A

PROJECT STUDY REPORT

ON

Training Undertaken at

SHRIRAM RAYON’S, KOTA

Titled

“Employee Engagement Practices”

Submitted in partial fulfillment for the

Award of degree of

Master of Business Administration

Submitted by: - Project Guide:-

Aakash Pareek Mr. Mani Menon

MBA –HR Officer ‘A’

III Sem. Personnel Department

2012-2014

CERTIFICATE

This is to certify that the project work done on “Employee Engagement Practices” is a bonafide work carried out by Mr. Aakash Pareek under my supervision and guidance. The project report is submitted towards the partial fulfillment of Master of Business Administration.

This work has not been submitted anywhere else for any other Degree/Diploma. The original work was carried during 20/5/2013 to 3/7/2013 in DCM Shriram Rayon’s.

Project Guide

Mr. Mani Menon

Officer ‘A’

Personnel Department

DECLARATION

I Aakash Pareek student of MBA III Sem. hereby declare that the summer training report on “Employee Engagement Practices” submitted to Rajasthan Technical University, Kota in partial fulfillment of Degree of Master’s of Business Administration is the original work conducted by me.

The information and data given in the report is authentic to the best of my knowledge. This summer training report is not being submitted to any other university for award of any other Degree, Diploma, and Fellowship.

Aakash Pareek

MBA-HR

III Sem.

ACKNOWLEDEMENT

Words are inadequate to express my gratitude to the DCM Shriram Rayon’s for giving me an opportunity to undergo the summer training in their company and extend me full cooperation, enabling me to successfully complete this project report.

I am thankful to my family and friends who have helped and supported me to take this project a success.

I am particularly grateful to Mr. Mani Menon, Officer ‘A’- Personnel department (Shriram Rayon’s) for his cooperation extended to me by providing necessary information and timely help.

I am also thankful to Miss Divya Thomas (Officer ‘A’), Mr. Imran K. Sherwani (Sr. Office Asstt.) for the valuable suggestions and encouragement in completing this project successfully.

Aakassh Pareek

MBA-HR

III Sem.

PREFACE

The MBA curriculum is so designed that student get enough practical knowledge of business world which helps them to explore their skills in the corporate world in future.

The MBA training helps the students to understand and gain knowledge about the industry and market environment. It develops skills of analyzing and interpreting problems through application of concepts and techniques of management.

This project helped us analyze the difference between the organizational realities and the theories that have been taught in our academic sessions and also gave us a real experience of the corporate world.

This project also helped us in understanding the working and functioning of the organization in a better way. It also taught us how to take every experience in the right way and learn from each one. Finally the analysis of the report and the recommendation made by us should be practically feasible put to test in real life situation.

EXECUTIVE SUMMARY

Now a days the economy is growing at a fast pace in India and the competition

in every sector and industry is getting fierce and intense day by day therefore it

has become important for the organizations to take care of the minutest factor

which can affect the company’s profitability and productivity.

Employee engagement is a tool which not only helps the company increase its

profitability and productivity but is also helpful in retaining the right talent

which is again a big challenge for the companies. “Employee engagement is an

outcome based concept. It is the term used to describe the degree to which an

employee is ascribed as aligned and committed to their organization such that

they are at their most productive”.

The given project is a study which finds the prevalent practices of employee

engagement in power industry and comparing those with Reliance’s practices. It

also includes the survey which measures the engagement level in Reliance

Infrastructure with the help of 14 parameters and analyzing the cause for low

engagement department wise. It also gives the difference in the perception of

the managers and their subordinates which further gives an overview of the

situation of engagement in Reliance Infrastructure.

The main findings of the study include the following:

1) In Reliance Infrastructure most of the employees are satisfied but not

engaged.

2) Work Life Balance, Recognition, Role Clarity & Training and

Development opportunities are the major problem areas where Reliance

has to work.

3) Support functions like Accounts & Finance, Admin, IT, Marketing &

Proposals, are the functions are the areas where management needs

improvement.

4) The perceptions of the managers and their subordinates differ on various

crucial parameters of engagement like Work Life Balance, Role Clarity,

Training needs etc. which limits the scope for improvement.

5) Reliance Infrastructure in lacking quite behind its competitors in

providing non monetary rewards and recognition programs.

6) Reliance Infrastructure provides a handsome compensation to its

employees still the attrition is higher than other players which indicate

loop holes in their engagement and retention policies.

These findings indicate a vast scope of improvement in the employee

engagement programs and practices. And according to me some of the practices

and programs which should be included in the company’s policy are:

1) The areas of immediate concerns are to be taken care first.

2) There should be annual feedback system from the employees

3) Make the employee feel that the organisation is concerned for employees’

health and well-being.

4) Keeping employees informed about what is going on in the organisation

is critical.

5) Build a climate of trust.

6) Hire the right employee at the first place.

7) Make Sure Each Employee Has A Career Path.

8) By All Means, Have Fun.

9) Help supervisors build their engagement and retention skills.

10) Every work whether small or big should be given to the employees

in a way that it appears to be challenging.

11) Once in a month there should be an informal discussion should be

conducted between HR professional and other employees.

12) Once a month (may be Saturdays) organize a small gathering just

to appreciate and praise the performers.

13) Low performers have to be identified.

14) Perception of the managers has to be more close to reality.

TABLE OF CONTENTS

Sr No. Topic

1) Acknowledgement

2) Executive Summary

CHAPTER 1

Introduction

Introduction to the topic.

