Summer Intenship Final Pro

8/2/2019 Summer Intenship Final Pro

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CHAPTER- 1

INTRODUCTION


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1.1 : Background of the Study

The basic focus of my project was on how employee engagement is antecedent of job

involvement and what the company should actually do in order to make the employees engaged.

This work of my also shows the Gallup 12 point questionnaire, twelve questions survey which

identifies the strong feelings of employee engagement and the steps which shows how to drive

an engaged employee . Gallup being one of oldest the consulting

organization {in conducting engagement survey} creates a

feedback system for employers that would identify and measure

elements of worker engagement most tide to the bottom line.

Things such as sales, growth, productivity and customer loyalty are all accessed. After

Hundreds of focus group and thousands of interviews with employees in a variety of industries,

Gallup came up with Q. 12, a twelve-question survey that identifies strong feelings of employee

engagement. They have identified 12 questions that most effectively measure the links (the

Gallup Q12).

Based on the results of these Q12 questions the low scoring areas were focused on and

then an action plan was devised to enrich the skills of employees.

Then these scores were compared with that of the previous year and meetings with the

plant head were arranged accordingly.

An Action Plan was devised accordingly and the areas of concern were put under certain

departmental heads for further improvement.


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1.2: Theoretical Background of Employee Engagement and Action planning

In common parlance the term engagement refers to:- (a) being involved in , (b) attract

interest or attention and (c) pledge oneself to do a particular thing. As such it basically refers to

the high level of commitment and involvement that is shown by an employee towards his

organization. An engaged employee is one who is aware of the business context, what all is

going on around him in his work place and how he works with his colleagues for the

improvement of oneself and the benefit and welfare of the organization.

According to global aspects there are basically 3 aspects of employee engagement:

(1) The employees and their own unique psychological make- up and experience

(2) The ability to create such conducive conditions to promote employee engagement

(3) Interaction between employees at all levels of management.

Therefore it is an organizations responsibility to create an environment and maintain

or develop a culture that is conducive to this partnership and a win-win equation.

CATEGORIES OF EMPLOYEE ENGAGEMENT

According to Gallup the consulting organization it is said that in an organization there are

3 different types of employees working around us:

ENGAGED EMPLOYEE- The engaged employees are generally referred to

as builders. They are the ones who are curious of knowing their desired expectation for their

role so that they can meet as well as exceed them. They want to know in detail about their

company as well as their role in it. They are the individuals who consistently perform at high

levels. The engaged employees are the ones who use their talent and strength every day at


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work. They possess a strong sense of passion for their work and innovation to drive their

organization forward.

NOT ENGAGED-Not engaged employees refer to those

employees who concentrate on the tasks they are assigned to do rather than the goals or

outcomes they are expected to accomplish.

They do their work solely for the sake of doing it. In an organization it has been observed that

the employees who are not engaged feel that their contributions are being overlooked , and their

potential is not being tapped. They have this feeling as they do not have productive relationships

with their managers or coworkers.

ACTIVELY DISENGAGED- The actively disengaged employees

are referred to as cave dwellers (Constantly against Virtually Everything). These peopleare not only unhappy but are also busy showing their unhappiness. They sow seeds of

negativity at every opportunity. Every day, actively disengaged workers undermine what

their engaged coworkers accomplish. As workers increasingly rely on each other to

generate products and services, the problems and tensions that are fostered by actively

disengagedworkers can cause great damage to an organization's functioning.


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Engagement is important for managers to cultivate given that disengagement or alienation is

central to the problem of workers lack of commitment and motivation. Some of the Advantages

of Engaged employees are:-

Engaged employees will stay with the company, be an advocate of the company and its

products and services, and contribute to bottom line business success.

They will normally perform better and are more motivated.

There is a significant link between employee engagement and profitability.

It builds passion, commitment and alignment with the organizations strategies and goals

Increases employees trust in the organization

Creates a sense of loyalty in a competitive environment

Provides a high-energy working environment

Boosts business growth

A highly engaged employee will consistently deliver beyond expectations. Thus employee

engagement is critical to any organization that seeks to retain valued Employees.


