CHAPTER I

INTRODUCTION
1.1 BACKGROUND OF THE STUDY
In the current business scenario, every organization is striving to increase profits,
improve the quality of goods and services, improve customer satisfaction, while
decreasing costs. Organizations have started to realize that having a strong brand, new
products and new technology alone does not help them get the winning edge over
competitors.

What organizations need more than anything else today is the committed participation
of a good majority of people within the organization to work out a process map that
improves both effectiveness and efficiency? There has to be ownership among the
employees that the company is mine and that I care. The collective loss to Indian
knowledge organizations due to regularly losing great employees is mind boggling. In
the last couple of years, many companies have begun to realise that wages and
benefits are important to employees, but compensation alone is not enough to keep the
highly skilled, motivated and experienced workforce. There is a need for a complete
eco system within the organization that focuses on creating, continously motivating
and retaining great employees more than ever before. Managers would agree that
employees make a critical difference when it comes to innovation, organizational
performance, competitiveness, and thus ultimately business success. What can
organizations do to attract and keep creative, dedicated and thriving employees who
make organizations flourish? Which working conditions inspire employees to be
engaged, give their best, go the extra mile and persist in the face of difficulties?
Instead of traditional organizational structures that heavily rely on management
control and economic principles of cost reduction, efficiency, and cash flow, the focus
in modern organizations is on the management of human capital.

1.2 INFORMATION TECHNOLOGY INDUSTRY IN INDIA

Indian Information Technology(IT) organizations did not see a development in the
industry during mid 70s and this period was not so effective in the investment in IT
field due to restricting imports of computer peripherals, high import tax, strict Foreign
Exchange and Regulation Act limiting its allocation.
A notable turning point in the Indian software and IT industries policy environment
was when Shri Rajiv Gandhi became PM in 1984. The major policy reforms were to
recognize software as an industry to invest and make it eligible for incentives as other
domestic industries, reducing import tariffs policies which liberalize exposure to the
latest technologies to compete globally and to capture a share of global software
exports.
High investments in higher education and formation of prestigious engineering
colleges, policy reforms to allow foreign investments in 1991 enabled for significant
growth in development. From just programming and documentation work, India
emerged to implementation, R&D, out sourcing and diversified itself to hidden depths
of IT industry to become a global hub for software and IT enabled services.
This millennium belongs to the convergence of Information Technology. How
organizations are able to leverage IT to get advantage in a highly competitive market
will be the key to success. Leading the way would be the organizations which are in
the IT industry. These are the ones which have shown that the quickest way to
business excellence would be through optimum utilization of IT.
The IT boom has brought with it, its own set of challenges to organizations. How to
put in place systems and process that are in tune with the IT revolution, how to
strategize and compete in the IT era? A major challenge that the IT industry per se has
been facing is in the field of Human Resource Management.

1.3 HISTORY OF HUMAN RESOURCES MANAGEMENT

Managing workforce has become increasingly complex in the IT industry. The
heritage and growth of the human resource management profession is closely linked
to people's attitudes about work, the evolution of employment-related laws and
sociological trends. The HR field today recognizes the dynamic relationship between
strategy, people, technology and the processes that drive organizations. Although this
dynamic relationship appears obvious now, the evolution of the profession has often
been slow.
By the late 1800s, people problems were a very real concern in the workplace. For the
average blue-collar worker, most jobs were low-paying, monotonous and unsafe.
Some industries experienced difficulty recruiting and retaining employees because of
the poor working conditions workers were exposed to. Workers began to band
together in unions to protect their interests and improve living standards. Government
stepped in to provide basic rights and protections for workers.
Forward-thinking employers recognized that productivity was connected to worker
satisfaction and involvement and realized they could not meet production schedules
with bands of disgruntled employees. In the late 1800s and early 1900s, the personnel
profession that grew out of concerns about employee absenteeism and high turnover
attempted to solve worker problems with such basic personnel management functions
as employee selection, training and compensation
It's believed that the first personnel management department began at the National
Cash Register Co. (NCR). NCR faced a major strike at the turn of the century but
eventually defeated the union after a lockout in 1901. After this difficult union battle,
company President John H. Patterson decided to improve worker relations by
organizing a personnel department to handle grievances, discharges, safety and other
employee issues. The department also kept track of pending legislation and court
decisions and these first personnel managers provided training for supervisors on new
laws and practices. NCR was not alone in its efforts to address employee grievances.
Other employers were looking for management solutions that would alleviate
employee disenchantment. Many attempted to ease labor unrest by increasing wages
.A paradigm shift from an industrial to a knowledge based society has made
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employees role more crucial for organizational success. One such knowledge based
industry is IT industry.
The IT industry is a service industry. The quality service offered to customers
determines the success of the organization. This leads us to the fact that the creativity,
innovativeness, knowledge and skill of the employees are the important assets. How
well these assets are managed is the challenge that the IT industry is facing. It is not
capital or finance or marketing management that gives the competitive edge but rather
how well one is able to manage human resources whose intellectual applications drive
down the business.
The challenge does not stop with recruiting the right person but managing the
performance of the employees. The challenge would be to create a performance
culture wherein opportunities are provided for enhanced performance and where
giving out optimum performance becomes a way of life.
Training & and Development is another area where challenges arise. In the IT
industry training takes a new dimension. It will not be just identifying training needs
and giving the required training. It is foreseeing and anticipating the requirements and
develop suitable training so that the employees are well equipped to handle the
challenges forehand. The IT industry is one of the high paying industries. Since it is
also very competitive, vying with each other to attract the best talent, offering the best
possible compensation package to their employees is in itself a challenge.
But the real challenge would be to incorporate all the sub systems in HR and help
them in achieving the ultimate goal - exceptional performance. In a high performance
driven industry like IT, this becomes all the more important. People have to be
groomed to get in tune with the performance culture. Creating an environment that
stimulates the creation of knowledge, its sustenance and its dissipation throughout the
organization will be the challenge for organizations in the future. How to go about
doing this will fall on the HR department. No longer will the HR department carry on
with its traditional functions. That will be taken care by Human Resource Information
Systems. The function would be to build and sustain a performance driven culture.
The role will then shift to that of a facilitator. HR will have to involve the whole
organization in this process and act as a guide, counselor and facilitator. In the future,
4

the competitive edge that the organizations will get will only be through their human
resources. How organizations are able to manage them, will determine whether they
will run the race or be left behind.
Most IT firms had cut perks and frozen salary hikes during the downturn of 2008-09
as business from customers had slowed. But with the economy improving in the US
the largest market for Indian IT firmscustomers are off shoring more work to save
costs and remain competitive.
To meet this spurt in demand, IT firms are scouting for experienced employees who
can deliver quality codes to their customers The IT firms are losing employees at the
three to seven year experience level. Some IT companies are offering off-cycle
compensation interventions such as retention bonuses, off-cycle salary increases and
equity-based incentives to control the situation.
Indias largest IT firm gave promotions and average wage hikes of 10% in April,
2010 after a gap of one year. Its focus now is on non-monetary components: rotating
jobs more often, not just within projects but across technologies, verticals and
locations; and encouraging more first-time managers to take up people management
courses. Indias top information technology firms are offering mid-term hikes,
promotions and even restricted stock (shares that are locked in for a fixed period
before they can be sold) to keep

away employees from hopping on to rival

companies.

The collective loss to Indian knowledge organizations due to regularly losing great
employees is mind boggling. In the last couple of years, many companies have begun
to realise that wages and benefits are important to employees, but compensation alone
is not enough to keep the highly skilled, motivated and experienced workforce if the
businesses need to excel. There is a need for a complete eco system within the
organization that focuses on creating, continously motivating and retaining great
employees more than ever before. Managers would agree that employees make a
critical difference when it comes to innovation, organizational performance,
competitiveness, and thus ultimately business success. What can organizations do to
attract and keep creative, dedicated and thriving employees who make organizations
5

flourish? Which working conditions inspire employees to be engaged, give their best,
go the extra mile and persist in the face of difficulties? Instead of traditional
organizational structures that heavily rely on management control and economic
principles of cost reduction, efficiency, and cash flow, the focus in modern
organizations is on the management of human capital. Thus the HR coined the term
Employee Engagement.What companies need today are engaged employees.
Companies need to put in the best of their efforts to keep their employees engaged
because employee engagement is a two way mutual process between the organization
and the employee. When an organization takes measures for an engaged workforce,
the loyalty of the employees and productivity spikes.

1.4 EMPLOYEE ENGAGEMENT

Employee contribution becomes a critical business issue because in trying to produce
superior output, companies have no choice but to try and engage not only the body but
the mind and soul of every employee. Most organizations today realize that a satisfied
employee is not necessarily the best employee in terms of loyalty and productivity.
The best employee is really an engaged employee one who is intellectually and
emotionally bound with the organization, who feels passionate about its goals and is
committed towards its values. This employee goes the extra mile beyond the basic job
requirements.
1.4.1 THE THEORITICAL FRAMEWORK OF EMPLOYEE ENGAGEMENT

The theoretical framework for Employee Engagement was presented by Khan,

illustrating how psychological experiences of work and work contexts shape the
processes of people presenting and absenting themselves during task performances
(1990, p. 694). Khan grounded his conceptual framework in empirical and existing
theoretical frameworks. Khan examined several disciplines to find that psychologists
(Freud, 1922), sociologists (Goffman, 1961b; Merton, 1957) and group theorists
(Bion, 1961; Slater, 1966; Smith & Berg, 1987) have documented the idea that people
are inherently ambivalent about being members of ongoing groups and systems and
seek to protect themselves from both isolation and engulfment by alternately pulling
6

away from and moving towards their memberships. These pulls and pushes are
peoples calibrations of self- in-role, enabling them to cope with both internal
ambivalences and external conditions. (Khan, 1990, p. 694).

The terms Khan uses to describe these measures of self- in-role are personal
engagement and personal disengagement. They refer to the behaviors by which
people bring in or leave out their personal selves during work role performances
(1990, p. 694).

These terms developed by Khan integrate previous ideas that people need self
expression and self employment in their work lives .In his research, Khan analyzed
each moment of engagement as if there were a contract between person and role (cuff
Schein, 1970). Three psychological conditions emerged as components of Employee
Engagement: meaningfulness, safety and availability (Khan, 1990).

It was only when employers began to at least partially believe the people are our
biggest asset talk that they began to show real interest in their employees thoughts
and feelings.

1.4.2 ENGAGED EMPLOYEES

An engaged employee is one who is intellectually and emotionally bound with the
organisation, feels passionately about its goals and is committed towards its values.
This employee goes the extra mile beyond the basic job responsibility and is
associated with the actions that drive the business. This employee takes pride in his
work and gives more than 100% to the job. 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. In short the engaged employees are the brand
ambassdors of the company.

Engagement can be defined as a function of two things: what one does and where he
does it. The "what" is work one enjoys, find challenging, and that fits your skills. The
"where" is how much one likes his boss and his workplace--culture, senior leadership,
7

policies, rewards, coworkers, development etc? Research strongly suggests that the
most important "where" factor" is the immediate boss (Buckingham & Coffman,
1999). Working for an appreciative person in a lively and generous environment with
an interesting job that fits your skills should enable one to be fully engaged. We can
even express engagement as a formula:

Engagement = what one does x Where he does it.

Like all multiplicative formulae, both the "what" and "where" have to be greater than
zero for engagement to occur. When the environment is positive, when ones jobs fit
his skills, there is more likelihood that one can be engaged.

1.4.3 DISENGAGED EMPLOYEES

On the other hand, disengaged employee are typically employees who were once high
performers. But, for one reason or another, they become uninterested in the job or
organization they work for. As a result, their productivity decreases, their negativity
increases, and their poor attitude spreads like a virus throughout the organization.In a
decent economy, these employees typically find a new employer where they regain
interest and their productivity spikes (until they become disinterested six months
later). In a bad economy, many of these employees stay put.

1.4.4 ANTECEDENTS OF EMPLOYEE ENGAGEMENT

According to the research literature (Brown & Leigh, 1996; Harter et al., 2002; Harter
et al., 2003; Resick et al., 2007; Rhoades et al., 2001), for engagement, three
promising antecedent variables are significant. These antecedent variables were job fit
(Resick, et al., 2007), affective commitment (Rhoades et al., 2001), and psychological
climate (Brown &Leigh, 1996). Job fit is defined as the degree to which a person feels
their personality and values fit with their current job (Resick et al., 2007). Good job fit
has been shown to promote a sense of belonging resulting in professional alignment
with interests and values (Kahn, 1990; Saks, 2006) and is shown to significantly
affect the development of job related attitudes such as employee engagement (Resick
et al., 2007). Affective commitment is defined as a sense of belonging and emotional
connection with ones job, organization, or both (Rhoades et al., 2001). Such an
8

emotional connection is thought to be a prior condition for the development of

employee engagement (Harter et al., 2003; Kahn, 1990; 1992; Saks, 2006). Last,
psychological climate is defined as the perception and interpretation of an
organizational environment in relation to an employees perception of well-being
(Brown & Leigh, 1996). Psychological climate has been shown to significantly affect
the development of work-related attitudes (Kahn, 1990; Harter at el.,2002) and
research suggests that workplace climate is an important dynamic in the development
of employee engagement (Brown & Leigh, 1996; Harter et al., 2003; Kahn,
1990).These three specific variables (i.e., job fit, affective commitment, and
Psychological climate) showed some h promise to the research because they each
examined unique aspects of how an employee experiences and interprets his or her
work. An employees interpretation of their work is thought to be related to the
development of employee engagement (Harter et al., 2003; Macey & Schneider, 2008;
Saks, 2006). Moreover, research has suggested that these variables have implications
for organizational competitiveness and productivity. Additionally, the presence of
employee engagement might also influence various outcome variables (Harter et al.,
2002). Two outcome variables were identified as having a potential relation with
employee engagement (Harter at al, 2002; Lloyd, 2008; Saks, 2006). These variables
were discretionary effort and intention to turnover. Discretionary effort is defined as
voluntary effort directed toward organizational goals above the minimum work
required (Lloyd, 2008) and intention to turnover is defined as an employees
voluntary intention to leave an organization (Saks, 2006). The presence of employee
engagement was thought to result in increased discretionary effort and decreased
turnover. High labor costs, poor financial losses defeat of skills and company are the
outcome of unplanned, voluntary turnover.