Introduction to the company.

Objective.

CHAPTER 2

Literature Review

CHAPTER 3

Material and Method.

CHAPTER 4

Best practices prevalent in the industry.

CHAPTER 5

Engagement Survey in SHRIRAM RAYONS

Survey statistic

Interpretation of graphs.

CHAPTER 6

Analysis

Engagement parameters analysis & Interpretation

Analysis of the difference between the perception of

the managers and the subordinates.

CHAPTER 7

Findings

CHAPTER 8

Cause and Effect Diagram

CHAPTER 9

What employees want?

CHAPTER 10

Conclusion and Suggestions

Conclusion

Suggestions

CHAPTER 11

An Engagement model for SHRIRAM RAYONS

CHAPTER 13

Appendices

CHAPTER 14

References

INTRODUCTION

In today’s scenario of immense competition the organization has to do

something extra in order to survive and succeed. And for this extra they should

hire and retain the employees who are willing to add value to their organization

and care for their organization. But if you wish to have such employees some

inputs has to be needed from your side also. The quality of people and their

engagement will be critical factors in corporate vitality and survival.

Today those companies are successful which are able to extract maximum from

their employees at the same compensation as the competitors by keeping in

mind the 3 R’s i.e. Respect, Recognition & Rewards.

The employer should determine the precise methods to implement these 3 Rs,

but in general, respect should be the largest component of your efforts. Without

it, recognition and rewards seem hollow and have little effect—or they have

negative effects.

This is where Employee engagement comes into the picture. It is found that the

outcome of engagement directly affects the following:

Respect

Recognition

Rewards

Retention

Absenteeism

Productivity

A more pleasant work environment (for both employees and employer)

Effective service delivery or profitability

Customer engagement, and

Safety orientation.

An organization’s productivity is measured not in terms of employee

satisfaction but by employee engagement. Employees are said to be engaged

when they show a positive attitude toward the organization and express a

commitment to remain with the organization.

WHY DO WE EMPHASIZE SO MUCH ON ENGAGEMENT?

The organizations emphasize on engagement because of the following reasons:

To reduce recruitment and training costs. It has been found that recruiting

and training new leaders (supervisors and managers) will cost a company

approximately 90-150% of the employee’s annual salary and this

doesn’t even include the cost of lost knowledge.

It has also been estimated that it costs an organization approximately one-

third of a new hire’s annual salary to replace a non-exempt employee

A major driver and contributor for increasing employee retention and

reducing attrition.

In many organizations, losing employees has a domino

effect. When one employee leaves, others often wonder

about opportunities elsewhere. Those other opportunities

start to look better as employees pick up the slack for

those who have moved on.

Finding employees is even more difficult in high-demand

markets, such as in power sector. Furthermore, finding

employees is not the only thing. Other employers and

recruiters know where to find good people and are

aggressively recruiting them—even if they’re already

working for your company.

High turnover often leaves customers and employees in

the lurch; departing employees take a great deal of

knowledge with them. This lack of continuity makes it hard

to meet your organization’s goals and serve customers

well.

Recruiting employees consumes a great deal of time and

effort, much of it futile. You’re not the only one out there

vying for qualified employees, and job searchers make

decisions based on more than the sum of salary and

benefits.

Bringing employees up to speed takes even more time.

And when you’re short-staffed, you often need to put in

extra time to get the work done.

When we hire a candidate there are some expectations from the employer and

some expectations from the employee these set of expectations constitutes the

psychological contract between the employer and employee.

Psychological contract is the overall set of expectations held by an individual

with respect to what he or she will contribute to the organization and what the

organization will provide in return.

This contract has to be maintained and if the contract is breached it will result in

attrition of some of the key and critical talent.

Employee engagement has become a critical factor in delivering exceptional

service experiences. A recent study by Standard Life shows that the employees

the felt part of the business and understood its goals were willing and able to

contribute their best to achieving those goals. The company’s internal

communications plan and branding is a huge step toward employee

engagement.

Employee engagement is a challenging topic nowadays because it is a key

driver of organizational productivity. Nowadays employee engagement is

directly related to the ROI. An employee engagement study by ISR has found:

CONTRIBUTIONS FROM THE INDIVIDUAL

Effort

Ability

Loyalty

Skills

Time

Competencies

INDUCEMENT FROM THE ORGANIZATION

Pay

Job Security

Benefits

Career opportunities

Status

Promotion opportunities

A gap of almost 52 percent in the one-year performance improvement in

operating income between companies with highly engaged employees

versus companies whose employees have low engagement scores.

High engagement companies improved 19.2 percent while low

engagement companies declined 32.7 percent in operating income over

the study period.

Employee engagement is one of the major drivers and contributor for

increasing employee retention rate and decreasing the attrition rate.

Hence it is important for a company to take care of its employee engagement

programs and policies. Here comes the need for doing research on employee

engagement.

In Shriram Rayons various programs and policies are renewed and upgraded for

increasing retention and decreasing attrition rate.

Therefore to help the organization in lowering down its attrition rate Employee

engagement can be proved to be an effective tool. Further not only being

effective but the tool should be cost effective also. The diagnostic tool to be

used for the concerned purpose in the present research is as follows:

MATERIAL AND METHOD

TYPE OF RESEARCH:

This report includes a descriptive research.

Sampling Technique:

The sampling technique used in the research is judgmental.

