male 3.67 .67 64
.922 38.341 .362
• It is found that 12.9% of the respondents are
Female 3.52 .59 21 under PLP and warping labour.
The above t-Test Table reveals that the Male.
perception of employees towards Employee • It is found that 57.6% of the respondents
Engagement is that there is no significant belongs to others category in Education.
difference among Gender and Employee • It is found that 60% of the respondents are
Engagement since the significance value is married.
above 0.05. • It is found that 64.7% of the respondents are
from rural.
Table 5: t-Test for Job Satisfaction & Gender • It is found that 100% of the respondents are
Temporary workers.
Job Satisfaction
Standard
Mean Deviation Count t df Sig. between 10001-20000.
Gender
Male 3.62 .50 64
.382 83
.540
Female 3.57 .56 21 agree with tools and resources.
The above t-Test Table reveals that the agree with positive results.
perception of employees towards Job • It is found that 0.6% of the respondents are
Satisfaction is that there is no significant agree with work valued by the organization.
difference among Gender and Job Satisfaction • It is found that 51.8% of the respondents are
since the significance value is above 0.05.Table neutral with amount of work expected.
Table 6: Simple Linear Regression agree with openly talk about what needs to
Here the coefficient of X1 is 1.523 represents be done to be more effective.
the partial effect of Employee engagement on • It is found that 49.4% of the respondents are
job satisfaction, holding others as constant. The agree with supervisor helps to understand
Vol. 02 | Issue 04 | May 2023 124

and how work is important to the investigate its effect on job satisfaction. Based
organization. on the literature reviews, the researchers
• It is found that 51.8% of the respondents are highlighted as well as discussed, the important
agree with supervisor is approachable. elements contributing to employee job
• It is found that 57.6% of the respondents are satisfaction at workplace and improved
agree with supervisor creates a motivating employee’s job performance.
and emerging workplace. Today’s works environment has evolved
• It is found that 63.5% of the respondents are considerably. The process by which we expect
agree with fairly paid for the work. engagement to happen needs to be fully
• It is found that 55.3% of the respondents are understood so that managers can have strategies
agree with satisfied with the work or manage other context issues to enable full
environment. employee engagement.
• It is found that 54.1% of the respondents are Correct employee engagement strategies drive
agree with talent and skills are used at work. and improve employee job performance
• It is found that 52.9% of the respondents are supervisor providing feedback and guidance,
agree with satisfied with the level of security help employee on what is expected of them,
given by the company. have clear understanding of where the
• It is found that 49.4% of the respondents are employee supervised is heading and
agree with close to the people at work. acknowledges employee improvement in their
• It is found that 47.1% of the respondents are works are important qualities. Engaged
neutral with received recognition for the employee through freely sharing of ideas,
work. feelings, hopes, difficulties faced at workplace,
• It is found that 63.5% of the respondents are listen to difficulties of employee and react
agree with feel good about working at the constructively to employee need are among the
company. constructive ways that can enhance employee
satisfaction. A workplace that makes employee
t-Test proud to work there and giving the feeling of
• It is inferred that the perception of like to work there are important in creating
employees towards Employee Engagement employee work satisfaction. This will also
is that there is no significant difference encourage employee to recommend others to
among Gender and Employee Engagement work there. Employee participation, work
since the significance value is above 0.05. immensely, difficult to detach from their job and
• It is inferred that the perception of happy working for the company are good sign
employees towards Job Satisfaction is that of job satisfaction.
there is no significant difference among
Gender and Job Satisfaction since the
significance value is above 0.05.
SIMPLE LINEAR REGRESSION

It is found that Job Satisfaction was influenced
by Employee Engagement. Here Employees are
more engaged to their work and they are
Satisfied with the work.
RECOMMENDATIONS
This study attempts to provide some useful
insight into determining the components and
dimensions of employee engagement and
Vol. 02 | Issue 04 | May 2023 125

CONCLUSION
The study on employee engagement and its impact on job satisfaction reveals that the
employees are satisfied with the work. It is also proved that employee engagement plays a
very crucial role to achieve higher job satisfaction among the employees. The job
satisfaction is divided into intrinsic and extrinsic satisfaction. This study showed a positive
relationship between employee engagement and job satisfaction. Thus, through providing
employee engagement opportunities, a company will improve employee job satisfaction.
Engaged employees leads to higher job satisfaction.
REFERENCES
• Deepa.E, Kuppusamy.S (2014), “The Effect of Performance Appraisal System in
Organisational Commitment, Job Satisfaction and Productivity”, Indian Journal of
Applied Research, Vol. 4 (2), pp 4-6.
• Thakur P, (2014), “The Effect of Employee Engagement on Job Satisfaction in IT

Sector “Journal of Business Management & Social Sciences Research (JBM&SSR)
Volume 3, No.5.
• Ali Sobia, Farooqi Aftab Yasir (2014), “Effect of Work Overload on Job Satisfaction,
Effect of Job Satisfaction on Employee Engagement and Employee Performance (A
Case of Public Sector University of Gujranwala Division)”, International Journal of
Multidisciplinary Sciences and Engineering, Vol. 5 (8), pp 23-20.
• Hotner Tampubolon (2016), “The relationship between Employee Engagement, Job

Motivation, and Job Satisfaction towards the Employee Performance”, Corporate
Ownership & Control / Volume 13, Issue 2, Winter 2016, Continued – 2.
• Umamaheswari R and Swarnalatha C (2015), “Impact of work Engagement on Work

Satisfaction: A study on Higher Education Faculties”, IJARIIE-ISSN (O)-2395-4396,
Vol-1 Issue-5 2015.
• Ahmad Nobi, Raheem Abdal and Jamal Sajid, Job Satisfaction among School Teachers,
The Educational review, Vol no.7.
Vol. 02 | Issue 04 | May 2023 126

‘Role of Internal Communication in Employee Engagement –

The Practical Perspective’
Dr. Satbir Yadav
Area Manager - CSD Depot. Jaipur
Abstract right time without looking out for the same.

Internal or employee communications (IC or They would read and accept the content that
EC) has been of utmost importance ever since resonates with their work and requirement.
the advent of business organisations but it has Also, they would like the news to be personal-
crested itself during the recent Covid-19 caused ized for their easy consumption. Moreover,
pandemic that spanned almost three years. Its employees want to be influential in their
importance has strengthened manifolds over the workplace, like they are on social media. To win
period and both Human Resource (HR) and the game, companies need to stay abreast of
Public Relations (PR) professionals underscore their employees' needs, expectations, and
its importance for maintaining constant habits. However, the challenge for a modern
connects with employees to ensure their business organisation is to cater to the needs and
effective engagement and retention. requirements of employees from multiple age
The process of communication and its influence groups and a globally scattered workforce.
on various determinants of organisational Companies have to devise strategies to reach
success is well researched since the onset of the them all, including the remotely placed
formal formation of business organisations. The employees, and to engage not one but multiple
exploratory study in hand is based on the generations, that is, employees from Gen-Z to
outcomes of various research studies and the Millennial and even the Baby Boomers who
surveys but with congruent findings. The article are ready to retire. It is thus not an easy task or a
reinforces the sum of sums - internal communi- cakewalk but an arduous one for the practitio-
cation is at the center of the concept called ners of internal communication – the very way
employee engagement (EE) that ultimately to connect with employees and tool for their
determines the success of an organisation. The effective engagement whereby employees
communication strategies must therefore be commit wholeheartedly to both their work and
aimed at building an open & inclusive environ- the organisation.
ment where trust develops between employees In every business organisation, both HR and PR
and their employer, leading to the former's professionals are increasingly "recognizing the
engagement with organizational objectives. importance of strengthening internal communi-
cation with employees" (Mishra et al, 2014). To
Key Words: help practitioners of internal communications,
Internal Communication, Employee Engage- companies need to adapt to new principles of
ment, Human Resource. employee communications to connect and
engage with their employees, more so in the
1. Introduction context of the still existing Covid-19 caused
Both workplace practices and employees' pandemic that forced firms to let their
habits are changing at an unprecedented pace. workforce operate remotely.
The shape and size of newsletters or emails Internal or employee communication is as
having an announcement for employees have important as, if not more, external communica-
undergone a sea change since the times of the tion for all stakeholders including employees
'one-size-fits-all' format. The expectations of and organisations. Its importance is more on
employees are clear in the case of communica- account of building trust between employees
tions. They want the right information at the and management as it creates the 'culture of
The corresponding author can be reached at shrisatbir@gmail.com Vol. 02 | Issue 04 | May 2023 127
transparency' that, in turn, transforms into conditions for all members of an organiza-
increased engagement with organizational tion to give of their best each day, committed
objectives & priorities. to their organization's goals and values,
This exploratory study builds upon the findings motivated to contribute to organizational
from various empirical studies & surveys on the success, with a strengthened sense of their
significant role that internal communication own well-being" (cited by Kim Harrison,
plays in the effective engagement of employees, Corporate Communication and Consulting
more so in the changed work environment professional in his blog titled - "Good
(post-covid) called the new normal (which is no communication can hugely lift employee
longer 'new'!). engagement", 2020). Whereas, the often-
quoted definition, according to him, is
2. Discussion – Theoretical Development attributed US Consultancy - Towers Perrin
2.1 Internal Communication – The Meaning (2003) that defines it as "the extent to which
What does Internal Communication (IC) employees put discretionary effort into their
mean? As the pair of words suggest, IC is work, in the form of extra time, brainpower
'internal' & 'integral' to an organisation but it and energy". Gallup Inc., another US-based
affects employees and their work that consultancy that considers itself an
influence the efficiency of the organisation authority for having the foremost expertise
as a whole which ultimately determines its on the concept of employee engagement,
success or failure for the external stake- defined engaged employees as "those who
holders. According to Dahlman and Heide are involved in, enthusiastic about and
(2020), "there are many aspects of internal committed to their work and workplace" in
communication – work related, social, one of its "State of the American Workplace
formal, informal, vertical, horizontal, Report" (2017).
between coworkers, between coworkers and Both from the above described and other
managers, communication before and under omitted definitions, it evolves that the
organizational changes, internal crisis concept of employee engagement, as per
communications and so forth". Also, there Kim Harrison (2020), mainly comprises of
are various means of communication within three components, namely:
the organisation such as e-mail & intranet, e- I) "Physical or behavioral, i.e. it affects
newsletter, staff magazines, e-billboards, what people actually do in their roles".
and closed circuit television, etc. Authors ii) "Cognitive, i.e. it affects how people
describe IC as "an unused capital with a think about their roles".
large potential for organizational success" iii) "Emotional, i.e. it affects how people
and "a basic prerequisite of organizations feel about their roles".
that is performed by all members of an In essence, "this amounts to employees
organization – managers, coworkers, and going the extra mile" (Kim Harrison, 2020).
communication professionals" (Dahlman Also, it can be seen that component of
and Heide, 2020). formal and/or informal communication is
invariably involved in all of these.
2.2 Employee Engagement – The Concept Furthermore, as per Gallup study of 2020,
Employee engagement is a key concept in "employee engagement is based on trust,
the workplace and has been defined variedly integrity, two-way commitment and
reflecting its simple meaning to complex communication between an organization
nature. However, broader understanding of and its employees" and, as an approach, it
the concept is provided by 'Engage for enhances "the chances of business success,
Success' while defining it as: "employee contributing to organizational and individ-
engagement involves providing the right ual performance, productivity and well-
Vol. 02 | Issue 04 | May 2023 128

being". Another study by Gallup in 2006 - employee experience. Though employee

"Engaged Employees Inspire Company engagement and employee experience are
Innovation: National Survey" finds that related concepts yet, both are not the same as
"passionate workers are most likely to drive there exists a subtle but important differ-
organizations forward" and reaffirms the ence. Employee experience, as described by
same again in 2020 stating that "engaged inFeedo blog (Employee Engagement
employees are highly involved in and Decoded: The Essential Guide for 2023) is
enthusiastic about their work, and therefore, the "sum of experience an employee has
shall act in a way that furthers their organi- across all the touch-points with an organisa-
zation's interests" Gallup (2020). However, tion". These are usually how and what
engagement is directly correlated with the employees feel, see, and hear as they go
quality of communication that actually about work on a daily basis. Employee
accentuates employee engagement and thus, engagement is, on the other hand, "what
aids in furthering the achievement of employees feel as a result of the employee
organisational objectives. experience initiatives". It is the resultant
"emotional and psychological connection
2.3 Employee Engagement – What Is and that the employee forms toward the
What Is Not? organization" (inFeedo, 2023).
According to Kim Harrison (2020),
"employee engagement is a measure of an 2.4 Sustainable Engagement – A Step
employee's emotional attachment to their Forward
job, colleagues and organization which The domain of HR is ever-evolving and so
greatly influences their willingness to learn does its processes. The concept of employee
and perform at work" but, it is "different engagement is taken a step further by the HR
from employee satisfaction, motivation, and sector by talking about 'sustainable
organizational culture". Being satisfied engagement'. Today's workforce is geo-
doesn't mean one is essentially engaged in graphically dispersed, remotely connected,
her role or work. and working longer with lesser resources.
Employee engagement is quite often The argument, therefore, arises that
considered the same as employee satisfac- "sustainable engagement is needed for
tion or employee motivation but there is a greater productivity and satisfaction"
distinct difference. Employee satisfaction is (Willis Towers Watson, 2016, as cited in the
the level of contentment that shows how article – "Good communication can hugely
content or satisfied an employee is with lift employee engagement" by Kim
his/her job or work environment. Employee Harrison, 2020). The 'sustainable engage-
motivation, on the other hand, refers to the ment' model advocated in 2016 by the
set of factors that can drive an employee to international HR Consultancy - Willis
take affirmative action for the achievement Towers Watson which itself employs over
of his/her goals. Whereas, employee 45,000 staff globally, comprises of the
engagement, as per a blog titled 'Employee following three key components:
Engagement Decoded: The Essential Guide i. Traditional Engagement, that is about
for 2023' is "an overarching concept that "employees' willingness to give their
encompasses both satisfaction and motiva- discretionary effort".
tion, but also includes an employee's sense ii. Enablement, that is about "employer's
of purpose and connection to the organiza- support for productivity and performance in
tion, as well as their willingness to go above the local work environment".
and beyond in their work" (inFeedo, 2023). iii. Energy, that is about "a healthy work
Employee engagement also differs from environment supporting employees'
Vol. 02 | Issue 04 | May 2023 129

physical, social, and emotional well-being". are closely connected and intertwined.
Effective communication facilitates greater
According to Gallup's 2020 report - engagement, and highly engaged employees
"Employee Engagement and Performance: communicate effectively, more than those
Latest Insights from the World's Largest who aren't. However, "employee engage-
Study", engagement is not just a 'feel good' ment doesn't happen by accident; it takes
factor but more than that as findings of the continuous efforts to understand what's
study confirm the significant difference important to your employees and nurture a
between the performance outcome of top- positive workplace culture" (as per the blog
quartile and bottom-quartile of engaged – "Internal Communication and Employee
teams. For this reason alone, there is "a Engagement – Exploring the Connection"
compelling argument for communication on ContactMonkey). Internal communica-
strategies in support of stronger employee tion plays a crucial role in this constant
engagement" (Cutting Edge PR - Kim effort aimed at employee engagement.
Harrison, 2020). Effective internal commu-
nication leads to enhanced employee 3.1 Role of Communication in Employee
engagement and, in turn, better or improved Engagement
organizational performance. Communication by itself, as a key process,
Further, employee engagement has been determines the success of the organisation.
found to be one of the key drivers of As per Dr. Ritika Srivastava of Peoples
productivity and growth for every business Matters (as cited in the article – 'Role of
organisation whereas, the level or extent of communication in Employee Engagement'),
engagement is the consequence of the "communication is the powerful tool that
quality of communication. All concerned at can have an enormous impact on the success
various levels of management thus need to of any organisation". It has a significant
comprehend the interconnection between impact on the efficiency, productivity, and
IC and EE to unlock the full potential of growth of an organisation by way of
their employees. increased employee engagement, and thus,
Respondents to the 'Global State of Internal "communication is the cornerstone of an
Communications Survey for 2022' indicated engaged workforce" (Srivastava, 2016).
that "employee experience is by far their According to her, employees of any
highest priority - by nearly 20% over their organisation are the "most significant
second highest priority". This disparity is investment" that ultimately determines the
not a surprise for someone who is aware of real rate of return in the form of organiza-
the importance of employee engagement. tional success or failure in the achievement
Increased efficiency or productivity, of its goals.
reduced absenteeism, lesser turnover, and a Employee engagement is beyond physical
deeper commitment are just some of the presence and being at work. It is the
many benefits of a highly engaged emotional and intellectual or cognitive
workforce. commitment that an employee has to his
3. Internal Communications and Employee organization and its goals. It is reflected in
Engagement – The Relationship the amount of effort and level of energy
Internal communication is "the way employees put into their work.
employees communicate with their business The dedication, commitment, and loyalty of
and amongst themselves", whereas, employees depend upon the extent of their
employee engagement is "the connection engagement with organisational priorities &
employees feel between them and their objectives. The higher the engagement, the
business" (ContactMoney), and thus, both greater shall be the dedication & commit-
Vol. 02 | Issue 04 | May 2023 130

ment of employees which is a pre-requisite v. Social media supported conversation or

for the sustained growth of any organisation communication.
irrespective of size & scale. The key He further elaborates on other ways &
challenge for every modern business is to means to strengthen employee engagement
find ways & means to effectively communi- levels that "facilitate personal growth for
cate with its employees. employees through learning opportunities,
Ensuring a higher level of employee job rotation, and career path opportunities;
engagement has normally been at the develop relationships through involvement
forefront of top management and HR team's and consultation with staff, a healthy culture
initiatives leading to several brainstorming in which staff is valued and recognized;
sessions or meetings, half-yearly or yearly develop trust by all staff in leaders who are
surveys, rewards & recognition schemes, credible, provide vision, are open and
etc. But, more often than not, the most candid, commits time to employees and
essential and simple way of accentuating seeks feedback; and, encourage change
and maintaining engagement that remains through dealing with employees with
overlooked is day-to-day communication respect and dignity (no secrets, no hype),
called internal or employee communication. and through often varying the way narra-
According to Matthew Morgan (as cited in tives and other communication describe
the article – 'Good communication can what success will look like" (Rodney Gray).
hugely lift employee engagement' published As we can notice, the success of all these
by Cutting Edge PR on 1 June 2020) three actions depends on effective communica-
most important factors that influence tion.
employee engagement are:
I. Leadership Communication; 3.2 Communication – The Source of Engage-
ii. Organisational Reputation; and ment
iii. Employee Expression or Voice. Communication is the simplest source of
As can be seen, all the above factors are the engagement but one of the most challenging
result of formal and/or informal communi- tasks for any organisation. An effective way
cation and thus get impacted by its effective- to communicate with employees can easily
ness. Good communication can better ensure their higher rather real engagement,
employee engagement. whereas, non-effective methods can create
Another expert on Internal Communication communicational chaos and even resultant
- Rodney Gray (again cited in the article – disengagement. Regular communication
"Good communication can hugely lift with employees helps in clear understand-
employee engagement" published by ing of business objectives and goals besides
Cutting Edge PR), firmly believes that the their role in achieving the same. With the
"best types of direct communication, which fast-changing technology leading to the
can achieve the aim of communication to lift development of new ways & means of
employee engagement in a substantial communication, business organisations
way", are: have to devise newer ways to reach the
i. An ear for all, that is listening at all employees that are liked by them. More-
levels; over, they have to cater to the needs of
ii. Maximum one-to-one or face-to-face multiple generations of employees simulta-
communication; neously out of which most of the modern lot
iii. Information tools & kits, packs, and prefer social media type – ready-made or
guides; instant, fun-filled, and trendy communica-
iv Two-way(upward-downward) commu- tions.
nication; There is no denial on the argument that
Vol. 02 | Issue 04 | May 2023 131

employees need to be engaged for the their shop floor or work-stations, asking for
reasons well researched, and validated the well-being of employees, an authentic
values like trust, commitment, loyalty, 'hello' and meeting with a few people in a
efficiency, productivity, etc. that are month can go a long way in enhancing
beneficial both for the employees and engagement. High levels of employee
employers alike. Engaged employees are engagement are associated with positive
always ready to rise to the occasion to outcomes for both the organization and its
perform above the expected level and even employees. For example, high employee
look for opportunities to improve their engagement results in increased productiv-
performance. They give their whole-hearted ity, improved customer satisfaction, and
selves for the success of a business by reduced turnover.
providing innovative ideas and going An effective communicator wields the
beyond the call of duty. However, for this power to influence the way things are done
seemingly simple act of engagement, every in the workplace. She/he is able to establish
business organisation needs to untangle its a two-way channel for easy flow of
unique but complex web of communication information, besides helping both managers
– the very way to understand and engage and executives to communicate better and
their employees. thus, leading to effective employee
engagement. IC/EC also acts as a motivator
3.3 Benefits of Effective Employee Commu- for employees as it drives collaboration
nication amongst them and their departments by
Internal or employee communication is ensuring an open and free flow of informa-
highly relevant for employee engagement as tion/communication. Knowledge sharing
it helps in making employees feel valued, and access to each other's skills are eased in
creating a sense of belonging, enhancing such an environment that helps employees
efficiency & productivity, and above all, perform better.
giving them a voice. Employees, initially & According to a series of studies conducted
ultimately, wish to trust & commit them- by Watson Wyatt Worldwide (2008, 2009,
selves only to an employer who values their 2010), "engaged employees are twice as
presence and engages in a workplace they likely to be top performers, miss 20% fewer
consider their home (away from home). days of work than their less engaged
According to the 'Global State of Internal counterparts, are more supportive of
Communications Survey for 2022', "email organizational change, and have lower
is the most commonly used platform for turnover rates". Also, the good or "effective
internal communications" and "if you're communication was found to be a key driver
serious about increasing employee engage- for employee engagement and an indicator
ment, you need to prioritize your email of financial performance". Furthermore,
communications". Also, it is seen that "return on investment (ROI) for engage-
certain types of communications like one- ment includes an increase in staff satisfac-
to-one or face-to-face conversations, tion which leads to an increase in productiv-
telephonic calls, SMS, VC (video ity". As per another study, "less than half of
conferencing), intranets, etc. have a higher organizations (49 percent) report being
impact in engaging employees. However, to effective at communicating and providing
benefit the most, it is essential to balance traditional career advancement opportuni-
their use to let employees get the desired ties (2014 Global Talent Management and
information without being overwhelmed. Rewards Study, Towers Watson).
Additionally, some of the simple activities The study also revealed that "when neither
like informal meeting with staff by going to leaders nor managers are perceived to be
Vol. 02 | Issue 04 | May 2023 132

effective in communicating and driving treated as a unique recipe for its different
engagement, only 8 percent of employees mix of ingredients for each piece of
report being highly engaged" whereas, preparation. Organisations being culturally
conversely, "in companies where both different require a specific mode and
managers and leaders demonstrate effective method of message delivery. The ways and
engagement strategies, 72 percent of means of communication evolve with the
employees are highly engaged". Another growth and development of an organisation
study further establishes "companies that along with the increased engagement of its
work toward establishing leaders and employees. However, irrespective of
managers who are effective communicators organisational vintage, the essential
for driving engagement can expect to have ingredients in each unique mix of the recipe
more highly engaged employees, with remain the same for effective engagement of
higher job retention rates as well as the employees, such as clarity and consistency
attraction of new employees" (2014 Global of message; appropriateness of information;
Workforce Study – Towers Watson, as cited authenticity, transparency, accountability of
in People Matters' article – Role of Commu- source; personal connect; purpose and
nication in EE, 2016). objective of communications.
Some of the notable benefits of an effective Though these aspects of communications
internal communication, as experienced by seem simple and obvious yet, most organi-
most of us, can be described as: sations fail to deliver the desired impact due
i. Reduce response time i.e. quick or faster to their rather more focus on tangible
response to emergencies. (business results) than the intangible but
ii. Increase in self-esteem as employees essential aspect, that is, the important
feel valued. dimension of employees' emotional being
iii. I n c r e a s e i n e m p l o y e e s ' e f fi- that underlines the human angle in all
ciency/productivity/contribution. communication across organisations and
iv. Reduction in issues related to absentee- compulsory for true engagement. And thus,
ism. there exists a need to customize the ways &
v. Increase in retention of talents. means to communicate with an individual or
vi. Increase in information sharing for a group.
better decision-making. As there is no one formula or equation to
vii. Increase in the capability of managers prescribe a possible way to communicate
and leaders. effectively with employees, there is a need
viii Increase in the overall ability to achieve for an integrated approach based on the level
organization's objectives. of communication's source and intended
audience. Moreover, both the organisational
To sum up the sums, it can be concluded that and individual practices possess the power
effective internal communications results in to decide the impact of communication.
increased employee engagement which, in According to Luss and Nyce (2008),
turn, enhances their efficiency & productiv- "organisations that communicate effec-
ity, and drive business growth. tively are competent in several communica-
tion practices" and these practices "collec-
4. Findings - The Success Mantra tively constitute the hierarchy of effective
The secret of success lies in understanding communication" (Figure below). Authors
and internalizing the meaning of the word (Luss and Nyce), however, emphasize that
'communication' itself. The right message at "individual practices are critical to enhance
right time is the essence of effective communication" as "across an organisation,
communication which however needs to be no one practice guarantees effective
Vol. 02 | Issue 04 | May 2023 133

communication" which is rather a result of a hard recipe to create but it "gets easier once
permutations and combinations depending everyone gets in the habit of creating an
upon multiple factors including the open and authentic way of communicating"
individual and exigency involved, and thus, (Boughey and Munro, 2014).
in the end, it is the "integration of all
practices that delivers result-oriented and 5. Recommendations
effective communication program" (Luss The process of communication is quite a
and Nyce, 2008). complex web in practice and the practitio-
ners, especially from the field of HR,
therefore need to underscore the uniqueness
of both the group and individuals compris-
ing the same. The recommendations
hereunder are limited to two occasions: i)
when communication is intended for a
group and, ii) when an important or major
decision is being taken affecting the
employees and/or organisation.
5.1 Communicating to a Group of Individu-

Figure – "Hierachy of Effective Commu- als
nication" (Source: Richard Luss and Every person being unique has his/her
Steven Nyce, 2008) distinct way to communicate and would also
like to be communicated in a specific way. If
Notwithstanding the complexities involved, communicating with an individual requires
every communication to be effective for a separate or specific way, a group of
employee engagement must have the individuals shall certainly need an intense
following ingredients: exercise in finding out the desired way of
I. A clear, concise, and consistent message communication to have them on the same
with the appropriate information; platform of understanding and engagement.
ii. A sense of honesty and openness with an Moreover, each individual being unique,
authentic tone; what is required to 'engage' him can at times
iii. A feeling of passion and connection in be hard to know, communicating with and
the message; engaging a group of employees may turn out
iv. A clarity of purpose, goals, and direc- to be an arduous task.
tion; and Now the key question is – how do compa-
v. A frame having transparency and nies communicate to ensure its effective-
accountability ness, leading to improved employee
These are seemingly "straightforward and engagement? Effective communication
obvious ingredients, but far too often means the exchange of messages or
organizations get so focused on the business information as intended and, that the same
side of things that they forget the human meaning or intent of the message should get
connection that needs to happen regularly across from sender to receiver. In a business
for employees to truly get engaged" organisation, middle-level such as line
(Boughey and Munro in the article – 'Role of managers or floor supervisors can be the key
Communication in Creating Engagement', contributor to increase engagement among
Insights, 2014). We need to review our workers and, between them and the firm.
communications regularly to see if they Further, increasing self-awareness essen-
include all these key ingredients. At first, it's tially requires training and mentoring, and
Vol. 02 | Issue 04 | May 2023 134

that helps in the personal development of encouraged as interacting on non-business

employees. Self-understanding of line and personal matters helps employees to
managers enables them to identify similari- shed their inhibitions leading to increased
ties and differences with others and that in participation. Also, such interactions help to
turn, shall help them in better understanding build better relationships and create a
of other staff besides connecting with them conducive environment where innovative
on an individual level. For their unique and ideas are encouraged.
strategic position in the organisational However, such discussions are less
hierarchy as the key link and main contact convenient with employees working from
for day-to-day interaction with larger off-stations as remotely placed people
groups of employees, top management must depend on digital dialogue where participa-
focus on these middle managers for tion is more passive and with lesser active
developing their communication skills and individual involvement. To overcome such
to harness their potential for improving the difficulties, the latest technology can come
overall employee engagement. to our rescue e.g. an exclusive intranet site
Also, to understand the aims and objectives can be dedicated for employees to post their
of improving employee engagement, reports, updates, pictures, and even
middle-level managers or supervisors comments on each other's posts. The
should be part of the team interacting with creation of such a platform that resembles
HR and higher management as they play a and has social media like Facebook or
prominent part in the whole exercise of Twitter type format can open the floodgates
increasing engagement. Though for many of communication that people are used to in
managers, it may require a change in their their personal lives on a daily basis.
outlook and working style yet, it is essential
as an open and honest culture fosters better 5.2 Keep Employees Informed of Major
bonding and desired understanding amongst Decisions
all that significantly influence the Intelligent employees expect their organisa-
engagement process besides business tion to share all important information and
outcomes. For this purpose alone, line decisions besides considering their
managers should essentially be on board contribution. They want to be sure of their
with a clear line of sight for safe sailing. important role. Increasing the level of
Effective communication between manag- communication between senior manage-
ers and employees helps each to have clarity ment and employees can ensure an
on their role i.e. what is expected from them. increased understanding of the common
Also, a better understanding of their role objective of their organisation. Shop floor
helps employees in their personal develop- supervisors can manage day-to-day
ment as they get encouraged to be part of functions whereas senior managers should
new initiatives. Senior managers should ensure open and authentic communication
therefore be suggested and helped to learn from the top down. Top management at the
various ways to connect with employees for level of CEO or MD can take the lead to
their increased engagement and whole- share the strategy and divulge the direction
hearted involvement. their business is going forward with, in a
Communication can only be effective when general meeting with staff or through a
it is made with an open mind, that is, in a common platform.
transparent manner and discussed on a one-
to-one level. This may at times require one
to go off-track discussing non-critical
business issues, and that should rather be
Vol. 02 | Issue 04 | May 2023 135

CONCLUSION
Every individual in the organisation matters and so does his/her feeling. In a business set-
up, when employees feel that their views and opinions are recognised and can make a
difference, their active involvement in work and engagement with organisation gets
accentuated. They easily adapt and engage with the company's culture. For this very reason,
employees must be motivated to express their views unhesitatingly, that is, they should be
encouraged to be vocal. Also, they should be provided with multiple options to choose from
the modes & methods of communication.
Like veins & arteries in the human body, internal communication is the life-line for an
organisational body, and effective employee or internal communication serves as a
sustained source for an 'engaged workforce' – the key concern for every enterprise. For
obtaining favourable business outcomes, organisations need to implement best practices in
employee communication being adopted by the industry to achieve the pool of required
talent – the engaged workforce, and to ensure their committed continuity (retention).
REFERENCE
• Boughey, T., & Munro, L. (2014). Role of Communication in Employee Engagement. (https://
www.insights.com/media/1101/the-role-of-communication-in-employee-engagement. pdf)
• Contact Monkey. https://www.contactmonkey.com/blog/how-internal-communication-and-

employee-engagement-connect
• Cutting Edge PR. (2020). Good communication can hugely lift employee engagement.
(https://cuttingedgepr.com/articles/good-communication-can-hugely-lift-employee-
engagement/)
• Dahlman, S., & Heide, M. (2020). Strategic internal communication: A practitioner's guide to
implementing cutting-edge methods for improved workplace culture. Routledge.
• Engage for Success. https://engageforsuccess.org/what-is-employee-engagement/
• Gallup (2006). Gallup Study: 'Engaged employees inspire company innovation: national
survey', The Gallup Management Journal, accessed at http://gmj.gallup.com/content/
24880/Gallup Study Engaged Employees Inspire Company.aspx
• Gallup (2017). https://www.gallup.com/workplace/238085/state-american-workplace-report-

2017.aspx
• Gallup (2020). "Employee Engagement and Performance: Latest Insights From the World's
Largest Study".
• Global State of Internal Communications Survey, 2022. https://www.contactmonkey.com/

global-survey-2022
• inFeedo (2023).https://www.infeedo.ai/employee-engagement-guide
• Kim Harrison (2020). https://www.brewhub.com.au/good-communication-can-hugely-lift-
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employee-engagement/
• Luss, R., &Nyce, S. (2008). Secrets of top performers: How companies with highly effective
employee communication differentiate themselves – The methodology behind the 2007/2008
communication ROI study (The 2007/2008 Communication ROI Study).
• Mishra, K., Boynton, L., & Mishra, A. (2014). Driving employee engagement: The expanded
role of internal communications. International Journal of Business Communication, 51(2),
183-202.
• People Matters. https://www.peoplematters.in/article/employee-engagement/role-of-

communication-in-employee-engagement-14496
• Srivastava, R. (2016). https://www.peoplematters.in/article/employee-engagement/role-of-

communication-in-employee-engagement-14496
• Towers Perrin (2003). Working Today: Understanding What Drives Employees Engagement
(www.towersperrin.com/.../towers/UnitedStates/publications/Reports/T alent_ Report_2003/
Talent _ 2003. pdf)
• Towers Watson (2014). Global Talent Management and Rewards Study. (https://middleeast -
business.com/wp-content/uploads/2015/01/ Towers-Watson_Global-Talent-Man_Rewards-
Study_August-2014-1-1.pdf)
• Towers Watson (2014). Global Workforce Study. (https://www.wtwco.com/en-SE/Insights/

2014/10/global-trends-in-employee-attraction-retention-and-engagement
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hugely-lift-employee-engagement/ and willis-towers-watson-the-power-of-three.pdf – WTW
Vol. 02 | Issue 04 | May 2023 137

A Case Study on Employee Engagement at Public Sector Airline(s)
Prof. Dr. Venugopal Janaswamy

Ph. D – Management Science & Ph. D – Economics; Professor of MBA,
Kasireddy Narayan Reddy College of Engineering & Research,
(Brilliant Group of Technical Institutions),
Affiliated to Jawaharlal Nehru Technological University, Hyderabad
Abstract Employee engagement, Performance, Strategy

The basic objective of the case study was to and Development.
emphasize the role of HRM professionals in
formulation of various development strategies Introduction:
with more focus on the employee engagement. The term employee engagement could be stated
The organization selected for the purpose of the as the degree to which the workforce of an
study was a public sector airline i.e., Indian organization energizes their cognitive and
Airlines Limited has carried out its flying behavioural attitudes / perceptions positively in
operational activities on domestic sectors and to achievement of end results of the organization.
some neighboring countries like Nepal, The concept of Employee Engagement was
Singapore etc. The introductory part of the introduced by William Khan, at Boston
study has dealt with the theoretical foundations, University in the year 1990. He stated that when
need and significance, rationale of the study, the person expresses their preferred self in their
scope and objectives. The airline sector has work environment, connectivity with their
huge potential to generate revenue including the work, and colleagues which finally results in the
foreign exchange. The public sector airline has development of performance. The employee
faced challenges / hurdles after the entry of engagement is an effort to understand and
private operators into the airline market. describe both qualitatively and quantitatively
Subsequently, the domestic public sector was the functional nature of the relationship existed
merged with Air India Limited which has between the organization and the employees.
operational activities in international sectors. The engaged workforce performs their tasks
The physical and financial performance of the assigned by their superiors with high
domestic public sector was reasonably dedication, commitment, sincerity, integrity
comfortable. It has formulated strategies at which contribute to gain the confidence related
corporate level with the specific focus on to the work; recognition and retention of talent,
employee engagement besides the other market enhances job satisfaction of the workforce,
driven functional policies to meet the reduce labour turnover; also cause for the
competitive edge. The data collection process attraction and retention of customers loyalty
consists of primary data and secondary data. which finally contribute to enhance the overall
The conclusive results were that the vast productivity of the organization. The role of HR
majority of the respondents have positively plays a crucial role in acquisition of skilled
stated that the operational terms of the case resources. The newly joined as well as the
study as an educational strategy was very useful existing staff always thinks about their career,
for development not only to the airline competence and care. The employer has to
organizations but also to the other ensure to provide the opportunities for
organizations, educational, consulting and innovation and creativity, growth, recognition,
other organizations. for the development of the employees. The HR
professionals should maintain the succession
Key Terms: levels of progression at various levels. The
The corresponding author can be reached at drvenu.janaswamy@gmail.com Vol. 02 | Issue 04 | May 2023 138
mismatch if any in the performance of the Need / Significance of the Study:

employee has to be identified and refresher There was huge growth in terms of passenger
sessions have to be conducted to fill the and cargo through air connectivity. The airline
performance gap or to cope up with the change has estimated that demand cannot be met with
process like expansion / diversification / the existing fleet; hence planned for additional
modification of the existing technology / aircraft to meet the demand. The contribution of
systems / process. The nature of manpower the airline to the national economy was
planning depends upon so many factors like significant. It has provided the employment
size of the organization, infrastructure, finance, opportunities to thousands of people; fostered
induction of technology, location and for integration and cultural development;
localization factors like rural or urban etc. The promoted for the tourism and development
organizations at present are functioning in a sector; contributed for the development of Car
dynamic environment. The human resource is Rentals, and Hotel Industry; contributed for
the most important vital resource when increase in foreign exchange reserves; actively
compared to the other resources like men, participated in disaster management crisis; rural
machines, materials, and money. In fact the urban connectivity; exchequer to the
value of various materialistic resources Government by payment of corporate taxes etc.
depreciates in value whereas the value in case of
human resources appreciates according to the Selection of an Organization:
capabilities of the workforce engaged in various The objective for the selection of the case study
organizations. The HR professionals have to approach was that there was tremendous scope
align their functional objectives with the overall for growth of an airline market for domestic
organizational objectives to achieve the goals sector, and also the feeder sector that connects
formulated at strategic level. The functional various destinations under the Hub and Spoke
heads at various levels of the organization have Scheme operated earlier by the public sector
to coordinate on a regular basis in order to reap airline. The Indian Airlines Limited has
out the large scale economies like managerial, implemented the best employee engagement
production, logistics, research and policies to attract, retain and maintain the
development, engineering, information skilled basket inventory in all technical related
technology etc. The organizations having the areas besides the some technical areas. The
strong commitment for implementation of Total Vayudoot Limited, a feeder service airline was
Quality Management were on the high edge to established to connect the remote areas. It was
achieve the performance. The professionally later merged with the Indian Airlines Limited,
managed companies have excellent recruitment Air India Limited and some other organizations.
and selection policies, work culture, healthy There was no competition before implemen-
motivational policies; also implement the tation of economic reforms in the airline sector.
labour legislations, and provide various The public sector airline has operated very
mandatory and non mandatory benefits to the comfortably. It was felt that the case study
employees. The HR team of an organization has approach could be utilized as an educational
to assess the manpower requirement of the corporate strategy by the new as well as by the
organization with association of the Industrial existing entrepreneurs in the airline sector. The
Engineering Department if any, besides the user organization selected for the purpose of the
departments purely on scientific basis. The study was EX- Indian Airlines Limited. The
small size organizations may adopt the airline organization has earlier enjoyed the
alternative strategies like utilization of services monopoly position. Later it was merged with
of external experts on need basis, thus can save Air India Limited as result of the policy
some costs decision of the Government. The airline has
operated services in domestic sectors and some
Vol. 02 | Issue 04 | May 2023 139

neighbouring sectors like Singapore, Nepal etc. entrepreneurs. It has resulted in tough
The airline has functioned as per the directives challenges to the public sector domestic airlines
of the Directorate General of Civil Aviation. which have necessitated modifying its existing
The airline has adopted the various market functional policies in order to lead its market
driven strategies and performed well as per their leader position. The public sector airlines have
predetermined norms with some deviations lost their monopoly position; it has still
which were marginal only. The airline has well maintained its leadership position. There was an
defined, cleared stated and well structured excellent improvement in the quality of service
functional policies. The workforce positions of provided by the employees of the public sector
various functions were categorized as Pilots / airline which was due to the energetic efforts (
Co-pilots, Cabin Crew / Flight Attendants, involvement, commitment, dedication etc)
Aircraft Engineers to meet the requirements of expended by the employees to fight against the
various aircraft, Ground Engineers, common enemy.
Commercial Staff, etc. It was not an easy task
for the airline to acquire the highly skilled Rationale behind the study:
qualified licensed people like Pilots, Co-Pilots, The case study has been adopted for the purpose
Airhostess, and AirCraft Engineers etc., which of the study which was based upon the historical
were not easily available in the airline facts. It was an educational strategy that could
employment market. There were certain be utilized by the airline organizations, both
mandatory norms that had to be followed by the new as well as existing. The case study could
airline organization where high precision, also be utilized by the airline organizations in
accuracy, communication skills, behaviour their in house training situations, recruitment
skills and decision making skills were required. and selection process like management
The Central Training Establishment, a premier training, engineer training, and also in the areas
training centre in the airline sector which has of pilot training, cabin crew and the other
imparted training to its internal candidates operational requirements; training imparted to
besides to the external candidates form the other the commercial staff; aircraft engineers,
organizations like Air force, Flying Clubs etc. security / vigilance etc., areas where
The broad categorization of functions was – requirement was mandatory. The case study
Operations Department, Cabin Crew was the best approach available to the superiors
Department, Engineering Department, to assess the decision making skills of the raw
Commercial Department, Stores & Purchase employees / experienced employees in various
Department, Personnel / HR Department, environmental situations. The case study
Security & Vigilance, Medical and Information approach based on the earlier studies provides
Technology Department. The airline organiza- qualitative inputs especially in the areas of
tion has an excellent manpower policy technical nature like Pilots / Aircraft Engineers
implemented purely on a scientific basis. The etc., where decisions have to be taken in a
initial selection process consists of standard fraction of seconds especially during flying.
procedures related to various functions due to The case study approach is widely used by the
fulfil the mandatory norms stipulated by the airline organizations e.g., to examine the causes
policy makers. of accidents, scrutiny of black box recorders to
The Indian Airlines has well structured assess the last minute discussions between the
employee engagement policies to attract and pilots etc. The Case Study Analysis was also
retain the skilled force e.g., selection policies, very useful in academic / technical training /
career growth, promotion policies, welfare flying training institutions / flying clubs or some
policies, motivational policies. The induction other organizations, educational and technical
and implementation of the economic reforms in institutions.
the airline sector has resulted in the entry of new
Vol. 02 | Issue 04 | May 2023 140

Scope of the Study: improved the quality with high focus on

The study was confined to the Indian Airlines passenger safety and qualitative service to meet
Limited, Hyderabad, State of Telangana, which the competition. The entry of private operators
has operated profitably earlier with its own into the airline business has challenged the
developmental strategies. The head office was public sector airline which necessitated the
located at New Delhi. The overall policies airline to modify its internal and external
formulated at head office were communicated policies to maintain its leadership position in
to the entire network of Indian Airlines Limited. the airline market environment. The Case Study
Earlier, there was only one domestic airline in was found as one of the best educational
India known as Indian Airlines Limited., which strategies that could be utilized by the airline
has successfully organized its operational organizations. It has provided the inputs of the
activities. The other public sector airline known public sector airline since its inception,
as Air India Limited has operated its activities subsequent changes like mergers etc.,
on an international basis. The present case study challenges / hurdles faced by the airline,
was related to the domestic sector airline only. strategies adopted by the airline from time to
time to derive the marketing / operational
Period of Study: economies.
The secondary data study was carried out for the
period 2001-02 to 2006-07., i.e., pre merger of Operational Dimensions:
Indian Airlines Limited. The employee engagement consists of various
operational dimensions which contribute for the
Objectives of the Study: best performance. The most important drivers
A. To assess the Case Study Approach as an could be stated as cognitive state of mind, sense
educative strategy whether could be of psychological belongingness towards job /
utilized by the airline organizations in work, degree of involvement at work, relations
the present global scenario with superiors, peers subordinates, level of
B. The study of the results of the historical satisfaction at job, motivational policies,
factual inputs were whether applicable reward system, fair treatment, team concept of
C. To elicit the opinions of the esteemed leadership, Total Quality Management
employees of the organization. philosophy, employee welfare practices, talent
D. To assess the physical and financial management, opportunities for career growth
performance of the public sector airline and development, recognition for innovation
up to the premerger of Indian Airlines and creativity, participative style of
Limited with Air India Limited management, organizational culture , which are
E. To provide suggestions on the basis of found essential to attract, retain the best
observations and findings of the study. employee engagement culture.
Methodology: Literature Survey:

The research design adopted was the Case Maimuna Muhammad Nda & Rashad Yazdani
Study Approach. The Indian Airlines Limited Fard,(2013)1 have discussed that the
has successfully operated before organizations should have strong emphasis on
implementation of economic reforms. It has human capital like focusing on knowledge,
provided certain factual inputs which have skills and motivation of the workforce for the
resulted in success. The data has been collected purpose of survival and success to function in a
from primary sources and secondary sources. turbulent dynamic environment. Sandhya
The collection of secondary data was confined Sridevi, M., (2010)2 felt that the employers
up to the period of pre merger of Indian Airlines were able to create a more productive and
Limited. Subsequently, the airline has efficient workforce. The involvement and
Vol. 02 | Issue 04 | May 2023 141

engagement of the workforce was essential to staff, airline customers and some other
obtain the fruitful results. David Zinger stakeholders like researchers, academicians,
(2009)3, management expert has fostered on professionals of the other organizations like
relationships to increase the employee HAL, Information Technology Companies,
engagement like involvement, dedication and agents etc. The secondary sources were
engagement. Li Sun,(2019)4, has stated that collected from the published sources like
there was a positive relationship with individual annual reports, profiles of the organization,
performance in terms of organizational trade magazines, and internet etc.
commitment, positive behavior and
organizational performance in terms of Sample Size:
customer satisfaction, financial returns etc. The respondents selected for the purpose of the
Pratima Sarangi, & Bhagirathi Nayak, (2016)5 study were those who have reasonable
have observed that the success of an awareness and familiarity about the operational
organization depends on the productivity and functional activities of public sector airline.
generated by the employees through their The intellectual respondents identified were
commitment to the organization. Arti Chandani eighty. All the respondents have positively
, Mita Mehta and others ,(2016)6, have opined responded.
that the engaged employees connect with their
assigned tasks, work hard to achieve the Interpretation of Data Analysis:
assigned tasks and also outer perform extra for The data collected was edited, tabulated and
extra output. The inputs of the literature survey statistically measured. The simple statistical
related to the conceptual criterion i.e., techniques were applied. The Likert Five Point
Employee Engagement have to be reviewed Scale was applied. The item wise data analysis
from time to time by the scholarly community was carried out and the inferences were drawn
which provides scope to reduce the research by for both the primary data and secondary data.
incorporating the best practices across the
globe. Table – 01.
Primary Data Analysis:
Limitations of the Study: The Table – 01 has indicated the item wise
• The case study approach was based upon response pattern from the identified
the historical facts related to the public respondents. It was observed that the majority
sector airline organization which has of the responses were positive. The respondents
successfully operated on domestic have stated their opinions on the various items
routes. tabulated. The energetic divers of the employee
• The study was carried out till the date of engagement were found in some ( marginal
merger of Indian Airlines Limited only) cases that have required the policy makers
(domestic public sector airline) with Air to focus more to reduce the research gap on the
India Limited (international routes). identified variables like recognition,
• The results incorporated in this work motivation, communication, job satisfaction. It
may or may not hold true due to changes was found from the Table – 01 that the response
in the internal and external pattern for the other variable dimensions is
environmental factors. favorable like Utility, Energetic drivers, Job /
• The results may or may not be applicable Work itself, Career Growth, Organization
to the other organizations. Culture, Identification of Potentiality,
Leadership Style, TQM practices, credibility of
Data Collection Process: the Organization, and the Overall Productivity .
The primary data was collected from the
respondents working at various levels, retired Inference: The vast majority of the respondents
Vol. 02 | Issue 04 | May 2023 142

have provided positive responses for the improvement in those areas like recognition,
dimension variables tabulated. It found some motivation, communication and job
small deviations in some variable dimensions satisfaction. The airline has taken the policy
which were negligible. The respondents have decisions keeping the interests of the entire
expressed that the airline management has employee engagement from a long term point of
adopted the best measures for further view of the organization.
Questionnaire ( Response Pattern: Percentage)

SL (5) . (4). (3). (2). (1).
ITEMS
NO Strongly Mostly Partly Dis- Strongly
Agree Agree Agree agree Disagree
01. The utility of Case Study (as an educative corporate
strategy) about the domestic public sector airline which has
71 10 14 03 02
operated earlier successfully is useful to the new or existing
entrepreneurs in the present airline market scenario
02. Recognition of talent / expertise, opportunities for career
development, innovation and creativity are the positive 68 22 11 05 04
drivers of employees to engage themselves.
03. The Energetic drivers of the employee engagement like -
Dedication, Trust, Involvement, Commitment, Loyalty,
Integrity, Sincerity, Participative Style, Strong Bonding 84 09 02 03 02
between employee and employer fosters for involvement by
the employees on a voluntary basis.
04. The Job / Work itself is a dominating factor for employee
81 07 04 03 05
involvement.
05. The Career growth at a faster rate by recognition of talent
92 07 03 00 00
is an expectation by the employees.
06. The well designed Organization Culture practices 73 14 06 02 05

strongly impact the employability.
07. The Motivation policies and practices have strong

64 11 06 09 10
reflection on employee engagement.
08. The participative Communication process has resulted in
63 14 08 05 10
the psychological satisfaction of the employees.
09. Identification of Potentiality of Star Performers, Average
Performers, Slow Performers and Dead Woods has strong
87 11 03 00 00
impact on the employee engagement of high skilled talented
workforce
10. The participative style of Leadership leads to healthy
78 14 05 01 03
11. The employability of workforce also results in Job
66 14 14 04 02
satisfaction of the employees
Vol. 02 | Issue 04 | May 2023 143

12. The implementation of healthy Total Quality Management

practices ( TQM) results in enhancement of customer 94 06 00 00 00
loyalty / customer satisfaction, both the internal and external
customer.
13. The Fair treatment of the employees is a healthy sign for the
74 08 14 02 02
long tenure of employee engagement.
14. The Quality of work of the committed workforce has a
strong positive effect on the performance of the engaged 81 14 05 00 00
employees and also on the overall organization.
15. The implementation of the employee engagement policies
by the public sector airline has contributed for the 86 11 03 00 00
enhancement of credibility and resulted in the overall
Organizational Development.
16. The impact of the employee engagement on the overall
77 13 08 02 00
Productivity of public sector airline was significant.
Secondary Data Analysis: Table 02 : Inference: The Case Study has provided certain
The Table 02 has indicated that the Financial inputs related to the fluctuations in Financial
Performance of the Indian Airlines from the Performance which were marginal only. There
year 2001-02 to 2006-07 in positive way except was continuous improvement in Physical
in the years 2001-02,2002-03 and 2006-07. It Performance. The inputs provided were very
was due to an increase in total expenses when useful in the present airline scenario also. The
compared to an increase in total revenue. There inputs of the airline related to the financial and
was an increase in foreign exchange reserves. It physical performance up to the period of merger
was found that there was an improvement in of Indian Airlines Limited with Air India
Physical Performance during the period. Limited.
POST OPEN SKY POLICY

TABLE 5.2.1. FINANCIAL(INRUPEES IN CRORE & PHYSICAL PERFORMANCE( IN %)
OVERALL
SL TOTAL TOTAL OPERATING LOAD FOEIIGN NET
NO YEAR REVENUE EXPENSES PROFIT PROFIT FACTOR EXCHANGE WORTH
01 2001-02 3,877.29 4,124.04 -220.65 -246.75 62.9 1,320.90 -255.44
02 2002-03 4,173.51 4,370.07 -134.73 -196.56 64.6 1,409.74 -446.94
03 2003-04 4,725.67 4,677.50 125.1 48.17 65.8 1,414.30 -399.05
04 2004-05 5,362.57 5,290.96 62.04 71.61 69.1 1,515.02 -333.66
05 2005-06 5,788.82 5,725.82 75.81 63 71.6 1,691.08 43.4
06 2006-07 7,196.24 7,427.21 -1384.16 -230.97 73.1 1,821.63 -196.89
Source: Annual Report: Indian Airlines Limited. 2006-07 - Graph-Figure:01
Vol. 02 | Issue 04 | May 2023 144

Observations / Findings & Conclusion: for some period which was marginal only. The
It was observed that the case study about the airline has adopted various market driven
Indian Airlines Limited could be utilized in the development strategies to meet the competitive
present airline market as an educative corporate edge. The public sector airline has met various
strategy by the new as well as the existing challenges / hurdles, and is able to retain its
entrepreneurs in the airline market. The item leadership position in the competitive dynamic
wise analysis of the operational terms has airline market environmental scenario.
provided a certain positive response in this
regard. The case study has provided the Discussion: The subject experts, professionals
historical facts which have indicated the various of the airline, academicians and other
strategies adopted by the public sector airline specialists expressed that the public sector
successfully. The most important strategies the airline has successfully operated. There were
airline has focused were the implementation of certain fluctuations in financial performance but
the best employee engagement policies to deviations were marginal only. They observed
attract and retain the skilled people, that the airline has well defined clearly
implementation of attractive motivation structured HR policies which have attracted the
policies, excellent Total Quality Management fresh / raw candidates as well as the existing
practices, assessment of performance of the employees. The airline has provided the
staff at various levels on periodical basis to opportunities for faster growth, implemented
identify the Star Performers, Average the best organization culture practices,
P e r f o r m e r s , Av e r a g e P e r f o r m e r s a n d implementation of productivity linked
Deadwoods. The people with low performance incentive system, initiation of service quality
were sent to the refresher training sessions from throughout the organization etc., which have
time to time. The analysis of the secondary data boosted the morale of the employees. The
has indicated the physical and financial airline has successfully been able to formulate
performance of the airline organization. It was its strategies even after the announcement and
observed that there was improvement in implementation of the open sky policy by the
physical performance. It was found that there Government.
were fluctuations in the financial performance
CONCLUSION:
The analysis of the case study has provided the various inputs which could be utilized by any
airline organization besides the other organization also. It was also useful to fill the research
gap, if any. The case study approach could be utilized by the corporate houses in its internal
and external training situations; the analysis / interpretation of the case study was very useful to
assess the decision making capabilities; the HR professionals could adopt the case study to
assess the analytical, diagnostic, decision making skills of the people at the time of initial
selection, or subsequent promotions. The case study was very useful to assess the performance
of the candidates at the time of selection process of Management trainees. The case study
analysis is also useful to the educational institutions, research institutions, and consultancy
firms, and also provides multiple benefits to various interested persons or teams or groups. The
case study is very useful for future research also.
FOOTNOTES:
01 Maimuna Muhammad Nda & Dr. Rashad Yazdani Fard,(2013), “THE IMPACT OF
EMPLOYEE TRAINING AND DEVELOPMENT ON EMPLOYEE PRODUCTIVITY”,
Global Journal of Commerce and Management Perceptive, Limkokwing University of Creative
Vol. 02 | Issue 04 | May 2023 145

