Final Content

A
Research Project
On
To Analyze the Affect of Role of Self-Efficacy, Organizational Support
and Supervisor Support on Employee Engagement (A Case Study of
Liberty Shoes Ltd &Bata, Karnal)
Submitted to:
Kurukshetra University, Kurukshetra
In the partial fulfillment of the Degree of Master of Business Administration
MBA 4thSemester (Session 2013-15)
Under the Guidance of:
Submitted by:
Ms. AviAnand
KanikaMalhotra
Assistant Professor
D/o Sh. Shamsunder Malhotra

Class Roll No-2013010
GURU GOBIND SINGH INSTITUTE OF TECHNOLOGY

AND MANAGEMENT STUDY YAMUNA NAGAR
Affiliated to Kurukshetra University, Kurukshetra
(Approved by AICTE, New Delhi)
DECLARATION
I KanikaMalhotrahereby declare that the research project on To Analyze the

Affect of Role of Self-Efficacy, Organizational Support and Supervisor Support on
Employee Engagement (A Case Study of Liberty Shoes Ltd &Bata, Karnal)Is
assigned to me for the partial fulfillment of Masters of Business Administration Degree
from Kurukshetra University, Kurukshetra. It is the Original work done by me & the
information provided in the study is authenticated to the best of my knowledge.
This Research Report has not been submitted to any other institution or university for the
award of any other degree.
KanikaMalhotra
SUPERVISORS CERTIFICATE
The above research title To Analyze the Affect of Role of Self-Efficacy, Organizational
Support and Supervisor Support on Employee Engagement (A Case Study of
Liberty Shoes Ltd &Bata, Karnal) has been completed by KanikaMalhotraunder my
supervision. It is desired standard expected of MBA student and I recommend that it may
be sent to the University for Evalution.
Ms. AviAnand
Assistant Prof. MBA Deptt.
GGSITMS
ACKNOWLEDGMENT
It was indeed a unique experience and privilege for me to undergo training in my regular
course curriculum for the fulfillment of my M.B.A. from Kurushetra University, guru
gobindsingh institute of management and technology, yamunanagar.
I wish to express my gratitude to Ms. AviAnand for his spontaneous response to my
request for allotting this project as well as for guiding me during the project.
I am grateful to my family and friends for providing me moral support for the completion
of the project. Their valuable guidance at every stage inspires me to learn more and more
about the basic facts in the field of HR . I must thanks to the entire faculty member to
make me capable of handle such an important project
Last but not the least my sincere thanks and gratitude to all the respondents for sharing
their valuable time and views with me, which indeed provided me a guiding force to
reckon upon this project.
(Kanika Malhotra)
CONTENTS
Chapter No.
Title
Page No.
Declaration
Acknowledgement
Preface
1.
Introduction To Company
2.
Introduction To Topic
3.
Literature Review
4.
Objectives of the Study
5.
Research Methodology
6.
Data Analysis and Interpretation
7.
Finding
8.
Suggestion
10.
Conclusion
Bibliography
Annexure
INDIAN FOOTWEAR INDUSTRY

OVERVIEW
The Indian market for footwear includes all producers of non-cleated, rubber and
plastic footwear designed in style or for use. The industry is a collection of smaller,
4
segmented, yet often overlapping markets, defined by both the price and the purpose
of the shoes. For instance, there are mini-markets for shoes designed for each of many
sports and other purposes: basketball, running, walking, tennis, and casual wear. The
greatest overlap between these categories is between performance shoes and casual
wear. Therefore, there is some degree of overlap between most segments.
The industry is dominated by a few large firms, while the majority of other players
have less than 5% market share. These firms fight for market share through non-price
competition, on strategies such as strengthening brand image and increasing product
proliferation. The success of each firm is greatly dependent upon its marketing
campaigns. The brand image of the major firms is created by extensive marketing
campaigns and celebrity endorsements. Consumers associate themselves with a
particular brand and tend to stick with the brand with which they are comfortable.
Entry to the industry is difficult as brand loyalties are high. Standing on the threshold
of a retail revolution and witnessing a fast changing retail landscape, the Indian
footwear market is set to experience the phenomenal growth in coming years. In past
few years too, the market has seen robust growth, says indian footwear industry
analysis report. This report provides extensive research and in-depth analysis on the
Indian footwear market. The detailed data and analysis given in the report will help
the client to evaluate the leading-edge opportunities critical to the success of
the footwear market in India. The forecasts and estimations given in this report are not
based on a complex economic model, but are intended as a rough guide to the
direction in which the market is likely to move. This forecast is based on a correlation
between past market growth and growth of base drivers.
HISTORY
Footwear is estimated to have started its long history of human use during the ice age
some 5million years ago. Unkind weather conditions are said to have created the
necessity for footwear. Other evidences show that footwear came to use at the end of
5
the Paleolithic period, at about the same time the early humans learned the art
of leather tanning. Early pieces of footwear were made of wrappings, usually made of
leather or dried grasses. Later on pieces were developed from an oval piece of leather
which is bound by a piece of strong leather thongs. Sandals, which are the first crafted
footwear, are the successors to these wrappings. In Egyptian funeral chambers, paintings
show the different stages in the preparation of leather and footwear. The images also
show that in Egypt, footwear depicted power and class. The pharaohs sandals were
distinguished by the turned up toes, a characteristic which is missing in the commoners footwear.
Egyptian sandals were crafted using straw, papyrus, or palm fiber. Later on, Egyptian
women adorned their footwear with precious stones and jewels. Material evidences showed that
the Greeks loved and took good care of their feet by using different footwear for different
activities. Greek women began wearing sandals to signify their social class. Their footwear
signified beauty, elegance, refinement, and extravagance. It has been said that Greek
women of bad reputation attracted men by wearing elevated sandals. These sandals
create a clacking sound when the wearer moves, and this sound was considered as a
symbolic flaunting of sexual charms. in Mesopotamia, leather wrappings are tied to the feet by a strip
of the same material. Romans, on the other hand, created durable leather thongs so their
legions can travel to places on foot. It is also believed that foot fetishes began with the Romans
when Senator Lucius Vitellus frequently kissed the shoe of his mistress which was hidden in his tunic.
In Rome, footwear also exhibited social class. The consuls wore white shoes, the senators
wore brown shoes, and the uniform footwear for the rest of the region was a short pair of boots
that uncovered the toes
BATA- INDIAS FAVORITE FOOTWEAR BRAND
Bata India is the largest retailer and leading manufacturer of footwear in India and is a
part of the Bata Shoe Organization.
Incorporated as Bata Shoe Company Private Limited in 1931, the company was set up
initially as a small operation in Konnagar (near Calcutta) in 1932. In January 1934, the
foundation stone for the first building of Batas operation - now called the Bata. In the
years that followed, the overall site was doubled in area. This township is popularly
known as Batanagar. It was also the first manufacturing facility in the Indian shoe
industry to receive the ISO: 9001 certification.
The Company went public in 1973 when it changed its name to Bata India Limited.
Today, Bata India has established itself as Indias largest footwear retailer. Its retail
network of over 1200 stores gives it a reach / coverage that no other footwear company
can match. The stores are present in good locations and can be found in all the metros,
mini-metros and towns
Batas smart looking new stores supported by a range of better quality products are aimed
at offering a superior shopping experience to its customers.
The Company also operates a large non retail distribution network through its urban
wholesale division and caters to millions of customers through over 30,000 dealers.
EXISTING BATA BRANDS