SAMPLE SIZE

The sample size is taken of 146 employees. This is 34.27% of the total 426

employees of Reliance Infrastructure Ltd. Equal weightage is given to every

department.

Data Collection:

The data for the survey is collected through primary and secondary sources.

PRIMARY SOURCES

1) Questionnaire

2) Unstructured Interview

3) Informal discussions.

SECONDARY SOURCES

1) Books

2) Journals

3) Management Articles

4) Websites

5) Management consultants views

TOOLS USED FOR ANALYSIS

1) MS EXCEL

OBJECTIVES OF THE STUDY

To Study the Employee Engagement practices in a well established

MNC.

To evaluate the effectiveness of the Employee Engagement.

To find out the satisfaction levels of the Employees with the current

system.

METHOD FOR THE RESEARCH

The research conducted is descriptive type. It is a fact finding approach

generalizing the cross sectional study of the present situation. As in this report is

driving to a conclusion and suggestions are given at the end it can be classified

under conclusive research. For achieving the research objectives firstly went to

six companies in the same industry and interviewed the Manager HR of each

company and find the engagement practices in their companies. This helped me

to find out the prevalent practices in the power sector. Then the second part of

the research is to conduct a survey in Reliance Infrastructure Ltd. for knowing

the engagement level in Reliance Infrastructure Ltd. department wise which will

be helpful in finding out the problem more precisely. The questionnaire used

consists of 22 questions which measures various parameters of engagement.

Questionnaire comprises of 12 questions from Gallup, four five scale questions,

two open ended question for knowing the employees opinion and 3 other

questions.

Next step is to do the analysis of the survey conducted. The key findings from

the analysis helped me find out the key problem areas and suggesting solutions

for the same.

Finally after considering the problem and action plan I had suggested an

engagement model to improve and increase the engagement level in Reliance

Infrastructure Ltd.

BEST PRACTICES OF EMPLOYEE ENGAGEMENT PREVALENT IN

INDIA

ESOP provision. This makes the employees feel an integral part of the

organization.

Employee Referral Scheme. With the help of this practice the

organization can reduce the recruitment cost and at the same time makes

the employees feel that their opinion matters. Also by giving referrals the

employees get monetary rewards.

Subsidized or free conveyance & meals.

Employee connect program every week or monthly so as to make the

employees feel that the organization cares for them not only as an

employee but also as an individual.

Training for managers for employee engagement. This will help the

organization to communicate their concern for their employees easily.

Feedback and opinion survey helps the organization understand their

employees need more accurately.

Career planning and development programs & workshops. This will help

the employees be updated and proactive.

Flexi timings. Help the employees balance their work and life.

Annual cultural events reduce some work stress due to routine work.

Sponsorship program for higher studies for the employees.

Scholarship programs for the children of employees. This makes the

employee feel that his/her family also matters to the organization.

Monthly integration program keeps the employees updated with the

happenings of the organization and the industry.

Flexible compensation and reward system motivates the employees to

perform and give their best.

Informal discussion like coffee with HR makes the employees feel that

they are being taken care of.

Well developed induction / orientation program is necessary to boost the

morale of the new employee.

Parenting sessions, help desk and other facilities for helping them

maintaining balance between their work and life.

Tie ups with various organizations for providing facilities like mobiles,

laptops, medical, food joints etc. to their employees.

Birthday parties, sports events & festival celebrations.

Employee empowerment to make them feel that the organization trust

them.

Feedback is also taken from the employees after 6 months of their

release.

FOUNDER OF SHRIRAM GROUP:-

Late Shri Lala Shri Ram (1884-1963)

OVERVIEW OF THE INDUSTRY :-

DCM Shriram Industries ltd represents a rich & versatile entrepreneurial

legacy for over 100 years old house of Shriram. The founder, Sir Shriram was a

man of great integrity who laid down the stamp of his personality upon a whole

tenure of Indian history. Starting with a textile unit, DCM ltd diversified into

various areas & development into a leading industrial empire of India under the

stewardship of Dr. Bharat ram, Dr. Charat ram & Dr. Bansi dhar on 1st April

1990, the DCM conglomerate into four new companies & thus came into being

the DCM Shriram industries ltd. headed by Late. Dr. Bansi dhar.

HRD, team work & employees participation are key thrust areas of

management. Customer satisfaction is the prime focus of entire enterprise.

Industry won many safety awards from ministry of labor, govt of India. An

award of excellence in pollution control compliance has been given by

Rajasthan state pollution control board. To keep pace with the current stringent

air pollution control standards, the company has installed two electrostatic

factors have contributed to the organization growth.

In industrial relations, the company philosophy is based on the concept that

employees are the most important asset in its economic activity & this has, with

the passage of time seen the implementation of numerous welfare schemes &

built up the feeling that the employees, now numbering 1120 approx. are

considered as part of one family the DCM.

