Table of Contents

Chapters
Page No

Topics

Chapter
.04

Introduction..
06
Importance of the study or need for the study..
............09
Objectives........
..10
Research
Methodology........
10

Chapter
26

1.....

2..

Industry
Profile.....
...27
Company
Profile.......
...29

Chapter
20

Theoretical aspects related to the study....

...21

Chapter
.25

3..

4.

Data
Analysis
and
..26

Interpretation.

Chapter
....45

5..

Findings..
...46
Suggestions
..
47
Conclusion
48

Bibliography
.49

2 | Page

CHAPTER-1

INTRODUCTION
Description:
Employee

engagement

has

emerged

as

popular

organizational concept in recent years. It is the level of

commitment and involvement of an employee towards the
organization and its values. An engaged employee is
aware of business context, and works with colleagues to
improve performance within the job for the benefit of the
organization. Employee engagement develops positive
attitude among the employees towards the organization.

3 | Page

Employee engagement is a complex equation that reflects

each individuals unique, personal relationship with work.
The

term

means

different

things

to

different

organizations. Some equate it with job satisfaction, some

by gauging employees Emotional commitment to their
organization but a conclusive nature and definition of the
same cannot be obtained.
To make an effort it can be defined as aligning employees
values,

goals,

organization
sustainable

in

and

aspirations

the

best

employee

with

method

those

for

engagement

of

the

achieving

the

requires

for

an

organization to reach its goals.

Employee engagement also called work engagement or
worker engagement is a business management concept.
An engaged employee is one who is fully involved in, and
enthusiastic about, his or her work, and thus will act in a
way that further their organizations interest.
Employee engagement is a level of commitment and
involvement employees have towards their organization
and its values. An engaged employee is aware of business
context,

and

works

performance

within

organization.

It

is

with

the
a

job

colleagues
for

positive

the

to

improve

benefit

attitude

held

of

the

by

the

employees towards the organization and its values.

4 | Page

Employee engagement is the means or strategy, by which

an organization seeks to build a partnership between the
organization and its employees, such that:
Employees fully understands

and is committed to

achieve the organizations objectives and

The organization respects the personal aspirations
and ambitions of its employees.
It is seen largely the organization's responsibility to
create an environment and culture conducive to this
partnership.

The 3 aspects of employee engagement

Global studies suggest that there are three basic aspects
of employee engagement:
The employees and their own unique psychological
makeup and experience.
The employers and their

ability

to

create

the

conditions that promoteemployee engagement.

Interaction between employees at all levels.
Employee engagement creates greater motivation within
employees for the work they do and their commitment to
the organization. It is about creating an enthusiasm for
their roles, their work and the organization, and ensuring
they are aligned with the values of the organization, well
informed and well integrated with their colleagues and the
fabric or culture of the organization.
5 | Page

Categories of Employee Engagement

Engaged: "Engaged' employees are builders. They want
to know the desired expectationsfor their role so they can
meet and exceed them. They're naturally curious about
theircompany and their place in it. They perform at
consistently high levels. They want to usetheir talents and
strengths at work every day. They work with passion and
they driveinnovation and move their organization forward

Not

Engaged:

"Not-engaged"

employees

tend

to

concentrate on tasks rather than thegoals and outcomes

they are expected to accomplish. They want to be told
what to do just sothey can do it and say they have
finished. Employees who are not -engaged tend to feel
theircontributions

are

being

overlooked,

and

their

potential is not being tapped. They often feelthis way

because they don't have productive relationships with
their managers or with theircoworkers.
Disengaged: The "actively disengaged" employees are the
"cave dwellers." Actively theyre "Consistently against
Virtually Everything." They're not just unhappy at work
they're busy acting out their unhappiness .They sow seeds
of negativity at every opportunity. Every day, actively
6 | Page

disengaged

workers

undermine

what

their

engaged

coworkers accomplish. As workers increasingly rely on

each

other

to

generate

products

and

services,

the

problems and tensions that are fostered by actively

disengaged

workers

can

cause

great

damage

to

an

organization's functioning.

Importance of employee engagement

Employee engagement is the sum total of the work place
behavior demonstrated by the people. Such behavior is
characterized by:

Belief in the organization

Drive to work to make things better
Understanding of business context
Respect and support for others
Desire to learn new skill

The level of employee engagement affects key results

such

as

7 | Page

sales,

customer

satisfaction,innovation

and

employee turnover, An engaged workforce is capable of

delivering

sustained

differentiation

and

significant

competitive advantage.

Scope of the study:

As we have seen that employee engagement is nothing
but emotionally and positively attached of an employee
towards the organization, so with the help of this project
we will be able to know the degree of engagement of the
employees in Infinite skills and we can study the methods
to increase the engagement level in the organization
which will definitely be helpful to employer as well as
employees.

