Chapter-1

Introduction
Over view of the topic: My topic is “A study on relationship between employee engagement
and compensation at Garden City Realty Private Limited, Bengaluru.” So, 1st let us know briefly
about employee engagement.

A study on the relationship between employee engagement and compensation explores how well
the level of involvement of an employee, commitment, and enthusiasm is influenced by both
monetary and non-monetary rewards that the employees receive.

This study aims to know whether a well-structured compensation system positively impacts
employee engagement, job satisfaction, and overall organizational performance.

Employee engagement is an organizational approach which confirms the commitment and

motivation of employee toward organization. It ensures whether employees are encouraged to
attain organizational goal and put their effort in reaching in organizational success. Further, it
also ensures that whether employees are capable to meet their individual goal or not. An
employee who is fully engaged has a sense of care and responsibility and he/she tries to seek best
possible source to attain organizational success. In order to achieve greater quality performance
at individual level, team level and organizational level, employee engagement acts as a most
crucial element.

Definition of employee engagement:

According to Gebauer and Lowman, “Employee engagement is a deep and broad connection that
employees have with a company that results in a willingness to go above and beyond what is
expected of them to help their company succeed”.

According to Macey, “Employee engagement is an individual’s sense of purpose and focused

energy, evident to others in the display of personal initiative, adaptability, effort, and persistence
directed toward organizational goals”.

Nature of employee engagement

  Pride: Engaged employee is one who is proud of being the part of the organization. That
means here he/she will be proud that they are the employee of that organization.

 Satisfaction: Along with pride engaged employee will be satisfied with his/her job or
duties assigned to them.

 Commitment: Engaged employee should be committed to the organization that means

he/she should be willing to put extra efforts if required and he/she will personalize the
organizational goals and work hard towards achieving them.

 Praise: An engaged employee will always talk well or positively about the firm, about the
goods and services that are offered by the company in front of outsider’s or other
unrelated people.

NATURE OF EMPLOYEE ENGAGEMENT

SATISFACTION+COMMITMENT+PRIDE IN ASSOSIATION WITH
OGANIZATION+ELOQUENTLY SPEAKING ABOUT PRODUCTS

Success factors to employee engagement

 Competition From Others: when employees who are unsatisfied with their current
job and profile then they keep their search on for a better job option. To maintain
employee’s commitment, employer must offer better opportunity to grow, positive work
environment and good remuneration to employees.

 Family and Social Obligation: Employees and workers working in organization’s

are human who possess family and friends. There re different situations in life which
drains people emotionally and emotionally unsound workers are unable to show their
greater work engagement.

 Career Development Opportunities: A better career opportunity s another important

factor affecting employee engagement. Employee’s commitment and dedication enhances
when they realize their employer is paying dur concern to the career development of their
employee.
  Flexible: Flexible work hours plays an important role in enhancing employee
engagement. Few employers give many options to employee that they can work around
the regular timing or they can choose the option to work from home. This option is very
beneficial for those employees who are single parents and have o take care of their kids.

 Good Management: the majority of employees interact with their managers and
supervisors on a regular basis. This leadership positions are one of the main way that
employee organization-relationship is expressed and experience by most people.

Assessing the levels of engagement

Managers must constantly assess level of engagement and use strategies to enhance it with the
organization. This can be done in a variety of ways, including the use of employee surveys to
solicit feedback. However, be mindful that when administering surveys, you must act upon the
information provided by employed and acknowledge any shortcomings. Failure to do so will
result in higher levels of employee dissatisfaction and potentially lead to employee
disengagement. Other ways to assess employee engagement include:

 Efficiency Gap: Efficiency gap is one of the most important methos which are used to
estimate employee’s engagement. Employee who are dedicated, will be able to meet
target on time and possess good relation which colleague are engaged employees and are
also asset to the organization. To measure employee’s engagement, organization uses
attendance records, assessment of team performance, and use of organizational resources
by the employee. But while measuring it, employer has to maintain a balance between
being a manager and being a boss.

 Work Quality: When employees are having high degree of engagement then result
produced them by will be of better quality. Hence, employer must keep informing
employees that work done by them is crucial and must be of standard quality. Therefore,
in order to estimate employee engagement, the rejection of work and incomplete task acts
as important criteria.

 Engagement Outcomes: It is an outcome of survey conducted by the organization

among the employees with an aim to identify sentiments of employees toward
 organization. Hence, this outcome helps organization to identify the employee
engagement at work. For example, engagement outcome shows that whether employee is
emotionally connected with organization and will recommend others to join it. This does
not reflect any particular action but it will explain the level of engagement of employees
towards organization.

 Pulse Survey: Most of the employees consider survey conducted by organization as a

waste of time and useless activity which distracts worker from their work. Whereas pulse
survey mark itself different by restricting the number of questions to five. Questions
asked in the survey is easy and simple where employees will only have to rate their
response on the basis of their satisfaction. Organization must regularly conduct this pulse
survey, because this pulse survey helps in organization to figure out employees’ emotion
at different point of time.

 Employee Net Promoter Score: This technique is used to determine employee’s

emotional attachments within the organization where they work. It determines
employee’s satisfaction through a survey where employer wants to know how likely
employee will prefer to recommend their relatives and friends to work in this
organization. Hence employee will have to answer these questions through assessing a
number out of 10 as per their satisfaction. Further, organization divides this survey result
in two categories of 0-6 and 7-10.

Employees falling in category of 0-6 are the termed as criticizes and employee in category 7-10
are termed as promoters. Therefore, in order to know employee net promoter score, organization
subtracts the score of criticizes from the score of promoters. Before sending the result to
employees, organization must present the result of this result of employee net promoter scale in
the form of schedule.

 Active Internal Communication Strategy: In order to promote communication with

employees, organization can incorporate regular internal communication or an effective
intranet. This communication can also be used for e-forums, to seek response on article
and videos and receive feedback of organizations new policies and changes.
Different employee engagement measurement tools are used in this content, like intelligent
analytics which provides a clear view to organization about employee’s response on specific
policy or initiative of organization. Measuring employee engagement is not an end in itself.

It delivers results which can be used by the organization in order to improve and strengthen their
culture and authority of employees. Whereas simply collecting information through employee
engagement can be dangerous because employee may feel that their feedback was not given any
importance.

Drivers of Employee Engagement

 Connections: organizations where employees have good personal relation with their
colleagues are more probable to have higher employee engagement. In order to connect
with employees, organizations need to be loyal and truthful. When an employer pays due
concern to employees needs then that person becomes a good leader.

 Job/Work Role: Workers must be able to establish connection between their work in
organizational and organizational objectives. When an employee recognizes their role in
achieving organizational objective then it not only motivates them but also enhances
employee’s engagement. There are so many employees who are able to identify their role
and hence they simply work and on achieving the target they must have sense of
achievement. Therefore, when employee recognizes their contribution then they get
motivated and become an asset to organization.

 Work culture and Environment: When an employee recognizes the organizational

culture then the link between both employer and employee gets stronger. In a supportive
and healthy work environment, the employee’s motivation and engagement rises.

 Freedom: When work environment encourages employee’s independence and ideas

then they become more committed and productive. With an aim to raise employee’s
independence organization must keep reminding its employees have a choice then this
choice acts as strength of employee and as a result it enhances their engagement.
  Growth: When employees realizes that on way to attain organizational goal, their
personal goals are being neglected, then a sense of disconnection raises among them and
they start searching news jobs in such organization where their personal goals will be
given due to concern. Further, organization must keep assigning challenging jobs in order
to keep growing employees. When an employee possesses such power which can affect
the overall result then they can take appropriate decisions regarding their jobs.

 Performance Management: Performance management has a direct impact on

employees’ engagement. Further, goal setting acts as a foundation brick of effective
performance management system. Unbiased ways to evaluate performance, clearly
describes gals, proper feedback are some most important components which boosts
relation of employer and employee.

Importance of employee engagement:

 Retains employees: Engaged employees will have an emotional and personal

connection with organization and colleagues. Whereas disengaged employees work half-
heartedly and will be ready to switch organization whenever they see better opportunity.
When the employee leaves then organization has to reinvest its time, money and energy
in searching for the replacement.

 Challenge the best ones: Leaders could engage the best performers by allocating them
more stimulating assignments than others. This will not only provide them a scope for
opportunity to enhance their range of skill and abilities and drastically increase their
motivation levels, it will prepare for them for the success of the business.

 Recognize top performers: employees are engaged when they feel their work is
valuable to the company and helps the employees that you recognize and appreciate their
efforts in a simple gesture that goes a long way in making them valued.
 Promote Transparency: bringing employees into the fold as frequently as possible is
highly effective employee engagement strategy.it is well within your rights to aim to
inform team members about decisions that directly affect them as soon as you are able.

 Hold employees accountable: Engaged employees are willing to go the extra mile,
but that doesn’t mean you should expect them to operate at an above average clip all the
time.

10 Rules of employee engagement

 Assign company values

 Must let them create their own set of values

 Organize theme-based parties

 Encourage charity

 Inculcate the company’s mission, vision, and its values. They must understand what they
are doing and why they are doing that.

 Recognize the employees innovative and creative concepts.

 Celebrate their achievement’s. This ensures that their work is meaningful an holds some
worth.

 Remember your employee’s birthday. Show them they matter to your organization.

 Give and receive constructive feedback.

 Encourage your employee’s to be responsible and give them decision making power.

Employee engagement improvement strategies

 Show appreciation

 Give employees a voice

  Give and receive feedback

 Offer training and development

 Put everyone in the right role

 Assign meaningful tasks.

 Build a committee engaged employees.

Engaging conversations for employee engagement

 Always say what cannot be said regardless of the title you hold. This ensures that there is
an open conversation culture in the organization.

 Always ask thought provoking questions.

 Always ask “what else”? This what else will get you deeper and better response that give
something concrete and valuable.

 Always ask for feedback. Constantly ask for feedback and try to understand the
company’s reputation from someone else’s perspective.

 Always resolve outstanding conflicts. Resolved conflicts make the work culture positive.

 Get talking because without proper communication you might lose out on some amazing
talent or may hinder the work.

Elements of employee engagement:

 Emotional attachment: This shows the strong emotional bond between the employee and
the organization. This means that the employee does not look at the organizational goals
as the goals of the company, but actually personalizes those goals and works hard
towards achieving them.
 Passion: passion refers to total commitment, and not just emotional commitment, so
employees feel willing to talk well about products and services and company.

 Personal Belief: There is personal belief that is the confidence within the employee that
he/she is important for the organization and is doing the important job. When the
employee feels valued or important there seems to be positive impact towards the
engagement.

 Strong willingness: There is strong willingness to refer the companies to other as a best
place to work in. so normally if outsiders ask for the opinion of the engaged employee it
would always be positive and he/she will be willingly suggesting to other people to come
and work.

 Commitment: It refers to the time and efforts both spent on the work.

 Work relationships: It refers to cordial and friendly inter personal relationship one enjoys
within the organization.

 Strategies To Maintain Effective Employee Engagement:

o Unify the Experience

o Evolving Through Open

Communication

o Proving Proper Communication

Channels

o Enabling Conversation Fluidity

o Manage Communication
  Unify the experience: conduct an employee survey in order to find the factors
responsible for engaging and disengaging design employee engagement strategies
accordingly. Sharing of feedback in written is one way of communicating the experiences
and problems.

 Evolving Through Open Communication: open communication or face to face

communication in the form of discussion can really help in bringing the various issues
and identifying the main problem in the organization.

 Providing Proper Communication Channels: some employees are comfortable

with open fac to face communication styles whereas there are some who want to give
feedbacks and suggestions in written. Discovering the best channel of communication
and establishing a proper route to share feedbacks and views play a vital role.

 Enabling Conversation Fluidity: whichever way if communication you choose,

ensure that it has required fluidity. There should not be any hindrance in the established
method of communication. Not being able to provide feedback or share problems and
experience can lead to frustration and distress among employees.

 Manage Communication: managing communication is last but the most important

step in the entire process. Managers should keep a check on the entire process in order to
ensure that it is not adversely affecting the health of the organization. They must make
sure that it serves the desired purpose and is not being used negatively.