LOCATIONS, UNITS & THEIR PRODUCTS:-

Units Locations Products

Shriram Rayon’s Kota (Rajasthan) Industrial Rayon, Nylon,

Chemicals

Daurala Sugar Works Daurala (U.P) Sugar, Alcohol, Aromatic

Chemicals

Daurala Organics Ltd. Daurala (U.P) Drug Intermediates, Fine

Chemicals

Daurala F&B (P) Ltd. Daurala (U.P) Scotch & Blended,

Whiskies, Liquors

DCM Hyundai Ltd. Polivakkam (Tamil) Dry Cargo, Sheet Metal

MILESTONES:-

1889- Delhi Cloth Mills founded at Delhi

1932-Sugar factory setup at Daurala

1934-Textile mills setup at Lyallpur (Now Faisalabad in Pakistan)

1940-Sugar factory setup at Mawana

1941-Heavy inorganic chemicals plant setup at Delhi

1943-Distillery setup at Daurala

1948-New textile mills setup at Delhi

1958- Spinning mills at Hissar & Silk mills setup at Delhi

1960-PVC, Chlor-alkali & calcium carbide plant setup at Kota

1965-Rayon tyrecord plant setup at Kota

1967-Liquor operations started at Daurala

1969-Urea plant setup at Kota

1970-Aromatic chemicals plant setup at Daurala

1972-Textile mills setup at Dasna, Computers unit setup at Delhi

1977-Precision castings (for automobiles) foundry setup at Ropar

1990-DCM restructured into four different groups (Birth of DCM shriram industries group)

1994-Drug intermediates co. established with works at Daurala (Daurala organics Ltd.), Yarn

Dyeing & processing unit established at Alwar

1995-Shipping Containers Company established at Chennai (DCM Hyundai Ltd.)

1997-Joint venture liquor company with works at Daurala (DCM Remy Ltd.)

2004-Commercial production of anhydrous alcohol (for admixing field)

2005-Daurala organics Ltd., amalgamated with DCM Shriram industries Ltd.

COMPANY PROFILE

ABOUT SHRIRAM RAYON’S:-

Shriram rayon’s is a unit of DCM shriram industries limited established in 1965 with technical know-how from beau nit fiber inc.USA for manufacturing high tenacity rayon tyre yarn, cord, fabrics for industrial applications. Chemicals like carbon disulphide and sodium sulphate were also setup.

It also developed wide markets for its rayon tyre yarn/cord/grey & dipped fabric in Europe, North east & Middle east countries. Accredited by ISO 9002 from reputed RWTUV, Germany. Shriram rayon is the only producer in india having its own dipping treatment facility & fabric weaving plant with latest shuttle less weaving machines.

The quality of Shriram rayon’s product has been widely accepted in the international market & the company is committed to excellence & growth with active participation of all employees. The company’s philosophy is to maintain excellent industrial harmony inside & outside the factory. Shriram rayon’s is committed for continuous growth in export by quality improvement through their technically qualified & experience manpower. Regular training programmes are conducted for employees development at all levels. Shriram rayon’s has installed another state-of-the-art dipping machine, which is capable of dipping nylon, polyester tyre fabrics. Shriram rayon’s is also pioneer in producing dipped nylon chafer in India. Units annual turnover is approximate Rs150 crores having its 90% share of experts.

MISSION:-

Our mission is to be a leader in our business by providing world class production & services to meet our customer’s needs & to ensure a healthy return to the state holders.

ACHIEVEMENTS:-

We are known for adapting to change. We have transformed the unit from domestic one to a virtual 100% export oriented unit.

Recipients of 8 Export Awards for highest exports of Rayon Tyre Cord Product from the Silk & Rayon Textile Export Promotion Council.

Recipients pf 15 Safety Awards for safe and healthy operations from government of India, Ministry of Labour.

We have been accredited with ISO 9002/9001/2000 from RWTUV of Germany continuously since 1994.

CUSTOMERS:-

YARN: Goodyear (Luxemburg), Firestone (Spain), L.Italia (Italy), Stomin (Poland), Nile Cordsa (Egypt)

Fabric: Firestone (France), Bridgestone (Japan, Italy, Poland), Fabric cordsa (Egypt), Cleber (Germany)

DEALERS:-

Ruchi udyog (Chem), Delhi Hukum chand durga Prasad, Delhi Drug chemicals, Sonipat N.H Dyes & chemicals, Ludhiana Mukrey chemicals, Chandigarh Shankarlal, Bhilwara

PRODUCTS:-

Shriram Rayon’s has the following product range

(Rayon Products) (Nylon Products) (Chemicals Products)

RAYON PRODUCTS:

1220/1 D. Tex Rayon Tyre Yarn

1840/1 D. Tex Rayon Tyre Yarn

1220/2 D. Tex Rayon Tyre Cord

1840/2 D. Tex Rayon Tyre Cord

Rayon Tyre Cord Fabric (Grey)

1840/1 D. Tex (1650/1 Denier) Dipped Rayon Chafer Fabric

NYLON PRODUCTS:

940/1 D. Tex (840/1 Denier) Dipped Nylon Chafer Fabric

1400/1 D. Tex (1260/1 Denier) Dipped Nylon Chafer Fabric

2/1880 D. Tex Nylon Tyre Cord Fabric (Gery)

2/940 D. Tex Nylon Tyre Cord Fabric (Grey)

2/1400 D. Tex Nylon Tyre Cord Fabric (Grey)

CHEMICALS:

Anhydrous Sodium Sulphate (Cross Grain Quality)

Anhydrous Sodium Sulphate (Normal Quality)

Carbon Di Sulphide

ORGANIZATIONAL STRUCTURE:-

BOARD OF DIRECTORS:

Sh. Tilak Dhar Chairman and Managing Director

Sh. Alok B. Shriram Dy. Managing Director

Sh. Madhav B. Shriram Whole-Time Director

Sh. Anil Gujral Director & CEO (Chemicals & Alcohols)

