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SUMMER INTERNSHIP REPORT ON
A STUDY OF FACTORS OF EMPLOYEE ENGAGEMENT AND ITS IMPACT ON MORALE AT HCCBPL, PILUKHEDI
Submitted By: DR.SANCHITA PAL MBA HR class of 2011 A0102309021
In Partial Fulfillment for the award of MASTER OF BUSINESS ADMINISTRATION PROGRAMME IN HUMAN RESOURCES
AMITY BUSINESS SCHOOL

AMITY UNIVERSITY UTTAR PRADESH
SECOR 125, NOIDA - 201303, UTTAR PRADESH, INDIA 2010
ACKNOWLEDGEMENT
This report is a result of growing sense towards employee
engagement/disengagement and morale in the current state of economy and over all employee welfare and development. An engaged work force is more likely to be happy, productive and retained as compared to a disengaged work force. I am obliged to Hindustan Coca Cola Beverages Private Ltd. for providing me with an opportunity to work as a Summer Trainee.
I would like to thank Mr. Shailendra Bhadoria, Area HR Manager and Mr.Pankaj Srivastava, Executive HR, HCCBPL, Pilukhedi. My increased spectrum of knowledge in this field is the result of his constant supervision and direction that has helped me to absorb relevant and high quality information.
I owe my whole-hearted thanks to Director HR, Dr. Parul Jhajharia , faculty, Amity Business School. Under her mentorship and support and through constant dialogues, I have learnt how to present my views so as to achieve fully the purpose of communication.
I owe my thanks to Dr. Sanjay Srivastava, Additional Director General, Amity Business School, Dr. Taranjeet Duggal , Head of Department MBA HR and Dr. Chandranshu Sinha, Programme Leader MBA (HR)-2011 for their overall support in completing this project and for the motivating spirit.
I would like to thanks all my superiors, family and friends without whom this project of mine would have been difficult to complete.
Dr. Sanchita Pal A0102309021 MBA HR(2009-2011)