1.4. 5 TRUST AND ENGAGEMENT

The literature often separates trust into two divisions as social trust and instrumental
trust as it is rarely concerned with capability and expectedness, instead it is relating to
motives of the individual. It is social trust that plays a large role in organizational
politics and its absence is a contributing factor to employee disengagement. When an
employee views the motives of others to have good intentions they find it easier to
work together. As motive based trust is based on explaining others actions, it
9

persuades employees to entrust the organizational and participate as good corporate

citizens. If social trust is lacking within an organization, employees are more likely to
be disengaged because they become suspicious and defensive. The employees
instinct is then to protect oneself against any future violation by disengaging.

1.4.6 ENGAGEMENT AND COMMITMENT

The commitment literature discusses the impacts of a committed workforce lays the
foundation for understanding of engagement and the evolution of the concept.
Commitment and engagement are not considered to be one and the same, whilst
commitment is an important element of engagement, engagement is considered to be
more than just employee commitment. The closest relationship with engagement is
affective commitment as explained by Silverman(2004) this type of commitment
emphasizes the satisfaction people get from their jobs and their colleagues and the
willingness of employees to go beyond the call of the duty for the good of the
organization. This point is expanded upon by Meere (2005) who highlights that
organizations must look beyond commitment and strive to improve engagement. An
engaged employee is committed with the organization which is out of excitement and
with a sense of pride and joy whereas a committed employee is bound with the
organization which could be an implication of being impelled and not out of voluntary
choice. Commitment lacks a number of qualities commonly associated with
engagement such as absorption and self expression.

1.4.7 ENGAGEMENT AND JOB SATISFACTION

Fernandez (2007) shows the distinction between job satisfaction and engagement. Job
satisfaction is a part of engagement, but it can merely reflect a superficial,
transactional relationship that is only as good as the organizations last round of perks
and bonuses; engagement is about passion and commitment- the willingness to invest
oneself and expand ones discretionary effort to help the employer succeed which is
beyond simple satisfaction with the employment arrangement or basic loyalty to the
employer (Erickson 2005; Macey and Schneider 2008). However satisfied employees
do not necessarily perform to the best of their abilities. Personal satisfaction is an
internal emotion that need not relate in any direct way to organizational outcomes.
Another dimension is surely vital to motivate employees to go the extra mile.
10

1.4.8 ENGAGEMENT AND CUSTOMER LOYALTY

Levinson (2007) opines that employees who are happy in their work are more likely
to create loyal customers. Engaged employees tend to have a better understanding of
how to meet customer needs. As a result, customer loyalty tends to be better in
organizations where the employees are engaged. Levinson suggested that employees
who are engaged are more likely to stay with the organization.

However inspite of growing management support for engagement, most employees

believe that they are detached from their organization. Only just over one-third of
employees believe their company engages them to act upon well.
engagement is not just driven by pay.

Employee

It has been found that employees who are

happy in their work are more likely to create loyal customers. Engaged employees
tend to have a better understanding of how to meet customer needs as a result;
customer loyalty tends to be better in organizations where the employees are engaged.

1.4.9 EMPLOYEE RETENTION

Levinson (2007) also suggests that employees who are happy in their work are more
likely to stay in the organization. Blessing White (2008) reports that 85 per cent of
engaged employees plan on sticking around compared to 27 per cent of disengaged
employees. In addition, 41 per cent of engaged employees said that they would stay if
the organization is struggling to survive.
Research suggests that employee engagement might play a key role in aiding the
successful implementation of organizational change (e.g. Graen, 2008) and may be
particularly important to enabling organizational agility in companies forced to adapt
to the changing market. For instance, Cambridge shire County Council (cited in
Scottish Executive Social Research, 2007) found that their engagement improvement
initiatives had led to time savings when introducing new policies and implementing
change. Graen (2008) proposes that engagement may protect an Organizations
bottom line profit when the local or global economy is in the midst of a recession.

11

1.4.10 BOTTOM-LINE PROFIT

The appeal of employee engagement to management is its proven links to
bottomline results the results of these are increased productivity, customer loyalty,
increased sales. Gallup found that employees are more productive and contribute
more financially to the organization if they feel involved in, and are committed to the
organization. Hewitt Associates (2004) also identified a relationship between
engagement and profitability through higher productivity, sales, customer satisfaction
and employee retention. Towers PerrinISRs (2007 cited in Crush, 2007)
investigation into the operating income (OI) of 50 financial companies, found that
companies with high levels of employee engagement (i.e. 70 per cent of staff say they
are engaged) showed OI improvements. Conversely, the OI of organizations with low
engagement (i.e. under 70 per cent of staff say they are engaged) declined by 32.7 per
cent in the same time period. The net income of the high engagement financial
companies was +13.7 per cent compared to 3.8 per cent in low engagement
organizations. Similarly, a study of 2,000 banks in the UK found that with every 10
per cent rise in engagement levels comes a four per cent rise in sales (Young, 2007,
cited in Crush 2007). For example, there have been claims of employee engagement
levels being 20 per cent higher in companies achieving double digit growth in profit
compared to those that demonstrate single digit growth (Treacy, 2003 cited in Hewitt
Associates, 2004).While this establishes a link between the two concepts, it does not
imply directionality or causality, and so allows for the possibility that organizations
with growth and profit increases bring about a very engaged workforce, not the other
way around. As profits go up, the potential for pay or bonus rises also increases which
is likely to elicit a positive feeling in employees and may thus increase their feeling of
attachment to the organization.

To determine whether increases in profit are due to an engaged workforce, it is

necessary to measure an organizations engagement and performance over a period of
time and compare the changes during this period. If engagement is the cause of profit
increase then an increase in engagement levels should precede an increase in profit.
Such a study by Hewitt Associates (2004, cited in The Conference Board, 2006)
found indications that engagement does indeed drive bottom line profit.
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After a wide range of study, the researchers have considered five most important
drivers of a culture of engagement. They are Feedback, Trust in leadership, Career
development, understanding of employees role, and shared decision-making. As a
HR manager, one needs to ensure that the five key elements are actively used for
better engagement.

Melcrum Publishing (2005) found that from a global survey of over 1,000
communication and HR practitioners about Employee Engagement and 74% began to
formally focus on the issue between 2000 and 2004.

It builds upon and goes further than 'commitment' and 'motivation' in the
management literature (Woodruff, 2006 as cited in CIPD, 2006)

A review undertaken by Rafferty et al (2005) indicates that it originated from

consultancies and survey houses rather than academia

The level of interest it has generated indicates that it is more than a passing
management fad. Research suggests that employee engagement might play a key role
in aiding the successful implementation of organizational change and may be
particularly important to enabling organizational agility in companies forced to adapt
to the changing market. For instance, Cambridge shire County Council (cited in
Scottish Executive Social Research, 2007) found that their engagement improvement
initiatives had led to time savings when introducing new policies and implementing
change. Graen (2008) proposes that engagement may protect an organizations bottom
line profit when the local or global economy is in the midst of a recession.

1.4.11 EMPLOYEE ENGAGEMENT A CONTRIBUTOR TO HUMAN SIGMA

METRIC

Six sigma has grown and transformed itself into Human sigma and has reiterated the
importance of Employee Engagement in the process of creating engaged customers.
When an employee gets engaged into the job or organization, that he is associated to,
it may be due to various reasons. The reason can be the initiations that he received
from his employer while at work how important he perceives the work to be for him
13

and for the organization as a whole. The employee also needs clarity of job
expectations, career advancements and opportunities that he can explore in the
organization for his self progression. The extent of engagement is dependent on the
feedback that the employee gets about his performance and the reward that he gets for
getting engaged. It is also imperative that the employees understand and appreciate
the ethos and values of the organization for becoming an engaged employee.

1.4.12 EMPLOYEE ENGAGEMENT ACTIVITIES IN ORGANIZATIONS

A successful employee engagement strategy helps create a community at the
workplace and not just a workforce. When employees are effectively and positively
engaged with their organization, they form an emotional connection with the
company. This affects their attitude towards both their colleagues and the companys
clients and improves customer satisfaction and service levels. There's more than one
way to improve the level of employee engagement in a company. In fact, there are
many different things that companies not only can do, but need to do. Most
organizations have a range of practices to improve the engagement level of their
employees. Best practice recommends starting right at the selection or recruitment
stage with:

Giving employees a realistic job preview

A strong induction and orientation program

Rigorous training and development, from technical to soft skills to leadership

development program.

Regular technical/soft-skill updates.

Certification program to drive people towards excellent performance

Beyond initial recruitment and induction, employee engagement activities can be

broken into a number of groups. These include Communications activities, reward
scheme, activities to build the culture of the organization, team building activities,
leadership development activities, a hotline for grievance handling. Organizations
need to focus on communication between the employees, the HR manager needs to
rely on the suggestion box and an annual employee survey to ensure that the upward
flow of feedback is proper.

14

It is very important that mangers put in effort to build trust among the employees.
Engaged employees have a strong

desire to work, feel proud of the organization,

and speaks positively about the organization. During emergencies, these employees
feel more responsible and use their skill effectively both for the self and for the
organization. Internal surveys in the organization would help in understanding the
engagement levels and career intentions would indicate if the employee would stay
put with the organization

1.5 ORGANIZATIONAL CITIZENSHIP BEHAVIOR

Currently, organizations expect their employees to be proactive and show initiative,
collaborate smoothly with others, take responsibility for their own professional
development, and to be committed to high quality performance standards. Thus
employees who feel energetic and dedicated and who are absorbed by their work,
employees who can create a culture in the organization that would be for the wellbeing of the organization and people involved in the organization are most critical for
the organization. These voluntary behaviors which contribute to the business unit
performance are called organizational citizenship behaviors.

1.5.1 THEORITICAL FRAMEWORK FOR OCB

Social Identity Approach consists of the two related theories Social Identity Theory
and Self-Categorization Theory. Social Identity Theory (Tajfel and Turner, 1979,
1986) has been developed first to understand inter group hostility and in-group
favoritism and has later been applied to organizational contexts. Since then it has been
a fruitful framework to explore and understand issues of leadership. Productivity,
communication and decision making or stress in the work place and also has been
applied to topics like power, protest, and collective action, negotiation, mergers and
many others.

1.5.2 SOCIAL IDENTITY THEORY

Social identity theory suggests that 1) people strive for a positive self-concept 2) ones
identity partly consist of one memberships in social groups like membership in
organizations (Hogg and Terry, 2000). Being the member of a specific organization
partly answers the question of Who am I and thus contributes to his or her self15

definition. Social Identity Theory thus would predict that organizational members
identification with their organization will be associated with attitudes and behaviors.
Indeed, Pratt (1988) has elaborated on the point that social identification with
organizations serves the individuals needs for belonging, safety or self-enhancement.
Following this an individual will have more of his or her needs satisfied and therefore
express a greater level of job satisfaction.

1.5.3 SELF-CATEGORIZATION THEORY (SCT) has been developed by Turner,

Hogg, Oakes, Reicher and Wetherell (1987). SCT specifies contextual influences on
identification and has largely enriched research on processes within groups. SCT
assumes that individuals can categorize themselves at three levels of abstraction: on a
subordinate level as an individual person (who compares herself with other
individuals), on an intermediate level as a member of a certain group (which then is
compared with relevant out groups), or an super ordinate level as a human being.SIT
and SCT describe two preconditions for the emergence of self-categorizations and
group behaviors: Identification and salience of category. Identification means that the
individual can be identified with a certain category i.e. perceives his category as
relevant for his or her identity.

1.5.4 MULTIDIMENSIONALITY OF JOB PERFORMANCE

Borman and Motowidlo (1993) proposed that individual performance can be

categorized into either task performance or contextual performance. Task performance
refers to those core technical functions of individual behavior within an organization.
Contextual performance is defined as the elements of individual performance that
serve to maintain the broad, social, organizational and psychological environment in
which the core technical functions operate. Grojean and Thomas (2006) suggest that
deliberate socialization processes of organizations lead to the development of rolespecific identities, in turn contributes to individual performance (both task and
citizenship).

From this inference of multidimensionality of job performance, Organ began an

exploration of what he termed the Good soldier syndrome or organizational
16

citizenship behavior (1988) as it has come to be known. Van Knippenberg(2000)

argued that organizational identification elicits a sense of oneness with the
organization which makes the individual take the organizations perspective and goals
as his or her own.(Ellmers.De Gilder and Haslam, 2004). This strengthens work
motivation and performance.