Compensation

Compensation is pay provided by an employer to an employee in return for work. The

contributions can be their time, knowledge, skills, abilities, and commitment to your company or
a project.
Compensation management is the human resource management function that deals with every
reward individual receives for performing the task of organization. Compensation and reward
system are also known as wages and salaries.

Compensation management is the process of managing, analyzing, and determining, the salary,
incentives, and benefits each employee receives. Compensation management aims to attract and
retain, and also engage employee’s by offering broad and competitive compensation plans within
the budget of the company.

Types of compensation

 Base salary: Basic salary is the fixed amount which is paid to the employee, and it is the
amount of a money a salaried employee regularly earns before any deductions or
additions are applied to their earnings.

 Bonus: Bonus is a share of profit which is given by employer to employee. It is a

financial compensation that is above and beyond the basic salary expectation of recipient.
 Commission: A remuneration which is given by principal to gent is called commission. It
is a form of payment to an employee or sales person based on the amount or value of
goods, services, or transactions they sell or facilitate. It’s usually calculated as a
percentage of sales volume, providing an incentive for individual’s to actively promote
and sell products and services.

 Equity: Equity refers to ownership or stake in a company. Employees may receive equity
as a part of their compensation package, usually in the form of stock options, restricted
stock units, or any other equity-based award.

 Benefits: Employee benefits include all compensation other than hourly wage or base
salary. Benefits refers to the additional advantages and perks that employee receives
beyond their salary or wages.

 Perk: Perk is referred as a fringe benefit or an additional benefit that comes with a job
beyond the basic salary. Some of the best examples of perks can be like health insurance,
retirement plans, flexible work hours, company cars, or any other non-monetary
advantage provided to employees.

 Profit sharing: Profit sharing, in the context of compensation, is a system where a portion
of company’s profit is distributed among its employees. Some companies pay their
employees cash while others may give them stocks i.e., shares.

 Recognition and reward: It involve acknowledging and compensating employees for their
outstanding performance, contributions, or achievements within the organization. Reward
is tangible whereas recognition is intangible, reward may involve monetary or non-
monitory benefits whereas recognition involves non-monetary benefits.

Objectives of compensation

 To attract and retain skilled and experienced employees: Compensation plays a critical
role in work place. Fair salaries and benefits make the employees feel engaged and also
helps the employee to retain in the organization. Compensation is one of the essential
strategies used to retain the employees in the organization.
  Motivate and encourage employees: by providing compensation to employees, they feel
motivated to work harder and also feel encouraged to work accurately in the organization.

 To increase efficiency and productivity of employees: when the compensation is

provided for the employee for his/her work or performance, it also helps the organization
to meets its objectives which improves the efficiency and productivity and it also helps
the organization to sustain for longer period of time.

 Legal compliance: By ensuring compensation to employees, it also helps organization to

maintain relevant laws and regulations a business rule. The best example for legal
compliance is obtaining a business license in your town and paying your taxes on time.

 Promote healthy competition: when fair compensation is provided to all the top
performers in the organization it creates a healthy competition between employees and
each employees work harder to promote in the organization.

Principles of compensation

a) Ability to pay: companies should pay their employees as per their financial capabilities.

b) Internal equity: Employees should be paid as per their skills, experience, job
responsibilities, qualification, and performance.

c) External equity: Companies should compensate their employees as per the industry
standards.

d) Performance Orientation: Performance linkage with compensation is extremely important

for creating a performance driven work culture.

e) Non-discriminatory: There should not be any discrimination on any grounds.

f) Simplicity: compensation plan must be simple to design, understand and implement.

g) Legal compliance: Relevant laws and regulations must be followed.

Compensation plan

Compensation planning is the formulation of a compensation strategy that supports the business
strategy and the needs of the employees. There should be balance between the ability to pay for
the organization and the specified needs of the employees.

The complete process of deciding on an employee’s compensation package, delivering it, and
modifying salaries, and incentives over time is a part of the compensation plan.

A compensation element must include the strategy and the performance measures.

Some steps to formulate a compensation plan are:

 Define or review your compensation philosophy

 Do industry research.

 Analyze internal compensation data.

 The incentives should be aligned with the organizational objectives.

 Determine the mode of payment.

 Ensure the laws and regulations to be followed.

 Keep the company’s budget and market rates in mind.

 Inclusion of other benefits.

Compensation management process

Job analysis

Job evaluation

Development of pay structure

 Pricing of the job

Compensation revision and control

 Job analysis: While determining the compensation job analysis plays a major role.
Analysis of job helps to know which type of skill is required to perform the job
accurately. Being HR, this is one of the major tasks to be completed.

 Job evaluation: Once the analysis is done evaluation of job comes into existence. It
enables to know what exactly will be the roles and responsibilities of the person who’ll
fill this particular job vacancy.

 Develop the pay structure: According to the competition the pay structure for the
particular role can be assigned. According to ability to pay as an organization one can
develop the pay structure.

 Pricing of the job: This process helps to determine the optimum pay value or wages
depending on the job that the employees are performing in the organization compared to
external as well as internal factors.

 Compensation revision and control: This is the last step in compensation management
process. It includes the process of adjusting employees pay to align the market trends,
performance. Control measure’s ensures fair and consistent application of compensation
policies, and conducts regular audits.

Factors influencing Compensation

 Internal factors

a) Ability to pay by the organization: The large organization can pay higher as
compared to other competing firms. However, small organization or startup
companies generally don’t have good financial health that’s why such
organizations cannot afford to pay high or as per industry standards.

b) Organization’s business strategy: In case organization wants to be more

aggressive and compete with the competitors, they need skilled labor and for that
they have to pay a high salary. On the other side, if organization wants to run
smoothly and managing with its existing labor, will give relatively low salary or
as compared to market demand.

c) Job evaluation and performance appraisal: the job evaluation includes the
evaluation each and every job at every level to understand the necessary skills,
abilities and knowledge for the job.

 If the job requires high level of skills, then organization has to pay little
higher than the competitor and the market.

 Performance appraisal helps in analyzing the performance and reward the

employees accordingly.
  If the performance of the employee is extraordinary then organization
needs to pay higher to retain the talent.

d) Employee’s competence: the worker or employee himself influences the

compensation in following ways’

 Performance: The better performance fetches more pay to the employee,

and thus with the increased compensation, they get motivated and perform
their job more effectively.

 Years of service in organization: as the employee devotes his/her years of

service to the organization, expects to get an increase pay for his years of
service.

 Potential: the organizations pay extra to the employees having better

compared to others.

 External Factors

a) Labor market: IT involves role of demand and supply of labor, and prevailing
market rate.

b) Cost of Living: Every year, there is a rise in inflation ate that must also be
considered while designing compensation package. Basic pay is not disturbed
but ad-hoc relief may be given to compensate the burden of inflation.

c) Labor union: labor union plays a critical role in determining the compensation
in the organization.

 Employers of non-unionized organization enjoy the freedom of

fixation of salary/wage as they please. Because of large scale
unemployment, these organizations hire workers on low wages or even
less then government minimum wages rate.

 On the other side, the employers of strongly unionized organization

don’t have freedom of fixation of salary/wage. Such organizations are
 forced to eild to the pressure of labor representatives in determining
and revising pay scales.

d) Society: Remuneration paid to employees is reflected in the prices fixed by

the organization for its products and services. For this reason, the consuming
public is influential in remuneration decisions.

e) Country’s economic condition:

 If the economy is booming, then cost of living will rise and hence
compensation needs to be on the higher side.

 If economy is going through a recession, then most of the

organizations revise their compensation packages.

Relationship between compensation and employee engagement:

Employee engagement and compensation both are very much interconnected to each other in the
organization, influencing each other in various ways. They have main relationship in the
following

a) Recognition and Motivation: Compensation, including salary, bonuses, and benefits,

serves as a form of recognition for an employee’s efforts. Adequate compensation
motivates employees to stay engaged by valuing their contributions.

b) Perceived fairness: employee engagement is directly impacted by perceived fairness

because, if employee believe they are being compensated fairly for their work, it
enhances their commitment and engagement.

c) Attraction and Retention: competitive compensation will definitely attract skilled

professionals to join the organization. For retaining top employees’ compensation should
be provided and it also motivated employees to work hard. This also helps the
organization to reduce the turnover rates, reduce time in hiring new candidates, to keep
the workforce engaged.
d) Financial stress impact: Affecting the employees focus and engagement at work,
inadequate compensation can lead to financial stress, and fair compensation alleviates
financial concern, allowing employees to concentrate on their job roles and duties.

e) Link to performance: connecting performance with compensation through

performance-based bonuses or incentives can enhance engagement in work. When
employees see a direct correlation between their efforts and financial rewards, they feel
more likely to be engaged.

f) Job satisfaction: Compensation is a significant factor in overall job satisfaction. If the

job is giving the employees the satisfaction they feel to be engaged in work as well as it
helps them to get exclusive compensation.

g) Communication and transparency: Transparent communication about compensation

enables to build trust and engagement. Employees who understand how their
compensation is determined are more likely to be engaged and committed.

h) Benefits and wellbeing: compensation is not just about salary it is beyond the salary
to include benefits like health insurance, international trips, etc.

i) Organizational culture: Practices of compensation reflect on the organizations values

and culture. Aligning compensation with organizations culture reinforces engagement by
promoting a sense of belongings.
 Chapter -2

Organizational profile
Introduction to organization:
The organization I’m working in is Garden City Realty Private Limited. The location of the
organization is 510, outer ring road, HRBR Layout, Kalyan Nagar, Bengaluru, Karnataka
560043.

They have 19 years of experience and also have many expertise in property development. They
often try to offer an innovative homes, workspace and retail spaces. They mainly focus on
reaching the customers satisfaction. They feel ecstatic when they meet their customer’s
expectations. K Murali Krishna is the chairman and the managing director is Lakshmi Santosh
Kottu. They are growing organization committed to hiring talented people and nurturing them
professionally. They recruit and reward people who share their passion for excellence in work.
They also provide friendly environment for their employees in the workplace.

 Company profile

Gardencity has the brand pedigree of over 2 decades of rich experience in the space of real
estate, with its well-known land banking and been co-promoters with Properties, constructing big
scale ventures viz., Greenfields, Temple Bells & Prospero and 105 South etc., to name a few and
having developed close to 6.5 million sqft and delivered more than 4000 units (under Cyber
City) under its belt.

As a progressive company, Gardencity have focused vision in land acquisitions in strategic

locations spanned across Bangalore, laying the stepping stone for them to propagate into a
future-focused company in the ever evolving real estate landscapes of Bangalore.

With a fore vision of transforming from being land aggregators to conceptual reality, they are
now thriving on a journey towards pursuing excellence, in creating assets of sustainable spaces
across categories and segments including residential; commercial & retail.

The brand portfolio diversifies into multiple business verticals across different geographies of
south India viz., Bangalore; Hyderabad and Visakhapatnam.

Garden City has extensive expertise in -

  1. "Inhouse construction"
 2. "Inhouse architects to design"
 3. "Inhouse wing of SMC"

Inhouse construction will enable the brand Garden City to provide the product to end
consumers at

 i. highly competitive price;

 ii. impeccable quality.
 iii. within the committed timelines.

They have partnership with the following companies;

Hafeez Contractor

Architect Hafeez Contractor is the leading architectural design consultancy firm of India. The
company prides itself on unique design concept and bold execution, while remaining responsive
to the client’s diverse requirements. AHC has successfully designed and executed works for
clients ranging from large real estate developers, public sector undertakings, large corporations
and institutions to health care entrepreneurs. In addition to large scale integrated townships;
hospitals; educational institutions; hotels; resorts etc.,

Site Concepts

Site Concepts International (SCI) was formed in 1991 in response to the growing regional
demand for professional services in landscape architecture, urban design and land use planning.
In this time SCI has established a reputation for high quality professional planning and design
throughout Asia with active projects in over eight (8) countries. SCI is widely accepted by
developers, architects and others in the industry due to our ability to provide a diverse and unique
design solution, powerful graphic presentation, detailed tender documentation and responsive,
resourceful and site-specific solutions during project implementation. Servicing a diverse range
of client requirements throughout South East Asia, China, South Asia, through to the Middle East
and into Africa, Site Concepts International core capabilities are master planning, urban design
and landscape architecture.