Objectives:
To know the workplace involvement of employees.
To know the level of top management and employees
involvement towards their work
To know the satisfaction level of employees which
leads to employee retention.
Research methodology:
Sample Selection: The data has been collected from the
employees from middle and top level Infinit Skills.
8 | Page

Sample

Size:

The

universe

is

about

100

employees

working in Infinit Skills. All of them were provided with a

questionnaire. Howeveronly 60 of them have responded.
Thus the sample size of our selection is 60.
Data Collection: Collection of data is done by primary data
through Questionnaire. The questionnaire consisted of 13item scale to measure employee engagement using 5
point Likert scale.
Data

Analysis:

After

data

collection,

analysis

on

employers views, ideas and opinions was done which

would help infinit skills.
Sampling

Technique:

-Using

simple

random

sampling

technique 60 respondents were selected.

Data Interpretation: Interpretation of data is done by
using statistical tools like Pie diagrams, and also using
descriptive statistic tools (by using these techniques)
accurate information is obtained.
Classification & tabulation of data: The data thus collected
were classified according to the categories & the summary
tables were prepared.

9 | Page

QUESTIONNAIRE
SURVEY ON EMPLOYEE ENGAGEMENT
GENERAL INFORMATION: To be used only for the purpose of
analysis
DESIGNATION

10 | P a g e

QUALIFICATION

WORKING SINCE

DEPARTMENT

(Month & Year)

Please tick mark the relevant answer as provided against each

question.
1. I know what is expected of me at work.
Strongly agree
Strongly Disagree
(1)

Agree
(2)

No opinion
(3)

Disagree
(4)

(5)
2. I have the materials and equipment I need to do my work right.
Strongly agree
Strongly Disagree
(1)

Agree
(2)

No opinion
(3)

Disagree
(4)

(5)
3. At work, I have the opportunity to do what I do best every day
Strongly agree
Strongly Disagree
(1)

Agree
(2)

No opinion
(3)

Disagree
(4)

(5)
4. In the last seven days, I have received recognition or praise for
doing good work.
Strongly agree
Strongly Disagree
(1)
(5)

11 | P a g e

Agree
(2)

No opinion
(3)

Disagree
(4)

5. My supervisor, or someone at work, seems to care about me as

a person.
Strongly agree
Strongly Disagree
(1)

Agree

No opinion

(2)

Disagree

(3)

(4)

(5)
6. There is someone at work who encourages my development.
Strongly agree
Strongly Disagree
(1)

Agree

No opinion

(2)

Disagree

(3)

(4)

(5)
7. At work, my opinions seem to count.
Strongly agree
Strongly Disagree
(1)

Agree
(2)

No opinion

Disagree

(3)

(4)

(5)
8. The mission or purpose of my organization makes me feel my
job is important.
Strongly agree
Strongly Disagree
(1)

Agree
(2)

No opinion

Disagree

(3)

(4)

(5)
9. My associates or fellow employees are committed to doing
quality work.
Strongly agree
Strongly Disagree
(1)

Agree
(2)

No opinion
(3)

Disagree
(4)

(5)
10.
In the last six months, someone at work has talked to me
about my progress.
12 | P a g e

Strongly agree
Strongly Disagree
(1)

Agree
(2)

No opinion

Disagree

(3)

(4)

(5)
11.
This last year, I have had opportunities at work to learn
and grow.
Strongly agree
Strongly Disagree
(1)

Agree
(2)

No opinion

Disagree

(3)

(4)

(5)

Limitations:
In every project work there is some kind of limitations
which affect the accuracy of work. Same in this project
work some of the limitations are faced which are as
following:
The time period is restricted to 30 days
My internship is restricted to only one branch of
infinit skills.
I was asked to do for a limited number of employees
that is in mytrivanam branch only.
Timings for collecting the information
employees was very limited i.e. 3pm to 5pm

13 | P a g e

from

the

 Employees were always busy with their work which

did not allowed me to talk with them and collect the
information.
The findings cannot be generalized, as it takes only
50 respondents.

Review of Literature:
Title
Employee Engagement: A comparative study on
selected on selected Indian organizations
By
Tejvir Singh
Pankaj Kumar
14 | P a g e

Pushpendra Priyadarshi
Rafferty et al. (2005) indicates that the concept of
employee engagement originated from consultancies and
survey

houses

Engagement

rather

goes

than

further

academia.
in

Employee

commitment

and

organizational citizenship behavior, these two are the

foundation of employee engagement.

