Arun Final Report II

8/12/2019 Arun Final Report II

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SECTION II

PROBLEM CENTERED

STUDY


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A.PROJECT TITLEA Study on the Effectiveness of Employee Engagement at Hilton, Chennai

B.OBJECTIVESa. General ObjectiveTo understand the effectiveness of Employee Engagement at Hilton, Chennai

b. Specific Objectives

To find out the extent of Senior Management Support provided to employeesof Hilton, Chennai

To understand the Employee Supervisor Relationship existent at Hilton,Chennai

To understand the Workplace Expectations of employees at Hilton, Chennai To understand the level of Work Stress at Hilton, Chennai


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C.RELEVANCE OF THE STUDYEmployee engagement is a vast construct that touches almost all parts of human

resource management facets we know hitherto. If every part of human resources is notaddressed in appropriate manner, employees fail to fully engage themselves in their job

in the response to such kind of mismanagement. The construct employee engagement is

built on the foundation of earlier concepts like job satisfaction, employee commitment

and Organizational citizenship behavior. Though it is related to and encompasses these

concepts, employee engagement is broader in scope. Employee engagement is stronger

predictor of positive organizational performance clearly showing the two-way

relationship between employer and employee compared to the three earlier constructs:

job satisfaction, employee commitment and organizational citizenship behavior.

Engaged employees are emotionally attached to their organization and highly involved

in their job with a great enthusiasm for the success of their employer, going extra mile

beyond the employment contractual agreement

This study aims at understanding the effectiveness of employee engagement at Hilton,

Chennai. It also looks into factors like Senior Management Support, Employee

Supervisor Relationship, Work Stress, Work Life Balance and Workplace expectations

of employees.


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D.LITERATURE REVIEWRecent researches also indicate that Employee commitment and OCB are important

parts and predictors of employee engagement in that commitment is conceptualized aspositive attachment and willingness to exert energy for success of the organization,

feeling proud of being a member of that organization and identifying oneself with it and

OCB is a behaviour observed within the work context that demonstrates itself through

taking innovative initiatives proactively seeking opportunities to contribute ones best

and going extra mile beyond employment contract. However, these constructs constitute

the bigger construct employee engagement and they cannot independently act as a

replacement for engagement

Many researchers have tried to identify factors leading to employee engagement and

developed models to draw implications for managers. Their diagnosis aims to determine

the drivers that will increase employee engagement level. Most drivers that are found to

lead to employee engagement are non-financial in their nature. Therefore, any

organization who has committed leadership can achieve the desired level of engagement

with less cost of doing it. This does not mean that managers should ignore the financial

aspect of their employees. In fact, performance should be linked with reward.

Nevertheless, this is simply to repeat the old saying of Human Relations

Movement which goes as social being, human resource is not motivated by money

alone. A companys pay should at least be comparable to the market average.

However, bringing pay and benefits package up to market levels, which is a sensible

first step, will not take a company very far- they are like tickets to the ballpark, -they

can get the company into the game, but cant help it win.

As the best resources to any organization is always its human resources, the

attainment of an workplace with high caliber employees are the key to success & the

way to set competitive advantage in the global scenario. A well functioning

organization is the product of its healthy, committed and motivated employees, who

can be termed as engaged employees. Engagement takes place when employees are

committed to their job. They are interested and indeed excited about what they do. It

involves loyalty, faith and pride in the organization, a willingness to advocate for his

organization and a sense of personal responsibility. Global economy has experienced

significant shifts in the recent past which have accelerated the need for

organizations to find innovative ways to address new technological,

demographic and marketplace realities. These shifts made the organizations to


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reevaluate costs associated with talent. High workforce performance and organizational

success must be maintained along with changes in strategies. Research has consistently

shown that employee engagement is powerfully linked to a range of business success

factors such as:

1. Employee performance/efficiency

2. Productivity

3. Safety

4. Attendance and retention

5. Customer service and satisfaction

6. Customer loyalty and retention

7. Profitability

During economic down turn, many organizations focused less on how to manage their

talent and engage their employees, instead focusing on how to reduce costs by cutting

salaries, bonuses, rewards and development costs. Some shortsighted leaders may eventhink that employee engagement no longer matters because their employees have fewer

options and will stay because of their need for job security.