Cpg Corp
 VIA+ design Ltd., is a Singapore based interior design form with more than 25 years of
experience and is helmed by Mr. Victor Loh. VIA+ has completed projects within South East
Asia; East Asia; India; Australia and UAE. VIA+ deign is critical and sensitive towards the
project context, be it physical; cultural or historical, this achieving unique cum meaningful
interior concepts.

Design Tree

Design Tree Service Consultants Pvt Ltd is a Multi - Disciplinary Engineering Consultancy
company founded in March, 2008 by dynamic and innovative professionals to bridge the gap
between ever changing needs of construction industry and current consultancy services
available. Design Tree is evolved to provide one stop service/ solution with a more focus on
client requirements with responsive, agile, hands on and innovative approach to all prospective
clients. We at Design Tree is a group of engineers, from the structural and building services
engineering industry, with a cumulative professional experience exceeding 100 man-years, served
at senior positions in various organizations in India.

Innotech

A structural Engineering Consultancy firm instituted by a group of qualified and passionate

professionals to provide quality services to discerning clients in the construction industry. Provide
expertise in Structural Designs; Value Engineering; Innovations; Cost Estimation; Civil
Engineering; Foundation Design and Seismic Design.

Careers: They are growing organization committed to hiring talented people and nurturing them
professionally. They recruit and reward people who shares commitment and passion for
excellence in work. They provide an employee friendly environment for their employees.

They say that their employees are the most valuable asset. They are proud that their workforce is
bound together by their common values. They believe that professional growth is the
responsibility of both the individual and the organization.

They also say that as an employee of this organization, you will work with an inspiring,
approachable and visionary leadership. Their open culture will offer employees an exciting
environment in being part of their organization.
  Product and service profile

The mainly undertake their projects in 4 major cities like Bengaluru, Hyderabad,
Vishakhapatnam, Chennai.

Bengaluru projects are as follows:

Greenfields – Budigere Cross, Whitefield

Located at Budigere Cross, this project is a part of the 40-acre mega township. Phase 1 is already
delivered & phase 2 is selling out fast. Spread across 19.5 acres with 9 residential blocks and a
sprawling 4.5-acre recreation area this project has over 76% green spaces. Being pre-certified
IGBC Gold Rated, homes is green from the inside too. Its smart efficiency promotes a healthy
lifestyle and savings every day. Being a mega township, it is a given that Greenfield is packed
with spectacular amenities and facilities.

107 South – Off Hosur Road

Located off Hosur Road, just 15 mins from E-City, this 18-acre project brought a revolution in
homebuying Bangalore with its smart & zero space wastage 2 & 3 BHKs and an array of
lifestyle amenities. Filled with features years ahead of their time, ‘Codename DilChahta Hai’ is
smartly designed and priced just right. Compact yet surprisingly spacious, our 2 BHK homes
open to spectacular views and superlative lifestyle amenities, and it can be yours at an unbeatable
price.

Temple Bells – Rajaji Nagar, Bangalore

Temple Bells, with 342 Units in 10 towers has an epic style that exemplifies sophistication and
glamour. At Temple Bells, attention to detail is paramount. Its unrivalled amenities include a
grand entrance lobby, exotic landscaping, private meditation areas, fitness rooms, swimming
pool and club facilities. While scenic walkways and waterfront features lend the project a quaint
and old-world charm, its contemporary design offers an eclectic life-style. 2- & 3-Bedroom
luxury apartments each offering unique privacy and spectacular views to the ISKCON Temple
and the surrounding greenery. Each unit is designed to offer ample light and ventilation through
large windows and adequate outdoor living spaces.

Prospero – Hebbal

Prospero is a residential project offering 2 BHK and 3 BHK apartments located in Bellary Road,
Bangalore. The apartments are spacious, ensure privacy, well ventilated and lighted with proper
space utilization. The apartments are constructed on a total land area of 3 acres and were
completed in 2005. The project amenities include landscaped garden, outdoor play area,
intercom and Wi-Fi facility, rain water harvesting, health facilities, gated community and
security with its entry and exit.

The image which is shown in the below is the new project that is undertaken by Garden city
Realty
Hyderabad projects are as follows:

Marina Skies – Kukatpally, Near Hitec City

A high-rise residential apartment project being developed in 8.7 acres with 2 towers and a built-
up area of 2 million Sqft. The towers in MARINA SKIES will have a G+31 floors with 4
basement levels. parking with large open and green spaces. This phase will have approx. 1240
residential units. 2BHK and 3BHK apartments of 1160 to 2340 Sqft. The top floors (30 & 31st
floors) of both towers will be duplex units with plinth areas ranging from 3,000 to 4,000 Sqft.
40,000 Sqft Clubhouse with all amenities.

Rock Garden – Kukatpally, Near Hitec City

Developed in 22 acres with 12 towers of G+19 stores and a Premium Tower. Has 1 Lakh Sqft. of
recreational & leisure space. 7-acre central park & a business center with 16 guest rooms. It also
has the first of its kind Hill top Clubhouse with state-of-the-art facilities & amenities. The project
is built with MIVAN technology for better strength & space utilization and has IGBC GOLD
Rating.

Rainbow Vista – Kukatpally, Near Hitec City

An integrated gated community with high-rise residential towers built on an area of 4.5 acres.
Designed in line with the Work-Live-Learn-Play concept. Strategically located near HITEC City,
with the City’s IT hub on one side and prime residential zone on the other. Launched in May
2009. Sold out within 100 days from the day of launch. Has 448 apartments with 6 lakh sq. feet.
Completed in 2012.
Vishakhapatnam projects are as follows:

The Crown by Iconica. – Madhura Wada, NVP College Road

Iconica is a monumental series of projects from the esteemed house of Garden City Realty Pvt
Ltd and Cybercity Developers who are legendary builders of exquisite residences, adaptive
workplaces to match vision of future. Sustainable spaces crafted to perfection by master
architects, creating landmark addresses that spell pride. Garden City Realty and Cybercity
Developers are the springboard for our new venture Iconica.

Iconica Capitol. – Madhura Wada, NVP College Road

Iconica Capitol is constructed from the ground up with a heavy emphasis on thoughtful design.
Consisting of apartments in three distinct styles, each crafted to emanate luxury that goes far
beyond just amenities. And it starts with a design philosophy that blends old world majesty with
new age elements. Understated lines, sleek finishes, elegant interiors, all clothed in imposing,
palatial structures.

Iconica Grande – Madhura Wada, NVP College Road

Designed to fit right into the backdrop of the Eastern Ghats, Iconica Grande takes inspiration
from nature itself for the simple comforts and breath-taking aesthetics. The bespoke outline
harmonizes luxury and nature making it the perfect home for you. Spread over 15 acres at
Madhura Wada in Visakhapatnam, the luxurious villas outline the property that brings all the
comforts under one roof. With sleek and modern design, elegance is at the center of Iconica
Grande. The grandeur of Villas is meant to leave an ever-lasting impression.

Chennai projects are as follows

DEVINE CITY

Be a part of a 30-acre mini city just 5kms from Porur located opposite the famous Kamakshi
Amman Temple in Mangadu, Chennai’s hidden jewel, undergoing a rapid transformation. This
world class mini city offers multiple conveniences and lifestyle amenities at a price much lower
than the nearby micro-market. Shriram Divine City offers the best of facilities and amenities,
making it the perfect home for all members of your family.

Business Model Canvas:

A business model canvas is a single page template used to outline the objectives f a business. It
is a great visual tool for defining, describing or developing the business model of your
organization.

The concept of the trade demonstrate canvas is important as a help to communicating how the
commerce works by clearly distinguishing the nine building pieces of the commerce and how
they are inter-related.

The primary building piece is client portions, the key client bunches that the organization serves.
Each bunch ought to have unmistakable needs that require distinctive channels and connections
to produce esteem.

The second building block is value proposition, the way in which you create value for your
customers. This can include the way in which you design your offering or create a premium
brand. It could be that you offer a unique experience, or that you provide something at a
significantly lower price point than your competition. Value can also e created not by price but
by speed of delivery, or an enhanced service.

The third essential building square (channels) portrays how the esteem recommendation is
communicated and conveyed to your clients. This tells how do you raise mindfulness of your
brand and your offerings, how do you offer assistance your clients to assess the value merely
bring, additionally what courses can your clients utilize to purchase the items and administrations
that you just provide.

Another building square is client relationship. This tells how your organization interatomic with
each of your client sections. This will run from an individual interaction to self-service or
computerized encounters. Or it may incorporate more collaborative relationship through a sense
of shared communal involvement, or indeed working with customers to mutually make offerings.

These to begin with four building pieces are basically concerned with the client.

The key exercises piece at that point portrays those things you would like to do to be effective in
conveying your esteem recommendation. This might be creating a item that meets certain
standard or quality or in giving a benefit that evacuates a torment or problem on sake of your
client.
The income stream block explores the instruments utilized to infer expenses from each of the
client sections. These can include value-based deals for physical resources or the utilization of a
benefit, expenses paid to create utilize of benefit.

The next inside building piece that's critical is key assets that are required to provide the esteem
recommendation and to make incomes. These resources can incorporate the physical offices.

A key partnership is the most building square that characterizes who it is that we got to work
with to provide the trade show. Who are your key providers?

Fetched structure piece tells that h exercises are more costly, what is the fetched structure and
how charges are brought about in working your trade show. These can be settled costs hence
don't alter as your levels o commerce change, or they seem shift in extent to the volume of trade
that you simply are doing. You ought to moreover consider how costs can be allocated over a run
of exercises as the scale of your trade increments.

Importance of business model canvas:

Business canvas model is focused:

Business canvas model mainly focus on coordinating internal and external processes to know
how the start-up interacts with solution partners, distribution channels and customers.

Business model canvas is clear and concise:

The Business Model Canvas (BMC), being a graphical depiction of a business model,
encompasses only the most salient strategic components. This resource delivers insights to
numerous inquiries regarding the enterprise and presents a robust framework for the business's
direction.

Target customer’s needs:

The Business Model Canvas entails a Customer Segment block which entails orchestrated
tagging and grouping of customers in view of their shared characteristics. This process facilitates
the customization of marketing, service, and sales activities to cater to the specific demands of
distinct clusters.

Reduce the risk of failure:

The Business Model Canvas (BMC) facilitates the determination of execution steps that are
necessary for the successful realization of a concept for commercial purposes. The
implementation of a business model canvas as a strategic planning tool can effectively mitigate
the probability of planned business failure.

Scientific frame work that works:

Business canvas model is a tried and tested methodology not only for start-ups but also for
innovating in large enterprise. It is a frame work for how a company will create value.

Provide a complete picture of your business:

With the business model canvas, we can see all the elements of your business are connected and
influence each other. This will give the innovator a clear understanding of how your business
works as a system or ecosystem.

How to create business model canvas:

In a broader sense, a business canvas model ought to delineate the clientele of the enterprise and
ascertain the predicament to be resolved. The utilization of a business model canvas is a method
employed to graphically illustrate a business model. The creation of conventional business
models is often accompanied by the production of extensive and laborious documents that pose a
challenge in terms of comprehension. The business canvas model, on the other hand, provides an
opportunity to develop an intuitive and stimulating document that comprehensively addresses all
relevant aspects.

In the realm of business model development, the specification of nine fundamental components
is imperative to comprehensively address both internal and external aspects of a company. These
components encompass the areas of organization, value proposition, customers, suppliers, costs,
and revenues, comprising a comprehensive framework for any business model. The utilization of
the business canvas model serves as an effective approach to evaluate the organizational strength
and weaknesses.
KEY CUSTOMER VALUE KEY CUSTOMER
ACTIVITES SEGEMENTS PROPOSTION PARTNERS RELATIONSHIP

* Property * Home buyers * Expert property * Local *Personal

listing and management contractors and consultations
marketing *Property builders
Investors *Sustainable and *Property tours
*Client green living solution *Mortgage
consultations *Commercial brokers and *Customer support
and real estate clients *Personalized lenders (online and offline)
Negotiations customer service.
*Regular update on
*Property market trends.
management

KEY CHANNEL
RESOURCES S
*Experienced *Real estate
real estate agents. agents

*Legal advisors *Social media

marketing
*Marketing team
*Partnership
with local
businesses.