Bata is a household name in India and is the undisputed leader in footwear technology. It
manufactures and markets footwear for every walk of life. It is the first Indian company
to introduce shoes using latest technology under its brand "Bata Tech". Among
its newest collection of technology in Men's shoes are "Wind" with in- built aircirculation technology, "Antishox" with shock absorbing technology and
"Flexible" the most bendable shoe with in-built comfort feature and "Comfort"
for women have become breakthrough products in footwear industry
We cater to a wide range of choices all over the country. Hush Puppies are one of the
world's most comfortable shoes designed for both men and women. Marie Claire is
for today's fashion conscious women who love shoes, which match their colorful
and vibrant wardrobe. That's not all. For those who want a tough shoe that can weather
any storm, we have Sandak to suit their needs. Weinbrenner is simply meant to take you
outdoors. With them on you can be rest assured about their rugged character
and durability. Kids can take their pick from Bubble Gummers. Power is all about
athleticism, for those who love sports and enjoy sporting activities.
SWOT ANALYSIS
BS
A
T
A
I
N
D
I
A
L
M
I
E
DW
I
T
E
STRENGTHS
o Largest retailer network of 1300 outlets, 4000 franchises and another
10000dealers.
o Brand awareness was established in the early 30s. People associated Bata
for quality and real value for money.
o Brand loyalty: Bata has got its own brand of customers who
o
swear by the name Bata from medium class to premium class.

Bata is restructuring the retail operation whereby it is closing loss making
stores and is planning of opening new stores which are more viable.
WEAKNESSES
o Lagging in innovation.
o Cost structure: Cost structure is a big concern to Bata.
o Raw material cost has increased mainly due to increase in price of natural
rubber by 44%. This is something that the industry players are not being
able to control.
o Competition: with the entry of the big international brands like
NIKE, LOTTO, WOODLAND, LEE, COOPER, etc Bata found it
very difficult to hold its market share.
o Cash tied up in inventories: B a t a i n v e s t e d a l o t
of money in the
inventories and fixed assets in the form of
unused land extensive network of dealer showroom for which maintenance

o
and up keeping is paid out which in return reduces profitability.

Low motivations among retailers outlets and sloppy showrooms.
9
OPPORTUNITIES
o Rapid growth of consumerism in state: With the rapid growth of
middleclass in the state, the purchasing power of the average person has
increased. T h e a w a r e n e s s f o r t h e q u a l i t y f o o t w e a r h a s
c r e a t e d a r i s e i n d e m a n d f o r quality footwear affordable prices.
o E v e r c h a n g i n g t a s t e s o f c u s t o m e r : The fashion conscious
customers always look for new styles and designs in favor. The Indian
footwear market is highly dynamic nature.
o Bata expects to touch the 100 million pair mark from the present 60
million pairs mark.
o Tie-up: T h e t i e - u p s
with
Nike
may
attract
more
c u s t o m e r s t o B a t a showrooms.
o Distribution Network: Batas distribution strength ensures higher
success profitability for new product segments.
o Being an essential commodity the company can target all types of income
groups.
THREATS
o Global competition: In the premium segment Bata has to fuse

stiff competition with global players like Lotus Bawa and Woodlands.2.
o Raw-materials: Raw materials used by the company are leather hides and
chemicals: high quality raw materials are very critical to produce
international standard finished products.
o Future outlook: The Company has launched a joint venture, Mid East
Integrated Steel Ltd (MISH) with China metallurgical import and export
Corporation to its leather segments
It has entered into the domestic shoe market and is also likely to own retail in the
domestic shoe market as well as in the global market.
COMPANY PROFILE
LIBERTY
For a group, which started its operations in the pre-independence era, Liberty has truly
liberated itself from a conservative mould to face the challenges of the present
competitive scenario. Starting off as a small trading shop called Pal Boot House; the 57
10
years old group has today evolved into leading shoe manufacturers in the country and has
star men the export market, too. Though its core business is and will be, for a long timefootwear, the group has also diversified into the manufacture of cigarette lighters.
The group has invested in state of the art manufacturing facilities at Karnal,
Libertypuram, Gharaunda, Agra, Kanpur and Saharanpur. While Libertys main
manufacturing facility is located at the group headquarters in Karnal, the Delhi office
is concerned with the advertising and marketing of the various brands as well as the
diversification plans.
The company manufactures a wide range of footwear with PVC/leather soles, genuine
leather and synthetic uppers, catering to men, women Liberty Shoes Ltd. is the only
Indian company that is among the top 5 manufacturers of leather footwear in the world
with a turnover exceeding U.S. $100 million and children.
With 50 years of excellence, today Liberty produces footwear for the entire family and
is a trusted name across the world. In the domestic market it is one of the most admired
footwear brands and holds the largest market share for leather footwear.
The company has been set up to manufacture and sell leather and non-leather shoes,
leather shoes upper and leather garments. Presently, the company is engaged in
manufacturing of leather and non-leather shoes.It had also set up a joint venture in
Russia to manufacture shoes in 1991 under the name M/s Liberty & Co. with Gorky
Production (shoes unit) Gorky city. Subsequently, the name of the joint venture was
changed to Liberty & Nino vide No.1/43/89-ep (01) dated 29.04.1991 of Ministry of
commerce, Govt. of India.Entered into an agreement with one of the group firms,
Liberty Shoe Ltd. for using the established brand name LIBERTY. As per the terms of
this agreement the company can use this trademark initially for a period of 5 years on a
royalty payment of Rs.20 Lac spread over even in Europe and other advance countries
the show industry has only growth of ancillary industries.
VISION OF THE COMPANY
VISION OF THE COMPANY
11
To ensure that the method we use is the latest technology the world over
To follow the highest standards of honest workmanship in whatever we make
To walk the extra mile to ensure customer satisfaction worldwide
To remain a true cosmopolitan to the spirit
To remain a great corporation to associate with, to work for
To know that We are about people
MISSION OF THE COMPANY
Always one step ahead.Enriching the lives of our customers globally by our
commitment to the industry and in making available products and services that truly
match their desires in terms of style, comfort and value.
Liberty Group of Companies
Sister Concerns or associates:
1.
Liberty Footwear Company.
2.
Liberty Enterprises.
3.
Liberty Leathers
4.
Liberty Group Marketing Division.
5.
LIFO International.
6.
Liberty Shoes Limited.