Organizational citizenship behavior is about a strong need to do something for the

organization and the people within. This is not about trying to get an equity between
what I get and what I give in many transactions at work. I give because I feel for
my organization. It is basically a strong identification with the company and its well
being this performance is determined by several factors outside the individuals direct
control, the expected positive effect of identification on performance should be
marked for forms of extra-role or citizenship behaviors. Helping those others out
through acts of citizenship and extra-role behavior thus makes sense as it is effectively
contributing to helping oneself.

In 1964, Katz has stated that for the effective functioning of the organization, there
are three basic types of behavior which are essential.
They are
1. People must be valued and made to remain with the organization
2. They must carry out specific task requirements in consistent and dependable
fashion.
3. There must be innovativeness and spontaneous activity that goes beyond the job
requirement. Organizational citizenship behavior as envisioned by Organ belongs
to the third type of behavior.

OCB is an extra-role behavior that were not included in the formal job description,
non- rewarded but which results in the effective running of the organization. More
importantly, in keeping with Katzs original definition, OCBs has to be those
behaviors that are ultimately beneficial to the effective functioning of the
organization. While a worker could help his/her fellow employees, it would be
considered as OCB if only it attempts to contribute to the effective functioning of the
organization.
17

Since the early 1990s personnel psychologists have become increasingly interested in
the multidimensional nature of job performance. Campbell et al (1992) identified
eight possible job performance dimensions; some of which focus on more technical
proficiency aspects of performance (e.g. Job specific task proficiency; written and
oral communication task proficiency; management administration) and some that
focus on the more psycho-social aspects of performance (e.g. demonstrating effort;
maintain personal discipline; facilitating peer performance).

1.5.5 TRUST, PARTICIPATION AND ORGANIZATIONAL CITIZENSHIP

BEHAVIOR

Employee performance will make or break an organization with the choice of

outcomes often being dependent on the level of trust that exist between managers and
their subordinates. Cooperative and altruistic behaviors are more prevalent when
employees trust their supervisors. Some argue that a greater degree of employee input
into decision making processes that directly involve employees could help to mitigate
this potentially devastating force within our organizations. Unfortunately employee
participation while touted as an excellent strategy for increasing trust and therefore
engagement, it is not readily accepted by the managers who are required to make it
work.

1.5.6 ANTECEDENTS OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR

Perceptions of leader supportiveness and follower job satisfaction have been found to
be positively related to citizenship behavior (Smith, Organ and Near, 1983). Smith,
Organ and Near (1983) found that perceptions of leader support both directly and
indirectly affected the level of employee altruism. Indeed, as citizenship appears to
consist of discretionary behaviors, how the employee perceives the organization
would likely predispose this employee to either perform or withhold such
performance. This has been addressed by Rioux and Penner (2001) who have
explored motivational causes of OCB as pro-social values, organizational concern and
impression management. Organizational concern is most closely related to OCB
directed towards the organization. Rioux and Penner (2001) state that organizational
18

concern motives appear to have two interrelated components; a desire to help the
organization because he identifies with and takes pride in the organization.

Organizational citizenship behavior is about a strong need to do something for the

organization and the people within. This is not about trying to get an equity between
what I get and what I give in many transactions at work. I give because I feel for
my organization. It is basically a strong identification with the company and its well
being.

1.5.7 FORMS OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR

Over 30 different forms of OCBs have been identified and defined and these have
been classified by Podsakoff et al. (2000) in Barkworth's paper (2004) into seven
themes:

Helping behaviour - voluntarily helping others

Sportsmanship - being able to carry on with a positive attitude in the face of

adversity and being willing to set aside personal interests for the good of the
group

Organisational loyalty - promoting the organisation to the outside world, and

staying committed to it, even when doing so could involve a personal sacrifice

Organisational compliance - following organisational rules even when not

being monitored

Individual initiative - demonstrating performance over and above what is

expected

Civic virtue - macro-level interest in the organisation as a whole, such as a

loyal citizen would display towards their country

Self-development - voluntarily improving one's own knowledge, skills and

abilities in such a way as to help the organization.

19

Other examples include cooperation with peers, personal initiatives, and

performing extra duties without complaints, helping others, volunteering,
innovation, sharing ideas. These are among the spontaneous behaviours
described by Katz and Kahn.
The impact of OCB according to Organ is that they promote the effective
functioning of the organization by facilitating adaptability, resource
transformations and innovativeness.
Organizational citizenship behavior can be directed both at an individual level
(in which case it is referred to as OCB-I and at the organization itself.
Examples of OCB-O include the following
1 .Speaking favorably about the organization
2. Offering ideas to improve the functioning of the organization.
3. Taking initiative to troubleshoot problems
Some examples of OCB-I include the following
1. Doing a favor for someone
2. Assisting a coworker with a personal problem.
These are some of the voluntary behaviors that employees engage in both
towards the organization and towards the individual. Various academic
literatures have established the positive relationship between OCB, business
performance and productivity.

1.6

RELATION

BETWEEN

EMPLOYEE

ENGAGEMENT

AND

ORGANIZATIONAL CITIZENSHIP BEHAVIOR

Research suggests that engaged employees contribute to the bottom line success of
the organization, be an advocate of the company and remain with the company
during tough times. Researches on Organizational Citizenship Behavior have
established relationship between OCB and productivity. The institute of Employment
20

Studies has found overlap between employee engagement and Organizational

Citizenship Behavior (OCB). However that, helping behavior, self development,
conscientiousness which are the dimensions of Organizational Citizenship Behavior
indicate that an employee is engaged has not come out clearly in any of the
researches.

1.7 NEED AND RATIONALE OF THE STUDY

Engaging employees of an organization is critical to the organizations success.
Employee Engagement is often the most significant differentiator between competing
IT organizations. This is true particularly for service based IT companies as revenues
are directly proportional to number of engaged workforce in the organization.

Research has suggested that investment in employee engagement activities

significantly improves the overall performance of the business unit.

OCB is an

informal and voluntary behavior in which employee goes beyond contractual

obligations towards the wellbeing of the organization and people involved in it. OCB
drives the culture in the organization. Majority of researches on employee
engagement from survey houses and consultancies have established the relationship
between employee engagement, financial business performance and profitability.
Interestingly, there are very few academic literatures on engagement. Several
literatures on OCB have highlighted the relationship between OCB and productivity,
in-role performance, and business unit performance. However there has been no
research established to find out if there is any relationship between employee
engagement and OCB. In this research, the researcher is interested to focus on
employee engagement and OCB in Indian and multinational companies operating in
the IT sector in India. The research is focused to analyze if the dimensions of OCB
like helping behavior, taking initiative, self development indicate the engagement
levels of an employee.

21

1.8 OBJECTIVES OF THE STUDY:

To determine the level of Employee Engagement among employees in the

Indian IT sector.

To determine the level of Organizational Citizenship Behavior in Information

Technology Organizations in India.

To determine the levels of drivers of Employee Engagement in Information
Technology Organizations in India.

To determine any significant relationship between Employee Engagement and
Organizational Citizenship Behavior in the

Information Technology

Organizations in India.

To determine which of the drivers of engagement (pay and benefits.
Management, colleagues best measure the form of engagement that has the
greatest impact on employee engagement.

To study if there is any difference in demographics and employee engagement.

To study if there is any difference in demographics and Organizational
Citizenship Behavior.

1.9 CONCLUSION
This chapter begins with an introduction to the IT industry, followed by history of
human resources management, the background to the problem, followed by
theoretical framework of the variables and need and rationale of the study.

1.10 RESUME OF SUCCEEDING CHAPTERS

This chapter is followed by review of literature, research methodology, statistical
analysis and interpretation, summary and conclusions.

22

CHAPTER II
REVIEW OF LITERATURE
2.1 INTRODUCTION

This chapter highlights the review of related literature and studies. The relationship
between dependent variable and independent variable is considered, the review is
organized around the key concepts of the problem. It is also the intention of the
researcher to find the research gap in this area and focus on the areas that have
achieved little attention and priority.

2.2 REVIEW OF LITERATURE ON EMPLOYEE ENGAGEMENT

The Institute of Employment Studies (2009) the primary objective of this study was
to assess the factors of employee engagement and then investigate this further in
relation to organizational data, for e.g., staff turnover and productivity. The results
from 7000 employees were combined and mapped against an eight factor model of
employee engagement. The relationship between levels of engagement and staff
turnover was also explored, a correlation coefficient -.43 was found indicating that a
two percent increase in engagement would lead to a .86 percent decrease in staff
turnover. Among the factors of engagement feeling valued and involved contributed to
34% of engagement scores.

Following the group wide employee opinion survey in January 2003 further links
between engagement and business measures have been found. In RBSs
manufacturing division, there was found to be a low correlation of .30 between
engagement and productivity. Therefore a one percent increase in engagement in
those areas would lead to a .3 percent increase in productivity.

Avin Papriwal; ken John Koshi (2009) the objective of the study was to find out the
employee engagement level of IT employees in the entry level. The overall employee
23

engagement score for the employees was 3.733. The factor analysis in the study
provided a platform to study the levels of engagement. There were 6 factors that
determined the level of engagement. They were relationship with superiors and peers,
pay and benefits, efficiency of the systems and processes adopted by the organization.

Blessing White (2008) in collaboration with HR Anexi collected global responses to

an online survey. The study intended to analyze factors that influence engagement
levels of Indian population compared with global workforce. The study finds
significant difference between population of Indian workers and those of Asia-Pacific,
and North America. Job satisfaction among Indian population was significantly higher
and they were easily able to connect with the objectives of the organization. The study
reveals that 34% of employees in India are fully engaged and 13% are actually
disengaged. India stands out from the world population as having one of the most
focused and satisfied workforce. The Engagement of Indian workers was different
amongst various amongst industries. The government sector has very low engagement
level, followed by the Pharmacy and Biotech industries whereas retail and consumer
products were high on engagement levels. 26% of Indian population rank
development opportunities and training as the highest, 25% regular specific feedback
about the performance of the employees.

Alan Saks (2006) found that there is a meaningful difference between job and
organization engagements and there is a perceived organizational support which
predicts both job and organizational support. Job characteristics predict job and
organization engagement; procedural justice predicts organization engagement. In
addition, job and organization engagement mediated the relationship between the
antecedents and job satisfaction, organizational commitment, intention to quit and
organizational citizenship Behavior.

WIlmar B.Schaufeli; Arnold Barker (2004) this study focuses on burnout and its
positive antipode- engagement. A model is suggested in which burnout and
engagement has different predictors and different possible consequences. Employees
24

from four Dutch service organizations participated in the research. Burnout was
measured with three sub-scales- exhaustion, cynicism and professional efficacy.
Engagement was measured with Utretch work engagement scale with dimensions
such as vigor, absorption and dedication. Structural Equation modeling methods as
implemented by AMOS was used for data analysis. In contrast to the assumption,
burnout and engagement when measured with the different instruments do not merge
into a single dimension with high opposite factor loadings for each construct. The
studies conclude that burnout and engagement are negatively related.
.

Gallup (2003) the objective of this study was to probe the impact of workplace
relationships, the Gallup Management Journal surveyed 1,003 employees nationwide.
Respondents were asked a variety of questions about their relationships at work
through telephone by Gallup organization. It was found that engaged employees are
much more likely than others to say that their organization "encourages close
friendships at work." Eighty-two percent of engaged employees showed agreement by
rating the statement a 4 or 5 (on a 1-5 scale where 5 is "Strongly Agree"), compared
to 53% of those who are not engaged and just 17% in the actively disengaged group.
There was a positive correlation between peers, colleagues and engaged employees.
With 95% confidence that the error attributable to sampling and other random effects
were plus or minus three percentage points.

Harter; Haynes; Schmidt (2002) found from their which was based on 7,939
business units in 36 companies. This study used meta-analysis to examine the
relationship at the business-unit level between employee satisfactionengagement and
the business-unit outcomes of customer satisfaction, productivity, profit, employee
turnover, and accidents. Generalizable relationships large enough to have substantial
practical value were found between unit-level employee satisfactionengagement and
these business-unit outcomes. One implication is that changes in management
practices that increase employee satisfaction may increase business-unit outcomes,
including profit.

25

Erin research (2002) the research survey identified job satisfaction and commitment
as drivers for engagement. The analysis found a correlation of .57 between job
satisfaction and commitment but both deserved separate analysis. The findings
concluded that satisfaction is a driver of commitment but the vice versa is not true.
The management and communication were also found to be important drivers of
engagement.

Towers Perrin (2003) the objective of the study was to find relationship between
employee engagement, productivity of the individual and financial performance of the
company. Around 35,000 employees in the United States across various industries
were the participants of the survey. With the information, a comparison between
engagement levels, customer focus and financial performance was done. It was found
that the stronger the drivers of engagement like feeling valued and involved, job
satisfaction, the stronger is the employee engagement with higher financial
performance.