Technology. Cyberjaya, Malaysia. ISSN: 2319 – 7285, P.91.

https://www.researchgate.net/publication/260219097.
02 Sandhya Sridevi, M., (2010), “Employee Engagement: The Key to Improving Performance”,
International Journal of Business and Management Vol. 5, No. 12.
03 David Zinger (2009), “MANAGEMENT GUIDE” .

https://www.managementstudyguide.com/zinger-model-employee-engagement.htm
04 Li Sun,(2019), “Employee Engagement: A Literature Review”, International Journal of Human

Resource Studies ISSN 2162-3058 2019, Vol. 9, No. 1.
file:///C:/Users/DR%20VENUGOPAL/Downloads/Employee_Engagement_A_Literature_R
eview.pdf
05 PratimaSarangi, & Bhagirathi Nayak, (2016), “Employee Engagement and Its Impact on
Organizational Success – A Study in Manufacturing Company, India” IOSR Journal of
Business and Management (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 18,
Issue 4 .Ver. I (Apr. 2016), PP 52-57 www.iosrjournals.org
06 Arti Chandani, Mita Mehta, & Others(2016), “ Employee Engagement: A Review Paper on
Factors Afecting Employee Engagement”, Indian Journal of Science and Technology, Vol
9(15), DOI: 10.17485/ijst/2016/v9i15/92145, April 2016 ISSN (Print) : 0974-6846 ISSN
(Online) : 0974-5645. Symbiosis Institute of Management Studies (SIMS), Symbiosis
International University
(SIU),Employee_Engagement_A_Review_Paper_on_Factors_Affe.pdf
07 Annual Report: Indian Airlines Limited. 2006-07
Vol. 02 | Issue 04 | May 2023 146

Employee Engagement Research: A

Bibliometric review of the last decade (2012-2022)
Prof. Rachana Adtani Dr. Saumya Misra

Faculty Member Associate Dean, SDCC & IBSAF Coordinator
ICFAI Business School, Pune ICFAI Business School, Pune
Abstract and visualized bibliometric analysis, over the

Purpose – For the last decade, researchers have last decade
been exploring the shift in the landscape of Keywords - Employee engagement, Work life
employee engagement practices. Aim of the balance, Retention, Management, HR practices
study is to provide a comprehensive analysis of Paper type - Bibliometric Review
global research trends in this field through a
bibliometric review. 1. Introduction
Design/methodology/approach – A total of Research on employee engagement
2135 papers from 2012 to 2022 were searched practices has shown that they can have a
using the Scopus database. The analysis significant impact on organizational
focused on the most productive journals, performance and employee outcomes.
countries, authors, temporal distribution, Studies have found that high levels of
authors' collaboration, the most cited employee engagement are associated with
publications and author keywords. The VOS lower turnover rates, higher customer
viewer was used to visualize the scientific satisfaction, and increased profitability.
landscapes. Employee engagement practices refer to the
Findings – The results indicated a rapidly strategies and activities that organizations
increasing trend of studies on employee use to increase employee motivation,
engagement in the Human Resource commitment, and satisfaction. These can
Management International Digest (HRMID) include things like regular communication,
with 51 articles. India has 423 research papers feedback, recognition and rewards,
in the last decade on this topic. It is second to the professional development opportunities,
United States which has 650 papers. Bakker has work-life balance initiatives, and a positive
maximum articles with a total of 29 and workplace culture. The goal of an
dominates the list. His work focuses on organization is to create an environment
employee engagement during demanding jobs, where employees feel valued, supported,
work pressure, challenges, burnout. The second and connected to their work, which can
most contributing author is Brad Shuck with 24 ultimately lead to increased productivity,
articles. His work emphasizes on antecedents job satisfaction, and retention.
and outcomes of employee engagement Every company should understand the
Practical implications – The study provides a potential of channelising on human
more comprehensive understanding of the dynamics and thereby working on it to
changing dynamics of employee engagement improve employee engagement and
practices and its impact on organization's subsequent bottom lines of the company.
performance and offers clues for further The importance of understanding this can be
investigation in this field. gauged from a recent report by Gallup that
Originality/value – This paper explore lack of employee engagement costs our
employee engagement and its impact on world economy USD 7.8 trillion in lost
organizations performance using quantitative productivity. This is nearly equal to 11% of
The corresponding author can be reached at rachana.adtani@ibsindia.org Vol. 02 | Issue 04 | May 2023 147
global GDP. The peak of employee towards their employers and the vision and
engagement was observed in 2019 at 22% mission of the company, at large . This is
and has fallen since then due to a host of referred to as a psychological contract.
attributing factors such as the after effects of
the pandemic, fast pace of change and 2. Review of Literature
competing employee distractions. The three Some studies show that the level of
smart tools in today's world- Connection, employee involvement in organizational
Power and Direction. These can be used to goals or a company is still shallow
reverse this declining trend of employee worldwide (Akter et al., 2022; Bashir et al.,
engagement. 2022; Chaudhary et al., 2022; Eniola, 2022;
A committed and engaged employee is Grubert et al., 2022; Hammon et al., 2022;
someone who is emotionally invested in Han et al., 2022; Prentice, 2022). According
their work and is committed to the goals and to recent research, an employee engagement
values of their organization. They feel a framework was established describing the
sense of ownership and responsibility for relationship between leader, team,
their work and take pride in achieving high- perceived organizational support, and
quality results. They are also committed to organizational culture which was mediated
the success of their organization and are by employee motivation (Al Mehrzi &
willing to go above and beyond their job Singh, 2016). “There is a positive and
duties to contribute to its success. An significant direct influence of leadership,
employee who is committed is likely to organizational Culture, work motivation
display stickiness to the organization, and job satisfaction on the employee
regular contributions to creating a positive performance.” (Arif, 2019).
culture and a higher productivity. They are As can be observed in this paper, employee
also more likely to be proactive in solving engagement is an essential issue in
problems and identifying opportunities for management. However, there are still no
improvement authoritative standards and there is a big
Post pandemic has introduced an aggravated difference in theories, factors influencing
sense of work ambiguities, workplace employee engagement and the outcomes of
anxiety and adjustment issues. However the the same. This article attempts to review and
key area continues to be enhancing summarize the results of previous research
employee engagement. A strong and healthy on employee engagement practices.
relationship between employers and the Employee engagement can be measured
new age workforce, called millennials is using different scales. There are currently
extremely important. multiple conceptualisations and estimations
The millennials crave for freedom to of employee engagement in today's
express themselves, a space for using their dynamic and competitive environment
creativity and working in an environment (Gupta & Sharma, 2018). The problem of
filled up with an intelligent workforce. They low employee engagement and its negative
do not attach importance to older ways of impact on business results has also attracted
working - fixed time schedules, formal attire the attention of academics. Several articles
and a strict hierarchy. In fact they prefer a that use employee engagement as the basis
flat organizational culture. of their research include (Erwin et al., 2019;
Trusting employees' decisions and their Mkheimer & Mjlae, 2020; Ostrowski, 2017;
integrity, along with an open two way Sharma & Garg, 2017; Wang, 2016), which
communication is crucial, to build found that organizational engagement
employee engagement. Ideally, there should climate is positively linked to human
be a strong attachment that employees feel resources. The more the employee will
Vol. 02 | Issue 04 | May 2023 148

engage, higher will be their productivity and 2. A 2021 study published in the Journal of
consequently a higher profitability for the Business and Psychology found that
company. employees who feel a sense of
As per the study conducted on employees in "psychological safety" in their
the sugar industry in South Africa by workplace, meaning they feel free to
Moletsane in 2019, there was a significant speak up, take risks, and share ideas
relationship between employee engagement without fear of negative consequences,
and their productivity. Job satisfaction are more likely to be engaged and to stay
enhancement and inculcating a sense of with their current employer.
pride in the company and increasing 3. A 2020 study published in the
employee engagement is essential; to International Journal of Business and
improve employee productivity. The Management found that leadership
leadership of the organization could achieve plays a pivotal role in enhancing
this by devising suitable HR practices that employee engagement. Managers who
encourage interaction between employees are supportive by nature,
and between them and the company, communicative and focused on
employee communication, and improving employee development will be more
their workplace environments. likely to have an engaged team.
Additionally, a study on employee 4. A 2021 report by McKinsey & Company
engagement and its impact on productivity found that companies that prioritize
by Patro, 2013 has found that high levels of employee well-being and engagement
employee engagement will lead to an are more likely to have a competitive
enhanced employee commitment and more advantage, with engaged employees
involvement towards their work. This being more productive, innovative, and
would create a motivated workforce that resilient.
will work together to create a synergy, To get a complete understanding of
thereby working towards achieving the employee engagement a bibliometric
common goals of the organization. In review was conducted. Bibliometric
today's environment employee retention is analysis is a popular and trusted method for
essential and this would stem from their exploring and analyzing large amounts of
level of engagement with the company and scientific data (AU - AlRyalat et al., 2019;
levels of commitment. Acquiring a skilled Donthu et al., 2021). Bibliometric indicators
workforce is just not enough to sustain and are calculated over some time and generally
prosper. use two approaches - number of
There have been several recent studies on publications, an indicator that measures
employee engagement, highlighting the productivity, and the number of citations.
ongoing importance of this topic for This indicator measures the impact of the
organizations. Some key findings include: articles produced (Donthu et al., 2021,
1. A 2021 survey by Gallup found that Effendy et al., 2021).
employee engagement has remained
relatively stable since the start of the 3 Bibliometric Analysis
COVID-19 pandemic, despite the 3.1 Data Collection
significant disruption to work routines To accomplish bibliometric research
and increased stress for many objectives Scopus database was used.
employees. However, there are still Initial search with keyword employee
significant differences in engagement engagement resulted in 3110 articles. To get
levels across industries and more focused results, selection criteria were
demographic groups. applied which resulted in 2535 articles.
Vol. 02 | Issue 04 | May 2023 149

Inclusion criteria encompassed research Human resource management international

articles in the English language from peer- digest(HRMID) with 51 articles. HRMID
reviewed journals, published from 2012 to articles are presented in an easy to
2022 in Scopus databases. The exclusion understand format for human resource
criteria was that articles from conference managers and researchers to gain a quick
proceedings, workshops, editorials were insight into the main issues impacting
eliminated. organizations today. Followed some
3.1 Research Growth distance behind by Sustainability
Switzerland with 43 articles. Furthermore, it
is interesting to note these journals are
maintaining top positions in Scopus
database which is considered to be very
selective in its indexing policy and
considers only the very high quality, peer
reviewed journals and is one of the most
widely used database
Figure 1: shows year wise total number of 3.3 Top Authors

publications in Scopus on the topic of
employee engagement. It is interesting to
observe that the publications increased
exponentially since 2017 till it reached the
highest number of publications of 372
articles in 2020. Clearly emphasizing that
there is a tremendous growth in the area in
the last 5 years as it is a critical factor for
performance, productivity, sustainability.
but a dip in 2021 might be because of Figure 3, illustrates the top contributing
transitioning to a new normal post authors in the area of employee
pandemic. Again increment in 2022 engagement.Arnold B. Bakker has
highlights importance of the area with maximum articles with a total of 29 and
addition of new dimensions like work life dominates the list. His work focuses on
balance, emotional wellbeing. employee engagement during demanding
Psychological empowerment, leadership, jobs , work pressure, challenges, burnout.
learnings of covid 19, remote work. The second most contributing author is Brad
Shuck with 24 articles. His work
emphasizes on antecedents and outcomes of
employee engagement .
3.4 Top contributing Countries
Figure 2, shows top 5 extracted sources or

journals from Scopus which are publishing
most articles in the area of employee
engagement. The most popular journal is
Vol. 02 | Issue 04 | May 2023 150

Figure 4, presents the top 10 most of published articles are in Business,

productive countries in terms of the number Management followed by Social sciences
of publications, from the extracted data of Furthermore it is observed from figure that
Scopus. The top country which is hugely these two areas constitute more than 50% of
contributing to work on employee total contributions
engagement is the United States of America
with 650 articles, followed by India with 3.6 Co-Citation analysis
423 articles. There is a substantial difference Figure 6 shows the output of Vosviewer
between these top two countries indicating software of 605 files after eliminating
that there is scope for future research in the papers that were not co-citied or which did
area of employee engagement regarding not have reference links, clearly providing
various countries' specific context. information regarding popular research
papers, core contribution in the area of
Most cited paper USA employee engagement and different
branches represented by authors having
different perspectives on employee
engagement.
Most cited paper India
Co-citation analysis. Figure 6, indicates the

clustered network of the 19 most frequently
cited publications. Publication size
indicates number of citations received,
which is biggest for Bakker A. B. A cluster is
a set of strongly connected publications in
terms of co-citation relations. The biggest
3.5 Discipline/Subject wise analysis cluster indicates had the following
associated key research terms: stress, job
demand, burnout and employee wellbeing.
3.7 Keyword analysis

Figure 7: Keyword analysis of most cited
200 papers are highlighted in word cloud.
Figure 5, shows classification of articles

based on subject areas. The highest number
Vol. 02 | Issue 04 | May 2023 151

The keyword analysis shows that employee There is a significant body of literature on
engagement, organizational, leadership, employee engagement that highlights its
work are some of the prominent factors that importance for organizational success.
are widely present in employee engagement Studies have shown that engaged
research . employees are more productive, innovative,
and loyal, leading to improved
4. Discussion organizational performance and increased
Recent studies on employee engagement profitability.
have explored a variety of topics, including Moreover, there is a growing recognition
the impact of remote work on engagement, that employee engagement is not just a "nice
the importance of inclusive workplaces, and to have" but rather a critical factor for
the role of technology in fostering business sustainability in the modern era.
engagement. Hence, organizations that prioritize
Remote work can negatively impact employee engagement are likely to enjoy
engagement: A study by Gallup found that numerous benefits, including improved
employees who work remotely are slightly employee satisfaction, better customer
less engaged than those who work on-site. experiences, and increased profitability.
However, the study also found that Research on employee engagement
engagement levels can be maintained or practices has found that organizations that
even improved with the right management invest in these practices tend to have higher
practices, such as regular communication levels of employee satisfaction, retention,
and opportunities for collaboration. and productivity. Some specific findings
Inclusion is critical for engagement: A include:
report by Deloitte found that employees · Regular communication and feedback can
who feel included and valued in the improve employee engagement by
workplace are more likely to be engaged. providing clarity around job expectations,
Inclusive practices include things like addressing concerns, and creating a sense of
actively seeking out diverse perspectives, connection to the organization.
creating a culture of respect and belonging, · Recognition and rewards programs can
and providing equal opportunities for career increase motivation and job satisfaction,
advancement. especially when they are tied to specific
Technology can support engagement: A goals or behaviours.
study by Harvard Business Review found · Professional development opportunities can
that technology can play a key role in contribute to employee engagement by
fostering engagement, particularly for helping employees develop new skills, feel
remote workers. For example, using video more confident in their work, and see a clear
conferencing for team meetings and virtual path for career growth.
social events can help employees feel more · Work-life balance initiatives, such as
connected and supported. flexible scheduling or remote work options,
These studies suggest that engagement is a can improve employee well-being and
complex issue that is influenced by a variety reduce burnout, which can in turn increase
of factors, including the work environment, engagement.
leadership practices, and technology. It was also shown through most cited Indian
Organizations that prioritize engagement research that the focus areas should be a
and adapt to the changing needs of their conducive working environment and team
employees are more likely to see positive and co-worker relationship as they have
outcomes in terms of productivity, job shown significantly higher impact on
satisfaction, and retention. employee engagement and hence employee
Vol. 02 | Issue 04 | May 2023 152

performance. Organizations should focus HR policies for employees' engagement.

on presenting a great working environment When taking a look at US based researches,
for employees and promote HR practices companies are advocated to create an
that would enhance peer relationships. It emotionally engaged and committed
was also concluded that when there was a workforce by focusing on key areas such as
fitment between individual values and customer engagement, brand citizenship
organizational norms, employees are behaviors, mass personalization, employee
handed over important roles and are trusted engagement, brand ambassadors, and a
and made to feel more empowered. A high strong rapport between customers and
level of employee engagement reflects a employees. Studies have also shown that
greater trust and a high level of employee companies react to negative employee
commitment. behavior by increasing their investment in
Findings also bring out that there is a decline employee-related CSR- work-life balance
in job involvement, normative benefits, health and safety policies.
organizational commitment, affective Employee CSR will help companies
organizational commitment as well as an motivate and engage their employees.
increase in professional commitment in the Hence, companies may find it suitable to
millennial workforce. Organizations need to design and implement effective employee
take this into consideration while designing related CSR practices.
CONCLUSION
India is contributing actively for research on employee engagement with its 423 research
papers in the last decade on this area. It is second to the United States which has 650 papers.
Bakker has maximum articles with a total of 29 and dominates the list. His work focuses on
employee engagement during demanding jobs, work pressure, challenges, burnout. The
second most contributing author is Brad Shuck with 24 articles. His work emphasizes on
antecedents and outcomes of employee engagement. Furthermore, these insights can help
upcoming researchers in understanding the research on employee engagement, research
gap and top contributors.
Increasing employee turnover rates have necessitated the formulation and
implementation of effective HR strategies to engage employees. The organization should
work on ways to identify the” intend to stay" type of employee and hence be able to invest
its resources in the right employees
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Employee Engagement Driven by

AI and ML and Mediated by
Progressive Work Practices - An IT Industry Perspective
Ms. Pooja J Dr. L R K Krishnan

MBA Student, VIT University, Professor, VIT University, Business School,
Business School, Chennai, Tamil Nadu, India Chennai, Tamil Nadu, India
ABSTRACT practices, the world of work and consequently

An effort through this study has been made to having a profound impact on employee
understand the elements that drive employee behavior. Path-breaking and cutting-edge
engagement, job satisfaction and motivation in technologies are shaping new work practices
an organization based on evolutionary work which are having a direct bearing on employee
practices. The study is qualitative and up skilling. With the help of new-generation
descriptive in nature and has focused on IT tools employee productivity is seeing sharp
organizations based out of Chennai, India. productivity resulting in job satisfaction and
Various scholarly literature was studied to employee engagement. Artificial intelligence
understand the implications of employee (AI) is challenging the foundations of
productivity, collaborative work culture, businesses and restructuring the way people
improving communication, removal of human work globally (Murray, 2015). Artificial
error and bias on employee engagement in a intelligence and employee involvement
progressive work environment. The Employee together promote intellectual stimulation. By
engagement trends were looked at to draw a integrating human expertise and innovative AI-
conclusive framework based on existing powered technology, valuable insights can be
literature. The underline trend in the industry derived to drive organizational growth
dealing with knowledge workers is that AI and effectively. The automation of activities can
ML technologies are driving progressive work enable organizations to improve performance
practices, by automating repetitive tasks, by reducing errors, improving quality, speed,
providing real-time feedback and improving and in some cases achieving outcomes that go
decision-making, leading to employee work- beyond human capabilities (Satabda et
life balance, job satisfaction and employee al.,2022).
retention. The scholarly conversations The crucial element that significantly affects a
collaborate with our understanding on the company's performance is employee
subject of employee engagement, having a engagement. Research shows that
substantial impact owing to the use of organizations with a high level of employee
disruptive technologies supported by HR engagement are 43% more productive. (Hater et
analytics in the IT industry propelling superior al.,202). Leveraging advanced algorithms and
performance and growth. machine learning can help organizations gain
insights into what drives employee motivation
KEYWORD and satisfaction, and design targeted strategies
HR Analytics, Job satisfaction, Motivation, to improve engagement and retention.
Performance, Productivity. According to a study by Deloitte, organizations
that use machine learning to analyze employee
INTRODUCTION data are twice as likely to improve employee
Disruptive technologies are changing work engagement, and three times as likely to achieve
The corresponding author can be reached at poojajeeva5515@gmail.com Vol. 02 | Issue 04 | May 2023 156
strong business performance compared to those clear indicator of the existing levels of
that do not. As such, machine learning is rapidly employee engagement and provides guidance
emerging as a powerful tool for organizational of taking further steps for improving employee
development, driving significant benefits for engagement in the future. (Chen et al.,2021).
both employees and businesses alike. In the IT sector, where talent is in high demand
The practical implementation of AI in HR and competition is fierce, engaging employees
concerns poses a variety of possibilities, there is is essential, AI can help organizations engage
a higher potential for humans to be deployed – their employees more effectively by providing
and replace machines (AI) – in tasks that require personalized recommendations, improving
mechanical and analytical intelligence, communication, automating tedious tasks and
unlimited potential in tasks that require intuitive providing real-time feedback. Engaged
or empathetic intelligence. Robotics is an employees who feel committed to their work
emerging technology that has the potential to and experience higher job satisfaction are more
amplify employee engagement. Digital likely to stay with their organization over the
communication technologies are transforming long term. Artificial intelligence (AI) helps in
the way employees connect with each other and retaining employees, providing them better
with the organization. Robots operate through a work-life balance through customized
variety of different protocols, making it scheduling which increases the organization's
possible for humans and robots to collaborate productivity and motivates the employees to
effectively (Poorani and Krishnan, 2021). work in a challenging environment ( Sashreek
Robotics has become increasingly prevalent in and Krishnan ,2022).
the workplace, and its potential applications in AI can play a significant role in man-machine
employee engagement are being explored. collaboration, as it can augment and enhance
The emergence of contemporary AI the capabilities of humans, and enable them to
technologies has brought forth novel digital perform tasks more efficiently and effectively.
advancements that facilitate the customization The use of AI in man-machine collaboration can
of both internal and external communication improve productivity, efficiency, and the
strategies, with this capability, employee overall quality of work. AI-powered tools can
queries can be promptly addressed, talent can be help humans to make better decisions, optimize
nurtured and managed, productivity and processes, and achieve greater levels of
performance can be monitored in real-time. productivity (Yu et al.,2021) AI imitates
(Mattos et al.,2022) . cognitive functions that allow machines to
HR analytics has a great potential to leverage make more human-like decisions.
employee engagement, by analyzing data on AI-backed technology in employee
employee behavior, attitudes, and performance engagement initiates human experience by
organizations can gain insights into what drives incorporating innovation and providing
employee engagement and what interventions valuable insights for successful organizational
can be taken to improve it. With the help of AI development. AI continues to evolve, it has the
technology, managers can now easily and potential to enable humans and machines to
clearly monitor the condition and movement of collaborate more effectively and achieve new
employees' daily feelings with better levels of innovation and creativity.
confidence about what factors directly and
greatly affect the performance of the business REVIEW OF LITERATURE
(Sari et al,2020). AI-based solutions recognize Employee engagement refers to the level of
trends in employee behavior in hybrid work commitment, dedication, and enthusiasm
mode, leading to the collection of meaningful employees have towards their work and the
data. Utilizing data-driven insights and organization. According to Gallup survey
conducting sentiment analysis, it serves as a business organizations with high level of
Vol. 02 | Issue 04 | May 2023 157

employee engagement has an 83% chance of techniques to analyze employee feedback data,
performing above the company median. employees who expressed positive sentiments
Engaged employees are those who feel about their work and colleagues were more
passionate about their work, enjoy their job, and engaged and less likely to leave the company
are willing to contribute an extra mile to achieve Kolyshkin et al., (2021)
organizational success. Advances in Artificial Behavioral mapping is used to observe and
Intelligence (AI), have introduced new ways to analyze human behavior and interactions within
engage employees in the organization. This a specific context to employee engagement. The
literature review aims to explore the current use of AI-based platforms assists in mapping
research on employee engagement using AI. employee behaviors such as body posture, tone
Li et al., (2020) investigated the use of AI in of voice, response time, and identifies patterns
employee engagement by developing an associated with high and low levels of
automated intelligent system integrated with AI engagement. Shah et al., (2018) study found
algorithms to provide personalized that employees who exhibited positive behavior
recommendations for employee engagement. were more engaged and performed better. A
AI in employee engagement provides study by Lee et al., (2019) explored the use of
automated and personalized rewards and AI-powered behavioral mapping to improve
recognition systems to improve employee employee engagement in the IT sector, the study
engagement and motivation Bajaj and found that AI-based systems could provide
Choudhury (2021). accurate and comprehensive understanding of
Predictive analysis is an important tool used in employee behavior compared to traditional
employee engagement to predict future trends methods.
in employee engagement. A review of Communication and personal development are
predictive analytics by Robison and Reilly areas of focus within the realm of psychology,
(2020) discusses how predictive models can be the major technique utilized in this field is
used to identify which employees are at risk of known as Neuro-Linguistic Programming
leaving and aids to design interventions to (NLP). Burke et al.,(2018) used a text-mining
improve engagement and retention. Predictive tool to analyze the language used in employee
analytics is enabled with forecasting the risk of engagement surveys and identified patterns of
disengaged employees Eppinger et al.,(2019) language, the study found that employees who
discuss how machine learning algorithms can used more positive language were more
be used to identify patterns in data and predict engaged. Another study by Hajdúk et al., (2021)
future outcomes, such as changes in used NLP to analyze employee feedback in a
engagement levels. software development company, the study used
Sentiment analysis involves the use of NLP sentiment analysis to identify the emotional
techniques to identify and extract subjective tone of the feedback and found that employees
information from text data, such as opinions, who provided positive feedback were more
attitudes, and emotions. Fan et al., (2017) study engaged and satisfied with their jobs.
explored the tone of employee comments and Chatbots have emerged as a popular tool for
topics in online forums with the use of NLP enhancing employee engagement. Rajagopalan
techniques to analyze factors that contribute to et al.,(2020) study in a large IT organization
employee engagement. Peng et al., (2021) study found that Chatbot can improve employee
used sentiment analysis and topic modeling to engagement by providing personalized support,
identify common themes and topics related to reducing workload, and increasing employee
employee engagement such as work-life satisfaction, by answering frequent questions.
balance, job satisfaction, and career Chen et al., (2021) Chatbots could improve
development were important predictors of employee engagement by providing real-time
employee engagement and retention. NLP feedback, offering personalized solutions, and
Vol. 02 | Issue 04 | May 2023 158

reducing response time. workers.

Data-driven insights through HR analytics help AI revolutionizes performance management by
to identify the factors that drive employee automating routine tasks, providing real-time
engagement and develop targeted interventions insights, and facilitating personalized learning
to improve engagement levels. Karmakar et al., and development opportunities for employees.
(2002) study examines various approaches to With the help of AI, organizations can set more
HR analytics, including predictive analytics, realistic and achievable goals, design jobs that
prescriptive analytics, and descriptive align with employees' skills and interests, and
analytics, and discussed their potential for enrich jobs by providing opportunities for
improving employee engagement. Rastogi et growth and development. AI improves team
al.,(2020)study examines the effectiveness of collaboration and optimizes workforce
HR analytics initiatives and identifies key deployment, enabling organizations to make
success factors in improving employee data-driven decisions that enhance employee
engagement. engagement. AI promotes better leadership
Alam et al.,(2021) study used a supervised behavior by providing real-time feedback and
learning approach to train a deep neural insights to managers, helping them to identify
network using data from employee surveys and areas for improvement and better support their
other HR metrics. The results suggest that the teams.
deep learning model can predict employee A study by Saran et al., (2021) found that AI can
engagement with high accuracy. Liu et enhance employee productivity by automating
al.,(2021)study used (RNN) to analyze routine tasks, providing personalized
employee survey data and predict future levels recommendations, providing real-time
of engagement. The results suggest that the feedback and improving the decision-making of
RNN model is capable of capturing the employee activities. Artificial Intelligence (AI)
temporal dynamics of employee engagement, has emerged as a promising tool for enhancing
predicting future trends with high accuracy. collaborative work culture. Ali and Khan
Augmented Reality (AR), Virtual Reality (VR), (2020) study found that AI can promote
and Mixed Reality (MR) are innovative collaborative work culture by facilitating
technologies that offer new possibilities for communication, promoting knowledge sharing,
enhancing employee engagement by providing and providing personalized recommendations.
more engaging and interactive training A study by Shrivastava et al.,(2021) study found
experiences, improving communication and that AI has the potential to improve the culture
collaboration, and enhancing overall job of collaborative work by encouraging the
satisfaction. Martin et al.,(2019) study exchange of knowledge, making
implemented a VR training program to provide communication more efficient, and enhancing
an immersive learning experience, the results the quality of decision-making processes.
suggested that VR can improve employee Effective communication is critical for
engagement and retention by providing more organizational success, and Artificial
engaging and interactive training experience. Intelligence (AI) has emerged as a promising
Van et al.,(2020)study on the use of AR suggests tool for improving employee communication. A
that the use of AR can improve employee study by Gao et al., (2021) found that AI-
engagement by providing immediate and powered tools such as virtual assistants and
actionable feedback. Banfield et al.,( 2020) voice-enabled devices could improve
study on the use of MR to improve employee communication and collaboration among
engagement in the context of remote work, employees.
resulted that the use of MR can improve Artificial Intelligence can minimize errors
employee engagement by enhancing the sense made by humans in the realm of employee
of connection and collaboration among remote engagement. A review by Kim, H., and Lee, J.
Vol. 02 | Issue 04 | May 2023 159

(2021) highlights the potential benefits of AI in relevant metrics. Feature selection: Identifying
eliminating human errors. The study suggests the most relevant features or variables that may
that AI can reduce errors by automating affect employee engagement, such as
repetitive tasks, providing personalized compensation, benefits, work-life balance, and
feedback, and improving decision-making. job satisfaction. Model selection: Choosing the
AI perpetuates and amplifies bias in employee appropriate machine learning algorithm that
engagement, leading to unequal opportunities can best predict employee engagement
and discrimination. Caliskan-Islam et al., outcomes based on the selected features. Model
(2016) study suggests that AI can reduce bias training: This involves feeding the model with
and enhance employee engagement by input data and desired output data (such as high
i m p r o v i n g d a t a q u a l i t y, i n c r e a s i n g or low engagement levels) and adjusting its
transparency, and incorporating diverse parameters to optimize its predictive accuracy.
perspectives. AI can reduce bias in employee Model evaluation: Evaluating the model's
engagement by providing objective feedback, performance by comparing its predicted
reducing the impact of unconscious biases, and outcomes with the actual outcomes, using
avoiding stereotypes Wang et al., (2019). metrics such as accuracy, precision, recall, and
AI can help organizations understand the F1 score. Model deployment: Once the model
reasons behind employee turnover, identify the has been trained and evaluated, it can be
factors that affect employee engagement, and deployed in a real-world setting to predict
provide personalized solutions to address them future employee engagement outcomes and
Sahoo et al.,(2020). AI tools can help in provide actionable insights to organizations.
analyzing employee data to identify patterns Zhang et al.,(2019)study
and trends, which can be used to develop involves Predictive modeling for employee
targeted retention strategies Yeboah-Boateng et engagement using machine learning
al., (2021). algorithms, the results suggest that machine
In summary, the review suggests that the use of learning algorithms can effectively predict
chatbots, behavioral mapping, predictive employee engagement levels and identify key
analytics, machine learning algorithms, natural factors that influence engagement.
language processing, and other AI technologies
can help organizations gain insights into their B) NATURAL LANGUAGE
employees' needs, preferences, and behaviors PROCESSING
responding to them in a more personalized and NLP can be used to analyze and understand
effective way thereby increasing employee employee feedback, sentiments, and emotions
engagement and retention rate. expressed through written or spoken language.
A study by
AI TOOLS FOR EMPLOYEE Matt Krumrie (2020) discusses how NLP can be
ENGAGEMENT used to analyze employee engagement surveys
and provide more meaningful insights. NLP
A) PREDICTIVE ANALYSIS working process involves- Data collection:
Predictive analysis using AI is applied in Collect textual data from various sources such
employee engagement to analyze historical data as employee surveys, emails, chat logs, social
related to employee behavior, attitudes, media, and customer feedback. Sentiment
performance, and make predictions about analysis: Sentiment analysis identifies areas
future outcomes. Predictive analysis working where employees are dissatisfied or areas where
process involves- Data collection: Collecting they are particularly happy. Emotion analysis:
data on various aspects of employee Emotion analysis identifies areas where
engagement, such as employee satisfaction employees are experiencing high levels of
surveys, feedback, performance data, and other stress or emotional distress. Topic modeling:
Vol. 02 | Issue 04 | May 2023 160

NLP techniques are used to identify the key PROGRAMMING

topics that employees are talking about. This Neuro-Linguistic Programming is a
could include topics such as work-life balance, methodological approach of comprehending
job satisfaction, and career growth. Entity human conduct, communication, and
recognition: Use NLP techniques to identify individual growth within the field of
entities such as people, organizations, and psychology. When combined with AI, NLP can
locations mentioned in the text data. This can be used to improve employee engagement by
help to identify the context in which certain analyzing language patterns and nonverbal
topics or sentiments are being discussed. communication. Longenecker et al.,(2007)
Feedback generation: This addresses issues study explains the potential of neuro-linguistic
related to employee engagement and improves programming techniques in leadership
the overall employee experience development and employee engagement.
Working process of NPL involves- Collection
C) BEHAVIORAL MAPPING of data, language pattern analysis: Use NLP
Behavioral mapping using AI involves techniques to analyze language patterns, such
analyzing employee behavior patterns to gain as the use of specific words or phrases, to
insights into their engagement levels, identify underlying beliefs, values, and
productivity, and overall performance. The attitudes. Nonverbal communication analysis:
working process involves- Data collection: Use AI tools such as video analytics to analyze
Collect data on employee behavior, such as time nonverbal communication. Belief and value
spent on tasks, frequency of communication identification: Use the insights gained from
with colleagues, and use of software tools. Data language patterns and nonverbal
pre-processing: This may involve handling communication analysis to identify underlying
missing values, dealing with outliers, and beliefs and values that may be affecting
normalizing the data. Feature selection: employee engagement. For example, if an
Identify the most important features that may employee consistently uses negative language
affect employee engagement. This could and exhibits a negative facial expression during
include factors such as task completion rate, work meetings, they may have underlying
communication frequency, and software tool beliefs or values that are affecting their
usage. Model selection: Choose the appropriate engagement levels. Belief and value alignment:
machine learning algorithm, this could be a Use NLP techniques to reframe negative beliefs
regression model, classification model, or and values in a positive light and help
clustering model, depending on the type of employees align their beliefs and values with
prediction needed. Model training: Train the the company's mission and goals.
machine learning model on historical data to Communication style modification: Use NLP
learn patterns and relationships between the techniques to modify communication styles
input features and the outcome of interest (e.g., based on individual employee preferences. NPL
high or low employee engagement).Behavioral helps to gain a deeper understanding of
mapping: This helps to identify highly engaged employee behavior, beliefs, values, and take
employees and those who are at risk of proactive steps to improve employee
disengagement. A review by Bruck (2019) engagement.
study uses behavioral mapping to identify the
behaviors of high-performing employees, by E) CHATBOTS
understanding what makes these employees Chatbots using AI can be particularly useful in
successful, organizations can work to replicate the IT industry for employee engagement, as it
these behaviors across the workforce. helps to improve communication, provide
technical support, and streamline IT-related
D) NEURO LINGUISTIC tasks. Chatbots can play a vital role in employee
Vol. 02 | Issue 04 | May 2023 161

engagement by providing a personalized and engagement and to identify AI tools and

accessible experience to employees, they offer strategies that are more effective for
instant and consistent responses to employee improving engagement.
queries and concerns, making employees feel • To examine the impact of AI on employee
valued and engaged. Hameed et al.,(2020) productivity and to understand how
study found that chatbots are effective in employees can complete their tasks
improving employee engagement, employees efficiently and effectively.
were generally satisfied with their experience • To provide recommendations for successful
with chatbots. Chatbots can use AI to AI implementation for enhancing employee
personalize recommendations and responses engagement.
based on employee preferences and needs,
which can help employees feel more connected CONCEPTUAL FRAMEWORK
to the company and its culture. Additionally,
Chatbot can provide real-time feedback to
employees on their performance, helping them
understand their strengths and areas of
improvement. This can motivate employees to
perform better and increase their engagement.
Chatbots can also deliver training modules and
guide employees on career development
opportunities, helping employees develop their
skills and feel more empowered in their roles.
Overall, Chatbots help to create a positive work
environment, increase communication,
increase employee satisfaction and retention,
and improve overall business performance. Fig 1 Conceptual Framework
METHODOLOGY Fig 1 depicts that automation of employee

This study is descriptive and has adopted a activities in the organization results in effective
comprehensive literature review methodology employee engagement which then leads to
and hence qualitative in nature. Various employee satisfaction and retention.
secondary data sources, such as journals, Digitization and automation can play a
reports, magazines, and newspaper articles, significant role in improving communication,
were referred for research and analysis collaboration, and efficiency in the workplace.
purposes. This study is mainly focused on By providing employees with tools and
implementing AI in employee engagement in IT platforms to communicate and collaborate more
– sector. The secondary data was sourced from effectively, organizations can foster a sense of
International business journals, Harvard communication and engagement among their
Business Review, Journal of Artificial workforce. Implementation of AI tools like
Intelligence and Systems ect. A systematic Predictive Analytics, Natural Language
literature review and meta-synthesis method is Processing, Behavioral mapping, Neuro-
adhered. The scholarly discourse on the topic of Linguistic Programming, Chatbots, etc has the
employee engagement contributes significantly potential to revolutionize employee
to the comprehension and knowledge of the engagement. These AI tools draw results of
subject increasing employee productivity, promoting
more collaborative work culture, improving
THE OBJECTIVE OF THE STUDY communication, eliminating human errors by
• To determine the impact of AI on employee automation and eliminating human bias to boost
Vol. 02 | Issue 04 | May 2023 162

employee engagement. The mediating variable, objective feedback, reducing the impact of
employee engagement, is essential in this unconscious biases, and avoiding
framework. The ultimate result of stereotypes.AI can examine large data sets to
implementing AI tools in employee identify trends and patterns in employee
engagement mediates progressive work behavior, enabling organizations to identify at-
practices which correspond to the retention of risk employees and develop personalized
employees in the organization. strategies for retaining them.
Key research questions answered
FINDINGS AND RECOMMENDATIONS • The impact of AI in employee engagement
AI in employee engagement has the potential to has significantly leveraged employee
streamline and automate many tasks related to involvement by automating routine tasks,
employee engagement.AI can play a key role in providing personalized learning and
digitization by providing insights and development opportunities ,enabling better
automation that can help organizations more communication and collaboration
effectively engage with their employees. • AI has impact on employee productivity by
Artificial intelligence (AI) can identify factors enabling faster decision-making,
that can impact employee engagement and personalization of tasks and providing real-
predict future trends. By using predictive time insights on employee activities
models to analyze employee data, organizations • Recommendations like involvement of
can identify which employees are at risk of employees in the planning process,
becoming disengaged and design targeted monitoring and evaluation, prioritizing
interventions to prevent turnover. The potential transparency, providing training and
of NLP techniques in analyzing employee support etc. have been provided through the
feedback data is to gain insights into employee study
engagement and predict employee behavior. • AI tools Predictive analytics, Natural
The application of AI in behavioral mapping language processing, Behavioral mapping,
enables the analysis of large amounts of data Neuro-linguistic programming, chatbots
and provides insights into employee behavior ,ect has been discussed through the study for
and engagement. Neuro-linguistic effective employee engagement.
programming (NLP) involves the use of
language and nonverbal communication to LIMITATIONS
change behavior and improve performance. AI- AI has limitations when it comes to
powered chatbots are conversational agents that implementing it in employee activities,
simulate human conversation through text or including the lack of emotional intelligence and
voice-based interfaces. human touch, potential biases in the data,
AI can enhance employee productivity by limited personalization, and difficulty
providing personalized recommendations, understanding contextual information. While
automating routine tasks, improving decision- AI can offer personalized recommendations
making, and providing real-time feedback. AI and automate engagement activities, it may not
can enhance collaborative work culture by fully capture the unique needs and preferences
promoting knowledge sharing, facilitating of each employee. Therefore, it's important to
communication, and providing personalized use AI in conjunction with human interactions
recommendations. Artificial Intelligence (AI) and consider potential limitations when
has the potential to reduce human errors in implementing it for employee engagement.
employee engagement by automating repetitive
tasks, providing real-time feedback, and SCOPE FOR FUTURE RESEARCH
improving decision-making.AI to mitigate bias The use of AI in employee engagement is vast
in employee engagement by providing and diverse and includes potential areas such as
Vol. 02 | Issue 04 | May 2023 163

the long-term impact of AI on employee research can explore these areas to deepen the
engagement, cross-cultural differences in AI understanding of the benefits, challenges, and
use, ethical implications of AI, integration with best practices of using AI to improve employee
other employee engagement strategies, impact engagement and provide insights for
on employee well-being, employee perception organizations looking to leverage this
and acceptance of AI. As AI continues to be technology to drive employee performance and
implemented in employee engagement, future satisfaction.
CONCLUSION
The use of AI in employee engagement has gained considerable attention in recent years due to
its potential to improve various aspects of the employee experience. Through the use of chatbots,
machine learning algorithms, AI-based behavioral mapping, natural language processing,
Neuro-Linguistic Programming, predictive analysis and other AI tools, organizations can better
understand their employees' needs, preferences, and behaviors, and respond to them in a more
personalized and effective way. AI can also help eliminate bias in the engagement process,
reduce human errors, and improve communication and collaboration among employees.
Moreover, AI can be used to identify employees who are at risk of leaving and take proactive
measures to retain them, thereby improving employee retention. However, the implementation
of AI in employee engagement requires careful consideration of ethical and privacy concerns, as
well as the need for human oversight and intervention to ensure fairness and accountability.
Overall, AI has the potential to significantly enhance employee engagement, but its success
depends on the effective integration of technology with human expertise and empathy. AI in
employee engagement presents exciting opportunities for organizations to better engage with
their employees and drive success in the ever-evolving workplace.
It is now clearly getting established in the industry that AI can improve employee engagement by
automation of tasks, personalizes recommendations, enabling faster decision-making, providing
transparency. and enabling collaborative work practices.
IMPLICATIONS FOR HR MANAGERS

Managers need to ensure that the implementation of AI-based solutions align with the overall
organizational goals and considers the impact on employee experience and satisfaction. Secondly,
HR managers need to redefine roles and responsibilities and provide training and up-skilling
opportunities for employees to effectively use and benefit from AI-based solutions. Thirdly, data
privacy and security must be ensured, and ethical considerations must be taken into account to
prevent bias or discrimination. Fourthly, HR managers need to manage changes effectively
,monitor and evaluate the effectiveness of AI-based solutions to make recommendations for
improvement.
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Vol. 02 | Issue 04 | May 2023 166

Employee Engagement
Mr. Ranajit Sarkar

Manager (HR)/Legal Garden Reach Shipbuilders
& Engineers Ltd (MoD, GoI),
Kolkata and Research Scholar
T oday is the age of cut-throat competition

among the Industries. In this age of volatile
Industrial economy when the Industrial growth
cultural events during the special occasions
throughout the year.
6 Annual Picnic with the family member of
parameters are dependent on numerous factors the employees nurtures the bonding
which are different from the Industrial growth between the employees and encourages
factors 20 years back. employee engagement.
Now, we are a knowledge driven economy 7 Providing good soft skill and skill
which is highly digitalized and in near future it development training to the employees
will be Artificial Intelligence which is going to enhances employee engagement.
dominate the world. 8 Inculcating good and positive healthy habits
In such a situation employee engagement has with regular health checkups.
become a buzzword. There may be several ways 9 Flexible duty hours and if possible mixed
and means to make the employees' feel that they and sandwich duty hours including Work
are also a part of the Industry. from Home options will enhance
The word employee engagement literally productivity and employee engagement.
means that each and every employee should 10 In some of the companies like TISCO, they
have a feeling of oneness with the organization encourage the appointment of the sons and
where he is working and to which he/she is daughters or near relatives in the company
contributing to its growth every day. after providing them adequate training on
Employee engagement many be broadly skill development on apprenticeship
classified as under. training. It enhances the loyalty towards the
(1 A good boss can be a very good mentor for a organization.
subordinate. If the office boss works as a 11 Improvement in the Art of communication
friend, philosopher and guide of the and the communication channels of the
subordinate staff then nothing can be a better company.
option for them for the purpose of engaging 12 Improvement on the employee welfare
with the organization. schemes and budget of the organization.
2 The Superior Authorities should try to spend 13 Providing the best Medical and Post
some productive time every day with the Retirement Pension Schemes to the
subordinate employee with informal employees.
discussion on Society, Law, Economics, 14 Providing housing or residential facilities
Culture, Ethics, Values, and Morality etc. and/or transportation facilities to the
3 The bosses with very good and proven employees near to the work place.
leadership qualities are very effective in
employee engagement. 15 All the employees should be engaged
4 More and more emphasis is to be given on through rewarding against the suggestion
independence in working. Innovative ideas schemes. Every employee should have an
should be encouraged. access to the top management through
5 The employee having very good sports and Grievance Redressal Mechanisms,
cultural backgrounds may be allowed to Suggestion Schemes etc.
participate and organize the sports and 16 Development of teams of Quality Circle,
The corresponding author can be reached at ranasark@rediffmail.com Vol. 02 | Issue 04 | May 2023 167
Five-S,KAIZEN, WORKS COMMITTEE, 24 Promotion policy of an company affects the

SAFETY COMMITTEE etc. morale of the employees very deeply. More
17 Engaging every employee in cleanliness of the opportunity of promotion of an
the organization and its surroundings. employee in an organization more the
18 Good and timely Pay & Perks, Bonus, employees get engaged.
Fringe Benefits, LTA, Medical facilities and 25 Performance appraisal and job evaluation
best Compliances of Labour and and the performance evaluation system of an
Administrative Laws enhances employees' employee should be very strong and robust.
engagements. The performance evaluation must
19 Special attractions and care should be given preferably be done on a numerical scale of
to the Female Employees, Socially and parameters. The evaluation should be
Economically Backward and Physically honestly done with the prima facie
Challenged Employees' also and employees importance to the growth of the company.
belonging to the weaker section categories The PE should be goal oriented and its
including the Child Workers also if any. objectives should be directly linked to the
20 The employee's children's, spouses and overall betterment of the company. A
other dependent family members should performance evaluation as far as possible
also be given some encouragements through should be 360 degree i.e.; the employee
prizes and rewards for special achievements should be evaluated on the basis of his
in their respective fields of work or study. qualification attendance total work.
21 The HR initiatives of employee engagement Experience in his field of work and Total
policy can also include induction training work experience in the present organization
programmers for the newly joining where he is working. His potentials his/her
employees. The newly joined employees soft shills co- curriculum activities
can be rotated to different departments and communication skills, health standards
their branches of the company to know integrity and loyalty to the organization. He/
about the overall product and the process of She should be assessed on the basis of
the company's production system or if it is a feedbacks available throughout the year
service sector then they can come to know from his peers, subordinates, bosses and
about the job reconditions and job allocation other internal and external customers.
system and processes. 26 Annual /Periodical health cheek up facilities
22 Job rotation and job enrichment are the other for the employees enhances the employee
two things which enhances the employee's engagement. Annual /Periodical health
engagement the more the job rotation is check up facilitates for the employees and/
being done the more the employees with feel or his/ her family members enforces the
engaged with the company. Job enrichment morality of the employee. He develops a
literally means tasking an employee with strong belongingness to the organization
more and more responsibilities and due to the caring activities of the company
expanding his/her scope of work. towards his employees and his/her family
23 The reward and punishment system directly members. The good medical facilities
affects an employee's engagement with the enforce the employee engagement. Prompt
company or organization. The company's and speedy medical helps and guidance,
reward and recognition policy should be hospitalization facilities and musing
very transparent and mast be applied in an facilities makes an employee more satisfied
unbiased way. A genuine employee should and his loyalty towards the company grows.
be rewarded. The forms of rewards many be 27 Employee engagement may be increased
high bones good training appetites paid though the following ways and weans
holidays, higher fringe benefits etc. a) Production liked incentives.
Vol. 02 | Issue 04 | May 2023 168

b) Performance related pay.

c) Sales Incentives.
d) Target achievement.
e) Choice postings.
f) Scope of working of the Husband and
wife in the same place or nearest place if
both of them are working.
g) Giving child's education cost fully or
partly.
h) A very employee friendly retirement
policy.
i) Enhancing the age of retirement till the
achieve ability to work.
j) Good pension policy or post Retirement
financial protection plans.
k) Good Mediclaim policy and post
Retirement medical benefit plans for self
and dependant family members.
l) Policies to give due weight age to the
longer servicing Employees by giving
them more and extra recognitions and
rewards.
m) Forming different committees to the
company's health, safety and welfare
etc. by inducting the senior most
employees irrespective of their ranks.
n) Foreign Trainings to every employees
on satisfactory performance.
o) Framing a good sports and Cultural
Activities Policy with provisions for
special leave to attend State Level,
National Level or International Level
meets.
The above proposals and polices for employee
engagement through not exhaustive but can
help in building positive work culture.
Vol. 02 | Issue 04 | May 2023 169

Research On Steps Taken By The Company In Creating Employee

Excitement For Engagement Activities
Mr. S. Rajendren
Head-HR, IR, IR & EHF
J K Tyer & Industries Ltd.
1. ABSTRACT: between an organization and its employees.