Sh. P.R Khanna

Dr. V.L Dutt

Sh. S.B Mathur

Sh. S.B Mathur

Sh. Ravinder Narain

Sh. S.C Kumar IFCI Nominee

COMPANY SECRETARY:

Sh. B.P Khandelwal Sr. Executive Director

PRINCIPAL EXECUTIVES:

Sh.D.C Mittal President

Sh. G. Kumar Advisor to CMD

Sh. K.N Rao Chief Executive Officer (Rayon’s)

Sh. P.V Bakre Sr. Vice President

Sh.N.K Jain Chief Financial Officer

ORGANIZATIONAL CHART (SHRIRAM RAYONS):

HIERARCHY OF PERSONNEL (SHRIRAM RAYONS):

EMPLOYEES CATEGORIES:

OFFICERS:

COO

Sr. Vice President

Vice President

Sr. G.M

General Manager

Dy. G.M

Asst. G.M

Sr. Manager

Manager ‘A’

Manager ‘B’

Dy. Manager

Asst. Manager ‘A’

Asst. Manager ‘B’

Sr. Officer

Officer ‘A’

Officer ‘B’

SUBORDINATE STAFF:

Sr. Supervisor/ Sr. Foreman/ Sr. Office Assistant/ Chemist A/ Sr. Security Inspector/ Supervisor/ Foreman/ Office Assistant/ Stenographer/ Chemist/ Security Inspector/ Sr. Draftsman

Sr. Clerk/ Draftsman/ Stenographer/ Assistant Security Inspector/ Clerk/ Typist/ Draftsman/ Telephone Operator

WORKERS:

Skilled

Semi- Skilled

Unskilled

BANKERS AND AUDITORS:-

BANKERS:

State Bank of India Punjab National Bank Oriental Bank of Commerce State Bank of Bikaner & Jaipur Punjab & Sind Bank IDBI Bank Limited Karnataka Bank Limited Syndicate Bank State Bank of Hyderabad Ghaziabad Zila Sahkari Bank Ltd. Bijnor Zila Sahkari Bank Ltd.

AUDITORS:

A.F Ferguson & Co.New Delhi

ADDRESSES:-

Registered Office Divisional Office(Shriram Rayons)

Working Unit(Shriram Rayons)

Kanchenjunga Building, 6th Floor, 18 Barakhamba Road, New Delhi- 110001Phone: 011-23759300Fax: 011-23350765Email: dsil@dcmsr.comWeb: http://www.dcmsr.com

Akashdeep Building, 5th Floor 26A Barakhamba Road New Delhi- 110001Phone: 011-2331-2267Fax: 011-2331-3494,2235-1916Email: srdelhi@dcmsr.com

Shriram RayonsShriram NagarKotaRajasthan- 324004Phone: 0744-2480001,02,04Fax; 0744-2480003,2481519Email: sriramrayons@dcmsr.com

Engagement at Shriram Rayon’s

(A survey )

When asked whether the employees have received recognition or praise

for doing good work the employees replied as follows:

Interpretation

78.08% employees in the organization do not feel recognized for their

achievements. This is quite a big percentage which has to be handled as soon as

possible and most probable reason for this which I found in my survey can be

lesser formal rewards and appreciation for the work the employees did.

When asked the question whether the employees have a good

environment at their workplace, they replied as follows:

RECOGNITION

Frequency Percent

NO 114 78.08

YES 32 21.92

Total 146 100

ORAGANIZATIONAL

CULTURE

Frequency Percent

NO 66 45.2

YES 80 54.8

Total 146 100

Interpretation

45.2% employees responded “NO” to this question which is less than half but

still enough to alarm the organization to make some changes in their present

thinking. The reason which can be related to this area can be the resistance to

change of the older employees in comparison to the dynamic culture the youth.

When asked the question whether the employees had opportunities at

work to learn and grow, they replied as follows:

TRAINING,

DEVELOPMENT &

CARRER

Frequency Percent

NO 76 52.1

YES 70 47.9

Total 146 100

Interpretation

52.1% of the employees thinks that their company does not provide enough

opportunities for them to learn and grow which is a very discouraging statistic

because the company provide ample opportunities for their company’s learning

and growth and still employees feel that their company is not concerned for

their growth. This may be due to the unawareness of the employees about their

company’s policies.

When asked the employees whether they are aware of what is expected of

them at work, they replied as follows:

Interpretation

70.55% of employees responding “NO” indicate that employees are not

communicated properly about what is expected from him by the job and the

organization. This could be a major factor affecting the organization’s

productivity and profitability. One of the major reasons for such response

according to my research can be communication gap which has to be narrowed.

ROLE CLARITY

Frequency Percent

NO 103 70.55

YES 43 29.45

Total 146 100

When asked the question whether the employees are provided with

various services to help them balance their work and family lives, they

replied as follows:

Interpretation

If 67.8% of the employees think that they get no help or a very little help from

their company to balance their work and personal lives then the company look

into their employee benefit schemes and modify them keeping in mind both the

expectations of the employee and the company.

WORK LIFE BALANCE

Frequency Percent

NO 99 67.8

YES 47 32.2

Total 146 100

When asked the employees whether at work their opinion seems to count,

they replied as follows:

Interpretation

62.3% employees’ think that their opinion is given importance this gives the

employees a sense of belongingness. This statistic most probably can be the

outcome of a good management.