12
7.
Liberty Tanners.
Liberty Footwear Co. was established in 1954 situated in Raja Karan s City Karnal.
Liberty Enterprises was set up in 1976 in Karnal and is engaged in the manufacture
of shoes.
Liberty Leathers was established in the year 1982 in GharaundaDistt. Karnal and runs
a tannery for processing leather hides.
LIFO International was set up in 1978 in Karnal and is engaged in the manufacture
of shoe uppers for 10 percent exports.
Liberty Group Marketing Division was established in 1982 in Karnal and is engaged
in the marketing of shoes.
Liberty Shoes Limited was incorporated on the 3rd Sept. 1986 as a public limited
company. It has been set upto a manufacture and sell leather and non-leather shoes,
leather shoes, leather shoe uppers and leather garments.
Brand : Liberty + 10 sub Brands

Year of Establishment :1954
Founders :1. Late Sh. D.P. Gupta
2. Late Sh. P.D. Gupta
3. Late Sh. R.K. Bansal
Present Status :Joint family Enterprises.
INTRODUCTION TO TOPIC
EMPLOYEE ENGAGEMENT
13
Employee
engagement,
also
called worker
engagement,
is
a business
management concept. An "engaged employee" is one who is fully involved in, and
enthusiastic about their work, and thus will act in a way that furthers their organization's
interests.
Engaged38
Employee
Behaviors
SAY
Consistently say positive things

about the organization
STAY
Intend to stay with the

organization
STRIVE
Strive to achieve above &

beyond what expected in their
daily role
According to Scarlett Surveys, "Employee Engagement is a measurable degree of an

employee's positive or negative emotional attachment to their job, colleagues and
organization that profoundly influences their willingness to learn and perform at work".
Thus engagement is distinctively different from employee satisfaction, motivation and
organisational culture. Employee engagement was described in the academic literature by
Schmidt et al. (1993). A modernised version of job satisfaction, Schmidt et al.'s influential
definition of engagement was "an employee's involvement with, commitment to, and
satisfaction with work. Employee engagement is a part of employee retention." This
integrates the classic constructs of job satisfaction (Smith et al., 1969), and organizational
commitment (Meyer & Allen, 1991). Harter and Schmidt's (2003) most recent metaanalysis can be useful for understanding the impact of engagement.
14
The opposite of employee engagement is a zombie employee. A zombie employee is a

disengaged employee that will stumble around the office, lower morale and cost the
company money.More recently employee engagement has become an area of focus within
organizations for the purpose of retention as a means of avoiding expensive employee
replacement costs resulting from staff who voluntarily quit their jobs.
Drivers of Engagement
While it is possible to measure engagement itself through employee surveys, this does not
assist in identifying areas for improvement within organizations. There are a range of
factors, known as drivers that are thought to increase overall engagement. By managing
the drivers, an organization can effectively manage engagement levels of its employees.
Drivers such as communication, performance clarity and feedback, organizational culture,
rewards and recognition, relationships with managers and peers, career development
opportunities and knowledge of the organizations goals and vision are some of the
factors that facilitate employee engagement. Some points from the research are presented
below:
* Employee perceptions of job importance - "...an employee's attitude toward the job's
importance and the company had the greatest impact on loyalty and customer service than
all other employee factors combined.
* Employee clarity of job expectations - "If expectations are not clear and basic
materials and equipment are not provided, negative emotions such as boredom or
resentment may result, and the employee may then become focused on surviving more
than thinking about how he can help the organization succeed.
* Career advancement/improvement opportunities - "Plant supervisors and managers
indicated that many plant improvements were being made outside the suggestion system,
where employees initiated changes in order to reap the bonuses generated by the
subsequent cost savings."
* Regular feedback and dialogue with superiors - "Feedback is the key to giving
employees a sense of where theyre going, but many organizations are remarkably bad at
giving it."What I really wanted to hear was 'Thanks. You did a good job.' But all my boss
did was hand me a check.'"
15
* Quality of working relationships with peers, superiors, and subordinates - "...if

employees' relationship with their managers is fractured, then no amount of perks will
persuade the employees to perform at top levels. Employee engagement is a direct
reflection of how employees feel about their relationship with the boss."
* Perceptions of the ethos and values of the organization - "'Inspiration and values' is
the most important of the six drivers in our Engaged Performance model. Inspirational
leadership is the ultimate perk. In its absence, [it] is unlikely to engage employees."
16
ORGANIZATIONAL SUPPORT
Perceived Organizational Support (POS) is the degree to which employees believe that
their organization values their contributions and cares about their well-being and fulfills
employees' socio emotional needs.
POS
is
generally
thought
to
be
the
organizations
contribution
to
positive reciprocity dynamic with employees, as employees tend to perform better to

reciprocate received rewards and favorable treatment .This idea bloomed from
Eisenberger and Rhoades' organizational support theory
Research on POS began with the observation that managers' concern with their
employees commitment to the organization is positively correlated with employees' focus
on the organizations commitment to them. For employees, organizations serve as
important sources of socio emotional resources like respect and care, as well as tangible
benefits like wages and medical benefits.
Being regarded highly by the organization helps to meet employees needs for
approval, esteem, and affiliation.
Positive evaluation by the organization also provides an indication that increased

effort will be noted and rewarded.
Employees, therefore, take an active interest in the regard with which they are
held by their employer.
Common Antecedents of Perceived Organizational Support

The three common antecedents of perceived organizational support are
Fairness: When employees perceive that they are receiving fair treatment in
comparison to their coworkers, they perceive more support.