The Research project titled “Research on It's about improving workplace and culture,
steps taken by the company in creating such that employees feel more connected
employee excitement for engagement and dedicated to organization goals and
activities” is an attempt to understand the values.
opinion and attitudes of the various Employee engagement aims at:
categories of employees in reference to JK • Aligning employees to the company's
TYRE & Industries Ltd, Chennai Tyre mission and vision
Plant, towards the step taken by the • Increasing the yield
company, to create excitement in employees • Promoting employee motivation
for Employee Engagement activities, so that Nowadays, Organization are conducting
participation of all the employees and comprehensive engagement activities to
Employee satisfaction and engagement can assure that their employees are fully
be ensured. The data was collected through engaged.
well-structured questionnaires which
contains closed end questions and multiple 5.REVIEW OF LITERATURE:
choice questions. This survey was carried Global Trends in Employee Engagement 2022,
out at JK TYRE & INDUSTRIES LTD, report done by Kincentric
CHENNAI TYRE PLANT in various
departments.
2. KEYWORDS:
Employee Engagement, Employee
Excitement, motivation, Employee
retention, morale, organization culture,
Human resource
3. ABBREVIATIONS: The Stay element of engagement indicates

OEs- Operating Engineers employees' desire to stay with the
MCS- Management Cadre Staff organization. In North America, this
HR- Human Resource element has shown a dramatic decrease
since 2019. Europe also shows lower Stay
4. INTRODUCTION TO EMPLOYEE scores, but this appears to be an ongoing
ENGAGEMENT struggle rather than an emerging issue.
Employee Engagement is a part of an Employees in Asia and Latin America have
organization HR activities which helps in historically shown a relatively stronger
Employee Satisfaction and also keeps intent to stay, but we are now seeing shifts to
Employee morale in check. Employee lower scores in recent quarters, indicating
morale is the overall mental and emotional that employee turnover will remain a
condition of the workforce. Employee challenge.
engagement is a function of the relationship
The corresponding author can be reached at rajendran.s@jkmail.com Vol. 02 | Issue 04 | May 2023 170
6. COMPANY PROFILE: Engagement activities willingly and

JK Tyre is the flagship company of JK actively.
Organization. JK Tyres was established in
t h e y e a r 1 9 7 6 . J K Ty r e s d e s i g n s , 10. SCOPE OF THE RESEARCH
Manufactures and markets automotive The Research on Steps taken by the
tyres, tubes & flaps. They are Pioneer of company in creating Employee excitement
radial technology in India.It is ranked No. 2 for Engagement activities is carried out in
as Truck/Bus Radial manufacturer with JK TYRE & INDUSTRIES LTD., in
market share of ~28%. It has 12 CHENNAI TYRE PLANT for a period of 8
manufacturing plants (9 in India and 3 in weeks. This Research in carried out with the
Mexico) and manufactures wide range of help of questionnaires by conducting
products starting from 2 kg (2/3 wheeler) to personnel interviews, which form the
3.4 Ton (OTR). It has extensive distribution Primary data.
network in India (6000+ Dealers The tool used for analysing and interpreting
/Distributors /Fleet). the opinions of the employees is simple
percentage analysis. The results were
7. RESEARCH PROBLEM: presented with the help of different pie
Is Steps taken by the company to promote charts and bar graphs by using advanced MS
the Employee Engagement activities excite the Excel. Findings of the study were drawn
Employees? from the analysing of data's, suggestions
and conclusions have been made based on
8. OBJECTIVE OF THE RESEARCH: the findings. The population of the plant is
8.1 Primary Objective: about 2200. Employees are divided as OEs
To evaluate the steps taken by the and MCS. The Sample is selected in such a
company for creating Employee way that; it represents the total population of
excitement in Engagement activities. the Chennai Tyre Plant. The total sample
8.2 Secondary Objective: size is 100 which is selected by Cluster
1) To identify why Employees are not Sampling method.
attending Employee engagement Significance of Employee Engagement:
activities 1. Engaged employees means increase in
2) To find what kind of activities excites yield. Engaged employees like what they do
Employees the most. and find their work meaningful. An engaged
3) To find whether the Employees are workforce will work harder, faster, and with
engaged with company. much more enthusiasm. Gallup's report for
4) To find the variation of interest in the American workplace shows that,
different category of Employees. satisfied employees are 40% more
productive than dissatisfied employees and,
9. NEED FOR THE RESEARCH: engaged employees are 44% more effective
Every company or Organization than happy/satisfied employees.
irrespective of size or function should do 2. Employees join an organization with
Employee engagement activities for the expectations and aspiration. And when you
welfare of the Organization as well as the fail to meet their expectation, they start
Employees. So, in order to make Employees looking for other options. As a result,
participate in the activities/ events; the engaging employees helps control the cost
company needs to promote its own events of turnover and raises Employee retention.
and engagement activities among the The process of recruiting, selection, training
employees and also excite the employees, so of new employees, costs time and money.
that they will participate in the Employee When an employee leaves a company, the
Vol. 02 | Issue 04 | May 2023 171

cost of hiring and training a new employee is

higher than taking steps to engage
employees
3. Engaged employees are devoted
towards the organisation. And when they are
devoted towards the organization, they are
obviously faithful. Only engaging them
won't make them faithful towards the
organization; acknowledging and
recognizing them, decentralization of power
distribution is some of the methods to earn
their trust.
4. An important achievement of employee
engagement is that Employees naturally
become company/ Organization's
spokespersons. They perceive a sense of
achievement in being a part of the
organization. Therefore, they actively
promote their organization's brand, talking
about their products and brands to their
friends and family.
11 Limitations
The time duration of this study is short and
therefore is restricted to only one plant of JK 13. RESEARCH METHODOLOGY:
tyres and also affected the sample size of the 13. 1Research Design:
research. And also due to company policies The Research design used in this Research is
certain information cannot be shared. The Descriptive and diagnostic research design.
gender ratio can be seen that comparatively 13.2Questionnaire Design:
men are higher in the organization, as the The questionnaire is well Structured and it
company is in manufacturing sector. consists of closed ended questions and
multiple choice questions, which asks about
12 ENGAGEMENT ACTIVITIES DONE the opinions and suggestions of employees
IN JK TYRES: to find the way to interest them regarding the
1. Creation of a Forum – JK FEED, involvement in Employee Engagement
FORUM FOR EMPLOYEE activities.
ENGAGEMENT AND DEVELOPMENT.
Here, unlike regular Engagement functions 14. DATA ANALYSIS AND
done only by HR department, participation INTERPRETATIONS:
of all the departments of the company is 14.1 Demographic details analysis:
ensured. The department Heads from a) Count of Age:
various departments are given higher S.no Age group No of % of
positions in the club and managers, officers respondents respondents
from various departments are given posts of 1 20-25 15 15
committee members. 2 25-35 77 77
2. Activities are Scheduled and yearly FEED 3 35-45 6 6
calendar is announced by the chairman of 4 45 and above 2 2
the FEED. total 100 100
Vol. 02 | Issue 04 | May 2023 172

14.3 Preferred method for grouping among

employees for activities
S. % of % of Total %
No MCS OEs (MCS+OEs)
a. On the basis
1 of department 12 47 59
b.Among
2 friends 3 30 33
c.Random
3 selection 2 6 8
total 17 83 100
S. Years in No of % of
No the company respondents respondents
1 OEs 83 83
2 MCS 17 17
total 100 100
Total %
S. PARTICULARS % of % of MCS+
No MCS OEs OEs
a. Displaying previous year’s
1 Awards/Rewards/Performances 3 37 40
b. Usage of Social media
platform for updating and
2 recording Events and Rewards. 2 10 12
c. Providing company branded
3 accessories for events 10 24 34
14.2Activities which excites the employees d. Aligning Employees into
most teams/groups to increase
4 friendly competition 2 12 14
S. % of % of Total % Total 17 83 100
Particulars
No MCS (MCS+OEs)
OEs
1 a. CSR Activities 8 2 10
2 b. Celebrations 7 1 8
3 c. Sports events 48 1 49
4 d. Shows 8 2 10
5 e. Family get 7 2 9
together
6 f.Unofficial 5 9 14
gatherings.
Total 83 17 100
14.5 The following statements are rated by

the respondents
SA- Strongly Agree A- Agree
N- Neutral DA- Disagree
SDA- Strongly Disagree O- OEs
M-MCS
Vol. 02 | Issue 04 | May 2023 173

SA A N DA SDA
Statements TOTAL
O M O M O M O M O M
i. Aligning Employees into teams
help boost Employee 53 10 20 5 7 1 1 1 2 0 100
involvement in activities
ii. Accessories with team colours

/symbols helps build a healthy 47 12 15 3 13 2 5 0 3 0 100
competition
iii. Scheduling of activities helps

employees to plan for the events
and also makes them involve to 22 7 41 7 8 2 7 1 5 0 100
the fullest
1.4.4 The company needs an active Social
iv. The company needs an active
Social media page or portal to
media page or portal to increase Employee
increase Employee participation 29 9 34 8 6 0 11 0 3 0 100 participation by showcasing the events and
by showcasing the events and
Rewards regularly Rewards regularly
v. Asking for input and knowing
employee suggestion is a good
way to build interest and 61 15 18 1 4 1 0 0 0 0 100
excitement for the events
vi. Making catchy titles for

events/activities generate interest
and increases sign -ups for the 9 9 37 6 18 2 13 0 6 0 100
events
1.4.1 Aligning Employees into teams help boost

Employee involvement in activities
1.4.5 Asking for input and knowing employee
suggestion is a good way to build interest
and excitement for the events.
1.4.2 Accessories with team colours /symbols

helps build a healthy competition
1.4.6 Making catchy titles for events/activities

generate interest and increases sign-ups for
the events
1.4.3 Scheduling of activities helps employees

to plan for the events and also makes them
involve to the fullest.
Vol. 02 | Issue 04 | May 2023 174

S. % of % of Total %
No Particulars (MCS+
MCS OEs
OEs) 0%
1 a. Work load 3 13 16
2 b. lack of interest in Employee
participation 8 10 18 Feel Engaged
3 c. activities or events to the Company
are not exciting 1 28 29
4 d. Personal or 100%
unexpected reasons 5 32 37
Total 17 83 100
FINDINGS & SUGGESTION:

1. 77% of the respondents are between 25-35
years of age, it can be noted that, the
company has young and dynamic work
force of average age group of 30.
2. 83% of the respondents are Diploma
Engineers, even while analysing the total
population of the Chennai plant it can be
1.6 Opinion on “Display of Awards or Rewards said that 1014 employees are Operation
won the by the employees” management category staffs(OEs). So, the
company has a majority of Operator
S. % of % of Total % s t a ff s . 1 7 % o f t h e r e s p o n d e n t s a r e
No Particulars OEs MCS (MCS+ OEs) Management Category Staffs(MCS)
a. Motivates to consists of, Graduate Engineers, Graduates
participate in
1 engagement activities 62 12 74 and Post Graduates.
b. Makes you realise 3. It can be seen that 49% of the respondent
that you lack in skills
2 and demotivates 8 1 9
chose they like sports events more than any
3 c. Has no effect 13 4 17 other activities, it is also noted that only one
Total 83 17 100 among the MCS chose sports events. So, it is
found that the MCS like Unofficial
gatherings more than any other events
which only 5 of the OEs chose. So, the
difference in choice is seen between OEs
and MCS.
4. 59% of the Employees wants themselves to
be grouped among their department for any
engagement activities and 33% of
employees chose to be grouped among
friends. It is noted that employees are more
1.7 Is the employees feel engaged with the comfortable among their departments.
company. 5. 40% of the Employees have said that
displaying Previous Year's Awards/rewards/
S. Particulars % of % of Total %
No MCS OEs (MCS+ OEs)
performance done by employees excites
1 Employees feel engaged 17 83 100 them and motivates them to participate. In
to the company which 37 respondents were OEs, only 3
2 Employees doesn't feel 0 0 0
engaged to the company were MCS. 34% of the respondents are
Total 17 83 100 excited when company provides them
Vol. 02 | Issue 04 | May 2023 175

accessories like T-shits, equipment's, etc., In Social media platform suggested in point
that 24 of them were OEs and 10 are MCS. 12.
We again confirm that MCS's have different 11. 43% of the respondents agree with “Making
likes than OEs. catchy titles for events/activities generate
6. 63% of the respondents strongly agree that interest and increases sign-ups for the
aligning employees into teams help boost events.”, 18% strongly and 20% have given
Employee involvement in activities and neutral opinion. So, majority of the
events. respondents feel that giving a catchy title to
7. 59% of the respondents strongly agree that an event interests them to participate.
accessories with team colours /symbols 12. It is observed there is a mixed reply among
provided by the company helps build a the respondents for their reason for not
healthy competition, and more attending or involving in Employee
participation. engagement activities. Personnel or
8. 48% of the respondents only agree with the unexpected reasons cannot be taken care
statement” Scheduling of activities helps easily as it is respondents' emergency
employees to plan for the events and also situation. And also it is suggested that the
makes them involve to the fullest.” And 29% organization make new engagement
have strongly agreed with the statement. So, activities rather than the tradition events
Scheduling activities by the organization which were conducted as respondents have
makes employee plan for the event and also responded that the current activities are not
make them anticipate for the event. exiting.
9. We get a mixed reply of Strongly agree and 13. 79 of the respondents have responded that
Agree among the respondents for “The display of Awards or Rewards won the by
company needs an active Social media page the employees have motivated them to
or portal to increase Employee participation participate in engagement activities. So, it is
by showcasing the events and Rewards suggested that the organization display
regularly.”. We can also see that having a every events and accomplishments by
social media platform like a page which employees too.
interacts with the Employees and develops 14. It is also suggested that the company can
interest and participation among them can make its own monthly journal which can
surely increase Employee morale and show the company's progress and
performance and make them really engaged engagement activities conducted in each
with the Organization. So, it can be advised branch or plant. This can motivate every
to set up a Social media page or portal for employee regardless which plant or office
Employees alone, exclusively for they work and also keep them in check about
interaction and Engagement activities. the modern ways and technologies
10. About 76% of the respondents have strongly regarding their field. This also makes them
agreed that “Asking for input and knowing possible to know about the company's
employee suggestion is a good way to build progress and achievements regularly. This
interest and excitement for the events.”. We also possible for having an internal
can also observe that both the category competition among each plants for making
workers strongly agree with this. So, it is new achievements by knowing more about
suggested that Employee surveys can be each other's progress than before.
done regularly for getting employees
suggestion, and also decentralization of the
power to decide about the events to be held
and steps to taken to implement them can be
discussed. This step can also be done via the
Vol. 02 | Issue 04 | May 2023 176

CONCLUSION:
All the respondents have said that they are Engaged with the company. To further
strengthen their engagement with the company the stated suggestions can be implemented
with proper discussion and validation. So that, the steps taken by the company to create
interest in Employees for upcoming Engagement activities can improve and made
effective. By recalling what the British entrepreneur Richard Branson said, “Clients do not
come first. Employees come first. If you take care of your employees, they will take care of
the clients.”, the way an organization hosts its employee engagement activities are always
noted and evaluated by the employees regularly. Which in turn affects the Employee
retention rate, production rate and unknowingly it also affects the image of the Organization
and its popularity among the public.
17. BIBLOGRAPHY:
1. https://blog.vantagecircle.com/benefits-of-employee-engagement/
2. EMPLOYEE ENGAGEMENT: A LITERATURE REVIEW Nalini, Dr. Khyser Mohd,

Research Scholar, Associate professor, Dept. of Business Management, Telangana University,
Nizamabad, INDIA
3. (PDF) Employee Engagement in Indian Banking Sector: A Review of the Literature

(researchgate.net)
4. https://www.mcveigh.com/6-ways-build-excitement-important-business-event/
Vol. 02 | Issue 04 | May 2023 177

Employee Engagement: An Experience Study
Dr. Vidhya K Dr. V. Mohana Sundari

Assistant Professor, Assistant Professor (SG),
LEAD College of Management, Department of Management Studies,
Palakkad Saveetha Engineering College, Chennai
ABSTRACT work as harnessing the self-expression of

Communication between employees is referred organizational members. People engage in role
to as employee engagement. It is a performances by expressing themselves
Employees' positive attitude toward the physically, cognitively, and emotionally. The
organization and its values. It is rapidly commitment of employees to stay with the
In today's workplace, they are becoming more organization is a sign of engagement.
popular, useful, and important. They have a An individual who is fully engaged in his or her
number of impacts on organizations. work is able to maximize his or her potential and
Engagement challenges are related to employee is enthusiastic, energetic, focused, and
engagement, according to HR practitioners. committed to the task.
The experiences and treatment the employee Stay–Desire to be a member of the organization
has at work. Engagement is less about a job and Say– Speak positively about the organization
more about how the employee engages in the Strive – Go beyond what is minimally required.
workplace when performing the job and how Employer-employee relations need to be
the employee engages in it. developed and nurtured so that employee
This paper aims to present the importance and engagement can be used as a barometer to
effects of employee engagement in the determine whether an employee is identified
manufacturing sector, from the viewpoint of a with the organization.
mid-sized company manufacturing sheet metal
press components. IMPORTANCE OF EMPLOYEE
The study was conducted in a company around ENGAGEMENT:
Chennai (July 2011) on 118 respondents High performance levels and superior business
through the distribution of structured results are closely related to an organization's
questionnaires to employees. ability to manage employee engagement.
The study found that employees were satisfied Engaged employees have the following
with their commitment to their employers in advantages:
many ways. Employees are generally engaged • Employees who are engaged with the
in their company and have a positive attitude. company will stay with the company,
become advocates for the company and its
INTRODUCTION products and services, and contribute to the
Engaged employees are committed to and success of the company's bottom line.
involved in the organization and its values. • In general, they are more motivated and
Employees who are engaged understand the perform better.
business context and strive to improve • Profitability is strongly correlated with
performance within the job for the benefit of the employee engagement.
organization. Positive attitudes toward the • They form an emotional connection with the
organization and its values are held by its company.
employees. • This affects their attitude towards the
Kahn, (1990) conceptualized engagement at company's clients, thereby improving
The corresponding author can be reached at vithyakannanpsg@gmail.com Vol. 02 | Issue 04 | May 2023 178
customer satisfaction and service levels Employee engagement towards retention -

• In addition to building passion and Insight from the real world, HRM review March
commitment, it aligns the goals and 2009
strategies of the organization. An overview of motivation practices used by
• Enhances the trust of employees in the various sectors is given in this article. An
organization. enthusiastic team will be better equipped to
• Enhances employee brand ambassadorship. succeed while lackluster employees will drag
the company down with them. In a 2005 Gallup
OBJECTIVES OF THE STUDY: survey, 24% of Japanese workers were
• Identifying and diagnosing employee "actively disengaged" at work, and as a result,
engagement factors. Japan lost $232 billion in productivity annually
• The impact of engagement effort on as a result of their lowered motivation.
individual outcomes will be examined. According to the US government, 14% of the
workers are actively disengaged, while in
NEED AND SCOPE OF THE STUDY: Singapore, 12% cost $6 billion.
The result will be a reduction in attrition and an According to a recent report, failing to retain the
increase in productivity and profit. Employee best people can lead to a 40% loss in profit.
engagement and commitment to the People who trust their employers, take pride in
organization's growth will be examined and their work, and enjoy working with each other
discussed. are in a great place to work. Thus, trust, pride,
and safety are the cornerstones.
REVIEW OF LITERATURE: Employee engagement and manager self-
Topic: story telling (A new tool for Employee efficacy: - Fred Luthans, Suzanne J. Peterson,
Engagement) HRM-Review, December 2009. (2002), Journal of Management Development,
Storytelling is a very powerful tool for business Vol. 21 Iss: 5, pp.376 – 387
leaders to get across their business messages It is becoming more important to analyze
and engage their employees deeply. Business human resources and how they are managed to
leaders seem to have discovered the power of gain competitive advantage, despite technology
storytelling to engage employees of late. It still dominating. Despite this, many complex
explains why a company uses storytelling, how questions remain. First, this study examines
it is done, and how it is communicated to employee engagement from a theoretical
employees in order to engage them. perspective. An empirical study is then
In order to reach those who truly matter-the conducted to examine the relationship between
employees-business leaders and executives can the psychological state of self-efficacy of a wide
use their strong emotional powers to tell their variety of managers (n = 170) and the measures
stories. In every conceivable way, stories can of their employees' engagement (an average of
bring life to the business messages leaders about 16 per manager) and their effectiveness as
intend to convey. The use of stories allows a manager. An analysis of the statistical data
leaders to communicate messages in an indicates that employee engagement and
effective, engaging, and compelling manner. manager self-efficacy are partially mediated by
An employee can be motivated, elevated, the manager's self-efficacy. Employee
inspired, challenged, spurred, exhilarated, and engagement and manager self-efficacy may
excited by stories. together more positively influence manager
In addition to showing exemplary leadership effectiveness than either predictor alone,
practices, storytelling also shows how to share a according to these findings. This paper
compelling vision, provide the appropriate discusses how effective management can be
environment, provide power, and engage the developed and practiced.
heart and soul of the employees. Employee engagement (A mantra for HR
Vol. 02 | Issue 04 | May 2023 179

Managers) HRM-Review, August 2009 available are used and analyzed to make critical
Productivity is not only measured in terms of evaluations of the material in an analytical
profit, new products, customer satisfaction, or manner. The sampling strategy involves non-
employee engagement, but also in terms of probable (convenience) sampling, which
employee engagement. The term "engaged includes study objects that are conveniently
employee" refers to an employee who is located, willing to provide the pertinent data,
committed and has a positive attitude towards and, in the process, offers an advantage of
their work. For an organization's survival, saving money and time. From 214 employees,
human resource (HR) managers must improve 118 have been selected on the basis of
employee engagement. Furthermore, it convenience and data has been collected using
discusses the benefits, key indicators, and the structure questionnaire. A Chi-square test
factors that influence employee engagement. has been conducted to determine the
Employee engagement, The Human Factor, significance of the relationship between the
July 16-August 15, 2010 variables.
A motivated workforce is good for any
organization, according to HR professionals. ANALYSIS AND INTERPRETATIONS
An evaluation of the engagement landscape and
S. Statement SA A NA- DA SDA
factors that contribute to successful employee No NDA
engagement initiatives is conducted by the 1 When working, my 14 59 34 10 1
company inspires (11.8%) (50%) (28.8%) (8.6%) (0.8%)
human factor with input from practicing and motivates me
to perform to the
managers and industry leaders. best of my abilities
Dr. Wilfried Aulbur, MD and CEO, Mercedes- – every day
2 The people here are 18 71 27 2 0
BENZ India Pvt. Ltd. pleasant and co- (15.3%) (60.2%) (22.8%) (1.7%) (----)
Employee engagement is about knowing you operative to work
with
are making a difference, making an impact, 3 There is someone 12 59 38 7 2
while having fun at work, being able to relax, at work who
encourages my
(10.2%) (50%) (32.2%) (5.9%) (1.7%)
and enjoying your job. development

4 My opinions and 14 50 42 11 1
Dr. Mukesh Batra, CEO& Founder, Dr. Batra's ideas seems to be a (11.8%) (42.4%) (35.6%) (9.3%) (0.9%)
Positive Health Clinic Pvt. Ltd. matter
5 I feel the way my 18 58 33 6 3
A good accommodation is always a motivation company treats the (15.3%) (49.2%) (27.9%) (5.1%) (2.5%)
for those working outside of the city. In order to existing employees
and the new
motivate our medical team, we offer higher pay joiners is quite fair
packages than the industry standard. 6 All employees in 10 56 42 7 3
this organization (8.5%) (47.5%) (35.6%) (5.9%) (2.5%)
Kishor Patil, CEO & MD, KPIT Cummins are treated equally
7 Our company 26 69 20 3 0
Infosystems Ltd vision and mission (22.1%) (58.5%) (16.9%) (2.5%) (----)
At KPIT Cummins, employee engagement is is clear to me
8 I have a clear idea 18 67 22 9 2
about employee participation and of the role of my (15.3%) (56.8%) (18.6%) (7.6%) (1.7%)
intrapreneurship. present job in my
company
Ajai Chowdhry, Founder, HCL, and Chairman 9 As compared to 3 12 39 44 20
& CEO, HCL Infosystem Ltd. other places the (2.5%) (10.2%) (33.1%) (37.3%) (16.9%)
benefits that I get
Our initiatives are aimed at enabling employee here are
competitive enough
engagement, which is the most critical aspect of 10 Overall, I am 9 43 57 3 6
the running of an organization. In response to extremely satisfied (7.6%) (36.4%) (48.3%) (2.6%) (5.1%)
with my job/
employee feedback, we analyze each input and company/work
take action based on those findings. place
11 I would 10 49 46 12 1
recommend the (8.5%) (41.5%) (38.9%) (10.3%) (0.8%)
organization
RESEARCH METHODOLOGY as a good place to
In this study, facts or information already work
Vol. 02 | Issue 04 | May 2023 180

Chi-Square Test Calculated Value = 30.03

Ho :There is no significant relationship between Degree of freedom =
overall, employees are extremely satisfied with (r-1) X (c-1) = (5-1) X (5-1)= 16
the company and recommend it as a good place Level of Significance = 5%
to work. Table Value = 26.296
H1: There is significant relationship between
overall, employees are extremely satisfied with There is a difference between the calculated
the company and recommend it as a good place value and the table value in this case (30.03 >
to work. 26.296). As a consequence, reject H0.
O=Observed frequency Employees recommend the company as a good
E = Expected frequency place to work as a result of their overall
extremely satisfied with the company.
Table 1.2
Recommend this Stron Agree Neu Dis Stron Row
FINDINGS & SUGGESTION:
Organization gly tral agree gly Total • Researchers found that the majority of
Agree Dis- respondents (50%) agree that the company
Overall agree
inspires and motivates them to perform at
extremely satisfy their best every day when working.
Strongly Agree 2 6 1 0 0 9 • The majority of respondents (60%) said the
Agree 5 22 12 4 0 43 people here are pleasant and cooperative.
Neutral 2 17 31 6 1 57 • This organization treats all employees
Disagree 1 1 0 1 0 3 equally, according to nearly half of
Strongly Disagree 0 3 2 1 0 6 respondents (47%).
Column Total 10 49 46 12 1 118 • There is a clear vision and mission for their
company for 60% of the respondents.
Table 1.3
• A majority of respondents (48%) agreed that
O E (O-E) (O-E) (O-E)
2 2/E their job/company/workplace overall was
2 0.7 1.3 1.69 20.14 extremely satisfying.
6 3.7 2.3 5.29 1.43
1 3.5 -2.5 6.25 1.8 • Generally, employees are extremely
0 0.9 -0.9 0.81 0.42 satisfied with the company and recommend
0 0.7 -0.7 0.49 7 it as a good place to work.
5 3.6 1.4 1.96 0.54
22 17.8 4.2 17.64 0.99 • Employee suggestions and innovative ideas
12 16.7 -4.7 22.09 1.32
4 4.4 -0.4 0.16 0.03 would improve efficiency if the
0 0.4 -0.4 0.16 0.4 organization considered them.
2 4.8 -2.8 7.84 1.63
17 23.6 -6.6 43.6 1.85 • The performance of the employees could
31 22.2 8.8 77.44 3.48 also be rewarded with non-financial
6 5.8 0.2 0.04 0.0068
1 0.5 0.5 0.25 0.5
incentives.
1 0.3 0.7 0.49 1.63 • For individual and group development,
1 1.2 -0.2 0.04 0.03
0 1.2 -0.2 0.04 0.03 employees must be provided with better
1 0.3 0.7 0.49 1.63 career development opportunities.
0 0.02 -0.2 0.04 2
0 0.5 -0.5 0.25 0.5
3 2.5 0.5 0.25 0.1
2 2.3 -0.3 0.09 0.03
1 0.6 0.4 0.16 0.26
0 0.05 -0.05 0.0025 0.05
Calculated Value 30.03
Vol. 02 | Issue 04 | May 2023 181

CONCLUSION:
In order to recognize employees' potential contributions, it is important that they are valued.
It is important for employees to know that their input matters a lot and that it contributes
meaningfully to the organization. In order to compete for talent, we must be very good at
attracting, motivating, and retaining talent. In today's work environment, employees feel
they are placed at jobs that break monotony and make them enjoy their time at the company.
Consequently, they are committed to growing and developing the organization. Employees
should be provided with all the personal services they require and motivated to the
maximum extent possible, so that they put in their best effort.
REFERENCE:
1. Archie Thomas, CMA, and Ann MacDi anmid ,(2004): “Encouraging Employee Engagement”,
CMA Management.
2. Fred Luthans, Suzanne J. Peterson (2002), “Employee engagement and manager self-efficacy”,
Journal of Management Development, Vol. 21 Iss: 5, pp.376 – 387
3. Gretcher Hoover,(2005: “Maintaining Employee Engagement when communicating difficult

issues”, Communication World.
4. Jteresko (2004): “Driving employee engagement”, www.industryweek.com.
5. Steve Batts, (2004): “Getting engaged”, HR Magazine Society for Human Resource
Management.
6. “Employee Engagement”, The Human Factor, Jul 16-Aug 15, 2010
7. “Story Telling: A new tool for Employee Engagement”, HRM Review, Dec 2009.
8. http://retention.naukrihub.com/employee-engagement-drivers.html
Vol. 02 | Issue 04 | May 2023 182

Employee Engagement And Retention Strategies

Mr. Jayakara G. Shetty
Senior General Manager – Corporate HR
Sansera Engineering Limited.
ABSTRACT : financial reports in which the statement related to

In the current era every organisation is striving for employee engagement is specifically highlighted.
improvising the stake holder's value. The stake In this study I have tried to justify the how
holders may be the Investors, Public, owners, the important creation of ownership feeling among
immediate customer, end user or the statutory the employees. In short the organisations need to
authority which in general depicted in Vision & groom, engage and retain employees for the faster
Mission of any Business. The business which and steadier growth. How the different techniques
believes in empowering and engaging the the organisation are using for engaging and
employee in its business is depicted in the Vision retaining the employee need to be analysed?
and Mission of the organisation. These Vision This in-fact shows the eagerness of the
and Mission are endorsed by statement of the management to promote employees thought
Shared Values of the business which generally process towards the organisational development,
emphasis on value for its customer, focus on sense of ownership, mutual understanding, team
individual employee, team work to get results work which in turn make them richer by way of
through group task, accountability of the dividend, periodical financial benefits, discounted
department, integrity towards their work, ESG stock buying option etc. which in turn support
which in general terms called as customer and their livelihood too.
employee loyalty towards the organisation. In
business context, an motivated & engaged REPORT REVIEW, RESEARCH PAPERS
employee is more focused, dedicated, loyal, added AND ARTICLES PUBLISHED IN VARIOUS
with focus on team work, competitive in terms of PEER REVIEWED JOURNALS, PAPERS:
knowledge, result oriented and with positive 'Employee Engagement' cannot be a cosmetic
attitude towards the organisation. This article intervention in enhancing commitment towards
provides insight on the employee engagement in job, motivation or productivity. Corporate culture
relative terms of dedication and team aligned with has an important role in enduring positive impact
organisation vision, mission and shared values. of such engagement programs. Employee
What are the characteristics of a leader to drive the engagement has a direct impact on the employee's
team in a focused and positive way which results productivity.
ultimately in sustaining the stake holders' value? One of the tools used by the organisation option of
participation in ESOP, discount offer on stock,
KEY WORDS : productivity incentive, production incentive,
Stake holders, organisation, employee, team target based profit sharing, flexible working hours,
work, competitive, value hybrid working, reduced days of work etc.
INTRODUCTION : ESOP:
In todays' volatile economy, it remains a challenge There are many Indian organisations have used the
whether engaged employee can be retained in an tool of ESOP as one of the promotional activities
organisation or not and lot of thought process has for engagement of employees. Few of the major
gone into the system of managing employees. In organisations are :
this study, how important the mission, vision and - Adarsh Co-operative Bank.
shared values plays an important role in shaping - National Agricultural Cooperative
organisation culture which in turn give a good Marketing Federation of India (NAFED).
result in terms of committed employees in this - Indian Coffee House.
competitive world. I have also studied few - Indian Coffee House.
The corresponding author can be reached at jayakarashetty@sansera.in Vol. 02 | Issue 04 | May 2023 183
- Aavin. The SEBI Guidance for protecting interest of the

- Horticultural Producers' Cooperative stake holders is specified in “Annexure II
Marketing and Processing Society PRINCIPLE 4” Businesses should respect the
(HOPCOMS) and others. interests of and be responsive to all its
Very interestingly Post pandemic majority of the stakeholders
start-ups have allotted a big volume of shares for As reported in financial results in SEBI “Paytm,
Employee Stop Option Plan to create a sense of Zomato top brass rewarded with hundreds of
ownership to the employees. There are 100 Indian crores of ESOP payouts in H1FY23 Top managers
companies have entered the 100 Cr. of Paytm got ESOPs worth Rs 564 crore in H1,
those of Zomato got ESOPs worth around Rs 380
PRODUCTIVITY INCENTIVE: crore; In a regulatory filing, Zomato has disclosed
As per the study of Dr. Cross Ogohi Daniel that it recorded Rs 380 crore of such expenses
“Organizational culture significantly moderates towards KMPs in the first half of FY23. While
the relationship between incentive management Zomato recorded a net loss of Rs 435 crore in H1,
and employee employee's productivity at a 95% the figure was Rs 1,217 crore for Paytm. At a time
confidence interval. The results of the analysis when new-age companies like Paytm, Zomato,
supports the assertion that the incorporation and Policybazaar and Delhivery have struggled to
adoption of incentive systems, processes and show a clear path to profitability, market observers
structures considered as fair, just and equitable and analysts are sceptical of large ESOP grants to
further enhance the work behaviour of workers the top brass. More often than not, founders turn
and employees of the organization, bringing about out to be the biggest beneficiaries of such dole-
improved employee's productivity and outs.”
productivity”
As per Adryan Corcione “Employee incentive As per the research report on Organisational
programs like rewards or discounts may sound Culture and Motivation as Instigators for
good in theory, but they're not always as beneficial Employee Engagement by E. T. Evangeline and V.
as they seem. They could be useless and P. Gopal Ragavan: “Engagement is an outcome of
unappealing, even if you've put a lot of effort into healthy culture and motivated employees”.
putting them together. While workplace Successfully managing the employee encounter is
incentives are positive ways to show appreciation one of the toughest challenges businesses face
for exceptional employees, some programs are today. The top-performing companies know that
difficult to use or simply don't matter to workers”. an Employee Engagement strategy that is linked to
as per sodexo website “if you're new to the bottom-line outcomes will help them win in the
incentives and recognition scene, an incentives marketplace. Business and corporate houses
programme is a scheme or activity that a business should rewind their strategies towards shaping the
implements to motivate and encourage employees organization culture as well as Employee
to perform better, experience greater job Motivation by using 2015 as the time of change.
satisfaction or meet specific goals” Business and HR should understand that engaged
A study on the concept of Employee Loyalty and companies attract the best talent, has lowest
Engagement on the Performance of Sales attrition rates, high productivity, employee
Executives in GHANA shows that “there are satisfaction, customer satisfaction and carries
significant linear correlations among employee more sustainability. By focusing on leveraging the
loyalty, engagement and performance. The study right Organization culture, Employing Intrinsic as
also showed significant positive correlations of well as extrinsic rewards, companies can improve
human relation, leadership style, job content, retention and financial performance thereby
personal development, creativity and their effect paving way to lead a healthier competitive
on employee loyalty. It is recommended that advantage. 9
management of the banks should pay attention to
employee loyalty and engagement in order to meet FINDINGS :
their target performance”. With the above referred articles, reports, it is
Vol. 02 | Issue 04 | May 2023 184

justified that : recent ESOP's are given by non-performing

1. Protecting the Stake holder's interest is most organisations too as well only to retain and
respectable aspect of an organisation. engage the employees in the organisation.
2. Culture is important to the employee
engagement and retention in an business. WAY FORWARD :
3. Workplace incentive is preferred than the Though lot of inputs taken from the published
productivity incentive. articles, websites of various companies' views, it is
4. Employee motivation by way of Sales important to take this study further and hence the
incentive is the key for employee engagement research scholars are invited to take this study
and retention. forward.
5. Always ESOP Schemes are not related to I am grateful to the researchers whose documents
profitability of the business as few of the are referred for this study.
REFERENCES
• Convención de las Naciones Unidas sobre el derecho del mar. (2013, December 31). Derecho Del
Mar Boletín, 2012(79), 1–14. https://doi.org/10.18356/3bafd891-es
• EMPLOYEE ENGAGEMENT - A KEY TO ORGANIZATIONAL SUCCESS IN 21ST
CENTURY. (n.d.).
• L i s t o f C o m p a n i e s O ff e r i n g E S O P i n I n d i a | C o m p a n i e s w i t h E S O P. ( n . d . ) .
https://especia.co.in/post/list-of-companies-offering-esop-in-india.
• List of Companies Offering ESOP in India | Companies with ESOP. (n.d.). Retrieved November 29,
2022, from https://especia.co.in/post/list-of-companies-offering-esop-in-india/
• Organisational Culture and Motivation as Instigators for Employee Engagement. (n.d.). Indian
Journal of Science and Technology, Vol 9(2), DOI: 10.17485/ijst/2016/v9i2/86340, January 2016.
• A Study on the Concept of Employee Loyalty and Engagement on the Performance of Sales
Executives of Commercial Banks in GHANA Alexander Preko alexpreko75@gmail.com
Wisconsin International University College, Ghana John Adjetey jadjetey22@gmail.com Head of
Sales Sun Electronic Ltd. Hisense Ghana Citation}. (n.d.).
• Business responsibility and sustainability reporting by listed entitiesAnnexure2_p.PDF
(sebi.gov.in). (n.d.).
• Paytm, Zomato top brass rewarded with hundreds of crores of ESOP pay outs in H1FY23
(moneycontrol.com. (n.d.). https://www.moneycontrol.com/news/business/startup/paytm-zomato-
top-brass-rewarded-with-hundreds-of-crores-of-esop-payouts-in-h1-9602181.html
• Effects of Incentives on Employees Productivity Dr. Cross Ogohi Daniel Departments of Public
Administration/ Banking and Finance, Nile University of Nigeria, Abuja, Nigeria. (n.d.). Retrieved
N o v e m b e r 2 9 , 2 0 2 2 , f r o m
https://file:///C:/Users/sansera/Downloads/EffectsofIncentivesonEmployeesProductivity.pdf
• Business News Daily Contributing. (n.d.).
BIBLIOGRAPHY
ESOP - Employee Stock Option Plan
SEBI - Stock Exchange Board of India
HR - Human Resource
Cr - Crore
ESG - Enviromental Social Governance
KMP - Key Managerial Person
Vol. 02 | Issue 04 | May 2023 185

Learnings about Employee Engagement – A Case Study.
Dr. Milind Kulkarni

HR Consultant & Certified Executive Coach
Abstract
Employee Engagement is a Philosophy of A) Introduction
Management and a Business Strategy. Engaged Researcher worked as HR Head of a Large
Employees fuel for growth of the organisation. Petroleum Refinery (Second largest in India by
It requires all out dedicated and sustained size, capacity), which was part of a Large Indian
efforts of Organisation to pursue Mission of Conglomerate, which consciously embarked on
Employee Engagement. It is a continuous the journey to improve Level of Employee
process to keep Employees Engaged and Engagement within the organisation as a part of
Excited. Excited Passionate Employees can their ambitious Growth Plan. Researcher was a
perform beyond expectations. The Journey of part of the core group which led the journey of
each organisation of Employee Engagement improvement in Employee Engagement. Hence
will be unique, and custom made, by which Researcher had first-hand experience and had
Employees will genuinely Speak good about an opportunity to observe the Journey from
the Company, Stay with organisation (reduced close corners and play active role in the process.
attrition, Absenteeism), and Strive to achieve Researcher being keen learner and with his
Business Objectives of the Organisation. analytical mind, had drawn his own unique
Researcher has shared a Case Study of one learning points, based on his first-hand
Organisation where he has played active role in experiences, which are shared in this Research
the process as a Head of HR and shared his first- Article.
hand Learnings about the process and results
achieved. In Case Study, Researcher has B) Background:
explained the Background including Model of Need: The Organisation was in an ambitious
Employee Engagement, Situation before growth phase, through expansions, acquisitions
e m b a r k i n g o n t h e J o u r n e y, 1 9 C o r e and venturing into new businesses through
Strategies/Actions which were adopted by the forward/backward integration etc. The Top
Organisation, narrated Results achieved after Management team, as a Business Strategy
second Survey after 4 years and Concluded with realised that, to sustain the growth and scale up
8 points for HR Colleagues to ponder. of the Organisation, it essentially needs stable
and engaged workforce at all levels.
Keywords – Need was felt to adopt to one central theme/
Engagement, Measurement, Assessment and Philosophy to shape up the action plan. After
Certification, Hewitt Model, Listening, Career evaluating presentations and offerings of
progression, PMS, Communication, various Internationally acknowledged
Competencies Mapping, Role Clarity, Consulting Firms, and after through Brain
Customer Orientation, job satisfaction and storming, it was decided to adopt to the AON
enrichment, Development Plan, Total Reward Hewitt' Model of Employee Engagement,
Model, 3X3 Matrix, Succession Planning, which was closer to the Vision/Mission/Values
Resolution of Grievances and Irritants, Exit of the Organisation.
Interview, Appreciation and The Basic module of Employee Engagement
Reward/Recognition, Work Life Balance, can be summarised as follows:
Coaching/Mentoring, Innovation/Creativity, 1. The basic indicator of Employee Engage-
Suggestion Scheme. m e n t i s – W h a t e m p l o y e e S AY
The corresponding author can be reached at executivecoachmilindkulkrani@gmail.com Vol. 02 | Issue 04 | May 2023 186
(formal/Informal talk) Whether they STEY Organisation were in the range of

(Attrition) with the organisation and INDIFFERENT, which indicated that
Whether they STRIVE (Contribution) for though they were not in the negative range
the growth of the Organisation. of Destructive and Serious Range, however
2 There are 6 basic Drivers of Employee they were not in the positive range of High
E n g a g e m e n t n a m e l y P e o p l e , Wo r k Performance, which was desirable to sustain
Activities, Opportunities, Quality of Life, ambitious Growth plans of the
Company Practices and Total Rewards, and Organisation.
each Driver has 3-4 Sub Drivers. We That year the Best Employer with Highest
selected 21 Sub Drivers, relevant to our Employee Engagement Score, in India, was
structure/style etc. Aditya Birla Group, with the average
Employee Engagement score of 82. It was
decided to Benchmark against this
organisation. And the exciting Journey
(Mission) of transition from Employee
Engagement Score from 57 to 82 started.
The target was set and communicated to
Leadership Teams of all Businesses. It was
decided to conduct Hewitt Employee
Engagement Survey after every 2 years to
understand status of the progress and
midway course correction, if required.
Hewitt organised through orientation for D) Core Strategies to improve Employee

Core Group and then conducted overview Engagement:
session the entire workforce of the 1. Engagement for whom? Engaging all
organisation to get aligned to the basic employee is a myth. Rather than trying to
philosophy of Employee Engagement. Engage all Employees, it was decided to
identify critical and vital few – High
Performing and High Potential (HPHP)
employees who are growth drivers for the
Organisation and Ring Fence them, Nurture
them, Ensure that they will stay around and
contribute towards the Growth of the
Organization. It was decided to target
Employees having potential to perform
future role – which is key critical for the
continuity of Business. Concentrate on
Employee who will be able to influence
larger Team/Groups and Employees, who
are ambitious and who will take conscious
C) Initial Survey of Employee Engagement efforts to develop themselves to contribute
and Result: better for the organisation. This was decided
Hewitt conducted systematic Employee t o b e t h e Ta rg e t A u d i e n c e f o r t h e
Engagement Survey at all Businesses, Engagement Activities.
converting all Levels of Employees. The
Combine score was arrived at 57, which 2. Ownership and Fulcrum – It was decided
indicated that the average employees of the that Top Management of the Organization
Vol. 02 | Issue 04 | May 2023 187

will be the 'Owner' of the Talent (HPHP and to establish Dialogue with them. Started
Key Critical) of the Organization and their practice of periodical Town Hall Meetings.
respective Line Managers will be 'Fulcrum' Exit Interview were analysed, and
who will play pivotal role in Ring corrective actions were initiated.
Fencing/Nurturing the Talent. HR will play
a supportive role as Trusted Friend, 5. Job Satisfaction and Job Enrichment –
Philosopher and Guide for the Talent Pool. Employee Engagement Survey revealed
The Employee Engagement activities that main concerns of Talented Employees
designed by Top Management, which were are Job Satisfaction and Enrichment and
implemented through Line Manager will be Opportunities to grow Personally and
supported by HR through Awareness, Professionally.
Involvement and Empowerment of Line With lot of internal brainstorming, it was
Manager. decided that - Job Satisfaction is possible
through enabling employee to become
3. Employee Engagement is an Agenda for Competent to perform his/her assigned role
entire Leadership of the Organization. and future role. To remain relevant /
People Committee (PC) were formed – competent to the assigned role is primarily
with representation of all Businesses, all responsibility of a Job Holder. Organization
locations, all streams of functions, all levels has secondary responsibility of providing
of Organizational Hierarchy etc. necessary assistance, support, motivation
Sub committees were formed for each of for the same.
main Drivers and Sub Drivers - for focused
discussions/study and interventions. PC use 6. Competency Mapping – At the first place
to spearhead the Engagement Initiatives and Job Description were prepared for each
direct different functions/departments to job, with Duties (Routine and Occasional),
design, develop different engagement Responsibilities, Exposure to external
initiatives and implement it across the world, Authorities and Job Specifications
organization. with Qualifications, Experience and Skill
Sets. This was followed by KSA
4. Customer Orientation – After identifying (Knowledge, Skill, and Attitude) Analysis
the Target Audience, it was necessary to of each position which generated list of
treat them like a Customer and entire Technical and Functional competencies of
Organisation to develop culture of each Job. KSA also provides scientific base
Customer Orientation to Understand Mind for decisions regarding Selection, Training,
of Talented Employees – what they Internal Transfers, Promotions, Rotations
want/expect? What do they want? What are etc. Gaps Analysis revealed Gaps of
their Likes and Dislikes? Competencies of Job Holders – present and
What are their concerns? What do they future. This led to the preparation of precise
aspire for? Development Plan for individual
HR Function – designed & developed tailor employees.
made 'HR Products' to 'put ear to the ground'
and gave feedback to PC. Conducted 7. Role Clarity – From the EE Survey it was
Focused Group Discussions (FGD). revealed that Talented Employees need Role
Structured interactions with different levels Clarity which was provided through
of Leadership Teams. following:
Periodical HR Pulse (Survey) conducted to a. C o m p e t e n c y B a s k e t F r a m e w o r k
seek feedback about HR Products/concerns/ (Combination of Technical/Functional
aspirations. Monthly Sampark Meetings – Competencies, Managerial &
Vol. 02 | Issue 04 | May 2023 188

Leadership Competencies and Planning was also established.

Capabilities) provided required c. Career Dialogue - A formal 'Career
competencies (KSA) required to Discussion' process was established for
perform present and future jobs/roles. HPHP Talent with preparation of their
b. PMS Goals for the particular year individual Career Docket – with all
(expressed in the framework of relevant information like their Job
KPA,KRA,KPI prepared with Balance Description, PMS Goals, Performance
Score Perspectives) provided precise Assessment Reports, Supervisors
expected performance of the Job. Both observations, Assessment Records of
contributed to provide for Clarity of Assessment of Technical Competencies,
Role. Behaviour traits, Career Aspiration was
compiled. A Structured discussion was
8. Career Path : Since Talented Employee o rg a n i s e d a m o n g s t E m p l o y e e +
were interested in knowing Career Path for Supervisor + HRM + Expert to ensure
their Career Growth, company decided to fulfilment of their career aspiration.
take following steps: d. Time Bound Development Plan- Time
a. Competency Basket - Organization has Bound Development Plan for each
different Functions/ Departments and HPHP was prepared with various
streams of careers and Organizational interventions like Training / Self
Hierarchy has almost standardized Learning, E Learning Modules / Books/
levels in almost every Department/ Structured (inhouse or external)
Function. Competency Basket of each Classroom Training, Assistance to enrol
position in each Department/Function for Educational Program, attending
was prepared with clear differentiation Conference, Seminars, Industrial Visits,
of Competencies between 2 levels in the Job Rotations, assignment of Special
same Department/Function which were Projects, opportunity to work with Cross
arranged in hierarchical manner. Functional Teams and opportunity to
Repository of Competency Baskets was Shadow superiors to get exposure. The
made available in the Digital Library Responsibility of implementation of
which was available to all employees. Development Plan was entrusted to the
Competency Baskets were revisited and concerned Employee, his Supervisor
reviewed periodically to ensure that it and concerned HRM.
will remain relevant with changing e. Learning, Assessment and Certification
times. - Customized Learning Interventions
b. Career Ladder - A customized career were facilitated to ensure that it will
path for every Talented Employee was bridges gaps of Competencies of
prepared with defined Competency employees. Competency Basket was
Baskets. Employees were given used as a Curriculum.
freedom and flexibility to choose his/her To Measure Progress of improvement in
own career path. Career Ladders were Competency (to be demonstrated in
automated and digitally linked to Performance), a system of Assessment
process of Assessment of Job was established with combination of
Knowledge and behaviour (Thomas Written Test, Skill Test, Interviews etc.
Profile) and further linked with learning and Progress Reports of individual
process. A systematic process for Job employee was maintained.
rotations /assignments - across On completion of particular module of
departments, functions, roles, locations Competency Level, a system of
was established. Process of Succession Certification was established. Those
Vol. 02 | Issue 04 | May 2023 189

Certificates of Competency were valid

for the period of 2 years, after which
employee is required to undergo process
of revalidation with fresh test, calibrated
with updated Competency standards.
If a Talented Employee wish to grow to
the next level position, he/she may
secure Certifications of every
component of the Competency Basket
for that position and wait for the vacancy
to occur for that position. On the
occasion of position laying vacant,
Employees who are Certified for those Each employee was mapped on the 3x3
set of Competency Basket, were Matrix and suitable decision/action was
considered on merit & on priority. taken in respect of the Career Progression of
the person.
9. Performance Management System – A Promotion Policy – A Systematic
Robust and Computerized PMS was Promotion Policy was articulated with due
established with steps like Communication weightage to Performance & Potential
of Expectations of Performance in the rating (3X3 Matrix), Education, Residency
language of KPA,KRA,KPI in Balance period, Hot Skills etc. Numerical Model
Score Card method, with introduction of with cut-off points was designed. It was
computerised Performance Diary (to track insured that promotion is granted only when
performance incidents) and systematic there is substantial change in Role and
periodical assessment of Performance and Responsibility of the person.
Performance Review Discussions.
Performance Ratings were given as below: 10. Career Option – Next Move Portal. All
- Job Holders Performance re-defines vacancies across all Businesses, Functions,
organizational standard. (A+) Locations were internally Advertised to all
- Job Holder performance significantly employees. Policy Decision was taken that
exceeds expectations. (A) external sourcing will not be done unless
- Job Holder performing meeting internal talent pool is exhausted. Any
expectations. (B) Employee will qualify to apply for the
- Job Holder Performance needs position provided he/she has acquired
improvement. (C) Competency Certification for that position
and has 2 years residency in the present job.
Potential Assessment was done based on the The internal candidates were subjected to
ability to perform higher role/s within systematic Assessment as like external
period 2 to 5 years as follows: candidates. If selected, employee was given
High - 2 higher roles in 3 – 5 years, organizational support for relocation,
Medium - 1 higher role in 2-3 years, protection of seniority, continuity of service
Low - No potential to grow in next 5 yrs etc. etc.
Based on the Potential Assessment –
decision was taken about Fast , Medium and 11. Succession Planning Process – all Key
Slow track of Growth for the Employee. Critical Positions, with relevance to
3X3 Matrix - Combination of Performance Business Continuity and Risk Management
& Potential as follows: perspective were identified. Assessment
was done based on Matching of JD/KSA to
Vol. 02 | Issue 04 | May 2023 190

scout Close Fit Talent to be available to fill replied within 48 hours or otherwise it will
the position if need arises. Job Proximity be escalated to higher authority. This was
was one of the criteria for the same. Based very systematically monitored.
on Gaps in Competencies and Potential of Company also launched WHISTLE
absorbing Developmental Inputs, BLOWER Scheme wherein any employee
assessment of Preparedness was made, can report any wrongdoing by any
which was mapped as Bench Strength from employee, irrespective of Level/function
Long Term, Medium Term and Short-Term etc. which was directly accessed by Top
perspective. This was Mapped on Management and actions were taken
Organization Chart. Systematic without disclosing identity of WB.
Development Plan for identified potential Company also established SEXUAL
Successors, was carried out, without formal HARASSMENT COMMITTEES which
announcement. Periodical structured were actively monitored to ensure safe
Review were conducted to track progress. working environment at workplace.
12 Total Reward Model was adopted in 14 Handling Irritants – Based on the

designing Compensation Policy as follows: feedback of the EE Survey, some common
irritants (which cause hinderance in the
process of EE) were identified and were
proactively acted upon like:
Special efforts were taken to ensure Internal
and External Parity of Salary bands within
organisation.
To ensure Internal Parity, anomalous cases
were identified wherein employees with
comparable competencies were getting
differential compensation and those cases
were systematically addressed, over a
period of time.
Practice was established that before hiring
any external candidate, the Job Offer was
13. Proactive resolution of Grievances and compared with existing comparable
Quarries : The EE Survey revealed the employees. If it was unavoidable to pay
need to proactively communicate to all higher salary to the new employee,
employees, all relevant Policies of proactive steps were taken to ensure
Management which impact them. Hence compensation of existing employees was
few proactive initiatives were taken like all systematically increased to ensure internal
HR Policies, Procedures, Formats were parity, over period of time.
placed on Intranet with Free access to all Company completed Job Evaluation
employees. To generate Awareness, HR exercise wherein Compensation was
initiated Road Shows and Kiosks to reach mapped with relative worth of jobs within
out to every employee. Initiative like ASK organization, to ensure compensation was
HR to provide online support for any commensurate with relative worth of job
clarification was started. and proactive corrections were given in case
Company also initiated HERE ME OUT any Anomalies were observed in the
scheme, wherein aggrieved employee can process.
log through Email, with a commitment form Salary correction in case of Resignation
Management that each complaint will be were grated only to the HPHP employees.
Vol. 02 | Issue 04 | May 2023 191

Fitment norms were prescribed in case of Department Picnics and Get to gather
Re-joining Cases. provided avenue for employees to develop
Market Corrections were granted to the report with the Team.
employees who were possessing HOT
SKILLs - having shortage/demand in 17 Work Life Balance and addressing to
Labour Market to avoid poaching of such needs of Members of the Employee -
employees by competitors. It was realised that Engagement of
Employee is connected with Engagement of
15 Appreciation, Rewards and Recognition- Family Members of the Employee. Hence
The Culture of Appreciation was consciously family members were included
systematically inculcated through initiating in the process of EE Initiatives.
practices like Appreciation Cards, To address anxiety of Employees about
Appreciation Hour etc. quality education of their children, company
Line Managers were empowered to give 'On improved quality of School education
the Spot Awards'. through improvement in infrastructure of
Going Extra Mile (GEM) Scheme was School like Library/Laboratories/Sports
launched wherein employees were granted Facilities etc. hiring Qualified Teachers,
Points based on their contribution, starting preparatory batches for securing
achievement etc. which can be redeemed for admission at Engineering/Medical Colleges
choose and purchase variety of items from etc.
the basket. GEM awards were given to Company sponsored Ladies Club activities
Individuals and Teams. to provide avenues to wives of employees
GEM Champions was felicitated publicly get engaged through Health Camps,
and in presence of their family members. Cultural Programs and Coaching classes.
Special achievement of employees were Company built Mandir Complex and
displayed at the Hall of Fame Wall. organised Health Camps, Spiritual
discourses for aged parents of employees.
16 Employee Communication – From EE Company also extended Employee
Survey, need was realized to improve Assistance Program (EAP) of providing
Communication with Employees. online Professional Counselling on diverse
Hence company started sharing information issues like Issues of Parenting, Handling
about Progress of organization on various growing teenagers, managing finances,
fronts, with employees, through Emails, handling stress and mental health etc.
Intranet.
Group Interactions were organized at 18 Coaching and Mentoring – Top Leaders
workplace. and Managers consciously adopted to
Town Hall were regularly organized to Coaching and Mentoring as a preferred style
provide open forum of discussion with to manage their teams.
access to all. Support of Executive Coaching was
Employee House Magazine was published extended to managers who were transiting
on Intranet. to superior positions.
All Senior Managers adopted to OPEN
DOOR POLICY and started giving 19 Innovation and Creativity to think Out of
preference/priority to employees, if Box – Company was working with paper
approached. thin margins of profit. Hence Cost Cutting,
Initiatives like Coffee with CEO was started avoiding wastage was essential for the
to provide avenue to New Joiners to interact organisation.
with CEO informally. Hence Company systematically inculcated
Vol. 02 | Issue 04 | May 2023 192

culture of Innovation and Creativity to think Organisation has improved from 72 to 85.
out of Box through various initiatives. This achievement was celebrated.
Company launched Suggestion Scheme 4. It was reported that the level of attrition has
with attractive prices. Talented Employees reduced from 22% to 9% out of which
use to feel excited to work on such Regrettable Attrition was only 2%. The
challenging projects. Top Management use stable and engaged workforce contributed
to share current challenges faced by towards growth of the organisation.
Organisation and Invite Suggestions. 5. D u r i n g t h i s p e r i o d , d u e t o h i g h e r
Within a year, company could implement performance levels of employees, Company
various schemes to save cost and generated was able successfully implement expansion
total saving of more than Rs 100 cr. This was of Refining Capacity and its Complexity to
one of the indicators that employees were handle challenging Crude Oils. The
STRIVING to contribute for betterment of Tu r n o v e r z o o m e d t o d o u b l e , a n d
the organisation. Profitability also improved substantially.
Company acquired two new Refineries, one
E) Results: in UK and another in Kenya.
1. During the First survey of Employee 6. The success story was reported with pride in
Engagement after 2 years, it was reported the International Journal of AON HEWITT,
that level of Employee Engagement has which was apricated by many Organisations
improved from 57 to 72 but we were way across the globe. Reputed Management
away from our target of 82. Institute wrote Case Study on the journey of
2. Encouraged with the improvement the improvement in the Employee
achieved, more vigorous efforts were made Engagement with sustained efforts of the
by all the Stake Holders during the second Organisation. This journey was also
phase of the program. reported in Business Journals and was
3. During the Second survey of Employee applauded in various Conferences and
Engagement after 4 years, it was reported Seminars.
that the Employee Engagement Level of our
CONCLUSION:
This was CASE STUDY of one Company. The journey of Employee Engagement of each
Organization might be unique, based on its issues and needs. Hence coping these initiatives might or
might not work in another organisation. However based on experience of the Researcher through
the Journey of this organisation, for the fellow HR Professionals, it is suggested that thinking on
following lines may help them on their journey of Employee Engagement in their organisation:
1. Supply right tools, equip employees to perform – Training and Coaching – clarify Goals and
responsibilities.
2. Give individual attention & Listen to them & encourage them to speak up – involve in
brainstorming.
3. Get social and encourage informal interactions - fun.
4. Recognize good performance, achievements etc. proudly and loudly and give visibility to the
Heroes.
5. Review communication tactics.
6. Culture of Teamwork & involvement in decision making process, stress on collaboration
7. Serve as a Mentor and help others to move forward.
8. Be flexible, tolerant and accommodate positive dissent.
All the Best to your journey of improvement in Employee Engagement.
Vol. 02 | Issue 04 | May 2023 193

Employee Engagement, Satisfaction and

Work-life balance association with Organisational Culture
Dr. Suruchi Pandey Ms. Neha Punjabi

Associate Professor, Symbiosis Institute of Management studies,
Symbiosis Institute of Management Studies, Pune. Pune
Abstract Independent Samples t-Tests and One-way