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The question of importance is to find the degree

in which the employees are engaged

An employee Engagement Satisfaction

Survey helps one to determine the present level of

employee. A well-administered satisfaction survey

will let us know at what level of engagement the

employees are operating. Customizable employee

surveyswill providewith a starting point towards

the efforts to

optimize

employee

engagement. The

key to successful

employee

satisfaction

surveys is to pay

close attention to

the feedback from the staff. It is important that

employee engagement is not viewed as a onetime

action. Employee

CAREER DEVELOPMENT- OPPORTUNITIES FOR

PERSONAL DEVELOPMENT

FEELING

VALUED AND

INVOLVED

CAREER DEVELOPMENT-

EFFECTIVE MANAGEMENT

OF TALENT

LEADERSHIP- CLARITY OF

COMPANY VALUES

LEADERSHIP- RESPECTFUL

TREATMENT OF EMPLOYEES

LEADERSHIP- COMPANIES

STANDARDS OF ETHICAL

BEHAVIOUR

EMPOWERMENT

IMAGE

EQUAL OPPORTUNITIES &

FAIR TREATMENT

PERFORMANCE APPRAISAL

PAY AND BENEFITS

HEALTH & SAFETY

JOB SATISFACTION

COMMUNICATION

FAMILY FREINDLINESS

CO- OPERATION

E

N

G

A

G

E

M

E

N

T


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engagement should be a continuous process of measuring, analyzing,

defining and implementing.

Gallup came up with Q. 12, a twelve-question survey that identifies strong feelings of

employee engagement. They have identified 12 questions that most effectively measure the links

(the Gallup Q12).

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

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

work right?

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

every day?

4. In the last seven days, have you received recognition or praise for

doing good work?

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

you as a person?

6. Is there someone at work who encourages your development?

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

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

job is important?9. Are your associates (fellow employees) committed to doing

quality work?

10. Do you have a best friend at work?

11. In the last six months, has someone at work talked to you about

your progress?

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

grow?


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Some of the discussions which come from Gallups questions are:

Know what is expected of me at work- employees should know

exactly what is expected of them. If expectations are unclear,

employees will inevitably face frustration, and will be open for other

opportunities where they do know what's expected of them, and where

their contributions are measured and recognized.

Materials and equipment- Employees need the right tools and

equipment to support their skills, experience and talents & perform

their jobs at an optimum level.

Do what I do best every day - Are your employees cast in the right

roles? Knowing the critical demands for every role is a key to ensuring

that talents fit those demands.

Supervisor/Someone at work cares -Managers must spend most of

their time with their most productive talent. Many managers give their

greatest degree of attention to employees who are falling behind.

Talented, productive people crave time and attention from their

managers, and will leave your company if they have a weak

relationship (or no relationship) with their manager or supervisor.

Co-workers committed to quality.-Many companies arbitrarily put

teams together without considering that employees only

psychologically commit to teams if they perceive their team members

will support their high level of commitment and performance.

Opportunities to learn and grow-The Company should create anenvironment that encourages employees to drive towards innovation

or to create better systems for more productive results. Great

managers always ask what skills and knowledge need to accompany

talent to result in the greatest outcome for each.


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As discussed the Gallup study Q12 is based on positive

Psychology and emotions. Having a best friend at work or receiving

recognition every week makes you feel cared for and proud respectively.

So the Q. 12 measures engagement, and engagement is a positive

emotional connection to the work. Thus the mechanism of the broaden- and

build theories and the action tendencies of positive emotions help in

understanding why the Q. 12 has been so powerful for Gallup in terms of

predicting outcomes.

The Gallup research has thus made a contribution in adding an

additional P to the 4 Ps of marketing i.e. product, price, and

promotion place and now people to the mix.

In the combination of engaged employees, Gallup brings

engaged customers to form the concept of human sigma. These

include customer engagement, loyalty and emotional attachment.

The Gallup Organization decided to initiate a multi-year research project to try and define a great

workplace - a great workplace was one where employees were satisfied with their jobs and this

thus helps to produce positive business outcomes.

GALLUP PATH

SUSTAINABL

E GROWTH

IDENTIFYSTRENGTHS

THE RIGHTFIT

GREATMANAGERS

ENGAGED

EMPLOYEES

ENGAGED

CUSTOMERS

STOCK

INCREASE

REAL

PROFIT

INCREASE


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Gallup has developed a proprietary model that describes the "linked

path" between every employee's individual contribution and the organization's ultimate

financial goal -- an increase in its overall value .Gallup provides organizations with integrated

solutions to help them achieve world-class performance in the first five steps of The Gallup Path.