Salanova; Peiro; Agut (2003) this study examined the mediating role of service
climate in the prediction of employee performance and customer loyalty. Contact
employees (N = 342) from 114 service units (58 hotel front desks and 56 restaurants)
provided information about organizational resources, engagement, and service
climate. Furthermore, customers (N = 1,140) from these units provided information on
employee performance and customer loyalty. Structural equation modeling analyses
were consistent with a full mediation model in which organizational resources and
work engagement predict service climate, which in turn predicts employee
performance and then customer loyalty. Further analyses revealed a potential
reciprocal effect between service climate and customer loyalty. Implications of the
study are discussed, together with limitations and suggestions for future research

Fred Luthans, Suzanne J. Peterson, (2002) this study examines the theoretical
understanding of employee engagement. Then an empirical investigation is made of
the role that a wide variety of managers (n = 170) psychological state of self-efficacy
plays in the relationship between their employees (average of about 16 per manager)
measured engagement and a multiple measure (self, subordinates and peers) of the
26

managers effectiveness. Results of the statistical analysis indicate that the managers
self-efficacy is a partial mediator of the relationship between his or her employees
engagement and the managers rated effectiveness. Overall, these findings suggest
that both employee engagement and manager self-efficacy are important antecedents
that together may more positively influence manager effectiveness.

2.3 REVIEW OF LITERATURE ON ORGANIZATIONAL CITIZENSHIP

BEHAVIOR
Upasana Singh; Kailash B.Srivatsava (2009) this study was proposed to examine
the relationship between interpersonal trust and OCB. The sample consisted of 303
managers in manufacturing and service organizations. Interpersonal trust was
measured using 12-item scale developed by Cook and Wall. The reliability coefficient
was .85 .in order to measure employees OCB, a 5-dimensioin scale consisting of 20
items developed by Podsakoff and Mackenzie (1989) was used. It included 4-item
each, and managers indicated their agreement on each item for employees working
with them. The Cronbachs alpha for this scale was .88. After examining the
relationship among the variables, multiple regression analysis (MRA) was computed
to examine the strength of the association. The results of the study indicated that three
out of five dimensions of OCB namely, altruism, courtesy and sportsmanship were
positively associated with TS (trust on supervisor) and TC (trust on colleagues). The
result also confirmed that TS (trust on supervisor) resulted in organizationally relevant
extra role behavior such as civic virtue and conscientiousness.

Vivekananda; Sunil Peeked (2009) this study was undertaken with the objective of
examining the relationship between aspiration and OCB. Two standard scales were
used to measure the aspiration index and OCB. The sample study was conducted on
the 200 Post graduate medical student population. The results indicate that intrinsic
aspirations (personal growth, community, growth, relationship etc) are positively
related with the altruistic dimension of OCB. Extrinsic aspirations of OCB (wealth,
image etc) are not related to OCB dimensions. None of the aspiration is related to the
compliance dimension of OCB. Altruism associated with intrinsic aspiration has more
to do with developing oneself and developing the community.
27

Akhilendra K.Singh; A.P.Singh (2009) this study highlights that personality plays
an important role in predicting OCB at workplace. Conscientiousness emerged as the
most powerful predictor of OCB. The predicting role of agreeableness and
neuroticism is limited. The present study was carried out on 188 front level managers
of Indian companies. Conscientiousness and extraversion dimensions of personality
was found to be correlated with all five dimensions of OCB (p<0.01). Results of
hierarchical regression analysis further reveals that neuroticism dimension or
personality was significantly negatively correlated with sportsmanship (= -.14;
p<.05). Exraversion dimension of personality was significantly positively associated
with conscientiousness and altruism. (=.19, P<.65).

Kursad Yilmaz; Omay Cokluk; Bokeoglu (2008) this study examines the structure
of organizational citizenship behavior (OCB) and its relation to organizational
commitment in Turkish schools. The data was gathered through a questionnaire from
a sample of 225 teachers in Turkish primary schools in Ankara. The conclusions of
the findings were there was a positive and significant relationship(r=.33, p<.01)
between

teachers

perceptions

of

organizational

citizenship

behavior

and

organizational commitment. There was a moderate, positive and significant

relationship between the two variables. The study concluded with the finding that
positive commitment increases with positive organizational citizenship behavior.

Archana Tyagi; Rakesh Kumar Agarwal (2010) in their study found that OCB and
social power had a significant relationship. The sample consisted of 250 male
employees in motorcycle manufacturing sector in North India. The regression results
showed that Referent, Expert, and Reward (intra work) power were positively
predicted by OCB. Based on the analysis it was concluded that individuals who
possess high levels of OCB are more likely to be a part of informal structure and have
their own social network within organizations.

Rolf Van Dick, Michael W.Grojean, Oliver Christ and Jan Wieseke (2006) the
purpose of the study was to investigate whether the relationship between
28

organizational identification and OCB is substantial and could be generalized.

Standardized questionnaires were filled out by 211 call center agents in Germany. The
organizational identification tools consisted of items like I identify with my
organization, Being a member of my organization is a reflection of who I am. These
items were averaged and provided a good reliability (=.85).OCB was measured
using self-reports. Participants were asked to answer nine items based on a German
scale measuring OCB by Staufenbeil and Hartz (2000) (sample items I help orienting
new colleagues, I always help colleagues readily. The reliability was =.75.

The conclusion of the study stated that employees who are more strongly identified
with their organizations are also more likely to go the extra mile on behalf of their
organization and to put in the extra effort to help their colleagues. Thus, identification
and OCB are related significantly and substantially.

The study also proposed to explore whether identification and OCB related in a teamcontext and could be aggregated on the team level. Data were collected in a further
education (FE) college located in Birmingham, UK. The college has a team-based
structure with staff working in 25 teams such as estates, community and partnerships,
health and safety, nursery, personnel, support workers, IT or engineering.
Organizational identification was obtained using the four-item scale developed by
Doosje, Ellemers and Spears (1995) with excellent scale reliability (=.92).OCB was
measured using five items (e.g. I help colleagues who have heavy workloads, I
gladly help orienting new colleagues; ( =.79). In support of the hypothesis, i.e.) the
team level correlation between OI and OCB were significant and substantial. (r=.406;
N=25; p=.044).

Dennis; Ryan (2006), found from a study that job attitudes are robust predictors of
organizational citizenship behavior (OCB). The relationship between job satisfaction
and OCB is stronger than that between satisfaction and performance in the job, among
non managerial and non professional groups.

The other attitudinal measures

(perceived fairness, organizational commitment, leader supportiveness) correlate with

OCB at roughly the same level as satisfaction. The most notable moderator of these
correlations appears to be the use of self- versus other-rating of OCB; self-ratings are
29

associated with higher correlations, suggesting spurious inflation due to common

method variance, and much greater variance in correlation. Differences in subject
groups and work settings do not account for much variance in the relationships.

Zirgham Ullah Bukhari; Umar Ali; Kurram Shahzad (2006) the purpose of this
study was to determine the relationship between the chosen antecedents of OCB i.e.)
altruism, conscientiousness and civic virtue. Eight large insurance companies in
Pakistan participated in the survey. The sample consisted of 100 employees from the
companies. OCB was measured using questionnaire developed by Podsakoff. A
significant relationship between OCB and its antecedents was found. The correlation
between OCB and altruism was found to be .46 which was very close to the value
developed by Konovsky and Organ (1995).Similarly conscientiousness and OCB had
minimal correlation, the researcher attributes it to the fact that employees are unaware
of the organizational code. Civic virtue had a strong correlation with OCB. OCB will
send a good strengthened image of the organization to the outside world.

Jan Wiesker; Oliver Christ; Michael W.Grojean; Rolf van Dick (2006) The
objective of this research

was to find out if there are could be any effect of

Organizational citizenship behavior and OI on organizational criteria such as

customer satisfaction and annual sales figures. The data was collected from sales
managers of travel agencies in 15 different German federal states all of which are
organized into a single franchise organization. In addition to citizenship performance,
external performance indicators such as customer evaluations and hard economic
criteria were measured. A total of 270 questionnaires were distributed. Organizational
identification was measured using Mael and Ashforths six item scale ( = .85). OCB
was assessed with five items (=.73). Test customers evaluations were measured
using four items (e.g. All in all I am satisfied with the visit in this travel agency, the
visit in this travel agency meets my expectations of an ideal visit in a travel agency ;(
=.98).

This study replicates the findings from the other studies with respect to the
identification- OCB link. It contributes to the notion that organizational identification
30

and OCB at the end of the day turn out to directly or indirectly affect organizational
criteria such as customer evaluations and even annual sales figures.

Riketta (2005) this research was a Meta analysis study regarding organizational
identification (OI) and its relationship to a variety of work-related attitude behaviors
and context variables. It was noted that overall measures of OI were correlated with
extra-role behaviors at r=0.35, p<0.01(for individual studies on the relationship
between identification and OCB.

David Turnipseed ; Ali Rassuli (2005) conducted a study with the hypothesis that
managers mean scores for OCB of best performing workers will be significantly
higher than the mean scores for worst performing workers. Participants were ten
mangers and 125 employees in the manufacturing facility of a Fortune 500 company
that produces parts for the agricultural and automobile industry. OCB was measured
using the 34-item instrument of Van Dyne, Graham and Dienesch (1994). The
reliability coefficients ranged from =.69 to .86. The conclusion of the study stated
that managers scored best performing workers significantly higher than worst
performers on each of the OCB dimensions.

Ronit B., Anit S. (2004) the study focuses on the relationship between empowerment,
organizational commitment, professional commitment (PC) and organizational
citizenship behavior (OCB). It examines which subscales of empowerment can best
predict these outcomes. The data were collected through a questionnaire returned by a
sample of 983 teachers in Israeli middle and high schools. Pearson correlations and
multiple regression analyses indicated that teachers perception of their level of
empowerment is significantly related to their OCBs. Among the subscales of
empowerment, professional growth, status and self efficacy were significant
predictors of organizational commitment and PC, while decision making, self efficacy
and status were significant predictors of OCB.

Bhatnagar, Jyotsna, Sheetal (2005) this study is an attempt to identity the strength
relationship

among

organizational

citizenship

behavior

and

psychological

empowerment in IT Sector in India. 111 managers of the IT sector organizations form

31

the sample of the study. Results indicate that managers who perceive psychological
empowerment in their occupational environment exhibit organizational citizenship
behavior. Organizational citizenship behavior is predicted by psychological
empowerment using regression analysis. The research extends the theoretical
framework and draws implications for IT managers exhibiting psychological
empowerment and organizational citizenship behavior having intention to stay.

Moideenkutty; Unnikammu (2005) this study was intended to examine if there is

any significant relationship between OCB and in role performance. Data from 136
supervisor-subordinate dyads were collected from graduate students. Organizational
citizenship behavior was measured with 15 items taken from various supervisor
directed OCB, co-workers directed OCB, and organization directed OCB behavior.
(Barr & Pawar, 1995; Moideenkutty, 2000). The reliability (Cronbach's alpha) of the
scale was .899. The responses were "never true" to "always true"(1-5). In-role
performance was measured with 4 items based on the scale developed by Williams
and Anderson (1991). The reliability (Cranachs alpha) of the scale was .962. The
conclusion of the study was there was strong positive correlation between OCB,
developmental experience and in role performance.

Hakanen, Bakker, Demerouti (2005) in their study among Finnish teachers working
in elementary secondary and vocational schools hypothesized and found that job
resources(skill, variety, peer contacts) were most beneficial in maintaining
engagement under conditions of high job demands It was found that job resources
buffer the negative relationship between pupils misbehavior and teachers work
engagement. In addition, it was observed that job resources particularly influence
work engagement when teachers are confronted with high levels of pupils
misconduct. For example, supervisor support, and innovation culture, appreciation by
colleagues and a positive organizational climate were important job resources that
helped them cope with demanding interactions with pupils. In conclusion, studies
using the broaden and build theory and the Job-Demands Resources model illustrate
how positive organizational behavior can outweigh negative behavior. Such

32

theoretical approaches and empirical findings clearly add to our overall knowledge
regarding organizational behavior and its outcomes.
Patrick D.Dunlop; Kibeom Lee (2004) the study aimed to determine the effects of
OCB on the performance of business unit. The business unit performance in both the
units was studied objectively and subjectively. The study included both supervisory
ratings of staff performance and several objective measures of effectiveness; this
provided how OCB influences business unit effectiveness. 364 responses were
obtained from the fast food organizations staff members. A 16 item self report scale
adapted by Lee and Allen was used to measure OCB. The supervisory staff provided
subjective ratings of business unit staff performance using an 18 item performance
scale. The coefficient was .94 for this scale. It was found that the aggregate OCB of
individual employees within a business unit would be a significant and positive
predictor of various objective and subjective measures of business unit
performance.OCB towards organization did not significantly contribute to the
business unit performance

William H. Bommer;Edward W.Miles;Steven L.Grover (2003) The purpose of

this study was to examine if there is a positive relationship between the average level
of citizenship behavior displayed by coworkers and level of citizenship behavior of an
individual within a group. Surveys for the study were collected from 626 employees
working in six plants of a non-unionized privately owned American manufacturing
company. The participating employees ranged from corporate officers (eg.CFO, Vice
President of Manufacturing) to line workers Podsakoff and Mackenzies four item
measures of altruism, courtesy and sportsmanship were used to measure OCB. From
the study it was clear that a supervisors affect toward an employee had a strong
positive association with a supervisors rating of employee OCB. Further an
employees affect towards his supervisor also had a significant relationship with
employees self rating of OCB. The findings of the results states that if the employees
coworkers engage in higher levels of OCB, the employee will put forth more OCB in
himself.