The present research is discussion on Study on Anova to know the relationship between the
'Organizational Culture' and its Impact on above stated three variables and Organizational
Employees' Behaviour'. It depicts the Culture. Anova for comparing the demographic
behavioral traits of the employees working in IT information with the factors of Organization
Sector across the globe for three variables culture, Work-Life Balance (WLB), Employee
“Work-Life Balance (WLB), Employee Engagement (EE), Employee Job Satisfaction
Engagement (EE), Employee Job Satisfaction (JS). The study found that there is a prominent
(JS)”. The goal is to examine the overall causes relationship between the Organizational
of employee actions that are influenced by the Culture and Employee Behavior variables:
company culture they operate and the Work-Life Balance (WLB), Employee
relationship between them. The study was Engagement (EE), Job Satisfaction (JS). 95
conducted during covid pandemic outbreak and Males and 55 Females participated in the survey
further. Employees were mainly work from i.e. Males = 63.3% and Females = 36.7%.
home . Organisations were facing challenges Demographic Variable: Gender plays no role in
engaging employees and maintaining its having impact on Employee behaviors
culture. variables (Work-Life Balance (WLB),
The research methodology used is Descriptive Employee Engagement (EE), Job Satisfaction
research design and Statistical Quantitative (JS) due to Organization Culture.
Data analysis using SPSS and Excel. Snow ball
sampling was used to collect data. An extensive KEY WORDS:
questionnaire was used to conduct a survey. The Organization culture, Work-Life Balance,
questionnaire was in electronic format using Employee engagement and Employee Job
Google form survey with respondents. A satisfaction.
respondent was allowed to fill the form only
once. This was done in order to avoid duplicity INTRODUCTION
of response hence maintaining access to IT or Information technology deals with
authentic data. The respondents were only information. It is an information system using
employees who work in IT or have worked in IT technology and computers to communicate
sector. Likert scale Rating scale was used for the with authorized users appropriately in a
response collection. SPSS was used to analyze controlled manner. IT sector is considered a sub
the data and calculate test score. The secondary sector of Information and communication
data includes information gathered from sector. It involves computer systems with
research papers, articles, case studies available Hardware, Software, Network, Infrastructure
from the internet as well as from newspapers, and associated other equipment. Today this also
magazines includes, electronics, telecom, internet, semi-
The analysis was done through Regression, conductors and e-commerce and more. IT
The corresponding author can be reached at suruchi.p@sims.edu Vol. 02 | Issue 04 | May 2023 194
products, Software, tools, its maintenance and

support, consulting and more form part of IT Employee
Engagement
industry. BPO or what is called as call center
etc. are also making big revenue in today's IT
sector. In fact, with the AI and mobile ORGANI-
EMPLOYEE Job
ZATION
technology there are more and more CULTURE
BEHAVIOUR Satisfaction
applications and products coming under the IT

sector to replace many manuals and people
Work
dependent industries. IT is now a part and parcel Life
Balance
of every industry. The present study is
conducted for IT sector employees during
outbreak of covid 19 pandemic. Employees Figure 1. : Theoritical Framework of
were put to work from home and HR deparment Organsiation Culture Effecting Employee
Culture is associated with the behavior traits Behaviour comprising of Employee
observed in humans. The information, beliefs, Engagement, Job Satisfaction, Work Life
customs, capabilities, and habits of the people Balance.
in their teams constitute a culture of that team.
Culture is acquired by the humans through Employee Engagement(EE) : Employee
socialization which is depicted by the different engagement is a strategy that can be
variety of cultures across societies. There are accomplished by ensuring the ideal working
different kind of cultures in various groups. environment for all workers of an company
Culture is transmitted through learning from such that they give every day their maximum
generations to generations while biology is effort, are committed to the values and
passed on by heredity. This can be seen in objectives of their company, are truly
literature, in religion, in music, in cooking, in empowered to contribute to their corporate
clothing etc. progress and have a better sense of well-being.
ORGANIZATIONAL CULTURE Job Satisfaction : It is described as the degree

The distinct persona of an organization refers to of fulfillment employees feel with their job and
its culture. It is an invisible but powerful force goes beyond their daily routine to cover comfort
that impacts the behavior of the employees. with colleagues / supervisors, policies and the
Companies/Industries/Organizations can have effect on their personal lives.
different cultures from each other. There is no
thumb rule about any culture to be followed Work Life Balance : It is purely a right balance
across organizations. For e.g. Chinese or achieved between professional and personal
Japanese Manufacturing companies follows a commitments.
work culture that is way different what Indian or
American Manufacturing companies follow. LITERATURE REVIEW
They also follow culture of Honesty, Modesty Organizations have different kinds of culture of
and disciplined work habits to be followed its own which influence the behavior and
Employees need to fit in to any of the culture employee attitudes, satisfaction with job,
that the organization is adapting .Due to which performance and turnover. The organization's
there can be several outcomes. Employee managing committe wants their workforce to
Behaviour can be expressed in form of EE, identify with their values, beliefs, and norms;
WLB and JS. the purpose behind this is to familiarize their
employees with the organizational system as
well as to bind them together as a workforce so
that they are given unity of direction. The
Vol. 02 | Issue 04 | May 2023 195

performance of the organization is behavior of between leadership and workers should be

the employees but not exactly the outcomes developed, as that will help them make a greater
produced by employees. 'OCTAPACE' culture commitment to team cooperation and
is to build a good and healthy organization. teamwork. In turn, they would be motivated to
“OCTAPACE is referred as: openness , achieve the organization's mission and
confrontation , trust , authenticity , proactive , objectives while improving employee
autonomy , collaboration , empowerment and satisfaction. Leaders' behavior will be altered to
experimentation”. Several researchers have accommodate the internal and external
globally studied work culture and employee changes. Hence, it can be proposed that to track
performance in different sectors. Literature the impact on leadership behavior in future
suggests that assessing the impact on investigations, longitudinal research methods
employees performance especially from Indian can be adopted. (Tsai , 2011)
perspective has not been much emphasized. The As per Nigam & Mishra (2015) in their research
organizations should focus full attention to the paper, Culture is something in which one
culture to promote and accelerate employee invests. The norms and values of any
performance. OCTAPACE has a fine, powerful organization are not built through speeches but
effect on employee performance (Khan & Zia, by team learning and actions. Employees take
2019). note of the elements of culture and form their
Researchers suggested that an attempt must be perceptions accordingly. All management
made by bridging the gap between employees' decisions for hiring, rewarding, promoting, and
preferred practices and outlook towards them. firing colleagues are judged by them.
They further opined that there was only limited Organizations have specifically codified and
evidence to assess the impact of organizational incorporated practices to gain satisfaction from
performance using these practices. The most both clients and workers, regardless of their
important question has been why some success in changing negative habits or
organizations have succeeded while others disengaging workers from beliefs. Elements
didn't. For every organization, performance is like openness, confrontation, trust, proactive-
its most important issue. Managers need to ness, team building, collaboration, autonomy
know the factors influencing the performance of and career development are the building blocks
an organization so they can initiate appropriate of the culture. In spite of presence of openness
steps. Measuring efficiency was still not an easy and feeling of trust in the organization, the
task. In addition to competitiveness, its employees do not confront or challenge the
creativity and a coherent community that existing practices. This shows that the
defines a company's legitimacy leading to its organizations need to promote trust, team work,
overall success. Apparently, workplace culture and collaboration at all the levels by creating
is the primary indicator of ultimate performance opportunities to exercise and showcase these
(Abu-Jarad, Yusof, Nikbin , 2010). virtues. The employees hesitate when it comes
There was a study undertaken in Taiwan that to confronting, collaborating or voicing their
focused on nurses in hospitals. Since cultural views, as the existent culture and behavioral
research is uncommon within the nursing field, norms do not view these actions as positive or
it is important to look at how society affects probably the prior experience or examples in
nursing workers actions and how it impacts the environment do not permit them to do so.
organizational outcomes. Culture within a When openness is promoted at workplace,
company plays an important part in deciding employee needs and preferences are
whether or not it is a pleasant and safe place to accommodated, 'the elements like pro
function. The acknowledgement and activeness, better team spirit, confrontation and
appreciation of ethic will affect employee better conflict management at personal and
behavior and job behavior. Better coordination professional level come in to force and result in
Vol. 02 | Issue 04 | May 2023 196

greater employee involvement and negative or positive influence over their

engagement'. Organizations must develop a performance and commitment. Economic
conclusive organizational culture and also work conditions such as health standards, incentives
extensively towards promoting its elements, so to achieve work-life balance, growth and
that a positive perception about the same can be advancement prospects and higher-level
created in the eyes of employees. conformity within organizational culture are
According to Ojo (2012), many psychologists also identified as positive factors associated
have tried to define behavior for long time. with better performance and higher level of job
There is no correct definition for Human commitment. There is a clear link between the
Behavior yet. It looks like there will never be corporate culture and employee efficiency.
one as human being tend to change and each one 'People satisfied with values, norms, standards
is different from other. There may be a and customs of their organization are likely to
possibility to find few generics but the hard display better performance in comparison to
truth is that each person does things in their own those who are unsatisfied.' Organizational
way. Four parameters of 'Organizational culture is the product of combination of
Ideologies' namely Power based, People based, organizational and personal values of
Task based, Role based. employees. A successful organizational culture
Changing the workplace culture brings in a could only be developed through such
change in an employee's job actions. Therefore, combination.
for employees to learn and adapt to this work Schein (2013) believed that it takes time for an
culture, these changes should be made easy. organization in developing a culture.
Ti a n y a ( 2 0 1 5 ) c a s e s t u d y m e n t i o n e d Employees need to experience multiple
organization fits an Onion model which consists changes, respond to the new world and even
of four aspects of culture: symbols, heroes, address operational challenges. From their past
rituals, and values etc. experiences they get their thinking, and then
Kiradoo, 2018 study presents 'the apply those methods. Their attitudes
organizational culture that encompasses collectively form the organization 's culture.
personal or individuals' values of employees is Nair and Sommerville (2017) said that, there is
likely to be successful in enhancing employee a nine-facet system to assess employees '
performance and commitment towards attitudes to the facets of their jobs: -
organization. Employee satisfaction is mainly Compensation, Incentives for Advancement,
associated with fulfilment of their individual Supervision, Fringe Benefits, Working
values, goals and motivations and their Processes, Contractual Bonuses, Co-workers,
satisfaction levels derive their performance and Quality of Employment, Contact.
commitment'. Some of the main individual Organizational culture can be split into two
values that influence employee behavior are, separate groups, viz. Organizational culture
self-concept, security, power, achievement, correlated with executives, leaders and with
benevolence, respect, acceptance and position. Employees. They impact job satisfaction
Individual values are identified as the positively. We say there is a strong and
motivating factors that are required to be important correlation between the culture of the
supported through organizational culture in workplace and employee satisfaction.
achieving high level of performance and O rg a n i z a t i o n a l c u l t u r e e n h a n c e s t h e
productivity. Employee performance and commitment of organization. Having a vibrant
commitment towards organizations are directly culture within the enterprise increases
influenced by the level of satisfaction in the job. incentives for job development and corporate
The perceiving of their working environments, engagement. Interestingly, the study found that
organizational support, respect, autonomy that job satisfaction from friendly environment and
they receive within organization can have enriched culture is higher in females as
Vol. 02 | Issue 04 | May 2023 197

compared to males. The study shows that job considered very significant for its effects on the
satisfaction can be increased by rewards and success of workers and organizations.
promotion for junior grade employees as Dimensions of corporate culture are strongly
compared to higher level employees. linked to the success of OCB and the workers. A
Juneja explained that role of work culture is good corporate culture makes its workers more
very important to influence employee behavior. effective and competitive. The administrators
For employees to deliver at their best, they need and professionals of human resources should
to feel at home at their workplace. Encouraging address these issues so that corporate culture
teamwork rather that working in silo and also can be improved by establishing the job
micro-managing their work will not help. Make aspirations of the workers and helping them
sure that a flexible attitude is adopted. There reach those goals. It would not only improve the
should be no exception for any employee when efficiency of workers but also affect other
it comes to following rules and regulations. outcomes related to corporate culture, the
Organizing team outings also leads to a healthy performance of employees and the actions of
work culture thereby employees feeling more organizational citizenship. Organizations
attached towards the organization. The job should adopt the individualistic ideology rather
should be challenging to the employee. The than the collectivist, as the individualistic
initiative to manage the behavior of employees culture of society. If power gap inside an
should not be the sole responsibility of the enterprise is high, then it will affect the
human resource professionals rather everyone efficiency of the employees. Organizations can
should contribute to it. If any of the team foster low-power distance which promotes the
member is not behaving professionally, then involvement of employees in decision-making.
there should be no hesitation to correct them. Organizations that encourage low ambiguity
The best way to manage employee problems is avoidance can also foster a culture that supports
to discuss the problem with the employee. The masculine practices, as research indicate that
situation worsens when such problems are masculine activities yield beneficial outcomes
ignored. Any issues/grievances should never be for the success and organizational climate of
discussed in public whereas appreciation and employees.
acknowledgement for their hard work should A study was done by Arumugam (2007) on
be. employee's behavioral patterns due to influence
Ameer (2017) Culture can be defined as the mix of organizational culture. He explained that,
of groups - principles, values, communication, according to Pace and Stren theory (1958), The
efficiency, attitude which gives people aspect of culture could enforce understanding
guidance. Organizational culture is mutual of human attitudes and actions, and make the
values, norms and theories among employees environment more efficient as given by Lewes
that support, direct and organize their actions. formula. B = P × E where, B - behavior, P -
Enhancing workplace efficiency by inspiring Personality and E - environment for
them to a common target, design and purpose Organizational climate. They postulated
channel their behavior to a specific focus behavior is a feature of an organization's
preferred for functional and operational plan. relationship, while atmosphere is important to
Organizational Citizenship Behavior [OCB] is the issue in choosing work satisfaction and
a commitment by employees to the workforce mental health management program. The
which goes beyond the job requirements and nature of organization influences job
employee agreements within the company. This satisfaction and productivity. In reality
is critical for both workers and organizations. organizational culture is more complex,
Organizations are increasing the efficiency of dynamic and consequential.
their workers and make them productive in the Job satisfaction mainly focuses on what an
field of competence in question. OCB is employee feels about their job. For any
Vol. 02 | Issue 04 | May 2023 198

successful organization, a satisfied employee is address Human Resource related problems

an asset and acts as the primary source of in the organization.
productivity gains. These employees are more
committed, energetic and inspired to do their LIMITATIONS OF THE STUDY
work. There are 14 Factors identified that affect 1) Participants' willingness and flexibility to
Employee Satisfaction: -Work environment, allocate adequate time for the filling of the
Organizational policy and administration, survey form because of their busy schedules
Promotion policy, Job security, Decision being in IT sector
making, Relationship with peers, Leadership, 2) Like any other social study research, there
Performance Appraisal, Physical job security, may be possible personal bias of
Learning and Development, Working hour, participants based on longtime experiences
Compensation Management, Recognition and in the company.
Rewards, Job location. Compensation 3) Limited number of respondents were
Management, Recognition and Rewards, interested in responding due to bit lengthy
Leadership, Performance Appraisal Policy, questionnaire
Relationship with peers and Work Environment
affect the Employee Satisfaction most. For the RESEARCH METHODOLOGY
growth of the organization and their employees, The primary data was obtained using a
the management should focus on making clear questionnaire that was circulated to employees
policies and competitive reward system. The employed in the IT sector alone with various
policies should be fair and non-discriminatory age groups, gender and qualifications. While
to the employees. (Gupta & Chandra, 2014) the secondary data is collected from earlier
There are different Factors of Organization research papers and records, reference books,
Culture: Leadership, Workload, Capability, magazines and internet along with fact and
Relationships, Controls and these factors figures. Research used Snow-ball sampling
directly or indirectly effect the satisfaction of method for its sampling selection. The study
employees.. Satisfaction of employees is listed consists of variables Organization culture,
in key tasks managers handle while aligning Work-Life Balance (WLB), Employee
organisation goals and seeking performance. Engagement (EE), Employee Job Satisfaction
Organization culture influences satisfaction to (JS). Organizational Culture is used as
great extend. (Lakshmi & Lahari, 2019). independent variable and Work-Life Balance
(WLB), Employee Engagement (EE),
OBJECTIVE OF THE STUDY Employee Job Satisfaction (JS) are used as
The present study is undertaken to dependent variables.
1) Assess the impact of Organizational Culture
in the IT sector on employee behavior. The questionnaire was prepared based on
2) To explore how Organizational Culture published research papers in form of secondary
influences the employee behavioral information, which was collected with the help
variables such as Work-Life Balance of published research papers, white papers and
(WLB), Employee Engagement (EE), Job websites. The questionnaire was prepared and
satisfaction (JS) in IT sector. shared in electronic format using Google Form.
3) To find out relationship/association between All respondent could fill the form only once.
Organizational Culture and Employee This was done in order to maintain the
Behaviour variables: Work-Life Balance authenticity of the survey. The respondents
(WLB), Employee Engagement (EE), Job were only employees who work in IT Industry.
satisfaction (JS). The questionnaire comprised of Likert scales
4) To formulate guidelines on Organizational responses. The response was collated in excel
culture implementation which will help to file. The score against each were taken to
Vol. 02 | Issue 04 | May 2023 199

process further in SPSS. Total of 155 150 respondents is 10-15 years .45
respondents filled the survey but only 150 employees are having 10-15 years of
respondents were considered for further experience. Only 5 employees have
analysis. 5 forms were not considered for 30+years' experience.
analysis due to incomplete information • 111 employees have dependents living with
provided. For the confidential reasons the them and 39 employees have no dependents
names of the organizations they work have not living with them.
been disclosed. • 87 employees work for 41-50 hours per
week in their organization. Only 4
The questionnaire consists of 4 sections and employees work for 20-30 hours per work
each section has questions related to one which is the lowest hour per work
variable: “Organization culture, Work-Life employees' work.
Balance (WLB), Employee Engagement (EE), • 65 employees are somewhat satisfied with
Employee Job Satisfaction (JS)”. Also, for their organization.38 employees are
variables Employee Engagement (EE) and extremely satisfied .6 are extremely
Work-Life Balance (WLB) there were dissatisfied with their organization, 20 are
subsections based on few dimensions so it will somewhat dissatisfied and 21 employees
be easy to for respondents to answer. EE have no opinion they are neutral to reply.
consists of Training Opportunities, Communi-
cation, Work Environment, Shared Values,
Leadership, Feedback and Recognition, Career
Growth etc
Descriptive research design and Statistical

Quantitative data analysis using SPSS tool and
Excel is done. The analysis was done through
Regression to know relationship between
independent variable: Organizational Culture
and dependent variables: Work-Life Balance
(WLB), Employee Engagement (EE),
Employee Job Satisfaction (JS). To understand
the effect, independent sample t-Test and One-
way Anova on demographic information were
done in SPSS tool. One-way Anova for multiple
comparisons was also done using Post-hoc
Tukey Anova test.
DATA ANALYSIS AND PRESENTATION

• There are 95 Males and 55 Females who
responded to the survey.
• There are different age groups who
responded to the survey. The highest
number of respondents belong to age group
30-39 years i.e. 99 employees. Only 5
employees belong to 18-24 years age group.
• There 116 employees who are married and
only 34 employees who are non-married.
• Highest number of work experience among
Vol. 02 | Issue 04 | May 2023 200

2) REGRESSION ANALYSIS (F (1,148) = 153.599, p < .000), with an R2

a) EMPLOYEE ENGAGEMENT of 0.509. Job Satisfaction increased 0.377
A simple linear regression was calculated to for each unit of Culture.
predict Employee Engagement based on
Culture. A significant regression equation
was found (F (1,148) = 502.130, p < .000),
with an R2 of. 0.772. Employee Engage-
ment increased 1.506 for each unit of
Culture.
Table 3: Regression output
Table 3 shows that as per the regression

output, the relationship is positive and
significant (as indicated by significant p-
values). The p value is 0.000 which is less
than 0.05. Its shows that there is a positive
relationship between Organizational
Culture and Job Satisfaction. If
Organizational culture is high there will be
increase in Job Satisfaction in the
organization. Also, if organizational culture
Table 2: Regression output is low there will be a decrease in Job
Satisfaction in the organization.
Table 2 shows that as per the regression
output, the relationship is positive and c) WORK LIFE BALANCE
significant (as indicated by significant p- A simple linear regression was calculated to
values). The p value is 0.000 which is less predict Work Life Balance based on
than 0.05. Its shows that there is a positive Culture. A significant regression equation
relationship between Organizational was found (F (1,148) = 83.528, p < .000),
Culture and Employee Engagement. If with an R2 of 0.361. Work Life Balance
Organizational culture is high there will be increased 0.521 for each unit of Culture.
increase in Employees Engagement in the From the regression output it was found that
organization. Also, if organizational culture the relationship is positive and significant
is low there will be a decrease Employees (as indicated by significant p-values). The p
Engagement in the organization. value is 0.000 which is less than 0.05. Its
shows that there is a positive relationship
a) JOB SATISFACTION between Organizational Culture and Work
A simple linear regression was calculated to Life Balance. If organizational culture is
predict Job Satisfaction based on Culture. A high there will be increase in Work Life
significant regression equation was found Balance in the organization. Also, if
Vol. 02 | Issue 04 | May 2023 201

organizational culture is low there will be a demographic variable of Dependent living

decrease in Work Life Balance in the with you. The results were significant as
organization. shown in below The means have differences
between YES and NO values so the p-value
3) INDEPENDENT T-TEST was significant for all the variables. The p-
Independent samples t-tests were performed values are 0.047, 0.000, 0.001, 0.026 for
to compare the employee behaviour variables Employee Engagement, Work
variables Job satisfaction, Employee Life Balance, Job Satisfaction and
Engagement, Work Life Balance and Organizational culture respectively which
O rg a n i z a t i o n a l C u l t u r e a c r o s s t h e are less than 0.05 so they all are significant.
demographic variable of Gender. The So, we can conclude that Dependents
results were not significant as shown in Living with you value plays a significant
below table 4. role of having impact on employee
behaviours variables (Employee
Engagement, Work Life Balance, Job
Satisfaction) due to Organization Culture.
4) ONE-WAY ANOVA
(Employee Engagement)
a) AGE GROUPS
One -way ANOVA was conducted to make
comparisons between 5 Age Groups for
Employee Behavior:
Employee Engagement.
Table 4. The means of females and males do

not have much difference so the p-value was
not significant for all the variables. The p-
values are 0.994, 0.645, 0.720,0.766 for
variables Organizational culture, Employee
Engagement (EE), Job Satisfaction and Table 5: Age Group Descriptive
Work-Life Balance (WLB), respectively
which are more than 0.05 so they all are not *The Means difference is significant at the
significant. So, we can conclude that Gender 0.05 level
plays no role in having impact on Employee *P Value is significant
behaviours variables (Employee
Engagement, Work Life Balance, Job 5. One -way Anova:
Satisfaction) due to Organization Culture. a) Age Groups
Showed that the p-values are significant for
b) DEPENDENTS LIVING WITH YOU Employee Engagement (EE)for different
Independent samples t-tests were performed Age Groups of Employees. The p-values are
to compare the employee behaviour 0.002 which is less than 0.05 so we can say
variables Job satisfaction, Employee that Employee Engagement differs across
Engagement, Work Life Balance and different Age Groups. But now to
O rg a n i z a t i o n a l C u l t u r e a c r o s s t h e understand exactly which Age Groups have
Vol. 02 | Issue 04 | May 2023 202

a significant p-value we need to do Post hoc Employee Engagement.

Tukey Anova.
5) ONE-WAY ANOVA (Job Satisfaction)
The analysis on Multiple comparisons a) AGE GROUPS
indicates that the individuals belonging to One-way ANOVA was conducted to
age group 2(i.e., 25-29 years) differs make comparisons between 5 Age Groups
significantly from group 3, 4, 5. The mean for Employee Behaviour: Job Satisfaction.
indicates that higher age groups have showed that the p-values are significant for
significantly higher values on Employee Job Satisfaction for different Age Groups of
Engagement Employees. The p-values is 0.002 which is
less than 0.05 so we can say that Job
B) YEARS OF EXPERIENCE Satisfaction differs across different Age
One -way ANOVA was conducted to make Groups. But now to understand exactly
comparisons between 6 groups for Years of which Age Groups have a significant p-
Experience for Employee Behavior: value we need to do Post hoc Tukey Anovat
Employee Engagement.
The result showed that p-values are not

significant for Employee Engagement and
Years of experience for individuals. The
value 0.095 is more than 0.050 which means
Years of experience doesn't impact
Employees Engagement. So, we can
conclude that even if employee is working Table 6 : One way annova
as freshers or is Experienced Employee his
Employee Engagement is not impacted due FINDINGS
to the Organizational Culture. Based on the survey done and analysis of data
following are the findings: -
C) HOURS PER WEEK
One -way ANOVA was conducted to make 1) 95 Males and 55 Females participated in the
comparisons between 4 Groups for Hours of survey i.e. Males = 63.3% and Females =
work per week for Employee Behavior: 36.7%.
Employee Engagement. 2) There were 5 different age groups who
responded to the survey. 99 people belonged
The result showed that p-values is not to 30-39 years age group, 23 people belong
significant for Employee Engagement and to age group 40-49 years, 14 people fall
How many hours they work per week for under age group 25-29 years, 9 belong to
every individual. The value 0.126 is more 50-59 years age group, 5 belong to 18-24
than 0.050 which means how many hours an years age group. So highest number of
individual work per week in their people in the survey belonged to 30-39
organization doesn't impact Employees years age group i.e., 66%.
Engagement. So, we can conclude that even 3) 116 respondents are Married and only 34
if Employee is working 20-30 hours or max employees are non-Married.
like 51+ hours a week Employee 4) 30% of respondents have 10-15 Years of
Engagement is not impacted due to the Experience (45 people) whereas only 3.3%
Organizational Culture. There is no have 30+ Years of Experience (5 People).
relationship between how many hours an Also 26 % belong to 1-5 years, 22.7 %
employee is working in a week and belong to 5-10 years, 11.3 % belong to 20-
Vol. 02 | Issue 04 | May 2023 203

30 years, 6.7 % belong 15 – 20 years of Engagement and Work-Life Balance

experience. Variables are not impacted. Job satisfaction
5) 74 % (111 people) of respondents have has no impact for 40-49 years age group.
Dependents living with them and only 26% 14) Years of Experience Groups have no impact
(3 people) don't live with Dependents. on Employee Engagement Variable. 1-5,
6) A total of 87 people worked for 41-50 hours 10-15, 15-20, 30+ Years of Experience
a week (58 percent). 31 People work 51+ Groups have no impact on Job satisfaction
hours a week (20.7%). Twenty-eight people Variable.15-20 and 30+ Years of Experience
work 31-40 hours a week (18.7 per cent), group have no impact on Work-Life Balance
and only four work 20-30 hours a week. Variable.
7) 25.3 % (38 people) are Extremely Satisfied, 15) Hours per week may not impact Employee
43.3 % (65 people) are Somewhat Satisfied Engagement, Job Satisfaction Factor. There
with their organization. 14 % (21 people) is no connection between work hours and
kept it Neutral, 13.3% (20 people) are the Employee Engagement, Job
Somewhat Dissatisfied and 4% (6 people) Satisfaction. 20-30 Hours and 41-50 Hours
are Extremely Dissatisfied with their of work a week have no impact on work life
Organization. balance...
8) 40.66 % (61 people) thought of leaving their
organization in last one year, whereas RECOMMENDATIONS
59.33% (89 people) dint want to leave their As per the findings and analysis done for the
organization. study, the recommendations are follows:
9) The study found that there is a prominent 1) Directors/Managers and its subordinates
relationship between the Organizational should have good communication with each
Culture and Employee Behavior variables: other resulting in more better understanding
Work-Life Balance (WLB), Employee and collaboration for individual and
Engagement (EE), Job Satisfaction (JS) organizational objective.
10) Demographic Variable: Gender plays no 2) Flexible working hours in IT Sector for
role in having impact on Employee employee engagement, increased work
behaviours variables (Work-Life Balance commitment and job satisfaction.
(WLB), Employee Engagement (EE), Job 3) Proper delegation of authority between
Satisfaction (JS) due to Organization superior and subordinate is recommended.
Culture. 4) Proper HR policies should be designed and
11) Demographic Variable: Marital Status plays implemented related to organizational
no role in having impact on employee culture for better employee retention.
behaviours variables: Employee 5) Provision by HR for effective new
Engagement, Work Life Balance due to employee onboarding process.
Organization Culture but Marital Status 6) The HR should preach and practice
plays a major role in having impact on unbiased reward and recognition for
Employees Job Satisfaction due to employees to boost their moral.
Organization Culture. 7) Before change in corporate work culture
12) Dependents Living variable plays a every employee should be communicated
significant role of having impact on regarding the same for easy adaptability.
employee behaviours variables (Employee 8) Practice of cosmopolitan culture and
Engagement, Work Life Balance, Job freedom of employee's speech is highly
Satisfaction) due to Organization Culture. recommended.
The relationship is significant and positive 9) Organizations should provide all the
for all the variables. trainings, resources required to improve
13) F o r 1 8 - 2 4 a g e g r o u p s E m p l o y e e personal and professional growth for its
Vol. 02 | Issue 04 | May 2023 204

employees because if these are taken care to grow and shine. They should be given
employees commitment and satisfaction complete ownership of their work and
level will be higher and positive. allowed to take decisions.
10) Leaders should highly motivate their 11) Employee's participation in management is
employees and always give space for others recommended.
CONCLUSIONS
The purpose of this research was to investigate and evaluate the impact of Organizational
Culture on behaviors of employees in the IT sector. The research shows that the corporate
culture promotes employee engagement (EE), job satisfaction (JS), work-life balance (WL).
Therefore, corporate culture has been taken as an important parameter to assess whether
employee involvement, job satisfaction, and work-life balance either increases or decreases
due to corporate culture. It can be seen from the observations and findings that the
organizational culture observed in the company defines the relationship between workers and
managers, mutual beliefs, leadership, communication, input and acknowledgement, work
atmosphere, career development and incentives for improvement, job satisfaction, loyalty.
All of these variables influence the efficiency and satisfaction level of the employee.
Ultimately, the study also shows that an organizational culture enables employees to be
creative, motivated, efficient and satisfied leading to increased organization productivity.
From the study it is also proved that the organization should implement and practice those
work culture which can be easily accepted by employees so that employees are comfortable,
motivated, satisfied, energetic and give hundred percent to their work leading to
organizational growth.
Interestingly, the study found that Gender has no impact on Work-Life Balance (WLB), Job
satisfaction (JS), Employee Engagement (EE) behavior variables. The study also found that
there is a direct effect on Work-Life Balance (WLB), Job Satisfaction (JS), Employee
Engagement (EE) behavioral variables when dependents stay with employees. Also, Marital
Status impact the employees Job satisfaction levels. Organizational Culture is part and parcel
of any organization even if employees.
Most of the employees feel that there should be fair means of promotion and recognition in
the organizations to promote better work-life balance and job satisfaction. Organizational
Culture plays a very crucial part for any organization's productivity and growth. Culture is a
core ingredient for impacting employees' behaviors so it should be implemented very
carefully across the organization.
Employees are the main assets of the organizations. So, the effect of the culture will impact
their behavior which in turn will hamper their satisfaction levels and growth rate of the
organization. Proper growth opportunities and trainings provided at organizations foster a
healthy and competitive environment at workplace. Too much of interference of management
leads to employee demotivation and lack of positive working attitude at workplace. If the
employees start getting feelings like being neglected or biased behavior towards them, then
they should make sure that it is communicated to supervisors. This can reduce the impact of
culture and job satisfaction levels can be increased for employees. Fair means of awards and
recognitions incorporated tends to have a positive attitude at workplace. Employees treated
same at all levels in the organizations bring a happy and productive environment.
Flexible working hours, flexible work timings, work from home options are very important
these days for the employee's betterment and so they have to be accepted.
Vol. 02 | Issue 04 | May 2023 205

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Vol. 02 | Issue 04 | May 2023 207

Role of Employee Wellness Programs in Employee Engagement at Work Place

Dr. Vijayalakshmi Kanteti
Professor & Director
AMS School of Informatics, OU Road, Hyderabad
Abstract phenomenon amidst worrying levels of

Employee wellness programs are gaining much performance issues during Post covid. The
popularity these days especially in the wake of corporate environment has become very
covid 19 and became an essential requirement dynamic and highly competitive and employees
for all employees. Living and working during feel stressed and desperate to achieve targets in
pandemic coupled with higher stress levels order to save their jobs. Companies are
exemplifies the need for Employee wellness introducing various such wellness programs in
programs as a major component of Employee collaboration with some trainers. The
Engagement. The present study is a conceptual effectiveness of such wellness programs is still
study that focusses on highlighting the role of being assessed as there is no formula for a
corporate wellness programs in enhancing the successful program. Employees habits,
Engagement levels and how to build a highly behaviour and needs differ significantly and
engaged workforce through various techniques hence research was necessitated to understand
to be followed or rather followed at the work the role of wellness programs and practices in
place. enhancing engagement levels of employees.
Key words Objectives of the study

Employee Engagement, Employee wellness The present study is a conceptual study. The
Programs, Techniques of Employee wellness objectives are set accordingly.
programs • To understand the relation between
Employee Engagement and employee
Introduction wellness programs
Employee Wellness and Employee Engagement • To identify the organizational practices of
go hand in hand. The mental and physical health employee wellness programs which build
of the employee is important to be productive employee engagement.
and being engaged in work. Employees spend at
least one-third of the day at work except the Limitations:
weekend. This has an impact on their wellness The present study is based on theoretical work,
status in addition to other forces stemming from and information is taken from the secondary
personal life. Humans can perform at the data like articles, publications, websites, books,
optimum level only when their health permits opinion of experts, being limited.
them to face all types of challenges. The health In this context, let us understand about
and wellness of its employees usually have a Employee Engagement and Employee wellness
direct effect on the productivity and profits of a programs.
company Companies try their maximum to
engage the employees in order to extract their Employee Engagement defined:
best performance and also to keep them happy, Gallup suggests that engaged employees are
motivated and committed. Many employers “psychologically committed to their work, go
understand this and are ready to commit above and beyond their basic job expectations,
themselves to such wellness programs. and want to play a key role in fulfilling the
mission of their organizations”, whilst
Need for the Study disengaged employees were are said to be
Wellness programs at work place is a recent “uninvolved and unenthusiastic about their jobs
The corresponding author can be reached at vijayalakshmi.amssoi@gmail.com Vol. 02 | Issue 04 | May 2023 208
and love to tell others how bad things are”. Given the clear returns on investment for
Kevin Kruse defines employee engagement as building workers who are both engaged and
“the emotional commitment the employee has to have high holistic wellbeing, leaders can make a
the organization and its goals.” Hence it is substantial difference in their employees'
understood that employee engagement is the performance and lives by including wellbeing
extent to which a staff member's personal goals principles in engagement programs and making
and interests align with the vision and goals of the most. Here are the ways to increase
the organization where they work employee engagement and wellbeing and
improve business outcomes, all at the same
Employee Wellness Programs defined: time.
Well-being is the ability of individuals to
address normal stresses, work productively, and 1. Include employees in the wellbeing
realize one's highest potential. Research shows conversation.
that employees in good health are more likely to Involving employees by asking them to
deliver optimal performance in the workplace. contribute wellbeing on how to enhance
Healthy employees not only have better quality career, social, financial, community and
of life, they also benefit from having a lower risk physical wellbeing both at work and at
of disease, illness, and injury, as well as home, gives a feel to the employees that their
increased work productivity and a greater ideas are counted. The more employees
likelihood of contributing to their communities. contribute to the wellbeing efforts of the
There are different kinds of initiatives that fall in organization, the more they will feel their
the category of wellness programs. Such opinions count and the greater their buy-in
programs are offered with the goal of improving and likelihood to participate will be.
the physical and mental well-being of Employee engagement dimensions
employees and are known to increase addressed:
productivity. At work, my opinions seem to count.
I have the materials and equipment I need to
Importance of Employee Wellness Programs do my work right.
A holistic wellness program can enhance the
overall quality of an employee's life. The 2. Link the wellbeing of each employee to the
following are the key areas of wellness that successful mission or purpose of the
make such programs important at workplaces. organization.
Feeling that one's organization has an
important mission or purpose is a critical
aspect of engagement. To this end, have
employees review the mission of their
organization and discuss how a vibrant
wellbeing culture for each element is critical
to the mission's success. Conversely, how
might the mission help them lead a life well-
lived? Find ways to create reminders of these
connections, whether it's creating posters
explaining how each element of wellbeing is
connected to the mission or hosting on-site
Source: https://www.acko.com/group-health- or virtual opportunities to live out the
insurance/employee-wellness-programs/ mission and culture of wellbeing.
Employee engagement dimension
Relation between employee wellness addressed:
initiatives and employee engagement: The mission or purpose of my company
Vol. 02 | Issue 04 | May 2023 209

makes me feel my job is important. Recognition reinforces what is valued within

an organizational culture. One reason
3. Strongly encourage participation in recognition is such a reliable driver of
wellbeing activities when setting job employee engagement is that if employees
expectations and goals. feel they will be recognized for doing great
Let employees choose the wellbeing work, they will be highly motivated. The
activities best suited to them based on their same principle applies when enhancing
individual wellbeing goals, thus wellbeing. Formalize mechanisms in the
engendering individual accountability and workplace for providing recognition of
ownership. In so doing, this approach wellbeing accomplishments to increase both
simultaneously promotes clarity about an visibility and effort, thus improving
employee's role and a culture of wellbeing, wellbeing and engagement at the same time.
and it does so while honoring each person's And don't forget that it's not just about
unique talents and interests. And remember physical wellness be sure to create a
that employees are often unaware of the recognition mechanism for each element.
programs and offerings that are out there -- Employee engagement dimension
this is a great time to clarify what they have addressed:
at their disposal. In the last seven days, I have received
Employee engagement dimensions recognition or praise for doing good work.
addressed:
I know what is expected of me at work. 6. Follow up to show you care.
At work, I have the opportunity to do what I Have employees submit their interests and
do best every day. goals for wellbeing to their managers and
actively monitor what they are pursuing.
4. Have each employee identify the element Refresh your memory in advance of formal
of wellbeing they feel comes naturally to progress meetings and social events so that
them and at which they are most wellbeing can be easily raised in
successful. conversation. Ask them how they are
One of the manager's most important roles is progressing toward their goals so that when
focusing on the natural strengths of appropriate, you can share their insights with
employees, with strengths-based others. And always be sure to inquire about
management practices yielding a wide array the wellbeing of family members and
of positive business outcomes. To draw this brainstorm how to include them in
out in the context of building wellbeing, workplace wellbeing activities, a critical
have employees in one-on-one or small- driver of improvement over time in
group meetings describe the element of employees' wellbeing. This feedback
wellbeing that they gravitate to most easily. mechanism will significantly enhance how
Learn about what factors in life and work much employees feel cared about a
motivate them to succeed and how they foundational aspect of engagement while
succeed, providing examples for others simultaneously reinforcing a culture of
while simultaneously honoring what they wellbeing.
are best at in their lives and in the workplace. Employee engagement dimensions
Employee engagement dimension addressed:
addressed: My supervisor, or someone at work, seems to
At work, I have the opportunity to do what I care about me as a person.
do best every day. I have a best friend at work.
In the last six months, someone at work has
5. Recognize employees for their wellbeing talked to me about my progress.
achievements.
Vol. 02 | Issue 04 | May 2023 210

7. Create a 'Wellbeing Board of Directors.' that the five elements are important
Have employees identify at least three organizational values. Communication that
people at work who have had the most emphasizes how leadership cares about
significant impact on their wellbeing, and employees' wellbeing -- and the wellbeing of
why each has created a significant impact. employees' families -- can go a long way in
Then have each person write a note to each encouraging engagement and participation
member of their board describing why they in wellbeing programs.
are on the list. Doing so serves as a great Employee engagement dimensions
recognition mechanism for the board addressed:
members while also informally cultivating a This last year, I have had opportunities at
wellbeing mentoring apparatus in the work to learn and grow.
workplace, which is a core aspect of having In the last six months, someone at work has
someone who "encourages your develop- talked to me about my progress.
ment." My supervisor, or someone at work, seems to
Employee engagement dimensions care about me as a person.
addressed: The mission or purpose of my organization
In the last seven days, I have received makes me feel my job is important.
recognition or praise for doing good work.
There is someone at work who encourages 10 Include wellbeing goal setting and
my development. milestones in work reviews and progress
meetings.
8. Create a sharing network to socialize best Research has shown that engaged employees
practices. are much more comfortable discussing their
Whether meeting about work or meeting for wellbeing goals with their manager. But the
fun, pre-assign individuals to different five elements of wellbeing can be
tables, groups or teams. Allow time for each incorporated into progress review
person to say something about their personal conversations in ways that encourage all
wellbeing that is important to them but that employees to pursue their wellbeing goals
they think others might not know. Include a n d d e e p e n t h e m a n a g e r- e m p l o y e e
important tips, such as useful apps or books relationship. One way to start this
that have been read. This can create a conversation is for managers to ask, "Is there
wellbeing social network where it did not an aspect of your wellbeing that I can
exist before and provide the opportunity for support?" And don't forget the critical nature
new thinking regarding pursuing a life well- of routine, ongoing dialogue that occurs in
lived. Not getting together in person due to between more formal feedback sessions.
COVID? No problem -- the same approach The more wellbeing is discussed on an
can be applied using online meeting apps. ongoing basis, the more it will be embedded
Employee engagement dimensions in the culture of the organization.
addressed: This last year, I have had Employee engagement dimensions
opportunities at work to learn and grow. addressed:
I have a best friend at work. This last year, I have had opportunities at
work to learn and grow. I n t h e l a s t s i x
9. Explicitly link each workplace wellbeing months, someone at work has talked to me
activity to at least one of the five elements. about my progress. My supervisor, or
The five elements can help managers more someone at work, seems to care about me as
clearly individualize activities to each a person.
employee's situation through discussion and
by creating a more focused set of goals.
Leaders and managers should communicate
Vol. 02 | Issue 04 | May 2023 211

CONCLUSION:
Wellness programs play a vital role in Employee Engagement when implemented properly.
Healthy habits lead to increased happiness in the work place, Engagement and happiness in
the work place improve physical and mental wellbeing. Employers will benefit from
building upon the relationship between wellness and engagement. A happy and healthy
employee will be a company's best employee. Now more than ever, companies need to
inspire the best in their workforce. By adopting a best-practice approach of addressing
employee engagement and employee wellbeing at the same time and taking practical
actions even when budgets are tight, workers will be more likely to have their critical
psychological needs met, stay engaged and be insulated from the negative effects of the
extraordinary amounts of stress they are experiencing. In this way, leaders of organizations
can play a critical and potentially decisive role in maximizing a job well done and a life well-
lived.
REFERENCES
1. Gallup Employee Engagement Survey (2010) ―Employee Satisfaction vs. Employee

Engagement: Are They the Same Thing?ǁ An ADP White Paper http://www.adp.com/
~/media/RI/whitepapers/Employee%20Engagement%20vs%2 0Employee%20Satisfaction
%20White%20Paper.ashx
2. https://www.cdc.gov/workplacehealthpromotion/initiatives/https://www.cdc.gov/
workplacehealthpromotion/initiatives/resource-center/pdf/WHRC-employee-engagement-
health-wellness-508-h.pdf-center/pdf
3. https://www.acko.com/group-health-insurance/employee-wellness-programs/
4. https://www.forbes.com/sites/alankohll/2018/07/30/your-employee-engagement-strategy-
needs-more-wellness/?sh=3ac5e59542b5
5. https://www.gallup.com/workplace/320108/ways-leaders-improve-engagement-
wellbeing.aspx
6. https://www.peoplematters.in/article/strategic-hr/employee-engagement-as-a-core-
component-of-wellness-programs-34072
7. Wellness Programs and Engagement of Information Technology Workforce M John Britto1 *,

R Magesh, International Journal of Engineering & Technology, 7 (3.1) (2018) 75-81
International Journal of Engineering & Technology
Website: www.sciencepubco.com/index.php/IJET Research paper
Vol. 02 | Issue 04 | May 2023 212

Implementing Data Analytics In Employee Engagement :

A Game Changer
Dr. Gargi Pant Shukla Ms. Pooja Pandey

Associate Professor, Head-People Management,
Doon Business School, Indian Institute of Management
Dehradun Lucknow Enterprise Incubation Centre.
Abstract the technological, research and

Indian startup ecosystem has witnessed a development plays a pivotal role in any most
sumptuous change over the last decade. In the of the startups. Startups are looking for ways
past few years, India is flourishing with increase to improve efficiency and scale up.
in number of startups but more than 90 percent Employee engagement has emerged as a
of startups in the country fail during first few critical driver of business success. One of
years of their journey even after having the key factors could be increase in
innovative ideas and successful technology. For employee engagement. One technology that
a successful business, we need a shift in mindset has the potential to make a significant
from startup to scale up which could be done impact in the area of employee engagement
with an effective leadership style. Startups are is Artificial Intelligence. AI technology can
working aggressively on technology and be used to improve people agility in the
operational front but give quite less importance workplace and increase employee
to managing & engaging their human resources. engagement in the workforce. The term
With dis-engaged employees, startups could not employee engagement related to the level of
be as successful as it could be. Being employee's commitment and connection to
technology driven (AI/ML, Robotics etc) an organization. Highly engaged employees
business, it's the responsibility of management think about the organization and how they fit
to utilize and incorporate these technologies into it, and their ideas lead to better
into HR processes. In this article various AI decisions and scale up the start-ups.
based employee engagement techniques used Employee engagement is a critical aspect of
by different organizations for employee any successful organization. It refers to the
engagement were discussed. level of connection and commitment that
employees feel towards their workplace and
Keywords: their role within the organization. Engaged
Employee Engagement, Artificial Intelligence, employees are more likely to perform at
HR Analytics, Entrepreneurship, Startups their best, be more productive, provide
better customer service, be absent less often,
1. Introduction and stay with their employer for a longer
Andrew Carnegie once remarked, period of time. Employee engagement
“Teamwork is the ability to work together refers to the level of connection and
toward a common vision. The ability to commitment an employee feels towards
direct individual accomplishments toward their workplace and their role within the
organizational objectives. It is the fuel that organization. It is a measure of how
allows common people to attain uncommon involved, enthusiastic, and satisfied an
results.” individual is with their job and the
In today's fast-paced VUCA environment, organization they work for. Employee
The corresponding author can be reached at gargipant.shukla@doonbusinessschool.com Vol. 02 | Issue 04 | May 2023 213
engagement refers to the emotional and experience.

psychological connection that employees
have with their workplace and their job. It b. Virtual coach bots for managers: AI-
encompasses an individual's level of based coach bot helps the manager by
involvement, commitment, and satisfaction providing personalized coaching in
with their work and the organization they developing the skills needed to lead
work for. their teams effectively. This can include
providing guidance on how to
2. Literature Review communicate more effectively, how to
To manage the workforce better the motivate team members, how to handle
organizations are rapidly adapting the AI conflict, and how to make better
system (Hughes, et. al., 2019). Five key decisions. It also helps managers to
s i g n a l s ( a u t o n o m y, b e n e fi c e n c e , develop self-awareness and to identify
e x p l a i n a b i l i t y, j u s t i c e , a n d n o n - areas for improvement. By analyzing
maleficence) of AI responsibility for data from various sources, such as
healthcare practitioners were outlines. The performance metrics and employee
engagement of healthcare practitioners was feedback, these bots can provide
increased with these signals and managers with insights into their
Subsequently more satisfaction, positive strengths and weaknesses as leaders.
attitude and higher usage intention was seen
with the implementation of AI technology c. P e r s o n a l i z e d A I - b a s e d c a re e r
(Wang et.al. 2021). To boost employee development tools : AI-based career
engagement in the new normal mostly development tools can also help
organizations are investing in AI to facilitate employees in identifying address skills
the employees in quality of work life, gaps. By analyzing an individual's skills
diversity and inclusion, and communication and experience, these tools can identify
(Mer and Srivastava, 2023). Organizational areas where additional training or
learning and employee engagement is education may be needed to pursue a
influenced by supervisory support particular career path. The tools can then
(Ogueyungbo, et. al., 2020). recommend relevant courses,
certifications, or other resources to help
3. AI Based Employee individuals develop the necessary skills.
Engagement Techniques
a. Virtual HR assistants/Chatbots: d. Engagement and collaboration AI
These AI-based intelligent assistants are tools: Engagement and collaboration AI
able to provide information on company tools are designed to improve
policies, employee benefits, vacation communication, increase efficiency, and
plans and also helping employees in enhance productivity, ultimately helping
completing the HR forms. They can also teams work better together. These tools
help automate the onboarding process, provide a more in-depth understanding
assisting new hires with paperwork and of employees' perceptions and
orientation. Employees have constant expectations for organizations and
access to these assistants, with which managers, allowing them to respond on
`the productivity of HR team will be time if there are any issues that need to be
improved by saving a considerable addressed.
time, which can be utilized to focus on
other value added activities that e. Mental health chatbots: Mental health
positively impact overall employee chatbots are software applications that
Vol. 02 | Issue 04 | May 2023 214

use artificial intelligence (AI) to provide employee and to build community with its
mental health support and resources employees. According to HRK news bureau
through text-based conversations. These (2023) Companies has taken an initiate with
chatbots can be accessed through a name of 'Share A Thought, Change A Lot',
messaging apps, websites, or mobile in which employees can give the
a p p s a n d a r e d e s i g n e d t o o ff e r suggestions to the management through
confidential and personalized support to drop down boxes or through QR codes and
individuals who may be experiencing every idea will be acknowledged with the
mental health challenges. These AI reward.
powered chatbots are built based on According to State of the Global Workplace:
natural language processing and 2022 Report, only 21% of employees are
sentiment analysis. Depending on the engaged at work and 33% of the employees
assessment and needs of employees, are thriving in their overall wellbeing. In
some chatbots even suggest South Asia 11% of employees are thriving
personalized mindfulness practices. which is the lowest regional wellbeing in the
Research indicated that users feel safe world. In India only 27% of the employees
and comfortable to talk to mental health are engaged in 2021 which is 9% higher than
chatbots the previous year. 50% of the people feels
that it is the good time to change the job now.
f. AI-powered onboarding tools: AI- With the help of Chatbot the check-in
powered onboarding tools are software process moved to self-service computer
applications that use artificial stations, agent roles evolved, enabling
intelligence to enhance the employee employees to focus on more critical, value-
onboarding process. These tools aim to added tasks. The same thing happened for
streamline the process of bringing new bank employees with the advent of the
employees onboard by automating AT M . T r a d i t i o n a l l y t w o - w a y
administrative tasks and providing communication was used as an employee
personalized guidance and support. engagement practice which is now replaced
Onboard chatbots can provide new by Engagement and collaboration AI tools
employees with answers to common such as NLX, Dost, AnswerRocket etc. To
questions, such as information about impart the quality and to boost the
company policies, benefits, and engagement of the employees various on the
procedures. These tools are designed to training programme were conducted by the
make the onboarding process more organization which is taken over by virtual
efficient, effective, and engaging for coach boats which help the managers in
both employees and employers. By developing strategies for team management
automating administrative tasks and and leadership, Lighthouse, Receptiviti,
providing personalized support, these BetterUp, Talla are some examples of These
tools can help organizations retain top virtual coach bot tools use AI and machine
talent and accelerate employee learning to provide personalized coaching
productivity. and feedback to managers, enabling them to
improve their skills and better support their
4. R e l e v a n c e o f A I i n E m p l o y e e teams. They also offer a range of resources,
Engagement in Modern Type: such as webinars, coaching sessions, and
According to economic times to engage assessments, to help managers develop their
over 11000 employee's companies like AIR skills further.
India has chosen workplace to Meta to open To enhance the employee engagement, the
more communication with all the levels of reward and recognition is the standard
Vol. 02 | Issue 04 | May 2023 215

approach but with the progressive thinking Bonusly, Workhuman, Achievers, Fond are
of Gen Z the traditional annual appraisal some AI-based reward and recognition tools
platform doesn't blend well. The companies provide organizations with a range of
are now using AI-based reward and benefits, including improved employee
recognition tools are designed to improve engagement, retention, and productivity.
employee engagement and retention by They also provide employees with
using AI to analyze employee behavior, personalized recognition and rewards,
preferences, and performance to identify increasing their motivation and job
and reward employees for their satisfaction.
contributions to the organization. Kudos,
CONCLUSION
The technology is here to stay. HR managers need to figure out how they can integrate traditional
models with the new technology driven models. They have the ability to use the data to identify
patterns. They need to identify what information they want to access with those patterns and
what goal it will serve.
Robust Data Analytic support HR professional in measuring employee engagement. It helps
create an optimal employee experience starting from on-boarding that will reduce turnover and
absenteeism and increase productivity. Integrating data analytic with employee engagement can
give significant dividends by motivating employees.
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of-change-under-tatas-ai-selects-workplace-from-meta-for-engaging-with-its-11000-
employees/93581857
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development-community-growth/
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Vol. 02 | Issue 04 | May 2023 217

Employee engagement & Its Impact on Employee Well-being
Mr. Ashish Waghe Mr. Narendra Patil

Sr. Manager HR Head HR
Kalyani Maxion Wheels Pvt.Ltd Kalyani Maxion Wheels Pvt. Ltd.
Abstract population and in full time professional 46%

This study explores the effect of employee which higher than global mean of 34%. Current
engagement activities on employee well-being , drive " Make in India campaign with the aims to
a detailed study to identify the employee transform India to global design and
engagement variable that is Engagement , manufacturing human and with good intention
Employee Enablement , Employee to create more opportunities in the private
Empowerment , Innovation & Technology sector , however the employee wellness
Drive , Manager relation , performance program at workplace is the main key of Indian
management , Resources and structure ,Reward Economic progress , The concept of Employee
and Recognition , Senior leadership and last Engagement and employee well-being is not yet
variable Talent & staffing , and data were widely accepted in India , although some
collected 111 employees those are working in multinational corporates offer various
automobile industries , out of that 105 engagement drive and wellness program but it
employees are male and 6 are female is the fact the employee are not that much aware
employees, between the age group of 18 to 60 about the management drive due to lack of
and education level from Diploma to Master awareness , motivation and work load , there is
Degree , the main objective of the study is need to create holistic approach to create a
analysis the impact of above Engagement corporate engagement environment with
variables on employee well-being. There is effective nutrition communication plan to
evidence from the study that various factor generate awareness , sustain motivation and try
influence on employee engagement and its to improve employees lives inside and outside
indirectly affected on employee well-being workplace. A strategic engagement drive with
proper communication for behavioural impact
Introduction with the framework of individual, interpersonal
Over the past three decades , there is and corporate level which can help employees
tremendous industrialization , urbanization and and positively affect on employee well-being.
economic growth , now the most of the Due to this the overall organisational
industries is focusing on industry 4.0. If we engagement environment is great concern,
study about the Indian government industrial organisational support is an important source of
policies, the its resulted in incremental employee engagement , there are lot of studies
percentage in production , as per the December investigate the psychological processes which
2022 data. India increase 4.3 % production and are helpful to promote the employee
Electricity recorded biggest increase 10.4% , engagement.
same in mining sector which is increase by
9.8% and Manufacturing by 2.6% . Today Objective
people are working age 15-64 years which • This article focusing on the effect of
represent the large percentage of Indian Employee Engagement on Employees
The corresponding author can be reached at ashish.waghe@maxionwheels.com Vol. 02 | Issue 04 | May 2023 218
variable. question , if they use interview techniques may