Supervisor Support: supervisor or higher employer is thought to care about the
employees experience at work and does what he or she can to show appreciation
for the work done.

Organizational Rewards and Job condition: Organizational rewards and job
conditions play a large role in perceived organizational support as well.
Sometimes, extrinsic motivation can mean more to an employee than motivation
17
because perceived appreciation has the power to turn a bitter employee into a
content employee.
ROLE OF SELF EFFICACY

Self-efficacy is the measure of the belief in one's own ability to complete tasks and reach
goals
Self-efficacy affects every area of human endeavor. By determining the beliefs a person
holds regarding his or her power to affect situations, it strongly influences both the power
a person actually has to face challenges competently and the choices a person is most
likely to make.
How self-efficacy affects human function?
: Thought patterns & responses

Self-efficacy has several effects on thought patterns and responses:
Low self-efficacy can lead people to believe tasks to be harder than they actually
are. This often results in poor task planning, as well as increased stress.
People become erratic and unpredictable when engaging in a task in which they
have low self-efficacy.
People with high self-efficacy tend to take a wider view of a task in order to
determine the best plan.
Obstacles often stimulate people with high self-efficacy to greater efforts, where
someone with low self-efficacy will tend toward discouragement and giving up.
A person with high self-efficacy will attribute failure to external factors, where a
person with low self-efficacy will blame low ability. For example, someone with
high self-efficacy in regards to mathematics may attribute a poor test grade to a
harder-than-usual test, illness, lack of effort, or insufficient preparation. A person
with a low self-efficacy will attribute the result to poor mathematical ability.
18
SUPERVISOR SUPPORT
Supervisor support is defined as the extent to which leaders value their employees
contributions and care about their well-being. A leader with high supervisor support is
one that makes employees feel heard, valued, and cared about. Although it sounds
simple, providing this kind of support is one of the hardest transitions to make when
promoted from employee to supervisor.
The move from process expert to
motivational leader is possibly one of the largest steps one can take in his/her working
life.
If you are a supervisor or manager, take a minute to reflect on how you handled this
hurdle. Was it easy?
Why is supervisor support so important for effective leadership?
Because it is one of the key behaviors that effective leaders develop as soon as they move
from individual contributor to manager. (In fact, it leads to positive outcomes at all levels
of leadership) In specific terms, organizational research has identified a myriad of
positive outcomes associated with high supervisor support, including:
Increased job satisfaction
Stronger person-organization fit (degree to which personality/beliefs/values match

organizational culture)
Increased organizational citizenship behaviors (OCB)
Improved employee perceptions of organizational support
Improved relationships with employees
In-role and extra-role performance
Reduced job tension
Reduced work-family conflict
Reduced turnover (a secondary effect)

Supervisor support is a strong predictor of numerous positive outcomes
19
Engage/Involve employees: involve employees in task-planning and decision making,

ask for their ideas and implement them, hold process-improvement meetings where
facilitate brainstorming sessions to identify creative ways to improve the structure of your
work.
Concern for employees: it is important for employees to know that employees see them
as more than a cog in a greater machine. Take the time to inquire into their lives, ask how
they feel about their work and listen to what they have to saywithout interrupting or
becoming defensive. The goal here is to convey that supervisor care about how
employees feel.
20
LITERATURE REVIEW
Katzenbach, 2000Engaged employees are committed, motivated, energetic and
enthusiastic about problem solving. They are absorbed in their work, put their heart into
their jobs, are excited about doing a good job, exert energy in their work and are a source
of competitive advantage for their employees.
Harter, Schmidt and Hayes, 2002Each individual employee has direct and unilateral
control over amount of discretionary effort he or she chose to make available to the
organization .An engaged employee will consistently outperform and achieve new
standards of excellence.
Luthans and Peterson(2002) elaborated on Kahns work on employee engagement,

which provides a convergent theory for Gallups empirically derived employee
engagement. They opined that that to be emotionally engaged is to form meaningful
connections with others and to experience empathy for them. In contrast, being
cognitively engaged refers to those who are acutely aware of their mission and role in
their work environment.
Schaufeli et al. (2002) define employee engagement as a positive fulfilling, work related
state of mind that is characterized by vigor, dedication and absorption. They further state
that engagement is not a momentary and specific state, but is a more persistent and
pervasive affective cognitive state that is not focused on any particular object, event,
individual, or behavior
Towers Perrin (2003) asserted that what drives employee engagement is when a
company aligns its programs and practices within its framework to drive the right
behavior from employees through to customers; it positioned itself to realize an
appropriate return on people investment. On the contrary, when an organization builds its
people programs in a strategic and operational vacuum- with no explicit or implicit links
21
between behavior and investment, it will lead to drop in return on investment,