Our research has shown that an organization's performance in these five areas can dramatically

affect its performance in the last three areas.


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1.4: Statement of the problem:

The basic reason for carrying out this survey was to enhance the level of employee

engagement to bring more effectiveness in the organization. Engagement is important for

managers to cultivate given that disengagement or alienation is central to the problem of

workers lack of commitment and motivation. An organizations capacity to manage employee

engagement is closely related to its ability to achieve high performance levels and superior

business results.

The first problem is that while analyzing the low scoring areas of each department, the

areas which have scored greater are left out. This should not be the case as these are the

key areas of strengths.

One should also focus on the bottom two levels of the Engagement Hierarchy. These are

the basic needs and individual contribution.

The unit scores should be compared and the differences must be analyzed carefully.


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Always review the last page of the report to examine the distribution (the % of 1s,2s,3s,4s

and 5s). The distribution will give you a feel of how far you have to move scores to

increase the numbers

Pay attention to number of people responding to each question

Remember, the workplace quality scorecard is just a tool to keep score of important items

in the workplace.

1.5: Need of the study

During my training at Camlin ltd I prepared an action plan in relation to Q12

which accepted by the organization.Many firms in the private, public and voluntary sectorface levels of staff turnover, employee morale and motivation, staff commitment and job

satisfaction that are lower than they would hope. This refers to what we call employee


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engagement. When employee engagement is low, or lower than a firm wants it to be,

productivity and profitability are likely to be severely affected.

The action plan prepared by me will act as a guiding tool as it a has certain criterias

which were not implemented previously.

1.6: Scope of the study

My project in Camlin ltd dealt with Q12 Questions on Employee Engagement and

focusing on the low scoring areas by preparing a follow up in the form of an action plan.

These were then revised accordingly and related changes were made.

During my training period in Camlin ltd I surveyed 8 departments and 400 employees.

This survey was basically done to find out the reasons for lacking commitment of employees and

to enhance their interests to make them perform better and become the best. This ultimately shall

lead to the organization achieve its goal that is maximizing profit along with retaining

employees.


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1.7: Objectives of the study

The basic objective of the study was to help Camlin ltd and the role of Gallup Survey.

The basic objective can be listed as follows:-

To understand the concept of Employee Engagement at Camlin ltd and the role of Gallup

Survey.

To analyze the Survey of Gallup and gain an understanding about the reasons for

dissatisfaction and low employee morale in the company.

To determine which actions need to be restructured so as to promote employee

engagement.

To devise action plan that would help to increase and sustain the levels of employee

engagement.


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CHAPTER-II

Research Methodology


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2.1: Research design

In the broadest sense of the word, the definition of research includes any gathering of

data, information and facts for the advancement of knowledge.

Research is any original and systematic investigation undertaken in order to increase knowledge

and understanding and to establish facts and principles. It comprises the creation of ideas and

generation of knowledge that lead to new and substantial improved insights and/or the

development of new materials, devices, products and processes. It should have the potential to

produce results that are sufficiently relevant to increase knowledge. Good reflective inquiry

produces theories and hypotheses and benefits any intellectual attempt to analyze facts and

phenomena. This search for individual facts or data requires an open-ended question for which

there is no ready answer. Data are gathered through experiments, surveys or other

methodologies. This work of my also shows the Gallup 12 point questionnaire, twelve questions

survey which identifies the strong feelings of employee engagement and the steps which shows

how to drive an engaged employee.

An employee Engagement Satisfaction Survey helps one to determine the present level of

employee. A well-administered satisfaction survey will let us know at what level of

engagement the employees are operating.

After which an action plan was included in my research.

Action plan for Top Management was designed as:

Survey results dissemination needs to start right at the top.


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Support Q12 Team sessions-drive from the top

Sponsor action on survey findings

Set Engagement Target

Remove barriers, reward and excellence

Action plan for HR is as under:

- Facilitate dissemination of survey findings

- Facilitate manager training programs

- Creating accountability around team feedback and action planning

Action plan for Individual Managers is as under:

Share Q12 scorecard with team

Lead Q12 Team Feedback & Action Planning

Focus on first 2 levels of engagement hierarchy for action planning

2.2: Primary data

The data which is collected first hand and which comprises the primary sources.