When asked whether they receive cooperation from their fellow

employees, they replied as follows:

EQUAL

OPPORTUNITIES

Frequency Percent

NO 55 37.7

YES 91 62.3 Total 146 100

CO OPERATION FROM

PEERS

Frequency Percent

NO 42 28.8

YES 104 71.2

Total 146 100

Interpretation

71.2% is a descent percentage in this regard. This shows that the relationships

among the employees are quite healthy.

When asked the employees whether their work give them the feeling of personal

accomplishment, they replied as follows:

JOB SATISFACTION

Frequency Percent

NO 55 37.7

YES 91 62.3

Total 146 100

Interpretation

62.3% of the employees feels that they are satisfied with their job in spite of the

other statistics I found. This shows that maybe the employees are satisfied but

they will not be willing to put an extra effort.

When asked the employees whether their supervisor encourages your development, they

replied as follows:

SUPPORT FROM

IMMEDIATE

MANAGEMENT

Frequency Percent

NO 70 47.9

YES 76 52.1

Total 146 100

Interpretation

52.1% employees think that their supervisor support and encourages their

development. But it’s not an impressive percentage and improvements are

needed.

When asked the employees whether the mission/purpose of the company make them feel

that their job is important, they replied as follows:

COMMUNICATION

Frequency Percent

NO 42 28.8

YES 104 71.2

Total 146 100

Interpretation

71.2% employees think that they are an important part of the organization. This

shows that the mission and purpose of the company is properly conveyed to the

employees and alignment of their job with the company’s mission.

When asked the employees whether they would walk the extra mile and exceed the

expectations of the employers when it comes to the company’s expectations, they replies as

follows:

EMPLOYEE

INVOLVMENT

Frequency Percent

No opinion 38 26.0

Strongly disagree 3 2.1

Disagree 24 16.4

Agree 56 38.4

Strongly agree 25 17.1

Total 146 100

Interpretation

55.5% employees agree or strongly agree to willingly do extra then the assigned

job. But the problem is those 26% who doesn’t know whether they will or not.

The company should devise such policies so as to convert this 26% “No

Opinion” to agree or strongly agree.

When asked the employees that do they think that the decisions in their organization are

made at the appropriate levels, they replied as follows:

EMPOWERMENT

Frequency Percent

No opinion 19 13

Strongly disagree 5 3.4

Disagree 44 30.1

Agree 69 47.3

Strongly agree 9 6.2

Total 146 100

Interpretation

53.5% of the employees think that every employee is empowered to take

decisions of his/her level. This shows that employees are given freedom to take

decisions which concern their job this makes them more responsible and feeling

of attachment with their job and organization. Here the disagree percentage also

needs attention.

When asked the employees that whether within their company the senior

management is accessible and approachable as and when required, they

replied as follows:

APPROACH TO SENIOR

MANAGEMENT

Frequency Percent

No opinion 20 13.7

Strongly disagree 6 4.1

Disagree 32 21.9

Agree 71 48.6

Strongly agree 17 11.7

Total 146 100

Interpretation

60.3% employees think that they don’t have much problem in approaching or

accessing senior management which is a symbol of a good leadership in the

organization.

When asked the employees whether the process and procedures adopted

by their company to evaluate and promote the employees is fair, they

replied as follows:

FAIR APPRAISAL

Frequency Percent

No opinion 28 19.2

Strongly disagree 9 6.2

Disagree 37 25.3

Agree 65 44.5

Strongly agree 7 4.8

Total 146 100

Interpretation

49.2% employees agree or strongly agree that their organization is practicing a

fair appraisal system. 25.3% believes that they are not fairly treated in

appraisals and around 20% can’t form an opinion about the transparency of

appraisal system. No organization can satisfy their employees on appraisals

matter 100% but efforts could be done to convince them.

Parameters which need immediate

attention:

Interpretation

These three parameters i.e. Recognition, Role Clarity and Work life balance

shows that somewhere the policies are lacking in making the employees feel

that they are taken care of. Through my research shows that mainly no proper

communication between the superior and subordinate is the reason. Employees

don’t feel comfortable going to their superiors instead of the fact that the

superiors are willing to help.

Parameters which needs attention:

Interpretation

These three parameters i.e. support from immediate management, Training

development & carrier opportunities are to be attended where the company can

concentrate on analyzing the need for training, improving and making the

culture more dynamic to capture the new and young talent.

Positive points of employee engagement

practices in Rayons

Rayons provide all its employees equal opportunities. The employees receive co

operation from their peers which could be the reason for a good satisfaction

statistic but it could be improved further.

Engagement level in Shriram Rayons

Engaged -“Engaged" employees are builders. They want to know the desired expectations for their role so they can meet and exceed them. They're naturally curious about their company and their place in it. They perform at consistently high levels. They want to use their talents and strengths at work every day. They work with passion and they drive innovation and move their organization forward.

After research it has been found that there are 49.2% engaged employees in Reliance Infrastructure Ltd.

Not Engaged - Not-engaged employees tend to concentrate on tasks rather than the goals and outcomes they are expected to accomplish. They want to be told what to do just so they can do it and say they have finished. They focus on accomplishing tasks vs. achieving an outcome. Employees who are not-engaged tend to feel their contributions are being overlooked, and their potential is not being tapped. They often feel this way because they don't have productive relationships with their managers or with their co-workers.