profitability and customer retention.
Watson Wyatt (2004) after conducting extensive surveys concluded that employees with
higher line of sight are expected to earn 18 percent more profits. Towers Perrin again
conducted an interesting survey of 664,000 employees across various countries in 2006;
its findings revealed that a higher level of employee engagement actually translated in
improved financial outcomes of the organizations in terms of operating income, net
income and earnings per share. The findings echoed that organizations with high levels of
employee engagement, operating income improved by 19.2 percent in the 12 months,
while organizations with low levels of employee engagement, operating income declined
by 32.7 percent. A highly engaged employee force attributed to increase in net-income by
13.7 percent, versus a 3.8 percent decline for peer companies. In yet another measure
earnings- per -share rose by 27.8 percent among companies with highly engaged
employees as compared to a decline in 11.2 percent for other analyzed companies.
Beauchesne, (2005) This report reflects on the need for organizations to focus on factors
that influence engagement like competitive pay, followed by balance between work and
personal life, advancement opportunities, competitive benefits, challenging work, merit
pay, learning and development opportunities, competitive retirement benefits, caliber of
co-workers and an employer with good reputation.
Mathieu, Gilson, & Ruddy, (2006) suggested that empowerment is the experience of
authority and responsibility. Conceptually, empowerment defined in this manner might
be considered an antecedent or a condition of engagement, and the reader can see the
conceptual slipperiness with which we are dealing. Indeed, any distinction between the
state of engagement and psychological empowerment becomes considerably less clear
when considering the four-dimensional model.
Fernandez (2007) shows the distinction between job satisfaction, the well-known
construct in management, and engagement contending that employee satisfaction is not
the same as employee engagement and since managers cannot rely on employee
22
satisfaction to help retain the best and the brightest, employee engagement becomes a
critical concept.
RESEARCH OBJECTIVES
PRIMARY OBJECTIVES
To examine the effect of organizational support, role of self-efficacy and supervisor
support on employee engagement.
SECONDARY OBJECTIVES
To analyze various factors affecting employee engagement.
To analyze various components of organizational support, self-efficacy and
supervisor support.
To analyze various determinants of employee satisfaction and their performance.
23
RESEARCH METHODOLOGY
Following steps followed in research process:
Meaning of research
Problem statement
Research design
Sample design
Data collection
Analysis and Interpretation of data
MEANING OF RESEARCH:
Research is defined as a scientific & systematic search for pertinent information on a
specific topic. Research is an art of scientific investigation. Research is a systemized
effort to gain new knowledge. It is a careful inquiry especially through search for new
facts in any branch of knowledge. The search for knowledge through objective and
systematic method of finding solution to a problem is a research
RESEARCH DESIGN:
A research is the arrangement of the conditions for the collections and analysis of the data
in a manner that aims to combine relevance to the research purpose with economy in
procedure. In fact, the research design is the conceptual structure within which research is
conducted; it constitutes the blue print of the collection, measurement and analysis of the
data. The design in such studies must be rigid and not flexible and most focus attention on
the following;
o
What is the study about?
Why is the study being made?
Where will the study be carried out?
What type of data is required?
Where can be required data be found?

24
What period of time will the study include?
What will be sample design?
What techniques of data collection will be used?
RESEARCH DESIGN
PURPOSE OF THE STUDY
Descriptive cum Exploratory
TYPE OF INVESTIGATION
Causal
STUDY SETTING
Non contrived
MEASUREMENT AND SCALING
Likert Scale (Interval Scaling)
Purpose of Study:
ED
xe
ps
c o
o r
ap
o
v
ye
H
p
l
r i
s
t t
i
r
s
i
y
t
h
e
i
s
T
e
g
t
n
The present study has been Exploratory cum Descriptive in nature, as it seeks to discover
ideas and insight to bring out new relationship based on previous findings in other
organizations
TYPE OF INVESTIGATION
25
Further investigation can be classified as:
CC G
oa
ru
rar
el v
lt
ao
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The type of investigation in my study is Causal as my main motive is analyzing the cause
and effect of organizational support, role of self-efficacy and supervisor support on
employee engagement.
Measurement & Scaling:Five point Likert (Interval) scaling has been used for conducting the survey to analyze the
impact of non monetary reward practices on organizational effectiveness which has been
given as follows:
1-Strongly Agree, 2- Agree, 3-Neutral, 4-Disagree, 5-Strongly disagree
1-To great extent, 2- To some extent, 3- not at all, 4- dont know
1- Satisfied, 2- strongly satisfied, 3; Neutral, 4- Dissatisfied, 5-Strongly dissatisfied
26
SAMPLING AND SAMPLING DESIGN
TARGET POPULATION
Employees working with Bata shoe Ltd
SAMPLING UNIT
Employees working with Bata
SAMPLING SIZE
50 employees.
SAMPLING TECHNIQUE
Non-Probability sampling
( convenience
sampling)
SAMPLING AREA
Karnal (shoe industry)
DATA COLLECTION
After the research problem has been identified and selected the next step is to gather the
requisite data. While deciding about the method of data collection to be used for the
researcher should keep in mind two types of data primary and secondary
D
P
A
R
S
I
E
T
A
M
C
C
A
O
O
R
N
Y
D
L
A
L
E
R
C
Y
T
O
N
PRIMARY DATA
27
The primary data are those, which are collected afresh and for the first time, and thus
happened to be original in character. We can obtain primary data either through
observation or through direct communication with respondent in one form or another or
through personal interview.
SECONDARY DATA
Secondary data means that data that are already available i.e. refers to data which has
already been collected and analyzed by someone else. The sources used in this case
are-
Journals
Websites
Company profile
Annual reports
LIMITATIONS OF THE STUDY

28
However the researcher has tried her best in collecting the relevant information for
dissertation report, yet there have been some problems faced by the researcher. The prime
difficulties which researcher has faced in collection of information are discussed below:
Time constraint: The time period for carrying out the research has been limited
as a result of which many facts have been left explored. So if more time had been
provided, the sample size would have been increased. The respondent would have
been given more time to fill the questionnaire.
Limited sample size: The sample size was very small due to which the findings
could not be generalized.
Unwillingness of respondent: While collection of the data many employees were

unwilling to fill the questionnaire. They have taken this as an unproductive
activity.
Limited area for research: The area for study has been only in Mohali, which is
quite a small area to represent the whole population.
Respondents bias: Due to biasness on the part of respondents, data collected

may have been affected which further reduces the credibility of the findings.
Researchers bias: While analyzing the data, some biasness on the part of
researcher may have crept into the study.
Despite of these difficulties, best efforts have been put to do the full justice with the
subject matter and in the completion of report.
DATA ANALYSIS
29
Employee Engagement
Q1.Are you satisfied with your job?
Responses
Respondents (In Number)
Respondents (in Percentage)
Agree
27
54
Strongly Agree
20
40
Neutral
Disagree
Strongly Disagree
Total
50
100

Agree
4% 2%
Strongly Agree
Neutral
40%
54%
Disagree
Strongly Disagree
Fig 4.1
Source: Primary Data
Interpretation:- 40% employees strongly agree while 54% agree, 4% employees show
neutral response while 2% employees disagree to the statement and 0% employees
strongly disagree that they are satisfied with my job.
30
Q2. Are you highly committed to this organization?
Responses
Agree
24
48
Strongly Agree
23
46
Neutral
Disagree
Strongly Disagree
Total
50
100
Agree
4% 2%
Strongly Agree
Neutral
48%
Disagree
Strongly Disagree
46%
Fig 4.2
strongly disagree that they arehighly committed to this organization.
31
Q3. Employees feel driven to help organization succeed.
Respondents
Responses
Agree
24
48
Strongly Agree
24
48
Neutral
Disagree
Strongly Disagree
Total
50
100
(in
Percentage)

Agree
2% 2%
Strongly Agree
Neutral
48%
48%
Disagree
Strongly Disagree
Fig 4.3
strongly disagree that theyfeel driven to help this organization succeed
32
Q.4 Do you feel linked with the organization.