• Study the various engagement drive impact be result will different , the finding are related
of employee Well-being. to Pakistan it cannot corelated with other
countries[2]
Literature Review
According to Saks AM. 2022 Sep 1 , focuses on This article explores the toxic workplace
how HRM practices and system are environment on employee engagement and try
significantly related to employee engagement to focus on toxic workplace environment
and explain the link in between HRM and negatively affected on employee engagement ,
employee engagement , he focus on which directly or indirectly support to
development of such module of caring HRM organisation as well as employee well-being, in
drive and employee engagement and this study used quantitative research approach
organisational climate as well strategies , the and collect the data of 301 workers employees
model indicate the HRM practices on job design in the small and medium industries in China ,
m training & development , flexible work with the intention of find out the relationship of
arrangement , work life balance , participation toxic workplace ensnarement impact on
in decision making , work condition related to employee engagement , the findings from this
health and safety , carer development. The study is there is direct relationship in between
limitation of this article the researcher study toxic workplace and employee engagement ,it
only on the internal organisation climate, he has been also observed from this study that
was not focuses on external factor such as job employee well-being will affect the behaviour
opportunities related to same kind of work of employee and it is contributing factor for
climate and he never define the exact criteria employee engagement , organisation need to
for concern employees how the HRM practices support to increase the employee engagement
will help fulfil those kind of employees to within the work and organisation , it shows that
convert them in engagement activities.[1] employee perceive the support from the
organisation to improve the sense of belonging
This study is focusing on identify the influences towards the organisation .The gap observed in
of workplace cyber ostracism on employee this study, the sample size is small , the larger
online work engagement and their mental well- sample size more clarity, the study is
being by mediating the role of remote work conducted to investigate only small and
challenges such as isolation , work home medium size of industries which can represent
disturbance and absence of communication , the the whole universal, this study not consider the
data was collected about 303 respondents gender effect in the toxic workplace
through on line questioners, distributed environment and employee engagement[3].
virtually ,those are working in private sector in
Pakistan, the data was analyse through This paper is focused Pro-environmental
structural equation modelling PLS-SEM employee engagement , its responsibility
technique, the findings of this study there is towards the sustainability meaningful work,
positive significant impact of employee online this paper find out that how pro-environmental
engagement on employee wellbeing. While job resources like supervisor support ,
reviewing this literature the gap observed that, involvement , information and meaningful
the sample was limited it may not represent all work , personal resources influences pro-
employees those are working in private sector, environmental employee engagement , the data
it may be different if they use comprehensive was collected online self report survey of 285
sample size, they have use online sample fulltime and part time employees between the
Vol. 02 | Issue 04 | May 2023 219

age group 18-89 working across in the empathic and meaningful language with
organisation in Australia, the data were employee during the employee engagement in
analysed by CFA and SEM , it has been time of crises , the meaningful communication
observed that pro-environmental meaningful satisfy the employee psychological need , the
job and engagement we significant , and overall data is collected from 490 fulltime U.S
result indicate that perceived organisational , employee through online survey , the
job and personal resources play motivational management have define the communication
role enhancing the employee engagement, the strategies which are helpful to contribute to
gap observed while reviving this paper the data improve the employee engagement , it most
analysed by CFA which data limit extent to significant factor for employee engagement
which causality can be resolute although also focus on effective internal crises
SEM supported the proposed relationship but communication, the data has been tested by
for verifying the proposal longitudinal data is SEM method, the author focused only on
required , the sample size is small which can meaningful communication which he implies
share the result of all areas[4] that it is the only contribution factor which full
file the psychological satisfaction , but there
This study is investigated the effect emotional other factor which contribute during the crises
and instrumental support with the relationship climate such as team and organisational
of demand of work control with burnout the leadership factors[6].
work engagement , the data was collected from
297 frontline employees from hotpot restaurant Methodology and data collection :
franchise in China , the result shows that The expressive research design was espoused
emotional support is significantly contribute to for this study. The questionnaire was designed
emotional support which is helpful to caring to consider the factor impacting employee
and inspiration , which is helpful to mitigate engagement, job satisfaction and Employee
high work demand and low control, emotional well-being, to understand the effect of
support work conditions, it s found that engagement on employee well being used nine
managerial implication to gain a deeper insight variable such as Employee enablement,
into functional support during job demand. al empower and autonomy, innovation and
social support in the job demand control model. t e c h n o l o g y, M a n g e r , P e r f o r m a n c e
The major gap has observed that the sample size Management, Resources and structure , Reward
297 no's is not represent the whole industry , the and Recognition , Senior leadership , and list
respondent are only frontline employees , it is talent and staffing by designing @ 49 question
not sufficient because there are other employees and using the 1 to 7 scale , one has to represent
are contributing the role for improving the strongly disagree, and Seven represent strongly
employee engagement , they have only focus agree. Since various researchers conducted
on limited variable such emotional support various kinds of research on Employee
and work condition, there other variable like Engagement and impact on Employee Well-
compensation, reward recognition etc. are Being, the descriptive design was adopted as the
playing the major role in employee researcher intended only to project the scenario
engagement[5]. and describe the phenomenon.
According to Tao W, Lee Y, Sun R, Li JY, He Universe

M.2022 Mar 1 mediation process model is most Various employees from the automobile
important which link to leaders related company the total employees are 500. The study
motivational communication , direction , of the whole universe is not required; therefore
Vol. 02 | Issue 04 | May 2023 220

researcher decided to select them by using the TABLE II

sample size calculation @ 5% no's and 95% VARIABLE FACTOR SHOWING MEAN
confidence level. The sample was selected AND STANDARD DEVIATION
using Sample Random and proportionate
sampling techniques. The questionnaire was Factor Mean Standard
sent to 120 respondents. Of that, 111 responded, Deviation
71 were blue-collar, and 40 were white collars. Engagement 5.79 1.55
The data was collected by using an online Employee 5.59 1.48
questionnaire link. The questionnaire was Enablement
prepared to collect data from employees on the
various aspects of rewards and Recognition and Empowerment 5.86 1.37
their Impact on employees and the organization. & Autonomy
Innovation & 5.95 1.36
TABLE -I Technology
DATA ANALYSIS & INTERPRETATION
Manager 5.44 1.30
Sub Blue White
Variable % %
Category (N) (N)
18-25 1 1 1 2.5 Performance 4.02 0.94
26-35 36 51 5 12.5 Management
Age Groups 36-45 23 32 16 40
Resources & 4.25 0.97
46-54 11 15 16 40
55-60 0 0 2 5 Structure
P.G. 22 20 Reward & 5.64 1.46
Education
Degree 18 16
Qualification Recognition
Diploma 71 64
Senior 4.20 0.92
DEMOGRAPHIC PROFILE OF Leadership
RESPONDENTS
The largest group in BC, 51%, fell in 26 to 35,
Talent & 5.92 1.26
and in W.C., 40% fell in the 36-46 & 46-54 age Staffing
category, and the age group 36 to 45 represent
the BC 32 and W.C. 40% and 46 to 54 to The above table shows Ten variables process,
represent BC 15%, the age group 18 to 25 such as Employee Engagement ( M= 5.79 & SD
represent BC 1 % and WC and last 3.33 % = 1.55 ,Employee Enablement (M=5.59 & SD =
Represent the age group 55 to 60. Regarding 1.48. Empowerment and Autonomy (M=5.86
education, the Diploma is the largest group, & SD=1.37), Innovation and Technology ( M-
representing 49.10%, and Degree and Post 5.95 & SD-1.36 ), Manager (M=5.44& SD-
Graduates 34.82 & 16.07%. The researchers 1.30) ,Reward and Recognition ( 5.64 &SD-
asked about a method of Recognition. The 1.46), Talent and Staffing ( M=5.92 & SD
result shows that employees preferred both =1.26), all the above factor positively corelated
kinds of Recognition, Monitory, and Non- with Employee engagement , and Performance
monitory, which represent 68.29 in BC & 66% Management ( M=4.02 &SD 0.94), Resources
in W.C. and B.C. categories, 29.27 % and W.C. and Structure (M=4.25 &SD 0.97), Senior
20% of respondents preferred only the Leadership (M=4.20 & SD 0.92) found
Monitory Recognition method and only 2.44 % negative corelation with Employee
BC & 13% W.C. respondent are in favor of Non- Engagement.
monitory kind of recognition method.
Vol. 02 | Issue 04 | May 2023 221

1. Employee Feed back on Current

Engagement Level
(Fig-03)
(Fig 01) 4. Innovation and Technology drive

towards the employee engagement
Survey shows that majority of 81.4%
employees are happy with current employee
engagement drive which is driven by
company , perhaps management should also
think about 18.6% employees those are not
that much comfortable about current
engagement drive.
2. Employee Enablement
toward Engagement (Fig -04)
The Result shows that 85% employees are

happy with current drive of Innovation and
technology which found good initiative of
organisation towards the employee
engagement.
5. Manger roles towards the Employee

Engagement.
(Fig -02)
It has been observed that majority even

though positive trends of 77%, but need to
focus on natural and disagree percentage
which is 23%.
3. Employee empowerment
& Autonomy towards (Fig.-05)
the employee Engagement.
The result shows that organisation need to More than 79% employee are happy the
keep continue the same drive . current role of manager and its shows the
Vol. 02 | Issue 04 | May 2023 222

organisational culture about the employee factor impacted on employee engagement.

empathy and self esteem , but organisation
need to take care of 21% employees. 8. Reward & Recognition and Employee
Engagement .
6. Organization current performance
system and employee Engagement.
(Fig-08)
It is observed that majority of 87%

(Fig -06) employees are happy with current Reward
and recognition drive which may helpful
In this survey this curtail point , survey convert the 13% employee aligned with
result shows that only 46% employee are current rewards and recognition drive.
happy with current performance appraisal
system & 26% employees are not happy and 9. Senior Leadership &
28% employees are natural ,its shows that Employee Engagement.
organisation really need to focus in this area.
7. Resources and structure & Employee

Engagement
(Fig-09)
The Result shows that senior leadership is

significant factor which impacting on
engagement, because only 35% employee
(Fig-07) are favourable towards the current
leadership style toward the employee
The survey result shows that organisation engagement, 45% have natural opinion and
need more focus on Resources and 19% totally unhappy, the organisation need
Structure, because 41% employees happy take more efforts to change the leadership
with the current policies about resources style which may orthodox belief, there is
and structure , 29% employee are not that need to change the style with suitable with
much comfortable and 39% employees are current engagement drive strategy .
have natural response, which is significant
Vol. 02 | Issue 04 | May 2023 223

10. Talent, Staffing & Employee Engagement (Fig-10)

The Result shows that organisation is really
concern about Talent and Staffing , they
always focuses on retaining the employee to
achieve the business goals ,always attract
well prepared employees, promoting the
best equipped employee to achieve the
business goal, the structural approach for
talent acquisition.
CONCLUSION AND FINDINGS :

From the above study it is concluded that Employee Enablement ,Empowerment & Autonomy
,Innovation & Technology, Manager Style ,Performance Management, Resources & Structure
,Reward & Recognition, Senior Leadership and Talent & Staffing drive plays the significant role in
employee engagement , it has been observed that , the organisation need to more on their current
performance appraisal strategy towards good understanding of job performance and
accomplishment, follow the commitment, support for developing the competencies, clear idea
about my goals and priority, and focus on resources and structure such as care and concern about
their employees, sufficient resources to do work effectively, I well organised work in performing
area and enough people to work get it done and major focus area observed during this study about
leadership style it is also one of significant factor which impacting on employee engagement, the
need to focus in inspiration to do new things, respect about employee feeling, talks about most
important values and belief, expresses the confidence to achieve the goal, and act in a way that
build the respect.
Limitations and Scope for further research
In the context of this study incorporating simple methodology selecting past literature and survey of
limited sample size of 111 employees of manufacturing industry , based on the variable taken, the
same possible variable can give different results in other literature and more sample size of other
industries also , which may give the different result , and it may be the scope for further research.
REFERENCE
1. Saks, Alan M. "Caring human resources management and employee engagement." Human Resource
Management Review 32.3 (2022): 100835.
2. Yang, L., Murad, M., Mirza, F., Chaudhary, N. I., & Saeed, M. (2022). Shadow of cyber ostracism
over remote environment: Implication on remote work challenges, virtual work environment and
employee mental well-being during a Covid-19.
3. Rasool, S. F., Wang, M., Tang, M., Saeed, A., & Iqbal, J. (2021). How Toxic Workplace Environment
Effects the Employee Engagement: The Mediating Role of Organizational Support and Employee
Wellbeing. International Journal of Environmental Research and Public Health, 18(5).
https://doi.org/10.3390/ijerph18052294
4. Albrecht, S.L.; Bocks, A.; Dalton, J.; Lorigan, A.; Smith, A. Pro-Environmental Employee
Engagement: The Influence of Pro-Environmental Organizational, Job and Personal Resources.
Sustainability 2022, 14, 43. https://doi.org/10.3390/su14010043.
5. TWu, T., Yuan, K., Yen, D. C., & Yeh, C. 2022
6. Tao, W., Lee, Y., Sun, R., Li, J. Y., & He, M. (2022). Enhancing Employee Engagement via Leaders'
Motivational Language in times of crisis: Perspectives from the COVID-19 outbreak. Public
Relations Review, 48(1),
7. 102133.https://doi.org/10.1016/j.pubrev.2021.102133
Vol. 02 | Issue 04 | May 2023 224

Employee Engagement:
A Strategic Process to Reach the Top Roi In The New Normal
Ms. Hemangi Dhokte Dr. Ashish K Vyas
Head HR & IR–Human Resource Research Guide,
Actuation Technologies, Emerson ZIBCAR, Pune
Talegaon, Pune (India)
Abstract Lesser Attrition, Higher retention, Job Satisfac-

Employee Engagement is a process which binds tion, Productivity.
an employee with the organisation to perform
beyond the assigned goals to achieve superior Introduction
results. It is the deep rooted belongingness in Why Employee Engagement is Important?
the heart, head of an employee for which the Engaged employees add most value to the
employee often owns every success and failure organization as their work behaviour is
and feels self motivated to walk extra miles for engaged, focused and more aligned to the exact
the improvement purpose. requirements of the business. While after the
Korn Ferry defines a specific competency for pandemic the workplace itself has undergone
achieving this as “Drives Engagement” that massive transformation, where from the
means creating a climate where people are conventional workplace we now work in a
motivated to do their best to help the organiza- hybrid and a virtual workplace. We often see our
tion to achieve its objectives. colleagues and Managers on the camera screens
The term employee engagement emerged in the than in person. In such circumstances, it is
1990s in The Academy of Management Journal highly imperative to keep the employees
as a concept in response to the shift in the engaged enough to retain and be focused on the
attitudes of the workforce. Increased global company and self objectives. The distractors are
competition led to decreased job security and a more in the number than the engagement
more fluid workforce as a result. As employee enablers resulting in creation of a disengaged
turnover increased, it impacted employers' workforce. We need to look at the difference of
ability to stay competitive, and replacement and an highly engaged employee and a disengaged
lost job skills were costly to the business. employee to understand this value chain as
Belonging is at the top of the most recent Global illustrated here-
Human Capital Trends survey with 79% of
survey respondents saying that fostering a sense
of belonging in the workforce was important to
their organization's success in the next 12–18
months. 93% agreed that a sense of belonging
drives organizational performance.
Despite employee engagement being viewed as
positive company-wide, the majority of
employees are disengaged at work. According
to Gallup data, the overall percentage of
engaged workers during 2022 is only 34%,
down from 39% in 2021.
Key Words : Higher Returns, Belongingness, Fig.01- Engaged Disengaged Employees
The corresponding author can be reached at hemangi.Dhokte@emerson.com Vol. 02 | Issue 04 | May 2023 225
When employees are engaged, they are more attention to make sure that the communication
likely to invest in the work they do which leads and employee engagement strategy reaches
to high performing employees. Employees them. It can be achieved by –
who are engaged are more involved and work • Effectively communicate business plans
harder while disengaged employees are likely and strategies for every member of the team.
to only do the bare minimum to get by. This • Encourage open lines of communication
holds for organizations across multi-industries within the company between employees.
including service, manufacturing, IT, telecom • Use an engagement surveys to get the inside
etc. scoop on how employees are feeling.
• Recognize the efforts made by employees
How to Effectively Use Communication to on various grounds and make employees
Engage Employees? feel valued.
We recognise the multiple enablers of • The Managers and Employees need to meet
Employee Engagement, but considering the regularly and communicate via phone,
new normal post pandemic, an Effective email and in person. And the communi-
Communication is a Key Competency that cation isn't just one-way. Successful
builds a strong bond connecting Employees and management responds to employee emails
the Organizations irrespective of their physical and concerns.
locations. We talk about Employee Engagement • Try to make genuine connections with your
so often in the workplace, but many manager employees. Get to know them personally
and leaders are unsure of how they can really and make them feel comfortable talking
know if their employees are engaged. Let's see about personal as well as professional
the key factor of Communication that enables concerns. In a productive workplace, your
and strengthens the employee engagement in employees will feel safe to share ideas,
any organisation especially in context to the challenge the way things are done and trust
new hybrid and virtual workplace- that their managers will support and listen to
Effective Communication - If employees lack them.
relevant, accurate, engaging information and
instruction, we can not expect them to do their How to Measure Employee Engagement?
jobs well. With timely and proper communica- And
tion, employees do minimize the time and How to reap benefits of Employee
resources they might otherwise waste. They Engagement?
also feel excited about their work when There are certain quantifiable things that are
communicated effectively and the results easy to measure such as how many steps you
prospects are shared with them. Employees walk on a daily basis or how many glasses of
start identifying and connecting themselves water you drink per day or how many hours do
with the Vision, Mission and Values of the you read per day. Measuring employee
organization. That includes even hybrid engagement is not that easy, as it is a combina-
workforce or employees who might spend most tion of motivation, happiness, satisfaction, and
of their time in the field. This is the population commitment, which are invisible traits, feeling,
that's most vulnerable to feeling disconnected actions.
from the company. There is no single tool for measuring employee
If a large part of the workforce does not come to engagement which will give a complete picture
the office every day and instead 1) works in one shot. A good dashboard will include a
remotely from home, or 2) spends lots of time handful of metrics that help to learn about
out in the field, we need to pay particular employees. Some of the parameters that may be
Vol. 02 | Issue 04 | May 2023 226

of great help are enlisted below- low employee satisfaction.

Absenteeism is a behaviour that can also
have a severe knock-on effect. A higher
absenteeism rate results in a greater
workload for employees, which, in turn,
causes more stress and job dissatisfaction
rate as a result.
4. Employee Net Promoter Score (eNPS)

Employee Net Promoter Score (eNPS) is
one of the most well-known HR metrics to
measure employee engagement. Organiza-
Fig.02- Employee Engagement Metrics tions often measure it through an employee
engagement survey.
1. Voluntary employee turnover rate This metric is measured by the question “On
Highly engaged employees are less likely to a scale from 1-10, how likely are you to
leave voluntarily – and this reflects in recommend this organization as a place to
voluntary employee turnover rate. Turnover work?” or “Based on your experience, how
is one of the highest costs for any organiza- likely are you to recommend our organiza-
tion, and a lower turnover leads to less tion to a friend or colleague?” Based on the
disruption, greater productivity, and more responses, one can identify detractors,
cohesion. The more satisfied an employee passives, and promoters.
is, the less likely they are to resign.
When employees are supported, have good 5. Employee satisfaction
relationships, are being developed, and feel One of the easiest ways to measure
challenged in their work, they are likely to employee satisfaction is through a simple
have a longer tenure with the organization. survey, which contains a combination of
open-ended and closed-ended questions.
2. Employee retention rate Employee satisfaction takes into consider-
Similar to turnover rate, employee retention ation external factors, such as working
looks at people who stay with organization. conditions, benefits, salary. On the other
A good employee retention rate cuts down hand, employee engagement looks at things
on the costs of onboarding a new employee. such as how an employee is intrinsically
It also increases productivity – the longer motivated and whether they buy into the
someone is with an organization, the better company vision. Although they both look
their understanding of internal processes. similar but Employee Satisfaction Score
This allows employees to do things faster gives a broad idea of Engagement level.
and with greater accuracy.
6. Employee performance
3. Absenteeism Highly engaged employees are likely to
Workplace absenteeism is an indicator of perform very good in their jobs. An analysis
many things, such as poor working of work performance vs. employee
conditions, poor governance, bad leader- engagement would be a clear indicator that
ship, or a lack of work-life balance. It can the two are highly correlated. Improving
also be an indicator of employee satisfaction engagement would lead to an uplift in
– as a high absenteeism rate correlates with performance, and vice versa.
Vol. 02 | Issue 04 | May 2023 227

These are some and not all the parameters the guidance of Mr. Dinesh Samudra –Ex CEO
that explain about Employee Engagement. and Director – Clinivantage to help us to
Every organisation can judiciously decide elaborate more on maximising ROI with
which factors work best for them. Employee Engagement.
Acknowledgement –
Authors of this article would like to appreciate
CONCLUSION:
The Glassdoor Research says that 1.3 point amount customer satisfaction increases when a
Company's employee ratings go up 1 point.
A low employee engagement rate often causes low customer satisfaction, and the other way
around.
An Aberdeen Research report states,
“Customer experiences don't happen in a vacuum. They are the result of employee activi-
ties. Businesses that understand the importance of employee engagement and manage it
through a formal program to align to their customer experience goals achieve far superior
results”.
Oftentimes, customers can be happy, but employees can be burnt out, so it's important to strike
a balance.
It's also important to understand the ROI of high employee engagement. After all, more
engaged employees are more productive, and therefore have a higher ROI.
BestBuy, for example, was able to precisely identify the value of its highest engaged employ-
ees and the impact on operating income. BestBuy found that an increase of 0.1% in employee
engagement results in more than $100,000 in the particular store's annual operating income.
Studies by Gallup have also found that organizations that prioritize employee engagement can
experience a 20% improvement in sales.
An organization can work without a great office, without a great infrastructure but it can never
work without great employees. It can earn money but not respect if the employees are not
happy and engaged , loyal with it.
REFERENCES:
1. Korn Ferry – For Your Improvement- Competency Development Guide
2. https :// www.aihr.com
3. https://www.globalengagementsolutions.com/blogs
4. Oracle Institute
Vol. 02 | Issue 04 | May 2023 228

‘Past, Present & Future of Employee Engagement:

Learning & Way Forward'
Mr. Dattatraya Ambulkar
HR- Management Consultant & Founder
“Involve2Resolve”
Abstract at workplace.
Employee Engagement has been the widely
preferred drive and initiative. The drive Looking at the historical perspectives, multiple
basically focused on Employees is as old as dimensions have been used and referred for EE,
perhaps the industry is. However, it has got which broadly gives the reliance on employee
many dimensions which have evolved the satisfaction, commitment, involvement, loyalty
concept in most need based and customized and sense of pride for the organisation.
manner at the organisational level. Over the
period of time, this has become the much The labour legislation immediately after in the
relevant and progressive approach for the HR Independence, paved the way of EE in Industry
professionals and the Management teams to in our country. The provision of Works
respond to the Employee Engagement. Committee under the Industrial Disputes Act,
1947 can be seen as the pioneering experiment
The quick review throws the light that histori- of EE in our organised sector.
cally, Employee Engagement, (hereinafter
mentioned as EE) has been relatively new term The journey of EE in our country has got the
in the Management work practices. It has also momentum upon the Public Sector got estab-
given to the added perspective and new and lished during late sixties. With the very modest
improved to the HR profession and functional start of EE, the public sector introduced and
managers over the period of time. system of workers participation in Management
at the Enterprise Level. This has its initiating
Historically, EE is a relatively new term in impact of getting the board room entry available
Management as it came into practice in in 2000 to the union activists. Taking clues from this
in a structured manner. Thereafter during 2005, initiative, various steps were taken and initiated
the term EE found the place formally in across the industry. This mainly involved in the
Workforce Magazine, Harvard Business form of Employee Suggestion Scheme,
Review and Washington Post. The concept Organising various events for employee
thereafter, started getting wider acceptability in recognition and so on.
corporate and industry.
After the first phase on liberation, the liberal
It has been the distinct feature that most of the economy particularly for the East brought the
management literature mentions multidimen- new tech work practices. This mainly included
sional approach while mentioning about EE. encouraging employees work practices through
For example, The Chartered Institute of Kaizen, Small Group Activities, Quality Circles
Personnel Development defines EE as the etc. This provided the participative way of
combination of employee commitment to the working to both, the management and workers
organisation. This essentially involves the both at unit level.
concern towards the growth of organisation,
alignment with the organisational values and With the increased and improved responses to
willingness to extend the help to the colleagues the concept and implementation of EE, multiple
The corresponding author can be reached at dattatraya.ambulkar@gmail.com Vol. 02 | Issue 04 | May 2023 229
steps and processes were studied, evolved and across the organisation, it is important to know
implemented. This resulted into providing and and ensure the way you channelize this inner
extending the organisational support including energy source to deliver maximum impact to
the new theories, subject matter expertise which make the effective difference.
has been getting extensive requirement
response across the industry. The Gallop The usual areas focused for employee engage-
Research Group and Great Place to Work ment broadly include various initiatives such as
Institute c employees are an be sighted as the Job Description, Job Engagement, Career
main such initiatives in this regard. Progression, Financial Incentives or rewards,
Recognition and appreciation, Team orientation
The Author No 1 to his credit has got the proven etc.
professional opportunities in the areas of EE
and its implementation successfully in large The above historical and much preferred drives
scale organisations in multiple areas of were the traditional indicators for and in the
Industry. This mainly involved Suzlon Energy areas of EE. In the recent past, the major
Ltd and Jawaharlal Nehru Port Trust (JNPT) to transformation took place due to and during
name a few. The expertise of the author got Corona 19. And its outburst. Like every field in
further backed up by his research based the life and areas of management functioning,
functional approach 'IR: Involve2Resolve'. More that EE policies and processes, its
This professional concept has been awarded the practicing became the sole determining factor
Copy Right and Trade Mark by Government of for EE. Majority of the organisations in Indian
India. The theme of Involve2Resove also got Industry have proved that the can withstand and
spread to various organisations through sustain critical eventuality through the common
professional interactions and customized thread of engagement at enterprise and
guidance. employee level. This even include our MSME
Sector and their proven success story is going to
Key words be the major mile stone in the professional
Employee Engagement, Involvement, journey of EE even at global level.
Employee Satisfaction, Measurement.
Employee Initiatives, Management Interven- To explore the take away of the EE in the
tions, Recognition and Appreciation, Motiva- changed organisational, business and challeng-
tion, Communication, dialogue, Documenta- ing situation by devising revised agenda for EE
tion, Systems and processes. for the organisation. Managements and
Managers to develop, nurture and maintain the
Introduction need-based EE and to make it robust at concep-
Organisations are leveraging the power of its tualization, implementation and execution.
people to create high performance and agile
workforce and workplaces that inspire involve- Literature Review:
ment and innovation. Researcher has reviewed his own concept of
'Involve2Resolve' which provides and spells
It has been now proven beyond any doubt that out the elaborate frame work of involvement of
engaged employees elevate the chances for Mangers and Managements with reference to
success of self and of the organisation, when all the vital factors and aspects related to and
they go beyond their individual accountabili- attributing for EE @ Work.
ties. In this regard the praise, recognition,
appreciation and celebrations remain constant 'Involve2Resolve' has been awarded the Copy
source of energy to the employees. In order to Right and Trade Mark Certification by
deal with the employees and their engagement Government of India. The author has success-
Vol. 02 | Issue 04 | May 2023 230

fully implemented the concept in the organisa- should not be confined only as the HR
tions he worked during his corporate tenure and intervention and Employee involvement in
is continuing in his consultancy and training limited manner. It should rather be taken up as
assignments. Management Mandate having the back up of
employee commitment to the cause of EE at
Reference and reliance has also been given on organisational level. Adequate frequency and
the following publications and documents to consistency in implementation will provide the
substantiate the theme of the research paper. early and essential background to make the EE
successful at organisational level.
Article on The Power of Small Praises by
Shailaja Kaushik published in 'Human Capital Historical Perspectives of EE:
'February 2014. In Indian context, perhaps the Pubic Sector
came as the pioneer in the field of EE. The
'Employee Engagement and Industrial initiative started with the Workers Participation
Relations Climate in Large Public Sector in Management and was further driven up to
Organisations, by Asim Talukdar, published in Workers Directors on the Board. This was
The Indian Journal of Industrial Relations, governed by the governance mode by empow-
October 2013. ering the workers directors' power with some
riders. The Trade Unionism had its own impact
Kudos Culture, case study published in Human and thus the very ambitious policy-based drive
Capital, December 2007. at the national level could not impact across the
industry and workforce.
The Magic of Communication by Arva Shikari
published in Human Capital September 2011. However, it got subsequently evolved that
according to Hay Group (2010) climate affects
Work-life balance: A key to positive work organisational performance by influencing
attitude by Ekta Sharma and Madhuri Jha, employee motivation. The climatic survey
Published in The Indian Journal of Industrial carried out based on the above premise in one of
Relations July 2021. the public sector power company resulted into
following hypothesis-
Work life Benefits and Employee Well Being:
Role of Perceived Organisational Support and Higher the job satisfaction is higher employee
Self efficacy published in The Indian Journal of motivation. Effective leadership behaviour
Industrial Relations October 2020. positively impacts the employees. Salary and
Benefits do not enhance employees
Indian's Best Workplaces published in The motivation.HR function can positively impact
Economic Times 22nd June 2021. employee motivation through EE. Organisa-
tional vales impact positively on EE. Effective
Premise, Processes and Practices of EE: Leadership behaviour improves employee job
The process of EE is established over a period of satisfaction and organisational values.
time and it has thus become the part of Industry
Practice. Resultant of the above and similar types of
studies and experience-based learning came up
In order to ensure successful and effective in the form of the structured and improved ways
implementation of EE policy and process, it is and versions of EE at organisational level.
very essential to make it easy and simple. It
should be ensured that the EE intervention The elaborate and wide structure came up with
Vol. 02 | Issue 04 | May 2023 231

the active and reach based involvement of Make sure that recognition is not too small or
Gallop Research Group which accelerated the too big.
process of EE in industry substantially. Since
the Gallop approach was based on the formula Keep systems and processes streamlined so that
of measuring and mapping of the EE in multiple the timely recognition is ensured.
and business specific dimensions including
providing the EE specific Score Card in the Aligning EE & business:
structured manner, it got wide acceptability and Like employees, EE also impacts on the
wide acceptance across industry. employees and the organisations both. It is
therefore extremely essential to take up and
Human Relevance in EE: execute the EE process focusing the business
Like every other employee focused initiative, needs keeping in view the relevant perspectives
driving EE essentially calls for involvement and of employees. The past and the existing
utilization of Human Capital. EE is attaching practices in this regard can be much helpful.
employees with the organisation through
alignment and commitment. Ensure that the vast and untapped potential is
tapped while proposing, implementing and
Employee engagement has got the positive executing the EE initiatives. While the proven
effect and impact on business including frame work of EE is essential to be followed, the
customer loyalty, productivity, profitability, management need to make it employee centric
sales growth, stake holders return, effective and business specific.
commitment and organisational performance.
Keep in mind that there is deep impact on the
As illustrated above, employee being essen- employee boost up and employee morale both.
tially the key factor in the whole process of EE, While hard cash works for one, another gets
it is extremely essential to check following satisfied with from pubic praise and another's
steps to succeed in EE – spirit is lifted by a simple pat on the back. The
formula of success lies in ensuring the balance
Build a strong foundation with systematic and the balancing act between the enterprise
planning. and employee's expectations through the
organisation specific and customized employee
Check with employees about the rewards they engagement platform.
would value most.
When it comes to EE, communication is the
Vary the rewards depending upon the different foundation for any organisation. It is more so at
employee needs. the worker level since they are the ones who
transform the organisational vision into action
Re-evaluate the reward program keeping it bring it to the reality at the work and workplace.
relevant always.
Here, the magic of words and communication is
Keep performance expectations clear always. very vital. It is to be further ensured that such
workplace communication is reciprocal. This
Carefully define the objective, criteria, can be easily ensured through leadership
behaviours and results. dialogue and employee speak out in the form of
communication. The speak out by one
Ensure that recognition does not get turned into employee who is getting recognised for his or
entitlements. her distinct work contribution under the EE
Scheme, can be motivational tool for many
Vol. 02 | Issue 04 | May 2023 232

others. Some of such selective success stories balancing acts got different shapes. The
are always worth for the corporate reference important aspects of tis processes were that it
and future relevance at the organisational level. got evolved over the period of time and was
specific to the organisational culture and work
Tips such as making and executing effective climate and practices.
and adequate communication plan, taking the
communication seriously and consistently, Thus, came the different types and patterns of
willingness to listen and share, process of EE in respective business areas. It was broadly
reciprocal communication, removing the titled and accepted as 'Clap and Pat' for the blue
communication bottlenecks, planned commu- coloured sector and 'Birthday and Balloons' for
nication strategies are very relevant for every the service sector including IT and IT enabled
manager to facilitate the process of employee areas. With the merits and limitations such
communication in successful manner. systems continued and implemented.
EE to match the climate and culture: At the same time, there were organisations
It is essential to understand that the any which preferred and followed the Gallop
initiative under EE must match to the organisa- Approach of EE which is considered to be
tional requirements, business priorities and robust and proven. The reason for such
employee expectations. The combo of these adherence and acceptability for Gallop pattern
elements becomes the adequate base for the EE of EE has been its wide coverage and concep-
to drive further in the organisation. It becomes tual clarity.
extremely important for the Mangers and
Management to provide the adequate, desired This got further finetuned and refined with the
and employee focused frame work to conceptu- initiative like Great Place to Work since last
alize enterprise level EE initiatives. about 15 years. The initiative provides the path
to organisations for follow and participate in the
A review in this regard reflects that in the new initiative to be a great place to work. The
corporates and industry, the EE has been Great Place to Work Institute to its credit has got
broadly and informally categorized in two the proven frame work clubbed with consistent
segments. Historically it being the white study backed up by updated research. The
collared and blue collared. This further system specific acceptability and the organisa-
indicates the Manufacturing and Service or IT tional credibility attached to the GPTW
enabled sectors in the industry across the approach has certainly provided the new avenue
organisations. for exploring EE at work.
The EE interventions and its execution in both The broad distinction between Gallop and
these broad sectors has been traditionally GPTW with regard to EE is that the Gallop
different and distinct. While it was more on the provides the base and basics for EE by assessing
hard-core workplace improvements, the level of employee satisfaction and measur-
employee's suggestion, employee involvement, ing its index. It also provides the EE score card
innovation and appreciation for blue coloured to the Manger and Management which becomes
employees, it was focused on employee very important reference tool to know about the
recognition and retention-based engagement in EE at functional and organisational level.
IT and service sector industries.
While the theory and practices out of GPTW
Based on the above broad bifurcations, system and processes are based on the concept
however, the moment in and for EE continued of how to feel the employees that they are
with equal spirit. The frame work of EE making working for the great place as their workplace.
Vol. 02 | Issue 04 | May 2023 233

The yard sticks lay down the drives for the implemented by the Researcher is on the basis
employees to carry such feeling and to have the of Employee Recognition and Appreciation
Pride at work based on different factors. This along with Leadership Dialogue and Employee
again, has its proven merits at the corporate and speak out. This was business focused and
organisational level and can have different function-based initiative to motivate particu-
merits for EE as well. It is pertinent to under- larly the blue coloured employees for business
stand and know that need based and customized specific and result oriented work place
approach keeping in view the organisational improvements. It was ensured that the initiative
culture and work practices at the business level should not be confined to mere employee
should determine the approach the Manger and suggesting scheme and appreciation by suitable
Management need to follow towards EE. reward system.
To sum up and summarise, the approach The Business Case here was the large scale of
towards EE by Gallop has been more specific on organisation having multi state and multi
the EE related elements such as Career locational business presence. The business
Progression, Relationship at work, Care and module essentially makes it compulsory for the
concerns, Developmental avenues, Reward and operating staff which in large number, to work
Recognition etc. whereas, GPTW provides the on 24x7x365 basis at a very remote and isolated
wider perspective and frame work at organisa- places. Being away from the family was the
tional level mainly inclusive of responsive way major common concern for the employees.
of managing EE at the apex level such as
balancing and manging the organisational The business pattern and customers being very
expectations and meeting the employee demanding, the functional managers and the
aspirations , Branding of the Employer, management used to face the functional
Improved sense of belonging etc, The preferred challenges in multiple manner. This mainly
phase for the Management and the practicing resulted into concerns such as employee
Manger would be opt for the matching pattern sickness including the home sickness and there
of EE intervention meeting the engagement by resulting into substantial employee attrition.
specific requirements of Employees and
Employer. Practical and participative approach The issue being the concern at the organisa-
in this regard can be useful and is worth tional level, was discussed, reviewed and
exploring. studied at length I the light of
'Involve2Resolve'. The process and approach
Practicing EE @ Work: followed for this purpose included locational
The researcher has conceptualized managerial visits to interact with the employees' concern,
approaches towards EE during his tenure as the focused group discussion with the managers
corporate HR professional. 'IR: involve and employees, getting the feedback on the
2Resolve' provides the functional frame work to existing systems related to employees including
the Manager and Management giving reliance the policy and processes being followed etc.
on involvement at their level in the issues and
concerns related to employees and ensure their Upon collating the inputs as mentioned above, it
resolution as the end result. This would enable was deliberated at length initially with the HR
the management team at the functional level to team, then with the cross functional team of the
respond the employee specific issues in timely mangers and subsequently with the top
and proactive manner. 'Involve2Resolve' thus management of the organisation. This exercise
provides the functional frame work for EE. intern provided the wider base and acceptability
as the management intervention and manage-
The other intervention conceptualized and ment mandate. Employees major concerns were
Vol. 02 | Issue 04 | May 2023 234

incorporated and addressed as the part of the

process. This was actively referred at all the levels of
Management across the industry and the quick
Upon the acceptance by all the internal stake introspection reflects it as under-
holders, the major steps included preparing
elaborate communication and execution plan, When the industry during Covid 19 had very
adequacy with reference to leadership dialogue tough time, industry leadership proved its worth
and employee speak out, recognition and adopting and implementing leading by example
appreciation for the deserving employees, way and in multiple manner. Despite facing
highlighting the employee concerns and its multiple challenges and constrains. And apart
responsive resolution, providing the avenues to from continuing partial or full pay out, introduc-
employees in the areas of sports , cultural ing wellbeing allowance, giving time off for
customs and programs etc with a set frequency. healing to the staff affected by Covid, extending
support to the Cocid victims kin and Extending
The resultant was encouraging. With a much multiplier care and concerns etc.
competitive budget and investment of business
time, at the organisational level the connect The timely healing touch has paid and the in
from Top floor to Shop floor was established in a turn, the employees came out with all types of
visible manner. Employees got the opportunity positive spirits to the organisations. Extended
for innovative involvement and business flexibility and adaptability towards
specific improvements, Recognition and multiskilling including upskilling and
Appreciation was established, the out let and the reskilling was demonstrated and extended at
opportunities provided for the seasonal sports majority of the organisations. To the industry
and cultural occasions reduced the sense of and professional experts, this responsiveness
isolation among the employees which was came from even the unionised sector of
shared as the part feed back system devised and industry.
executed post implementation of 'IR :
Involve2Resolve'. As situation both for employees and employers
was the question of success and survival, the
EE during and after Covid 19: base for EE was survival of the business and
Like all the areas and fields ob business and industry and thereby protecting the employ-
management at global level, the post Covid 19 ment, it was equally challenging for both.
era , particularly the years 2020 and 2021
proved to be the change maker. As all the The researcher has engaged sessions for
processes at work and workplace, under went MSME owners and employees' including the
tremendous changes, the HR processes were sessions including the personalized counsel-
not the exception and the EE processes have ling during Covid 19 and it got revealed that
seen major and unforeseen changes. survival during Covid and success thereafter
was the major priority for the entrepreneurs,
In case of India and Indian companies, despite whereas the employment and employability
the major odds faced by the Covid 19 situation was the two way concern for the employees..
worked defiantly and positively as well. Despite
the unexpected and totally changes and
challenging situation accrues the globe, the
Indian industries particularly those from the
MSME Sector have not only survived and
sustained, but also even created the success
stories in multiple manner.
Vol. 02 | Issue 04 | May 2023 235

LEARNING AND WAY FORWARD TOWARDS EE AND BEYOND:

The EE has come the long way. During last over seven decades, it has seen the transformation
from workers to have their voice through the works committee at the shop floor, representation
at the board level, organisation specific improvements through innovative contributions,
reward and recognition and appreciation in multiple manner.
Apart from the above changes and changed trends and practices in EE, Covid 19 has proved to
be a major change factor and trend setter. This trend is likely to be there for few more years to
come. It will also be the guiding factor and guiding principle based on these trends shall
provide the most experience-based learning for all the stakeholders related to EE at work. This
would include the shift from softer part and processes towards EE such as shifting from
celebrations and events to more business focused, employee specific and focused interventions.
As the managerial perspective to the Employee Engagement and its past, present and future
perspectives, there lies the silver lining that the human specific and vital responses based on
care and concern by the managements and responsive and flexible way of working would be the
deciding and determining factors for EE in India and even Bench Mark in global context.
Vol. 02 | Issue 04 | May 2023 236

Strategies for Quality of Work-life & its Implications on

Employee Engagement – A Review of Research
Dr. Subramanya Manjunath

Former Principal and Dean, SSIMS, Tumkur, Karnataka;
Visiting Faculty: Christ University and Jain University,
Bangalore. Advisor – HRM to Industries and Corporate Trainer
ABSTRACT decisions. Further, employees tend to be happy

In today's changing business environment, the and fully engage in improving productivity
quality of work life for employees has gained when the organisation ensures consistency in
much focus and emerged as a matter of concern improving the quality of work life, which also
for HR professionals. While fast-track career facilitates better business results and the
progression and quick professional gain are the retention of talent. The study concludes by
needs and aspirations of employees today, the advocating that quality of work life has a
quality of work-life is also given more emphasis coupling effect both for the employer and
than ever before by the employers and the employees, and thus it is the primary concern of
employees as well. It is imperative that healthy, an organisation to continuously strive to
capable, and engaged employees are a com- improve the quality of work life of the employ-
pany's capital and a major competitive advan- ees, which facilitates the employees to fully
tage. It is a fact that a highly engaged workforce engage in improving productivity and achiev-
is 50% more productive than an unengaged ing competitive advantage.
workforce. It is presumed that the quality of
work life has a linkage to employee engage- KEY WORDS:
ment, which has implications for employee Quality of work life; Employee engagement;
attitudes, behaviours, and wellbeing as well as Competitive Advantage; Work Environment;
organisational effectiveness. This research aims Feedback and Recognition; Flexibility;
to understand the concept of quality of work life Leadership; Work-life Balance,
and its linkage to employee engagement and
review the strategies that improve quality of Classification: JEL Classification Code – J24
work life and enable the employees to fully
engage in facilitating the organisations to be I. INTRODUCTION
more resilient and effective to gain a competi- Post-economic liberalisation and
tive advantage. It is evinced from the research globalisation have compelled organisations
studies that some of the factors that improve to become more swift and competitive to
quality of work life and impact employee meet the changing needs and demands of
engagement are equity and fairness in pay and their customers. Further, the rapid advance-
rewards; a safe and healthy working environment in technology, particularly from the
ment; meaningful work content and job design; beginning of the second decade of the
career growth and advancement; equitable twenty-first century, has revamped the
treatment at work, feedback, and recognition; changing nature of work and the life styles
work-life balance; the social relevance of work of the employees as well. The organisations
life; and organisational leadership. The findings are finding it difficult and facing a
of the study indicate that quality of work life is a challenging situation to recruit and retain
shared responsibility of both employee and employees because of the ample job
employer, which emphasises the development opportunities available for those who
and involvement of employees in work possess extraordinary knowledge, skills,
The corresponding author can be reached at drmsblr@gmail.com Vol. 02 | Issue 04 | May 2023 237
and abilities. While fast-track career thrust to make them fully engaged in
progression and quick professional gain are achieving organisational objectives and to
the needs and aspirations of employees gain a competitive advantage. Though a lot
today, the quality of work-life is also given of research studies are available on
more emphasis than ever before by the employee engagement, the research on the
employers and the employees as well. quality of work life per se, which impacts
employee engagement, is limited. This
Further, today's organisational scenario is research study is an attempt to explore the
marked by the fast pace of change, intense strategies that fulfil employee needs and
pressure from internal and external sources, aspirations to work with job satisfaction and
changing demographics, and increased use commitment to consistently improve
of technology, which has affected the lives productivity and achieve organisational
of people. It is imperative that healthy, objectives. The paper proposes a conceptual
capable, and engaged employees are a framework that focuses on initiatives and
company's capital and a major competitive strategies that may be a sine qua non for
advantage. In this changing environment, organisations to make their employees fully
quality of work life has emerged as a matter engaged in achieving goals and objectives.
of concern for HR professionals as it relates
to employee engagement. A highly engaged III. OBJECTIVES
workforce is 50% more productive than an · To get an insight into the concept of quality
unengaged workforce. The concept of of work life and its relation to employee
employee engagement is associated with engagement.
workplace culture and organisational · To explore the strategies that improves the
policies and practices, which will have an quality of work life, which impacts
impact on the employee's ability to handle employee commitment, and to engage in
multiple roles between work and life. achieving organisational objectives.
Quality of work life thus has implications · To suggest ways to improve employees'
for employee attitudes, behaviours, and quality of work life that foster employee
wellbeing, as well as organisational engagement.
effectiveness.
IV. METHODOLOGY
The aim of this research is to review the This research study is based on the resources
strategies that improve quality of work life available through online sources from
and enable the employees to fully engage in various published research studies and
facilitating the organisations to be more journals with a focus on quality of work life,
resilient and effective to gain a competitive which was taken into consideration for the
advantage. study. During this review process, the
strategies that facilitate employee engage-
II. RATIONALE OF THE STUDY ment were also taken into account for the
Organizational HR practises play a vital role subject of the study.
in making the employees work with total
commitment and satisfaction, besides V. QUALITY OF WORK LIFE – AN
meaningful job content and leadership that OVERVIEW
determine the employees' decision to In today's global competitive scenario, as
continue and stay in the organization. As the organisations are becoming more and more
employee spends more than one-third of his employee-centric, "quality of work life"
or her daily time at the workplace, his or her (QWL) has become a buzzword that implies
quality of work life needs to be given more the total quality of an employee's work life
Vol. 02 | Issue 04 | May 2023 238

in an organization. When an organisation eliminate hazardous working conditions,

ensures a consistent quality of work life for legislation was enacted during the early 20th
its employees, it benefits the employees, century, followed by unionisation and the
their families, and the organisation as well. labour movement, where emphasis was
In other words, happier employees are able given to job security and economic gains for
to achieve more productivity and bring the worker. During the middle of the earlier
better business results, leading to better century, human relations was given more
employee retention and staying happier push by the psychologists advocating a
with their families. An effort is made positive relationship between morale and
herewith to emphasise an overview of QWL productivity, and reforms were put forward
covering evolution, developments, to acquire equal employment opportunity
progress, and its importance in an organiza- and job enrichment. Later, according to
tion. Walton Richard (1973), the idea of QWL
was conceived, which, according to him, is
The concept of QWL has originated through broader than the earlier developments where
a continuous research process, starting with values, human needs, and aspirations were
F.W. Taylor's Scientific Management given more thrust.
Principles, which created a new awareness
regarding human resources at the dawn of The concept of QWL gained greater
the industrial revolution in the 19th century. momentum after the international confer-
Till then, labour was considered a mere ence held in Toronto in 1972, and the term
instrument of production, ready to work and was conceptualised by Louis Davis. Further,
easily enticed by the lure of money. From the American Society of Training and
then until today, continuous research and Development (ASTD) established a task
experiments have been undertaken to force on the QWL in 1979, which
understand human beings at work and the emphasised the QWL in broader terms as 'a
ways to improve their job satisfaction, value-based process of work organisations
balanced with the aim of the organisations to that enables its members at all levels to
combine better productivity with job and actively participate in shaping the organiza-
employee satisfaction. tion's environment, methods, and outcomes'
and aimed towards meeting the goals of
Further, the theories on motivation and enhanced effectiveness of the organisation
leadership sprouted as the basis for the and improved quality of life at work for
concept of QWL. Maslow propagated the employees'.
complexity of human nature in terms of
needs at various levels of satisfaction as Thus, QWL, whether it can be termed
lower-order and higher-order needs. 'humanization of work' or 'industrial
Herzberg distinguished hygiene factors to democracy' or 'quality of work life," is
maintain a reasonable level of motivation, interchangeably used to denote in the same
which can improve an employee's perfor- sense, which refers to emphasising extrinsic
mance, and McGregor, in his Theory Y, and intrinsic job factors and other aspects
endorsed that under proper conditions, like empowerment, autonomy, employee
people have the potential to work with participation in the management process,
responsibility. fairness and equity, social support, use of
one's present skills, self-development, a
Furthermore, the evolution of QWL is meaningful future at work, social relevance
characterised by several phases. To protect of the work or product, and effect on extra
workers from job-related injuries and to work activities. The core of the term "quality
Vol. 02 | Issue 04 | May 2023 239

work life" is the value of treating the worker Indeed, managers, or as leaders, play a
as a human being and emphasising his critical role in visualizing, promoting, and
development and involvement in work driving employee engagement initiatives,
decisions. and as such, they are responsible for
ensuring a healthy and engaged workforce.
VI.PERSPECTIVES ON EMPLOYEE However, HR managers are primarily
ENGAGEMENT responsible for the implementation,
In today's competitive environment, the coordination, and evaluation of employee
survival, success, and sustainability of an engagement initiatives.
organisation are directly proportional to the
skill level and commitment of the employ- As employee engagement is the key
ees. While the employees are the determin- differentiator for innovation and organisa-
ing factor in meeting the desired objectives tional growth, it is important to note that
of an enterprise and taking the organisation engagement, whether positive or negative,
forward in achieving competitive advan- is contagious at the workplace, and hence
tage, engaging them fully is the major consistent efforts should be made by the
concern of organizations. Unlike the managers to motivate employees and
employees of yesteryears, the new genera- engage them positively in achieving
tion workforce shows a higher tendency to company objectives. Employee engage-
be 'distracted' and 'disengaged' at work ment can be classified based on the
unless they are empowered, committed, and perception of how an employee feels about
perceive themselves as part of the organiza- his or her work and the company, such as
tion. Hence, it is imperative that the need for highly engaged, moderately engaged,
employee engagement be of primary somewhat disengaged, or disengaged.
importance and that adopting a suitable Highly engaged employees feel themselves
strategy for effective employee engagement to be part of the company, connect them-
be of the highest degree. In simple terms, selves passionately with the organization,
employee engagement is an employee's and motivate others. Moderately engaged
psychological commitment and connectiv- employees tend to possess a favourable
ity to work and the workplace. In other outlook and show reluctance to come
words, they find a sense of fulfilment from forward and take on new responsibilities.
their job, show eagerness for their profes- Somewhat disengaged employees lack
sional growth and the company's growth, motivation, are not connected to work, seem
and care about their work, their peers, and to wait for outside opportunities, and pose a
the company. It is necessary to note that risk. Disengaged employees have a negative
there is a clear distinction between opinion about the company and tend to
employee satisfaction and employee express their dissatisfaction often; they are
engagement. While employee happiness is disruptive at the workplace and undermine
transactional and a state of mind for an company culture. It is revealed from
employee who may not feel inspired to go research studies that engaged employees are
above and beyond their basic responsibili- an asset to organisational growth to achieve
ties, employee engagement is a competitive advantage and a higher rate of
transformational, and an engaged employee employee retention besides profitability and
is proactive, innovative, eager to suggest growth.
improvements to boost business, and
committed to the success of the organiza VIIFACTORS IMPACTING QUALITY OF
tion. WORK LIFE
The increasing needs and demands of the
Vol. 02 | Issue 04 | May 2023 240

customers and the changing nature of work and healthy and go back home with
have necessitated the organisation to satisfaction, and when they come back
redefine the work culture, thus emphasising the next day with a happy mood to the
more the quality of employee work life. In work place, it is an indication of the
addition, organisations have gained more quality of the work lives of the employ-
impetus on strategies to improve the quality ees, which fosters improving productiv-
of work life for employees at the workplace ity.
through various research studies and
interventions. It is implied that when the 3. Meaningful job content and opportunity
employees commit and enjoy what they do, for growth: In today's competitive job
it naturally results in improving organisa- market, employees look for a career that
tional productivity. The following are some enables them to develop their profes-
of the factors that impact QWL, which sional skills and gives them a wide
facilitates the engagement of employees at spectrum of hopes to advance their
all levels to participate actively and knowledge and skills. They look
efficiently in shaping the organization's forward to challenging assignments
environment, systems, and processes and in from their employer to improve their
driving the organisation to achieve competi- learning in lieu of mundane activities
tive advantage (Walton, 1973). where there is no scope for learning.
Hence, it is important for organisations
1. Equitable Pay and Rewards: Studies to design jobs in such a way that they
indicate that there is a significant provide a variety of tasks to make the
relationship between employee job employee's job more interesting and
satisfaction, pay and benefits, time spent challenging, thereby improving the
at the workplace, and working condi- quality of work life.
tions (Lawler 1984). As compensation is
an important parameter of an employee's 4. Career growth and income stability are
job, it affects his family life and quality two important factors for improving the
of work when the pay and benefits do not quality of work life for employees.
commensurate with the job they do and When the employees feel there is an
the efforts they put in. Further, it is opportunity for upward career growth
important to note that the monetary and are fully aware of their career path,
benefits as part of the extrinsic they tend to perform their tasks more
motivation of the employee are as vigorously to be on the fast track,
important as the intrinsic motivation. provided they are given timely feedback
When the employees are dissatisfied or and their performance is recognised by
discontented with their work or the pay their superiors. Further, when the
and rewards they get, it results in a employees feel secure about their pay
decline in productivity and engagement and benefits to meet their family and
towards the company's goals. personal requirements, they tend to
perform their tasks with vigour and
2. Safe and Healthy Working Conditions: commitment, which impacts the quality
It is an important prerequisite for an of their work life.
organisation to ensure a safe and healthy
working environment for their employ- 5. Equitable treatment at work: It is the
ees, as they spend one third of their daily general expectation of the employees
time at the workplace. When the that they should be treated fairly and
employees feel their workplace is safe equitably at the workplace to improve
Vol. 02 | Issue 04 | May 2023 241

the quality of work life, such as through relevant to society. In addition, the
recognition of superior performance and employees feel prestigious to work for
contribution, rewards and promotions organisations and to be associated as
based on merit, giving and receiving part of an organisation that cares for
feedback, developing a collaborative societal concerns, such as protecting the
work group, maintaining an interper- environment, sponsoring NGO's, and so
sonal and cordial relationship with on, which apparently facilitates the
superiors, empathetic listening by commitment of the employees to
superiors to their concerns, creating an improving productivity.
atmosphere of pleasantness at work, and
so on. When the organisation ensures VIII FACTORS IMPACTING EMPLOYEE
these factors are given due importance ENGAGEMENT
and implemented as a system, it is From the organisational perspective,
imperative that employees have the right engaged employees are viewed as human
choice and place to work. capital assets wherein their knowledge,
skills, and abilities are best utilised to the
6. Work-life balance: Though it is always a optimum level to improve products and
matter of concern for the organisations services and to enable the organisation to be
to strike a balance between the more innovative. Further, engaged employ-
employee's personal and professional ees also mean to the organisation a deeper
lives, the present global and competitive commitment from the employees with
environment and the continuous planned leave, a decline in accident rates,
demanding nature of the customers have reduced absenteeism, and a collaborative
forced the organisations and employees approach among employees besides taking
to be more challenging, which may lead ownership and accountability to the
to occupational stress and restlessness assigned roles and striving to continuously
that cause health hazards. Hence, many improve productivity. It is observed from
organisations are keen and have taken various research studies that some of the
initiatives to improve the quality of work factors that foster employee engagement are
life of employees and overcome indicated herewith.
occupational stress by educating and 1. Organizational leadership is the
organising health programs, giving cornerstone of engaging employees to
options of flexibility in work schedules, the desired level, as the leaders play a
working from home, staggered timings, central role in shaping culture and the
child care programs, family medical working environment, and it will further
facilities, counselling sessions, and so boost recruitment and retention of
on, to facilitate the employees in striking talents when they demonstrate their
a balance between work and life while dedication to the organization's core
maintaining and improving their health values through real, impactful actions
resulting in QWL. and behaviours.
7. Social relevance of work life: In today's 2. When the employees feel they are
business environment, quality of work valued in a work environment that cares
life is also concerned with the organisa- for and nurtures them and in a culture
tional relevance of working in a socially that provides flexibility and a work-life
beneficial manner. The employees balance to facilitate their overall well-
perceive that their self-esteem would be being, this impacts employee engage-
high if their work found to be useful and ment.
Vol. 02 | Issue 04 | May 2023 242