33

The results indicated that Organizational Citizenship Behavior (OCB) was positively
related to developmental experiences after controlling for In-Role Performance (IRP).
Results also indicated that when supervisors had broad role definitions, the
relationship between OCB and developmental experiences was non-significant. On
the other hand, when supervisors had narrow role definitions, there was a significant
positive relationship between OCB and developmental experiences reported by
employees.

Kevin W. Mossholder, Nathan Bennet (1997) the sample for the study consisted of
260 individuals from 49 service sector organizations. The work environment in which
the groups operated had opportunities to exhibit OCB. Job satisfaction, organizational
commitment and work group cohesiveness were measured using employee survey.
Specifically, the relationship of work group cohesiveness with OCB and its effect on
the relations of job satisfaction and organizational commitment with OCB was
examined. The findings of this study indicate that social context, as revealed through
group cohesiveness, affects the amount of OCB displayed in work groups as well as
relationships between affective work reactions and OCB. The study also demonstrates
the application of hierarchical linear modeling as a research tool in studying potential
multilevel effects. By taking the hierarchical nature of data into account in modeling
phenomena that may affect OCB, more information is used to increase the power and
precision of data-based estimates (de Leeuw & Kreft, 1995; Hofmann).Work group
cohesiveness engenders citizenship behavior that is manifested in ways that improve
the lot of immediate coworkers rather than the organization as a whole.

2.4 TRENDS IN THE LITERATURE

The review of literature indicates that Employee Engagement contributes to superior
business performance results and financial profits. (Gallup). This finding has been
supported by other researches as well. The Organizational Citizenship behavior which
is defined as the extra role behaviors has strong relationship with job satisfaction and

34

productivity in the organization (Kevin, Bennet). The findings in the literature

triggered the need for this study.

35

CHAPTER III
RESEARCH METHODOLOGY

3.1 INTRODUCTION
This chapter discusses the procedures adopted to evaluate the research. The terms and
concepts used in the chapter have been operationally defined. Hypotheses have been
stated for empirical validation. The sampling technique, tools used for the data
collection and statistical techniques used are also presented.
The purpose of this research was to find employee engagement in relation to
Organizational citizenship Behavior in Indian IT companies.

3.2 STATEMENT OF THE PROBLEM

Employee Engagement in relation to Organizational Citizenship Behavior in Indian IT
companies.
The challenge for Human Resources Professionals in IT organizations has been to
objectively measure the engagement scores of workforce and put in place measures to
continuously improve the same, particularly because engagement reflects an inner
state of feeling and is likely to change from time to time. Researches suggest a
number of engagement drivers such as job satisfaction, pay and benefits, feeling
valued and involved, communication, current career intentions, management,
colleagues, equal opportunities, stress and work pressure. Organizational citizenship
Behavior which is relatively an older concept has the same underlying theme of
engagement which is employees going the extra mile. Could Organizational
Citizenship Behavior be a driver of Employee Engagement.? Organizational
Citizenship Behavior can be measured objectively. Could it be used to predict
Employee Engagement?
36

3.3 OPERATIONAL DEFINITIONS

Employee Engagement is defined as the employees willingness and ability to help
their companies succeed chiefly by freely and consistently delivering discretionary
efforts on the job. (Towers Perrin, 2003)
Organizational citizenship Behavior is defined as the voluntary in which employees
go beyond what is formally expected of them to contribute to the well being of the
organization and people involved in it (Podsakoff, 2000)..
Organizations comprise individuals whose behaviors range from the minimalists, who
contribute the least possible to safeguard their job to others who go the extra-mile
discretionarily engaging in extra-role behaviors advantageous to the organization. As
OCBs are extra-role behaviors which have not been formally defined and beyond the
job descriptions that are specified in advance for a particular job, they cannot be
enforced nor can they be formally penalized

3.4 VARIABLES UNDER INVESTIGATION

DEPENDENT VARIABLE: The dependent variable in this study is Employee
Engagement.
INDEPENDENT VARIABLE: The independent variables are the drivers of
engagement pay and benefits, management, colleagues, communication, equal
opportunities, stress and work pressure, job satisfaction, current career intentions,
organizational citizenship behavior.

DEMOGRAPHIC VARIABLES: Gender, Age, Qualification, Length of service in

the organization, Type of IT Company.

37

3.5 OBJECTIVES OF THE STUDY:

To determine the level of Employee Engagement among employees in the

Indian IT sector.

To determine the level of Organizational Citizenship Behavior in Information

Technology Organizations in India.

To determine the levels of drivers of Employee Engagement in Information
Technology Organizations in India.

To determine any significant relationship between Employee Engagement and
Organizational Citizenship Behavior in the

Information Technology

Organizations in India.

To determine which of the drivers of engagement (pay and benefits.
Management, colleagues best measure the form of engagement that has the
greatest impact on employee engagement.

To study if there is any difference in demographics and employee engagement.

To study if there is any difference in demographics and Organizational
Citizenship Behavior.

3.6 HYPOTHESES
H1: There is no significant relationship between Employee Engagement and
Organizational Citizenship Behavior (OCB).
H2: The drivers of Engagement (pay and benefits, colleagues, management, equal
opportunities, stress and work pressure, current career intentions, job satisfaction,
training and development, feeling valued and involved and OCB) influence
Employee Engagement to the same extent.
H3: There is no significant difference between Employee Engagement across
demographics of the employees.

38

H4: There is no significant difference between drivers of Employee Engagement

across demographics of the employees.
H5: There is no significant difference between Organizational Citizenship Behavior
across demographics of the employees.

3.7 SAMPLING TECHNIQUE

The judgmental sampling was adopted for selecting employees from companies which
had employee engagement activities. Multinational IT companies and Indian IT
companies were selected only if they had Employee Engagement practices prevalent
for the last three years. Convenient sampling was adopted to select the respondents.

3.7.1 POPULATION OF THE STUDY:

The population of the study consists of IT professionals working in companies where
employee engagement activities are prevalent. Indias pool of IT professionals is
around fifteen lacs. Bangalore employs about 40% of the total IT population in India.

3.7.2 SAMPLE OF THE STUDY:

A sample consisting of 235 IT professionals from both Indian and MNC IT
companies operating in India. The IT professionals were from companies where
Employee Engagement activities were prevalent.

3.8 PROFILE OF THE RESPONDENTS:

The respondents selected for the study were drawn from varied backgrounds. The
following tables and charts present the profile of the respondents.

39

Table 3.1 indicating frequency and percentage of the sample drawn based on
gender.
Gender

Frequency

Percentage

Male

161

68.5

Female

74

31.5

Total

235

100

It was found that, there was a larger percentage of male (68.5%) than female (31.5%)
participants in the sample.

Table 3.2 indicating frequency and percentage of employees based on age.

Age group

Frequency

Percentage

21-25 YRS

40

17.0

26-30 YRS

84

35.7

31-35 YRS

77

32.8

36-40YRS

23

9.8

41-45YRS

3.4

46-50 YRS

1.3

In terms of age, 17% of the respondents were in the 21-25 year age group, 35.7% of
the respondents were in the age group 26-30 years, 32.8% of the respondents were in
the age group 31-35 years, 9.8% of the respondents were in the age group 36-40
years, 3-4% of the respondents were in the age group 41-45 years, and 1.3% were in
the age group 46-50 years.
40

Table3.3 indicating frequency and percentage of employees based on

qualification.
Qualification

Frequency

Percentage

Graduates

117

49.6

Post graduates

112

47.7

PhDs

2.6

It was found that in terms of qualification, 49.8% of the respondents were graduates,
47.7% were post-graduates and 2.6% were doctorates.

Table 3.4 indicating frequency and percentage of employees based on type of

company.
Percentage

Frequency

Indian

131

55.7

MNC

104

44.3

Type of the
company

It was found that in terms of type of IT companies, 55.7% of the respondents were
from Indian IT companies, and 44.3% were from MNC IT companies.

41

Table 3.5 indicating frequency and percentage on the length of service of

employees in the organization
Length of

Frequency

Percentage

service
5yrs and below

197

83.8%

5-10 yrs

33

14.1%

10-15 yrs

2.1%

In terms of work experience, 83.8%of the respondents had a experience of less than or
equal to five years,14.1% of the respondents had a

experience of between five and

ten years, 2.1% had a experience of between ten and fifteen years. These indicate the
length of service of the employees in the current organization they were employed in.

3.9 TOOLS ADOPTED FOR THE STUDY

The following tools were used to measure the variables of the study.
1. Employee Engagement questionnaire developed by Dilys Robinson (2004),
Institute of Employment Studies, UK...
2. Organizational citizenship Behavior questionnaire developed by Podsakoff (2000).

3.10 DESCRIPTION OF THE TOOLS

Employee engagement was measured with the questionnaire from Institute of
Employment studies UK designed by Dilys Robinson (2004). The questionnaire
consisted of 34 items. Organizational citizenship Behavior questionnaire was
measured and developed by Podsakoff (2000). The questionnaire consisted of four
items.
42

3.10.1 PILOT STUDY

A pilot study with 30 samples was conducted. The employee engagement
questionnaire by Dills Robinson was used to measure employee engagement and the
drivers of employee engagement. The positive items were scored on a five point scale,
ranging from strongly disagree, disagree, neither agree nor disagree, agree, strongly
agree while the negative items were scored in reverse direction. The pilot study
indicated the robustness of the tools and the direction in which the study was
proceeding was appropriate. Hence with the modifications the questionnaire was
finalized and administered.

3.10.2 SCORING
3.10.3

EMPLOYEE

ENGAGEMENT

QUESTIONNAIRE

BY

DILYS

ROBINSON (2004)
The Employee Engagement questionnaire consisted of thirty four items. The
maximum possible score on this scale was 170 and the minimum score was
34.Negative items were given reverse scoring items in the questionnaire. The
reliability of the questionnaire for the final study was .880. Scoring was on a fivepoint scale from 1 to 5. For the response of Strongly disagree the scoring was1,
Disagree was scored as 2,Neither agree nor disagree was scored3, Agree was
scored as 4 and Strongly agree was scored as 5. The total score of the individual
was considered for statistical analysis.

3.10.4 ORGANIZATIONAL CITIZENSHIP BEHAVIOR QUESTIONNAIRE

BY PODSAKOFF (2000)
The organizational citizenship behavior was measured using questionnaire
standardized by Podsakoff (2000).

43

Four items were selected for inclusion in the scale. The reliability of the scale was
.703. Scoring was on a five-point scale from 1 to 5.The maximum possible score on
this scale was 20 and minimum 4. For the response of Strongly disagree the scoring
was1, Disagree was scored as 2,Neither agree nor disagree was scored3, Agree
was scored as 4 and Strongly agree was scored as 5. The total score of the
individual was considered for statistical analysis.

3.11 DATA COLLECTION

The investigator collected data from 235 IT professionals from Indian and MNC
companies operating in India. The responses were collected in person and through an
online survey. The confidentiality of the responses was assured. After collection of
the questionnaire; scores were assigned and systematically pooled for further analysis.

3.12 STATISTICAL TECHNIQUES AND ANALYSIS

The following statistical techniques were used for analyzing the data as per the
objectives of the study.
1. Descriptive statistics- Frequency, Mean, S.D and percentages.
2. Correlation analysis between Employee Engagement and Organizational
Citizenship Behavior.
3. Differential statistics for hypotheses testing.

3.13 CONCLUSION:
This chapter describes the dependent and independent variables used in the study, the
questionnaires used and methodology adopted for data collection. The details of the
statistical analysis are presented in the next chapter.
44

45

CHAPTER IV
STATISTICAL ANALYSIS AND
INTERPRETATION OF DATA

4.1 INTRODUCTION
The present chapter gives an analysis of data and interpretation of the analysis.
The data has been carefully processed, systematically classified and tabulated,
scientifically analyzed, interpreted and concluded.
The data collected was processed and tabulated using Microsoft Excel-2000
Software. The data collected have been analyzed using Karl Pearsons correlation
coefficient, ANOVA, regression by using SPSS 11.0 version statistical software
and the results obtained thereby have been interpreted. The purpose of this study
is to find out if there is any significant relationship between Employee
Engagement and Organizational Citizenship Behavior. It is also the intention of
the investigator to find out differences in the demographic variables namely,
gender, age, qualification, and nature of industry.
The different sections of chapter IV have been organized under the following
sections:
1. Descriptive Statistics
2.

Pearsons correlation analysis

between

Organizational Citizenship Behavior.

3. Multiple Regressions
4. Differential Statistics (ANOVA)

46

Employee

Engagement

and

4.2 CHARACTERISTICS AND DISTRIBUTION OF THE SAMPLE

To test whether the samples drawn from the population are representative of the
population, the sample has been tested for normality of distributions. The data for
the present study was obtained from 235 IT professionals from Indian and MNC
companies operating in India. An examination of the sampling distributions of the
independent and dependent variables would reveal whether they fulfill the
assumptions underlying the use of different statistical techniques used in the
present investigation.

4.3 DESCRIPTIVE STATISTICS

The descriptive statistics describes the normality distributions of the scores
for the sample under investigation.