Respondents
Responses
Agree
19
38
Strongly Agree
28
56
Neutral
Disagree
Strongly Disagree
Total
50
100
(in
Percentage)

Agree
2% 4%
Strongly Agree
38%
Neutral
Disagree
Strongly Disagree
56%
Fig 4.4
strongly disagree that theyfeel about coming to work.
Organizational Support
33
Q5.Upto what level you are satisfied with organizations benefits package?
Options
Satisfied
28
57
Extremely satisfied
19
39
Neutral
Dissatisfied
Extremely Dissatisfied
Total
50
100

Satisfied
4%
Extremely satisfied
Neutral
Dissatisfied
39%
57%
Fig 4.5
Interpretation:- 39% employees to some extent while 57% agree, 0% employees show
neutral response while 4% employees not at all to the statement that they aresatisfied
with this organizations benefits package.
Q6. Are you having confidence in the leadership of your organization?

34
Respondents
Responses
Number)
(In
Agree
23
46
Strongly Agree
Neutral
Disagree
24
2
1
48
4
2
Strongly Disagree
Total
50
100

Agree
4% 2%
Strongly Agree
Neutral
46%
Disagree
Strongly Disagree
48%
Fig 4.6
strongly disagree that they have confidence in the leadership of this organization.
Q7. Upto what level the leaders of this organization care about employees wellbeing.
35
Responses
To great extent
20
40
To some extent
25
50
Not at all
Dont know
Total
50
100
6% 4%
To great extent
To some extent
40%
Not at all
Dont know
50%
Fig 4.7
Interpretation:- 40% employees say to great extent while 50% to some extent, 6%
employees show neutral response while 4% employees dont know to the statement and
that the leaders of this organization care about their employees well-being.
36
Q8. Is there friendly atmosphere in the organization.
Responses
Agree
21
42
Strongly Agree
27
54
Neutral
Disagree
Strongly Disagree
Total
50
100

Agree
4%
Strongly Agree
42%
Neutral
Disagree
Strongly Disagree
54%
Fig 4.8
strongly disagree that employees like the people I work with this organization.
37
Q9. Employees are given enough authority to make decisions they need to make.
Responses
Agree
25
50
Strongly Agree
23
46
Neutral
Disagree
Strongly Disagree
Total
50
100

Agree
4%
Strongly Agree
Neutral
46%
50%
Disagree
Strongly Disagree
Fig 4.9
strongly disagree that employees are given enough authority to make decisions I need to
make.
38
.Q10.Upto what level you believe that the job is secure.

Respondents
Responses
Number)
(In
To great extent
19
38
To some extent
27
54
Not at all
Dont know
Total
50
100

To great extent
6% 2%
To some extent
38%
Not at all
Dont know
54%
Fig 4.10
Interpretation:- the above graph depicts that 38% employees are satisfied to great
extent while 54% to some extent, 6% employees are not in favor i.e they say not at
allwhile 2% show neutral responseand believe that their job is secure.
39
Q11. Does organization give equal values to all employees in terms of respect, team
work, authority and responsibility.
Options
Agree
17
34
Strongly Agree
30
60
Neutral
Disagree
Strongly Disagree
Total
50
100
Agree
6%
Strongly Agree
34%
Neutral
Disagree
Strongly Disagree
60%
Fig 4.11
strongly disagree that employeefeel that they are valued in the organization.
40
Q12. Upto what extent your skills and abilities are used for your job?
Respondents
Options
To great extent
20
40
To some extent
25
50
Neutral
10
Total
50
100
(in
Percentage)
10%
To some extent
To great extent
50%
Neutral
40%
Fig 4.12
Interpretation:- 50% employees to some extent while 40%
to great extent, 10%
employees show neutral response that employee that theirjob makes good use of their
skills and abilities.
41
Q13. Upto what level are you satisfied with Working conditions of your
organization.
Options
Satisfied
20
40
Extremely Satisfied
15
30
Neutral
Dissatisfied
12
24
Total
50
100

Satisfied
Extremely Satisfied
24%
Neutral
40%
Dissatisfied
6%
30%
Fig 4.13
Interpretation:- 40% employees satisfied
while 30%
extremely satisfied, 6%
employees show neutral response while 24% employees dissatisfied to the statement
and 0% employees extermely disatisfied that their working conditions are good
42
Supervisor Support
Q14. Does your supervisor treat each employee fairly.
Options
Agree
28
56
Strongly Agree
19
38
Neutral
Agree
Disagree
Total
50
100

Agree
6%
Strongly Agree
Neutral
40%
54%
Disagree
Strongly Disagree
Fig 4.14
strongly disagree that employeefeel their supervisor treats them fairly.
43
Q15. Upto what level are you satisfied with the attitude and support of supervision
related to work issues.
Options
Satisfied
25
50
Extremely Satisfied
20
40
Neutral
Dissatisfied
Extremely dissatisfied
Total
50
100

Agree
6%
Strongly Agree
Neutral
40%
54%
Disagree
Strongly Disagree
Fig 4.15
Interpretation:- 50% employees are satisfied while 40% extremely satisfied,6% show
neutral response while 4% employees dissatisfied to the statement & 0% employee are
extremely dissatisfied that employeesupervisor handles their work-related issues
satisfactory.
44
Q16. Supervisor appreciates when you perform well.
Options
Agree
24
48
Strongly Agree
23
46
Neutral
Disagree
Strongly Disagree
Total
50
100

Agree
6%
Strongly Agree
Neutral
40%
54%
Disagree
Strongly Disagree
Fig 4.16
strongly disagree that employeessupervisor acknowledges when do work well.
45
Q17. Employees can understand supervisors instructions well.