Primary data can be collected through:

Observation

Interview

Questionnaire


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Here primary data was collected from the scores based on the Gallup Action template. These

scores were obtained after circulating the Gallup Action formats to the various divisional heads.

2.2: Secondary data

Secondary data is of two kinds, internal and external. Secondary data- whether internal or

external is data already collected by others, for purposes other than the solution of the problem

on hand. Secondary data is data taken by the researcher from secondary sources, internal or

external . Previous years data acted as a guiding factor. It helped me access or compare the

level of improvement of the departments.

The other data was obtained from the bulletin boards that were there in the organization.


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1.3 : Company profile

CAMLIN LTD PROFILE

An Introduction:

Camlin Limited is an India-based company. The Company is engaged in the color and stationeryindustry. During the fiscal year ended March 31, 2010 (fiscal 2010), it had 2,000 products. Itsproducts include water colour cakes and tubes, poster colours, wax crayons, oil pastels, plasticcrayons, sketch pens, wooden pencils, scales, erasers, sharpeners, colour pencils, math sets,dissection boxes, engineering boxes, mini-drafters notebooks, mechanical pencils, high-polymer


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leads, fountain pen, fountain ink, white board markers, permanent markers, highlighters, ballpens, gel pens, stamp pads, refills, paint markers, compact disc (CD) markers, carbon papers,glue sticks, artist oil colours, artist acrylic colours, canvas rolls, oil sketching papers, drawinginks, brushes, painting mediums, glass colours, fabric colours, powder colours, fabric glue. Itssubsidiaries include Camlin Alphakids Limited, Camlin North America Inc., USA and Camlin

International Ltd.

Milestone

1946 The Company was incorporated on 24th December, as a private limited company

with the main object of taking over the running business of M/s. Dandekar, & Co.,

which was founded by late G.P. Dandekar and D.P. Dandekar in 1931 atGirgaum, Mumbai. The company manufacture stationary products, art materials

and pharmaceuticals. The Company was converted into a public limited company

on 24th March, 1988 and the name was changed to Camlin Ltd.

The initial product range of M/s. Dandekar & Co., comprised of ink tablets, fountainpen

ink, office adhesives, sealing wax, school chalks, brilliantine, pain balm, etc.

which took part in business activities in 1939 and was shifted to Mahim, Mumbai.

1964 The Company embarked on the first diversification of products by producing for the first

time in India, the complete range of artist colours, geometry boxes, drawing inks,

painting brushes and canvases. Many products were also added subsequently.

1974 The production of wood cased pencils was taken up in the fully integrated plant in the

industrially backward area of Tarapur, Maharashtra.

1978 In December 1974, 600 shares issued without payment in cash to vendors as part

consideration for taking over their business. Till date, 32,250 shares were issued

as bonus shares by capitalization reserves(2,250 shares in Dec. 1966 in prop.


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1: 2; 10,000 shares in March 1975 in prop 1:1 and 20,000 shares in April in prop.

1:1

1981 As on 31

st

December, the company was holding 6,00,000 fully pay dup equity shares ofM.$ 1 each.

1982 A joint venture company Camlin N.S. Sdn. Bhd set up in Malaysia was closed down with

effect from 28th February, following a directive from the Malaysian Government

in line with its decision to order closure of operations of all the joint venture

companies which were incurring losses over the past many years. After obtaining

necessary approvals from the Ministry of Commerce Government of India, the

Company divested its enter shareholding amounting to M $ 6,80,000

1984 Company took a major step forward by diversifying its manufacturing and marketing

activity into the field of pharmaceuticals, ie., bulk drugs and formulations at

Tarapur.

1986 workers of the pencil factory at Tarapur went on strike with effect from 10th March. The

operations were restarted only on 19th October after signing an agreement with the

Labour Union valid up to 31st March, 1989

1987 Company decided to set up a plant at Tarapur for the manufacture of

Hi-polymer Lead. A technical know-how Agreement valid for a period

of 5 years was concluded in November/December with pilot pen Co.