COST STRUCTURE REVENUE STRUCTURE

*Employee salaries and benefits *Property sales commission

*Marketing and advertising *Rental management fees

 *Technology infrastructure. *Real estate consultation charges

Key Activities: Detail the core activities that enable your business to function, including
property scouting, marketing, sales and property management. The main key activities in
Garden city realty are property listing and marketing, client consultations and negotiations, and
property management.

Customer segments: it helps to determine the type of clients your real estate company serves.
The customer segments of Garden City Realty are home buyers, property investors, and
commercial real estate clients.

Value Propositions: It defines what sets your company apart, expert property management,
sustainable and green living solution, and personalizes customer service is the value proposition
for Garden City Realty Private Limited.

Key Partners: this helps to identify the external organizations, for instance local contractors
and builders, mortgage brokers and lenders are the key partners for GARDEN City Realty
Company.

Customer Relationship: this component mainly helps to explain how you build and maintain
good relationships with your clients. With regard to Garden City Realty Company, we can tell
that they concentrate more on personal consultations, property tours, customer support, and
regular updates on market trends.

Key Resources: It lists the essential assets and resources your company. Experiences real
estate agents, legal advisors, marketing team are the resources for Garden City Realty Company.

Channels: this provides way to describe how you reach and interact with clients. Real estate
agents, social media marketing, partnership with local businesses are the channels for the garden
city realty company.
cost structure: This includes employee salaries and benefits, marketing and advertising,
technology infrastructure etc.

Revenue Structure: This gives clarity on how you generate income. This includes property
sales commission, rental management fees, real estate consultation charges.

Chapter 3

Literature Review
1. (Ardian, Mafizatun, & Madris, 2023) This article has identified that employee engagement
and compensation procedural fairness have vital effects on employee performance. This
helps us to understand the interconnected dynamics between compensation fairness,
employee engagement, and also their impact on the employee performance. In this study
they have taken 139 responses from BPS Of Sulawesi Barat Province. And through this
we can say that compensation procedural fairness and employee engagement has a
significant effect on workforce agility, while employee engagement has a significant
impact on employees’ performance.

2. (Ambarwati, Wardhana, Wardoyo, & Churiyah, 2023) This article analyzed the relationship
between employee performance and compensation, relationship between job rotation and
employee performance and also analyzed the relationship between employee engagement
on employee performance. This article teaches us that compensation has significant effect
on employee performance, and employee engagement also have a significant on
employee performance. Through this article we can know that for accurate employee
performance both compensation and employee engagement are very essential.

3. (Saputra & Suwandana, 2021) They have tried to determine the role of employee
engagement in mediating the effect of compensation on turnover intention. This article
tells that organization should keep employees engaged and provide them fair
compensation which retains the employees within the organization. This also teaches that
to reduce the level of turnover of employee’s management must increase the sense of
attachments to the company, such as giving compensation and motivate them to work
through communicating regularly with the employees.
4. (Sudiro, Adi, & Fakhri, 2020) The authors have tried to investigate the role of employee
spirituality to moderate between compensation fairness and employee engagement. This
article suggests that besides the compensation fairness variable, the service and
manufacturing company should pay attention to organizational commitment which
consists of, how the employees are involved in many companies’ activities, how deep the
employees feel sacrifice if they leave the companies, how to maintain employees to stay
at long term, how employees should be supported by organizations in difficult periods,
how organization should create a better workplace climate, etc.

5. (Subramanian & rajee.M, 2011) this research has found that fifty percent of employees
found that while working, the company inspires and motivated them to perform to the
best of their abilities. This research paper has helped to reduce the attrition and to
increase the productivity and profits. It has examined and focused on how to make
employees more engaged and committed towards the organizational growth. This tells
that employee should value their potential input should be recognized. Employees should
know their inputs matter a lot and are helping the organization in a meaningful way.

6. (Chandani, Mehta, Mall, & Khikhar, 2016) have clarified what is employee engagement and
why it is more important particularly with respect to its effects on employee retention and
performance. This tells that employee will be engaged effectively in the work of
organization when he /she is provided the fair compensation such as fair salary or wages,
bonuses, paid leave, pension funds, stock option, performance appraisal, health insurance.
So, this teaches us that the main factor that the employee fell to be engaged will be on the
compensation he receives for his/her work.

7. (Sabu Nair & B. Chandrachoodan Nair, 2018) the authors have identified that retail
organizations should recognize employees as powerful contributors to the company
profit, because engaged employees lead to increased productivity, retention, commitment
and profitability. It tells that in resent scenario raising and maintaining employee
 engagement practices lies in the hand of an organization. Therefore, it is inevitable need
for the retail organizations to inculcate employee engagement practices in growing
organized retail sector. They have also tried to measure the importance of rewards and
recognition in employee engagement.

8. (Dr.AnupamaundarD, 2020) in this research paper we come to know that how an

organization can retain their employees. This article tells that employee can’t work much
harder and longer, and now they have more choices in terms of their employment. This
study has given an important role of the organization i.e., retail sector is somehow to
develop strategy in relation to their employee’s job satisfaction. They found that
empowerment, commitment, recognition, reward all these four mentioned have positively
significant effect to the employee engagement. But productivity is having no significant
effect to the employee engagement.

9. (Rozanska, 2016) this article helps us to know what compensation can be provided for the
top performers in the real estate company. This tells that to predict demand on the
residential real estate market and the behavior of the purchasers requires a wide
knowledge of both the economic mechanisms and psychology of decision making.
Compensation for real estate company employees can vary based o different elements
like their role, location, policies of company, and also experience of the employees. Some
of the common components includes base salary, commissions, health benefits. And car
insurance and also even home insurance. This also even helps the real estate companies
to retain, attract, and keep their employees engaged in the work accurately.

10. (Kompaso & Sridevi, 2010) the article especially talks about how employee engagement
improves the performances of employees. They have given broad information about the
evolution of employee engagement and its definition, drivers of employee engagement,
and also specified about employee engagement and organizational performance and
strategies of employee engagement. They finally conclude their article by saying that
 employee engagement does not have specific generally accepted definition. The research
tells that the employee engagement is closely linked with organizational performance
outcomes.

11. (Kavitha Karkera & Abhilasha TR, 2023) It examines the effect of employee engagement and
empowerment on employee performance and organizational profitability. It investigates
how will the companies adopt various strategies to engage and empower their employees.
The level of productivity is correlated with the level of employee engagement. This
research tells that highly engaged teams are twenty one percent more productive than the
low engaged teams. The article also highlights the benefits of improved employee
engagement, improved problem-solving skills, decision making skills etc.

12. (Ashish Waghe, 2023) Explores the effects of employee engagement activities on employee
well-being. This focused on the effect of employee engagement on employee’s variable
and to study the various engagement drive those impact the employee well-being. They
have prepared questionnaire and taken response from 500 individuals and found that
employee enablement, empowerment, innovation and technology, reward and recognition
i.e., compensation, staffing drive plays essential role in employee engagement. This
article tells that for employee engagement there are many factors that organizations also
should adopt to make the employees engage in organization.

13. (Lawren Maria Castelino & Robin Shinde, 2022) This research tells that fifty five percent of
workers aim to hunt for a new job. It talks about compensation as, compensation and
awards, and recognition, and job happiness are all the elements that will influence the
employee engagement. Positive service personnel performance is linked to increased
engagement. They term employee engagement is recently gaining popularity in the
 business world. They tried to look at the concept of employee engagement, as well as
employee engagement practices in the workplace and elements that drive employee
engagement.

14. (Vandana B Mohanty & Mangesh Kulkarni, 2023) The research is mainly done to understand
the concept of employee experience, and its impact on employee engagement practice. It
provided the insight of the work and workplace of today and reshaping of the work and
work place future with technology fully embedded into it. It tells that employee
experience matters a lot for the employee to be engaged in workplace and work as well. It
tells that employee engagement is the key element of the employee experience. Both
employee experience and employee engagement are linked together and which is very
essential for success of an employee in his/her career.

15. (Chun-Chang Lee, 2012) The research paper discusses about the impact of compensation
schemes on housing agent performance. This study helps to understand the impact of
individuals attributes on individual performance and whether theories of compensation
schemes can be tested with data. It tells that most accurate data can gathered from
obtaining internal data from the companies. For the data collection they have distributed
876 questionnaires by mail and received a total response of 776 of which 510 were
effective sample for valid return rate of 66.5 percentage. They say that compensation
scheme has been changed from Japanese model with high base salary to American model
without a base salary.

16. (Hadeya Jeha, Mohamad Knio, & Georges Bellos, 2022) This research was done after the
covid, and they found that gratuity plays very essential role and positive role in the
engagement and motivation of employees. Compensation is a reparation that employees
receive for their achievements and contributions at work. This research created a
conceptual framework based on the five theories in order to know how does a reward
system affect the level of engagement and motivation. In order to collect data on role of
 compensation packages on employee’s engagement and motivation, and the data were
analyzed manually.

17. (Achmad Sudiro, Agung Nugroho Adi, & R. Moh. Ikmal Fakhri, 2021) The author says that the
productivity mainly depends the level of engagement of employees. Employee
engagement has related to compensation and if the organization has to achieve a
competitive advantage in a business environment, the organization must and should pay
attention to the compensation provided to the employee. Compensation may affect
employee engagement through overall improvements in terms of selection, optimization,
and compensation. This article has taken the response from 279 respondents and found
that the employee spirituality is fully and purely moderated between compensation
fairness and employee engagement.

18. (Dr.V.Krishna Kumari, 2019) Tells that compensation management is an integral part of the
management of the organization. This article is mainly done to study the desirable
behavior of employer compensation management towards employee workforce in an
organization. And to understand the integral quality of employee towards compensation
management. This article concludes by saying that it is not just the monetary
compensation that keeps the employees motivated, and it tells that employee need to be
motivated with the content of their job. Employees should be encouraged to participate in
decision making.

19. (Fadilla Putri Sofia Hanjani, Boge Tritmanto, & Sina Setyadi, 2023) This article tells that
engaged employee is an essential part to achieve success in the organization, because
engaged employees or involved employees can create some strategies for good work
culture reduce errors, improve relationships etc. in this article we can understand that
employee engagement is formed from passion, dedication, and absorption. Whereas
employee’s compensation is felt to be good when they have commensurate salaries,
incentives, benefits and office facilities. They say that the main thing that drives
 compensation is salary. Efforts taken and made to improve performance can be achieved
by increasing compensation.

20. (Diah Pranitasari, Lilik Trianah, & Rieka Nuriandini, 2007) in this the authors says that
employee engagement affects the overall company’s performance. Compensation and
working environment are factors that effect to employee engagement. This concludes that
effect on compensation and working environment on employee engagement is strong
enough and has a positive influence. This means that if the compensation and working
environment simultaneous improving, employee engagement will increase and vice
versa. The effect of working environment on employee engagement is strong enough
with a positive influence.

21. (Nazim Hussain, Rana Muhammad Shahid Yaqub, Shanayyara Mahmood, & Zahra Farooq, 2021)
Examines the factors that may relate to organizational performance with a mediating role
of organizational commitment. They say that to maintain growth in organization the
organization have to focus on employee engagement, employee loyalty and
organizational commitment as these are more main factors that influence organizational
performance. This shows the different or variables associated with organizational
performance.

22. (Martijn Hendriks, Martijn Burger, & Harry Commandeur, 2022) This is mainly done to
understand how Chief Executive Officers compensation influences employee
engagement. This paper intends to expand the knowledge about both the consequences of
CEO compensation and the antecedents of employee engagement in five main ways.
They conclude by saying that employee engagement is generally unaffected by
compensation of CEO in public firms. Employee engagement declines with negative
media coverage about CEO compensation. An important context in which higher CEO
compensation does not negatively affect employee engagement in the financial sector.
 23. (Sahil Ramchandani & Reema Aggarwl, 2019) This research is done by kamala Nehru
College, University of Delhi, New Delhi, India. The main objective of this study was to
search prevailing existence of the employee engagement practices of the top companies
operating in India and to find out the common trends prevalent in the Indian Industry. In
this research paper we can see that IT sector is leading industry in terms of employee
engagement practices. They say that employee engagement is the key to success and an
immense source of competitive advantage. This research is used to understand the
benchmark employee engagement practices being followed by these companies and find
out the core areas that are required to be emphasized upon in order to become the leaders
of industry.