However, smart leaders realize that while they may need to find short-term solutions to cut

costs, they must also identify longer-term talent management strategies to remain viable.

a. Evolution of Employee EngagementEmployee engagement is derived from early studies in the 1920s on morale or a

groups willingness to accomplish organizational objectives. The concept was matured by US

Army researchers during World War II to predict unity of effort and attitudinal battle

readiness before a strike. Again, post war mass production society needed unity of effort in

execution for speed & quality, where morale was considered to be the most important

indicator. In the modern day perspective with the advent of knowledge worker, stress was

given on individual talent management. Thus a term was required to describe an individuals

emotional attachment to the organization, to his fellow colleagues and to the job. Thus came

the term employee engagement, which is an individual emotional phenomenon whereas

morale is a group emotional phenomenon.


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b. Influence Of Corporate Culture On Employee EngagementDue to shift of world economy from industrial to knowledge based one, employees are being

valued for not only what they produce but also for what they know. Having a high performing

business culture is a competitive advantage for any organization today. Every employee either

makes the culture stronger or weakens it. In the mid 1990s, it was discovered that no

organizationlarge or smallhas a single culture, rather it has many cultures as it has many

functions, managers or supervisors. Employers have understood that they have little control

over the culture that exists. That does not mean that they are able to find the best managers

and supervisors. Culture cannot be inculcated through vision & mission statement. Once an

organization achieves its desired culture, the employees whose attitude & behavior align withthe desired culture will be engaged and those who do not fit into it leave on their own or they

are asked to leave because of culture push. The goal of every organization should be targeting

the right employees Only focusing on employee engagement often may miss this point.

Employee engagement may reduce at the time of culture change, which is acceptable as the

engagement score becomes high for the right group of employees afterwards.

c. Aspects of Employee EngagementGlobal studies suggest that there are three basic aspects of employee

engagement:

The employees and their own unique psychological make-up andexperience.

The employers and their ability to create the conditions thatpromote employee engagement.

Interaction between employees at all levelsd. Key Drivers of Employee Engagement

In 2006, The Conference Board published an article Employee Engagement A review

of current research and its implicationon the basis of 12 major studies conducted by research

firms such as Gallup, Towers Perrin, Blessing White, The Corporate Leadership Council and

others. It came out that 4 of the studies mentioned 8 key drivers of employee engagement out

of a total of 26 key drivers collectively. These are:

(i) Trust & integritymanagers should communicate well and go by their words.(ii) Nature of the job employees should find their job challenging enough to motivate


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themselves.

(iii) Line of sight between employee performance and company performance employeeshould have clear understanding as to how they contribute to the companys

performance.

(iv) Career growth opportunitiesemployees should have clear career path and growth.(v) Pride about the company employees should feel esteemed by being associated with

the organization.

(vi) Coworkers / team members relationship with colleagues significantly increaseemployee engagement level.

(vii) Employee development the organization should take necessary steps for developingthe knowledge, skills and attitude of the employees.

(viii) Relationship with manager the employee should be comfortable with his managerand value the relationship.

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

A culture of respect where good job is appreciated Feedback, counseling and mentoring Fair reward, recognition and incentive scheme Effective leadership Clear job expectations Adequate tools to perform work responsibilities Motivation

e. Increasing employee engagementAccording to various studies, organizations, that give emphasis on employee

engagement, consider the following factors to be important in increasing employee

engagement.

Culture: It basically encompasses various factors such as leadership style,vision, mission, values, effective communications, strategic plan, HR policies &

practices etc. Corporate culture helps an organization to connect with people, gives

employees the opportunities to ideate and experience, develops employees for

leadership roles and helps them grow with the organization.

Continuous Reinforcement of Employee Focused Policies: Continuousreinforcement exists when proemployee HR policies are framed by the organization


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and top management provides budgets and resources so that the employees can

accomplish their tasks.

Meaningful Metrics: An organizations performance is dependent majorly on itsemployees. Hence, it is important to decide on measurement criterion for the factors

that affect performance of an organization. This drives people focus in an

organization.

Organizational Performance: It leads to high levels of trust, pride,sat isfact ion , success and of course fun at work place.

Increased Job Involvement And Job Satisfaction: A clear understanding of jobrole & work role expectations and opportunities to excel, recognition of good work,

opportunities to develop skills and opportunities for learning & growth help to

increase job engagement.