Amity Business School Amity University Uttar Pradesh Page 2
CERTIFICATE BY THE FACULTY GUIDE
This is to certify that Dr. Sanchita Pal of MBA (HR), Enrolment Number A0102309021, is a bonafide student of Amity Business School, Amity University- Uttar Pradeshand is presently persuing a post- graduate programme in Management. Under my guidance, she has submitted her project titled A STUDY OF FACTORS OF EMPLOYEE DISENGAGEMENT AND ITS IMPACT ON MORALE AT HINDUSTAN COCA COLA BEVERAGES PVT. LTD. PILUKHEDI, in partial fulfilment of the requirement for the summer internship project during the post graduate programme in Management.
The information provided is authentic and has not been submitted elsewhere.
Dr. Parul Jhajharia Director Human Resource Management Amity Business School Amity University Uttar Pradesh
Amity Business School Amity University Uttar Pradesh
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DECLARATION
I, Dr. Sanchita Pal of Amity Business School, worked on the project a study of factors of employee disengagement and its impact on morale, at Hindustan Coca Cola Beverages Private Ltd, Pilukhedi during my summer training of two months. The project report is an original work and I have not submitted this project in any other institution.
Date:
Place: Noida
Dr. Sanchita Pal MBA HR (2011) A0102309021
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ABSTRACT
Background: Employee engagement is costing the companies more in terms of money, productivity, quality and customer satisfaction and above all a disengaged employee is more likely to leave the organization as compared to a dis-satisfied one. Employee retention is crucial in this present state of recession and ensuring that your work force is fully engaged is very essential for the organizations success. Disengagement is undermining the work force effectiveness and the state of morale of employees depicts the extent of impact of disengagement on the employees. Minimizing this disengagement level across the globe is an effort by all the companies, where many companies are outsourcing their Employee Engagement surveys.
The purpose of this study is to outline the factors that lead to high disengagement among the workers and low morale at HCCBPL, Pilukhedi and provide an action plan for the findings. Also to study the current R & R activities and the various steps by which it is computed at Cola Cola.
Research design/ approach: employee engagement and disengagement has been discussed in brief taking references from various organizations who conduct engagement surveys. A descriptive research design and seven factors have been used for the analysis for example work culture, immediate managers, team building etc.
Data collection and analysis: For data collection the sources have been questionnaire, interviews, discussions, forms websites, newspapers, and journals. A sample of 54
employees was taken for the study, considering that they are the ones who have worked in HCCBPL for six months or more than that.
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Findings: A total of 74.57% of the workforce is engaged and 25.43% is disengaged in the sample of 54 employees. The phenomenon of employee disengagement appears to be highly correlated with leadership, work teams, work culture etc and has a significant effect on customer satisfaction, turnover, retention, and over all business growth. A lower state of morale is significant considering the productivity, dissatisfaction and attrition rate.
Practical implications: the study lists out various high rated factors that contribute to engagement/disengagement. A suitable action plan can reduce the disengagement percentage making the work force more effective, which in turn will lead to higher retention, increased productivity, business performance and an increased morale etc. A study of engagement shows that engaged employees are not just committed, but lead to organizations success as well as personal satisfaction.
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EXECUTIVE SUMMARY
The report aims at the study of factors of employee engagement and its impact on morale at HCCBPL, Pilukhedi. It is an effort to find high rated disengagement factors and to recommend ways to check those factors and increase morale.
The methodology adopted involves data collection through questionnaire, forms and discussions and the analysis done has been detailed in the report.
The findings are that 74.57% of the work force is engaged and rest of the work force is disengaged. The contribution of factors at macro level and micro level enabled to list out seven factors contributing more to disengagement at HCCBPL, Pilukhedi. Factors like reward and recognition, approachability of HR department and senior management found their place in high rated disengagement factors. The low morale as observed has been an outcome of these factors as well as entities like job satisfaction, recent recession and work environment etc.
The report finds that the organization needs to work towards these factors to have a more engaged and involved work force. The major areas need remedial action by the management.
Recommendations discussed include the action plan. Also a strong leadership, more participative management practices, more training, proper job person fit, praising the employees for their contributions etc is needed.
The report also outlines the limitations of the analysis conducted as in employees may be biased in providing information and the study is limited to only permanent staff which includes executives and above level employees(Managers).
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Table of Contents
Acknowledgement .2 Certificate by faculty guide ...3 Declaration .4 Abstract ..5 Executive summary 7 Chapter 1: Introduction...9 Chapter 2: Company profile ....13 Chapter 3: Scope and objectives ...17 Chapter 4: Literature review .........19 Chapter 5: Research methodology ............ 26 Chapter 6: Action plan and data collection...... 29 Chapter 7: Data analysis ....... 24 Chapter 7: Results and conclusion .......... 31 Chapter 8: Suggestions ...... 45 Chapter 9: Limitations ..... 63 Bibliography ........ Annexure .........
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The challenge today is not just retaining talented people, but fully engaging them, capturing their minds and hearts at each stage of their work lives (Lockwood, 2007, p.1)
People want to contribute more. But they say their leaders and supervisors unintentionally put obstacles in their paths. - Towers Perrin
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Anger, fear, depression and fatigue These are the feelings of many employees today. And those emotions dont get checked in at the door. A bad economy has many employees feeling stressed out and apathetic about their jobs, resulting in employee disengagement2. The project carried out at HCCBPL, was A STUDY OF FACTORS OF EMPLOYEE ENGAGEMENT AND ITS IMPACT ON MORALE AT HCCBPL, PILUKHEDI.
Employee disengagement is becoming an epidemic with various research results showing an increased disengagement among employees across the globe. Consider those situations where the cost of disengagement is fairly visible and a post mortem of high profile organizations often point how employees with low morale are failing to feel engaged enough to protect their own company, stood on the sidelines and failed to prevent a major disaster.3 One of the most salient career paradigm shifts has been the change from job security to employability security. Today, the engagement and retention of high potential talent is a competitive advantage to all organizations. Several recent studies provide some answers to this statement.4
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Disengagement is the state in which the employee stays with the organization but has lost his interest in his job and spreads the same to others by constant complaints and disinterest in the environment. An organizations capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. 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. They form an emotional connection with the company. This impacts their attitude towards the companys clients, and thereby improves customer satisfaction and service levels 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 Makes the employees effective brand ambassadors for the company
Methods Of Engagement The workforce engagement can be enhanced with the help of following which has been outlined by many organizations and researchers: 1. Communication: it provides employees with visibility to the effects of contributions,
supports and encourages employee involvement in decision making.
2. Clarity: leaders must communicate a clear vision so that people know organizations goals and their own goals. 3. Congratulate: people must be praised for their contribution
4. Confidence: a high ethical and performance standard should be created. 5. Connect: leaders must show that they value their employees. Employee focused initiatives such as profit sharing and implementing work life balance initiatives are important. 6. Career: leaders should provide with challenging work with opportunities for growth as most people want to do new things in their job. 7. Contribute: people want to know if their input matters and that they are contributing to the organizations growth in a meaningful way. 8. Convey: leaders should clarify their expectations and provide feedback on their functioning to employees. Good leaders help people master their important task and facilitate goal achievement. 9. Control: employees value control over the flow and pace of their jobs and leaders can create opportunities for employees to exercise this control. 10. Collaborate: to engage team building should be encouraged by the leaders. 11. Credibility: leaders should strive to maintain a companys reputation and demonstrate high ethical standards. People should be proud of their jobs and performance along with their organizations.
Morale: Disengagement largely affects morale, a disengaged employee loses the interest in his/her job and is contributing less to the job which further leads him/her to look for new sources of employment. Morale plays an equally important role in retention, productivity, employee performance and overall effectiveness of an organization. An employee with low morale if disengaged is a burden on an organization as he/she doesnt provide a viable input to the processes and production of the company. A workplace with low morale is not so conducive and an organization needs constant efforts to boost the employee morale and make the work place more effective as well as engaged. An organization should work to make its workforce engaged with high morale to achieve sustainable organizational success and growth.s
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HINDUSTAN COCA-COLA BEVERAGES PRIVATE LTD.
ABOUT THE COMPANY Coca-Cola was the leading soft drink brand in India until 1977, when it left rather than reveal its formula to the Government and reduce its equity stake as required under the Foreign Regulation Act (FERA) which governed the operations of foreign companies in India.
Coca-Cola re-entered the Indian market on 26th October 1993 after a gap of 16 years, with its launch in Agra. An agreement with the Parle Group gave the Company instant ownership of the top soft drink brands of the nation. With access to 53 of Parles plants and a well set bottling network, an excellent base for rapid introduction of the Companys International brands was formed.
The Coca-Cola Company acquired soft drink brands like Thumps Up, Goldspot, Limca, Maaza, which were floated by Parle, as these products had achieved a strong consumer base and formed a strong brand image in Indian market during the re-entry of Coca-Cola in 1993.Thus these products became a part of range of products of the Coca-Cola Company.
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In the new liberalized and deregulated environment in 1993, Coca-Cola made its re-entry into India through its 100% owned subsidiary, HCCBPL, the Indian bottling arm of the Coca-Cola Company. However, this was based on numerous commitments and stipulations which the Company agreed to implement in due course. One such major commitment was that, the Hindustan Coca-Cola Holdings would divest 49% of its shareholding in favor of resident shareholders by June 2002.
Coca-Cola is made up of 7000 local employees, 500 managers, over 60 manufacturing locations, 27 Company Owned Bottling Operations (COBO), 17 Franchisee Owned Bottling Operations (FOBO) and a network of 29 Contract Packers that facilitate the manufacture process of a range of products for the company. It also has a supporting distribution network consisting of 700,000 retail outlets and 8000 distributors. Almost all goods and services required to cater to the Indian market are made locally, with help of technology and skills within the Company. The complexity of the Indian market is reflected in the distribution fleet which includes different modes of distribution, from 10tonne trucks to open-bay three wheelers that can navigate through narrow alleyways of Indian cities and trademarked tricycles and pushcarts.
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ABOUT HCCBPL PILUKHEDIThe M/s Hindustan Coca-Cola Beverages Private Limited( HCCBPL), subsidiary unit of Coca-Cola India, Asia Division has set up a unit for bottling of aerated drinks and packaged drinking water at Pilukhedi Indusrial area of Madhya Pradesh Audyogik Kendriya Vikas Nigam( MPAKVN) Dist. Rajgarh.
Hccbpl Pilukhedi At A Glance: Total area Unit in operation from Installed capacity Water source Number of permanent associates :28.8 acres :Apr 2000 :RGB 600 BPM,PET 100 BPM :Supplied by AKVN from Parvati River :136
Unit Awards And Achievements First unit in the country to get Gold safety award in Apr2009 Won Golden Peacock award for Environment Management System in June2009 Won HCCB Max SLE PET Bronze award in Oct2009
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VALUES The values that the employees in the Company are expected to keep up to and work by regularly are as follows: LEADERSHIP: Create a sustainable tomorrow for our business INTEGRITY: Be open, honest, ethical and respect each other. EMPOWERMENT: Decisions are made at the appropriate level. PASSION: Winning with our brands, consumers, customers and quality TEAMWORK: To unite for greater strength and work collectively as a group towards the achievement of common goals. CITIZENSHIP: Commitment to local stakeholders by consistent engagement and environmental practices. ACCOUNTABILITY: We act on what we agree and expect the same of others.
VISION FOR SUSTAINABLE GROWTH To make every Indians first choice of refreshment available within easy reach.
MISSION To build consumer-driven, customer focused, profitable, sustainable and socially responsible business in India.
QUALITY POLICY To ensure customer delight, we commit to quality in our thoughts, deeds and actions by continually improving our processesEvery time.
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MANAGEMENT
RVP: Milind Pingle AOD: Durgesh Telang
MANAGEMENT TEAM Area HR Manager: Shailendra Bhadoria Area Finance Manager: Manish Maloo General Sales Manager: Sunil Pissey
Production Manager: B. Venkateswarulu QA Manager: Rajkumar Tinkar Logistics Manager: Navin Sharma
Area Sales Manager: Kavindra Sharma Pankaj Parsai Pradeep Kumar Dwivedi CDE Manager: Amit Rai Area Capability Manager: Sachin Dakate Area Channel Manager: Tarun Purohit RTM Manager: Vishal Govil
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The scope and objectives of the study are as follows: The scope of this study extends from employee retention to engaging the work force to a larger extent to attain individual as well as organizations growth and success.
Objectives: 1. To find the factors that affect employee engagement. 2. To find the total percentage of engaged and disengaged workforce respectively. 3. To find the high rated disengagement factor. 4. To find the high engagement factors. 5. To analyze the impact of disengagement on morale. 6. To provide an action plan to check the disengagement factors
WHY STUDY DISENGAGEMENT AT HCCBPL, PILUKHEDIHCCBPL operates its plants with the help of its large workforce permanent as well as contract labour.. As per my personal observation and discussions following aspects can be outlined for conducting the study: Productivity issues Conformance to quality and quality related issues Retention issues Customer satisfaction Business performance Recession and cost reduction
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Work force alignment with the organizations mission, vision and growth. Safety Higher rate of dissatisfaction
PARAMETERS The study includes seven parameters of engagement; they are as follows: 1. Working conditions 2. Team building/good working relations 3. Immediate manager 4. Senior leaders 5. Policies and procedures 6. Rewards and recognition 7. Work culture.
Finding the factor that leads to disengagement among workers can ensure a corrective measure to engage the work force, lead to higher retention, better business performance, decreased cost, increased work place morale and customer satisfaction.
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Employee engagement was conceptualized by Katz and Kahn (The social Psychology of organizations). Psychologist William Kahn drew on studies of work roles and organizational socialization to investigate the degrees to which people occupy job roles. He used the terms Personal engagement and Personal disengagement to represent two ends of a continuum. At the Personal Engagement end individuals fully occupy themselves physically, intellectually and emotionally in their work roles. At the Personal Disengagement end they uncouple themselves and withdraw from the role.10 Employee engagement is the extent of employees commitment, work effort and desire to stay in an organization. Caterpillar Corporation Engagement: The extent to which employees commit to something or someone in their organization, how hard they work and how long they stay as a result of that commitment. Corporate leadership council
Employee engagement is the involvement with and enthusiasm for work. The Gallup organization11
What creates employee engagement? Seigts et al. (2006) summarized the literature on employee engagement stating that engagement factors deal with connection, career advancement, clarity in communication, conveyance of expectations, congratulations or recognition, contributions, control over own job, collaboration between employees, credibility in leaders and confidence in the company. These ten employee engagement factors are elements within the workplace that attract, focus, and keep the most talented employees (Buckingham, et al. , 1999, p. 28).
According to Lockwood (2007), it should be the mission of HR to create a work environment that encourages engagement as well as attracts potential employees.14 Employee Engagement first: No company, small or large, can win over the long run without energized employees who believe in the firms mission and understand how to achieve it. Thats why you need to take the measure of employee engagement at least once a year through anonymous surveys in which people feel completely safe to speak their minds. -Jack and Suzy Welch15
Categories of Employee Engagement
According to the Gallup the Consulting organization there are there are different types of people:-
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
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 coworkers.
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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 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 disengaged workers can cause great damage to an organization's functioning .
The Hewitt Associates define Employee engagement as: Employee engagement is the state of emotional and intellectual commitment to an organization or group producing behavior that will help fulfill organizations promise to customers and in so doing improve business results. Engaged employees: Stay they have an intense desire to be a part of the organization and they stay with that organization. Say: They advocate for the organization by referring potential employees and customers, are positive with co workers and are constructive in their criticism. Strive: They exert extra effort and engage in behaviors that contribute to business success. Importance of Engagement
Engagement is important for managers to cultivate given that disengagement or alienation is central to the problem of workers lack of commitment and motivation (Aktouf). Meaningless work is often associated with apathy and detachment from ones works (Thomas and Velthouse). In such conditions, individuals are thought to be estranged from their selves (Seeman, 1972) .Other Research using a different resource of
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engagement (involvement and enthusiasm) has linked it to such variables as employee turnover, customer satisfaction loyalty, safety and to a lesser degree, productivity and profitability criteria (Harter, Schnidt & Hayes, 2002).
There are various engagement models, for example: Katz and Kahn: They identified three levels Joining and staying in the organization: this includes recruitment into the company, low absenteeism and low turnover Dependable behavior: these indicators relate to meeting or exceeding standards of job performance. Innovative behavior: this level goes beyond individual roles to how people collaborate with colleagues, make suggestions to improve organization, and work to improve the organizations standing in the external environment.
The Gallup Q 12 employee engagement model: Gallup began creating a measurement and feedback system for employers that would identify elements of employee engagement closely linked to the bottom like. Factors such as: Retention Customer loyalty Profitability Productivity and Safety
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Gallup came up with Q12 survey that identifies strong feelings of employee engagement. Results from the survey appear to show a strong correlation between high scores and superior job performance.
FACTORS LEADING TO EMPLOYEE ENGAGEMENT-
Studies have shown that there are some critical factors which lead to Employee engagement. Some of them identified are:-
Career Development- Opportunities for Personal Development Organizations with high levels of engagement provide employees with opportunities to develop their abilities, learn new skills, acquire new knowledge and realise their potential. When companies plan for the career paths of their employees and invest in them in this way their people invest in them. Career Development Effective Management of Talent Career development influences engagement for employees and retaining the most talented employees and providing opportunities for personal development.
Leadership- Clarity of Company Values Employees need to feel that the core values for which their companies stand are unambiguous and clear. Leadership Respectful Treatment of Employees Successful organizations show respect for each employees qualities and contribution regardless of their job level. Leadership Companys Standards of Ethical Behavior A companys ethical standards also lead to engagement of an individual
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Empowerment Employees want to be involved in decisions that affect their work. The leaders of high engagement workplaces create a trustful and challenging environment, in which employees are encouraged to dissent from the prevailing orthodoxy and to input and innovate to move the organization forward.
Image How much employees are prepared to endorse the products and services which their company provides its customers depends largely on their perceptions of the quality of those goods and services. High levels of employee engagement are inextricably linked with high levels of customer engagement.
Other factors
Equal Opportunities and Fair Treatment The employee engagement levels would be high if their bosses (superiors) provide equal opportunities for growth and advancement to all the employees Performance appraisal Fair evaluation of an employees performance is an important criterion for determining the level of employee engagement. The company which follows an appropriate performance appraisal technique (which is transparent and not biased) will have high levels of employee engagement. Pay and Benefits The company should have a proper pay system so that the employees are motivated to work in the organization. In order to boost his engagement levels the employees should
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also be provided with certain benefits and compensations.
Health and Safety Research indicates that the engagement levels are low if the employee does not feel secure while working. Therefore every organization should adopt appropriate methods and systems for the health and safety of their employees. Job Satisfaction Only a satisfied employee can become an engaged employee. Therefore it is very essential for an organization to see to it that the job given to the employee matches his career goals which will make him enjoy his work and he would ultimately be satisfied with his job. Communication The company should follow the open door policy. There should be both upward and downward communication with the use of appropriate communication channels in the organization. If the employee is given a say in the decision making and has the right to be heard by his boss than the engagement levels are likely to be high. Family Friendliness A persons family life influences his wok life. When an employee realizes that the organization is considering his familys benefits also, he will have an emotional attachment with the organization which leads to engagement
Morale: It is a state of mind and emotions affecting the attitude and willingness to work, which in turn, affects individual and organizations objectives. Where does it reside? It resides in the minds and emotions of individuals and in the reactions of their group (groups). Theo Haimann
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What does it affect? 1. It affects an employees or groups willingness to work and cooperate in the best interests of the individual, groups and the organizations for which they work 2. It affects the employees and executives in their interactions. Ultimately, it affects the consumers and the community.
Morale can be measured using the options stated below: Observation General meetings Questionnaires Company records and reports Speaking with a departing personnel Outside consultants
Indicators of low morale: 1. Work place conflicts 2. Absenteeism 3. Stress 4. Trouble with the supervisor. 5. Performance shortcomings 6. Lack of pride in work 7. Wastage and spoilage 8. High labor turnover
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Tools for building work place morale: Motivation Team building Provide regular feedback Training and development Effective leadership Effective communication
There is only one way to know how good morale really is in your company, ask the people who work there.
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Research Design A descriptive research design was followed. The target area was the employees in the Plant as well as Sales Office of the organization. The research was done to find out what are the factors at macro level that lead to engagement and disengagement and then further find the high rated disengagement and engagement factors.
Research Approach For this research, the research approach was survey, by visiting the various departments in the organization and doing survey. Survey was the best suited to fulfill the purpose of this research work, because it helped to know whether the employee are employees are able to maintain balance between work life and personal life.
Sample Size The sample size for this survey consisted of 54 employees. The total population was 105 in the desired category. The employees selected were executives and above level.
RESEARCH TOOL The instrument used for research was questionnaire and an individual information form. The respondents were evaluated using a pre-formatted questionnaire (Questionnaire I annexure) and an Individual information form (Individual information form annexure). The project was concerned about collecting information regarding the various factors affecting the employee engagement and disengagement.
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PARAMETERS: The parameters which were taken were: Working conditions - it relates to overall work environment, roles and what all resources the employee has been provided with. Rewards and recognitions everyone wants to be praised for his/her work and be recognized in the work place. It is one of the factors that boost morale and engagement. Team building this engagement driver focuses on the significance of the influence that an employees colleagues have on his/her level of employee engagement. Immediate manager personal relationship with ones manager is the degree to which an employee values the relationship that he/she is having with their direct manager. Senior management the senior leaders refers to the senior management other than the immediate superior of an employee. Work culture this driver refers to the culture at the work place. How open the company and managers are towards the opinions of the employees. Policies and procedures refers to various policies and procedures of the company regarding the operations and work.
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SCALING TECHNIQUE: Likert Scale is used in the questionnaire administered for the study. Developed by Rensis Likert, a Likert Scale is widely used rating scale that requires respondents to indicate a degree of agreement or disagreement with each of a series of statements about the factors undertaken. The scale used is a 7 point scale with following response categories: 0. No opinion 1. Strongly disagree 2. Disagree 3. Somewhat disagree 4. Somewhat agree 5. Agree 6. Strongly Agree
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The following action plan has been undertaken: Step 1: Developing an approach to the problem It involved formulation of objective, making rough information needs, what all data was required, various factors to be considered, analyzing the secondary data and discussions with various department heads i.e. HR, operations and maintenance and the employees helped in giving inputs as and when required.
Step 2: Basis for collecting primary data Review of company manuals, books, journal and the assistance of the industry guide helped in the formulation of objectives. It helped in defining the problem more precisely and what are the factors to be considered helped in formulating research design and also formed the basis for collecting primary data.
Step 3: Distribution of questionnaire to the employees and collection of data Distribution of the questionnaire in Pilukhedi plant and Sales Office at Bhopal. I preferred to let them fill the questionnaire themselves, so that the workers can provide thoughtful information. But to many others I personally stated the questions and marked the responses provided by them. I also mailed the questionnaire to some of the respondents and received their responses through mail.
Step 4: Data analysis The data so collected was compiled in excel. After the compilation of the data, data analysis was done, which has been discussed in detail later.
Step 6: Suggestions and action plan Suggestions and action plan for the findings have been attached after data analysis.
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DATA COLLECTION:
The research was conducted using a combination of Primary as well as Secondary data: Following are the sources for data collection: Primary Data
Questionnaire Interview
Secondary Data
Newsletters articles Websites Newspapers Personal discussion with various department heads
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DATA ANALYSIS: Data analysis has been done using excel. For percentage calculation and drawing graphs excel was used. The questionnaire was segregated into various factors which were analyzed at macro level and then at micro level. For the final findings only the percentage obtained from the responses 4, 5 and 6 was taken for calculating engagement.
PROCEDURE: Each of the above sub scale/ parameters is composed of four to eight questions which is rated on Likert scale. Respondent were asked to rate the scale as strongly agree, strongly disagree, neither agree nor disagree, somewhat disagree, somewhat agree, and agree. Each response was assigned a weight as mentioned above. The lower score indicated that respondent strongly disagrees to a particular statement and so on.
The analysis has been divided into three parts:

Part I: it comprises of calculation of percentage for each and every employee based on their responses for the 49 questions and finding the percentage for the engaged and disengaged work force. Part II: It consists of calculation of percentage on the basis of response obtained for individual questions. For the final conclusion only the percentage for the response ranked 4, 5 and 6 was taken. Final factors were shortlisted from macro factors from the basis of lowest percentage. PART III: It consists of calculation of contribution of various parameters towards engagement, where the percentage is calculated as 74.57% and then depicted by horizontal bar diagram, where 74.57 being the percentage of engaged workforce as found in the analysis.
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PART - I HOW MUCH WORKFORCE IS ENGAGED AND DIS-ENGAGED? The segregation of the work force of 54 employees into engaged and disengaged:
25.43%
Engaged 74.57% Disengaged
Sl. No. Engaged Disengaged Total number of employees
Percentage of the total sample 74.57% 25.43 % 54
Interpretation: Figure 1 shows the classification of the total employees into either engaged or disengaged based on the data obtained. It shows that a total of 74.57 % workforce is engaged and 25.43 % are disengaged as shown in the diagram.
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PART II Employee Engagement (Question wise) It shows the percentage breakage question-wise, as obtained from the responses of the employees towards the survey: [Scales taken - 0: no opinion, 1: strongly disagree and 6: strongly agree]
1. Working Conditions: Sl. no. 1 When working my company inspires and motivates me to perform to the best of my abilities everyday. 2 I have a clear idea of the role of my present job in my company. 3 To perform to the optimum Im provided with adequate resources like computer, phone, work station, stationary etc. 4 The company provides me with good opportunities to develop my skills that empowers me to carry out multitasking. 5 In the work place, I feel that there are sufficient opportunities for me to improve my skills to excel. 5.6 0.0 3.7 9.3 25.9 38.9 16.7 0.0 3.7 5.6 7.4 29.6 35.2 18.5 0.0 0.0 1.9 5.6 27.8 44.4 20.4 1.9 1.9 1.9 3.7 18.5 37.0 35.2 0.0 1.9 0.0 11.1 27.8 44.4 14.8 Questions 0 (%) 1 (%) 2 (%) 3 (%) 4 (%) 5 (%) 6 (%)
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Working Conditions
81% In the work place, I feel that there are sufficient opportunities for me to improve my skills to excel. The company provides me with good opportunities to develop my skills that empowers' me to carry out multitasking. To perform to the optimum I am provided with adequate resources at my workplace like safety equipments, clothes etc. 19%
83% 17%
7%
93% SATISFIED % DISSATISFIED % 91%
I have a clear idea of the role of my present job in my company. When working my company inspires and motivates me to perform to the best of my abilities everyday. 0%
9%
87% 13% 50% 100%
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2. rewards and recognitions: 6 For my contributions/accomplishments to the company, I receive adequate recognition other than the compensation. 7 Today in my company the recognition programs instituted are more effective than earlier. 46 The medical insurance policy given by my company is sufficient for me and my family. 47 In my organization, I have opportunities to learn and grow. On a scale of 1-6, rate the birthday celebration practices at your company(1 being the lowest score) 49 I am satisfied by the picnics, outings and other activities organized by the company. 11.1 7.4 5.6 7.4 16.7 37.0 14.8 11.1 9.3 11.1 11.1 16.7 27.8 13.0 had 0.0 3.7 3.7 16.7 16.7 40.7 18.5 3.7 0.0 14.8 9.3 16.7 38.9 16.7 11.1 3.7 7.4 16.7 18.5 31.5 11.1 3.7 3.7 18.5 18.5 24.1 25.9 5.6
48
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Reward and Recognition