Statement of the Problem:

Managing and engaging employees in all sectors of real estate is difficult, and I also came to
know ethics is not up to the mark in real estate. And the company also faces some issues to
provide great compensation, as it is real estate company compensation costs more for the
company. And main problem some of the employees go through when it comes to compensation
are pay inequity, inconsistent performance-based pay, lack of recognition.

The company I worked in was also having some challenges as below:

 I found that garden city realty company was more depended on physical workforce, I
found that in 2023 one of the main challenging’s that real estate industry go through is
high dependency on the workforce. As per the information I received from company I
found that there is shortage of workers across industries like engineering, construction,
and manufacturing in 2023. If the dependency is more on workers when there is shortage
it is main drawback for the real estate company.
  Cost of construction is more, as inflation is the major problem the cost of construction of
materials like cement, steel, bricks, sand, wood etc., will also increase. There is a
possibility that increase in cost of raw materials will lead to surge in rental prices, which
make property purchases less affordable altogether.

 Shortage of land is also one of the main problems for real estates that too in current
situation. The main three reasons for unavailability of land are difficult process of land
acquisition, high property prices, and increase in population. And there is also so much of
issues in the documents of land and the fake documents are more in land in current
scenario.

 Insufficiency of funds, as the process of construction is lengthy, and any new small-scale
developer needs funding. The prices for the construction cannot be estimated accurately,
there will be some fluctuation in the prices. This might not be problem for large scale
company, but its difficult for small scale business. And sometime even for large scale
business also this becomes a major problem when they are undertaking large
constructions in large space.

Need for the study

Need of this study is to understand the relationship between employee engagement and
compensation at garden city realty private limited. It also helps us to know how engagement and
compensation affects employees in enhancing their job satisfaction, which can lead to increased
productivity and reduced turnover.

Scope of the study

This study delves into the intricacies of how employee engagement is related with compensation
or vice versa in Garden City Realty Private Limited Company. This helps to create a positive
work environment and culture that promote productivity and satisfaction of employees.
Employees who are engaged will be willing to be more effective, dedicated and motivated which
is advantage for both employee and organization. And compensation uses financial and non-
monetary benefits to attract recruits, reduce turnover, and boosts employee engagement. The
scope includes interviews with HR professionals, review of employee’s engagement level, and
evaluation of compensation provided to employees. Through this comprehensive scope, the
study aims to provide valuable insights and recommendations for understanding the relationship
between employee engagement and compensation.

Objectives of the study

1. To identify the current measure adopted for employee engagement and compensation at
Garden City Realty Private Limited, Bengaluru.

2. To examine the effectiveness of measures on employee engagement and compensation at

Garden City Realty Private Limited, Bengaluru.

3. To analyze the level of improvement required for better relationship at Garden City
Realty Private Limited, Bengaluru.

Research Design

The research design for the study on understanding relationship between employee engagement
and compensation at Garden City Private Limited in Bengaluru will employ a combining
qualitative and quantitative methods. Qualitative data will be gathered through in-depth
interviews with HR professional’s and management to gain insights into HR strategies, process,
and their alignment with organizational goals. Quantitative data will be collected through
surveys and analysis of HR metrics and performance indicators. This mixed method design
ensures a comprehensive understanding of relationship between employee engagement and
Compensation. The information collected by questionnaire is converted into percentage to
analyze data. For getting percentage excel is used as a tool.

Sampling Technique

The study will employ stratified random sampling to select participants. Within Garden City
Realty India, strata will be defines based on various HR roles, including HR managers,
recruitment specialists, talent management experts, and training and development professionals.
This technique ensures representation from different aspects of employee engagement and
compensation. The sample size will be determined using the stratified random sampling method
to ensure adequate representation and reliability of findings.

Demographic Outline

The study’s demographic outline will encompass participants demographic information,

including age, gender, educational qualification. By collecting the demographic data, the study
aims to understand how variations in these factors may impact their perspective on employee
engagement and compensation and its effectiveness within Garden City Realty Private Limited
Company. This demographic information will be essential for the interpretation and analysis of
the research findings.

1. Age: the demographic variable will provide insights into the age distribution of the HR
professionals participating in the study. Age can influence an individual’s perspectives,
with younger professionals potentially having different views from their older
counterparts. For example, younger professionals might be more inclined towards digital
HR solutions, while the older professionals may have more experience with traditional
HR practices.

2. Gender: Understanding the gender distribution among participants is essential, as gender

can influence perspective on HR issues. Gender related differences in HR roles and
responsibilities, leadership styles, and workplace experiences may be reflected in the
responses.

3. Educational Qualification: This variable will capture the participant’s educational

background. It is essential to know whether participants hold bachelor’s master’s, or
other advanced degrees, as their educational backgrounds can shape their understanding
of HR concepts and strategies.

Collecting demographic data allows the researches to segment and analyze responses-based
om these variables. For instance, it may reveal patterns such as whether younger
professionals have different perspective on Employee engagement and compensation. These
insights provide a richer context for interpreting research findings, enabling a deeper
understanding of the impact of demographic factors on employee engagement and
compensation.

Limitations of the study

1. Single company focus: the study exclusively understands the relationship between
employee engagement and compensation within garden city realty private limited
company in Bengaluru, limiting its generalizability to other organizations with different
HR practices.

2. Potential Bias: Participants might provide responses that align with the company’s
expectations or portray relationship of their engagement in the work and compensation
positively due to their employment with garden city realty.

3. Limited Geographical Scope: The findings may not reflect the broader Indian context, as
the study is confines to Garden City Realty Company operations in Bengaluru.

4. Sample Size: The study’s sample size may be restricted, impacting its representativeness
and ability to detect subtle variations in identifying the relationship between employee
engagement and compensation.

5. Response Bias: Participants may not provide candid responses due to concerns about
confidentiality or fear of repercussions.

6. Data Collection Methods: the reliance on self-reported data may introduce inaccuracies,
as participants may not recall specific details accurately.

7. Limited Perspective: The study may not compose all HR roles within Garde City Realty
Private Limited Company, leading to potential gaps in the understanding of link between
employee engagement and compensation.

8. Cross sectional Data: This cross-sectional data which we collect may provide a snapshot
of engagement and compensation at one point in time.

9. Time Constraints: Time limitations during the research may have prevented an in-depth
exploration of employee engagement and compensation.
10. Changing Circumstances: Organizational changes or external factors during the study
could affect the validity of the findings of relationship between employee engagement
and compensation

Chapter 4

Data Analysis and Interpretation

Data Analysis and Interpretation:
Table 4.1: Gender of the respondents
Variable Range Frequency % Of Respondent
Gender Male 58 64%
Female 32 36%
Transgender 0 0%
Prefer Not to Say 0 0%

Analysis:
From the above demographic profile, we can say that 65.1% of the employees are male and
34.9% of the respondents are female at the company. Majority of the respondents are male.
Graph:

Gender

36% Male
Female
Transgender
Prefer not to say
64%

Interpretation:
Understanding the gender distribution among participants is essential, as gender can influence
perspective on HR issues. Gender related differences in HR roles and responsibilities, leadership
styles, and workplace experiences may reflect in the response.

Table 4.2: Age of the respondents

Variable Range Frequency % Of Respondents
Age (in years) Above 30 30 34%
31-40 38 42%
41-50 20 22%
Above 50 02 2%

Analysis:
The majority of the respondents are the age group from 31-40 with 42%. are the age group of
above 30 years are 34%, the age group of 41-50 are 22%, and the age group above 50 are 2%.
Graph:

Age (in years)

2%
22%
33% above 30
31-40
41-50
above 50

42%

Interpretation:
This demographic variable will provide insights into the age distributions of the HR
professionals participating in the study. Age can influence an individuals perspectiives, with
younger professionals potentiality having different views from their older counter parts.

Table 4.3: Educational qualification of the respondents

Variable Range Frequency % Of Respondents
Educational Primary 0 0%
Qualification Secondary 12 13%
Graduate 24 27%
Post Graduate 48 53%
Professional Degree 6 7%

Analysis:
The educational background of the respondents are, there are so respondents who did only
primary educatio, secondary education is done by 12 respondents, graduation is done by 24
respondents, post graduation is done by 48 respondents and there are 6 individuals who have
completed their professional degreee.
Graph:
 Educational Qualification

7% 13%
primary
secondary
graduate
27% post graduate
professional degree
53%

Interpretation:
Educational qualification helps to capture the educational qualification of the respondent. It is
essential to know wheteher the participants hold primary, secondary, graduation, post graduation
or professional degree as this shapes their understnding of HR concepts and strategies.

1) Frequencies

Table 4.4: Level of employees considered equally for their engagement

Questions Frequencies Percentage
Do they cosider all Stongly agree 22 24%
level of employees Agree 34 38%
equally for their Neutral 12 13%
engagement? Disagree 8 9%
Strongly Disagree 14 16%
Analysis:
The above table shows whetehr they treat all level of employees equally for their engagement,
for this 24% of employees strongly agree to it, 38% of employees agree to it, employees in
dilemma and says neutral with 13%, and 9% of employees disagree and 16% of the employees
strongly disagree.
Graph:
 Do they consider all level of employees equally
for their engagement?

16% Strongly agree

24% Agree
9% Neutral
Disagree
Strongly Disagree
13%

38%

Interpretation:
Through this survey we can kniow that the organization is not treating all level of employees
equally for their engagement. They should mainly focus on those respondents who are feeling
this as disagree and strongly disagree. If there is lack of engagement this may lead to decreased
productivity. To improve the level of engagement in the organization they need to treat all level
of employees equally and there shpuld be no discrimination. Treating all level of employees
equally is ften referred as “equality in the workplace”. If the organization treat all level of
employees equally for the engagement this may increase the morale of employee and also be
motivated.

Table 4.5: Showing level of employees considered for making decision

Questions Frequency Percentage
Do they involve Stongly agree 18 20%
everyone in making Agree 28 31%
decision? Neutral 18 20%
Disagree 16 18%
Strongly Disagree 10 11%
Analysis:
This above table helps us to know wheteher the organization consider everyone in making
organization decision. 25% of respondents strongly agree and 22% agree and 25% of
respondents are feling neutral. 20% of respondets disagree that organization will involve them in
mkaong dcision, and 8% of respondents strongly disagree and feel they are not at all involved in
making the decisions for the organization.
Graph:

Do they involve everyone in making decision?

11%
20%
Stongly Agree
18% Agree
Neutral
Disagree
Strongly disagree
31%
20%

Interpretation:
It has been observed that nearly half of the employees are involved in the decisions that are made
in the organization and remaining half are in dilemma and disagree with this. Withoiut involving
employees to make decision may lead negative impact on the company. This will impact on the
company if all employeees decisions are not counted. Involving everyones decisions will lead to
get more ideas, problem solving ability, employee engagement, accountability, adaptability etc.
The organization can seek decisions from all and adop the decision that is accurate for ensuring
healthy enviroment and to gain competitive advantage.

Table 4.6: Showing the top employees are recognized for their performance
Questions Frequencies Percentage
Do they recognize Stongly agree 26 29%
top performers? Agree 18 20%
Neutral 10 11%
Disagree 24 27%
Strongly Disagree 12 13%
Analysis:
This table determines the level of top performers who are recognized. 29% of the respondents
feel they are strongly recognized for their perofrmance, and 20% of respondents agree they are
recognized. 11% of respondnets feel thay are neither recognized nor unrecognized. 27% and
13% of resondents diasgree and strongly disagree that they are not recognized y the organization
respectively.
Graph:

Do they recognize top performers?