Respondents
Options
Agree
26
52
Strongly Agree
21
42
Neutral
Disagree
Strongly Disagree
Total
50
100
(in
Percentage)

Agree
6%
Strongly Agree
Neutral
40%
54%
Disagree
Strongly Disagree
Fig 4.17
strongly disagree that employees feel they can trust what their supervisor tells them.
46
Q18. This organization provides enough information, equipment and resources need
to do job well.
Options
Agree
21
42
Strongly Agree
26
52
Neutral
Disagree
Strongly Disagree
Total
50
100

Agree
6%
Strongly Agree
Neutral
40%
54%
Disagree
Strongly Disagree
Fig 4.18
strongly disagree thatorganization provides enough information, equipment and resources
they need to do job well.
Q19.Do you agree that your quality of work affect your remuneration.
47
Respondents
Options
Agree
20
40
Strongly Agree
25
50
Neutral
10
Disagree
Strongly Disagree
Total
50
100
(in
Percentage)

Agree
6%
Strongly Agree
Neutral
40%
54%
Disagree
Strongly Disagree
Fig 4.19
Interpretation:- From above it is concluded that40% employees
agree while 50%
employees strongly agree that if they do good work, company will increase their pay,
10% show neutral response,0% are disagree while 0% are strongly disagree that if they
do good work ,co. will not increase pay.
48
Q20. Employees believe that if theydo well company will provide non-monetary
benefits.
Respondents
Options
Agree
27
54
Strongly Agree
20
40
Neutral
Disagree
Strongly Disagree
Total
50
100
(in
Percentage)

Agree
6%
Strongly Agree
Neutral
40%
54%
Disagree
Strongly Disagree
Fig 4.20
strongly disagree that employeetrust that if they do good work, co. may consider for
promotions.
49
RESULTS AND FINDINGS
Both the forms of empowermenti.e. psychological as well as structural, are

necessary for engagement to manifest.
The company should support employees to motivate and engage employees.
Organization should provide good working conditions.

Participative decision making with adequate supervisor support is a must to
initiate and enhance engagement.

Major contribution of participation in decision making, growth opportunities and
fairness in rewards and recognition against other organizational conditions in
creating a favorable perception on organizational support amongst employees.

Must make specific efforts towards clear establishment of career routes for every
task.
50
Conclusion
Policy implications are the probable outcomes resulting from the implementation of
recommendations. To increase employee engagement, Researcher has given following
policy implications:
The company should institute rewards for the employees who show high results for
engagement in the company.
Company should organize some need based employee engagement programs to

increase their engagement.
Understanding of role of self-efficacy, organizational support and supervisor

support should be aligned in such a way that leads to increase in employee
engagement.
51
SUGGESTIONS
The following are the list of recommendations which are suggested by the researcher but
they are not conclusive:
Employees should be given freedom to design new and innovative ways to carry
out their job effectively.
Training should be provided to employees so that they can handle the assigned
jobs requirement.
A stable, secure work environment should be provided that includes job

security/continuity.
An environment in which workers are supported by an accessible supervisor who

provides timely feedback should be created.
Delegation of responsibility and authority to an employee should be implemented

to improve the performance of employees.
Worker should be given more freedom in deciding about work method, sequences
and pace. They should be allowed to make decisions about accepting or rejecting
materials.
Job should be made more exciting by assigning the creative and challenging task
so that employees feel interest in their job.
Employees having excellent performance on the job should be provided proper

growth opportunities and if possible promotion should be carried out at higher
level of hierarchy which will lead to chain of promotions.
52
BIBLIOGRAPHY
Books:1. Sekran
Uma(4th
Edition),Business
Research
methodology,
Himalaya
publication, New Delhi, pp.no-118-125

2. Malhotra K Naresh(5th Edition),Marketing Research: An Applied Orientation,
Prentice Hall of India, New Delhi, pp no. 10-17
3. Kothari C.R.(2nd Revised Edition ),Research Methodology Methods and
Technique, New Age International (P) Limited, New Delhi, pp 45- 49, 301-306,
236-243;
4. Sekaran Uma (4th Edition),Research Methods for Business Himalaya
Publication,
New Delhi, pp 117-130, 196-207,263-298,300-336
5. Coakes J Sheridan, Steed Lyndall&DzidicPeta,SPSS Version 13.0 for windows,
Wiley India (P) Limited, New Delhi, pp. no. 132-139
6. Jain T.R.,Statistics for M.B.A, Tata McGraw Hill Publising Housing, New Delhi,
pp no. 256-265.
7. PareekhUdai,(Third Edition),understanding organizational behavior
Pp no. 20-21
8. Ashwathappa K(5th Edition),Human Resource Management, Tata McGraw Hill
Publishing companies limited, New Delhi, pp. no. 103-107,205-210,231,390,396
9. Tripathi C.P.,(Sixth Edition),human resource development pp. no. 298-299.
10. Robbins P. Stephens,(Eighth Edition),organizational behavior
130-131
11. Venkataratnam S.C. and Srivastava K.B.,personnel management and human
resource pp. no.243-244
12. Khanka S.S.,human resource managementpp. no. 208-209
13. P. Robbins Stephen, Organizational Behavior132-133
53
14. Beri G.C., (Third Edition),Marketing Research, Publishing House, New Delhi,
pp 30- 40, 72-87
15. Cooper R. Donald &Schinder S. Pamela,(Third Edition),Marketing
Researchpp. no. 197-200, 548-550
Journal:16. Surya Prakash Pati&Pankaj Kumar (July 2010) The Indian Journal of Industrial
Relations Employee Engagement: Role of Self-efficacy, Organizational Support &
Supervisor Support, Vol. 46, pp no.126-137.
17. TARA SHANKAR & JYOTSNA BHATNAGAR(JULY 2010) The Indian Journal
of Industrial Relations Work Life Balance, Employee Engagement, Emotional
Consonance/Dissonance & Turnover Intention, VOL. 46, NO. 1,PP NO.74-87
18. JyotsnaBhatnagar&Soumendu Biswas( October 2010)The Indian Journal of
Industrial Relations, Predictors & Outcomes of Employee Engagement
Implications for the Resource-based View Perspective Vol. 46, No. 2,pp no.273288
19. Dr. Shulagna Sarkar(May 2011)Global Management Review, A STUDY ON
EMPLOYEE ENGAGEMENT AT MANUFACTURING INDUSTRIES Volume 5
Issue 3, pp no.62-72
20. J. Josli& J.S. Sodhi(, July 2011)Indian Journal of Industrial Relations, Drivers of
Employee Engagement in Indian Organizations, Vol.-47. No. 1, pp no. 162-182
21. RabiyaSange&R.K. Srivasatava (January, 2012), Synergy Vol. X No. I, pp. no.3750
22. Kumar Alok& D. Israel(January 2012)Indian Journal of Industrial Relations,
Authentic Leadership & Work Engagement,Vol. 47, No. 3, pp. no. 498-510
23. Surya Prakash Pati (July 2012)The Indian Journal of Indtistrial Relations,
Development of a Measure of Employee Engagement .Vol. 48, No. 1, pp. no. 94104
24. Solomon Markos(December 2010) International Journal of Business and
Management, Employee Engagement: The Key to Improving Performance, Vol. 5,
No. 12;, pp. no.89-96
25. Dr. Padmakumar Ram &Dr. Gantasala V. Prabhakar( March 2011)
Interdisciplinary Journal of Research in Business, The role of employee
engagement in work-related outcomes, Vol. 1, Issue. 3, (pp.47-61)
54
Websites:26. www.tatadocomo.com/edisclaimer
This website give information regarding the company
27. en.wikipedia.org/wiki/Employee_engagement
This website give information regarding employee engagement
28. http://en.wikipedia.org/wiki/Perceived_organizational_support
This website give information regarding organizational support
29. http://www.scontrino-powell.com/2011/supervisor-support-a-key-ingredient-ineffective-leadership/
This website give information regarding supervisor support.
30. http://en.wikipedia.org/wiki/Self-efficacy
This website give information regarding self-efficacy
31. http://sustainabilityadvantage.com/2010/10/12/csr-efforts-correlate-with-employeeengagement/
This website give information regarding correlation between effort and employee
engagement
32. http://www.xlstat.com/demo_pca.htm39
This website gave me information about tools.
33. http://www.spss.com/corpinfo/fags.htm40
This website gave me information about spss.
34. http://en.wikipedia.org/wiki/Perceived_organizational_support
This website give information regarding organizational support
35. http://www.scontrino-powell.com/2011/supervisor-support-a-key-ingredient-ineffective-leadership/
This website give information regarding supervisor support.
36. http://en.wikipedia.org/wiki/Self-efficacy
This website give information regarding self-efficacy
37. http://sustainabilityadvantage.com/2010/10/12/csr-efforts-correlate-with-employeeengagement/
This website give information regarding correlation between effort and employee
engagement
38. en.wikipedia.org/wiki/Employee_engagement
This website give information regarding employee engagement
ANNEXURE
Annexure I Questionnaire
Section A
Demographic Information
1
Name of the Respondent
____________________________________________
55
Age (Mark at the appropriate place)