Ltd., of Japan. In April, 3,200 No. of equity shares of Rs.100 each

issued at par Equity shares then sub-divided. 4,32,000 bonus equity

shares of Rs.10 each issued in prop. 1:1 in October 1987.


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1988 Companys products are market under the brand names of Camel and Camlin. ItsAnalytical Laboratory at Andheri is recognized as a public testing house by StateFood & Drug Administration of Maharashtra and the R&D laboratory is approvedby the Department of Scientific and Industrial Research, Government of India During June, some of the then existing shareholders o the Company offered for

sale 3,00,000 equity shares of Rs.10 each at a premium of Rs.20 per share toenable the Company to list its shares on the recognized Stock Exchanges. Out ofthe total shares offered for sale,15,000 shares were reserved and allotted on apreferential basis to the employees (including Indian working directors) of theCompany. The balance 2,85,000 shares were offered for sale to the public (allwere taken up). During June, the company offered 1,00,000 14% securedRedeemable convertible debentures of Rs.240 each for cash at pay out of which,5,000 debentures were reserved for referential allotment to employees/Indianworking directors/workers of the Company (only 2,050 debentures taken up)

The remaining 84,000 debenture, along with the un subscribed 2,950 debentures

were taken up.150 debentures were forfeited during 1988Each debenture consistsof a convertible of Rs.140 and a Non-convertible portion of Rs.100. At the end of

six month From the date of allotment of debentures,Rs.140 of each debenture was

each at a premium ofRs.18 per share. The non-convertible portion of Rs.100 of

each debenture shall be redeemed at par in three equal installments at the end of

7th , 8th and 9th year from the date of their allotment by drawing three equal

lots.96,000 shares issued at par in march 1988. 4,80,000 bonus shares issued in

June 1988 in prop. 1:2 to shareholders prior to the offer for sale to the public.

4,97,550 shares allotted (prem. Rs.18 per debs.) in conversion of debentures.

1989 1.700 shares were allotted (prem. Rs.18 per share) in conversion of debs.

1990 750 share issued in conversion of debs. (prem. Rs.18 per share).

1991 As at 31st March, 1991, the Company revalued its land and buildings and the net surplus

of Rs.330.26 lakhs arising out of it was credited to the revaluation reserve.

1994 Company entered into a marketing alliance with Colart Fine Art & Graphics Ltd. U. K.

The Company embarked upon a project for expanding Manufacturing capacities

of existing bulk drugs/ chemical plant at Tarapur. The Company undertook to

set up a facility for manufacture of industrial grade synthetic adhesives at Taloja

near Mumbai. The Company issued warrants to promote group on preferential


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Allotment basis. Of the 4,60,000 warrants,3,32,000 warrants were converted into

equity shares.

1995 A major fire broke at Tarapur factory due to suspected Electrical short circuit which ledto destruction of godown, raw materials etc. The Company initiated measures

such as introduction of new products, change in product-mix, reduction in

overheads and thrust on higher value addition,

-71,900 No. Of Equity shares allotted in conversion of warrants.

1996 -56,000 No. Of Equity shares allotted in conversion of warrants

1997 -The Joint Venture Agreement with M/s. A.W. Faber-Castell Gmbh & Co. Germany was

terminated by both parties with effect from 30th November.

- The Company redeemed the last installment of 33,340-14% Secured Non-

Convertible Debentures of Rs.100/- each issued in the year 1988.2002

- Camlin Ltd has informed that Mr. S D Dandekar, Executive Chairmanship of theCompany. Mr. D S Dandekar, Managing Director w e f June 01, 2002.

2004 -Camlin Pharma, a division of Camlin Ltd, launched its mosquito repellent body spray,

Repelmos, in the southern states

- Delist from The Delhi Stock Exchange Association Ltd (DSE) with effect fromDecember 11,2004.2005 - Camlin JV with Col Art Fine Art & Graph


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1.4: Statement of the problem:

The basic reason for carrying out this survey was to enhance the level of employee

engagement to bring more effectiveness in the organization. Engagement is important for

managers to cultivate given that disengagement or alienation is central to the problem of


25/40

workers lack of commitment and motivation. An organizations capacity to manage employee

engagement is closely related to its ability to achieve high performance levels and superior

business results.