Encouraging Teamwork: Teamwork is the key to organizational success. Toincrease team engagement, the team members should be allowed to interact

frequently and consistently so that longer term relationships are developed including

trust, co operation and reliance on each other.

Handling Employees Mental & Physical Health and Morale: Reports suggestthat lifestyle issues such as smoking, poor diet, obesity, elevated blood pressure and

stress are most likely to reduce an individuals capacity. Companies must invest in

the well being of their employee such as employee health priorities.


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another common practice across industry as a tool of engagement.

g. Impact Of Employee EngagementIn the Gallup Study nine performance outcomes were studied: Customer loyalty/engagement,

profitability, productivity, turnover, safety incidents, shrinkage, absenteeism, patient safety

incidents and quality (defects). Employee engagement is related to each of the nine

performance outcome studied. Results show consistent correlation across different

organizations. The correlation between employee engagement and composite

performance found to be 0.48. Findings showed corre la tions between job satisfaction

and organizational commitment translate into lower turnover. Thus higher levels of employee

commintment, indicate higher levels of employee engagement. According to Gallup, there are three

types of employees in an organization

1. Engaged These employees are the builders. They are eager to know the

expectations from their role so that they can meet and exceed them.

2. Not Engaged These employees tend to concentrate on tasks rather than the goals

and outcomes. They need others to drive them.

3. Actively disengaged These employees are consistently against virtual everything.

They are not just unhappy at work they show their unhappiness openly.

In world class organizations, the ratio of engaged to actively disengaged employees is: 9.57:

1. In average organizations, the ratio of engaged to actively disengaged employees is

1.83:1Studies by Gallup organizations released in 2003 show that only 29% of workers

were engaged in their work, 54 % were not engaged and 17% were actively disengaged.

Employee engagement creates greater motivation within employees for the work they do and

increases their commitment to the organization. It is about creating an enthusiasm for their

roles, their work and the organization and ensuring they are aligned with the values of the

organization, well informed and well integrated with their colleagues and the culture of the

organization.


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Effectiveness of Employee Engagement at Hilton, Chennai

Masters in Human Resources Management Rajagiri College of Social Sciences

As per the 2008 Association for Training and Development (ASTD) Employee Engagement

study, top 3 business benefits derived from engagement are

1. Enhance customer service and drive customer satisfaction.

2. Improve organizational productivity

3. Improve the bottom line.

Top 3 factors that positively influence employee engagement are

1. Quality of training and learning opportunities

2. Learning through stretch assignments

3. Frequency of learning opportunities.


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F. DATA ANALYSIS & INTERPRETATIONa. Respondents

DEPARTMENT RESPONDENTS

Owners Office 1

Executive Office 1

Business Development 7

Food And Beverage Service 4

HR 1

IT 1

Engineering 1

Operations 3

Purchase 2

Finance 7

Front office 6

Kitchen 12

Housekeeping 4

1 1

7

4

1

1

13

27

6

12

4

RESPONDENTS

OWERNS OFFICE

EXECUTIVE OFFICE

BUSINESS DEVELOPMENT

FOOD AND BEVERAGE SERVICE

HR

IT

ENGINEERING

OPERATIONS

PURCHASE

FINANCE

FRONTOFFICE

KITCHEN

H0USEKEEPING


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b. Senior Management SupportSenior management is open and honest in communication

FREQUENCY PERCENTAGE

STRONGLY AGREE 23 46

AGREE 13 26

NEUTRAL 13 26

DISAGREE 1 2

STRONGLY DISAGREE 0 0

Suggestions made by associates are listened to and acted upon

by senior management



AGREE 19 38

NEUTRAL 9 18

DISAGREE 1 2STRONGLY DISAGREE 0 0

46%

26%

26%

2%

Senior management is open and honest incommunication

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY DISAGREE


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SENIOR MANAGEMENT SUPPORT



AGREE 16 32

NEUTRAL 11 22

DISAGREE 1 2

STRONGLY

DISAGREE 0 0

Interpretation: Almost 80% of the employees are of the opinion that the senior management

is very supportive. They take in the recommendations of employees while making decisions

pertaining to the areas of concern and are very open and honest with their communication.