3. Meaningful work content is one of the relation to this, organisations that

essential criteria for employee engage- provide inclusive work environments
ment because it gives them a sense of that foster honesty and transparency are
purpose, and when they feel passionate becoming increasingly important for
about the work they do, they tend to employee engagement.
perform their jobs with greater enthusi-
asm, which not only impacts engage- IX.STRATEGIES TO IMPROVE QUAL-
ment but also enhances morale, ITY OF WORK LIFE
performance, and overall job satisfac- It is a constant endeavour of an organization
tion. to hire the best talents and achieve optimal
output to improve performance, productiv-
4. Feedback and recognition are important ity, and growth. At the same time, an
tools to improve organisational employee or a new incumbent looks forward
communication and are essential to working for the best employer where
components of employee engagement. there is a continuous opportunity to improve
An organisation that encourages two- his knowledge, skills, and abilities, a
way communications builds trust challenging and autonomous work environ-
between employees and the employer ment, supportive and cooperative superiors
and facilitates organisational decision- and team members, and job satisfaction,
making. besides equitable pay and recognition for
the good work done. Thus, it is obvious that
5. When employees perceive and experi- QWL is a shared responsibility of an
ence that their jobs provide learning and employee and employer as well, where both
growth opportunities, they are more have a crucial role to play. In today's
likely to be engaged. Further, when the technological and competitive work
organisation creates opportunities to environment, employees are more demand-
advance their knowledge and skills ing than in earlier years and tend to have
through training and development that higher expectations from the employer by
will have an impact on their ability to virtue of their talent and potential. Hence,
engage in and excel in their jobs. there is always a scope to review and refine
the HR initiatives periodically to improve
6. In today's knowledge-based economy the quality of work life for employees,
and hybrid work environment, employ- which in turn facilitates engaging them fully
ees seek autonomy to handle their in achieving the desired organizational
assigned roles and projects well. objectives. The effectiveness of QWL for
Further, when they perceive trust and employees depends on the nature, type, size,
belief from their leaders, they also and capabilities of an organization. The
develop trust in management, indicating following are a few that are elucidated from
reciprocity and fuelling engagement. research studies and may be applied across
organizations to improve the quality of work
7. Unlike yesteryears, employees of today life for employees.
seek a clear demarcation of their time
between personal life and professional In today's hybrid work environment,
work, or, in other words, 'work-life flexibility in employee work schedules is
balance.' Besides, they look forward to visible as one of the most common strategies
and value team members with diversity, in organizations, irrespective of the sector,
unique qualities, different backgrounds, as today's workforce values flexibility in
experiences, and perspectives. In their work more than salary or other
Vol. 02 | Issue 04 | May 2023 243

benefits. That too, post-COVID has tasks, receive timely recognition for their
necessitated organizations to extend the performance excellence, and feel a sense of
benefit to their employees through work belonging and personal care from the
from home (WFH) and flexibility in their organization, it is obvious that there is an
schedules, where employees feel comfort- improvement in the quality of their work
able balancing their professional and life.
personal lives.
X. QUALITY OF WORK LIFE LINKAGE
Followed by flexibility, autonomy at work is TO EMPLOYEE ENGAGEMENT
an important strategy to improve QWL is Quality of work life and employee engage-
perceived by the employees as an intrinsic ment are two important aspects of an
motivator and a key driver of performance organization from the perspective of its
and well-being. The younger knowledge employees. While QWL emphasises the
workforce looks forward to autonomy, or quality of the performance of employees,
simply self-determination, in their work, engagement focuses on improving produc-
which encompasses competency and tivity and enabling the organisation to
relatedness. While competency refers to an achieve its goals and attain sustainable
individual's ability to complete their tasks business. Indeed, QWL is related to
through a mastery of relevant skills, flexibility, work environment, job content,
relatedness is a sense of belonging and employee job satisfaction, HR policies,
social cohesiveness with others. Further, the equitable pay, rewards, recognition, work-
employees are keen to have freedom in the life balance, and the like. Employee
design of their work schedules, the distribu- engagement is in conjunction with organisa-
tion of tasks among their group members, tion values and ethics, leadership, commu-
and decision-making within their work nication, employee commitment and
schedules. The employees perceive their job motivation, a culture of diversity, a collabo-
as interesting and enriched when their job is rative work group, and a sense of affinity
designed with meaningful work content and perceived by the employees for the organi-
is challenging, and they find there is zation. It is evident from various research
continuous opportunity for their advance- studies that there is a significant and positive
ment of knowledge and skills. However, the relationship between QWL and employee
degree of enrichment determines the degree engagement. As QWL is a shared responsi-
of QWL. Further, QWL becomes effective bility of the employer and employees, the
when the employees perceive there is a free benefits of QWL initiatives are also realized
flow of upward and downward communica- by both. While employees believe that
tion about the various aspects of the having good QWL initiatives enables them
organisation and receive timely feedback to grow in their profession and perceive
about job performance and other specific satisfaction at work, the employer also sees
communications that may be relevant to the benefit in terms of talent retention and
them. Furthermore, the employees enjoy improvement in performance. Similarly,
QWL when they find their workplace is a when the organization demonstrates value
pleasant place for learning, has an ambience and ethical leadership through a clear and
filled with harmonious working relation- transparent approach to communication, a
ships among colleagues and between supportive and pleasant work environment,
employer and employees, and is a place and a culture that makes employees feel like
where they feel comfortable working with they are part of the organization, all these
good HR policies. In addition, when they are facilitate their engagement in improving
involved in decision-making related to their productivity and achieving competitive
Vol. 02 | Issue 04 | May 2023 244

advantage. organizations ensure consistency in the

quality of work life, which may also
XI.DISCUSSION AND FINDINGS bring better business results and
The rapid technological advancements and facilitate talent retention.
changing nature of work have necessitated 4. Quality of work life is a shared responsi-
organizations redesign their work cultures bility of an employee and employer,
to suit today's knowledge workforce. It is where both have a crucial role to play.
imperative that organizations strive to 5. The quality of work life emphasizes the
improve quality of performance, retain quality of performance of employees;
talents, and place more emphasis on engagement focuses on improving
engaging employees to drive them towards productivity and enabling the organiza-
realizing business goals and achieving tion to achieve its goals and attain
competitive advantage. Further, organiza- sustainable business.
tions have realized that by continuously 6. Employee engagement is the primary
improving the quality of the work lives of concern of an organization since its
employees and creating a value-based survival, success, and sustainability are
organizational culture, they can improve the directly proportional to the skill level
quality of their performance and engage and commitment of the employees.
their employees as well. The findings of the 7. Employee engagement is the key
study are summarized as follows: differentiator for innovation and
organisational growth, and hence
1. Quality of work life, which also refers to managers and leaders play a critical role
humanizing the workplace, emphasizes in visualizing, promoting, and driving
employee development and involve- employee engagement initiatives.
ment in work decisions. 8. Engaged employees exhibit a deeper
2. When the employees commit and enjoy commitment to the organisation by
what they do, it naturally results in taking ownership of and accountability
improving organizational productivity. for the assigned roles and striving to
3. Employees tend to be happier and continuously improve productivity.
achieve more productivity when
CONCLUSION :
In today's competitive and hybrid working environment, the knowledge workforce have
compelled the organizations to redefine the work culture with more flexibility and necessitated
continuous improvement in quality of work life. Indeed when the employees experience a
pleasant work culture and satisfy in their assigned roles and perceive their job content consis-
tently provide them advancement in knowledge, skills and capabilities, it facilitates them to
engage in improving productivity and leads in business sustainability. Thus improving quality
of work life has a coupling effect both for the employer and employees. Hence, it is the primary
concern of an organization to continuously strive to improve quality of work life of the employ-
ees which enable the organization to achieve competitive advantage.
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Vol. 02 | Issue 04 | May 2023 246

Employee Engagement Strategies and its Impact on the

Employee Mental Health & Well-being:
A Case of Indian IT Industry in a Post-Pandemic Scenario
Dr. Pushpa Kataria
Associate Professor,
Doon Business School- Dehradun
Abstract ness, and disengagement feelings. Such

While the world had reeled under the devasta- disengagement feeling among employees
tion of the coronavirus pandemic, at a time further hampers their mental health and well-
when physical health is the most threatened, being. Employee engagement is defined as “the
organizations were struggling hard to pay level to which employees are passionate about
attention to mental and emotional well-being. their work.” Engagement has been correlated to
The existing research article aims to study the the levels of motivation, interest, and rewards
effects of employee engagement strategies on for doing the work that they perceive. During
his/her mental health and well-being. the COVID-19 pandemic, maintaining
The article also tries to point to a way forward employee engagement has been a major
out of this situation. The mettle of HR leader- challenge for organizations worldwide. With
ship all around the world has been repeatedly many nations, undergoing lockdown overnight,
tested in the past three years and will continue to there was scarcely any time for preparation of
be tested further still. Therefore, taking the case any sort. Most of the organizations switched to
of the Indian IT sector, an earnest effort has been work from a home model, and adults experi-
made to identify the role of employee engage- enced with technology in the workplace were
ment strategies impacting their health and well- preferred more. Over the first half of the year
being. A multiple Regression tool has been 2020, the backdrop of the COVID-19 pandemic
explored to measure the impact of employee created a sudden shift to work-from-home for
engagement strategies on employee health and millions of employees all around the world
well-being in the Indian IT sector. (Lenovo, 2020). Many integrative approaches
were floated, in order to understand the
Keywords: implications of COVID-19 on the concept of
post-COVID-19, employee engagement; work and organizations while also exploring
Mental Health & Well-being Disengagement, what future (Kniffin, Narayan, van Vugt, et al.,
hybrid work patterns 2020). Hence it was found that there existed a
huge impact of the coronavirus pandemic on the
Introduction: mental health of employees worldwide,
Post Covid-19 pandemic has changed the especially psychological changes and depres-
quality of work-life at workplaces. From sion (Hamouche,2020). On the other hand, HR
working at offices to remote places, from home policymakers identified that the majority of the
to a hybrid mode of working, employees and employees were found to be enjoying the
employers have undergone a tremendous flexibility of the current working conditions and
change. The pandemic created critical chal- reported that they are able to achieve 80% of
lenges and hosted various workplace maladies- their work expectations efficiently while
mass resignation, quiet job exit, emotional and utilizing a hybrid model (Bahman and Al Enzi
mental imbalance, and conflicts between (2020). Effective leadership also played a great
employees and managers. Research studies role in dealing with stress (Li, Ghosh, and
have explored that employees in the post-Covid Nachmias, 2020), A leader's life experiences
scenario still suffer from insecurity, restless- and their unique leadership styles and strategies
The corresponding author can be reached at pushpakataria@doonbusinessschool.com Vol. 02 | Issue 04 | May 2023 247
to deal with the challenges suddenly provided scenario in the Indian IT sector.
possible solutions to employees to mitigate the 2. To study the role of employee engagement
causes of stress (Gedro et al., 2020). A strategic affecting the health & well-being of
flexibility-based approach to management employees working in the IT sector in India
helped in formulating post- covid actions and during Post Covid Scenario.
execution (Yawson, 2020). HRM practices 3. To suggest a holistic model of employee
adopted by organizations incorporated in-depth engagement in mitigating challenges to
application of employee engagement practices employee health and well-being.
during the COVID-19 lockdown (Chanana and
Sangeeta, 2020) as the organizations were too Hypothesis:
bombarded with strategic challenges (Collings, H01=There is no significant impact of
McMackin, Nyberg, and Wright, 2021). There employee engagement strategies on the mental
were novel issues cropped up due to the health & well-being of employees
breakdown of the pandemic and thus provided
an urgent need to address the drastic changes Methodology and Discussions:
that had occurred in the professional lives of all For the purpose of the research, primary data
humans during the assault of COVID-19. The was collected using a well-structured question-
impact on the health, emotions, and mental state naire. An In-depth interview method has also
was unimaginable. No doubt, this has had an been explored at times due to the limitation of
impact on the work as well (Hoff, 2021). time. Secondary data was collected from
Further during that tough time, human Interests governmental and nongovernmental websites.
and values delineated the process of change that The questionnaire was administered through
organizations all over the world were going Google Forms among regular and permanent
through (Amis and Greenwood, 2021 ). Hence employees working in the IT sector in areas of
The HR systems, work relationships, and Noida, Gurgaon, and New Delhi. Responses
culture transformed in engagement and were collected from 304 employees out of
retention of employees amid and post- which only 139 were found complete and error-
pandemic Scenarios in India. The major impact free.The questions used in the engagement
of the pandemic resulted in a health crisis as it survey were especially directed toward the
created a lot of creating considerable uncer- organization's employees to determine their
tainty among employees. Moreover, many level of engagement and its relationship in post
establishments ignored prioritizing employees' covid scenario. The respondents contacted for
mental and emotional needs due to business the survey were associated with leading
losses during the lockdown period, which to a organizations. The data has been analyzed using
certain extent compromised their engagement SPSS 20. A linear model has been explored to
at the workplace and well-being. Thus, the analyze the impact of employee engagement
present study was conducted in the post covid strategies on mental health & well-being.
scenario in the Indian IT sector to understand Further, the reliability of data has been checked
what factors affected employees' health and using Cronbach Alpha which shows that data is
well-being, the study examines the key drivers relatively reliable, the value obtained was
of employee engagement under the current above 0.70, proving it to be an acceptable
health and wellbeing context. Through this indicator of internal reliability. The result is
research the following objectives are framed: shown below in table 1.
Objectives of the study: Cronbach's Alpha N of Items

1. To study the main factors of employee .728 20
engagement and its association with health
& well-being in the context of Post Covid Table 1: Reliability Statistics
Vol. 02 | Issue 04 | May 2023 248

In the study, seven factors were chosen to assess significant variable (i.e., it is a good fit for the
employee engagement which included 23 data). On the other hand, the Coefficient table
variables. These seven factors were: also provides the significance of the statistics.
• Job satisfaction. Table 2: Model Summaryb

• Meaning and purpose of a job. Model R R Adjusted R Std. Error of
Square Square the Estimate
• Culture of the organization.
1 .658a .433 .429 1.074
• Work environment.
a. Predictors: (Constant), Employee Engagement
• Career development & enhancement Strategies
opportunities. b. Dependent Variable: Mental Health & Wellbeing
• Digital work experience at the workplace
• Supportive management and leadership. ANOVA a
The conceptual model used in the study to Model Sum of df Mean F Sig.
measure the impact of employee engage- Squares Square
ment on the mental health and well-being of Regression 118.812 1 118.812 102.978 .000b
the employees has been depicted in the Residual 155.758 135 1.154
below graph: Total 274.569 136
a. Predictors: (Constant), Employee Engagement
Strategies
b. Dependent Variable: Mental Health & Wellbeing
Post
Employee Covid Scenario Mental Coefficientsa
Engagement Health & Model Unstandardized Standardized t Sig.
Strategies Well Being Coefficients Coefficients
B Std. Beta
Error
(Constant) .825 .242 3.401 .001
Employee
Figure 1 : Conceptual Model, Employee Engagement .664 Mental
.065 Health & Well
.658being10.148 .000
a. Dependent Variable:
Engagement Strategies and its impact on Strategies
Mental Health & Well-being.
Findings:
A Linear Regression model has been explored Out of 139 respondents, 112 (80.5%) highly
to assess the impact of employee engagement agreed that still in the post-pandemic era, they
on the Mental health &Well-being of the underwent high levels of mental pressure which
employees. The result was measured using they could overcome only with the interven-
SPSS. The model summary below provides the tions of employee engagement strategies
R and R2 values. The R-value represents the adopted by their organizations.
simple correlation and is 0.658 (the "R" When they were asked about how they would
Column), elucidating a high degree of correla- rate their mental health immediately followed
tion while The R2 value indicates the degree of by the pandemic, on a scale of 1 to 5, 109
the total variation in the dependent variable i.e., respondents (78%) gave a rating of 4 out of 5
Mental health & well-being that can be (Justifying moderate presence of mental
explained by the employee engagement health). Further, when questioned about the
strategies and has been measured at 43.3% engagement strategies behind their work,
which is satisfactory. Hence the null hypothesis 41.1% answered “interest”, 18.9% answered
is rejected. “self-development”, 28.1% answered “need”
and 11.9% answered “recognition”.
From the ANOVA table it is obviously clear that
the p-value is less than 0.05, and is justified that,
overall, the regression model is a statistically
Vol. 02 | Issue 04 | May 2023 249

CONCLUSIONS
People have expressed that they felt disconnected from their colleagues, and the communication between
their colleagues has decreased during and post-pandemic scenarios. No lunch breaks restricted peer
relationships to merely professional ones and the employees were unhappy about this. Indeed, people have
reported that most of their work goals were accomplished. Due to the pandemic and reduced certainty of
life, many people have admitted to experiencing worry-induced insomnia. Which in turn has an adverse
effect on the mental health and well-being of an employee. The fear of death had too gripped many and
some have even experienced face to face with this particular fear. Few good organizations have extended
helping hands to their employees in the form of engagement strategies which resulted in positive ways for
both employees and organizations.
RECOMMENDATIONS
In order to maintain informal work relationships, management should ensure that team-building exercises
and informal peer activities are not neglected. Eg. TGIF, extra time in meetings should be given for people
to catch up. HR managers, when dealing with our employees, should take care to look at everything with a
compassionate perspective, with the deep conviction to make a difference in society, exercise caution due
to the circumstances, and encourage cooperative progress. With regard to mental health and well-being of
employees, psychological advice should be made accessible at the workplace. Management can
encourage setting aside time for mental-health awareness sessions and a time for people to open up to each
other, and share their mental health concerns. A culture of rewarding can be set up, where all achievements,
whether small or great should be recognized, applauded, and rewarded. Another thing that should be done
is the “culture of encouragement” with the motto of building each other up.
REFERENCES:
1. Bahman and Al Enzi (2020); “The impact of COVID-19 pandemic on conventional work settings”
2. Gedro et al. (2020); “Flattening the Learning Curve of Leadership Development: Reflections of Five Women
Higher Education Leaders During the Coronavirus Pandemic of 2020”
3. Hite and McDonald (2020); “Careers after Covid-19: Challenges and Changes”
4. Hartig, T., Kylin, C. and Johansson, G. (2007), “The telework tradeoff: stressmitigation vs. constrained
restoration”, Applied Psychology, Vol. 56 No. 2, pp. 231-253.
5. Kelly, M. (1985), “The next workplace revolution: telecommuting”, Supervisory Management, Vol. 30
6. No. 10, pp. 2-7.
7. Khalifa, M. and Davison, R. (2000), “Exploring the telecommuting paradox”, Communications of the
8. ACM, Vol. 43 No. 3, pp. 9-31.
9. Kickul, J. (2001), “When organizations break their promises: employee reactions to unfair processes
10. and treatment”, Journal of Business Ethics, Vol. 29 No. 4, pp. 289-307.
11. Laker, B. and Roulet, T. (2019), Will the 4-day Workweek Take Hold in Europe?, Harvard Business
12. Review, available at: https://hbr.org/2019/08/will-the-4-day-workweek-take-hold-in-europe.
13. Lim, V.K. and Teo, T.S. (2000), “To work or not to work at home: an empirical investigation of factors
14. affecting attitudes towards teleworking”, Journal of Managerial Psychology, Vol. 15 No. 6,
15. pp. 560-586.
16. Madsen, S.R. (2003), “The effects of home-based teleworking on work-family conflict”, Human
17. Resource Development Quarterly, Vol. 14 No. 1, pp. 35-58.
18. Mizuno, M., Yamada, Y., Ishii, A. and Tanaka, S. (2006), “A human resource management approach to
19. motivation and job stress in paramedics”, International Congress Series, Vol. 1294, pp. 167-170.
20. Moon, C. and Stanworth, S. (1997), “Flexible working in Europe: the case of teleworking in the UK”, in
21. Avallone, F., Arnold, J. and De Witte, K. (Eds), Quaderni di Psicologia del Lavoro, Vol. 5,
22. Feelings Work in Europe, pp. 337-344.
23. Morgan, R.E. (2004), “Teleworking: an assessment of the benefits and challenges”, European Business
Review, Vol. 16 No. 4, pp. 344-357.
Vol. 02 | Issue 04 | May 2023 250

Human Capital Management (HCM) Systems for Employee Engagement:

A Comparative Study of Various AI HR Tools in Indian Market
Dr. Manisha Saxena

Dean – Academics
Ramachandran International Institute of Management,
Bavdhan, Pune
Abstract tion an employee feels towards his job. Engaged

The article tries to understand availability of employees care about their work and about the
various HR tools under HCM Systems for performance of the company, and feel that their
Employee Engagement. The Study was done efforts make a difference. An engaged
with the help of secondary data available in employee is in it for more than a monetary
public domain. The HCM System or talent benefit and may consider his well-being linked
management software market has experienced to his performance, and thus instrumental to
considerable growth, which is attributed to company's success. Human Capital Manage-
organisations' increased concern for employee ment (HCM) often called Talent Management,
engagement and payroll management. attempts different ways of Engaging Employ-
ees. This paper does in-depth research on the
Keywords theme and explores the use of AI for the same.
HCM, Employee Engagement, AI, HR Tools
Objective & Hypothesis
Introduction • To understand different types of HR tools
Employee engagement is a critical factor for the available for HCM Systems in the Indian
success of any organization. Engaged employ- market
ees tend to be more productive, loyal, and • To study the future trends of the HCM
committed to their work. Artificial Intelligence system
(AI) has the potential to revolutionize employee • To compare the features of various Artificial
engagement by providing personalized, real- Intelligence softwares to understand their
time feedback and insights. This paper exam- use as HCM Systems
ines the use of AI for employee engagement and
compares different AI solutions available in the Research Methodology
market. Data has been gathered from secondary
sources. This study uses a comparative case
Several studies have explored the use of AI for study approach to examine different AI
employee engagement. According to a report by solutions available in the market for employee
Accenture, 61% of executives believe that AI engagement. The study includes a few AI
will help improve employee engagement. AI solutions and compares these based on various
can be used for various aspects of employee factors, including features, pricing, and
engagement, including employee feedback, customer reviews.
performance management, and employee
recognition. AI can also help organizations The study also includes qualitative data
identify potential issues and opportunities for collected through interviews with HR execu-
improvement in real-time, leading to a more tives who have used or are currently using AI
engaged and motivated workforce. solutions for employee engagement. The
Employee engagement is a concept that interviews are conducted using a semi-
describes the level of enthusiasm and dedica- structured format, with open-ended questions
The corresponding author can be reached at dean@riimpune.com Vol. 02 | Issue 04 | May 2023 251
focused on the benefits and challenges of using managers simpler. Companies often recruit
AI for employee engagement. for several positions at the same time, and
each job opening attracts hundreds, if not
Result Section thousands, of applicants. If a recruiter or
hiring manager receives many resumes, it is
Types of HR Platforms difficult for them to read each one carefully.
(Westfall & Davies, 2019)
Future trends of the HCM industry
• HRMS (Human Resource Management There are many factors influencing the HR
System): software market and the HCMS Trends :
HRMS is a piece of software that incorpo-
rates both core and strategic HR functions • Productivity and Performance: HR tech
into a single package. It usually involves a applications are exploding in popularity
centralised database and an employee self- across all industries. The most important
service platform. It also streamlines aim of any automation is to increase
administrative processes, eliminates efficiency and boost the company's output.
turnover, and automates administrative HR software's features and modules save
processes. time, boost connectivity, provide transpar-
• HRIS (Human Resource Information ent feedback, and increase employee
System): engagement across the company. Within HR
HRIS, is software that maintains a com- apps, there are resources that can assist in
pany's employee database. An HRIS aids in monitoring productivity and the status of
the monitoring and analysis of various ongoing projects.
employee data such as payroll, efficiency, • Remote Working : 'The new normal': Prior
leave management, and other basic to 2020, it was possible to run a company
employee, former employee, and applicant without cloud-based solutions, especially
attributes. It's aim is to simplify HR HR software. However, since the Covid-19
workflow by enabling HR analysis, which is lockdown, companies have moved to a
the cornerstone of HR planning and business remote working trend. It's difficult to keep
decision-making. Essentially, HRIS track of workers who work from various
software is a database from which you can places. HR software systems make working
legally retrieve information about your from home simpler and give you the results
employees. you want.
• Payroll Management System: • Artificial Intelligence (AI) & Machine
A payroll management system is a tool – Learning (ML): AI and machine learning
typically a software programme – that are comprehensive automation methods that
allows your organisation to handle all your will be huge in 2020s. Their features assist
employees' financial records in a simple, companies in optimising cash flow,
automated manner. Salaries, bonuses, taxes, eliminating bad debts, and maintaining
net pay, and the generation of pay stubs for a effective internal controls across all
time are all included. divisions. Several advantages are there, like:
• ATS (Applicant Tracking System): Increase the overall process's strength,
A human resources software that serves as a rather than depending on individuals the
database for job applicants. Companies of work flow becomes process-oriented,
all sizes use applicant monitoring systems to updates on the project that are straightfor-
coordinate, locate, and communicate with ward, analytical observations that matter,
large numbers of applicants. Its primary aim generate reports automatically, information
is to make the lives of recruiters and hiring and data security .
Vol. 02 | Issue 04 | May 2023 252

• Collaborative Modules: HR development Table 1: Major HCMS Vendors

systems provide modules that are dynamic Top 10 HCM Market
and adaptable. Any organization's current Systems Capture
framework will collaborate to have the Rank
companies or (Billion
features configured. The device is designed vendors USD)
according to the company's requirements. 1 Workday 4.32
• Phone Application: Every HR software 2 SAP Sucessfactor 0.694
vendor on the market has a mobile applica- 3 Microsoft 29
tion for you to use. It is up to you to choose 4 ADP 14.59
the best HR software for your company.
5 Ultimate Software 10.5
People have become very familiar with
Kronos
mobile apps in today's techno-friendly era. 6 1.5
Incorporated
User-friendly mobile applications that are
7 Oracle 2.6
easy to use and seamless are available with
8 Ceridian 13.5
cloud-based HRMS tech. 2.2 state-of-the-
9 Paycom 0.738
art new age people management platform
Cornerstone
driven by AI and ML with a sharp focus on 10 2.943
OnDemand
User Experience.
11 Other 37.6
Source: HCMS Market Capture
Table 2: Analysis of AI HR Tools' Market in India
Sr. HR AI Year of Launch & Features Pricing
No. Software Founder/ CEO & About
1 GRETYHR 1994 By Girish Rowjee and • Core HR Management Four
Sayeed Anjum. It provides • Payroll Management plans for
complete lifecycle • Leave Management you to
management of an employee • Tasks and checklist choose
including management of his • PayNow from,
or her solution on its platform. • Employee Self-servicePortal starting
Focussing on small and • Employee Self-onboarding at INR
medium enterprises, the • Attendance Management 995/month
company states to be helping • Expense Claims Management + INR
only the technology side of the • Multi-company Support 15/month
business, through its product. It • Geo Mark+ per
has served over 3000 employee
customers spread across 60+ Geo Mark+
cities and is used by 8 lac
employees.
2 Four
ZINGHR 1999 By Prasad Rajappan. Has • Employee Self Service Portal
plans
constantly updated its • Employee Data Management starting
technological prowess to • Leave Management Platform at
deliver a modern and complete • Claims Management
HR solution that is used by INR
• Salary Structure Configuration 7250
over 5 lac employees in over • Investment Declaration
500 companies. It adopts an up to 50
• Workflow employees
employee-centric, mobile-first • Payroll Processing
approach covering the entire • Full & Final Settlement
spectrum from employee Engine
Vol. 02 | Issue 04 | May 2023 253

Sr. HR AI Year of Launch & Features Pricing

No. Software Founder/ CEO & About
2 recruitment to employee exit. • Statutory Compliance
From startups to medium-sized Engine
businesses to Fortune 500 • Reports Engine
enterprises, a cross-section of • JV Outputs for Finance
industries chooses ZingHR to • Onboarding & Appointment
deliver business strategy Letters
alignment, team execution,
and maximum people
performance.
3 DARWIN 2015 By Rohit Chennamaneni. • 360 Degree Feedback Four

BOX It is a new-age & disruptive • Tracking • Benefits plans
mobile-first, cloud-based • Management • Calendar starting
HRMS platform built for the Management • Compensation at
large enterprises to attract, Management • Compensation INR
engage, and nurture their most Plan Modeling • Customizable 7250
critical resource - talent. It is an Templates • Customization up to 50
end-to-end integrated HR • Dashboard • eCards employees
system consisting of promising • Employee Database
modules like Performance, • Employee Profiles
Time & Attendance, • Employee Scheduling • FMLA
Recruitment, Payroll, Rewards Administration • Goal
& Recognition, etc, which aid Management • Time,
in streamlining activities across Attendance & Leave
the employee lifecycle. Over Management • Attendance
500+ leading enterprises with 1 Reports & Dashboards
million+ users use the system • Recruitment Process with
on a daily basis. Standard Workflows
• e-Separation with Standard
Workflows • Lifecycle
Changes with Standard
Workflows
• Performance Management &
Appraisal
4 KEKA 2016 By Vijay Yalamanchili • Payroll Management 3 plans

and Sashi Pagadala. It is on a • HRMS starting at
mission to improve the • Employee Portal (Self Service) INR
employee experience for • Leave Management 4999/mont
employers across India. Within • Employee Onboarding & Exit h up to 100
a year of its launch, it had over • ToDo– Task Management employees
400 customers across India • Polls & Announcements + INR 30
using their product to • Attendance Tracking per
streamline HR & Payroll • Attendance Rules additional
workflows • GPS Attendance Tracking employee
• Expense Claims
• Asset Management
• API Access (Beta)
Vol. 02 | Issue 04 | May 2023 254

Source: Multiple secondary sources healthcare, transportation and logistics,

HCM systems are a complete solution that helps telecom and Information Technology (IT),
businesses connect with their people through a Banking, Financial Services, and Insurance
model that is designed especially for the next- (BFSI), and others, such as hospitality,
gen workforce. It helps create fun filled education, and media and entertainment, have
onboarding process, knowledge sharing system boosted the market.
and excitement about upcoming opportunities
within. World-class solutions are being developed by
Indian HRMS tech companies. With outstand-
Discussion ing facilities. They're working on developing
HCMS has been moving and growing at a rapid the software for the most challenging Indian HR
rate. The talent management software market situations.
has experienced considerable growth, which is
attributed to organisations' increased concern Cloud-based computing offers a lot of versatil-
for employee engagement and payroll manage- ity when it comes to deploying the software's IT
ment. infrastructure. Furthermore, cloud SaaS
provides scalable and secure applications while
As the movement toward a digital workplace decreasing client infrastructure costs. Organi-
grows, Gen Z workers are becoming more zations have begun to use cloud-based software
accustomed to regular texting and relevant and to rely on service providers for software and
alerts. As a result, Human Resource Platforms services, enabling them to focus on their core
are adapting to keep up with them. The future of competencies. Clients can save money on
HRMS will see a transition from cloud to infrastructure by using cloud-based services
mobile, with aggregates becoming analytics, offered by vendors. Because of these benefits,
quantitative data becoming qualitative, and demand for cloud-based core HR solutions is
work-based economics becoming behavioural driving overall market demand (Oracle HCM
economics. It will contribute to the common Cloud. Work Made Human., 2019).
good of workforce management through the
knowledge it will have (Talent Managment Security is still a major concern that prevents
Software Market, 2022). widespread adoption; however, this problem is
increasingly being resolved by third-party
India has one of the world's fastest growing security testing to the highest standards (India
economies and is now establishing itself as a HCM Market, 2019).
global centre for the manufacturing, informa-
tion technology, and consulting industries. The study finds that all five AI solutions offer
India is also emerging as the world's SaaS various features for employee engagement,
software hub, with several global SaaS including real-time feedback, performance
companies originating in the region. From 2017 tracking, and recognition programs. The AI
to 2022, the global core HR software market is solutions also offer different pricing models,
projected to rise at an annual rate of 8.8%, from with some offering subscription-based plans
USD 6.47 billion in 2017 to USD 9.89 billion in and others offering customized pricing based on
2022 (Fortune Business Insight, 2020). The the size and needs of the organization.
emergence of cloud and mobile deployment, as
well as increased automation in HR processes, The study also finds that AI solutions for
are the key drivers of market development. employee engagement can provide significant
Government, manufacturing, energy and benefits, including increased employee
infrastructure, consumer goods and retail, engagement, improved performance, and
Vol. 02 | Issue 04 | May 2023 255

reduced turnover. The AI solutions can provide for employee engagement. The challenges
personalized feedback and recommendations to include the need for proper training and
employees, leading to a more engaged and education for employees and managers to
motivated workforce. effectively use the AI solutions. There is also a
concern regarding the privacy and security of
However, the study also identifies several employee data, which needs to be addressed by
challenges associated with using AI solutions organizations and AI solution providers.
CONCLUSIONS
HCM recognises that people are investors of their personal human capital that provides the
main source of value for an organization. It emphasizes that HRs are not the company’s
property, but are owned by employees and given on rent to companies.
Recruiting and retaining employees thus is not only an important task but also a time consum-
ing and requiring effort. HCM software is a technology programme that assists employers in
handling and caring for their most important asset: their workers. HR roles such as benefits
administration, recruitment, and performance management are typically served by HCM
software. As a result, for greater organisational productivity and organisation, administrators
are turning to human resource management tools.
AI solutions for employee engagement offer various benefits for organizations, including
increased employee engagement and performance. However, the implementation of AI
solutions requires proper training and education for employees and managers, along with
addressing privacy and security concerns. Organizations should carefully evaluate different
AI solutions available in the market and choose the one that best fits their needs and budget. AI
for employee engagement is an area of rapid growth and development, and organizations that
embrace this technology are likely to gain a competitive advantage in attracting and retaining
top talent.
References
• Brownridge, J., Vert, G., Shah, G., Schoon, S., & Enderes, K. (2020, February 19). Automating
HR service delivery: Demystifying the conversational AI market. Retrieved March 9, 2023,
from https://www2.deloitte.com/us/en/blog/human-capital-blog/2020/automating-hr-service-
delivery-demystifying-the-conversational-ai-market.html
• India HCM Market. (2019, February). (Markets & Markets) Retrieved March 10, 2023, from
https://www.marketsandmarkets.com/Market-Reports/india-hcm-market-118473988.html
• Oracle HCM Cloud. Work Made Human. (2019). Retrieved March 8, 2023, from
https://www.oracle.com/assets/oracle-hcm-cloud-overview-5197120.pdf
• Pang, A., Markovski, M., & Ristik, M. (2022, September 29). Top 10 Core HR and Talent
Management Applications Vendors, Market Forecast 2021-2026, and Customer Wins.
Retrieved March 7, 2023, from Apps Run the World Web site: www.appsruntheworld.com
• Talent Managment Software Market. (2022). Retrieved March 10, 2023, from Fortune
Business Insights Website: https://www.fortunebusinessinsights.com/industry-reports/talent-
management-software-market-100374
• Westfall, B., & Davies, R. (2019, December 18). 9 Types of HR Systems and When to Invest
Based on Business Size. Retrieved March 11, 2023, from Ssoftware Advice:
https://www.softwareadvice.com/resources/hr-needs-cycle/
Vol. 02 | Issue 04 | May 2023 256

Employee Engagement -
A Boon For Overcoming Work Place Challenges
Dr. N. R. Unnikrishna Kartha
Life Member, NIPM
Abstract problems in industries. Giants in IT like

Employee engagement, as a process, is said to Microsoft, Apple, IBM and many others, World
have been initiated by Prof. William Kahn of bank, JP Morgan etc. in banking sector, Toyota,
Boston University in 1990. Since then lot of General Motors, Volkswagen in automobile
water has flown under the bridge. If well segment started patronizing inclusive leader-
executed, this process is expected to reduce ship from 1993 onwards. There are some
avoidable attrition, improve engagement, and common features like hearing every one's
build strong teams. This is also quoted as an voice, creating an ownership feeling, being
enabler for increased performance. Employee treated equally etc. Diversity and inclusion are
safety, connection with work places, protection typical of inclusive leadership.
from chronic diseases, overall happiness at
home and cheer of working, employee loyalty “In Global Workplace 2022 report, Gallup
are by-products of this unique process. concludes that only “21% of employees are
The three important key drivers of employee engaged at work.” Other organizations looking
engagement are purpose, autonomy and at engagement like Kincentric, a provider of
relationship, which contribute to the perfor- employee engagement solutions, states that
mance and also lead to employee retention. globally 62% of employees were engaged in
Continual improvement, innovation and 2022. These contradicting reports give us
sustainability which results in overall success, confidence about future with increase in
and corporate sustainability are the hall marks productivity, customer ratings, sales com-
of employee engagement. pounding to 23 percent”. Companies with
In this paper it is planned to review the practices engaged employees show better results when
followed in three typical organizations, where compared to those that do not. Increased
the author worked, from the point of view of profitability is the claim by the practitioners in
strategies adopted for employee engagement addition to employee empowerment, job
and high light the results for the benefit for satisfaction, creativity, commitment, and
future researchers in this domain. motivation, as well as intention of the employee
to stay back.
Key words
Retention, rejection, top management, The workplace challenges include high
belongingness, bun out, work place-loneliness, absenteeism, poor role clarity, inadequate
synergy, shared responsibility, trust, accom- motivation, lack of trust, cost due to disengaged
plishment and accountability. employees etc. In order to circumvent these
along with astute leadership, higher order of
Introduction team working, reduction of waste and cost are
It is observed that consequent to the employee essential. Learning and development can also
engagement practice which started taking shape result in better engagement.
in 1990, very soon another HR tool namely
Inclusive leadership showed up in the industries Objective of the research work
in a big way. These two complimentary and 1. Reference to and the study of the works
supplementary solutions for improvement pertaining to employee engagement, carried
made HR very rich and strong and it became out in the three reputed organizations in
beneficial and rewarding for solving many India which I served in mid-eighties and
The corresponding author can be reached at dr.nruk1944@gmail.com Vol. 02 | Issue 04 | May 2023 257
early-nineties respectively form the focus of convert in to numbers now

research in this paper. 3. Data Collection: This is mostly from the
2. The names of organizations are not incidents which took place in earlier days
indicated to honor their anonymity, due to and an account of the ways and means of
the proprietary in nature of the processes execution of the ideas which contributed to
and techniques adopted by them. Many of the solutions
the practices employed now for engagement 4. Data Analysis: This is carried out by
and job satisfaction were not known to analyzing the reduction in attrition level or
industry those days employee turnover or by the increase in
3. Out of these one was an R&D organization, productivity or achievement of targets or
the second purely of infrastructure type and award of patents and copy rights or the
the third was in the IT domain. The impact national and international award reclaimed.
of the innovative processes carried out those An overview in to Employee Engagement as
days, so as to establish employee engage- a process
ment and thereby upgrade the performance
of the organizations, is looked at afresh in Employee engagement is characterized
this paper by:
4. Even though those processes were not 1. Higher level of functional accountabil-
undertaken with certainty of success at that ity
time and would have happened by default or 2. Quality of output and employee
hindsight some of the processes which experience gets increased
were found to the best considering the 3. Burn- out due to disengagement
limitations and circumstances became becoming less and less
recommended processes for employee 4. Sense of belongingness going up
engagement later. 5. Judging prior to listening happening
5. A short listing of the hypotheses are given seldom
below and an effort is made now to see if it is 6. Positive experience is shared with
possible to make a fit of these to the actions employees
taken and processes followed at that time 7. Trust is taken sacrosanct
line. 8. Competitor's customers flow in without
Hypotheses canvassing or coercion
1. Employee engagement has an impact on 9. Organization puts more thrust on
collaboration learning and development
2. Top management defines and executes 10. Top management commitment mount-
methodology of engagement ing the highest level
3. Introspection contributes to better 11. Everyone's voice is listened to
productivity 12. Empowerment at all levels
4. Work-place loneliness causes burn-out 13. Employee- turnover coming down and
5. Intensive engagement leads to cheer and retention rate increasing
job satisfaction The saying, no body leaves their job, they
leave their manger becomes true
Research Methodology Table 1 Comparative study of the practices
1. Review of Literature: It gives an account in typical organizations which enhanced
of works carried out by different types of employee engagement.
industries in various countries and contexts
2. Qualitative Research: The works carried Discussion, results and Conclusion
out in eighties and nineties can be evaluated 1. Collaboration has been of very high level in
only in terms of quality, as it is difficult to all the three organization because of the
Vol. 02 | Issue 04 | May 2023 258

outstanding leadership displayed by the top equitable way

management and the team working 5. Basic HR processes like Training need
practiced at all levels analysis, Training, Retraining and Job
2. Real time achievements could be made only rotation were in place to ensure quality,
due to the synergy displayed by the group productivity and repeatability
and strict adherence to time management 6. These were equally applicable to all the
3. Processes followed like brain storming and three organizations where I worked, by and
application of cause and effect diagram large.
helped for a better introspection resulting in The observations are found to fit in very well
increased performance with the hypothesis put down earlier indicating
4. Burn out has been totally eliminated by that employee engagement was achievable, to a
treating every body equally and lending very large extent and all the hypotheses found to
their ears by the supervisory staff to all in an be accepted.
CONCLUSIONS
1. Though employee engagement started in a big way only recently, the principles were being
practised much earlier de-facto, by virtue of the practical working knowledge, an innate
instinct thirst for meeting quality and repeatability
2. No doubt practicing this process religiously has solved many stressful issues and brought
in a cheerful atmospheres work and overall job satisfaction.
3. Those organizations which have not taken this process seriously have suffered due to early
decline n account of loss of productivity.
4. The question why is employee engagement important is asked by many. The answer is very
simple: without employee engagement, there's no team engagement, making it more
difficult to improve business outcomes.
5. Many programs deployed are not effective because of lack of ownership by leaders,
worldwide disengagement due to various reasons and considering this as an HR job. The
workplace challenges such as attrition, conflicts, disengagement, stresses on account of
these and finally poor performance are effectively handles by proper employee engage-
ment
REFERENCES
1. support@glintinc.com.:/blog/what-is-employee-engagement/ 19-Dec-2019
2. Katie Strehler: https://peoplemanagingpeople.com/articles/employee-engagement
3. Tim Reitsma Employee Engagement Statistics You Need To Know in 2023
4. Chris Byers :How to Boost Employee Engagement in 4 Steps
5. ttps://www.investopedia.com employee engagement
6. Employee Engagement vs. Employee Satisfaction
7. Galluphttps://www.gallup.comCompanies with engaged employees show better results when
compared to those that do not
Vol. 02 | Issue 04 | May 2023 259

TABLE 1 - EMPLOYEE ENGAGEMENT A BOON FOR OVERCOMING

WORK PLACE CHALLENGES
Dr.N.R.Unnikrishna Kartha
Sr. Nature of Employee engagement processes
No. organization Remarks
carried out
1. Training for promotion interviews Take aways
1 RESEACH
AND 2. Appraising the importance of their work 1. Higher level of success in
DEVELOP- with the help of study sessions, film shows departmental interviews
MENT to educate the state of art features in other 2. Increase in breadth of
parts of the world knowledge
3. Contest for presentation of papers 3. Increased confidence for
4. Seminars and conferences to improve presentation of papers
readiness to learn from peers 4. Avenues for developing
5. Adopting suggestion schemes to encourage better creativity
creativity 5. More trust in top
6. Top management meeting down-the- line management
staff to recognize their efforts 6. Bette stress management
7. Sabbatical leaves for acquiring higher 7. Increased loyalty
qualifications
8. HR providing an emotional support through
counseling, mentoring, grievance handling
9. Access to one and all to the topmost person,
in times of need
1. Conducting brain storming sessions to 1. First step towards solution
2 INFRA-
suggest solutions to problems, teaching of problems by the use of
STRUCTURE
how to generate ideas, Cause and effect diagram
2. Instilling safety consciousness: demo,/ 2. Less chances of accidents
competition for safety slogans,/ essays/ 3. Succession planning
safety drama /confidence building/
3. Seniors sharing their success and failures/ ownership feeling
recognizing talents 4.Builds support of lower
4. Establish in-house publications to nurture level staff
the talents of employees and displaying
achievement of company as well as that of 5. Employees feel honored
employees/their family
5. HR providing an emotional support through
counseling/ grievance handling
6. Access to one and all to the topmost person,
in times of need
INFORMATION 1. Helping to overcome stressful situations 1 .Better productivity and

3
TECHNOLOGY through cultural activities such as less absenteeism
presentation of skits/ on line periodicals to 2.More opportunity to
give expression for their scholastic or interact
histrionic talents 3. Avenue for learning others
2. Occasional sports meet/ excursions/. 4.Upgrading to take higher
3. Conducting seminars/ colloquium for better responsibilities
knowledge management, 5. Recognition
4. Encouraging presentation of papers at
6.self assessment of our
national and international levels respect to others
5. Friendly match with similar organization for
quiz// cricket
Vol. 02 | Issue 04 | May 2023 260

Exploring the Relationship between

Employee Engagement and
Organizational Performance of IT Sectors in Eastern India.
Dr. Dipa Banerjee Dr. Manojit Mitra.