13%
29% Strongly Agree
Agree
Neutral
27% Disagree
Strongly Disagree

20%
11%

Interpretation:
The above pie chart determines that nearly 40% of the employees are not recognized for their
performance, this may be due to competition. Recognition of top performance involves
rewarding employees who is consistently excel in his/her roles and make significant
contributions to the organization. Performers who feel they are recognized will be motivated and
work hard to improve more in their workplace and compete within their workforce. By this we
can know that the organization must improve in identifying their top performers as nearly 40% is
disagreed with this statement.

Table 4.7: Level of promotion for employees in organization

Questions Frequency Percentage
Do they promote Stongly agree 16 18%
employees in Agree 34 38%
organization? Neutral 4 4%
Disagree 24 27%
Strongly Disagree 12 13%
Analysis:
The above table shows whether the organization promote the employees in organization or not.
16 individuals strongly agree that they promote the employees, 34 people agree that organization
will promote the employees, 4 individuals feel this as neutral. 24 individuals disagree that they
promote and 12 employees strongly disagree and believe that there is no promotion at all in the
organization.
Graph:

Do they promote employees in the organiza-

tion?

13% 18% Strongly Agree

Agree
Neutral
Disagree
27% Strongly Disagree

38%
4%

Interpretation:
Promotion in the organization is very important for all the employees for their career
advancement. Here nearly 60% of employees feel they are promoted and nearly 40% are not
feeling that they are promoted. The organization must consider the contributions of all level of
employees and promote them. This can make us understand that promotions are based on merit,
performance, or specific criteria and not every employee is eligible for promotion at a given
time. It is important for organizations to provide growth opportunities, training, and support for
those who are not promoted to ensure they can develop their skills and possibly be considered for
promotion in future.
Table 4.8: Showing the compensation provided for top performers.
Questions Frequency Percentage
Do they provide fair Stongly agree 20 22%
compensation for Agree 28 31%
top performers? Neutral 6 7%
Disagree 10 11%
Strongly Disagree 26 29%
Analysis:
The above table 4.8 help us to determine the compensation provided by the organization for top
performers. 22% of respondents strongly agree that the compensation is provided for top
performers, 31% of respondents agree that compensation is provided for the employees who
work hard. 7% of employees feel that compensation is neutral for the top performers, 11% of
employees feel that employees who even work hard are not compensated, and 29% of employees
strongly disagree that compensation is provided for the top performers in the organization.
Graph:

Do they provide fair compensation for top

performers?

Strongly Agree
22%
29% Agree
Neutral
Disagree
Strongly Disagree
11%
31%
7%

Interpretation:
Compensation is very essential for every employee which encourages them to do their best work,
and rewards them for achieving goals or objectives. In this organization the compensation for top
performer’s is given, but even though some employees feel compensation is not provided for the
top performers, the organization must work on this to ensure fair compensation is given to top
performers. This will improve the employee’s morale, and he will be ethical of his work and it
also mainly helps to retain the employees for longer period in the organization.

Table 4.9: showing career development opportunities

Questions Frequency Percentage
Do they provide Stongly agree 22 24%
career development Agree 26 29%
opportunity? Neutral 8 9%
Disagree 16 18%
Strongly Disagree 18 20%
Analysis:
This table shows the level of career development opportunities that the organization provide to
employees. 24% of employees strongly agree that they provide career development opportunity,
where as 29% of employees just agree to it. 9% of employees are in neutral and 18% of
employees disagree and 20% of employees strongly disagree to it.
Graph:

Do they provide career development oppor-

tunity?

20% Strongly Agree

24% Agree
Neutral
Disagree
18% Strongly Disagree

29%
9%

Interpretation:
From this graph we can understand that there is significant portion of employees believe the
company offers career growth prospects, but a notable part is disagreeing. The neutral group may
require further investigation to understand their perspective, which could provide insights into
areas for improvement in organization’s career development programs. Career development
opportunities is very essential to every employee working in the organization. Career
development opportunities allows the individual to reach new level of professionalism.

Table 4.10: showing the work life balance in organization

Questions Frequency Percentage

Do they enable work Stongly agree 12 13%
life balance? Agree 26 29%
Neutral 10 11%
Disagree 26 29%
Strongly Disagree 16 18%
Analysis:
This table 4.10 gives an information on work life balance that the organization ensure to its
employees. 13% of employees are strongly satisfied for their work life balance. 29% of
employees are satisfied and 11% of employees are neutral. 29% of employees are dissatisfied
with their work life balance and 18% of employees are strongly dissatisfied for the work life
balance.
Graph:

Do they enable work life balance?

18% 13%
Strongly Agree
Agree
Neutral
29% Disagree
29% Strongly Disagree

11%

Interpretation:
Maintaining work life balance plays very vital role in the organization. If there is work life
balance in the organization, stress will be less in the employee and he may work more in the
organization. In this organization nearly 50% of employees feel there is no proper work life
balance and feel stressed. The organization must try to work on those employees who feel
stressed and provide them some support to manage their time and work accurately.

Table 4.11: showing the level of appropriate communication in the organization

Questions Frequency Percentage
Do they Stongly agree 20 22%
communicate Agree 28 31%
appropriately? Neutral 18 20%
Disagree 12 14%
Strongly Disagree 12 13%
Analysis:
Above table represents the communication of the organization towards its employees. 22% and
31% of employees strongly agree and agree that there is a appropriate communication between
organization and employees respectively. 20% of employees neither agree nor disagree to it.
14% and 113% of employees strongly disagree and feel there is no appropriate communication
between organization and employees.
Graph:

Do they communicate appropriately?

13%
22%
Strongly Agree
13% Agree
Neutral
Disagree
Strongly Disagree
20% 31%

Interpretation:
Communication in the organization is most essential because it boosts the employee morale,
improves employee engagement, productivity and satisfaction. A good communication ensures
the smooth running of business, and removes the conflict. Through the pie chart we can say that
organization is better in its communication but it must still improve the communication with the
employees who have disagreed and strongly disagreed to it. And nearly quarter of respondents
agree that there is appropriate communication nor disagree to it.

Table 4.12: Showing the level of engagement in the work

Questions Frequency Percentage
Do you find your Stongly agree 22 24%
work engaging? Agree 36 40%
Neutral 16 18%
Disagree 8 9%
Strongly Disagree 8 9%
Analysis:
The 4.12 table shows that whether the employee’s working in the organization are finding their
task engaged or no. In 90 employees 22 and 36 employees strongly agree and agree that they find
their job engaged. 16 people are feeling that their work is neither engaged nor disengaged. And 8
employees disagree and other 8 employees strongly disagree as they find their work engaging.
Graph:

Do you find your work engaging?

9%
9% 24%
Strongly agree
Agree
Neutral
18% Disagree
Strongly Disagree

40%

Interpretation:
Engagement in the work is very much necessary for all the employees of organization. It is
advantage for both individual who is engaged and organization as well. Significant portion of
respondents are highly engaged, and majority of respondents feel positively about their work
engagement. Neutral respondents might be indifferent or uncertain about their work
engagement.16% of employees strongly disagree and disagree to it, by this we can say that the
engagement in the work in this organization is good, and can improvise further by
communicating to those employees who have disagreed to it.

Table 4.13: showing the level of recommendation by employees for this organization as a
great place to work
Questions Frequency Percentage
How well would you Stongly agree 20 22%
recommend this Agree 28 31%
organization as a Neutral 14 16%
great place to work? Disagree 16 18%
Strongly Disagree 12 13%
Analysis:
The above table represents how well the employees recommend the organization they work in to
others. 22% of employees strongly agree. 31% of employees agree to recommend the
organization. 16% of employees neither recommend nor discommend as a great place to work.
18% of employees disagree and 13% of employees strongly disagree.
Graph:

How well would you recommend this organiza-

tion as a great place to work?

13% Strongly Agree

22%
Agree
Neutral
18% Disagree
Strongly Disagree

16% 31%

Interpretation:
This recommendation shows how well the employees are satisfied in their organization. More
than 50% of employees feel it as a great place to work in. And there are some who don’t have
strong opinion either way or they might not have enough information to form a clear judgement.
The employees who disagree suggests that there is a noteworthy proportion who do not view the
organization as a positive workplace. And employees who strongly disagree is expressing a very
negative view, which is an area that may need attention from the organization to improve
satisfaction of these employees.

Table 4.14: showing the level of understanding when organization make changes
Questions Frequency Percentage
Do you understand Stongly agree 18 20%
when organization Agree 34 38%
make changes? Neutral 16 18%
Disagree 8 9%
Strongly Disagree 14 15%
Analysis:
The table 4.14 represents how well the employees will know when the organization is making
changes. 20% of employees strongly agree that they will understand when organization make
changes. And 38% of employees agree to it. And 18% of people feel they neither agree nor
disagree. 9% disagree for this and 15% of employees strongly disagree.
Graph:

Do you understand when organization make

changes?

16% 20% Strongly Agree

Agree
9% Neutral
Disagree
Strongly Disagree
18%
38%

Interpretation:
Understanding the changes that are done in the organization will enable the employees to work
according to the need of organization. Relatively small but significant of employees strongly
agree and suggests that they are confident and have ability to stay informed about changes. Large
group of employees agree and this is a positive sign as they are informed about the changes in
the organization. About one fifth of employees are neutral, they might that have mixed feelings
to be uncertain about their awareness of changes. A notable portion of employees disagree and
this could be a potential area for improvement in communication or transparency. Another
significant number of employees strongly disagree indicating a lack of confidence in their ability
to know when changes occur.
Table 4.15: showing the opportunity level for advancement or promotion at organization
Questions Frequency Percentage
Do you have Stongly agree 22 25%
opportunity for Agree 16 18%
advancement or Neutral 18 20%
promotion at your Disagree 22 24%
organization? Strongly Disagree 12 13%
Analysis:
The above table talks about the opportunity for advancement or promotion at the organization.
25% of employee strongly agree that they have opportunity for advancement or promotion at
your organization. And 18% of employees agree. 20% of employee neither agree nor disagree to
it. 24% of employees disagree and 13% of employees strongly disagree as they don’t have
opportunity for advancement or promotion in the organization.
Graph:

Do you have opportunity for advancement or

promotion at your organization?

13% Strongly Agree

24% Agree
Neutral
24% Disagree
Strongly Disagree
18%

20%

Interpretation:
Opportunity for advancement or promotion is very essential as it is a activity that supports or
encourages the employees. There is mixed reaction from the employees. Some feel they have
opportunity and some feel they don’t. organization must provide equal opportunities for all its
employees irrespective of gender, age, sex. And there are significant number of people who are
unaware and are neutral to make decision on this. The opportunity for advancement or promotion
will increase the confidence in employees to work more in the organization. The organization
should be ethical when it makes decisions about promotion.

Table 4.16: showing does employees have accurate information to work

Questions Frequency Percentage
Do you have Stongly agree 26 29%
accurate Agree 34 38%
information that Neutral 10 11%
you need to do at Disagree 10 11%
your job? Strongly Disagree 10 11%
Analysis:
Table 4.16 ensures whether the employees have accurate information that they need to do at their
job. 29% of employees strongly agree that they have accurate information to perform their job at
their workplace. 38% of employees agree to it. And 11% of each have a neutral, disagree, and
strongly disagree as they have lack of information and some feel they don’t have accurate
information to do their job.
Graph:

Do you have accurate information that you

need to do at your job?

11% Strongly Agree

11% 29% Agree
Neutral
Disagree
11% Strongly disagree

38%

Interpretation:
Providing accurate information to employees in the organization enables employees to work on
time, increases productivity, improves engagement in the work. Nearly 60% of employees feel
they have accurate information, and this improves the organization as well. Respondents who
have opted neutral may have shortage of information, and respondents who disagree and strongly
disagree feel they don’t have accurate information and they might also lack to perform well in
the organization due to lack of information. Every employee should be having accurate
information that what needs to be done or else it becomes difficult for both individual and
organization to succeed.
Table 4.17: showing the whether employees opinion count in the organization
Questions Frequency Percentage
Do you think your Stongly agree 20 22%
opinion count at Agree 22 24%
your workplace? Neutral 14 16%
Disagree 16 18%
Strongly Disagree 18 20%
Analysis:
The above table shows the level of opinions of employees which count at the organization. 22%
of employees strongly agree that their opinions count at the organization, 24% agree to it where
16% of employees neither agree nor disagree. 18% of employees disagree and 20% of employees
strongly disagree that their opinions count at their workplace.
Graph:

Do you think your opinion count your

workplace?