I am satisfied by the picnics, outings and other activities organized by the company. 69% 31%
On a scale of 1-6, rate the birthday celebration practices at your company(1 being the lowest score).
57% 43%
In my organization, I have had opportunities to learn and grow.
76% 24%
The medical insurance policy given by my company is sufficient for me and my family.
SATISFIED %72% 28% DISSATISFIED % 61% 39%
Today in my company the recognition programs instituted are more effective than earlier. For my contributions/accomplishments to the company, I receive adequate recognition other than the compensation. 0% 20%
56% 44% 40% 60% 80%
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3. team building/ good working relationships: 8 At my work place my co-workers give due importance to my thoughts and feelings. 9 At my work place an environment of trust is fostered within the work groups. 10 In my company my co workers demonstrate positive attitude. 11 My associates or fellow employees are committed to doing quality work. 0.0 0.0 0.0 13.0 22.2 46.3 18.5 1.9 1.9 5.6 13.0 33.3 38.9 5.6 0.0 1.9 5.6 11.1 25.9 38.9 16.7 3.7 5.6 1.9 14.8 24.1 29.6 20.4
Working Relations
My associates or fellow employees are committed to doing quality work. 87% 13%
In my company my co - workers demonstrate positive attitude.
78% 22%
At my work place an environment of trust is fostered within the work groups.
81% 19% SATISFIED % DISSATISFIED %
At my work place my co-workers give due importance to my thoughts and feelings.
74% 26%
0%
50%
100%
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4. Immediate manager: 12 In the work place, I get all the support I need to succeed from my manager. 13 When it comes to performance my manager holds the concerned team members appropriately accountable for performance. 14 My manager demonstrates a personal commitment to my continuous learning and development. 15 I have confidence in the decisions made by my manager. 16 My manager is adept at developing a positive team atmosphere at the work place. 17 My manager provides timely feedback that allows me to improve on my performance. 18 My manager is always available to answer my questions/queries or concerns. 19 My manager respects my thoughts and feelings. 20 My manager takes the initiative to drive things forward. 3.7 3.7 9.3 11.1 16.7 31.5 24.1 0.0 7.4 3.7 11.1 22.2 31.5 24.1 0.0 3.7 5.6 13.0 7.4 50.0 20.4 1.9 5.6 7.4 18.5 16.7 31.5 18.5 3.7 7.4 11.1 7.4 22.2 35.2 13.0 0.0 1.9 0.0 13.0 29.6 24.1 31.5 1.9 3.7 3.7 13.0 33.3 31.5 13.0 5.6 5.6 3.7 13.0 22.2 37.0 13.0 1.9 1.9 5.6 14.8 18.5 29.6 27.8
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IMMEDIATE MANAGER
My manager takes the initiative to drive things forward. My manager respects my thoughts and feelings. My manager is always available to answer my questions/queries or concerns. My manager provides timely feedback that allows me to improve on my performance. My manager is adept at developing a positive team atmosphere at the work I have confidence in the decisions made by my manager. My manager demonstrates a personal commitment to my continuous learning When it comes to performance my manager holds the concerned team - In the work place, I get all the support I need to succeed from my manager. 0% 15% 22% 28% 24% 50% 72% 78% 78% 67% 70% SATISFIED % DISSATISFIED % 85% 78% 72% 76% 100%
28% 22% 22% 33% 30%
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5. Senior leaders: 21 Employee opinions and suggestions are given due consideration by senior management. 22 Then senior management level in my company is open, honest and transparent in communication. 23 Within my company the senior management is accessible and approachable as and when required. 24 Within my company the important decisions are regularly communicated to the employees. 25 The senior management ensures that they balance employees interests with that of the organization. 26 The senior management level in my company displays resolve when it comes to keeping the commitment. 27 The management of my company is open and generous even with small things. 9.3 5.6 9.3 13.0 25.9 24.1 13.0 3.7 5.6 11.1 16.7 27.8 25.9 9.3 9.3 5.6 7.4 22.2 33.3 16.7 5.6 0.0 5.6 5.6 13.0 37.0 25.9 13.0 1.9 5.6 3.7 16.7 33.3 33.3 5.6 7.4 3.7 5.6 25.9 25.9 20.4 11.1 5.6 5.6 9.3 22.2 29.6 24.1 3.7
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Senior Leaders
The management of my company is open and generous even with small things. The senior management level in my company is resolved when it comes to keeping the commitment. The senior management ensures that they balance employees' interests with that of the organization. Within my company the important decisions are regularly communicated to the employees. Within my company the senior management is accessible and approachable as and when required. Then senior management level in my company is open, honest and transparent in communication. Employee opinions and suggestions are given due consideration by senior management. 0% 20% 40% 24% 72% 28% 57% 43% 57% 43% 60% 80% 63% 37% 63% 37% 56% 44% SATISFIED % DISSATISFIED % 76%
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6. work culture 28 Within my company the people have a good time while working. 29 I am encouraged to learn from my mistakes. 30 At my workplace the work gets done by following the processes, without having to do any personal intervention/influence. 31 Most of the decisions in my organization are made at the appropriate levels. 32 My company actively looks after the well being of all its employees. 33 Within my company, as a professional, I feel that I can question a policy or practice in ay forum, without fear of being penalized. 34 My organization is always open to new ideas and initiatives. 35 I believe my company acts on the feedback given by the employees. 45 Within my organization there is adequate communication about various changes taking place. 7.4 7.4 5.6 16.7 25.9 33.3 3.7 3.7 3.7 3.7 11.1 33.3 25.9 18.5 0.0 0.0 0.0 16.7 24.1 44.4 14.8 0.0 0.0 5.6 27.8 24.1 33.3 9.3 0.0 3.7 1.9 9.3 29.6 40.7 14.8 5.6 3.7 0.0 9.3 33.3 35.2 13.0 3.7 1.9 3.7 13.0 18.5 44.4 14.8 0.0 0.0 5.6 9.3 3.7 55.6 25.9 0.0 0.0 5.6 13.0 37.0 27.8 16.7
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Work Culture
Within my organization there is adequate communication about various changes taking place. I believe my company acts on the feedback given by the employees. My organization is always open to new ideas and initiatives. Within my company, as a professional, I feel that I can question a policy or practice in ay forum, without My company actively looks after the well being of all its employees. Most of the decisions in my organization are made at the appropriate levels. At my workplace the work gets done by following the processes, without having to do any personal I am encouraged to learn from my mistakes. Within my company the people have a good time while working. 0% 15% 19% 22% 15% 19% 50% 22% 17% 33% 67% 37% 63% 78% 83% SATISFIED % DISSATISFIED % 85% 81% 78% 85% 81% 100%
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7. Policies and procedures: 36 My company has instituted practices and programs that help me address my personal responsibilities. 37 My companys policies and procedures create an effective work environment. 38 I understand the policies laid down by my company well. 39 In my company the policies are implemented in work and spirit. 40 I feel the policies laid down by my company are standardized across similar functions and work groups. 41 The mission or purpose of my organization makes me feel my job is important. 42 Our companys HR department does an excellent job of addressing employee issues. 43 In my company, managers and supervisors effectively support in implementation of the HR programs. 44 I feel out HR department is highly approachable and aware of the employee issues. 3.7 13.0 14.8 7.4 11.1 31.5 18.5 5.6 3.7 5.6 11.1 31.5 31.5 11.1 7.4 14.8 5.6 16.7 14.8 29.6 11.1 5.6 0.0 1.9 3.7 18.5 42.6 27.8 1.9 0.0 5.6 14.8 31.5 25.9 20.4 0.0 0.0 13.0 13.0 14.8 37.0 22.2 3.7 1.9 1.9 7.4 25.9 40.7 18.5 0.0 1.9 0.0 7.4 29.6 40.7 20.4 3.7 3.7 3.7 11.1 29.6 35.2 13.0
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POLICIES AND PROCEDURES
I feel out HR department is highly approachable and aware of the employee issues. In my company, managers and supervisors effectively support in implementation of the HR programs. Our company's HR department does an excellent job of addressing employee issues. The mission or purpose of my organization makes me feel my job is important. I feel the policies laid down by my company are standardized across similar functions and work groups. In my company the policies are implemented in work and spirit. I understand the policies laid down by my company well. My company's policies and procedures create an effective work environment. My company has instituted practices and programs that help me address my personal responsibilities.
61% 39% 74% 26% 56% 44% SATISFIED % DISSATISFIED % 89% 11% 78% 22% 74% 26% 85% 15% 91% 9% 78% 22% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
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PART III: Calculation of percentage contribution of each dimension towards 74.57 % of engagement: Factors Working Conditions Rewards & Recognition Team Building Immediate Manager Senior Leaders Work Culture Policies and Procedures % 87.06 65.12 80.09 75.07 63.49 77.94 76.25
Interpretation: Table shows the contribution of the major parameters towards the 74.57 % engagement found in the analysis. The analysis shows that Senior leaders is the dimension that contributes the lowest to the existing engagement level and Working conditions is the dimension that contributes the maximum in the engagement scores of the employees at HCCBPL, Pilukhedi. This has been further depicted in FIGURE 4 in the RESULTS AND CONCLUSIONS part.
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Following are the results and conclusion/findings of the study: 1. In HCCBPL, Pilukhedi( Plant as well as Sales Office), out of 54 employees 74.57% of the sample is engaged and 25.43% disengaged.
25.43%
Engaged Disengaged
74.57%
Figure 1
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2. High rated disengagement factors are :