< 20
20-29
30-39
40-49
3.Gender(Mark at the appropriate place)

Male
Female
4. Highest Education
______________________________________________
5. Name of the Industry
_______________________________________________
6. Name of the Organization
_______________________________________________
7.Designation
________________________________________________
8. Organizational Level(Mark at the appropriate place)
Entry Level
Middle Level
Senior Management
Executive/ Sr. Vice President
CEO/ President
9. Years with Organization (Mark at the appropriate place)

Less than 6 Months
6 Months to 1 Year
1 to 2 Years
2 to 4 Years
4 to 6 Years
6 to 10 Years
10 to 15 Years
More than 15 Years
56
50-59
> 60
S. No.
QUESTIONS
Are you satisfied with job.
Are you highly committed to this organization
Employees feel driven to help organization

succeed
Do you feel linked with the organization.
Upto
what
level
you
are
satisfied
with
organizations benefits package.

6
Are you having confidence in the leadership of

your organization.
Upto what level the leaders of this organization

care about their employees well-being
Is there friendly atmosphere in the organization.
Employees are given enough authority to make

decisions they need to make.
10
Upto what level you Believe that job is secure.
11
Does organization give equal values to all

employees in terms of respect, team work,
authority and responsibility.
12
Upto what extent your skills and abilities are used

for your job.
13
Upto what level are you satisfied with working

conditions of your organization.
57
14
Does your supervisors treat each employee fairly.
15
Upto what level are you satisfied with the attitude

and support of supervisor related to work issues.
16
Supervisor appreciates when you perform well.
17
Employees can understand supervisor instructions

well.
18
This organization provides enough information;

equipment and resources need to do job well.
19
Do you agree that your quality of work affect your

remuneration.
20
Employees believe that if they do good work,

company may provide non-monetary benefits.
58

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Under the Guidance of:

D/o Sh. Shamsunder Malhotra

GURU GOBIND SINGH INSTITUTE OF TECHNOLOGY

I KanikaMalhotrahereby declare that the research project on To Analyze the

Objectives of the Study

Data Analysis and Interpretation

INDIAN FOOTWEAR INDUSTRY

BATA- INDIAS FAVORITE FOOTWEAR BRAND

EXISTING BATA BRANDS

swear by the name Bata from medium class to premium class.

inventories and fixed assets in the form of

unused land extensive network of dealer showroom for which maintenance

and up keeping is paid out which in return reduces profitability.

o Global competition: In the premium segment Bata has to fuse

VISION OF THE COMPANY

VISION OF THE COMPANY

To follow the highest standards of honest workmanship in whatever we make

To walk the extra mile to ensure customer satisfaction worldwide

To remain a true cosmopolitan to the spirit

To remain a great corporation to associate with, to work for

To know that We are about people

MISSION OF THE COMPANY

Liberty Footwear Company.

Liberty Group Marketing Division.

Liberty Shoes Limited.

Brand : Liberty + 10 sub Brands

Consistently say positive things

Intend to stay with the

Strive to achieve above &

According to Scarlett Surveys, "Employee Engagement is a measurable degree of an

The opposite of employee engagement is a zombie employee. A zombie employee is a

* Quality of working relationships with peers, superiors, and subordinates - "...if

positive reciprocity dynamic with employees, as employees tend to perform better to

Positive evaluation by the organization also provides an indication that increased

Common Antecedents of Perceived Organizational Support

comparison to their coworkers, they perceive more support.

for the work done.

ROLE OF SELF EFFICACY

: Thought patterns & responses

The move from process expert to

Increased job satisfaction

Stronger person-organization fit (degree to which personality/beliefs/values match

Increased organizational citizenship behaviors (OCB)

Improved employee perceptions of organizational support

Improved relationships with employees

In-role and extra-role performance

Reduced job tension

Reduced work-family conflict

Reduced turnover (a secondary effect)

Engage/Involve employees: involve employees in task-planning and decision making,

Luthans and Peterson(2002) elaborated on Kahns work on employee engagement,

between behavior and investment, it will lead to drop in return on investment,

What is the study about?

Why is the study being made?

Where will the study be carried out?

What type of data is required?

Where can be required data be found?

What period of time will the study include?

What will be sample design?

What techniques of data collection will be used?

PURPOSE OF THE STUDY