42%

38%

18%

2%

Suggestions made by associates are listened to

and acted upon by senior management

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY DISAGREE

44%

32%

22%

2%

SENIOR MANAGEMENT SUPPORT

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY DISAGREE


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c. EmployeeSupervisor RelationshipMy immediate supervisor is available to answer my questions

or concerns



AGREE 17 34

NEUTRAL 8 16

DISAGREE 0 0


My immediate supervisor gives helpful feedback on a regular

basis so I can improve



AGREE 14 28

NEUTRAL 8 16

DISAGREE 2 4STRONGLY DISAGREE 0 0

50%

34%

16%

My immediate supervisor is available to

answer my questions or concerns

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY DISAGREE


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My immediate supervisor gives helpful feedback on a regular

basis so I can improve



AGREE 14 28

NEUTRAL 8 16

DISAGREE 2 4


42%

42%

12%

4%

My immediate supervisor holds associates up

to high standards of performance

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY DISAGREE

52%

28%

16%

4%

My immediate supervisor gives helpful

feedback on a regular basis so I can

improve

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY DISAGREE


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EMPLOYEE - SUPERVISOR RELATIONSHIP



AGREE 17 34

NEUTRAL 7 14DISAGREE 1 2

STRONGLY

DISAGREE 0 0

Interpretation: More than 80% of the employees have a very good employee supervisor

relationship. The immediate supervisor is always available for the employees to answer their

questions and queries and they even provide useful feedback which helps employees in

improving their line of work.

49%

35%

14%

2%

EMPLOYEE - SUPERVISOR

RELATIONSHIP

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY DISAGREE


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d. Workplace Expectations

Hilton as an organisation motivates me to contribute more

than what is normally required to complete my work?FREQUENCY PERCENTAGE


AGREE 17 34

NEUTRAL 5 10

DISAGREE 0 0


My benefits plan is easy to understand and use



AGREE 16 32NEUTRAL 10 20

DISAGREE 0 0


56%34%

10%

Hilton as an organisation motivates me tocontribute more than what is normally

required to complete my work

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY DISAGREE


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I am paid fairly for the contributions I make to the

companys success performance



AGREE 13 26

NEUTRAL 8 16

DISAGREE 2 4


48%

32%

20%

My benefits plan is easy to understand and

use

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY DISAGREE

51%

28%

17%

4%

I am paid fairly for the contributions I make

to the companys success performance

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY DISAGREE


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I have all the resources I need to do my job effectively



AGREE 16 32NEUTRAL 9 18

DISAGREE 0 0


WORKPLACE EXPECTATIONS



AGREE 16 32

NEUTRAL 8 16

DISAGREE 1 2

STRONGLY

DISAGREE 1 2

50%

32%

18%

I have all the resources I need to do my job

effectively

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY DISAGREE


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Interpretation: 80% of the employees agree that Hilton have met with their expectations of

an ideal workplace. According to the survey the employees are satisfied with their

compensation, they have all the resources available to carry out their work properly and they

are also motivated to do more that their required share of work.

49%

31%

16%

2% 2%

WORKPLACE EXPECTATIONS

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY DISAGREE


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e. WorkLife Balance

WORK-LIFE BALANCE

FREQUENCY PERCENTAGESTRONGLY AGREE 24 48

AGREE 15 30

NEUTRAL 10 20

DISAGREE 0 0

STRONGLY

DISAGREE 1 2

Interpretation: Almost 80% of the employees agree that they are able to attain a very good

worklife balance at Hilton, Chennai

48%

30%

20%

2%

WORK-LIFE BALANCE

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY DISAGREE


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f. Work Stress

The amount of work is spread fairly among associates



AGREE 14 28

NEUTRAL 10 20

DISAGREE 3 6


The amount of my work is right for me



AGREE 19 38

NEUTRAL 9 18

DISAGREE 4 8


44%

28%

20%

6% 2%

The amount of work is spread fairly among

associates

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY DISAGREE


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WORK STRESSFREQUENCY PERCENTAGE


AGREE 17 34

NEUTRAL 10 20

DISAGREE 4 8

STRONGLY

DISAGREE 1 2

Interpretation: Almost 70% of the employees agree that they do not have much of work

stress during their course of employment. They agree to the fact that each employee has been

given the right amount of work and the divisions of work amongst associates are also even.