Disengagement Factors (High Rated)
%age Disagree
Q6
For my contributions/accomplishments to the company, I receive adequate recognition other than the compensation.
44.4
Q21 Employee opinions and suggestions are given due consideration by senior management. Q22 Then senior management level in my company is open, honest and transparent in communication. Q25 Within my company the important decisions are regularly communicated to the employees. Q42 Our companys HR department does an excellent job of addressing employee issues. Q48 On a scale of 1-6, rate the birthday celebration practices at your company(1 being the lowest score)
27.8
42.6
44.4
44.4
42.6
This table shows the factors obtained after analysis as the disengagement enablers for the work force. Here the maximum contribution is by recognition received and lowest is the birthday celebration practice followed in the organization. It was obtained by selecting the factor which contributed least to engagement among the 7 macro factors. The same has been depicted in figure 2 below.
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On a scale of 1-6, rate the birthday celebration practices at your company(1 being the lowest score). Our company's HR department does an excellent job of addressing employee issues. The senior management ensures that they balance employees' interests with that of the organization. Then senior management level in my company is open, honest and transparent in communication. Employee opinions and suggestions are given due consideration by senior management. For my contributions/accomplishments to the company, I receive adequate recognition other than the compensation. 0% 20% 40%
57% 43% 56% 44% 56% 44% SATISFIED % DISSATISFIED % 57% 43% 57% 43% 56% 44% 60% 80%
Figure 3
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3. High engagement factors are as follows:
Engagement Factors (High Rated)