20% Strongly Agree

22%
Agree
Neutral
Disagree
18% Strongly Disagree
24%
16%

Interpretation:
Opinion of each individual in the organization must be taken, which ensures new ideas, builds
problem solving strategies, improves creativity. In this organization we an interpret that the
organization is involving only some of them for its decision and some others are ignored. The
organization must collect opinion from all and make its own final decision after collecting all
opinions. This may provide the organization more insights while taking decision. Employee
opinion even improves the performance and helps employees to develop in their jobs.

Table 4.18: showing satisfaction level of employees by compensation they receive

Questions Frequency Percentage
Do you feel satisfied Stongly agree 18 20%
by compensation Agree 22 24%
provided by them? Neutral 6 7%
Disagree 20 22%
Strongly Disagree 24 27%
Analysis:
The table 4.18 represents how much level of employees are satisfied by the compensation
provided by organization. 20% of employees strongly agree that they are satisfied by the
compensation provided by organization, 24% agree they are satisfied for their compensation. 7%
of employees neither agree nor disagree that they are satisfied. 22% of employees disagree and
27% of employees strongly disagree and are not satisfied by compensation provided by the
organization.
Graph:

Do you feel satisfied by compensation provided

by them?

20% Strongly Agree

27% Agree
Neutral
Disagree
Strongly Disagree
24%
22%
7%

Interpretation:
Compensation is like payment given by employer to employee when the employee is under
employment. It may be monetary or non-monetary benefit. By looking into the chart, we can
interpret that some of the employees are satisfied with the compensation received by them and
some are dissatisfied by the compensation received by them. And neutral employees are neither
ecstatic nor gloomy towards the compensation they received. The organization must provide fair
compensation to all its employees and this improves performance of employee, engagement of
employee in the work and also retains the employee for longer period.
Table 4.19: Showing whether measures taken to identify employee engagement and
compensation help to maintain good relationship between employees and organization
Questions Frequency Percentage
Do you think that Stongly agree 20 22%
measures taken to Agree 20 22%
identify employee Neutral 8 9%
engagement and Disagree 18 20%
compensation help Strongly Disagree 24 27%
 to maintain good
relationship between
you and your
organization?
Analysis: The table above is to identify whether the measures taken by organization has
improved the relationship of employee engagement and compensation or not. 22% of employees
strongly agree and 22% agree. And 9% of employee are neutral about this. And 20% employees
disagree to it and 27% of employees strongly disagree.
Graph:

Do you think that measures taken to identify

employee engagement and compensation help
to maintain good relationship between you and
your organization?
Strongly Agree
Agree
Neutral
27% 22% Disagree
Strongly Disagree

22%
20%
9%

Interpretation: Employee engagement and compensation are linked to each other. Through this
graph we can know that the majority of the employees have strongly disagreed that the measures
taken by organization has improved relationship between employee engagement and
compensation. The organization must take more measures to improve employee engagement
and compensation engaging employees and providing compensation for their work enable
organization to grow rapidly. By this we can know that the organization must work on engaging
its employees and providing them accurate compensation.
Table 4.20: showing the effectiveness of measures while considering compensation for new
hire
Question Frequency Percentage
Are the measures Stongly agree 20 22%
effective while Agree 22 24%
considering Neutral 8 9%
compensation for Disagree 26 29%
new hire? Strongly Disagree 14 16%
Analysis:
The above table identifies whether the measures effective while considering compensation for
new hire. 20 employees strongly agree, 22 employees agree, 8 employees are neither agreed nor
disagreed. 26 employees disagree and 14 employees strongly disagree and says that the measures
are not effective while considering compensation.
Graph:

Are the measures effective while considering

compensation for new hire?

16% Strongly Agree

22%
Agree
Neutral
Disagree
29%
24%

9%

Interpretation:
Consideration of all employees is very much important when it comes to compensation but by
looking into the chart, we can say that the organization is lacking to create effective measures
while considering the compensation to its employees. We can understand that the compensation
in this company is not more satisfied by its employees. It’s evident that there is a mixed
perception among employees regarding the effectiveness of compensation measures for new
hires, with a notable portion expressing disagreement and strong disagreement.

Table 4.21: showing the level of improvement in performance if compensated

appropriately
Questions Frequency Percentage
Does your Stongly agree 48 54%
performance Agree 30 33%
improve once Neutral 2 2%
compensated Disagree 8 9%
appropriately? Strongly Disagree 2 2%
Analysis:

The above table represents that whether performance improves if the employees are
compensated. 54% of employees strongly agree that the performance will improve if they are
compensated. 33% of employees agree, and 2% are neutral. 9% of employees disagree and 2% of
employee strongly disagree that performance will improve if they are compensated.
Graph:

Does your performance improve once com-

pensated appropriately?

9% 2% Strongly Agree
2% Agree
Neutral
Disagree
53% Strongly Disagree
33%

Interpretation:
Through the above chart we can interpret that majority of the employees strongly believe that
performance of them will improve if they are compensated, and compensation is very much
important for employees to work. Very few employees may not have interest on compensation,
as they might be looking for some other offers. Through this survey we can know that
compensation plays a vital role in employees’ performance. The majority employees in this
organization feel that compensation improves their performance, and organization must also
ensure that they provide fair compensation to its employees.
Table 4.22: showing how far employees are satisfied for effectiveness communication
within organization.
Questions Frequency Percentage
How far are you Stongly agree 10 11%
satisfied for Agree 16 18%
effectiveness of Neutral 14 15%
communication Disagree 26 29%
 within Strongly Disagree 24 27%
organization?
Analysis:
The above table shows that how far the employees are satisfied for effectiveness of
communication within the organization. 11% of employees strongly agree and are satisfied for
effectiveness of communication within organization, 18% agree, 15% stay neutral to this, 29%
disagree and 27 % of employees strongly disagree.
Graph:

How far are you satisfied for effectiveness of

communication within organization?

11% Strongly Agree

27% Agree
18% Neutral
Disagree
Strongly Disagree

16%
29%

Interpretation:
Effectiveness of communication should be positive in every business to ensure smooth running
of business and reducing conflicts between two individuals or organizations. In the above chart
we can know that the employees of organization are not so satisfied by the effectiveness of
communication. If there is no effective communication this may lead to lot of disadvantages like
lack of stability, low morale etc. so the organization should work more on implementing smooth
communication with and within employees.

Table 4.23: showing if there are any clear channel for feedback and suggestions
Question Frequency Percentage
Are there any clear Stongly agree 4 5%
channels for Agree 2 2%
feedback and Neutral 2 2%
suggestions? Disagree 44 49%
 Strongly Disagree 38 42%
Analysis:
Table 4.23 provides insights on whether the organization has any channels for feedback and
suggestions. Majority of respondents disagree and strongly disagree to it. Only 5 and 5 percent of
employees strongly agree and agree respectively.
Graph:

Are there any clear channels for feedback and

suggestions?

4%2%
2% Strongly Agree
Agree
42% Neutral
Disagree
Strongly Disagree
49%

Interpretation:
Channels for feedback and suggestion will help organization to know the problems of employees
and also helps to get suggestions for their future decisions. Through the survey we can know that
the organization doesn’t have any channels for receiving employees’ feedback and suggestions.
The organization must work more upon this to ensure that employees are able to give feedbacks
and suggestions. If there is no feedback and suggestions for the organization it becomes difficult
for the organization to engage employees accurately, and they fail to understand what employees
expect from the organization.

Table 4.24: showing how well team collaborate well on projects and tasks
Questions Frequency Percentage
Do teams Stongly agree 20 25%
collaborate well on Agree 26 20%
projects and tasks? Neutral 10 12%
 Disagree 18 23%
Strongly Disagree 16 20%
Analysis:
The above table identifies whether the teams in the organization collaborate well on project and
tasks. 20 employees strongly believe that teams collaborate well on the projects and tasks, 26
agree to, 10 employees stay neutral as they neither agree nor disagree. 18 people disagree and 16
individuals strongly disagree and feel that teams do not collaborate well on projects and tasks.
Graph:

Do teams collaborate well on projects and

tasks?

20% Strongly Agree

25% Agree
Neutral
Disagree
Strongly Disagree
23%
20%
13%

Interpretation:
Teams generates most idea and creates creativity. In the garden city realty organization, there is a
mixed judgement on this. Some feel positively and some negatively. As a real estate company
team should collaborate well in their projects and tasks, if one aspect goes wrong entire project
may mislead. If teams collaborate well on projects the organization can even more grow well and
soon and reach the customers’ expectations. There are 12% of people who stay neutral and as
they are employees, they must stay confident and collaborate with team.

Table 4.25: showing how satisfied are employees with their leaders in the organization
Questions Frequency Percentage
How satisfied are Stongly agree 22 24%
you with leadership Agree 24 27%
 within Neutral 6 7%
organization? Disagree 22 24%
Strongly Disagree 16 18%
Analysis:
The satisfaction of employees with their leaders is estimated in the above table. 24% of
employees strongly agree that they are satisfied with leadership within the organization. 27%
agree and 7% are neutral. 24% of employees disagree and 18% of employees strongly disagree
that the employees are satisfied with leadership within organization.
Graph:

How satisfied are you with leadership within

organization?

18% Strongly Agree

24% Agree
Neutral
Disagree
24% Strongly Disagree

27%
7%

Interpretation:
Leadership is setting and achieving goals, having all qualities like communication, emotional
intelligence, decision making, integrity, confidence creativity, problem solving ability, passion,
self-awareness etc. by the graph we can interpret that half of the employees are satisfied with
their leaders and half are not. Leader is a person who have ability to solve all the issues and
manage the organization well. If there is strong leader in the organization, it helps the
organization to perform its task on time, improves productivity, profitability, and sustainability.
It also helps employees to solve their issues with leaders in the organization.

Table 4.26: showing if there are any systems in place for addressing and resolving conflicts
Questions Frequency Percentage
Is there any system Stongly agree 22 24%
in place for Agree 20 22%
 addressing and Neutral 6 7%
resolving conflicts? Disagree 18 20%
Strongly Disagree 24 27%
Analysis:
The above table is used to check if there are any system in place for addressing and resolving
conflicts. 22 employees strongly agree, 20 employees agree, 6 are in neutral, 18 employees
disagree, and 24 employees strongly disagree and say that there is no system in place for
addressing and resolving conflicts.
Graph:

Is there any system in place for addressing and

resolving conflicts?

Strongly Agree
27% 24% Agree
Neutral
Disagree
Strongly Disagree

20% 22%
7%

Interpretation:
Resolving conflicts helps the organization to achieve smooth running of business and it also
increases employee engagement. By the above chart we can find that only half of the employees
are aware that there is a system in place for addressing and resolving conflicts and other half
don’t know that. This system must be in every company as it is important to resolve conflicts
which also improves good relationship and created healthy environment in the organization. The
organization must enable system that solves conflict, for all level of employees to resolve
conflicts.

Table 4.27: showing whether employees feel they are recognized for their contributions
Question Frequency Percentage
 Do employees feel Stongly agree 16 18%
adequately Agree 20 22%
recognized for their Neutral 6 7%
contributions? Disagree 36 40%
Strongly Disagree 12 13%
Analysis:
Table 4.27 is used to determine whether employees feel recognized for their contributions. 18%
of employees strongly agree that they are recognized for their contributions, 22% agree and 7%
of employees neither agree nor disagree to it. 40% of employees disagree and remaining 13% of
employees strongly disagree.
Graph:

Do employees feel adequately recognized for

their contributions?

13% 18% Strongly Agree

Agree
Neutral
Disagree
22% Strongly Disagree
40%
7%

Interpretation:
Recognition is what each and every employee in the organization look upto. By looking the
chart, we can say that the garden city realty private limited has recognized only some of the
employees and ignored rest of the employees for their contributions. The recognition should not
vary but should remain constant in the organization which makes the employees feel ecstatic.
Some employees feel there is a bias while recognizing the employees for their contributions so
the disagree is more in this organization. The organization must try to look up every employee as
equal and ensure justice in their contributions for their employees.