Table 4.1 indicating the level of Employee Engagement among IT

professionals.
Dependent

Mean

variable
Employee

Standard
deviation

3.62

.994

Engagement

It was found that he level of employee engagement was moderate with a mean value
of 3.62. Among the items This organization has a good reputation was found to
have the highest mean ratings( 3.75) followed by I always do more than what is
actually required with a mean value of 3.73.Following this the item, I am proud to
tell others that I am a part of this organization had a mean rating of 3.71, This
organization is known as a good employer had a mean rating of 3.62 followed by I
47

speak highly of this organization to my friends having a mean value of 3.52.The item
with the least mean rating of 3.28 was this organization really inspires the very best
in me in the way of my job performance

Table 4.2 indicating the level of OCB among employees in IT companies

operating in India in descending order.

Independent variable

Mean

Standard Deviation

Organizational Citizenship

3.75

.719

Behavior

It was found that the level of Organizational Citizenship Behavior was moderate with
a mean value of 3.75 .Amongst the items comprising the scale for organizational
citizenship behavior, taking initiative to troubleshoot and solve technical problems
was found to have the highest mean ratings (3.94), followed by I frequently make
suggestions to improve the work of my team with a mean rating of 3.91. Voluntarily
did more than the job requires to help others or to contribute the overall functioning of
the facility had a mean rating of 3.89 followed by I try to keep abreast of current
developments in my area with the least mean rating of 3.81.

48

4.3.3 To determine the levels of drivers of Employee Engagement among IT

professionals.
Table 4.3 indicating the levels of drivers of Employee Engagement among IT
professionals operating in India.
DRIVERS OF

MEAN

STANDARD
DEVIATION

ENGAGEMENT
Pay and benefits

3.32

.819

Feeling valued and

3.42

.7523

Management

3.45

1.009

Colleagues

3.75

1.047

Communication

3.25

.893

Equal opportunities

3.00

1.131

Job satisfaction

3.00

1.007

Stress and work

2.97

1.099

3.25

1..063

3.40

.794

involved

pressure
Current career
intentions
Training and
development

Amongst the drivers of engagement, satisfaction with colleagues had the highest mean
rating of 3.75 followed by management with a mean rating of 3.45, feeling valued and
involved with a mean rating of 3.42. training and development had a mean rating of
3.40, pay and benefits had a mean rating of 3.32, followed by current career intentions
49

and communication with a mean rating of 3.25, followed by job satisfaction and equal
opportunities with a mean value of 3.00, the item with the least mean rating 2.97 was
stress and work pressure.

The satisfaction on pay and benefits among employees was moderate with a mean
value of 3.32.Among these items, good performance is fairly rewarded here" had the
highest mean rating of 3.57 followed by "I am fairly rewarded in view of my
experience" with a mean value of 3.32, the item I am satisfied with my pay had the
least mean rating of 3.09.

It was found that the satisfaction of employees with the driver Feeling valued and
involved was moderate with mean rating of 3.42. The item with highest mean rating
was I feel valued by senior management with a mean value of 3.53, followed by
Managers are keen to get employee views on key decisions with a mean rating of
3.40. The item with the least mean rating Good suggestions from employees tend to
get ignored here was with a mean rating of 3.34.

The level of satisfaction with training and development was moderate with mean
value of 3.40. I am given adequate training to do my current job with a mean rating
of 3.50 followed by my manager takes employee development seriously with a
mean value 3.31.

The level of job satisfaction was moderate with a mean value of 3.00. The item I do
interesting and challenging work has a mean rating of 3.61, followed by I get a
feeling of accomplishment from my job with a mean value of 3.58, Overall I am
satisfied with my job with a mean value of 3.51, There is a lot of variety in my job
with a mean value of 3.41. The item I am seldom bored with my job had a least
mean rating of 3.09.

50

The level of satisfaction with management was moderate with mean value of 3.40.
My immediate manager is sensitive to work/life issues had a mean value of 3.45,
followed by My manager supports me when things go wrong with a mean value of
3.35.

The level of satisfaction with colleagues was moderate with mean value of 3.63. The
item with highest mean rating 3.76 was My colleagues can be relied upon when
things get difficult in my job, with a mean rating of 3.61 and I do not feel part of an
efficient team with the least mean rating of 3.52.

The level of satisfaction with equal opportunities was moderate with mean value 3.14.
The item This organization provides good support for employees with family
responsibilities had the highest mean rating of 3.40 followed by I feel I have a fair
chance to apply for internal vacancies here had a mean rating of 3.34. This
organization actively promotes flexible working arrangements for its employees with
a mean rating of 3.24. To be accepted here, your face has to fit has the least mean
rating 3.13.

The level of satisfaction with communication was moderate with mean value 3.46.
The item the information I need to do my job is readily available had the highest
mean rating 3.49 followed by the grapevine is the most effective communication
channel round here with a mean rating 3.43.

The level of current career intention was moderate with mean value 3.32.the item
Likely to stay for at least one year had a mean rating of 3.41 followed by Plan to
leave as soon as possible with a mean value of 3.31. The item plan to stay for the
foreseeable future had a mean rating of 3.25.

51

4.4 CORRELATION ANALYSIS

HYPOTHESIS 1: There is no significant relationship between Employee
Engagement and Organizational Citizenship Behavior in Indian IT organization.
Pearsons correlation was done to find out the relationship between Employee
Engagement and Organizational Citizenship Behavior.

52

Table 4.4 indicating Pearson correlation between Employee Engagement and Organizational Citizenship behavior among employees in IT industry
Pay and
Benefits

Feeling
Valued
And
Involved

Training
and
Develop
ment

Job
Satisfaction

Employee
Engagement

Management

Colleagues

Stress
and
Work
Pressure

Equal
Opportunities

Communication

Current
Carrier
Intention

Pay And
Benefits

Feeling Valued
And Involved

0.471**

Training and
Development

0.336**

0.529**

Job Satisfaction

.359**

.501**

0.606**

Employee
Engagement

0.526**

0.517**

0.481**

.339**

Management

0.402**

0.536**

0.565**

0.447**

0.607**

Colleagues

0.149*

0.360**

0.504**

0.421**

0.368**

0.495**

Stress and
Work Pressure

-0.214**

-0.184**

-0.138*

-0.316*

-0.189**

-0.255**

-0.195**

Equal
Opportunities

0.192*

0.211**

0.205**

-.049

0.402**

0.343**

.124

0.346**

Communication

0.231**

0.251**

0.356**

.108

0.261**

0.248**

0.250**

-.079

0.246**

Current
Carrier
Intention

0.455**

0.486**

0.398**

0.584**

0.612**

0.495**

0.382**

-0.238**

0.310**

0.298**

Organizational
Citizenship
Behavior

0.176**

0.304**

0.160**

0.242**

0.361**

0.347**

0.149*

.053

0.292**

0.116*

0.215**

**Significant at .01 level

*Significant at .05 level

53

Organizational
Citizenship
Behavior

It was found that Employee Engagement was positively correlated to organizational

citizenship Behavior. The correlation value was .361 at 0.01 level of significance.
However the relationship is weak.

It is found that there was a low positive correlation between the drivers of engagement
and Organizational Citizenship Behavior. These relationships were significant. The
highest correlation among the drivers of Employee Engagement with Organizational
Citizenship Behavior was with management(.347), followed by feeling valued and
involved (.304), equal opportunities (.292), job satisfaction (.242), current career
intention

(.215)

,pay

and

benefits

(.176),

training

and

development

(.160),colleagues(.141) . The driver stress and work pressure did not have any
significant correlation with OCB.

HYPOTHESIS 2:

The drivers of Engagement (pay and benefits, colleagues,

management, equal opportunities, stress and work pressure, current career intentions,
job satisfaction, training and development, feeling valued and involved and
Organizational Citizenship Behavior ) influence Employee Engagement to the same
extent.

4.5 REGRESSION ANALYSIS

To analyze the influence of the drivers of engagement (pay and benefits, colleagues,
management, equal opportunities, stress and work pressure, current career intentions,
job satisfaction, training and development, feeling valued and involved and OCB) on
engagement, multiple regression was performed. The results indicate that the null
hypothesis has to be rejected and the alternative hypothesis accepted as there is a
variation in the impacts caused by the drivers of engagement on employee
engagement.

54

Table 4.5 indicating the regression of Employee Engagement on Independent

Variables
Model

Unstandardized

Standardized

coefficients

coefficients

Std.

sig

Beta

Error
1(constant)

-.243

.347

-.699

.486

Pay and benefits

.164

.046

.185

3.575

.000**

Job Satisfaction

.199

.055

.197

3.638

.000**

Management

.163

.058

.176

2.834

.005**

Equal opportunities

.246

.090

.147

2.750

.006**

Current career

.224

.047

.261

4.783

.000**

.142

.070

.097

2.036

.043*

intentions
Organizational
citizenship behavior

** Significant at .01 level

* Significant at .05 level
Dependent Variable: Employee Engagement
It was found that the variable with highest influence on employee engagement was
current career intensions, followed by job satisfaction, pay & benefits, management,
equal opportunities, and organization citizenship behavior. The other variables were
found not to have a significant impact on Employee Engagement. The regression of
the level of engagement on the independent variables was found to be significant,
explaining 60.7% (R Square =.607) of the variation in engagement.

However feeling valued and involved, training and development, colleagues, stress
and work pressure, communication did not have a significant influence on Employee
Engagement.
55

HYPOTHESIS 3: There is no significant difference between Employee Engagement

across demographics of the employees.
Table 4.6 indicating ANOVA for Employee Engagement across demographics
Employee Engagement and
Demographics

Employee Engagement and type of

IT company

Sum of
Square
s

df

Mean
Squar
e

3.238

3.238

Sig.

6.312

.013*

*Significant at .05 level

It was found that Employee Engagement level among Indian and Multi National
Companies (MNCs) professionals were significantly different. Employee Engagement
was significantly higher for professionals working in MNCs than those working in
Indian companies. There was no significant difference between Employee
Engagement and other demographics.

HYPOTHESIS 4: There is no significant difference between drivers of Employee

Engagement across demographics of the employees.
The differences between Employee Engagement and drivers of Employee
Engagement were tested across different demographic variables using one way
ANOVA.

56

Table 4.7 indicating ANOVA for drivers of Employee Engagement across

demographics

Drivers of Employee Engagement and

Sum of
Squares

df

Mean
Square

Sig.

Management and type of IT company

2.996

2.996

5.013

.026*

Communication and type of IT company

2.059

2.059

5.676

.018*

Stress and work pressure and type of IT

company

15.423

15.423

13.44

.000**

Pay and benefits and qualification

4.406

2.203

3.350

.037*

Stress and work pressure and

qualification

9.476

4.738

4.022

.019*

Current career intention and age group

10.261

2.052

2.988

.012*

.746

.746

5.093

.031*

Demographics

Job satisfaction and gender

* Significant at .01 level
** Significant at .05 level

The satisfaction of employees with Management among Indian and Multi National
Companies (MNCs) was significantly different. It was found that satisfaction of
employees with Management in Multi National Companies was significantly higher
than those working in Indian companies.

It was found that the satisfaction of employees with Communication among Indian
and Multi National Companies was significantly different. The satisfaction of
employees with Communication in Multi National Companies was significantly
higher than those working in Indian companies

57

It was found that there was significant difference in Stress and work pressure for
employees working in Indian and Multi National Companies. Stress and work
pressure was higher for employees working in Indian companies than those working
in Multi National Companies.

It was found that there were significant differences in current career intension
between different age groups. Current career intension was generally increasing with
age, with the exception of the 41-45 yr. age group.

It was found that there were significant differences in satisfaction with pay and
benefits among the employees based on their qualification and stress and work
pressure based on qualification. Satisfaction with pay and benefits was highest for
professionals with PhDs, and lowest for post-graduates.

Stress and work pressure had significant difference based on qualification. The stress
and work pressure was highest for graduates, and lowest for PhDs.

At a micro level analysis, it was found that type of IT company the employees
belonged did not significantly differ among pay and benefits, feeling valued and
involved, job satisfaction, colleagues, equal opportunities, training and development
and current career intention.

It was found that the driver qualification did not have any significant difference
among feeling valued and involved, colleagues, equal opportunities, job satisfaction
training and development and management.

58

Gender did not significantly differ among the variables feeling valued and involved,
colleagues, equal opportunities, training and development and current career
intention, and management.

It was found that age did not significantly differ among any of the dimensions like
feeling valued and involved, colleagues, equal opportunities, job satisfaction training
and development and management. Length of service in the organization did not
significantly differ among employees in any of the dimension.

HYPOTHESIS 5: There is no significant difference between Organizational

Citizenship Behavior across demographics of the employees
The difference between Organizational Citizenship Behavior across demographics
was tested using one way ANOVA.
Table 4.8 indicating ANOVA for Organizational Citizenship Behavior across
demographics
Organizational Citizenship
Behavior and Demographics

Organizational Citizenship
Behavior and Gender

Sum of
Square
s
1.180

df

Mean
Squar
e

Sig.

1.180

4.946

.027*

* Significant at .05 level

It was found that there were significant differences in Organizational Citizenship

Behavior between men and women professionals. Organizational Citizenship
behavior was significantly higher for men than for women.
It was found that there was no significant difference between Organizational
citizenship Behavior, age of the employees, work experience of the employees, and
qualification of the employees.

59

4.6 CONCLUSION
In the present chapter, the data has been analyzed and interpreted. The following
chapter will include the summary, conclusion, findings, implications and limitations
of the study.