Q1
When working my company inspires and motivates me to perform to the best of my abilities everyday.
%age agree 87.0
Q2 Q3
I have a clear idea of the role of my present job in my company. To perform to the optimum Im provided with adequate resources like computer, phone, work station, stationary etc.
90.7 92.6
Q11 Q37 Q41
My associates or fellow employees are committed to doing quality work. My companys policies and procedures create an effective work environment. The mission or purpose of my organization makes me feel my job is important.
87.0 90.7 88.9
This table shows the factors which maximize the engagement level with their percentage as obtained from the response. The same has been depicted by the figure below.
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The mission or purpose of my organization makes me feel my job is important. My company's policies and procedures create an effective work environment.
89% 11%
91% 9%
My associates or fellow employees are committed to doing quality work. To perform to the optimum I am provided with adequate resources at my workplace like safety equipments, clothes etc. I have a clear idea of the role of my present job in my company. When working my company inspires and motivates me to perform to the best of my abilities everyday. 0%
87% 13% SATISFIED % 93% 7% DISSATISFIED %
91% 9%
87% 13% 20% 40% 60% 80% 100%
Figure 3
Interpretation: Figure shows the factors that are high engagement enablers. According to the employees adequate resources at workplace increases the engagement, and the lowest in the category is fellow employees being committed to do quality work.
It was obtained by selecting the factors which contributed the most to engagement.
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4. The contribution of the parameters towards 71.83 % engagement can be explained as such:
Interpretation: Figure shows the individual contribution of various parameters towards 74.57 % engagement level among workers.
100.00% 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% 19.91% 12.96% 22.06% 23.75% 24.93% 34.88% 36.51% DISSATISFIED % SATISFIED % 87.04% 80.09% 77.94% 76.25% 75.07% 65.12% 63.49%
Figure 4
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Morale: The workers are having a low morale, which can be explained with the help of the eight disengagement factors as such:
1.For my contributions/accomplishments to the company, I receive adequate recognition other than the compensation: At the end of a successful completion of a task, in todays time every employee would want some appreciation from their seniors, compensation isnt the only factor that boosts morale, employees want to be praised for their work and be rewarded. Recognition increases the morale. But here due to lack of this the employees are having a low morale.
2.Then senior management level in my company is open, honest and transparent in communication:
Organizational trust is related to group behavior which largely affects the morale of the employees. If environment of trust is not maintained employees feel dejected and this has lead to low morale.
3.Our companys HR department does an excellent job of addressing employee Issues:

Every employee looks forward to its relation with the HR department, a supportive HR manager can increase the morale manifolds wherein a not so supportive manager can lead to low morale..
4.Employee opinions and suggestions are given due consideration by senior management: Morale is highly affected by the way the top management reacts to the feedback and suggestions of the employees. Employee participation evolves more if the senior management gives due consideration to the opinions of the employees. But here as per the workers the management doesnt consider the opinion and suggestions of the employees and which enhances low morale.
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5.Within my company the important decisions are regularly communicated to the Employees:
Employees feel that important information is not communicated properly within the organization; this leads to low morale since it creates an environment where employees feel that their value is not being considered. The environment thus created isnt conducive for high morale.
6.On a scale of 1-6, rate the birthday celebration practices at your company(1 being the lowest score): This is a practice implemented in HCCBPL, Pilukhedi as a measure of employee engagement. But the low satisfaction among the employees shows that they dont value this practice much and hence is quite insignificant to boosting up their morale.
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The following action items have been suggested to get a more engaged work force and improve the morale at work place:
Disengagement Factors (High Rated)

6
%age
Action Items
For my contributions/accomplishme nts to the company, I receive adequate recognition other than the compensation.
44.44
There shall be a proper mechanism of reward and reward monitoring. We can implement a time framed system for recognition at all levels and new recognition programmes.
Long service and good performance awards. Idea collection schemes linked to award for idea generation.
21
Employee opinions and suggestions are given due consideration by senior management.
27.8
Importance should be given to the opinions and suggestions; there should be process fairness so that the employees feel that their opinions are being counted and transparency is maintained.
Suggestions should be encouraged and Suggestion reward should be given for good suggestions. Employees can address their opinions and put it in the suggestion box.
Regular employee opinion and satisfaction Surveys.
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22
Then senior management level in my company is open, honest and transparent in communication.
42.6
Transparency should be enhanced with due cooperation of the employees themselves. Empowerment through effective delegation. Coaching and mentoring activities to give honest feedback by supervisors and peers An open and transparent culture to empower people and develop entrepreneurs.
25
Within my company the important decisions are regularly communicated to the employees.
44.4
There should be a well formed structure for communication within the company, especially sales force, that spends most of its time on field and so is unaware for major happenings in the organization.
Our companys HR department does an excellent job of addressing employee issues.
Matters related to PF, tax deduction incentive criteria should be sorted for those who communicate it. Online communication, including discussion boards and blogs by personnel including senior management. In-house magazines for regular updating of the employees.
42
44.4
The HR staff must be more approachable and friendly with the employees. It can work on the feedback given by the employees, like the issues related to canteen, shifts, and leaves. The wage policies, production targets all should be clarified. Equal opportunities, policies and practices. Pro-social corporate objectives and Corporate Social Responsibility.
48
On a scale of 1-6, rate the birthday celebration practices at your company(1 being the lowest score).
42.6
Small team recreational activities, such as Adventure trips, trips to the cinema etc. Social activities, such as family gatherings and outings. Community outreach activities such as
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volunteering and fund-raising.
Recommendations With the successful completion of the survey and the follow-up open interactive sessions, a number of suggestions poured in by the employees, which they think can improve their work environment. Through this training experience I myself have gained a lot of insight of all the prospects which make a simple ambience a perfect and engaged work environment. Following are my observations and the recommendations: Employee engagement is a product of strong leadership, in the midst of developing the business we must focus on developing better leaders.
Individual recognition must be there to increase contribution at individual level. Superior must monitor employees progress frequently and encourage them from time to time.
Employees must be praised for their work from time to time.
Rate of implementing accepted suggestions must be increased.
More number of training programmes and discussions must be conducted so as to make communication more meaningful.
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Proper job person fit should be there at the time of recruitment or rotating a person from one job to another.
More participative management practices should be conducted.
Employees should be given the latitude to make decisions within operational guidelines on how to accomplish work priorities.
Job profile must allow an employee to utilize his skills and talent in a best possible manner.
Employees feel recognized for the contributions they make. They should be motivated to be more engaged through this.
Peers and executive recognize superior performance, both formally and informally. Successes, accomplishments and milestones should be acknowledged in a manner that recognizes exceptional performance and encourages others to achieve the same levels of success.
Time should be devoted to develop strong working relationships throughout the Unit, which fosters trust and mutual respect at all levels.
Executive and managers/supervisors should be made accessible and visible, and make themselves available to discuss issues with staff openly and honestly.
Workplace issues are addressed in an increasingly constructive and timely manner.
Conflict is expected and accepted. Disputes should be resolved through respectful dialogue.
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Create a culture that encourages learning, innovation and the acquisition, transfer, and use of knowledge.
And above all the employee engagement activities should happen at all levels.
The senior leaders of the company should look forward to the feedback and suggestions given by the employees and improve their working conditions to make the work force more engaged.
Employee participation should be increased.
The basic health and safety should be taken care of.
Overall engagement requires long term sustained practices, thus the practices of the company should be improved.
For improving morale at HCCBPL, Pilukhedi following things can be done:

1. Engage the work force with challenging tasks. 2. Have fun activities at the work place. 3. Regular feedback. 4. Communication at appropriate levels. 5. More routine and classroom training programs can be instituted. 6. Employee participation should be increased. 7. Keep people updated about business matters affecting them. 8. Provide information on matters affecting the employees security. 9. Personally as well as publically congratulate the employee for good work.
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As observed following research limitations can be outlined:
Opinions of employees may be biased at times and sometimes being influenced by responses of their colleagues.
The study is limited only to employees who are Executive and above level at HCCBPL, Pilukhedi. Operators and Daily-wage workers have not been included.
People were least interested in filling up the questionnaire.
Some people have given vague answers.
People have given biased answers as they feared losing their respective jobs. There were some employees especially belonging to Sales force, whom I couldnt contact personally and got their responses through mail. This might have led to indifference in filling the questionnaire as I was unable to convey its importance.
Page 63
REFERENCES:
1. The Gallup consulting, images.google.com
2. Nowack Kenneth, Employee Engagement, Job Satisfaction, Retention and Stress Kenneth Nowack, Ph.D., Envisia Learning, ken@envisialearning.com
3. Hundley P. Stephen, Workforce Engagement: Strategies to Attract, Motivate & Retain Talent Stephen P. Hundley, Ph.D., Frederic Jacobs, Ph.D., Marc Drizin. 2007. WorldatWork Press. 320 pages. Soft cover. ISBN: 978-1-57963-166.
4. Seijts H. Gerard, Ivey Business Journal March/April 2006, What engages employees the most or, The Ten Cs of employee engagement By Gerard H. Seijts and Dan Crim March/April 2006 Reprint # 9B06TB09
5. Coca Cola India official website, year 2009 6. Katz and Kahn, The social Psychology of organization, book preview Google books. 7. Thackray John, The Gallup Q12 (From the Gallup Management Journal, Feedback for Real
Page 64
8. The State of Employee Engagement 2008, Asia Pacific Overview
9. Employee engagement and satisfaction models, Rapidbi website . 10. Branham Leigh, 7 Hidden reasons employee leave organization by Leigh Branham, Preview from Google books
11. Swindall Clint, Engaged leadership by Clint Swindall, preview from Google books
12. Antecedents and consequences of employee engagement. Saks, Alan M.1 saks@utsc.utoronto.ca Journal of Managerial Psychology; 2006, Vol. 21 Issue 7, p600-619, 20p, 3 charts, 1 diagram 13. Best Practices By JOHNT ERESKO, Driving Employee Engagement, Eaton Corp.s company-wide annual survey, 74 IW I SEPTEMBER 2004 I www.industryweek.com
14. The Keys of Employee Engagement, David Zinger.
LINKS: 15. www.apps.ko.com 16. www.google.com 17. www.citehr.com 18. www.gallup.com 19. http://www.management-issues.com/2006/8/24/research/employee-disengagement-aglobal-epidemic.asp 20. www.mckinseyquarterly.com 21. http://www.maximizepossibility.com/employee_retention/2007/08/causesof employee disengagement 22. EBSCO host (Amizone) - www.amizone.net
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23. http://www.hewittassociates.com/Intl/NA/enUS/KnowledgeCenter/AskOurExpert/ArticleDetail.aspx?cid=3680&tid=0 24. www.scribd.com 25. www.wikipedia.org 26. http://www.rapidbi.com/created/employeeengagementsatisfactionmodels.html 27. www.shrm.org ( self request) 28. www.envisialearning.com 29. http://books.google.com/books?id=MBVbaswnnuYC&pg=PA11&dq=employee+dise ngagement&ei=AqBESt_DEZCGkATUlcXjDg 30. http://books.google.com/books?id=3vwZ3nMfgS4C&printsec=frontcover&dq=emplo yee+disengagement&ei=AqBESt_DEZCGkATUlcXjDg 31. http://www.hewittassociates.com/Intl/NA/enUS/KnowledgeCenter/AskOurExpert/ArticleDetail.aspx?cid=3680&tid=0 32. http://www.management-issues.com/employee-engagement.asp
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ANNEXURE
Page 67
HINDUSTAN COCA-COLA BEVERAGES PVT. LTD (HCCBPL),PILUKHEDI.