The first problem is that while analyzing the low scoring areas of each department, the

areas which have scored greater are left out. This should not be the case as these are the

key areas of strengths.

One should also focus on the bottom two levels of the Engagement Hierarchy. These are

the basic needs and individual contribution.

The unit scores should be compared and the differences must be analyzed carefully.

Always review the last page of the report to examine the distribution (the % of 1s,2s,3s,4s

and 5s). The distribution will give you a feel of how far you have to move scores to

increase the numbers

Pay attention to number of people responding to each question

Remember, the workplace quality scorecard is just a tool to keep score of important items

in the workplace.


26/40

1.5: Need of the study

During my training at Tata Motors I prepared an action plan in relation to Q12

which accepted by the organization.Many firms in the private, public and voluntary sectorface levels of staff turnover, employee morale and motivation, staff commitment and job

satisfaction that are lower than they would hope. This refers to what we call employee

engagement. When employee engagement is low, or lower than a firm wants it to be,

productivity and profitability are likely to be severely affected.

The action plan prepared by me will act as a guiding tool as it a has certain criterias

which were not implemented previously.

1.6: Scope of the study

My project in Tata Motors dealt with Q12 Questions on Employee Engagement and

focusing on the low scoring areas by preparing a follow up in the form of an action plan.

These were then revised accordingly and related changes were made.

During my training period in Tata Motors I surveyed 18 departments and 400 employees.

This survey was basically done to find out the reasons for lacking commitment of employees and

to enhance their interests to make them perform better and become the best. This ultimately shall

lead to the organization achieve its goal that is maximizing profit along with retaining

employees.


27/40

1.7: Objectives of the study

The basic objective of the study was to help Tata Motors and the role of Gallup Survey.

The basic objective can be listed as follows:-

To understand the concept of Employee Engagement at Tata Motors and the role of Gallup

Survey.

To analyze the Survey of Gallup and gain an understanding about the reasons for

dissatisfaction and low employee morale in the company.

To determine which actions need to be restructured so as to promote employee

engagement.

To devise action plan that would help to increase and sustain the levels of employee

engagement.


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CHAPTER-II

Research Methodology


29/40

2.1: Research design

In the broadest sense of the word, the definition of research includes any gathering of

data, information and facts for the advancement of knowledge.

Research is any original and systematic investigation undertaken in order to increase knowledge

and understanding and to establish facts and principles. It comprises the creation of ideas and

generation of knowledge that lead to new and substantial improved insights and/or the

development of new materials, devices, products and processes. It should have the potential to

produce results that are sufficiently relevant to increase knowledge. Good reflective inquiry

produces theories and hypotheses and benefits any intellectual attempt to analyze facts and

phenomena. This search for individual facts or data requires an open-ended question for which

there is no ready answer. Data are gathered through experiments, surveys or other

methodologies. This work of my also shows the Gallup 12 point questionnaire, twelve questions

survey which identifies the strong feelings of employee engagement and the steps which shows

how to drive an engaged employee.


30/40


employee. A well-administered satisfaction survey will let us know at what level of

engagement the employees are operating.

After which an action plan was included in my research.

Action plan for Top Management was designed as:

Survey results dissemination needs to start right at the top.

Support Q12 Team sessions-drive from the top

Sponsor action on survey findings

Set Engagement Target

Remove barriers, reward and excellence

Action plan for HR is as under:

- Facilitate dissemination of survey findings

- Facilitate manager training programs

- Creating accountability around team feedback and action planning

Action plan for Individual Managers is as under:

Share Q12 scorecard with team

Lead Q12 Team Feedback & Action Planning

Focus on first 2 levels of engagement hierarchy for action planning


31/40

2.2: Primary data

The data which is collected first hand and which comprises the primary sources.

Primary data can be collected through:

Observation

Interview

Questionnaire

Here primary data was collected from the scores based on the Gallup Action template. These

scores were obtained after circulating the Gallup Action formats to the various divisional heads.

2.2: Secondary data

Secondary data is of two kinds, internal and external. Secondary data- whether internal or

external is data already collected by others, for purposes other than the solution of the problem

on hand. Secondary data is data taken by the researcher from secondary sources, internal or

external . Previous years data acted as a guiding factor. It helped me access or compare the

level of improvement of the departments. Then there were Skip Level meetings that were

organized. This data remains with the HRdepartment which I collected.