60

CHAPTER V
SUMMARY AND CONCLUSIONS

5.1 INTRODUCTION
This chapter is on the summary and conclusions of the present study. The need for the
study, statement of the problem, scope of the problem, operational definitions,
variables of the study, sampling technique, tools of the study, statistical techniques
used major findings of the study, limitations of the study and suggestions for further
research have been presented.

5.2 NEED FOR THE STUDY

Engaging employees of an organization is critical to the organizations success.
Employee Engagement is often the most significant differentiator between competing
IT organizations. This is true particularly for service based IT companies as revenues
are directly proportional to number of engaged workforce in the organization.

Research has suggested that investment in employee engagement activities

significantly improves the overall performance of the business unit.

OCB is an

informal and voluntary behavior in which employee goes beyond contractual

obligations towards the wellbeing of the organization and people involved in it. OCB
drives the culture in the organization. Majority of researches on employee
engagement from survey houses and consultancies have established the relationship
between employee engagement, financial business performance and profitability.
Interestingly, there are very few academic literatures on engagement. Several
literatures on OCB have highlighted the relationship between OCB and productivity,
in-role performance, and business unit performance. However there has been no
research established to find out if there is any relationship between employee
engagement and OCB. In this research, the researcher is interested to focus on
61

employee engagement and OCB in Indian and multinational companies operating in

the IT sector in India. The research is focused to analyze if the dimensions of OCB
like helping behavior, taking initiative, self development indicate the engagement
levels of an employee.

5.3 STATEMENT OF THE PROBLEM

The challenge for Human Resources Professionals in IT organizations has been to
objectively measure the engagement scores of workforce and put in place measures to
continuously improve the same, particularly because engagement reflects an inner
state of feeling and is likely to change from time to time. Researches suggest a
number of engagement drivers such as job satisfaction, pay and benefits, feeling
valued and involved, communication, current career intentions, management,
colleagues, equal opportunities, stress and work pressure. Organizational citizenship
Behavior which is relatively an older concept has the same underlying theme of
engagement -employees going the extra mile. Could Organizational Citizenship
Behavior be a driver of Employee Engagement.? Organizational Citizenship Behavior
can be measured objectively. Could it be used to predict Employee Engagement?

5.4 OBJECTIVES OF THE STUDY

To determine the levels of Employee Engagement among employees in the
Indian IT sector.

To determine the levels of Organizational Citizenship Behavior in Information
Technology Organizations in India.

To determine any significant relationship between Employee Engagement and
Organizational Citizenship Behavior in the Indian IT sector.

To determine which of the drivers of engagement (pay and benefits.
Management, colleagues best measure the form of engagement that has the
greatest impact on employee engagement.

To study if there is any difference in demographics and employee engagement.
62


To study if there is any difference in demographics and Organizational

Citizenship Behavior.

5.5 REVIEW OF RELATED LITERATURE

The review on the related literature about Employee Engagement and Organizational
Citizenship Behavior studied in this research has provided an insight into many
factors influencing the Employee Engagement of employees in IT companies. The
review of literature on Organizational Citizenship Behavior (OCB) triggers the need
to find out if OCB could impact Employee Engagement significantly.
Harter (2002) found that employee satisfaction and engagement have a direct
relationship to business outcomes. The study involved 36 organizations from public
and private sector. This study was to examine relationship between Engagement and
business outcomes. This included loyalty, customer satisfaction, productivity,
employee turnover, and profit and workplace accidents. The findings suggest that
engaged employees improve customer satisfaction, customer loyalty, financial
turnover increased. Employee turnover was decreased with increase in engagement.
Podsakoff and Mackenzie (1994) found that helping behavior of employees does not
necessarily improve the productivity and is not beneficial under all circumstances.
Dilys Robinson (2004) found that attitudinal variables like job satisfaction,
commitment have a positive relationship with Organizational Citizenship Behavior.

5.6 VARIABLES UNDER INVESTIGATION

DEPENDENT VARIABLE:

The dependent variable in the study is Employee

Engagement.
INDEPENDENT VARIABLE: The independent variables are the drivers of
Employee Engagement pay and benefits, management, colleagues, communication,
equal opportunities, stress and work pressure, job satisfaction, current career
intentions, organizational citizenship behavior.
63

DEMOGRAPHIC VARIABLES: Gender, Age, Qualification, Length of service in

the Organization, Nature of industry.

5.7 HYPOTHESES

Hypotheses were stated in null form for testing in this research. Pearsons correlation
analysis, multiple regression, and ANOVA were adopted to treat and test the
hypotheses between Employee Engagement, Organizational Citizenship Behavior and
demographics. The hypotheses were as follows
H1: There is no significant relationship between Employee Engagement and OCB.
H2:

The drivers of Employee

Engagement (pay and benefits, colleagues,

management, equal opportunities, stress and work pressure, current career

intentions, job satisfaction, training and development, feeling valued and
involved and OCB) influence Employee Engagement to the same extent.
H3:

There is no significant difference between Employee Engagement across

demographics of the employees.

H4: There is no significant difference between drivers of Employee Engagement

across demographics of the employees.
H5: There is no significant difference between Organizational Citizenship Behavior
across demographics of the employees.

5.8. SAMPLING TECHNIQUE

The judgmental sampling was adopted for selecting employees from companies which
had employee engagement activities. Companies where Employee Engagement
activities were practiced for the last three years were considered for the study.
Convenient sampling was adopted to select the respondents.

64

5.8.1 POPULATION OF THE STUDY

The population of the study consists of IT professionals working in companies where
employee engagement activities are prevalent. Indias pool of IT professionals is
around fifteen lacs. Bangalore employs about 40% of the total IT population in India.

5.8.2 SAMPLE OF THE STUDY:

A sample consisting of 235 IT professionals from both Indian and MNC IT
companies operating in India. The IT professionals were from companies where
employee engagement activities were prevalent.

5.8.3 TOOLS ADOPTED FOR THE STUDY

The following tools were used to measure the variables of the study.
1. Employee Engagement questionnaire developed by Dilys Robinson (2004),
Institute of Employment Studies, UK.
2. Organizational citizenship Behavior questionnaire developed by Podsakoff
(2000).

5.9 STATISTICAL TECHNIQUES USED

The data was analyzed using the following statistical techniques
1. Descriptive Statistics Mean, Standard Deviation.
2. Pearson product Moment co-efficient of correlation
3. Multiple Regression
4. One way ANOVA for testing differences.

5.10 MAJOR FINDINGS OF THE STUDY

5.10.1 GENERAL FINDINGS

1. The levels of Employee Engagement among the employees in IT companies taken
65

in the sample were found to be moderate.

2. The employees were found to have moderate level of satisfaction towards the
drivers of engagement like pay and benefits, feeling and valued, training and
development, management, job satisfaction, colleagues, communication, stress
and work pressure, equal opportunities, and current career intention
3. The level of Organizational Citizenship Behavior was found to be moderate
among the IT professionals.
4. The sample majority of employees with less than five years of experience and the
levels of Employee Engagement was moderate which indicate that Employee
Engagement initiative by companies have to be focused more on employees
within five years of experience.
5. Though levels of OCB among employees are found to be higher compared to
other drivers, it does not seem to influence Employee Engagement to a great
extent.

5.10.2 HYPOTHESES RELATED FINDINGS

1. There was a positive significant relationship between Employee Engagement
and Organizational Citizenship Behavior.
2. The drivers of engagement viz. pay and benefits, feeling valued and involved,
training and development, job satisfaction, management, colleagues, equal
opportunities, communication, current career intention are found to have
significant positive correlation with Employee Engagement.
3. There was a significant negative relation between Employee Engagement and
stress and work pressure.
4. The variable with highest influence on engagement was current career
intension, followed by job satisfaction, pay & benefits, management, equal
opportunities, and organization citizenship behavior.
5. The variables colleagues, communication, training and development, feeling
valued and involved were not found to have any significant impact on
Employee Engagement.
6. There were significant differences in job satisfaction behavior between men
and women professionals. Job satisfaction was significantly higher for women
than for men.
66

7. There were significant differences in organizational citizenship behavior

between men and women professional. The Organizational citizenship
Behavior was higher for men than women.
8. There were significant differences in current career intension between
different age groups. Current career intension was generally increasing with
age, with the exception of the 41-45 yr. age group. There was no significant
difference in other dimensions between age groups.
9. There was no significant difference in any of the dimensions based on work
experience.
10. There were significant differences in satisfaction with pay and benefits based
on qualification. Satisfaction with pay and benefits was highest for
professionals with PhDs, and lowest for post-graduates.
11. Stress and work pressure was highest for graduates, and lowest for PhDs
there been no significant difference in other dimensions based on
qualification.
12. There were significant differences in Employee Engagement and the type of
companies. Employee Engagement was higher for professionals working in
Multi National Companies than for those in Indian companies.
13. Satisfaction with management was higher for professionals working in Multi
National Companies than those working in Indian companies.
14. Satisfaction with management was significantly higher for professionals
working in Multi National Companies than those working in Indian
companies.
15. Stress and work pressure was significantly higher for professionals working in
Indian companies than those working in Indian companies.
16. At a micro level analysis, it was found that type of IT company the employees
belonged did not significantly differ among pay and benefits, feeling valued
and involved, job satisfaction, colleagues, equal opportunities, training and
development and current career intention.
17. It was found that the driver qualification did not have any significant
difference among feeling valued and involved, colleagues, equal opportunities,
job satisfaction training and development and management.
18. Gender did not significantly differ among the variables feeling valued and
67

involved, colleagues, equal opportunities, training and development and

current career intention, and management.
19. It was found that age did not significantly differ among any of the dimensions
like feeling valued and involved, colleagues, equal opportunities, job
satisfaction training and development and management. Length of service in
the organization did not significantly differ among employees in any of the
dimension.
20. It was found that there was no significant difference between Organizational
citizenship Behavior, age of the employees, work experience of the
employees, and qualification of the employees.
21. It was found that male employees were satisfied with pay and benefits.
22. Female employees were feeling more valued and involved than male
employees.
23. The female employees were more satisfied with the training and development
activities.
24. It was found that female employees had more levels of Employee Engagement
than male employees.
25. It was found that female employees were more satisfied with management and
colleagues.
26. Male employees seem to undergo more of stress and work related pressure
than male employees.
27. It was found that male employees were more satisfied with communication
and equal opportunities.
28. Female employees had more intentions to stay with their companies than male
employees.
29. The level of Organizational citizenship Behavior was higher for men than
women.
30. Employees working in MNCs were satisfied with pay and benefits, feeling
valued and involved training and development.
31. Employee engagement level of MNC employees was higher than Indian
employees.
32. The stress and work pressure was higher for Indian employees than MNC
employees.
68

5.11 IMPLICATIONS AND SUGGESTIONS OF THE STUDY

In this study we have found that the levels of Employee Engagement among IT
professionals are moderate. Towers Perrin (2003) in their study found a positive
relationship between highly engaged employees, productivity and financial
performance of the company. Gallup has found a causal relationship between
disengaged employees and attrition. Given that our study has moderate level of
Employee Engagement it indicates the fact that the productivity would also be
moderate and attrition is likely to be high.
Since the study was undertaken on organizations that recognized engagement and
deployed engagement measures, it is clear from the results of this study that
engagement measures are not effective. The Human Resources professionals should
analyze the reasons for moderate engagement in respective organizations and put in
place a system to continuously monitor and improve engagement. They may need to
consider good practices in other organizations such as Communications activities,
reward schemes, activities to build the culture of the organization, team building
activities, leadership development activities, a hotline for grievance handling and
Story Telling which is a very powerful tool for business leaders to get across the
business messages and engage their employees deeply. Further since employee
engagement is a critical differentiator; organizations must hold HR and managers
accountable for keeping employees engaged in the organizations.
In this study we have illustrated the Organizational Citizenship Behavior (OCB) and
its linkage to Employee Engagement. The results indicate a positive relationship
between Engagement and Organizational Citizenship Behavior (OCB), however the
relationship is low. While there are consistent literatures which bring out the links
between Employee Engagement and business unit performance, Organizational
Citizenship Behavior (OCB) and business unit performance, it appears that in the
Indian IT scenario, Organizational Citizenship Behavior (OCB) influences Employee
Engagement to the lowest extent when compared with other drivers like pay and
benefits, job satisfaction, equal opportunities and management. Turnipseed and
Rassuli (2005) in their study found that best performing employees were rated high on
69

OCB whereas low performing employees were rated low on OCB. While there are
inconsistent links between best and worst performers and OCB, the researches
found that managers perceive a stronger OCB-indication for best performance. In
contrary, this particular study in IT industry, has found low significant relationship
between employee engagement and OCB. For example, a helping hand between peers
or voluntarily helping the functioning of the organization like recruiting new
employees does not indicate the employee is engaged. In the current scenario, in IT
industries it is very common to find companies which give huge referral bonuses.
Therefore it should not be surprising to find employees voluntarily helping the
organization in terms of recruiting new hires as employees are directly benefited
monetarily.
HR managers should recognize that OCBs and their relationship to performance
cannot be extended to relationship between OCB and Engagement. The indicators of
Engagement levels of an employee would be satisfaction with pay and benefits,
feeling valued and involved, communication with the employees, equal opportunities
more than Organizational Citizenship Behavior and hence

satisfaction with the

drivers of Employee Engagement have to be enhanced. MacKenzie, Podsakoff and

Fetter (1991) report that objective in-role performance correlates weakly with OCB.
In a manufacturing facility of a Fortune 500 business that produces parts for the
agricultural and automobile industries, it was found that there was a bias in the
perception of the manager in rating OCB for best and worst performers.
Podsakoff argues that managers may consider extra-role contributions when rating
performance. According to Turnipseed and Rassuli some employees may be adept at
impression management and therefore give a false impression of OCB, Employees in
IT industry exhibit OCB because they are aware that the OCB levels are accounted for
in the performance evaluations. These OCBs may contribute to better performance
evaluations and in some cases better work outcomes but these behavior impact
Employee Engagement to a lesser extent.
The HR managers of Indian IT organizations need to evaluate whether to take OCB
into consideration for performance evaluation. The emphasis of performance
evaluation could be on in-role performance rather than extra role performance.