36%

38%

18%

8%

The amount of my work is right for me

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY DISAGREE

38%

33%

19%

8%

2%

WORK STRESS

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY DISAGREE


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G.LIMITATIONSi. Collecting the responses from the employees took more time than

expected

ii. Not all were ready to give genuine responses to the questionnaireiii. The survey could not cover all the employees of the organization

because or time constraint

H.FINDINGS

a. Most of the employees the opinion that the senior management is verysupportive. They take in the recommendations of employees while making

decisions pertaining to the areas of concern and are very open and honest with

their communication.

b. The employees have a very good employee supervisor relationship. Theimmediate supervisor is always available for the employees to answer their

questions and queries and the supervisors even provide useful feedback which

helps employees in improving their work.c. Employees agree that Hilton have met with their expectations of an ideal

workplace. According to the survey the employees are satisfied with their

compensation, they have all the resources available to carry out their work

properly and they are also motivated to do more that their required share of

work, to ensure that the job gets completed in time.

d. The employees agree that they are able to attain a very good work lifebalance at Hilton, Chennai. This has further helped the employees have astress free and peaceful working environment

e. The employees agree that they do not have much of work stress during theircourse of employment. They agree to the fact that each employee has been

given the right amount of work and the divisions of work amongst associates

are also even. Thus preventing overburdening of work on a particular

employee.

f. Based on the responses of employee, we can conclude that more that 70% ofthe employees at Hilton are Engaged. This is because the employees work


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with passion, they feel a strong connection to the organization and they work

hard to innovate and improve.

I.

RECOMMENDATIONSa.


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J. CONCLUSIONCompanies with engaged employees have higher employee retention as a result of reduced

turnover and reduced intention to leave the company, productivity, profitability, growth and

customer satisfaction. On the other hand, companies with disengaged employees suffer from

waste of effort and bleed talent, earn less commitment from the employees, face increased

absenteeism and have less customer orientation, less productivity, and reduced operating

margins and net profit margins. Most researches emphasize merely the importance and

positive impacts of employee engagement on the business outcomes, failing to provide the

cost-benefit analysis for engagement decisions. As any other management decisions,

engagement decision should be evaluated in terms of both its benefits and its associated costs,

without giving greater emphasis to neither of the two, not to bias the decision makers. Thus

there is a need to study the cost aspect of engagement decisions. The remarkable fact is, the

findings of todays researches, can be used as corner stone for the building of complete

essence to the construct.

Managers should enhance two-way communication, ensure that employees have all the

resources they need to do their job, give appropriate training to increase their knowledge and

skill, establish reward mechanisms in which good job is rewarded through various financial

and non-financial incentives, build a distinctive corporate culture that encourages hard work

and keeps success stories alive, develop a strong performance management system which

holds managers and employees accountable for the behavior they bring to the workplace,

place focus on top-performing employees to reduce their turnover and maintain or increase

business performance


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BIBLIOGRAPHY

1. Journals & Articlesa. Employee Engagement: Maximizing Organizational Performance From

Right Management, A Manpower Company

b. Employee Engagement: What Do We Really Know? What Do We Need toKnow to Take Action? Centre For Advanced Human Resource Studies

(CAHRS) By Colin Dicke, Jake Holwerda, & Anne-Marie Kontakos

c. Employee Engagement: The Key to Improving Performance , InternationalJournal of Business and Management Vol.5, No. 12; December 2010, By :

Solomon Markos & M. Sandhya Sridevi

d. EmployeeEngagement Engaging the 21st Century Workforce,Asian Journal Of Management Research,Online Open Access publishing

platform for Management Research, By Abhijit Siddhanta & Debalina Roy

e. The Role Of Employee Engagement In Work-Related Outcomes,Interdisciplinary Journal of Research in Business Vol. 1, Issue. 3, March

2011(pp.47-61) By Dr. Padmakumar Ram & Dr. Gantasala V. Prabhakar

2. Websitesa. EconomicTimes:

http://articles.economictimes.indiatimes.com/keyword/employee-engagement

b. Engage For Success : http://www.engageforsuccess.org/about/what-is-employee-engagement/

c. Ivy Business Journal : http://iveybusinessjournal.com/topics/the-workplace/what-engages-employees-the-most-or-the-ten-cs-of-employee-

engagement#.U4oTvnKSzEQd. The Guardian : http://www.theguardian.com/public-leaders-

network/2012/may/03/importance-employee-engagement-difficult-times

e. AON- Human Resource Consulting & Outsourcing :http://www.aon.com/human-capital-consulting/thought-