Assistant Professor, Department of Business Administration, Assistant Professor & Head Examinations &
Vidyasagar University, Midnapur, University Affairs NSHM Knowledge Campus,
West Bengal, India. Durgapur. West Bengal, India.
Abstract engaged. According to HR professionals,

The study's objective is to evaluate the relation- employee engagement is determined by
ship between organisational performance and how they feel about their jobs and how they
employee engagement, a growing area of are treated by the company.
interest in the literature. There was a quantita-
tive technique applied. IT professionals were Productivity is appropriately seen as
surveyed to get the data for this study. A suitable primarily including employee involvement.
selection technique was used to choose the A person who is fully engaged in their job
participants, and a total of 350 respondents brings energy and enthusiasm to it, which is
answered the questions. The findings were directly related to a healthy workplace
encouraging and met the present study's culture and the extra effort, better solutions,
research objectives. The model derived from a and innovations that support the growth of
survey of the literature has shown a favourable enterprises. Given these considerations, it is
association between organisational success and critical to comprehend organisational
employee engagement. Structural equation culture, management practises, and other
modelling is used to further verify the results. elements that affect employee engagement.
The study makes a significant addition to the IT It is simple to understand how crucial it is
industry by offering advice on what to look for. when contrasting the output of work teams
with high and low levels of employee
Keywords engagement. An employee engagement
Employee engagement, organizational programme offers compelling evidence of
performance, vigor, dedication absorption, the impact of employee engagement on the
structure equation modelling. bottom line, according to Gallup (2013).
1. Introduction The main objectives of the paper are to gain

In the contemporary globalised environ- understanding of employee engagement
ment, where change is inevitable, human techniques in the IT industry and to pinpoint
capital management is essential for the how important it is for attaining effective
success of the firm. As businesses compete organisational Performance.
fiercely, they have come to understand how
crucial it is to completely integrate their 2. Literature Review:
staff with the business and their jobs. The 2.1 Employee Engagement :
concept of "employee engagement" is One of the most significant theories in
relatively new in HR literature. In order to the management literature is the
satisfy clients for a firm, personnel must be employee engagement theory. It has
The corresponding author can be reached at dipa.2003@gmail.com Vol. 02 | Issue 04 | May 2023 261
grown out of the ideas of work satisfac- • One's state of being completely
tion, organisational commitment, and immersed and focused on the job is
organisational citizenship behaviour, described as 'absorption'.
but it is considerably more comprehen-
sive than the ideas of "commitment" and Simply said, motivated people are
"motivation" in management literature excited about their work and have high
The organisation has the obligation to levels of energy. Furthermore, they
set the example when it comes to frequently lose themselves in their task,
employee engagement, which is often making time pass quickly (Lorenz 2009)
seen as a two-way conversation between 2.2 Organizational Performance:
the organisation and the person. Loyalty, Successful organisations are a crucial
encouragement, and contentment are component for developing countries
just a few of the distinctive traits of a because of their significance in our
"engaged" workforce. Alignment with everyday lives. The emphasis is on
the organization's objectives and an constant performance Determinants of
employee's willingness to exert extra o rg a n i s a t i o n a l p e r f o r m a n c e a r e
effort are further characteristics. Also, important since organisations can only
motivated staff members see their work advance and expand through perfor-
favourably and believe they are doing mance. Organizational performance is
their jobs successfully (Bakker, 2010). therefore one of the most important
factors in management research.
Employee engagement, in the opinion of Managers began to understand that a
Bankar and Gankar (2013), increases successful organisation is one that
employee performance, which in turn accomplishes its objectives (effective-
improves organisational performance. ness) while utilising the fewest
Studies on the impacts of employee resources possible (efficiency).
engagement have shown that it leads to
better health and favourable attitudes As a result, succeeding organisational
regarding one's job and the organisation. theories supported the idea that an
Employees are more likely to stay with organisation achieves its performance
an organisation for a long time if they are goals in accordance with the constraints
in good health, enjoy their jobs, and feel imposed by the available resources
positively about it (Al-Mehrzi and (Lusthaus & Adrien, 1998). Profit
Singh, 2016). became one of numerous performance
indicators in this situation. To clarify the
It is an ongoing, extensive, and affec- idea of organisational performance, the
tive-cognitive state. (Schaufeli et al. authors Lebans & Euske (2006) state
2002), regard as a constructive, that Performance includes both financial
contented mental state that is connected and non-financial measures that provide
to work and is marked by vigor, information on the level of goal and
dedication, and absorption. outcome attainment. Performance is
• High energy levels and a willingness to dynamic and involves interpretation and
put all of one's energy into one's task are judgement. It may be shown by using a
characteristics of 'vigour'. causal model that illustrates how current
• Involvement in one's job that is intense, activities may affect future results.
coupled with a sense of challenge, pride, Understanding how each responsibility
and significance, is referred to as' area is related to the performance
dedication'. components is essential.
Vol. 02 | Issue 04 | May 2023 262

2.3 Employee Engagement and Organi- using a literature review.

zational Performance
A key component of both individual and Independent Variable Independent Variable
corporate success is employee engage- Vigor
ment. It forecasts financial performance,
Employee Organizational
organisational success, and employee Dedica Engagement Performance
outcomes. Engagement's impacts may
be observed in staff retention rates, Absor
productivity, customer results, corpo- ntica
rate culture, and advocacy for the
company and its public image (Bakker Fig: 1: Conceptual Framework Source:
& Schaufeli 2008). Authors
Moreover, firms may use the potent 4. Hypothesis Development:

notion of employee engagement to Following hypotheses are developed in
enhance a variety of company opera- view of Figure 1:
tions, including safety performance. The H1: Organizational performance improves
company will need to have chosen the as employee engagement increases.
"proper" managers and employees, as H2: Vi g o r e n h a n c e s o rg a n i s a t i o n a l
well as staff members who are familiar performance.
with operating procedures and have a H3: Dedication positively influences
thorough understanding of human Organisational Performance.
nature. Moreover, they will require well- H4: Absorption positively influences to
informed leadership, an engaged Organizational Performance.
environment and culture, as well as
streamlined and coordinated organisa- 5. Objectives of the Study:
tional and operational procedures. The study's main goals are as follows:
• To examine the link between organisa-
Fair treatment, honest comments, and tional performance and employee
opportunities for growth and develop- engagement among IT professionals in
ment must all be there. The amount of Eastern India.
participation and the outcomes that fuel • To determine how employee engage-
the success of organization success will ment contributes to optimal organisa-
depend on how well these components tional performance.
are executed and work together.
According to Robinson et.al, it is 6. Research Methodology:
possible to increase employee engage- The following procedures have been
ment by fostering an environment at performed to analyse the link between
work where pride and other good employee engagement and organisational
feelings are valued. This will boost performance in order to make this study aim
productivity, reduce turnover, and more precise:
enhance health.
6.1 Sample Design & Data Collection:
3. Development of the Conceptual A survey of 350 IT professionals was
Model for the Study: done among the selected Eastern Indian
Figure 1 illustrates the conceptual model of the IT industries. With non-probability
connection between employee engagement and sampling, the researcher chose a
organisational performance that was created convenience sample design for the
Vol. 02 | Issue 04 | May 2023 263

study's goals. The responses are AVE is always larger than correlation
gathered from middle managers coefficient.
working in eight IT companies located in
Construct Stand Average Com Cronb
Eastern India. ardise Variance posite ach’s
d Extracte Relia alpha
6.2 Scale Items loadin d bility
The dimensions in the model were gs
assessed with multiple-items on five-
point Likert-type scale, (5 = strongly Employee 0.760 0.962 0.782
Engageme
agree, 4 = agree, 3= neutral, 2 = disagree, nt
and 1 = severely disagree). From Vigor .972
(Schaufeli et al. 2002), seventeen Dedication .662
statements on employee engagement Absorption .691
and fifteen items about organisational Organizati 0.783 0.868 0.742
performance have been modified (Baker onal
& Sinkula, 1999) Performan
ce
OP5 .610
6.3 Measurement Validation OP9 .850
To demonstrate the validity and OP10 .871
reliability of the constructs employed in OP11 .642
the study, psychometric analysis were
conducted. 7.2 Results of Demographic Profile
Analysis : The table 2 that follows
7. Results Section contains information on the demograph-
7.1 Result of Reliability and Validity ics, which includes gender, age, tenure,
Assessment: and education;
By using composite reliability and
average variance extraction (AVE).the Table 2: Demographic Profile Analysis
reliability and the convergent validity of
all the constructs are investigated. Variable Category Frequency Percentage
Gender Male 245 70
Female 105 30
All of the constructions were found to be Age 25 and Below 4 1.14
trustworthy since the composite 26-35 205 58.57
reliabilities all above the.70 cut off 36-45 125 35.71
(Table 1). Corresponding to this, the 46-55 16 4.58
computed values of AVE are likewise Tenure < 1 year 68 19.43
good, that is, above the typical bench- 1 -3 Years 115 32.85
4 -6 Years 95 27.15
mark of.50, which lends weight to the
6 -9 Years 48 13.72
notion that the measuring scales' 10 & > 10
convergent validity exists. Furthermore, 24 6.85
Years
by contrasting the square root of AVE Education Bachelor 228 65.14
with the correlation estimations, Masters 118 33.72
discriminant validity is also examined. PhD 4 1,14
When the square root of AVE is greater Source: field survey.
than correlation coefficients, In comparison to the female IT manag-
discriminant validity is attained. ers, the male managers showed greater
According to Table 1, all of the con- interest (70%) and provided adequate
structs have discriminant validity since responses. Furthermore, it should be
Vol. 02 | Issue 04 | May 2023 264

noted that the majority of respondents Another, model was also developed to
(61%), who are within the age range of study the effects of employee engage-
26 to 35 years, were young. Three years ment on organisational performance on
or less of project-related experience was many dimensions. According to the
held by the young male and female results of the standardised weight, the
managers (32.85%). Most of the influence of vigour on organisational
respondents had completed their performance is the greatest (0.88),
graduate or masters degrees. The study's followed by absorption (0.82), and
respondents were discovered to be devotion (0.82). (0.78). The results
young and enthusiastic and were able to revealed that the three components of
positively contribute to this research e m p l o y e e e n g a g e m e n t — v i g o r,
study by offering insightful responses. devotion, and absorption—have a
The middle level managers are typically significant influence on the performance
employed in roles such as IT analysts, of the organisation.
system engineers, service designers,
software developers, plug-in develop-
ers, etc.
7.3 Results of Structural Equation

Modelling (SEM)
Many potential relationships have been
tested using structural equation model-
ling (SEM). A multivariate approach that
aims to explain the link between
multiple variables. The link between Fig: 3: The Hypothesized Model (M2)
employee engagement and organisa- Source: SPSS output
tional performance has been examined
in the current study. First, we investi- 8. Discussion
gated the impact of Employee Engage- The effect of employee engagement on
ment—an independent variable—on organisational performance is discussed in
Organizational Performance (dependent this study. A structured questionnaire was
variable). The findings showed that used to assess the study's suggested model
Organizational Performance is highly among IT industry personnel. Initially, we
impacted by Employee Engagement. As made an effort to investigate the signifi-
a result, the hypothesis H1 has likewise cance of employee engagement on organisa-
tional performance. The argument is that
firms with engaged workers perform better.
Engaged workers consistently finish their
tasks on schedule, which benefits the
business's productivity as a whole. Also,
highly engaged workers conduct their
professional duties with complete focus and
a sense of profound participation, both of
which are requirements for becoming
proficient in one's field of endeavour. The
great rewards for the company's success
Fig: 2: The Hypothesized Model (M1) may come from each individual's task
Source: SPSS output competency, and organisational success
Vol. 02 | Issue 04 | May 2023 265

may be attained through a cooperative effort the time period during which data were
of engaged and dedicated personnel. collected. This study just takes into account
the IT industry. Future studies may focus on
9. Limitation and Future Scope of Research other sectors such as industry, tourism,
In this cross-sectional research study, education, and so on in varied geographic,
variables and analysis are only applicable to cultural, and economic contexts.
CONCLUSION
The term "employee engagement" describes how employees feel about the business and its
guiding principles. It has a range of negative repercussions on enterprises but is also swiftly
gaining popularity and attraction at work. In order to sustain a competitive advantage for a
business, employees are consequently more crucial than any other component. Higher
levels of employee engagement have been found to be associated with firms that outper-
form their rivals in terms of profitability.
Employee engagement may help a business fulfil its goals, carry out its plans, and generate
considerable financial gains. They provide their businesses with essential competitive
benefits, such as increased productivity, improved customer satisfaction, and decreased
staff turnover. Employee engagement should thus be a constant process of learning,
improvement, assessment, and action.
REFERENCES:
• Al Mehrzi, N & Singh, S.K. (2016). 'Competing through employee engagement: a proposed
framework'. International Journal of Productivity and Performance Management, 65 (6).831-
843, https://doi.org/10.1108/IJPPM-02-2016-0037.
• Baker, W., & Schaufeli, W, B. (2008) Positive organizational behavior: Engaged employees in
thriving organizations. Journal of Organizational Behavior. (29):147-154.
• Bakker, A. B., & Leiter, M. P. (2010). Where to go from here: Integration and future research on
work engagement. Work engagement: A handbook of essential theory and research. Psychol-
ogy Press. 181–196
• Bankar, S. and Gankar, S. (2013). Employee Engagement and Change Management. Journal of
Commerce & Management Thought IV – 2 ISSN 0975-623X (print) 0976-478X (online).
• Baker. W., Sinkula. J.M. (1999). Learning orientation, market orientation, and innovation:
Integrating and extending models of organisational performance. Journal of Market-Focused
Management. 1999b; 4(4):295-308.
• Gallup (2013). State of the American Workplace: Employee Engagement Insights for U.S.
Retrieved from http://www.gallup.com/strategicconsulting/163007/.aspx.
• Lorenz J. P. van Doornen., Jan H. Houtveen., Saar Langelaan., Arnold B. Bakker.,Willem van
Rhenen4 & Wilmar B. Schaufeli. (2009). Burnout versus Work Engagement in their effects on
24 –hour ambulatory cardiac autonomic function. Stress and Health. 25: 323–331.
• Lusthaus, C., & Adrien M.(1998) Organizational assessment: A review of experience.
Universalia. 31.
• Robinson, D., Perryman, S. & Hayday, S. (2004). The Drivers of Employee Engagement,
Institute for Employment Studies, Brighton.
• Schaufeli W.B, Salanova M, Gonzalez-Roma V, Bakker, A.B.(2002) The measurement of
engagement and burnout: A two simple confirmatory factor analytic approach. Journal of
Happiness Studies.(3):71-92.
Vol. 02 | Issue 04 | May 2023 266

A Study of Employee Engagement in an Organization
Mr. Kishor Kenche

Country Human Resource Manager,
Brembo Brake India Private Limited, Pune
Abstract has high degree of readiness, his motivation

Employees are the foundation pillar of any level is high. One of many ways to keep
industry. The success of any industry lies in its Employee motivated is “Employee Engage-
engaged workforce.. Employee engagement is a ment”. An engaged employee collaborates with
function of relationship between an organiza- coworkers to improve job performance and is
tion and its employees. It plays a key role in aware of the organizational context. The staff
achieving the organizational goals. Employee have a favorable outlook on the company and its
engagement leads to the feeling of core principles. The study focuses on how work
belongingness and hence ultimately leads to involvement precedes employee engagements.
satisfaction. Modern organizations consider Without motivated personnel who are commit-
their employees to be full of enthusiasm, ted to the businesses objectives and are aware of
excitement and express initiative at work, they the how to carry it out, no company, no matter
want them to take concern for their own how big, can succeed in the long run. Because of
development, try for high quality and perfor- this it is advised to carry out anonymous
mance, be stout and dedicated to what they do fearless and open ended surveys to gauge
and in other words companies need their employee engagement at least once a year.
employees be engaged. Engagement is Employee engagement refers to the workers
achieved when people envisage that their level of commitment to and participation in
organization respects their work, their work their company and its guiding principle. The
contributes to the organizational development idea of the flow as proposed by C
and more prominently their personal ambitions sikzentmihalyl, is the second idea related to
of growth, rewards and pay are met. Thus it has organizational behavior participation. Accord-
become very essential to implement various HR ing to him, Flow is the “Holistic Sensation” a
Strategies which support every employee and person has when doing entirely out of interest.
make them feel valuable. This paper makes an When in a state of flow, it might be difficult to
attempt to study the different dimensions of tell the difference between oneself and
employee engagement and their effective surrounding. People rarely need to consciously
implementation in organization. manage their activities while they are in flow
state. The level of commitment and interest a
Key Words: worker has for their employer and its values is,
Employee engagement, Motivation, Human thus referred to as employee engagement. An
resource strategies engaged employee interacts with coworkers to
improve job performance is aware of the
Employee Engagement - Introduction organizational context. For firm to develop and
The average person puts only 25% of his ability nurture engagement, there must be a coopera-
work. The world takes off his hat to those wo put tive dialogue among the employer and the
in more than 50% of their capacity and stands on employees. Thus employee engagement is a
its head for those few and far between souls who gauge that assesses a person's connection to the
devote 100% as described by Andrew Carnegte company.
who is renowned industrialist. Motivation is the
state of readiness of individuals to achieve Literature Review
organizational objectives. Thus, if an individual In view of the already existing literature on the
The corresponding author can be reached at kishor.kenche@bremboindia.com Vol. 02 | Issue 04 | May 2023 267
subject, Pragati Jayantibhai Vasani and Vaishali actions:

Vishwanathan Pillai [1] studied the employee Revise your organization mission statement
engagement and their impact on employee to connect with employees values. Employ-
performance. They concluded that the factors ees are more likely to feel they fit at an
are pay and benefits, Health and safety, organization that stands for social change.
Performance appraisal, performance of the Studies show that people are willing to give
company, communication, training, leadership, up financial benefits to work for an
grievance procedure, career development and organization that practice s corporate social
other benefits. The data were collected through and environmental responsibilities. If your
structured questionnaire and the sample size is organization's mission is to have some
100 employees. The result of the study discov- societal impact the it is easier for employees
ered that employees are satisfied with overall to align their goals and values with the
performance of the company. All the factors of organizations mission and thus feel that they
Employee engagement were observed affecting fit in.
the employee performance in the positive way
at the organization. Similar such research was Show how an employees work is related to the
carried by Dr. PratimaSarangi and Dr. organizations purpose. A purposeful mission is
Bhagirathi Nayak [2] where they analyzed and not sufficient to establish feelings of value
interpreted the impact of employee engagement alignment. Employees have to see a connection
on success of the company using both primary, between their day to day work and the organiza-
secondary data. They used the 6 Cs of employee tion greater purpose. To deliver job crafting at
engagement out of 10 Cs defined by Gambler scale, consider revamping job description to
(2007) to measure employee engagement with connect an employees work directly to the
suggestive conclusions. They found through organization mission, generating meaning and
our 6 Cs parameters like i) Clarity ii) Confi- purpose. Townhall meetings and immersive
dence iii) Convey iv) Connect v) Credibility small group sessions are effective in this regard.
and vi) Career, the employees are agreed with
these parameters to improve the purpose of Encourage and fund employee resources groups
effective employee engagement in manufactur- (ERGs) that represents diverse interest and
ing companies. goals. ERGs are the voluntary communities that
A study on employee engagement, a research bring together individuals with similar
article by Mr. S. Kasinathan and Mrs. M. Rajee backgrounds or interest. ERGs could center an
[3] presented the importance, effect of diversity an d inclusions special interests or
employee engagement in the manufacturing even wellness (outdoor exercises, etc. ).
sector, examined from a mid size company's
point of view, where they are manufacturing • Make work itself less stressful and
sheet metal press components. The study has enjoyable:
found the satisfactory level of the employees Offer employees the flexibility to try new
regarding various factors related to their work tasks so they can discover their
commitment towards their company. In general, intrinsic interest through Job Rotation
there is a positive attitude has been found Program (Rotation through various depts).
among employees and they are actively Grant Employee more autonomy.
engaged towards their company. Boost employees sense of confidence
through Mentor Program.
Strategies to improve company's employees Reward employees.
engagement
• Connect what employees do to what they The link between Employee Practices and
care about. Consider following three Employee Engagement
Vol. 02 | Issue 04 | May 2023 268

How does an engaged work force generate Training and Development

valuable business results for an organization? To increase Engagement :
The process starts with employer practices such Provide employee orientation to establish-
as job and task design, recruitment, selection, • Employer-employee exchange relationship
training, compensation, performance manage- • Understanding of how the job contributes to
ment and career development. the organization mission.
Fig-1. Link between Employee Practices To enhance commitment:

and Employee Engagement Signal commitment reciprocated by-
• Your investment in training
• Models of training delivery
Job Performance
Strategic Compensation
To increase engagement:
• Equitable Exchange
Employee Business • Pay for Performance
Practices Results
• Competency based pays
Employee To enhance commitment:

Engagement and
commitment • Competitive pay
• Equitable Exchange
• Flexible benefits and perks
Job Performance Model • Retirement and seniority graded pay
• Leadership
• Work Organization Effective performance Management
• Physical setting • Challenging goals that align with your
• Social setting company's strategic objectives.
• Positive feedback and recognition for
Product/ accomplishments.
Person Process
Services • Recognition for extra voluntary contribu-
tion
• Knowledge •Tool, • Quality
• Skill equipment, • Quantity
• Experience Technology • Timeline To enhance commitment:
• Attitude •Procedures • Safety Manage performance to –
• Ability •Behaviour
• Improvement • Enable Employees to experience success in
long run.
• Facilitate congruence between employee
The Power of Job Enrichment commitment to your organization and other
To increase Engagement, Improve jobs with - life commitments.
• Meaningfulness • Value expertise of experienced employees.
• Variety
• Autonomy Research Methodology
• Coworker support The sample size for this research is 100 .
Questionnaire is used as the tool for data
Increasing Increasing
·Knowledge • Employer
collection which consists of 47 questions.
·Skill BUILDS Commitment Questionnaire is a self-report data collection
·Experience • Self-esteem instrument that each research participant fills
·Expertise • Self-efficacy
out as part of a research study. Primary and
Vol. 02 | Issue 04 | May 2023 269

Secondary both sources are used for data

collection in this study. The aim of this study is
to find the employee engagement and its impact
in manufacturing sectors. Here the 6 Cs as
major parameters has been and total forty seven
questions are designed for the questionnaire
survey.
The 6 Cs are: i) Clarity ii) Confidence iii)

Convey) Connect v) Credibility and vi) Carrier
to measure employee engagement at their work-
place. The Likert's five point scale has been
implemented in this study on the points agree,
disagree, strongly agree, strongly disagree and
No option for primary data collection.
Fig- 3 : Engagement index
Discussion
With reference to the above mentioned
strategies, various activities have been carried
out in our organization. Under initiative of
Quarterly awards – Best Employee and
Operator, around 104 employees were awarded
last year. Similarly, through Job rotation and
opportunity through Internal job posting, 3
people are under Rotation and 7 are posted
internally.
To facilitate the Employee engagement,

Employee wellness program was initiated
under which for physical well-being around 55 Limitations
employees were trained for the 1 month course This research has a lot of limitations with
by external trainer which resulted into limiting respect to the online survey administered,
and reducing the sugar and BP level of 4 and 10 focusing limited roles and employee category
employees, respectively. To promote the Work- etc. Firstly, If different questions or with respect
Life balance about 156 employees were allotted to different category responses were collected,
5 days a week. Similarly, 56 employees are the I would would be able to draw a more
working under Hybrid working model scheme. specific conclusion on Employee Engagement
Transport and Canteen facility have been and enablement. The questionnaire consisted of
improved by inducting new buses in the fleet very few open-ended questions and mostly
replacing the older ones and fruits and sweets close-ended questions. The time limit for this
were added in lunch and dinner. Women study was too short, which did not allow
empowerment training and fun activities were enough time to think more while responding to
carried out at Hotel Marriott Courtyard on the the questions. Also, the questionnaire was
occasion of Women's day. online for among various shopfloor as well as
office employees, from various department and
Fig- 2 Questions measuring was not focused on function wise questions
engagement index which again generalize our understanding
when it comes to the findings.
Vol. 02 | Issue 04 | May 2023 270

CONCLUSION
The online survey was administered in December 2021. The overall Response Rate was
around 98%. To measure the Engagement index, Questionnaire has been shared with
employees, results of which has been displayed in Figure 2. It is observed that engagement
index shown in figure 3, was found to be 83% for our Group which is significantly higher as
compared to the Global benchmark which is 65%. From the finding, it is concluded that
survey results are in accordance with the overall activities of the company conducted to
encourage the engagement.
Employee Motivation is an important aspect within any organization and constantly seen
at appropriate level, for employee engagement and high profitability of overall organiza-
tion. Authoritative administrators should in this manner target impacting positive represen-
tative directs through inspiring them to guarantee that they submit their endeavors towards
achievement of organizational goals. In any case, board should begin by adjusting represen-
tative needs with authoritative targets. Certain inspirational speculations can assume a
significant job in directing authoritative administrators through the representative
inspiration process. This would guarantee that they receive compelling persuasive
methodologies that can tolerate positive outcomes.
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1. Pragati Jayantibhai Vasani and Vaishali Vishwanathan (2019)., To study on employee engage-
ment and their impact on employee performance, International Journal of Applied Research
2019; 5(4): 490-493
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Organizational Success – A Study in Manufacturing Company, India, IOSR Journal of Business
and Management (IOSR-JBM, Volume 18, Issue 4 .Ver. I (Apr. 2016), PP 52-57
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https://www.investopedia.com/terms/e/employee-engagement.a
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Social Science.
Vol. 02 | Issue 04 | May 2023 271

Employee Engagement
Dr. S. V. Bhave Ms. Lorraine Coelho

Director (HR & IR) Sr. Manager : HR.
Bharat Forge Ltd., Pune Bharat Forge Ltd., Pune
1. ABSTRACT got transformed from individual to

Engaged employee at work always creates institutional basis, which has resulted into
positive environment and excitement about increased employee productivity, reducing
their job. Organization to organization attrition and increasing retention, ensuring
engagement strategy will differ. However, employee health, etc. With all these steps
few factors like reward and recognition organizations are aiming for “World Class
process, approach of superiors, avoiding Brand”.
monotony in job, bringing in diversity at
workplace, providing safe and comfortable Employee engagement is a concept that
environment, supports employee engage- describes the level of enthusiasm and
ment. High level of employee engagement dedication of employee feels towards their
always supports increase in performance jobs. Engaged employees care about their
level of employee as well as of organization. work, about their performance, about their
Engagement creates positivity of jobs, efforts and also support their colleagues to
value based work environment. continue their efforts in enhancing organi-
zational performance. An engaged
2. KEYWORDS employee is in it for more than pay cheque
Performance, reward and recognition, and may consider their wellbeing with the
retention, environment, superiors, transpar- performance of the organization and thus
ency, employee engagement. instrumental to their companies success.
The key indicator of employee engagement
3. INTRODUCTION can be as follows:-
Until not very long ago organizations • Employee Engagement describes the
looked at work and work life as independent level of enthusiasm based on support of
domains. While organizations accepted superiors
responsibility for providing employees with • Engaged Employee can be indicator and
a conducive and pleasant atmosphere at critical to the success of employer
work, what happened to employees outside • Engaged Employee are more likely to be
the work domain was not the concern of the productive and higher performing
employer. There has been change over time • High retention of critical employees is
in this aspect and perception of organization guaranteed in critical circumstances.
and also of employees got changed.
Progressive organizations today have 4. Understanding Employee Engagement
moved beyond focusing only employment Employee Engagement can be critical to the
aspect but organizations have started company's success. It gives clear indication
concentrating in calculated way points such to job satisfaction as well as supports in
as work life balance, work life integration, increasing morale of an employee. 360
employee friendly policies, organizational degree effective communication is a critical
flexibility, challenges arising out of part of creating and maintaining employee
attrition, organization performance issue, engagement. In organizations, engaged
employee loyalty, etc. Managerial employee always displays greater commit-
perception related to employee engagement ment to company goals and values. Goals
The corresponding author can be reached at lorraine@bharatforge.com Vol. 02 | Issue 04 | May 2023 272
of organization can get altered depending Employee engagement is considered as an

upon business scenario. However, important activity to all organizations
organizational values, once decided cannot because it helps to create better work
be altered very often. Few of the values culture, reduce attrition, increase productiv-
normally any organization adopts are as ity, supports in increasing strong customer
follows:- relationship, helping towards performance
• Inspire Success and profitability of the organization. This
• Approachable Management also helps in understanding employee needs
• Pride In Corporate Image as well as identify ways to improve their
• Transparency morale and create better work environment.
• Ethical Practices
• Focus On Employee Development The idea of employee engagement has
• A Caring Environment grown in over the years. There are few
• Sharing Power misconceptions, such as:-
• Empowering Employee
Other strategies include making efforts to • Employee engagement activity which
employee feel valued and respected, their should be monitored only by superiors
ideas are being heard and accepted, • Employee Engagement activity is a job
providing regular feedback, etc. Engaged of HR function
Employee believes that their work is • Line Managers have nothing to do with
meaningful, they are appreciated and Employee Engagement activity
backed by their superiors and that they have • Brining in effectivity in communication
been considered as important aspects in the alone guarantees for employee engage-
journey of success of the organization. ment.
From organization to organization there can Stakeholders in the organization always

be different thoughts on employee engage- need to continue their efforts to improve
ment activities. However, in broader term employee engagement that can positively
following few activities are normally impact performance of company in key
considered as important activities in areas such as quantity, quality, cost,
organizations. delivery, time, customer satisfaction, health
and safety, innovation, wellbeing of
1. Well planned onboarding system. employees, etc. With a view to achieve
2. Involvement of employees in business business goal and ensure greater engage-
planning process. ment of employees, efforts needs to be
3. Create a knowledge sharing system aligned with overall strategy and business of
4. Appropriate reward and recognition organization. Unplanned ideas and
system activities may help in short term. However,
5. Encourage and provide learning and if organization is expecting long term result
career growth opportunities then involvement of all stakeholders will be
6. Create excitement about work required at each point.
7. Celebrations of success
8. Appreciate in public 5. LITERATURE REVIEW
9. Encouraging Feedback mechanism on Employee Engagement is considered as the
performance most important aspect of organizational
10. Appropriate balance between work and development and undoubtedly the most
life. demanding too. Loyalty of employee
towards organization is considered as
Vol. 02 | Issue 04 | May 2023 273

deciding factor supporting employee and more engagement. The environment

engagement. Measuring employee loyalty can be improved by bringing in role clarity,
has become a very important and critical availability of resources, appreciation on
part. Loyalty makes people at all levels accomplishment, fairness in treatment and
supportive and thus push them to engage exhibiting care and concern for an
themselves in a better way with the organi- employee.
zation. As per Mr.Ajit Rao, the best way to
understand Loyalty in any organization is to In the words of Mr. Rolf P.Lynton and
ask following simple questions to an Mr.Udai Pareek, understanding culture and
employee:- development of organization can have
1. Would you like to work in this organiza- greater relevance in the context of employee
tion? engagement. There can be independent
2. What provides you with job satisfac- variables, intervening variables, dependent
tion? variables, modified variables, and enabling
3. What is that clearly defines the variable to bring in reinforcement in culture
deliverable of your role? and development. It includes political
4. What is that scenario which does not culture, societical culture, organizational
provide you with adequate resources to culture, enabling environment, develop-
do your job well? mental strategy, including appropriate
5. Where you do not feel a sense of behavioral norms, leading to development
accomplishment? of employee. As stated earlier, highlighting
6. Do you know organization's vision and organizational goals and values are
mission? considered as a paramount importance in
7. What were those instances where you this journey.
felt that you were unfairly treated?
8. Where do you feel that you were not Employee engagement is considered as
cared well? important part of organizational develop-
9. Where you cannot trust people? ment, which is always connected with the
10. Instances where you do not feel identity of an employee. As rightly stated
appreciated. by Mr.S.Ramnarayan, Mr.T.V.Rao and
11. Where your ideas and suggestions are Mr.Kuldeep Singh. Progressive organiza-
not valued? tion may refer to its conception of its
12. Where the quality of communication is relationship with its employees. Identity of
poor? the employee connects with mindset of
individual which is an important aspect of
Mr. Rao also stated that chances are that an organizations culture. This includes
your answer would be NO to all above narrating success stories of the organization,
questions. Imagine a person who works in rituals and routines, power structure, control
the organization where none of the above systems, organizations structure, leading to
factors are met with. How would this bringing in betterment in engagement.
person feel engaged with the organization?
Therefore, alongwith competence, loyalty is As per news appeared in Economic Times
considered as an important factor for dated 15.01.2023 - When it comes to
developing employee engagement in an retention, new- age companies think beyond
organization. Mr.Rao further stated that, pay, perqs, to win talent wars, promise better
organization needs to continuously work for exposure, ESOPs and growth opportunities
creating positive environment to enhance to attract and retain employees. News also
current productivity, thereby ensuring more states that work life balance, multiple
Vol. 02 | Issue 04 | May 2023 274

promotions, access to leadership and trends and technologies, which allows us to

recognition of exemplary work also offer employees challenging and exciting
supports engagement process. projects that allow them to grow their skills
and advance their careers”, said Gupta. (Ref
To build up engagement process many Economic Times dated 15.01.2023).
organizations have deployed different
methods. While BharatePe co-founder From the literature survey it is very clear
Ashmeer Grover announced that he would that empowering employees play vital role
gift Mercedes cars to employees who stay in strengthening engagement process. It
on for five years at his new company. As per helps to infuse vitality and energy into the
Samra Rahman, Head of People and Culture work place, supports in understanding
at Hero Vired, granting freebies or opulent sharing responsibility with employees and
gifts is not the only solution to retain talent. thereby helps in improving performance.
It is essential for employees to understand Empowering is mutual influencing process.
the company's vision, get inspired, and work (Kenneth L. Murrell & MMI Meredith
together towards a collective goal to upskill –Empowering Employees).
people and bring difference into their lives.
(Ref Economic Times dated 15.01.2023). Murrell and Meredith also mentioned that
empowering organizations sees achieving
To strengthen the engagement process other empowerment as life long effort and not end
companies like Zepto and CashKaro are point to be checked off a list of objectives.
offering multiple promotion opportunities, Empowerment is an active journey not a
peer learning, access to leadership and static destination, which supports engage-
recognition of exemplary work. On the ment. Another point of employee engage-
subject, Roma Bindroo, HR Head of the ment is active participation of employees in
grocery delivery startup expressed her decision making process. This helps in
opinion that “At a young company like ours, shared responsibility which boosts flow of
there is an opportunity to build something the information, spreads accountability and
from the ground up, to disrupt the industry fosters partnerships that manager involves
we're in. This because we have realized himself in decision making and trouble-
through regular surveys that employees shooting process, leading to engagement.
want opportunities for growth and learn-
ing”. Dealing with the subject of engage- Engagement process also involves bringing
ment and retention, Swati Bhargava, Co- in continuous change and creating enthusi-
founder of CashKaro #TheCKMorning asm amongst employees. To ensure
Show – a platform for appreciation and continuation of change and enthusiasm,
encouragement – gives a shout out to managers are expected to bench mark for
employees who have gone above and their attitude, skills and goals of the people
beyond. Many aspiring candidates get to in the organization. Once empowerment is
know more about the company culture by made personalized it automatically impacts
seeing such initiatives on social media, organization in positive way. There is
which helps the firm to attract good talent. always a likely hood of threats in organiza-
(Ref Economic Times dated 15.01.2023). tion. However, employees having high
energy and enthusiasm will support
“To support engagement, many organiza- organization to ensure that threats are short
tions are giving opportunities to employees lived. With more energetic employees
to sharpen their skills in newer technology. organization will experience qualitative
We stay on the cutting edge of industry difference in its approach.
Vol. 02 | Issue 04 | May 2023 275

As per R.Brayton Bowen, appropriate employees.

reward and recognition will always support • Impress on their mind that “Organiza-
in generating values, interest and help in tional value” matters all the time.
achieving work place goals, which in turn
supports in developing perception of Needless to say that above efforts on the part
employees to look at workplace in a more of a manager, would certainly create an
meaningful way and search a way of how to environment for ensuring positive engage-
be strategically aligned with the vision and ment of employees.
mission of the organization. It also creates
interest amongst employees and encourages As per Nigel Harrison – Monitoring
them to work with more motivation, be continuous performance always matters for
collaborative, thereby engaging himself employee engagement. As per author, when
with the organization. Therefore, reward faced with a need to improve employee
and recognition are considered as one of the performance one will be able to follow
important aspects of employee engagement. seven step process to:
R.Brayton Bowen also commented on • Find out who has the problem;
bringing in competitive and collaborative • Define the cost of the performance gap,
spirit amongst the employees. Collabora- and
tive efforts should be regenerative, as team • Design a set of solutions to close it.
members find ways to support one another
and recognize both individual and group The seven step process includes:-
competition. Training and development of
the team from the beginning is critical to 1. What is the problem?
ensure that regenerative skills become team 2. Who is involved?
competencies. In the process of engage- 3. What is happening now?
ment smart manager encourage employees 4. What do we want to happen?
to recognize their own potential and to be 5. What is the cost of the gap?
confident in their ability to succeed - or to 6. What are the causes and potential
atleast try. Few of the efforts on the part of solutions
smart managers to ensure engagement of 7. Action Plan
employees to the larger extent can be as
follows:- Above process surely helps organization to
• Supporting employees to stand on their gain more engagement of employees.
own.
• Value themselves for what they do. It is said that employees leave their bosses
• Encourage them to make changes in and not organization. Engaged employee
their work. will rarely think of leaving the organization.
• Motivate them to pursue personal Steven Taylor in his handbook “The
excellence. Employee Retention”, has set out three
• Create an environment continuously to straight forward questions on the subject:-
increase their ability to change and
adapt. • Why do people choose to leave the
• Guide them to create different options. organization?
• Make an attempt to impress on their • Why does this matters?
mind that relationship matters. • What can be done to reduce this
• Not only appreciate employees but occurrence?
appreciate managers who appreciate
Vol. 02 | Issue 04 | May 2023 276

Effective management of employee As rightly stated by Michael Armstrong in

retention is required to be focused primarily his book Strategic Human Resource
on those individuals whose resignations can Management, the significance of engage-
be most problematic from the organizations ment is that it is at the heart of employment
point of view. Employee resigns from a job relationship. It is about what people do and
for many different reasons. Sometimes it is how they behave in their goals and what
because they are dissatisfied in their current makes them to act in ways that further the
jobs. On other occasions the attraction of an achievement of objectives of both the
alternative is too good to miss. Wherever organization and themselves. Author has
engagement of employee is high, one will referred following table depicting impact of
find very less attrition in such organizations. engagement in organization.
The reason can be attributed to the system Excited about the Excited about the
through which organization cares for their job and puts best
efforts into doing it
job and puts best
efforts into doing
employees. but not particularly it. Fully identied
interested in the with the
organization except organization and
as the provider of proud to go on
The view expressed by Cummings / Worley the op portunity to working there
in the book “Theory of Organization Engagement carry out the work.
Not inclined to put a Fully identified
Development and /Change – involvement of lot of effort into the with the
work and has no organization and
employee in different process plays an interest in the proud to go on
organization or working there but
important role in employee engagement. desire to stay there not prepared to go
Employee involvement can be gauged on the extra mile.
following four factors:- Organizational commitment
1. Power – to provide people with enough Centre for creative leadership (net collec-
authority to make work related decisions tion) has emphasized on improving
covering various issues such as work employee engagement and retention with
methods, task assignments, performance the help of four factors, i.e. Leaders
of outcomes, customer service and Engagement, Job Engagement, Team
employee selection. Engagement and Organizational Engage-
2. Information – This includes availability ment.
of data about operating results, business • Leader Engagement
plans, competitive conditions, new Highly engaged employee feels
technologies and methods and ideas for organized by and connected to their
organizational improvement. direct managers or supervisors. Highly
3. Knowledge and skills – Involve effective first level leaders can build
employee in organizational effective- greater trust and loyalty across entire
ness programs, decision making workforce
systems, problem solving and under-
standing how business operates • Job Engagement
4. Reward – This includes recognition Employees are more engaged when they
also. Appropriate reward and recogni- feel their job matters and can connect
tion can have powerful effect in getting their daily responsibilities to the goals
people involved in the organization and and outcomes of business of the
can help in increasing self-worth and organization, and when they are given
accomplishments. External rewards flexibility and autonomy.
such as pay and promotions can
reinforce on retention of employees. • Team Engagement
The success of any team often depends
Vol. 02 | Issue 04 | May 2023 277

upon how well team members work b) Collect relevant data from various
together and how much they trust each practicing managers, analyze and study
other. Teams work best when members the same.
feel safe expressing divergent opinions c) Give suggestions
and know that they can count on each
other. Authors have done adequate review of
literature. Information is collected from
• Organizational Engagement questionnaire, research papers, books,
One of the key things that improves internet and newspapers.
employee engagement at the organiza-
tional level is visible support from 7. RESEARCH METHODOLOGY
superiors and team members. This The study is based on qualitative and
provides ample opportunities for growth quantitative research.
of individual and organizational
development. Qualitative analysis is done based on
literature review. That submits certain
Engaged employee always supports limitations to the issue, hence quantitative
organization in present competitive analysis is also performed for this study.
environment. As stated by Varun Berry,
Executive Vice-Chairman and MD, The study is exploratory in nature. Compet-
Britannia - “Competition is coming in a fast itive analysis is done using the descriptive
and furious way. Will have to become a lot data analysis method. The questionnaire
nimbler and strengthen our moats”. (Times was made to seek the perception of respon-
of India dated 18.01.2023) dents. The data was collected through the
questionnaire and 128 participating
Above literature survey clearly states that managers dealing with the subject have
engaged employee can be one who is responded to our questionnaire. The
positive in his/her job, believes in and respondents were informed about the
identifies with the organization, works objective of the study. No reference of
actively to make things better, treat others individual / company is done for the purpose
with respect and help colleagues to perform of study.
more effectively, can be relied upon and
goes beyond the requirement of the job, sees The data was analysed using excel and
the bigger picture, even sometime at charts various figures prepared for better
personal cost, keeps upto date with develop- understanding of responses.
ment in his or her field, looks for and is given
opportunities to improve organizational 8. RESEARCH HYPOTHESIS
performance. As per Bevan Barber and Hypothesis is a formal statement of an
Robinson, engaged employee is one who is unproven proposition i.e. empirically
aware of the business context and works testable.
closely with colleagues to improve perfor-
mance within the job for the benefit of To establish logically visible in the form
organization. testable statements, following hypothesis,
i.e. null and alternatives have been formed.
6. RESEARCH OBJECTIVE
The present study has following objectives:- HO1 – Higher Salary is considered as an
a) Examine various approaches and views important factor for employee engagement.
of Employee Engagement
Vol. 02 | Issue 04 | May 2023 278

HA1 - Higher Salary is not considered as an Business / Academia from all India basis
important factor for employee engagement. took part in this survey. Respondents
considered for this study have minimum 20
HO2 – Job satisfaction at work is considered years leadership experience in dealing with
as important factor for employee engage- employees at their respective organizations.
ment.
Based on the data collected through
HA2 - Job satisfaction at work is not questionnaire, following is the analysis
considered as important factor for employee followed by findings:-
engagement.
1 Salary can be considered as an important
HO3 – Involvement of employee in business factor for employee engagement.
process is backbone of employee engage- However, all respondents are not in
ment. agreement with this statement. About
60% respondents have opined that
HA3– Involvement of employee in business salary may not be the deciding factor for
process is not the backbone of employee employee engagement. In other words
engagement. there can be different factors supporting
employee engagement in organization.
HO4 – Transparency at work supports high 32% respondents were in agreement
degree of employee engagement. more the salary you pay to the employee,
engagement will be guaranteed. From
HA4 - Transparency at work does not the graph it is clear that alongwith salary
supports high degree of employee engage- there can be different factors which can
ment. support employee engagement, which is
evident from the following graph.
HO5 – Flexible work timing supports high
level of employee engagement. More the salary you pay to the
employee his engagement will be
HA5 – Flexible work timing does not guaranteed (128 Responose)
supports high level of employee engage-
ment.
9. SAMPLE DESIGN
The questionnaire was drawn by authors
consisting of 15 questions related to the
employee engagement subject, which was
sent online to 150 practicing managers 2. From the literature survey it is clear that
across India, working in different business success in having employee engagement
segments. Responses were received from depends on multiple factors and one
128 practicing managers and the success amongst that is Job Satisfaction.
rate was 85.33%. The respondents are Approach of superiors towards junior
practically involved in industries and team members, willingness on the part
academia dealing with employees and very of employee to learn new things and
much concerned with the topic of research. getting adjusted in culture are few
important points supporting employee
10. DATA ANALYSIS engagement. Over 83% of respondents
As stated above 128 professionals from HR / have expressed that Job satisfaction at
Vol. 02 | Issue 04 | May 2023 279

work place is the base for employee 4. Visible openness at workplace, transpar-
engagement, which is evident from ency at HR processes such as Talent
following graph. Acquisition and Management, Perfor-
mance Management System, Reward
Employee Engagement has nothing to and Recognition, are few areas which
do with job satisfaction (128 Responses) help in creating positive environment at
workplace. Employee normally expect
high level of transparency in area
concerned to their respective career
growth. On this point exploration was
attempted by authors of this article with
the help of questions to the respondents,
enquiring if bringing in transparency in
3. Alongwith technology, involvement of work supports high degree of employee
employee in business process is engagement. Interestingly 97% of the
considered as an important factor for respondents have opined that transpar-
ensuring employee engagement. These ency is considered as an important factor
days in the organization one will find a for employee engagement.
mix of different genders with different
qualifications working for a common Bringing in transparency in work,
goal. During last few years employees suppot high degree of Employee
have experienced economic and Engagement (128 Responses)
industrial turmoil across the globe. This
was more visible during pandemic
environment. In view of this there was a
compelling requirement on the part of
stakeholders to involve employees of all
levels in decision making process.
Respondents were asked questions if
involvement of employees in business
process is backbone of employee 5. One can see visible difference of
engagement, interestingly, 95% of the approaches amongst employers,
respondents have opined positively and employees and stakeholders, concerned
stated that involvement of employees in with various types of business. The
business process if considered as a difference one will see in employment
backbone for employee engagement, pattern, reward and recognition
which is evident from below graph. approaches, gender diversity, work life
balance, etc. Amongst everything
Involvement of employee in business approach towards flexible work was
process is backbone of Employee considered as one of the factor in
Engagement (128 responses) questionnaire. Respondents were
enquired if flexible work timings will
support more employee engagement.
About 82.8% respondents have either
agreed or strongly agreed that flexible
work timing will support more
employee engagement, which is evident
from the following graph.
Vol. 02 | Issue 04 | May 2023 280

Flexible work timing will support more

Employee Engagement (128 responses)
10(A) : Based on above discussion,

authors have drawn “EMPLOYEE
ENGAGEMENT MODEL”, as per
following diagram.
CONCLUSION AND FINDINGS

On the basis of above discussion, literature survey, analysis of the data, hypothesis HO1 to HO5
are fully proved.
In view of above researchers have arrived at conclusions and findings as follows :
1. Engagement of employee is considered as an important factor to strengthen the business.
Infact it is considered as an industrial backbone.
2. Paying higher salary will only be considered as one of the important factor. However this
can be considered as a booster for employee engagement, if supported by other positive
approaches at work place, such as approach of superiors, sustainable high rate of retention,
etc.
3. More the satisfied employee you have at workplace, one will find more engagement level.
Satisfaction does not come automatically, unless one will find conducive environment, high
level of technological impute, visible part on the management to do away with monotonous
jobs, etc.
4. Employees at all levels expect that they should be involved in business process. Not
necessary their opinion will be considered favourably at all times. Involvement of
employees in business meetings, making them members in company delegation, etc. can be
few indicators, which will help in increasing involvement.
5. Transparency – Respondents considered that high level of transparency in organization
creates comfort level amongst employees. There should be transparent communication
between leaders and their employees.
6. Post pandemic all have experienced paradigm shift in approach from manual to digital. For
eg. Conducting meetings with the help of Teams, google, etc. Is an accepted phenomena.
Definition of workplace has become flexible and therefore, work timings have also become
flexible. Employee gets encouraged to work with organizations if they are allowed to work
in flexible way. Of course with certain limitations. Authors have suggested employee
engagement model as mentioned above in point 10(A).
WAY FORWARD
1. Stakeholders in organization dealing with employee engagement, need to be flexible in their
approach and therefore, review mechanism is advised at all times, as mentioned in point
10(A) model.
Vol. 02 | Issue 04 | May 2023 281

2. Fun and interest at work and workplace helps in creating more engagement. With younger
generation joining organization with rapid speed, this issue needs to be considered as an
issue on priority.
3. Continuous communication at all levels and bringing in transparency at work will be
considered as an important factor to ensure employee engagement.
4. To ensure high level of engagement scenario -Stakeholders are expected to take ownership
of all actions for which they are responsible, by creating conducive work environment at
respective workplace. This will support developing creativity amongst employees, and
thereby making employees feel that they are valueable assets to the organization.
5. Availability of required resources helps in creating right empowerment amongst the
employees.
6. Entire process needs to be taken with high level of seriousness and not to be considered as a
day to day ritual.
REFERENCES
1 Strategic Human Resource Management – Michael Armstrong
2 Theory of Organization Development and Change – Cummings / Worley
3 The Employee Retention Handbook – Stephen Taylor
4 Organization Development – T.V. Rao – Kuldeep Singh
5 The Tao of Loyalty – Ajit Rao
6 Training Organizational Transformation - - Part 1 – For Policy Makers and Change Manage-
ment – Rolf P. Lynton and Udai Pareek
7 Empowering Employees – Kenneth L. Murrell – MIMI Meredith
8 Improving employee performance – Nigel Harrison
9 Strategic Human Management - Tanuja Agarwala
10 Recognizing and reward employees – R. Brayton Bowen
11 Article by TIM Smith on Employee Engagement
12 Article in Economic Time – 15.01.2023
13 Article from Centre for Creative Leadership – google search
14 Times of India dated 15.01.2023
Vol. 02 | Issue 04 | May 2023 282

Mapping Employee Engagement for Organisational Resilience:

Proposing 'ERTSDR' Scale
Dr. Partha Naskar
Joint Director (Accounts)
Netaji Subhas Administrative Training Institute
Personnel & Administrative Reforms Department
Government of West Bengal, Kolkata, India
ABSTRACT nance amidst competitive, cybernetic and post-

Present day organisations have become highly pandemic centric business environment. The
competitive in the post-pandemic climate. At concept of work-force involvement evolved in
this changing phase of the business platform the the initial phases of 19th century and with the
essence of people factor at work is the call of the passage of time being conceptualized and
hour. To have a committed workforce ensures coined as employee engagement in the present
fulfillment, consummation and positive millennium. Essentially employee engagement
organisational outcomes. The paper through can be broadly expressed as a measurable
literature survey outlines diverse aspects of degree of an employee's positive or negative
employee engagement ranging from emotional emotional attachment to his job, colleagues and
intelligence of employees, reward and recogni- organisation which profoundly influences his
tion of employees, training and development of willingness to learn and perform at work. It is
employees, occupational stress of employees, quite pertinent that the degree of involvement,
digital transformation of work force and commitment and attachment of an employee
recruitment selection of employees. The towards a job contributes in developing a
objective of the paper is to identify the promi- cohesive-spirited-skilled workforce for
nent spheres and items that may be considered organisational accomplishment. The spheres of
in understanding the relevance of employee 21st century business workspace rests on the
engagement at work place. A structured scale notion 'engaged employees are better
'ETRSDR' has been framed for item analysis in employee'- building a platform for reorienting
the study. A satisfied worker is a happy worker people-based systems for greater organisational
and in turn transforms to be prolific, productive, effectiveness. The focus of the paper makes a
fruitful and industrious worker through realistic attempt to reach out the relevance of
effective employee engagement. The paper employee engagement connecting individuals,
makes a realistic attempt to reach out the teams, groups whereby all should learn to value
significance of employee engagement for work and love the same within their operational
organizational accomplishment in the coming responsibilities in the work arena.
days.
OBJECTIVES OF THE STUDY
KEY WORDS The purpose of the paper is to delineate the
engagement, employee, organisation, people, relevance and rationale of employee involve-
workplace ment at the organizational hemisphere. The
prime focus of the paper is to identify the
EPICENTER OF EMPLOYEE spheres of employee engagement which are
ENGAGEMENT quite pertinent for competitive survival of the
At the heart of every organizational escalation organisation in the present fluctuating business
exits people factor at work. Present day environment. The essential objective of the
employees are considered as an asset which paper can be understood as:
plays a crucial role for organizational suste- I. To define the prominent spheres of
The corresponding author can be reached at naskarpartha@yahoo.co.in Vol. 02 | Issue 04 | May 2023 283
employee engagement primarily guaranteed from its workforce

II. To identify the items that may be considered comprising talent, skills, responsibility, loyalty,
to design 'ERTSDR' scale attachment and integrity. Employee engage-
ment can be traced with positive organisational
REVIEW OF LITERATURE outcomes linked with effective rewards and
Bridgewaying Employee Engagement and recognition system enhancing employee work
Emotional Intelligence: An Overview performance. Studies reveal that rewards and
The very root of any organizational excellence recognition acts as a potential driver affecting
is deeply connected with its productive employee engagement levels and has been
workforce. The human element is intricately established as an antecedent of employee
influenced with array of qualities, competen- engagement. It can be rightly connoted that
cies, skills all playing a significant role in effective rewards and recognition avenues in
contributing towards employee performance organisation poses a positive influence on
and productivity at workplace. The present employee commitment. The essence of
digitalized era focuses on collaborating human recognition system is a complimentary
ability with emotional quotient in order to relationship between rewards and recognition
provide a wide spectrum of bonded employees and the foundation of prudent reward mecha-
who gives his best with passion, commitment nism paves the way for the organization to
and emotional competencies for achievement of deliver appropriate rewards to the right people
organizational goals. The three 'S' i.e. Say-Stay- at the right time and for the right reason. The
Strive is the employee engagement bell-tone of foundation on which effective rewards
the present millennium. According to the recognition strategy stands can be outlined in
researchers there lies a intricate interphase of the given figure 1.
employee intelligence with employee involve-
ment at work which guide one's thinking and Figure 1: Pillars of Reward Strategy
action at the organizational terrain. The four
proponents viz., self-awareness, self-
management, social awareness and relationship
management acts as a catalytic agent for work
force to sense, understand and effectively apply
the potential of emotional intelligence at
workplace for successful organizational
operations. On the threshold of the rapidly
changing social world the level of organiza-
tional escalation touches the momentum with
pace and positivity of emotional intelligence
through new transformative vibes of thinking, Rewards and recognition may be financial or
learning and living within the spaces of non-financial but rewards induce extrinsic
business horizon. motivation among employees while recogni-
tion accelerates intrinsic motivation among
Designing Employee Reward and Recogni- workforce. Moreover, happy employees are
tion Strategy: Torch Bearer of Employee better employees. Effectively managed rewards
Engagement recognition system creates dedicated employ-
Present day organization seeks towards best ees which in turn contributes towards organiza-
talent. An organisation's human resource is the tional performance with better services and
most valuable assets which need to be acknowl- with outmost loyalty. It is the work place which
edged for business success. The pathway enhances the standard of quality of work life
towards organisation's optimum performance is with severable working condition. It also acts as
Vol. 02 | Issue 04 | May 2023 284

a driving force for promoting employee's implementation at organizational hierarchy.

satisfaction with long-term productivity and Employee engagement can be viewed as an
achieving workforce satisfaction and commit- appropriate blend of psychological and
ment. An organisational performance can be emotional attributes of an employee focusing
rightly evaluated through its growth and on willingness at work with optimum effort,
profitability which is directly connected with skill and responsibility. In the accomplishment
positive employee satisfaction through of performance levels, the need for training has
healthier rewards and recognition at workplace. been considered as the most accepted methods
The given figure 2 illustrate dimensions of in improving productivity and performance
effective rewards recognition strategy for levels of an organisation. Imparting training to
employee engagement. the prospective work-force creates a positive
relationship between training and engagement.
Moreover, it fosters a meaningful understand-
ing to think that training imparted to employees
Employee
Engagement make them more committed, contented and
Satisfaction inspired to work. The mediating role of
Productivity
Retention effective communication is the life-line for
organisational performance. The essentiality of
Dimensions of
Reward communication at the organisational platform
& seeks to address its employee relations
Customer Recognition Firm
Satisfaction Growth alongwith other stakeholders. It can be
Trust Revenue indicated that communication works as a potent
Loyalty Profit
Retention Valuation driver between employer-employee for
expressing views, goals and values and in turn
In the present-day competitive world, every establishing a impactful affinity between
employee seeks for security, flexibility, organisation and employees. In the recent years
meaningful work and professional growth. The employee engagement has evolved as one of the
qualitative excellence of an employee should be popular organisational priorities in the corpo-
measured, acknowledged and rewarded for rate hemisphere reflecting psychological
enhancing employee satisfaction as satisfied commitment and dedication of employees at
employee render better services - leading work terrain. Millennium business houses
satisfied customer- resulting profitable should strategize righteous training, right tone
situation. The crux of rewards and recognition of communication and adopt development
strategy in the today's business houses need to agendas with appropriate implementations
be redesigned, reinvented and realigned for which will elevate engagement level of
sustainable growth in the coming days. employees both for individual and organiza-
tional progression.
Training-Development-Communication-
Participatory Factors for Employee Engage- Managing Occupational Stress for Building
ment Employee Competencies: An Outline
In the present cybernetic business environment, Present day growing organisations confronts
the relevance and impact of training, develop- stressed linked conditions at work place. Stress
ment and communication has emerged as the has taken an inevitable phenomenon in day-to-
key inducer towards employee involvement at day organisation activities. Excessive parame-
work place. Therefore, it is quite imperative to ters comprising fatigue, anxiety, work pressure,
understand the necessity and value of the depression and growing competitiveness is the
participatory factors viz. training- root cause of stress situation. Employees at
development-communication with its elective work place experience occupational stress
Vol. 02 | Issue 04 | May 2023 285

which distract and de-motivate them from work acts as a barometer to understand the right
resulting in poor organisational performance. levels of employee engagement in the present
An engaged employee is more committed to his stressed entangled working environment
goals with a positive state of mind which worldwide.
emotionally connect for better performance.
The constrains of stress exerts a negative Interlinking Digital Transformation and
relationship between an occupational stress and Employee Engagement
employee engagement which in turn diminishes The bell-tone of twenty first century organisa-
the emotional and cognitive strength of tions rhythms on digitalized platform. In the
employee. Occupational stress is the outcome present complex, hypersensitive business era
of adverse and noxious aspect of job, leading to the core competencies of information-based
disappointment, dissatisfaction, and de- system is the foundation of all organisational
motivation among the work force. In the present excellence. It is experienced that the impact of
digitalized era employees need to be harnessed digital transformation provides immense
as a wealth for organisation where in there inputs, potential and fruitful outcome in
should be a optimistic harmony between understanding the relationship between
organisational commitment and employee cybernetic system through strengthening the
engagement. For connecting the relationship proponents of employee engagement. Human
between occupational stress and employee resource management has gone through a
engagement it is the inverted U-relationship remarkable changeover over the years and has
which is projected in the figure 3. designed roadmap with technology for
organisations and the essentiality of employee
Figure 3: Relationship between Stress and engagement for achieving sustainable goals.
Employee Engagement With the technological revolution bringing
phenomenal change in the organizational
High functioning and thereby showcasing emerging
technologies viz. social media, mobile technol-
ogies, internet of things, cloud technologies, big
Employee data analytics and many more in the global
Engagement
business hemisphere. The present business
climate is undergoing turbulent conditions and
the focus towards enhancement of employee
Low engagement with development of new plat-
High
Occupational Stress forms for emerging employers is the call of the
hour. Studies reveal that the advancement of
The given figure illustrates that with high work digital age, introduction of artificial intelli-
pressure level results to high stress, anxiety and gence, business automation and application of
unhappiness and on the contrary, it can be Internet of things into business spaces is the
opined that optimum performance is achieved most unique innovative way of work-place
when people experience a moderate level of renovation. In spite of growing technological
work pressure. The inverted U-shaped relation- complexities technological implication is
ship suggest that at low to moderate occupa- bound to inevitable element in the coming era. It
tional stress it is positively related to employee may be unanimously agreed that all strategies
engagement and on the contrary negatively and polices governing digital transformation
related to employee engagement at higher level need to be focused with the avenues of
of occupational stress. It can be rightfully employee engagement for gaining sustainable
acclaimed that the impact of varying level of objectives linked with employee engagement
occupational stress on employee engagement it towards organisation and society at large.
Vol. 02 | Issue 04 | May 2023 286