Table 4.28: showing whether organization adopt well for changes

 Questions Frequency Percentage
Does your Stongly agree 30 34%
organization adopt Agree 30 34%
well for the Neutral 10 12%
changes? Disagree 08 9%
Strongly Disagree 10 11%
Analysis:
How well the organization adopt for changes is shown in the table 4.28. 34% of employees
strongly agree and agree to it, where 23% neither agree nor disagree, 9% of employees disagree
and 11% of employees strongly disagree and feel that organization does not adopt well for the
changes.
Graph:

Does your organization adopt well for the

changes?

11% Strongly Agree

9% Agree
34%
Neutral
Disagree
11%
Strongly Disagree

34%

Interpretation:
Adoption for changes in every organization is very much essential which enables to overcome
challenges and sustain in the market for longer period of time. By the above pie chart, we can
know that the garden city realty company adopts well for the changes, but needs to improve little
more to stay much stronger as a competitor. Without adoption, change will not be successful and
organization may fail to deliver the desired outcome. So, adopting changes helps the
organization to sustain and overcome its competitors.
Table 4.29: showing the level of engagement of employees in work and the organization
Questions Frequency Percentage
How engaged do Stongly agree 22 24%
you feel in your Agree 34 38%
 work and the Neutral 8 9%
organization? Disagree 14 16%
Strongly Disagree 12 13%

Analysis:
The above table represents how well the employees feel they are engaged in their work in the
organization. 24% of employees strongly agree that they feel they are engaged in the work in the
organization, 38% of employees agree to it, 9% of employees are neutral, 16% of employees are
disagreed and 13% of employees are strongly disagreed.
Graph:

How engaged do you feel in your work and the

organization?

13% Strongly Agree

24% Agree
16% Neutral
Disagree
Strongy Disagree
9%
38%

Interpretation:
Feeling engaged will keep the employees motivate and improves the confidence of the employee.
Majority employees of Garden City Realty Company fell that they are engaged in the work
within the organization, some significant number of employees disagree so the organization
should work on them to make them feel engaged, by training them and supporting them often
and often.

Table 4.30: showing if employees have better opportunities for involving in decision
Question Frequency Percentage
Are there any better Stongly agree 10 11%
opportunities for Agree 14 16%
 employees involving Neutral 1 1%
in decision making? Disagree 30 33%
Strongly Disagree 35 39%
Analysis:
Table 4.30 helps to determine whether the employees who are involved in decision making, have
any opportunities. But looking into above table we can say that 11% of employees strongly
agree, 16% of employees agree, 1% of employee is neutral, and 33% of employee disagree and
39% of employee strongly disagree and say that there are no opportunities for employees
involving in decision making.
Graph:

Are there any better opportunities for em-

ployees involving in decision making?

11% Strongy Agree

Agree
39% 16% Neutral
Disagree
1% Strongly Disagree

33%

Interpretation:
The above pie chart says that garden city realty company employees does not have more
opportunities even if they are making decisions. The distribution suggests that majority of the
employees i.e., 72% in total either disagree or strongly disagree with the idea that there are better
opportunities for employees to be involved in decision making. Only 27% seem to be positive
about such opportunities. 1% of employees are unsure or have mixed feelings. Overall, the data
suggests that there might be room for improvement in terms of involving employees in decision
making processes, as majority respondents do not perceive such opportunities positively.

Chapter-5
 Summary of findings, conclusion and suggestions

Summary of Findings
1) Gender: Garden City Realty Private Limited Company has more male employees
compared to females, and gender related differences in HR roles and responsibilities,
workplace experience may reflect in response.

2) Age Distribution: The sample includes a diverse age group, with 38% falling within the
31-40 age range, indicating a significant proportion of young professionals and adults.

3) Educational Qualification: A majority of employees have post-graduation, which

signifies a well-educated workforce.

4) Treatment of level of employees: Most of the employees feel they consider all level of
employees equally for their engagement, but even significant number of employees
disagreed to it.

5) Measuring employees considered for making decision: Through responses from the
respondents, we can find that organization involve employees in decision making, but it
should much more improve to involve everyone in decision making which helps them to
get more innovative ideas.

6) Measuring recognition of employees for their performance: Garden City Realty Private
Limited Company exhibits recognition of employees for their performance with balance,
nearly 45% agree to it and other 45% disagrees and 10% are neutral. Through this we can
find that organization is considering only half if the employees and ignoring another half.

7) Analyzing level of promotion: In promotion also, the organization is contributing on only

half of the employees and ignoring half, we can find that the organization is not fully
engaging with its employees equally.

8) Level of compensation provided to employees: 31% of employees agree but the gloomy
part is that 29% of employees strongly disagree to it and fell that fair compensation is not
ensured for top performers in the organization.

9) Career development opportunities: Nearly 50% of employees fell there is good career
development opportunity and there are even employees who disagree it. By raking all this
into consideration we can find that organization is considering all employees but its
concentrating on few employees.
10) Work-life balance: 29% of each agree and disagree but majority strongly disagree and
feel there is lot of stress as work-life balance is not ensured.

11) Measuring the communication level: Employees feel organization communicate

appropriately but, they also feel there is a lot of improvement required for the appropriate
communication.

12) Level of engagement in the work: Majority of employees feel their work is engaged and
this is very much important for both organization and employees to increase their
respective productivity.

13) Employees recommendation for this employee as a great place to work: Majority of
employees agree that Garden City Realty Company is a great place to work, but few who
are not concentrated buy employees feel that there are better opportunities in the work
environment.

14) Level of understanding when organization make changes: There is more positive
response for this that organization enables the employees to know when it is making
necessary changes to overcome its competitors, or any other reason.

15) Advancement of Promotion at organization: There is a mixed response for this that some
feel they are promoted and some disagree to it. The organization should work on
recognizing all employees equally.

16) Measuring level of information employees have to work: Most of the employees feel that
they have accurate information to work, because with fundamental information no
employees can work appropriately.

17) Examining the opinion of employees considered by organization: For majority of the
questions on promotion, engagement there is nearly 50-50. And while examining whether
the organization considers employee’s opinion, this also have same response.

18) Level of satisfaction for employees by compensation they receive: Most of the employees
at Garden City Realty Private Limited Company feel gloomy because organization is not
providing fair compensation. Compensation is very much important for every
 organization as well as employees to retain employees and keep them engaged
respectively.

19) Effectiveness of measures taken to identify if employee engagement and compensation

help to maintain good relationship between employees and organization: Most of
employees did not feel that measures taken by organization to improve to maintain good
relationship between employees and organization is effective.

20) Effectiveness of measures while considering compensation for new hire: I found that
organization is not upto the mark in ensuring fair compensation for employees even if
their performance is top notch or even if they are existing employees.

21) Level of employee’s improvement if compensated appropriately: I found that employee

will improve their performance if organization provide fair compensation for employees.
Through this we can know that employee engagement is related to compensation and vice
versa.

22) Satisfaction level of communication within the organization: Communication

appropriately and ethically is not easy in real estate companies, but organization has to
clearly work on this because without proper communication organization cannot run
smoothly and it may lead to creation of conflict.

23) Channel for feedback and suggestion: I found that the organization do not have any clear
channels to receive feedback and suggestions. Having this will help organization to know
problem of each individual so that it can work on it clearly.

24) Team collaboration on projects and teams: Collaboration of teams to work on projects is
very essential because without team bonding the clear objective of organization cannot be
achieved. In this organization some team work is collaborated well but some dint.

25) Satisfaction of employees with leadership: Leadership is one of the main interpersonal
skills of every organization. In Garden City Realty Private Limited Company majority
agree that the leaders of their organization are good, but some employees are dissatisfied
with their employees. This may be based on personal grudge or the leader may be not
treating all employees equally.
 26) System for addressing and resolving conflicts: through this organization can improve
their employee’s motivation and engage them in the work. Most of the respondents
declined to this, and there was no proper system in the organization to resolve conflict or
either to address them.

27) Recognition of employees for their contributions: the main drawback I found in the
Garden City Realty Private Limited Company is that their most of the employees feel
they are not recognized for their contributions made for the organization. Employees
engage more when they are recognized.

28) Adoption for changes: There is a positive response for this, as the organization is very
competitive in its market as it adopts soon for the changes, and by this we can know that
the organization can sustain for a longer period of time.

29) Level of engagement of employees in work and organization: Employees feel they are
engaged in the work and in the organization as well. This is very much important and
organization can retain its existing employees through this.

30) Level of opportunity if involved in decision making: Even if employees are involved in
decision making the organization is not ensuring opportunity for all the employees is
what we can find by the respondent’s responses.

Conclusion
In conclusion, a study on relationship between employee engagement and compensation at
Garden City Realty Private Limited company offers valuable insights on employee engagement
in the work and compensation provided by them. By the primary data collected from the
respondents of garden city realty company we can conclude that employee engagement has an
immense link with compensation, because through the survey we get to know that most of the
employees improve their performance if they are compensated well in the organization.
Employees also required promotion, opportunities for advancement, training and much more to
improve their engagement. Many felt they are engaged in the work, but they feel that their
decisions are not appropriately recognized and the leadership quality is not upto the mark. The
employees in the organization also are not motivated as we can see the response that the
employees are not happy with the compensation they receive.
Employee engagement is essential for organizations to be successful. Without engaged
employee’s organization cannot run its business. Employee participation in management will
play very crucial role in improving motivation, innovation, job satisfaction, decision making,
communication, team work and aligning the organization goals.
Compensation is vital part in human resource management which involves designing and
implementing a compensation system for employees. Compensation planning is critical part for
organizations looking to affect and retain top talent while ensuring fair pay and alignment with
organizational objectives.
We can conclude by saying that employee engagement and compensation is related to each
other. If employees have fair compensation, it automatically improves the employee’s
engagement and keeps them motivated to work hard. We can say that if compensation value
increases, employee’s performance also increases, if there is no fair compensation it may lead to
decrease of employee engagement.

Suggestions
1) Gender Inclusivity: Foster a workplace culture that actively supports and promotes
gender inclusivity, building upon the existing balanced gender distribution.

2) Age-Diverse Recruitment: Continue to recruit employees across various age groups to

maintain a diverse and dynamic workforce.

3) Education Programs: Develop targeted HR development program to alter employees with

different educational background.

4) Experience-Based Training: Tailor training and development programs to cater to

employees at various experience level.

5) Consider equally: The organization must consider all level of employees equally for their
engagement.

6) Involve everyone: The organization must involve everyone in decision making and adopt
the best decision. This also helps the organization to get more ideas.

7) Recognition: Recognition of employees for their performance is very much important,

because it boosts the confidence and motivates the employee to be engaged in the work.
 8) Promotion: If the organization promotes the employee, it can ensure higher performance
from the same employee, through this promotion organization can attain quality of work,
and increase its productivity.

9) Fair compensation: To attain the employee engagement the organization must provide
fair compensation to its employee. It may be monetary or non-monetary benefits. But
compensation plays a vital role in engaging the employees at workforce. This also
improves the performance of employees.

10) Career development opportunities: The organization must develop career opportunities as
it helps both employees and organization to improve their lifestyle and retain the
employees respectively.

11) Work life balance: Ensuring work life balance to employee is very important, as it
reduces the stress of employees and this leads to reduce conflicts between employees and
employer.

12) Communication: As it is a real estate company, communication should be dreadfully

ethical, or else this may affect the smooth running of business.

13) Channel for feedback and suggestion: The organization must create some channel to get
feedback or suggestions which help the organization to know the exact problem of
employees.

14) Leadership: The organization must select the leader who possess self-awareness, garner
credibility, focus on relationship building, have a bias for action, exhibit humility, and
empower others.

15) Create better opportunities: the organization should create great opportunities for its
employees who involve in decision making, who are top performers. The different
opportunities may include mentoring, performance appraisal, leadership etc.

References

 Gardencity Realty Pvt Ltd website

 Book on employee engagement

 Book on compensation