leadership/talent_mgmt/2013_Trends_in_Global_Employee_Engagement.jsp
http://articles.economictimes.indiatimes.com/keyword/employee-engagementhttp://articles.economictimes.indiatimes.com/keyword/employee-engagementhttp://www.engageforsuccess.org/about/what-is-employee-engagement/http://www.engageforsuccess.org/about/what-is-employee-engagement/http://www.engageforsuccess.org/about/what-is-employee-engagement/http://iveybusinessjournal.com/topics/the-workplace/what-engages-employees-the-most-or-the-ten-cs-of-employee-engagement#.U4oTvnKSzEQhttp://iveybusinessjournal.com/topics/the-workplace/what-engages-employees-the-most-or-the-ten-cs-of-employee-engagement#.U4oTvnKSzEQhttp://iveybusinessjournal.com/topics/the-workplace/what-engages-employees-the-most-or-the-ten-cs-of-employee-engagement#.U4oTvnKSzEQhttp://iveybusinessjournal.com/topics/the-workplace/what-engages-employees-the-most-or-the-ten-cs-of-employee-engagement#.U4oTvnKSzEQhttp://www.theguardian.com/public-leaders-network/2012/may/03/importance-employee-engagement-difficult-timeshttp://www.theguardian.com/public-leaders-network/2012/may/03/importance-employee-engagement-difficult-timeshttp://www.theguardian.com/public-leaders-network/2012/may/03/importance-employee-engagement-difficult-timeshttp://www.aon.com/human-capital-consulting/thought-leadership/talent_mgmt/2013_Trends_in_Global_Employee_Engagement.jsphttp://www.aon.com/human-capital-consulting/thought-leadership/talent_mgmt/2013_Trends_in_Global_Employee_Engagement.jsphttp://www.aon.com/human-capital-consulting/thought-leadership/talent_mgmt/2013_Trends_in_Global_Employee_Engagement.jsphttp://www.aon.com/human-capital-consulting/thought-leadership/talent_mgmt/2013_Trends_in_Global_Employee_Engagement.jsphttp://www.aon.com/human-capital-consulting/thought-leadership/talent_mgmt/2013_Trends_in_Global_Employee_Engagement.jsphttp://www.theguardian.com/public-leaders-network/2012/may/03/importance-employee-engagement-difficult-timeshttp://www.theguardian.com/public-leaders-network/2012/may/03/importance-employee-engagement-difficult-timeshttp://iveybusinessjournal.com/topics/the-workplace/what-engages-employees-the-most-or-the-ten-cs-of-employee-engagement#.U4oTvnKSzEQhttp://iveybusinessjournal.com/topics/the-workplace/what-engages-employees-the-most-or-the-ten-cs-of-employee-engagement#.U4oTvnKSzEQhttp://iveybusinessjournal.com/topics/the-workplace/what-engages-employees-the-most-or-the-ten-cs-of-employee-engagement#.U4oTvnKSzEQhttp://www.engageforsuccess.org/about/what-is-employee-engagement/http://www.engageforsuccess.org/about/what-is-employee-engagement/http://articles.economictimes.indiatimes.com/keyword/employee-engagement


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Section iii

Annexure


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QUESTIONNAIRE

Employee Engagement With Reference To Hilton Hotel Chennai.

Gender : Male Female

Age :

Working in (Department):

Years of service in this industry: __________

Please Rate Your Level Of Agreement With The Following Statements

Regarding Your Current Job:

1 = Strongly Disagree 2 = Disagree 3= Neutral 4= agree 5= Strongly agree

List 1 2 3 4 5

1. Hilton as an organisation motivates me to contribute morethan what is normally required to complete my work?

2. The amount of my work is right for me

3. Senior management is open and honest in communication

4. My immediate supervisor is available to answer myquestions or concerns

5. Suggestions made by associates (Examples: suggestions for

improving service, work procedures) are listened to and acted

upon by senior management

6. My immediate supervisor holds associates up to high

standards of performance.

7.My benefits plan is easy to understand and use


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8. I am paid fairly for the contributions I make to the

companys success performance

9. My immediate supervisor gives helpful feedback on a

regular basis so I can improve

10. The amount of work is spread fairly among associates

11. The balance between my work and personal life is right for

me.

12. I have all the resources I need to do my job effectively

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