In Rayons there are 32.3% non engaged employees.

Actively Disengaged- The "actively disengaged" employees are the "cave dwellers."They're "Consistently against Virtually Everything." They're not just unhappy at work;they're busy acting out their unhappiness .They sow seeds of negativity at everyopportunity. Every day, actively disengaged workers undermine what their engagedcoworkers accomplish. As workers increasingly rely on each other to generate productsand services, the problems and tensions that are fostered by actively disengaged workerscan cause great damage to an organization's functioning .

In Rayons there are 28.5% actively disengaged employees.

These statistics shows the need for further research.

Key Findings

45.1% people in the organization do not feel recognized for their

achievements.

52.1% employees feel that the training, development and career

development practices need an improvement.

Only 50% employees agree that the appraisal system of the company is

fair.

67.8% employees feel that their company does not provide services for

balancing their work and life.

Only 52.7 employees think that they are clear about their roles.

52.1 % employees think that get support from their immediate bosses.

Only 54.8% employees think that they have a good environment at their

workplace.

63 % employees think that they are satisfied with their job.

71.5% employees’ thinks that the company’s mission makes them their

work is important.

63% employees think that they are given equal opportunities at their

work.

72% employees think that they get full cooperation from their co-

employees.

53.5% employees agrees or strongly agree when asked whether in their

organization decision are taken at appropriate levels

49.3% employees agree or strongly agree that their appraisal system fair.

53.4 % employees agree or strongly agree that their top management is

easily accessible.

55.5 % employees agree or strongly agree that they will go an extra mile

for their organization’s benefit.

55% of the managers think that they help their employees to maintain a

balance between their work and life while only 32% employees think that

their their immediate management help them in maintaining a balance

between their work and life.

62% of the managers think that they provide support to their team in all

the ways while only 52% employees think that they receive support from

their managers.

51% managers think that the company provide necessary trainings to their

employees while 48% employees think that the company provide them

necessary training.

61% managers think that their employees are satisfied with their jobs and

62% employees think that they are satisfied with their job.

75% managers say that they care for their employees as a person while

57% employees think that their immediate management takes care of

them as a person.

6% managers either disagree or strongly disagree that they conduct a fair

appraisal while 34% employees disagree or strongly disagree that their

immediate management appraise them fairly.

What employees want?

More care and concern for employees.

Growth opportunities should be should be clearly informed and must be

frequently given.

Services are not given equally even to employees of same level and

grade.

Extracurricular activities should be started which should involve

employees family also.

Some holidays for the GETs and MTs.

Clarity while assigning roles.

Compensation should be reviewed according to the present inflation rates.

Incentives should be rationalized and more consideration for experience

should be avoided.

Higher studies should be encouraged.

Timing of release needs to be rationalized.

Employees’ needs should be given more importance.

Site visit opportunities of the concerned project should be given to

employees of that project in noida offices.

Job rotation opportunities should be provided within the department.

More structured training and workshops for GETs.

Conclusion

The conclusion that can be drawn from the survey and interviews conducted is as follows:

1. The role of senior management is really important in employee

engagement programs as they have to act as the sponsor of the scheme

and ensure that the commitment level remains high throughout the

organization towards these schemes.

2. Employees like challenging assignments rather than routine, highly

structured jobs as the element of learning and growth is missing in their

work which hampers their overall output. The response of employees of

the Company indicates that they can certainly improve the engagement

level in their organization by adopting a more challenging and exciting

work culture. The feeling of working on a useful and challenging

assignment does help in ensuring proper engagement.

3. Employees like to feel that there is someone to whom they can turn for

advice, if they need it. The workplace environment should have a culture

where people are working more as a team and the role of the supervisor is

to act as a helping hand rather than being a taskmaster.

4. Employee Engagement is all about making employees ‘feel involved and

valued’. As such, if the company does not provide its employee a fair

chance to grow and their suggestions and opinions are not encouraged,

then the company is bound to lose its market share heavily.

5. There is a lot of scope for improvement in the engagement services of

Reliance which could be highly helpful in retaining the best talent.

Suggestions

A well developed Induction/Orientation program for new joinees. In

Reliance Infrastructure Ltd. the Induction program is there but it has to be

given more importance.

Training for soft skills should be provided to all the managers. In

comparison to technical training not many soft skills trainings are

provided to the managers

Some cost effective recreational activities should be started.

Families of the employees should be considered a part of the company.

Higher education should be promoted.

Workforce Scheduling should be done with due care.

Every work whether small or big should be given to the employees in a

way that it appears to be challenging.

Once in a month there should be an informal discussion should be

conducted between HR professional and other employees.

Once a month (may be Saturdays) organize a small gathering just to

appreciate and praise the performers.

Low performers have to be identified.

Perception of the employers has to be more close to reality.

Feedback at every step.

The strong correlation between engagement and retention allows to

distinguish two trends:

1. That strategies for retention should be segmented based on the level of

engagement for any one individual – namely that retention policies (such

as when to make a counter-offer) should always consider how strongly

the individual is contributing to the organization’s success but also how

sustainable is that effort. For instance, retaining an employee who is

leaving because they are dissatisfied with their current role simply by

meeting their salary demands will not result in sustained effort unless the

job conditions are also changed.

2. That stated intent to leave the organization is not a predictor of actual

departure.

3. Instead, it is an indicator of how hard a person will be working to help the

organization to reach its objectives and how much effort may be spent on

other activities (such as tracking the “wanted” ads on company time.)