INDIVIDUAL INFORMATION FORM
1. Personal Details: 2. 3. AGE --------------------------------------4. SEX --------------------------------------5.
6. How long have you worked for HCCBPL? Less than 1 year 1-5 years 5-10 years More than 10 years
DATE- --------------------------------
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Survey Questionnaire
NOTE:Information filled in by you will be kept confidential and will be used for educational purpose only. INSTRUCTIONS: Please mark 1 to 6 in the questions provided below. The numbers and their respective meanings have been stated below. Number Evaluation 1 Disagree strongly 2 Disagree 3 Disagree somewhat 4 Agree somewhat 5 Agree 6 Agree strongly 0 No opinion Note: For the numbers given above 1 is the lowest score and 6 is the highest score. No Questions . 1 When working my company inspires and motivates me to perform to the best of my abilities everyday. 2 I have a clear idea of the role of my present job in my company. 3 4 5 6 To perform to the optimum I am provided with adequate resources at my workplace like safety equipments, clothes etc. The company provides me with good opportunities to develop my skills that empowers me to carry out multitasking. In the work place, I feel that there are sufficient opportunities for me to improve my skills to excel. For my contributions/accomplishments to the company, I receive adequate recognition other than the compensation. Today in my company the recognition programs instituted are more effective than earlier. At my work place my co-workers give due importance to my thoughts and feelings. At my work place an environment of trust is fostered within the work groups.
Response 0 1 2 3 4 5 6
7 8 9
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10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33
In my company my co workers demonstrate positive attitude. My associates or fellow employees are committed to doing quality work. In the work place, I get all the support I need to succeed from my manager. When it comes to performance my manager holds the concerned team members appropriately accountable for performance. My manager demonstrates a personal commitment to my continuous learning and development. I have confidence in the decisions made by my manager. My manager is adept at developing a positive team atmosphere at the work place. My manager provides timely feedback that allows me to improve on my performance. My manager is always available to answer my questions/queries or concerns. My manager respects my thoughts and feelings. My manager takes the initiative to drive things forward. Employee opinions and suggestions are given due consideration by senior management. Then senior management level in my company is open, honest and transparent in communication. Within my company the senior management is accessible and approachable as and when required. Within my company the important decisions are regularly communicated to the employees. The senior management ensures that they balance employees interests with that of the organization. The senior management level in my company is resolved when it comes to keeping the commitment. The management of my company is open and generous even with small things. Within my company the people have a good time while working. I am encouraged to learn from my mistakes. At my workplace the work gets done by following the processes, without having to do any personal intervention/influence. Most of the decisions in my organization are made at the appropriate levels. My company actively looks after the well being of all its employees. Within my company, as a professional, I feel that I can question a
34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49
policy or practice in ay forum, without fear of being penalized. My organization is always open to new ideas and initiatives. I believe my company acts on the feedback given by the employees. My company has instituted practices and programs that help me address my personal responsibilities. My companys policies and procedures create an effective work environment. I understand the policies laid down by my company well. In my company the policies are implemented in work and spirit. I feel the policies laid down by my company are standardized across similar functions and work groups. The mission or purpose of my organization makes me feel my job is important. Our companys HR department does an excellent job of addressing employee issues. In my company, managers and supervisors effectively support in implementation of the HR programs. I feel out HR department is highly approachable and aware of the employee issues. Within my organization there is adequate communication about various changes taking place. The medical insurance policy given by my company is sufficient for me and my family. In my organization, I have had opportunities to learn and grow. On a scale of 1-6, rate the birthday celebration practices at your company(1 being the lowest score). I am satisfied by the picnics, outings and other activities organized by the company.
Do you have any suggestions for the organization: ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________
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SUMMER INTERNSHIP REPORT ON

Submitted By: DR.SANCHITA PAL MBA HR class of 2011 A0102309021

AMITY BUSINESS SCHOOL

Dr. Sanchita Pal A0102309021 MBA HR(2009-2011)

CERTIFICATE BY THE FACULTY GUIDE

Amity Business School Amity University Uttar Pradesh

Dr. Sanchita Pal MBA HR (2011) A0102309021

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

HINDUSTAN COCA-COLA BEVERAGES PRIVATE LTD.

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

Categories of Employee Engagement

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

FACTORS LEADING TO EMPLOYEE ENGAGEMENT-

also be provided with certain benefits and compensations.

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

The analysis has been divided into three parts:

Amity Business School Amity University Uttar Pradesh

Engaged 74.57% Disengaged

Sl. No. Engaged Disengaged Total number of employees

Percentage of the total sample 74.57% 25.43 % 54

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

93% SATISFIED % DISSATISFIED % 91%

87% 13% 50% 100%

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

Reward and Recognition

In my organization, I have had opportunities to learn and grow.

SATISFIED %72% 28% DISSATISFIED % 61% 39%

56% 44% 40% 60% 80%

Amity Business School Amity University Uttar Pradesh

In my company my co - workers demonstrate positive attitude.

At my work place an environment of trust is fostered within the work groups.

81% 19% SATISFIED % DISSATISFIED %

At my work place my co-workers give due importance to my thoughts and feelings.

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

28% 22% 22% 33% 30%

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh

Amity Business School Amity University Uttar Pradesh