70

Among the drivers of Employee Engagement, satisfaction with colleagues has the
highest mean rating. Human Resources professionals could take initiatives to improve
the social culture in the organization by organizing informal meetings and social
gatherings and family get together. As a first step a culture survey could be
implemented that collates feedback on the various aspects of the culture in the
organization including expectations from colleagues.
It is also found in the present research that the factor feeling valued and involved
has the highest correlation with Organizational Citizenship Behavior which again reenforces that an employee exhibits OCB because he gets the satisfaction of feeling
valued and involved from the management. It is interesting to note that feeling valued
and involved did not have any significant influence on Employee Engagement.
Human Resource professionals should understand the fact that an employee should be
valued by giving him opportunities to voice his opinions and concerns. Employees
should also note that they feel valued and involved not because they voluntarily help
others, but made feel valued and involved because of suggesting innovative ideas to
the wellbeing of the organization.
The Regression analysis shows that the variable with highest influence on
engagement was current career intention, followed by job satisfaction, pay and
benefits, management, equal opportunities and organizational citizenship behavior.
Human Resources professionals need to understand that highest significant driver is
the current career intention, which indicates that if an employee has no intention to
stay with the organization even after being provided all the benefits, such an
employee is inconsistent with the values and beliefs of the organization, he is a jobhopper who may spread negative vibrations in the company. The HR and
management could have regular career discussions with employees to understand
whats running on their minds and factor the same in their retention programs.
It is noted that female employees have more levels of Engagement than their male
counterparts. Therefore HR needs to focus on retaining female employees by
implementing women friendly policies such as work from home options, sabbaticals
and child care in the offices

71

5.12 LIMITATIONS OF THE STUDY

The primary limitation of this study is the self report on Organizational Citizenship
Behavior by the employees. So there are chances for biases in the reports.

Employees with less than two years of experience were also considered for the study.
This factor could be one reason for the moderate level of employee engagement of the
employees.
This study is confined to Information Technology Organizations.

5.13 SUGGESTIONS FOR FUTURE RESEARCH

These limitations suggest several prospects for future research.
Different organizations have different needs, and levels of Employee Engagement and
Organizational Citizenship Behavior may vary according to their specific industries.
As this work focuses on IT industry only, it may lack validity in other industries.
However since both employee engagement and OCB are critical to other industries as
well, understanding their relationship in other industries is surely a good subject for
research.
A research to establish a causal relationship between current career intentions and
Employee Engagement can be undertaken.

Additional study is required to identify manageable workplace antecedents of

Employee Engagement in order to guide manager interventions which is lacking in
academic literature.
Managers evaluation of Organizational Citizenship Behavior may give a different
and unbiased perspective of Organizational Citizenship behavior of employees and its
impact on Employee Engagement.
72

5.14 CONCLUSION
Employee Engagement is critical to business success is well understood by the
Human Resource Professionals in the Information Technology Organizations. The
study has brought in a new variable Organizational Citizenship Behavior which drives
employee engagement. The IT industry Human Resource professionals should
understand that unlike other industries where studies which reveals a significant
relationship between employee engagement and business outcomes, Organizational
Citizenship Behavior and performance, in IT industry, Organizational Citizenship
Behavior has the lowest impact on employee engagement. The manager should not
take Organizational Citizenship Behavior for performance evaluation and measuring
level of Employee Engagement based on the extra role behavior because it could be
an act of impression management. Rather, the willingness of the employee to stay
with the company and his job satisfaction levels indicate the level of employee
engagement to a higher extent. Good employee retention techniques, Challenging job,
good pay and benefits package, improved managerial system with unambiguous
evaluation feedback, equal opportunities in internal vacancies, followed by enhancing
the Organizational Citizenship Behavior could improve the levels of employee
engagement. Managers and researchers should search for ways to increase the
employee engagement activities to increase the frequency and intensity of
Engagement levels among employees which would bring superior business results.

73

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76

APPENDIX I
DIFFERENCE IN MEANS BETWEEN GENDER TYPE OF
ORGANIZATIONS AND VARIABLES UNDER INVESTIGATION.
Table 4.9 indicating difference between gender and variables under investigation.
Male

Female

Total

Mean

3.33

3.30

3.32

Std. Deviation

.831

.798

.819

3.3830

3.5090

3.4227

.79513

.64632

.75237

Mean

3.37

3.48

3.40

Std. Deviation

.839

.685

.794

3.5750

3.9000

3.6706

.37907

.39158

.40566

3.6046

3.6532

3.6199

.80489

.50999

.72431

3.3944

3.4189

3.4021

.84855

.60832

.77968

Mean

3.5797

3.7342

3.6284

Std. Deviation

.61296

.57067

.60305

2.98

2.96

2.97

Std. Deviation

1.066

1.176

1.099

Mean

3.1796

3.0667

3.1393

.43291

.41650

.42907

3.50

3.36

3.46

.607

.604

.608

Mean

3.28

3.41

3.32

Std. Deviation

.927

.633

.846

Mean

3.9363

3.7838

3.8883

Std. Deviation

.53127

.37773

.49249

Pay and benefits

Feeling valued and involved

Mean

Std. Deviation
Training and development

Job Satisfaction

Mean
Std. Deviation

Engagement

Mean
Std. Deviation

Management

Mean
Std. Deviation

Colleagues

Stress and work pressure

Mean

Equal opportunities

Std. Deviation
Communication

Mean
Std. Deviation

Current career intention

Organizational citizenship

77

The above table indicates the means between Employee Engagement and drivers of
Employee Engagement across different demographic variables. It was found that the
female employees were more satisfied with the dimensions feeling valued and
involved, training and development, job satisfaction, Employee Engagement,
management, colleagues and current career intentions. Male employees were satisfied
with dimensions like pay and benefits, equal opportunities, communication and
organizational citizenship behavior.

78

DIFFERENCE IN MEANS BETWEEN TYPE OF ORGANIZATIONS AND

VARIABLES UNDER INVESTIGATION.
Table 4.10 indicating difference between type of organization and variables
under investigation.
Indian

MNC

Total

Mean

3.25

3.42

3.32

Std.Deviation

.795

.842

.819

3.3868

3.4679

3.4227

Std Deviation

.73823

.77099

.75237

Mean

3.34

3.49

3.40

Std Deviation

.802

.780

.794

Mean

3.7000

3.6500

3.6706

Std Deviation

.39027

.42488

.40566

Mean

3.5153

3.7516

3.6199

Std Deviation

.74233

.68186

.72431

Mean

3.3015

3.5288

3.4021

Std.Deviation

.76127

.68186

.77968

3.6056

3.6571

3.6284

.61436

.59021

.60305

Mean

3.20

2.68

2.97

Std. Deviation

1.091

1.045

1.099

Mean

3.1111

3.2008

3.1393

Std. Deviation

.43841

.40599

.42907

Mean

3.37

3.56

3.46

Std. Deviation

.609

.594

.608

Mean

3.24

3.43

3.32

Std Deviation

.843

.842

.846

Organizational citizenship

Mean

3.8645

3.9183

3.8883

Behavior

Std Deviation

.48956

.49689

.49249

Pay and benefits

Feeling valued and involved Mean

Training and development

Job Satisfaction

Engagement

Management

Colleagues

Mean
Std.Deviation

Stress and work pressure

Equal opportunities

Communication

Current career intention

79

It was found that employees in MNCs were satisfied with pay and benefits than with
their counterparts in Indian companies. The levels of Employee Engagement were
higher among employees in MNCs than employees in Indian companies. The
satisfaction of drivers of Employee Engagement was higher among employees in
MNCs than those with employees in Indian companies. The stress and work pressure
was high for employees in Indian companies than employees in the Multi National
Companies. There was no significant difference across demographics based on the
Nature of IT industry.

80

PROFORMA
CHRIST COLLEGE INSTITUTE OF MANAGEMENT
BANGALORE - 560029

Dear Respondent,

I am working on the title A Study on Organization Citizenship Behavior and its

impact on employee engagement in Information Technology Organizations for
my pre- doctoral thesis. Your cooperation in completing this information will make
the results of this study more useful and beneficial for information technology
organizations. All information collected is for research purposes and will be
confidential. I request you to kindly spare your valuable time and respond to the
questionnaire carefully.

Thank you for your cooperation.

Regards,
Saradha

1. Organization for which you work for: ________________________________

2. Length of service in this organization:
_______________________________________
3. AGE: 21-25 26-30 31-35 36-40 41-45 46-50 Above 50
4. What is the highest level of education you have attained?
5. Gender: MALE (

FEMALE( )

81

THE

FOLLOWING

STATEMENTS

FOCUSSES ON

FACTORS WHICH

INFLUENCE THE ENGAGEMENT LEVEL OF AN EMPLOYEE. PLEASE READ

Strongly
agree

Strongly
agree

Neither
agree nor
disagree
3

Agree

Agree

Disagree

Please tick your responses

disagree

S.
No

Strongly

THE QUESTIONS CAREFULLY AND TICK IN THE APPROPRIATE BOX.

PAY AND BENEFITS

1.

Good performance is rewarded fairly

here.

I am fairly rewarded in view of my

experience.

3.

I am satisfied with my pay.

FEELING
INVOLVED

VALUED

AND

Managers are keen to get employee

views on key decisions.

I feel valued by senior management.

Good suggestions from employees

tend to get ignored here.

Please tick your responses

1
82

Neither
agree nor
disagree

S.
No

Disagree

My line manager takes employees

development seriously.

disagree

Strongly

YOUR TRAINING DEVELOPMENT

AND CAREER

I am given adequate training to do my

current job.
JOB SATISFACTION

There is a lot of variety in my job.

10

I do interesting and challenging work.

11

I get a feeling of accomplishment from

my job.

12

I am seldom bored with my job.

13

Overall I am satisfied with my job.

COMMITMENT
AND ENGAGEMENT

14

I speak highly of this organization to

my friends.

15

This organization is known as a good

employer.

16

This organization
reputation.

has

good

83

17

I am proud to tell others that I am a

part of this organization.

18

This organization really inspires the

very best in me in the way of job
performance.

19

I always do more than what is

actually required.

20

I find that my values and the

organizations are very similar.
MANAGEMENT

21

My immediate manager is sensitive to

work/life issues.

22

My immediate manager supports me

when things go wrong.
COLLEAGUES

23

I do not feel part of an efficient team.

24

My colleagues can be relied upon

when things get difficult in my job.
STRESS AND WORK PRESSURE

25

The demands of the job seriously

interfere with my private life.

84

Strongly
agree

Neither
agree nor
disagree

Disagree
2

Agree

disagree

Please tick your responses

Strongly

S.
No

1
26

EQUAL OPPORTUNITIES
This organization provides good
support for employees with family
responsibilities.

27

This organization actively promotes

flexible working arrangements for its
employees.

28

I feel I have a fair chance to apply for

internal vacancies here.

29

To be accepted here, your face has to

fit.
COMMUNICATION

30

The information I need to do my job

is readily available.

31

The grapevine is the most effective

communication channel round here.

32

CURRENT CAREER INTENTION:

Plan to leave as soon as possible.

33

Likely to stay for atleast one year.

34

Plan to stay for the forseeable future.

85

Strongly
agree

Agree

Neither
agree nor
disagree

Disagree

disagree

Please tick your responses

Strongly

S.
No

SECTION-B
ORGANIZATIONAL CITIZENSHIP BEHAVIOR
These behaviours include voluntarily helping of others, such as assisting those who
have fallen behind in their work, and identifying and stopping work-related problems
in the first place. As these types of behaviour are not normally part of the reward
system, absence of such behaviours is therefore not punishable by the organisation but

READ

THE

ITEMS

CAREFULLY

AND

Neither
agree nor
disagree

PLEASE

Disagree

performance of them should lead to effective running of organization...

TICK

IN

THE

ORGANIZATION
CITIZENSHIP
BEHAVIOR
35

Voluntarily did more

than the job requires to
help others or to
contribute the overall
functioning of the
facility.

86

Strongly
agree

Agree

Please tick your

responses

disagree

S.No

Strongly

APPROPROIATE BOX.

38

I frequently make
suggestions to improve
the work of my
team/department

87

Strongly
agree

I try to keep abreast of

current developments
in my area.

Agree

37

Neither
agree nor
disagree

Took initiative to
troubleshoot and solve
technical
problems
before requesting help
from a supervisor.

Disagree

36

your

Disagreed

Please
tick
responses

Strongly

S.No