Involve and train Function and Area Leaders in the engagement action

planning process.

Acknowledge impact of workload and provide tools and resources where

they are most needed.

Incorporate Engagement as a business metric for managing the human

capital.

ENGAGEMENT MODEL FOR SHRIRAM RAYONS

Recruiting

The message the organization conveys while seeking to attract job applicants

also can influence future employees’ engagement and commitment. Your target

should be qualified applicants who are likely to find the work interesting and

challenging. Send recruiting messages that shows attractive job features to

enhance person-job fit and also encourage those who are not suited to the work

to self-select out.

Selecting

To enhance engagement through your selection of employees, identify those

candidates who are best-suited to the job and your organization’s culture. Also

use candidate assessment methods that have obvious relevance to the job in

question—for example, by asking interviewees what they know about the role

and having them provide work samples. Selection is the first step to success. If

you don't select the right people, you'll never maximize your level of employee

engagement.

Training & Development

Training can help new and current employees acquire the knowledge and skills

they need to perform their jobs. And employees who enhance their skills

through training are more likely to engage fully in their work, because they

derive satisfaction from mastering new tasks. Training also enhances

employees’ value to your company as well as their own employability in the job

market. In addition, most companies offer higher wages for skilled workers, to

compensate them for their greater value and to discourage turnover.

Make sure that your managers and employees are trained about the importance

of engagement.

Compensation

Compensation can powerfully influence employee engagement and

commitment. Some compensation components encourage commitment to

employers, while others motivate engagement in the job. It is always to take

care of both. The most effective compensation plans support your

organization’s strategic objectives. For example, if your company’s strategy

hinges on innovation, then your compensation system should encourage and

reward risk-taking. A well-designed compensation plan gives your organization

a competitive advantage. It helps you attract the best job candidates, motivate

them to perform to their maximum potential and retain them for the long term.

Performance Management

The right performance management practices also can enhance employee

engagement and commitment. Encourage managers to include employees in the

goal-setting process. This technique helps to ensure that workers understand the

goals. An employee’s aspirations and career goals should receive careful

attention during performance appraisal meetings. To increase engagement

provide the employees with challenging goals that align with your company’s

strategic objectives, positive feedback and recognition for accomplishments and

recognition and appreciation for extra voluntary contributions.

APPENDICES

QUESTIONNAIRE

GRADE: DATE:

DEPARTMENT:

This questionnaire is designed for research purpose only. Your confidentiality

will be our concern. Thank you for your precious time you decided to devote to

complete this questionnaire and help in the research. Place a tick mark against

your answer to the question.

1. Do you know what is expected of you at work? YES

NO

2. Do you have the materials and equipment you need to do

your work right?

YES

NO

3. At work, do you have the opportunity to do what you do

best every day?

YES

NO

4. In the last one month, have you received recognition or

praise for doing good work?

YES

NO

5. Does your supervisor, or someone at work, seem to care

about you as a person?

YES

NO

6. Is there someone at work who encourages your

development?

YES

NO

7. At work, do your opinions seem to count?

YES

NO

8. Does the mission/purpose of your company make you feel

your job is important?

YES

NO

9. Are your associates (fellow employees) committed to

doing quality work?

YES

NO

10. Do you have a good environment at your workplace?

YES

NO

11. In the last six months, has someone at work discussed

with you

about your progress?

YES

NO

12. In the last year, have you had opportunities at work to

learn and grow?

YES NO

13. When it comes to the company’s success, you walk extra

mile and exceed the expectations of your employers.

Strongly Disagree

Disagree

Agree

Strongly Agree

No Opinion

14. Does the organization provide you various services to help

you balance your work and family lives

YES

NO

If yes then tick all those which are applicable:

Conveyance services

Retail discounts

Leaves

Holidays

Medical facilities

Recreation

Others (Specify)

________________________________________________________________

_________________________________________________

15. Rank them according to your preference while considering

a job in any company :( 1 for least preferred and 3 for most

preferred.)

Services

Incentives

Opportunities

16. Would you recommend your organization as a good place to

work to your friends and relatives?

YES

NO

17. Does your work give you the feeling of personal

accomplishment?

YES

NO

18. Within your company the Senior Management is accessible

and approachable as and when required.

Strongly Disagree

Disagree

Agree

Strongly Agree

No Opinion

19. The process and procedures adopted by your company to

evaluate and promote the employees is fair.

Strongly Disagree

Disagree

Agree

Strongly Agree

No Opinion

20. Most of the decisions in your organization are made at the

appropriate levels.

Strongly Disagree

Disagree

Agree

Strongly Agree

No opinion

21. As for today you plan to stay with your company for:

Less than a year

1 to 2 years

3 to 5 years

More than 5 years

Until I retire

22. Do you want to give any suggestions to your company

regarding the services, incentives, extracurricular activities and

growth opportunities it provides? (Specify)

YES

NO

Services: _____________________________________________________

Incentives: ___________________________________________________

Extracurricular activities:

_______________________________________

_____________________________________________________________

Growth opportunities: _________________________________________

_____________________________________________________________

Thank you very much for your kind cooperation and consideration.

Have a nice day.

Bibliography

Aswathappa , K. Human Resource Management, fourth edition.

Robbins, Stephen R. Organizational Behavior,

Sahu,R.K. Performance management system, First edition.