The other data was obtained from the bulletin boards that were there in the organization

2.3 : Population

8 Departments were surveyed. The population was examined department wise

2.4: Method of data collection


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The first way was document review.

Data from the focus group interview in the form ofskip level meetings.

Analysis got after collecting and calculating the mean scores from the Q12

questionnaire.

2.5: Data analysis techniques

Data displays structured summaries and charts allowed a condensed view of the data sources

and revealed that some further analysis was needed.

Data for my project was basically obtained by the distribution of the Gallup template which was

circulated to the managers, This format had Gallup Q12 questions in it.

2.6: Limitations

The managers were supportive enough and helped me analyze the past results. There were

certain bottlenecks which I faced during my project. The Gallup organization visited in the

second last week of July. As such there was a bit ofTime Constraint.

Besides there were certain confidential data which was not revealed by the organization.


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CHAPTER- III

DATA PROCESSING AND ANALYSIS


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CHAPTER- IV

Findings


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Gallup WorkplaceGallup Workplace

Audit ItemsAudit Items

SampleSizeSampleSize

(Unit)(Unit)

Sample Disagree.. Strongly AgreeSample Disagree.. Strongly Agree Mean ScoreMean Score

%1%1 %2%2 %3%3 %4%4 %5%5

2.2. I Know what isI Know what isexcepted of me atexcepted of me atwork.work.

1212 00 00 1717 88 7575 4.584.58

3.3. I have theI have thematerials andmaterials andequipment I needequipment I needto do my workto do my work

right.right.

1212 5050 2525 1717 88 00 1.831.83

4.4. At work, I haveAt work, I havethe opportunitythe opportunityto do what I doto do what I dobest every day.best every day.

1111 00 3636 2727 2727 99 3.093.09


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5.5. In the last sevenIn the last sevendays, I havedays, I havereceivedreceivedrecognition orrecognition orpraise for doingpraise for doing

good work.good work.

1212 88 88 1717 5050 1717 3.583.58

6.6. My supervisor, orMy supervisor, orsomeone at worksomeone at workseems to careseems to careabout me as aabout me as apersonperson

1111 99 1818 2727 3636 99 3.183.18

7.7. There is someoneThere is someoneat work whoat work whoencourages myencourages my

development.development.

1212 88 88 5050 1717 1717 3.253.25

CHAPTER- V


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Conclusions


employee. A well-administered satisfaction survey will let us know at what level of engagement

the employees are operating. Customizable employee surveyswill providewith a starting point

towards the efforts to optimize employee engagement. The key to successful employeesatisfaction surveys is to pay close attention to the feedback from the staff. It is important that

employee engagement is not viewed as a onetime action. Employee engagement should

be a continuous process of measuring, analyzing, defining and

implementing.


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Gallup being one of oldest the consulting organization {in

conducting engagement survey} creates a feedback system for

employers that would identify and measure elements of worker

engagement most tide to the bottom line.

Moreover there should also be a proper Action Plan. Action

planning is a process which will help you to focus your ideas and to decide what steps you

need to take to achieve particular goals that you may have. It is a statement of what you want

to achieve over a given period of time. Preparing an action plan is a good way to help you to

reach your objectives in life: don't worry about the future, start planning for it!

It involves:

Identifying your objectives

Setting objectives which are achievable & measurable.

Prioritizing your tasks effectively.

Identifying the steps needed to achieve your goals.

Using lists.

Being able to work effectively under pressure.

Completing work to a deadline. Having a contingency plan

Thus Employee Engagement is a key to successful Organizational Growth.
http://www.kent.ac.uk/careers/sk/time.htmhttp://www.kent.ac.uk/careers/sk/time.htm#Listshttp://www.kent.ac.uk/careers/sk/time.htm#Listshttp://www.kent.ac.uk/careers/sk/time.htm


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CHAPTER- VI

Recommendations


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The basic aim of my project in Tata Motors was to prepare survey the various

departments and then prepare an action plan. The Organization has an action plan

template which is attached to the annexure. The action plans on what all tasks should be

assigned and delegated was designed by me.

Summer Intenship Final Pro

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