Linking Recruitment-Selection Process source of conceptualizing the prominent

Towards Employee Engagement spheres hovers around extensive literature
Engagement predominantly connotes the review comprising research papers, articles,
condition under which people work. It com- journals and related reports. A scale would be
prises the positive, emotional and intellectual designed involving essential considerations of
components of an employee connecting with the paper viz. emotional intelligence of
his work. Engaged employees are the most employees, reward and recognition of employ-
valuable assets for every business houses. At ees, training and development of employees,
this juncture every organisation seeks to occupational stress of employees, digital
guarantee its potential through right number of transformation of work force and recruitment
people at right time and at right place. Selecting and selection of employees. These would be
and engaging prospective man power is the considered as independent variables and the
prominent strategies that need to be undertaken notion of employee engagement and organiza-
for an organisational success. The effective tional progression as dependent variables. The
approach to recruitment in connection with creation of the scale in this present paper would
qualified, skilled and experienced people in turn involve identification of the items within the
strengthens organisational effectiveness scale aided with the inputs from literature
resulting competent workforce. Selecting the analysis. The structured scale would be the
best talent assumes greater relevance and research instrument with the nomenclature of
willingness of manpower to work spontane- “ET-RR-TD-OS-DT-RS” Scale towards
ously. Research reflects that effective HR collection of primary data and feedback for
practices and policies virtually help to develop, future scope of study; 'ET' denotes emotional
control, manage, insight and achieve the intelligence; 'RR' denotes reward and recogni-
commitment of employees for achieving tion; 'TD' denotes training and development;
organisational benefits. Appropriate recruit- 'OS' denotes occupational stress; 'DT' denotes
ment process through perfect selection of digital transformation and 'RS' denotes
employee is the backbone towards developing a recruitment and selection.
positive connectivity between employee
involvement and motivation. It can be explicit Findings and Discussion
opined that an organizational success vests on From the literature explicated in the paper a
effective recruitment and selection system distinctive effort has been made to identify the
paving the way towards fruitful employee items under the broad spheres revealed from the
engagement. study. The six broad spheres in the areas of
emotional intelligence, reward and recognition,
Research Methodology training and development, occupational stress,
The research work is qualitative in nature and digital transformation and recruitment and
based on secondary literature survey. The main selection are outlined as :
Sphere A Blending Emotional Intelligence with Employee Engagement

Sphere B Introducing Recognition Avenues for Employee Engagement
Sphere C Promoting Participatory Elements for Employee Engagement
Sphere D Monitoring Occupational Stress for Employee Engagement
Sphere E Promoting Digital Transformation for Employee Engagement
Sphere F Reorienting Recruitment procedure for Employee Engagement
Vol. 02 | Issue 04 | May 2023 287

Each of the above spheres has been independ- subsequently though further research study
ently considered to arrive at handful of items for towards creation of the scale.
the scale. The items have been generated from a
detailed literature study which has been a Implications of the Study
significant part of the paper. The life-line behind any organizational
escalation rests on human resource- the driving
Findings II strength for twenty-first century business
houses. Out of the varied available resources for
Table 2 : Identifying Items organizational progression it is the essence of
Sphere Item Description of the Item

No.
A.1 Human Ability with emotional quotient
Sphere A.2 Self -awareness & Self -management: Catalytic agent
A A.3 Transformative vibes: Thinking -Learning -Living
A.4 Emotional Intelligence & Emotional competencies
B.1 Effective reward: Potential driver
Sphere B.2 Inducement of Motivation with satisfaction
B B.3 Enhancing output standards
B.4 Evaluating work -performance
C.1 Key driver for employee involvement
Sphere C.2 Blending psychological and skills
C C.3 Upgrading productivity
C.4 Enhances individual and organizational development
D.1 Addresses emotional issues
Sphere D.2 Harmonizes commitment and cognitive strength
D D.3 Relationship between work -pressure and performance
D.4 Focusing interpersonal demands
E.1 Core of organizational excellence
Sphere E.2 Digitalized makeover strengthens organizational goals
E E.3 Digitalized makeover strengthens organizational goals
E.4 Creating opportunities with sustainability
F.1 Effective tool for supportable engagement
Sphere F.2 Guarantees prospective work -force
F F.3 Guarantees prospective work -force
F.4 Backbone for organizational success
Thus, the above items have been proposed human attributes and the level of commitment
through this paper as the focal means within and involvement of an employee that matters
each of the six independent spheres within this most. Human potentials has emerged as most
proposed scale. The items and the spheres are to crucial, sensitive and vital element in determin-
be tested for statistical reliability and validity ing the sustainability of an organisation. The
Vol. 02 | Issue 04 | May 2023 288

notion of employee engagement is meaningful and relevant in the pandemic-centric business

hemisphere as it is the commitment at work that directs an individual employee's cognitive,
emotional and behavioural state towards accomplishment of organizational objectives. The paper
makes a modest attempt to formulate the 'ERTSDR' scale with its sphere and items within. It can be
unanimously agreed that present digitalized organisations should redesign agenda in providing
rooms for effective HRM-employee engagement relationship programs and believe it can motivate
them for superior performance.
BIBLIOGRAPHY
• Aktar, A. and Pangil, F. 2018. “Mediating role of organizational commitment in the relationship
between human resource management practices and employee engagement: Does black box
stage exist?” International Journal of Sociology and Social Policy 38(7/8): 606-636.
• Athar, R., & Shah F. M. (2015). Impact of Training on Employee Performance (Banking Sector
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10.9790/487X-171115867
• Cherniss, C., & Goleman, D. (2001), The Emotionally Intelligent Workplace: How to Select for,
Measure, and Improve Emotional Intelligence in Individuals, Groups, and Organizations. San
Francisco: Jossey Bass.
• Hicks, T. and McSherry, C. (2006), A guide to managing workplace stress. [Online] Universal
Publishers
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Compensation & Benefits Review, 51(4): 162-172.
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International Journal of Business and Management. 5, 12.
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Role of Internal Communication. International Journal of Business Communication, 51(2),
183–202.
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antecedents of job satisfaction: results from Portugal”,Europe's Journal of psychology.
[Online] Vol. 10 No. 2, pp.291-300.
• Mayer, J.D. & Salovey, P. (1993), The Intelligence of Emotional Intelligence. 17, 433-442
• Ongori, H. and Agolla, J. H. (2008),“Occupational Stress in Organizations and Its Effects on
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135.
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• Vance, R.J. 2006, Employee Engagement and Commitment: A Guide to Understanding,
Measuring, and Increasing Engagement in Your Organization; Effective Practice Guidelines.
Society for Human Resource Management, Alexandria, VA
• Stairs, M. (2005), Work Happy: Developing Employee Engagement to Deliver Competitive
Advantage. Selection and Development Review. 21, 5.
• Sharlyn Lauby(2018) Brace for Changing Times: Digital Transformation Opens a Window for
the Future of Employee Engagement
Vol. 02 | Issue 04 | May 2023 289

Study on Factors Affecting Employee

Productivity in a Hybrid workplace
Dr. Prajakta Barve Ms. Akshaya Sawant

Assistant Professor, PGDM-HR
Prin. L.N. Welingkar Institute of IES MCRC, Mumbai
Management Development and Research, Mumbai
ABSTRACT to work remotely. The sudden increase in the

Hybrid work culture is the gift to mankind; number of remote and hybrid work has left
Covid-19 pandemic is responsible for the many in thinking with how this change have
beginning of new era for many businesses. affected on the productivity of those
Zoom, Microsoft Teams, Web ex are the new organizations and the workers. Both
entries in effective and prevalent business superiors and subordinates alike have
practices. started to realize that hybrid work environ-
ments are here to stay. Microsoft team video
While we are regaining normalcy, the hybrid calls are the norm, and many have adjusted
work place model developed in the Covid times to working from home, while others are
is here to stay. From compulsory work from starting to return to the office. The most
home to work from office, this hybrid pressing concerns facing businesses today
workplace model is likely to remain perma- is- How to maximize the productivity of
nently in today's business world. But to employees? In discovering this answer, we
maximize productivity in times of uncertainty is can look at the impact of hybrid work on
the most pressing concerns of today's business productivity and how different employee
world. It's very important to look at the impact initiatives can help organizations that allow
of hybrid work on productivity. It is also hybrid work to increase the productivity of
important to understand how employee the workforce.
initiative can help organizations allowing
hybrid work to increase the productivity of the 2. LITERATURE REVIEW
workforce. ● The Future of Work: From Remote to
Hybrid- Capegemini Research
The study is an attempt to understand different Institute (December 2020)
factors affecting employee productivity in This research was conducted to unfold
hybrid setup. It's is an attempt to explore the transformation from remote to
different ways to leverage employee productiv- hybrid workspace. They conducted a
ity in a hybrid workplace. Hence the focus is on survey over 500 enterprises and 5,000
the factors that affect the employee productivity employees from around the world and
in a hybrid workplace. conducted in-depth discussions with
various senior level management. The
KEYWORDS: report contains certain important
hybrid work place, work from home, Covid-19, questions such as: - 1. What do employ-
employee productivit ees and companies think and view the
use of remote operating models? 2.
1. INTRODUCTION What benefits should organizations
After the onset of the COVID-19, many expect from these models? According to
organizations had no choice but to get to use the executives, 3/4th of business
The corresponding author can be reached at prajakta.barve@welingkar.org Vol. 02 | Issue 04 | May 2023 290
enterprises expect 30% or more of their

workers to be work remotely, and more 3.2 Hypothesis
than 3/4th expect more than 70% of 1. Hypothesis 1:
workers to work remotely. • H0: Duration of people working in
Current Organization and Shift in produc-
● The Future of Work: Productive tivity from previous Organization to current
Anywhere- By Accenture (May 2021) are independent.
They conducted a survey during March • H1: Duration of people working in Current
2021 of 9,326 workers worldwide. With Organization and Shift in productivity from
the help of statistical analysis, they previous Organization to current are
studied what resources were needed to dependent.
make people feel healthy and productive
in onsite as well as remote. Sixty-Three 2. Hypothesis 2:
percent of successful organizations have • H0: Age of employees and duration of
already applied the model of productiv- work in a remote setup are independent
ity anywhere concept. It was found that variables.
those who had a hybrid model during • H1: Age of employees and duration of
Covid-19 had better mental health, work in a remote setup are dependant
stronger work relationships and had a variables
better feeling of working for their
organizations. They also experience less 3. Hypothesis 3:
fatigue compared to people who work • H0: There is no significant difference
far away. between productivity and preference of
work
• The Next Great Disruption Is Hybrid • H1: There is a significant difference
Work – Are We Ready? - By Microsoft between productivity and preference of
(March 22, 2021) work
The research paper addresses employee
productivity in hybrid settings and 4. Research Methodology
highlights toxic productivity. It explains 4.1 Type of research: This research is a
how high productivity hides the Basic Business Research. Basic research
problems with respect to the employees is curiosity driven. This research is
who face burnout and how to Create a based on a desire to expand knowledge.
flexible system, investing in space and How can managers increase the
technology to keep in line the digital and productivity of employees in the hybrid
physical world, combating digital workspace and dedicate themselves
fatigue from the top, prioritizing social toward the organization's goals? In this
and cultural, rethinking work experience study, we can learn the most important
to compete for the best & the most factors that can affect employee-
diverse talent. productivity and how we can create a
situation where employees are more
3. Objectives & Hypothesis of The Study productive. This research does not
3.1 Objectives examine the problem from one single
• To study different factors affecting organization perspective. However,
employee productivity in a hybrid setup. various companies from diverse
• To explore different ways to leverage industries may become aware of such
employee productivity in a hybrid research and apply it by examining
workspace. questions about their own employees.
Vol. 02 | Issue 04 | May 2023 291

4.2 Research Design: In this research productivity in a Hybrid Setup.

report, the methodology of this project
was broadly descriptive and exploratory 5.2 Limitations : Factors associated with
in nature. The nature of Data is Quantita- productivity can differ from person
tive (Descriptive) in Nature and the depending upon the job title, industry,
source of data is Primary which was workspace environment or other factors.
gathered in the form of Questionnaires &
it sent across with the help of Google 6. Analysis
Forms. 2 Google Forms were made. One The project is divided with respect to 2 parts
was to survey employees and understand 6.1 Factors affecting Employee Productiv-
the factors affecting their productivity & ity
the other one was to understand how 6.2 Factors affecting Employee productiv-
organizations are working towards ity with the perspective of management
employee productivity.
6.1 Factors affecting Employee Produc-
4.3 Population and Sample: The Popula- tivity:
tion for the 'Employee Forms on Factors A survey was conducted of about 66
affecting Productivity” was 100-120 and respondents which comprised of 37
the sample size was 66 respondents & Males & 29 Females. These respondents
the Population for the 'HR Forms on belonged to different industries/ sectors
Factors affecting productivity' was ranging from Information Technology,
around 35-40 and the sample size was 11 E-commerce, Fintech, Digital Market-
respondents. The sampling process was ing, Consultancy, Consumer Electron-
simple random sampling. ics, FMCG, Banking & Financial & Real
Estate. IT sector was highest which
5. Scope & Limitations comprised of 34.8 %, then followed by
5.1 Scope : The scope of the study defines E-Commerce, Fintech & Digital
the content that can be covered by Marketing.
research to reach a logical conclusion. The Age Category ranged from 18-24
The scope of this research topic is quite years, 25-34 years, 35-44 years, 45-54
large as it studies the different chal- years, 55+ years. The majority
lenges faced by Employees with respect workforce was from 35- 44 years old and
to productivity in a Hybrid Setup. then followed by 25-34 years old.
Studying the concerns of employees
which make them less productive in Gender (66 Response)
remote/onsite model. Also understand-
ing what are the Factors due to which
employees feel productive in a particu-
lar work setup. Also covering the don'ts
where emphasis would be on toxic
productivity and how it can hamper the
workforce.
A Detailed comprehensive research on
the topic has covered how employees Figure 1: Gender
face different challenges with respect to
productivity and organizations can Industry/Sector you belong to
create certain strategies and implement (66 Reponses)
different techniques and manage the
Vol. 02 | Issue 04 | May 2023 292

started.56.1% said that they are more

productive in their current organization
as compared to the previous one. 27.3%
said that there has been no significant
change in terms of productivity and
16.7% said no which means they are not
productive in their current organization.
Duration of Current Organization Vs
Figure 2: Industry/ Sector Shift in productivity from previous
Organization- Analysis (Chi-square
Age (66 Responses) Test)
To study whether there is a relation
between the person working post covid
after the remote setup Vs shift in
productivity seen from previous
organization to current organization.
With the help of Chi-square test I will
develop a Hypothesis.
Figure 3: Age
It is important to understand the job

movement after the Covid Pandemic
started and whether the organisations
were having an hybrid style of working
or working from home. It is observed
that the majority count for 40.9% which
are from the duration of 1-2 years, Figure 5: Duration of Current Organiza-
followed by 27.3% in the category of 0-1 tion Vs Shift in productivity from
years. Which implies that majority of previous Organization- Analysis
people have left or joined their current
organization after the Covid Pandemic Decision Critical Approach:
started. Then followed by 2-5 years, and H0: Duration of people working in
5-10 years with 22.73% & 9.1%. Current Organization and Shift in
productivity from previous Organization
to current are independent.
H1: Duration of people working in
Current Organization and Shift in
productivity from previous Organization
to current are dependent.
Observed 6-8 8-10 10-12 More than Total

hours hours hours 12 hours
Figure 4: Duration people working
18-24 Years 0 6 1 0 7
with current organization 25-34 Years 0 15 7 0 22
35-44 Years 0 13 13 1 27
45-54 Years 2 2 5 0 9
The objective here was to understand 55+ Years 0 1 0 0 1
how many people experienced a drop, Total 2 37 26 1 66

rise, or no significant change in
productivity after the pandemic Table 4: Observed Frequency- 2
Vol. 02 | Issue 04 | May 2023 293

Expected 6-8 8-10 10-12 More than Total IT, from 12 respondents of Fintech 11,
hours hours hours 12 hours
all the respondents of digital marketing
18-24 Years 0.21 3.92 2.76 0.11 7
25-34 Years 0.67 12.33 8.67 0.33 22
and 9 out of 14 from Fintech, were told
35-44 Years 0.82 15.14 10.64 0.41 27 to be available more than their regular
45-54 Years 0.27 5.05 3.55 0.14 9
55+ Years 0.03 0.56 0.39 0.02 1 working hours. Which draws us to
Total 2.00 37 26 1 66 analysis that these sectors experience a
high demand to work even after working
Table 5: Expected Frequency- 2 hours.
Chi-Squqre 6-8 8-10 10-12 More than Total
hours hours hours 12 hours ii. Factors while working in a remote
18-24 Years 0.21 1.10 1.12 0.11 2.54
setup
25-34 Years 0.67 0.58 0.32 0.33 1.90 The objective here is to basically
35-44 Years 0.82 0.30 0.53 0.85 2.50
45-54 Years 10.94 1.84 0.63 0.14 13.51 understand what are the other negative
55+ Years 0.03 0.34 0.39 0.02 0.78
factors which would affect an
Total 12.67 4.16 2.56 1.44 21.23 employee's productivity. Out of the
factors like unrealistic deadlines,
Table 6: Chi-square - 2 frequent updates on daily basis,
monitoring of your work, unusual
R-1 4 CV 21.02607 timings of the calls/meetings, too many
C-1 3 P-Value 0.047 meetings than actual work, no independ-
DF 12 ent decision making, extra task dele-
gated, technological Barriers-Setting
Unrealistic deadlines was witnessed by
P 0.047
93.9% of respondents, followed by
Alpha 0.05
frequent updates or daily reports on a
P<alpha Reject 0.47 < 0.05
regular basis & Monitoring of your work
P<alpha Fail to Reject which was witnessed by 84.8% of
respondents.
Null Hypothesis is rejected, which means
that age of employees and no. of hours an iii Personal factors affect you most while
employee worked in a remote setup are working in a remote work space (Rate
dependant variables. in the scale of 1 to 5, 1-highest & 5-
lowest)
I. Availability after working hours The Objective here was to understand
The objective here was basically to what are the personal factors which
understand that how many people from restrict an employee from working in a
the sample size witnessed more number remote space. 4 key personal factors
of working hours apart from their ideal were considered, which were physical
working time. health being worse, mental health being
58 people said that they were told to be worse, home distraction, social isola-
available even after their ideal working tion. Out of the all factors, Mental
hours. While the studying the factors of Health was being given rank 1. Rank 1
the analysis, it was found that 58 people signifies that the person feels mental
consisted of the ones who opted for the health is worse of all. Also apart from
options of burnout and more hours of Mental health, employees also felt
working. socially isolated in remote setup. The
Also by Industry wise comparison it was Employees who selected Mental Health
seen that out of 21, 18 comprised from being worse to the 1st Rank- 43 out of 62
Vol. 02 | Issue 04 | May 2023 294

employees witnessed unrealistic Better work environment, got

deadlines opportunity for upgrading my skills,
performance was also improved. And
these people majorly constituted from IT
and Consultancy Sector.
vi. Change in productivity in remote

setup as compared to onsite
The objective here was basically to
understand that, did employees through
their own self-analysis saw a significant
change in productivity after the remote
Figure 6: Personal Factors affecting setup as compared to onsite. 63.6% of
Productivity respondents said, that their productivity
has been increased after the Remote
iv. Preference for work for a new joinee Setup. 24.2% said that their productivity
The basic objective here was to has been decreased while 12.1%
understand; which model of work would respondents felt that there has been no
be preferred in employees were to join a significant change in terms of their
new company. 52% of people voted for productivity. When an analysis was done
Hybrid, followed by 39% for Remote it was found that 21 out of the 42 people
and 9% for On-site model. The 26 people who reported increase in productivity,
in the remote setup consisted from IT also were the ones who preferred remote
sector, Consultancy and Remote sector. style of working as a preference.
v. Whether hybrid work model was a Decision Critical Approach

motivating factor H0: There is no significant difference
The Objective here is to basically between productivity and preference of
understand will the employees feel work
motivated if their company has a hybrid H1: There is a significant difference
work model. between productivity and preference of
81.8 % responded in favour of Yes that work
they would be motivated in a Hybrid
Observed Increased Decreased No Total
Work Space Model. With 18.2% Change
responding to a No, that they won't be
Remote 21 2 3 26
motivated in a Hybrid Work Space Onsite 1 3 2 6
Model. When an analysis was done for Hybrid 20 11 3 34
the people who were not motivated to Total 42 16 8 66
work in a Hybrid Setup, it was found that
out of the lot of 12 people, 7 employees Table 7: Observed- 3
had chosen the answer that their
preference would be remote. These Expected Increased Decreased No Total
Change
employees are rigid with respect to their
preference of work. When studied that Remote 16.55 6.30 3.15 26
Onsite 3.82 1.45 0.73 6
what are the positive factors due to Hybrid 21.64 8.24 4.12 34
which they were motivated to work in a
Total 42 16 8 66
remote setup it was found that, they
experienced Flexibility in working,
Vol. 02 | Issue 04 | May 2023 295

Table 8: Expected-3 dealing with employee productivity in a

Chi- Increased Decreased No Total hybrid/remote/onsite setup, a survey form
Square Change was circulated to HR professionals. The
Remote 1.20 2.94 0.01 4.144
sectors to which these HR professionals
Onsite 2.08 1.64 2.23 5.949 belong were IT, E-commerce, Consultancy
Hybrid 0.12 0.92 0.31 1.351
and Digital Marketing.
Total 3.403 5.502 2.539 11.445
Table 9: Chi Square-3

R-1 2 CV 9.487729
C-1 2 P-Value 0.022
DF 4
P 0.022
Alpha 0.05 Figure 7: Industry/ Sector- 2
P<alpha Reject 0.022 < 0.05
P<alpha Fail to Reject
viii Managing work from home employees
As the p value is less then alpha null The objective here is to understand how are
hypothesis is rejected, there is an organizations monitoring the employee.
association between the two cross The entire sample size responded that
tabulated variables and hence we can say managerial supervision & Reports was the
that the two variables are statistically common way of monitoring the employee
dependant. work. Also 90.9% responded to self-
reporting on the part of the employee and
vii Concerns a new joinee working 81.8% responded to tracking employee
remotely activity and department working together
98.5% said that they do not feel and while videoconferencing.
enabled to work in a remote environ-
ment remote and were not sure about the ix. Providing furniture or any other essential
expectations from them & their new resources like laptop, Wi-Fi services etc.
position. 80.3% said that they felt can help to boost productivity
confused and lost during the initial days The objective here was basically to
due to limited support from their understand that apart from the intangible
organization. 65.2% were concerned factors covered in the survey, do tangible
about their performance would be factors like furniture, Wi-Fi services etc.
assessed in a remote setup. 62.1% said and essential resources also matter when it
that their learning at the organization comes to productivity of employees. 90.9%
would be slow. Also half of the respon- of the HR Managers think that tangible
dents felt that integration in the company factors also play an important role when it
and not making them aware of organiza- comes to productivity of employees.
tion line values and beliefs would bother
them in the first place. x. Initiatives by company to boost employee
productivity
6.2 Factors affecting Employee Productivity This was an open ended question which was
with the perspective of Organization posed to understand what are the possible
To understand how organizations are initiatives taken by the companies to boost
Vol. 02 | Issue 04 | May 2023 296

the productivity of employees. Following xi. Hiring for Hybrid setup

were the answers which I received for the It was found that 36.4% of HR's think
same. definitely, 54.5% think very probably and
• Open house conducted to discuss 9.1% say possibly. The positive response by
various issues and how the organization the organization makes us conclude that
is currently working. with respect to setting high standards of
• Rewards and recognition conducted in productivity, organizations are comfortable
an online presence. with a hybrid approach and use it to manage
employee productivity for their benefit.
CONCLUSION
The study identified different factors affecting employee productivity in hybrid work setup
and challenges associated with it. The study also focused on different ways to leverage
employee productivity in a hybrid workspace. The study attempted to discuss how flexible
work patterns can lead to best for the company for letting employees decide about their
preference on where they want to work. Also, employee burnout can be focused on by
providing employee wellness activities and understand what the cause of the stress.
REFERENCES
• Accenture. (2021, May). The Future of Work Productive Anywhere.
https://www.accenture.com/_acnmedia/PDF-155/Accenture-Future-Of-Work-Global-
Report.pdf
• Business Wire (A Berkshire Hathaway Company). (2020, December 17). Productivity of
Remote Workforce Remains Strong During Pandemic. Business Wire.
https://www.businesswire.com/news/home/20201217005250/en/Prodoscore-Research-
Productivity-of-Remote-Workforce-Remains-Strong-During-Pandemic
• Capgemni Research Centre. (2021, December 21). The Future of Work From Remote to
Hybrid. Capgemini Research Institute. https://www.capgemini.com/in-en/research/the-
future-of-work/
• Dave Nevogot, C. M. O. (2021, January 26). How to Increase Employee Productivity: The
Only Guide You'll Ever Need. Hubstaff Blog. https://blog.hubstaff.com/employee-
productivity/
• Michael Gibbs, Friederike Mengel, And Christoph Siemroth. (2021, July). Work from Home
& Productivity: Evidence from Personnel & Analytics Data on ITProfessionals. University
of Uchicago. https://bfi.uchicago.edu/wp-content/uploads/2021/05/BFI_WP_2021-56.pdf
• Qualee. (2021, December 1). 6 Factors Affecting Productivity & Engagement In The
Workplace. https://www.qualee.com/blog/6-factors-affecting-workplace-productivity-
engagement
• Roy Maurer. (2020, September 16). Study Finds Productivity Not Deterred by Shift to
Remote Work. SHRM. https://www.shrm.org/hr-today/news/hr-news/pages/study-
productivity-shift-remote-work-covid-coronavirus.aspx
Vol. 02 | Issue 04 | May 2023 297

Factors Influencing Employee Engagement

In Manipal Group Of Companies
Dr. Swathi. S
Assistant professor
Yuvaraja College, University of Mysore, Mysuru
ABSTRACT it has meaning, that their managers support

In this paper the concept of employee engage- them, and that they are appreciated.
ment is discussed. It majorly focuses on factors
influencing employee engagement. The paper is Employees who are emotionally invested in
based on primary and secondary data. The 150 their work and employees will be motivated to
convenient samples are used in this paper. The contribute to the objectives of their company.
employees belonging to the age group of 21 to Although businesses may define employee
55 years were choosen. The SPSS software was engagement based on their own requirements,
used to analyze the data. The results indicate the fundamental traits of an engaged employee
factors influencing employee engagement are are aware of their responsibilities and what their
compensation, training and development, Work employment entails. They are industrious and
life balance, decision making, Communication, devoted to their job. They have a desire to
Work resources and Team lead. contribute to the success of their company and
are aware of what that means (and how to work
Key words: Employee engagement, compensa- towards it).They are driven to do well because
tion, Team lead, decision making and work life they feel both an emotional and rational
balanceEmployee engagement can be crucial to connection to their organisation.
a company's success. Engagement among
employees can only be established and To know about the factors influencing
sustained via effective communication. employee engagement Manipal Organization
Employees who are engaged are more likely to was chosen. The Manipal Organization of
be productive and perform better. They Innovation is a constituent designing school.
frequently exhibit a stronger dedication to a Manipal Foundation of Advanced education in
company's ideals and objectives. Manipal, Karnataka, India.
Companies can promote employee engagement The foundation contains 17 scholastic divisions
in a variety of ways, such as by setting clear and under graduate and post graduate degrees.
standards, rewarding exceptional work, Laid out in 1957, it is quite possibly the earliest
informing staff about the company's perfor- self-funded school in India. The Manipal
mance, and giving frequent feedback. Addi- Foundation of Advanced education grounds is
tional tactics include making an attempt to give spread north of 313 sections of land of what
workers a sense of worth and respect, as well as once used to be a forlorn level of hard, laterite
a sense that their opinions are being heard and rock in south Karnataka's Udupi region.
understood.
LITERARURE REVIEW:
Employees that are engaged in their job feel that Dr. Smita A. Kalokar et.al (2022), the paper is
The corresponding author can be reached at swathis065@gmail.com Vol. 02 | Issue 04 | May 2023 298
based on secondary data. It is a review paper. what motivates them may not motivate other
After reviewing the papers the author has person. It becomes very essential that to know
mentioned the factors influencing the employee what are the factors that keep employee
engagement are Career development, Leader- engaged in company.
ship, Effective Management of talent, Clarity of
Company Values, Policies and Practices, Equal OBJECTIVE OF STUDY
opportunity and fair treatment, Communica- To identify the factors influencing employee
tion, Quality of working relationships with engagement
peers, superiors & subordinates, Performance
appraisal, Pay and benefits, Health and safety, RESEARCH METHODOLOGY
Job satisfaction, Family friendliness and Co- Descriptive method has been used in this paper.
operations.
SCOPE OF THE STUDY
Bhadrappa Haralayya(2022), the author had The scope of the study is confined to the
taken The Karajan private limited company in Manipal Group of company located in
Bidar distract of Karnataka .The paper is based Bengaluru only.
on primary data the results reveals that the
workers in the organization were happy with the SOURCE OF DATA
organization policies. The employees are Data was collected from both primary and
satisfied with the wage and salary in the secondary sources. Primary data was collected
organization. The Karajan private limited have through structured questionnaire methods. The
the great employee engagement system one of secondary data was extracted from different
the representative are exceptionally cheerful to publishers and websites.
work in this organization, it keeps great
communication between its colleagues, SAMPLE DESIGN AND SIZE.
administration and also between the superior Non Probability sampling technique was used
and its subordinators. The organization\factory in this paper.150 convenient random sampling
have the wide space of land so it providing the has been used.
many facilities like restrooms, parking
facilities, greater office and canteen facilities at Statistical Tools used: Reliability test and factor
lower price. analysis was used to analysis the data
Saks, A. M. (2022, in this paper the author has Reliability Statistics

tested the positive association between Cronbach's Alpha N of Items
employee engagement and Caring human
resources management. The paper is based on .865 35
primary data. The model indicates that a system
of caring HRM practices (job design, training Above table 1 shows the value of Cronbach's
and development, flexible work arrangements, Alpha reliability test for the questionnaire
work-life balance, participation in decision employee engagement comprising 35 state-
making, health and safety, career development, ments. The alpha co-efficient for the four items
and health and wellness programs) will lead to is 0.865, suggesting that the items have
positive employee engagement. relatively high internal consistency.Table: 2
PROBLEM STATEMENT
Every individual is unique. The way they work,
Vol. 02 | Issue 04 | May 2023 299

Table: 2 Total Variance Explained

Component Initial Eigenvalues Extraction Sums of Squared Loadings
Total % of Variance Cumulative % Total % of Variance Cumulative %
1 17.875 51.071 51.071 17.875 51.071 51.071
2 4.094 11.698 62.769 4.094 11.698 62.769
3 2.901 8.289 71.058 2.901 8.289 71.058
4 2.550 7.285 78.344 2.550 7.285 78.344
5 1.535 4.384 82.728 1.535 4.384 82.728
6 1.230 3.515 86.243 1.230 3.515 86.243
7 1.136 3.246 89.490 1.136 3.246 89.490
8 .876 2.501 91.991
9 .786 2.247 94.238
10 .728 2.081 96.319
11 .448 1.281 97.600
12 .311 .890 98.490
13 .237 .676 99.166
14 .129 .368 99.533
15 .108 .309 99.842
16 .055 .158 100.000
17 2.230E-15 6.371E-15 100.000
18 9.981E-16 2.852E-15 100.000
19 8.714E-16 2.490E-15 100.000
20 5.435E-16 1.553E-15 100.000
21 4.934E-16 1.410E-15 100.000
22 4.372E-16 1.249E-15 100.000
23 1.125E-16 3.215E-16 100.000
24 1.484E-17 4.241E-17 100.000
25 1.955E-32 5.587E-32 100.000
26 -7.533E-17 -2.152E-16 100.000
27 -1.893E-16 -5.409E-16 100.000
28 -2.649E-16 -7.569E-16 100.000
29 -2.957E-16 -8.449E-16 100.000
30 -6.704E-16 -1.915E-15 100.000
31 -8.785E-16 -2.510E-15 100.000
32 -1.011E-15 -2.890E-15 100.000
33 -1.059E-15 -3.027E-15 100.000
34 -1.380E-15 -3.943E-15 100.000
35 -1.492E-15 -4.264E-15 100.000
Extraction Method: Principal Component Analysis.
Vol. 02 | Issue 04 | May 2023 300

The above Table 2 shows Factors influencing responsibility. When they want to execute the
the employee engagement. Thirty five items task if employee are not given decision making
influencing employee engagement were power the employee are not able to work more
choosen for the study. Among thirty five. Seven efficiently. If they have the decision making
most influencing factors are group and named power in exciting task it will lead to employee
below which explain 87% of factors influencing engagement.
• Compensation Communication is a part of any relationship.
• Training and development Without any communication employee
• Work life Balance employer interpersonal relationship cannot
• Decision making work. If the communication is good with
• Communication coworker, colleague, peer group it helps them to
• Work resources have better employee engagement.
• Team lead
Work resources are found in very organization.
FINDINGS AND SUGGESTION Only the employee who knows to utilize the
Employees work for the compensation. The resources will have a good job performance.
compensation is the need, want and desire of The engaged employee know the optimum
any employee. The employee have many types utilization of the work resources. So that what
of needs, wants and desires to full fill that makes employees keep going in work smoothly.
money is required. For employees require-
ments. employees do many type of work to earn Team lead is the head of the team based on his
the money. If the compensation is paid timely direction all the employee in the organization
employee feel more motivated and interested to need to work. It is found that employee loves the
work. organization but they hate the team leader. most
of the time. the inter personal relation need to
Training and development is a path way to be good and more respecting so that employee
employee to know how to work. The employees are able to work, cooperate and coordinate with
join the organization with some skills. But to each other .If the team lead relation is spoiled
perform the job employee needs many skills. It the employee leave the organization only to get
becomes essential that employee learn new skill rid of the team leader. So we can clearly
time to time without learning new skills and understand that if the relationship with team
knowledge employee cannot survive in the job. leader is good with employee. the employee
So Training and development is part of every engagement happen in the organization.
organization.
Every employee faces many challenges every

day. Personally and professionally the personal
life has impact on professional life visa versa.
The Balancing become very challenging the
Work life Balance challenges are faced by both
masculine and feminine. It Work life Balance is
positive it impact on employee engagement. If
it is negative it will lead to disengagement.
Decision making is very difficult and important.
When employee is given employment, job they
are asked to do many tasks, roles duties and
Vol. 02 | Issue 04 | May 2023 301

CONCLUSION
We see that employee work for different needs, wants and desires what is expected by one
employee many not be expected by another employee. The employee joins organization for
many reasons. The employee needs, expectation, motivation, Dreams, ambition, goals need to
be properly connected with organization. So the organization need to take up the initiatives like
employee engagement activities on weekly basis, employee engagement programs, employee
engagement surveys which helps the organization to identify the factors which influence
employee engagement. If the company has more engaged employee the productivity and
profitability will be higher. So we can say the employee engagement activities, employee
engagement programs ,employee engagement surveys is a must for every organization.
REFERENCE:
1 Swathi, S. (2013). Effecting employee engagement factors. International journal of scientific
and research publications, 3(8), 1-3.
2 Smita a. Kalokar and amit sahu 2022, employee engagement: a review paper, international
journal of creative research thoughts (ijcrt), 2022 ijcrt | volume 10, issue 2 february 2022 | issn:
2320-2882
3 Haralayya, b. (2022). Employee engagement at kharanja industry pvt ltd humanbad. Iconic
research and engineering journals, 5(9), 160-170.
4 Saks, a. M. (2022). Caring human resources management and employee engagement. Human
resource management review, 32(3), 100835.
5 Swathi, S. (2022). Factors Influencing Employee Engagement in PWD Department of Mysuru.
6 Swathi, S. (2014). Employee engagement types. International Journal of Managment, IT and
Engineering, 4(3), 207-217.
7 Swathi, S. (2013). Impact of leadership on employee engagement. International Journal of
Marketing, Financial Services & Management Research, 2(5), 151-157.
8 Swathi, S. (2012, December). A study on employee engagement activities at Mysore IT
industries. In International Conference on Managing Human Resources at the Workplace.
9 Swathi, S. (2012, December). A study on employee engagement activities at Mysore IT
industries. In International Conference on Managing Human Resources at the Workplace.
10 Swathi, S. (2014). Employee engagement and attrition. The International Journal of Business &
Management, 2(5), 183.
11 Swathi, S. (2013). A study on employee disengagement. EXCEL International Journal of
Multidisciplinary Management Studies, 3(10), 130-138.
12 Swathi, S. (2021). Factors influencing employee engagement in Mysore paints and varnish
limited. International Journal of Trend in Scientific Research and Development (IJTSRD), 5(6),
329-333.
13 Swathi, S. (2020). Employee engagement during covid-19 lockdown time. Yashomanthan,
7(2), 220-223.
14 Sheriff, A. M., Swathi, S., & Nagesh, P. (2015). An empirical study on the factors influencing
employee engagement. International Journal in Management and Social Science, 3(4), 165-
176.
15 https://en.wikipedia.org/wiki/Manipal_Institute_of_Technology#:~:text=Established
%20in%201957%2C%20it%20is,self%2Dfinanced%20colleges%20in%20India.
16 https://www.investopedia.com/terms/e/employee-engagement.asp
Vol. 02 | Issue 04 | May 2023 302

Impact of Hybrid Workplace Model on

Employee Engagement in MNCs at Hyderabad
Dr Venu Priya Pothuri Ms. Swathi Jampala,

Associate Professor Assistant Professor
AMS School of Informatics, AMS School of Informatics,
OU Road, Hyderabad. OU Road, Hyderabad.
Abstract Introduction
As a result of the Covid-19 pandemic, a sudden After two years, several countries are lifting the
change in work routine disrupted historic restrictions, necessitating organizational
patterns and created a phenomenon in which decision-making regarding how the future
people were forced to work remotely for an workplace should look and to what extent and
extended period. Even after the restrictions form Remote Work will be deployed. The "new
were lifted following the pandemic, business as normal" requires employers to question
usual in the workplace was hampered because traditional patterns and concepts to find a
employees did not want to return to their 9-5 solution that will contribute to employee well-
jobs. As a result, employers are being forced to being and motivation. Every industry trend in
reconsider their traditional approach to where the world today is talking about the hybrid
and when work can be done. With both workplace. Digitalization is becoming more
employees and employers agreeing on the common in all aspects of the global village. To
importance of redefining how work is best ease into the hybrid workplace, every work-
workplace solutions Following the Covid-19 place must maximize and transcend obstacles
pandemic, a hybrid approach may provide a and innovations. The pandemic has taught the
happy medium, ideally combining the positive workplace a lesson in planning and preparation.
elements of both home and corporate office Aside from that, there is also the lesson of
workplaces, resulting in increased employee workplace flexibility and adaptability. The
engagement. For the study, a structured hybrid workplace model must be embraced.
questionnaire was administered to 100 Indeed, the hybrid workplace model is likely to
participants. be the future of work. New ways of working
became a necessity overnight, but the disrup-
The main objective of the research paper is to tion has created an opportunity for business
comprehend how a hybrid workplace affects leaders to place more trust in their employees,
employee engagement, and with a negative empowering them to create a work routine that
relationship between extensive remote work benefits them both personally and profession-
and employee engagement, it is time to ally. This flexible way of working, known as
investigate alternative flexible working 'hybrid working,' allows an employee to split
arrangements. In situations where neither their time between the workplace and working
extensive remote work nor full, on-site setup is remotely.
deemed desirable.
Many businesses are considering a hybrid
Keywords workplace model, but it is critical to maintain-
Employee Engagement, Hybrid Work Model, ing high employee engagement regardless of
Role of Training in a Hybrid Work Model. where your employees are physically located. A
The corresponding author can be reached at venu.pothuri@gmail.com Vol. 02 | Issue 04 | May 2023 303
hybrid workplace combines in-person presence Scope of the study:

on-site with remote work. With ongoing This study seeks to assess the remote or hybrid
uncertainty about the pandemic and how long it work in MNCs in the Hyderabad region. after
will last, many businesses are planning to the effects of Covid changing the future work
implement a hybrid workplace model in the structure of the company.
coming months and years. Employees who are
engaged are more likely to stay with a company Research Methodology:
than those who are disengaged, so this factor The study is based on Primary data collected
has a direct impact on organizational turnover through a survey questionnaire with a sample of
costs. 100 employees from various MNCs. and
secondary data reviewing various research
Need of the study articles and books.
In the context of the Covid-19 pandemic, where
neither extensive remote work nor fully on-site Employee Engagement in a Hybrid Work-
setups are perceived as optimal workplace place
solutions, a hybrid approach may provide a Employee engagement is a human resources
middle ground, ideally combining. Employee (HR) concept that describes an employee's
engagement increased because of the positive enthusiasm and dedication to their job.
aspects of both home- and corporate-office Employees who are engaged care about their
workplaces. As a result, the goal is to compre- work and the company's performance, and they
hend how a hybrid workplace affects employee believe that their efforts make a difference. An
engagement. engaged employee is motivated by more than a
paycheck and may consider their well-being to
Literature Review: be linked to their performance and thus
Puneet Kumar (2021) titled V-5 Model of instrumental to the success of their company.
Employee Engagement During COVID-19 and An "engaged employee" is defined as one who
Post Lockdown in this paper author mainly is fully absorbed by and enthusiastic about their
concentrated on five major elements of work and so takes positive action to further the
employee engagement, namely—value, voice, organization's reputation and interests. In this
variety, virtue and vision. These logical paper, we'll explore how organizations can
elements of employee engagement are identi- retain and enhance employee engagement in a
fied after an exhaustive review of the literature. hybrid workplace. A hybrid workplace consists
Hermann and Paris (2020) identified bloggers, of employees who are both on-site (in the office)
creative writers, designers, and content and remote (work from home). A hybrid model
producers as the perfect examples of remote enables flexibility for both employers and
workers. These individuals work anywhere in a employees, which will be essential if we're to
remote location in work. Trede et al. (2019a) maintain high levels of engagement in the post-
explained that a company employs a hybrid pandemic world
system in the workplace by leveraging the
benefits of the remote working system.
Objectives of the Study:

1. The Primary objective of this research paper
is to analyze the implications of a hybrid
workplace on employee engagement.
2. To examine the attitude of employees
towards remote or hybrid work.
Vol. 02 | Issue 04 | May 2023 304

Importance of Employee Engagement Employees in a Hybrid model

Employee engagement is defined as an The global impact of the pandemic has been
employee's emotional commitment to their enormous, and employees now prefer to work
organisation and its goals. That is what from home. Employees prefer hybrid work
distinguishes an engaged workforce from a because it allows them to maintain a healthy
disengaged one, and it is for this reason that work-life balance. Employees prefer to work
companies all over the world are looking for from both home and the office and may not want
ways to increase employee engagement. to limit themselves to only one location. They
Engagement is important because it has a ripple can, however, choose to work only in one if that
effect on several other aspects of business, such is their preference. Companies want employees
as productivity, turnover, customer satisfaction, to work in the hybrid mode because it saves
and profits. Employees who are invested in their money on office expenses and increases
work are more likely to go above and beyond on productivity. Companies that provide hybrid
a regular basis than those who are not commit- work appear to be an appealing proposition to
ted at all (or even feel negative towards the employees. Because not all jobs require
company). Organizations face challenges in commuting to the office, a hybrid work model
developing and increasing employee engage- has been mandated. They become more creative
ment. Organizations can gain a competitive when they have the freedom to work from home
advantage by hiring leaders who can communi- because they can schedule their tasks based on
cate effectively with their followers and thus their responsibilities to their children. When the
increase employee engagement. Employee children have gone to school or are sleeping,
engagement can help organizations gain a they can work alone.
competitive advantage because engaged
employees are more productive at work; thus, Role of Training in a Hybrid Work Model
organization management must examine its Not Coming to the Office Regularly
drivers (and antecedents). High levels of Training has become extremely important in the
employee engagement can be regarded as a hybrid work model because employees work
critical factor for management in achieving online, so there is no scope for in-person
their objectives. Organizations can build and meetings. Hence, employees need to conduct
promote employee engagement because it is meetings online, which has required using
dependent on many antecedents, such as video conferencing and other software.
management styles and practices. Furthermore,
a positive work environment can increase Ensure Reliable Communication
employee engagement. The hybrid work model Training is needed here because Working
can also be an excellent option; however, for remotely requires employees to write better
hybrid work to be successful, companies must emails, including about their issues with
provide training. coworkers. Hence companies must make
employees understand how to become adept at
Benefits of Hybrid Work Model written communication. Employees should also
• Lower turnover not shy away from making voice calls when
• Reduced Employee Stress required. If written communication is ambigu-
• Increased Productivity ous, it can cause problems.
• Lower Absenteeism
• Improved Collaboration Prevent Nonadherence to the Hierarchy
• Better employee health It's not easy to work remotely for employees.
• More effective leadership They may not take online meetings seriously
and may not be present in proper attire, but they
Impact of Training on the performance of should show proper respect to managers during
Vol. 02 | Issue 04 | May 2023 305

their meetings, which can be taught only In the past three months, on average how often
through training. are you going into a work location outside of
your home for work (100 Responses)
The Crucial Role of Leaders
Leadership training can also make a world of
difference because employees have to be
monitored on their performance even when they
are working offline. Although there are tools
through which the work hours clocked by an
employee can be checked, they might not be
showing the same productivity as they were
while working from the office. 1. Do you feel that there is deal balance
between remote work and office based work?
Techniques that can be applied in a Hybrid (100 Responses)
Model
1. Try to Engage with Team
2. Help Employees Find Purpose in Their
Work
3. Build Trust With (and Across) Your Team
4. Offer Recognition for a Job Well Done
5. S t r e a m l i n e C o m m u n i c a t i o n s w i t h
Messaging Tools
6. Prioritize Wellness 2. Do you have all the digital tools to perform
Effectively managing hybrid work arrange- your job wherever you are? (Such as
ments depends on communication about internet services and Licensed software)
departmental commitments and norms and (100 Responses)
understanding the supports available for
managers and employees.
Data Analysis:
Gender (100 Responses)
3. Do you have all the physical tools to perform

your job whenever you are (Such as Computer
& Chair)
(100 Responses)
Age (100 Responses)
4. Are you happy with the number of meetings

(video, audio, or in person) you currently
attend?
(100 Responses)
Vol. 02 | Issue 04 | May 2023 306

9. Do you believe that you have a good career

opportunity for you there in your compnay
(100 Responses)
5. Do you feel disconnected from the rest of

the business
(100 Responses)
10. What's your preference when it comes to

working together as a team?
(100 Responses)
6. Are you interested in taking virtual

coffee breaks with your colleagues?
(100 Responses)
Findings:
Respondents were 50% Male and 50% Female.
Equal Responses from Both the genders.
The maximum number of respondents were
from age group of 20-30.
Most of the respondents said that they have
7. Do you feel not being in the office full time been to the office every day.
can hinder your development and 1. More than half (67%) of the respondents
progression? convey that there is ideal balance between
(100 Responses) remote work and office-based work.
2. Maximum number of respondents i.e., 85%
of them say they have got all the digital tools
to perform their wherever they are.
3. Most of the respondents convey that they
have got all the physical tools to perform
their job according to the requirement.
4. Most of the people respondents agree that
8. Do you think your organization could improve they are happy with the number of meetings.
your hybrid working arrangements? 5. 50% of respondents feel disconnected from
(100 Responses) the rest of the business.
6. 65% of the respondents agreed that they are
interested to take virtual coffee breaks with
their colleagues.
7. 46% of the respondents Agree that it hinders
them from the development of not being in
the office.
Vol. 02 | Issue 04 | May 2023 307

8. Maximum number of respondents say that ing for employees, and it can affect people
the organization will improve its working mentally because it is important to work in a
arrangements. vibrant environment. Physical imbalances
9. Most of the (86%) respondents say that they also affect those who work in hybrid roles.
believe in having a good career opportunity When a person is working in an office, they
in the company. may take a short break or fill a water bottle
10. More than half of the respondents would (example). There is some physical activity.
prefer a hybrid model of work (Some days in Virtual meetings in a hybrid model may not
office, some days remote) affect productivity compared to working in
the office, and productivity is high.
Recommendations
1. To adopt hybrid working successfully in the Managerial implications
organisation have a chance to improve both Managerial implications are presented in the
a growth mindset and positive attitude of the following to provide information on the
employees. implications found in the findings. Moreover,
2. Three days a week would prove a bit more this suggests practical implications that can be
productive and team bonding would considered to improve the Employee Engage-
increase through different engagement ment. Findings from the study highlights a high
activities. satisfaction of the work tools and resources to
3. Have a basic power backup helps a lot be a potential positive impact on job satisfac-
during remote work and engage with team tion among workers. By reducing stress in the
even in those days this would be great for use of tools and job resources, employees
team building. should be able to perform better. The quality of
4. Organisations has to concentrate on this tools and resources should be accessible and
point also the hybrid model can be exhaust- instinctive to all employees.
CONCLUSION
Finally, present study conclude that can be drawn to motivate the purpose of the study.
Moreover, to understand the relationship between hybrid work and employee engagement,
with the aim of answering the proposed research question. A new way of working was needed
overnight, and this disruption has created an opportunity for leaders to empower their employ-
ees to create work routines that make them feel more confident and serve them personally and
professionally. Hybrid work way of working allows employees to split their time between on-
the-job and remote work. The hybrid work enables the opportunity to reduce the cost of, for
instance, workspace and thus can facilitate organizations to make sustainable decisions in
terms of environmental impact and the utilization of wellbeing of employees.
REFERENCES
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4. Chernyak-Hai, L., & Rabenu, E. (2018). The New Era Workplace Relationships: Is Social
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Vol. 02 | Issue 04 | May 2023 309

WORDS OF WISDOM
Always treat your employees exactly as you

want them to treat your best customers.
- Stephen R. Covey
Highly engaged employees

make the customer experience.
Disengaged employees break it.
- Timothy R. Clark
The way your employees feel is

the way your customers will feel.
And if your employees don't feel valued,
neither will your customers.
- Sybil F. Stershic
TURNED ON people figure out

how to beat the competition,
TURNED OFF people only complain
about being beaten by the competition.
- Ben Simonton
Vol. 02 | Issue 04 | May 2023 310

About NIPM
National Institute of Personnel Management (NIPM), is the only all India body of
professional managers engaged in the profession of Human Resource Management,
Industrial Relations, Labour Welfare, and Training & Development in the country. It came
in to existence on 15th March 1980 as a result of merger of two professional institutions,
namely the Indian Institute of Personnel Management (IIPM) established in 1948 in
Kolkata and the National Institute of Labour Management (NILM) established in 1950 in
Bombay, now Mumbai.
With its National Office at Kolkata, NIPM has a total membership of about 10,000 spread
over 53 Chapters all over the country.
NIPM is a nonprofit making body devoted to building professional excellence in the field
of Human Resource Management through regular activities ranging from Evening
Lectures to People Process Quality Certifications. Post Graduate Diploma in Personnel
Management (PGDPM), the 2 years flagship academic programme of NIPM is widely
recognized by industries in India for a career in HRM. NIPM has set up dedicated wings
for Corporate Training & Consulting and Research & Development to leverage its vast
experience and expertise. NIPM 4000-2016, the Global Standards for Quality of People
Process, is aimed at defining global benchmarks for HR processes in organizations. NIPM
4000-2016 certification is the mark of Excellence of people processes in organizations.
The annual National Conference (NATCON) of NIPM is the greatest learning event in the
country attended by eminent business and HR leaders from India and other Asian
countries. The HR Excellence Award of the Institute, to be the most valued Award, is set up
to track and recognize the HR professionals who make a significant difference. NIPM also
organizes regular seminars, workshops, conferences on contemporary themes, and HR
technical trainings for technical update through its Chapters across the country. NIPM
reaches out to Management Students for their early professional grooming to make them
‘Industry Ready’. The Student Chapters of NIPM are taking Root. ‘Personnel Today’ the
professional journal of NIPM, is the most valued publication.
All endeavors of the Institute are aimed at continuously defining and redefining the
benchmarks of Professional Excellence for People and People Processes and supporting
the professionals and organizations achieving them.
NATIONAL INSTITUTE OF PERSONNEL MANAGEMENT

Address : Southend Conclave, Tower Block (3rd Floor), 1582,
Rajdanga Main Road, Kolkata – 700 107. Ph :. 033-2441 7255

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NATIONAL INSTITUTE OF

Dr. S.R.Chandak Management Consultant (Life Member NIPM - Pune Chapter).

Dr. Rajesh Jawlekar

NATIONAL INSTITUTE OF PERSONNEL MANAGEMENT

Vol. 02 | Issue 04 | May 2023

All rights are reserved by :

National Institute of Personnel Management

No part of this publication may be reproduced,

ISSN (Print) : 0970 - 8405

The moral right of the author has been asserted.

Vol. 02 | Issue 04 | May 2023

T he Power and Potential of Employee Engagement : The impact of geo-political

Vol. 02 | Issue 04 | May 2023

Vol. 02 | Issue 04 | May 2023

Vol. 02 | Issue 04 | May 2023

Nothing is more effective than sincere,

A brave man acknowledges

Treat your employees like an

Vol. 02 | Issue 04 | May 2023

MR. VISHWESH KULKARNI

Vol. 02 | Issue 04 | May 2023

DR. SANTOSH VISHNU BHAVE

After successful publication of seven issues of Research Compendium, National Institute of

Vol. 02 | Issue 04 | May 2023

I wish to appreciate leadership of Mr.Vishwesh Kulkarni, National President of NIPM, who

Thank you all for your support.

Vol. 02 | Issue 04 | May 2023

Some companies don't have

The greatest asset of a company

- Jorge Paulo Lemann

When people are ﬁnancially invested,

Vol. 02 | Issue 04 | May 2023

1. Framework Of “Employee Engagement” 3

3 Employee Engagement During Performance Management 10

5 Build High Performing Organisation Through Employee 18

6 Engaging and Building Resilient Workforce In a Disruptive 25

8 Developing Employee Engagement Empowering Diverse 39

9 Role Of Trust As A Mediator Between Knowledge Sharing And 46

10 HR Brand Evangelist – A New Change Agent for Improving 56

Vol. 02 | Issue 04 | May 2023

11 Case Studies Of Holistic Approach To Employee Engagement In 68

12 A Study of Employee Engagement: Reform, Perform, Transform 74

13 Work Study And Measurement Are Vital For Improving 79

14 A Study Of Motivational Tools And Techniques In IOCL (AOD) 88

15 Study On Employee Retention, Loyalty, Learning Opportunities, 93

16 Culture of Employee Engagement: Best Practices For Fostering A

17 A Study On Employee Engagement Practices For Sustaining 106

18 A Study On Impact Of Employee Engagement In Manufacturing 111

19 A Glance into Employee Engagement and Its Inﬂuence on Job 119

Vol. 02 | Issue 04 | May 2023

20 Role Of Internal Communication In Employee Engagement – The 127

21 A Case Study on Employee Engagement at Public Sector 138

22 Employee Engagement Research: A Bibliometric Review of the 147

23 Employee Engagement Driven By AI & Ml & Mediated By 156

24 Employee Engagement 167

25 Research On Steps Taken By The Company In Creating 170

26 Employee Engagement: An Experience Study 178

27 Employee Engagement And Retention Strategies 183

28 Learnings about Employee Engagement – A Case Study. 186

29 Employee Engagement, Satisfaction and Work-life balance 194