Commitment
Silverman (c.f., Robinson et al., 2004) notes that recent
research

on

organizational

commitment

stresses

its

multidimensional nature that implies it cannot be realized

through one single human resource (HR) policy. People are
motivated by a range of factors, which differ from person
to

person.

Commitment

and

engagement

are

not

considered to be the same. While commitment is an

important

element

ofengagement,

engagement

is

considered to be much more. Tamkin (2005) reviews

commitment in the literature and highlights an early
model by Allen and Meyer (1990), which defines three
types of commitment:
Affectivecommitment:employees

feel

attachment towards an organization.

15 | P a g e

an

emotional

Continuance commitment: the recognition of the costs

involved in leaving an organization; and
Normative

commitment:the

moral

obligation

toremain

with an organization
Organizational Citizenship Behavior (OCB)
The review of OCB Literature by Barkworth (c.f., Robinson
et al., 2004, Appendix 2) defines its key characteristic as
behavior that is discretionary or 'extra -role', so that the
employee has a choice over whether they perform such
behavior .These behaviors include voluntarily helping of
others, such as assisting those who have fallen behind in
their work, andidentifying and stopping work -related
problems in thefirst place. As these types of behavior are
not normally part of the reward system, absence of such
behaviors is therefore not punishable by the organization
but performance of them should lead to effective running
of it.

16 | P a g e

Title
Employee engagement:
competitive advantage

The

key

to

realizing

A MONOGRAPH BY:
Richard S.wellins, Ph.D., senior vice president of global
marketing and new business development Paul Beranthal,
Ph.D., manager of center for applied behavioral research
mark Phelps, senior consultant development dimensions
international
Defining employee engagement: DDI defines engagement
as the extent to which people enjoy and believe in what
they do and feel valued for doing it.
Enjoyment: People tend to receive more pleasure and
satisfaction from what they do if they are in jobs or roles
that match both their interests and their skills.
Belief:

If

people

contributions

to

feel
their

they
jobs,

are
their

making

meaningful

organizations,

and

society as a whole, they tend to be more engaged. The

connection between what people does every day and the
goals

and

engagement
17 | P a g e

mission

of the

organization

is

crucial

to

Value: People want to be recognized and rewarded for

their contributions. Rewards and recognition come in
many

forms,

including

competitive

compensation

packages, a healthy work/life balance, and V.I.P. sales

trips. But perhaps more important is the heightened sense
of worth employees feel when their leaders take just a few
minutes to let them know that they are doing a great job
and that their contributions are valued and appreciated.

Why you should care:

People have become the primary source of
competitive advantage.
Retention and the war for talent
Popular appeal.
Overwhelming impact

18 | P a g e

FIGURE 1: DDIs Engagement Value Proposition

ENGAGEMENT DRIVERS
Right Employees in the Right Jobs
Exceptional Leadership
Organizational Systems and
Strategies

WORK ENVIRONMENT

19 | P a g e

Aligned Effort and Strategy

Empowerment
Teamwork/Collaboration
Growth and Development
Support and Recognition

ENGAGED EMPLOYEES
Greater Loyalty
Enhanced Effort

ORGANIZATIONAL SUCCESS
Satisfied/Loyal Customers
Increased Retention
Higher Profits and Profitability
Revenue Growth

Title
Leveraging employee engagement for competitive
advantage:
HRs strategic role
Employee

engagement

is

key

business

driver

for

organizational success. High levels of engagement in

domestic and global firms promote retention of talent,
foster

customer

loyalty

and

improve

organizational

performance and stakeholder value. A complex concept,

engagement
workplace

20 | P a g e

is

influenced

culture,

by

organizational

many

factorsfrom

communication

and

managerial styles to trust and respect, leadership and

company reputation.
Employee engagement has emerged as a critical driver of
business success in todays competitive marketplace.
Further, employee engagement can be a deciding factor in
organizational success. Not only does engagement have
the potential to significantly affect employee retention,
productivity and loyalty, it is also a key link to customer
satisfaction, company reputation and overall stakeholder
value. Thus, to gain a competitive edge, organizations are
turning to HR to set the agenda for employee engagement
and commitment.Research shows that the connection
between an employees job and organizational strategy,
including understanding how important the job is to the
firms success, is the most important driver of employee
engagement. In fact, employees with the highest levels of
commitment perform 20% better and are 87% less likely to
leave the organization, which indicates that engagement
is linked to organizational performance

Title
Employee Engagement - Competence Trust and
ConfidenceTrust - Why Leaders Need Both
21 | P a g e

By Elizabeth Black
Employee engagement is the degree to which employees
work with passion and feel aprofound connection to their
company.

Gallup

International

recently

reported

that

businessesin the top 24% of employee engagement had

fewer turnovers and a higher percentage of customer
loyalty, profitability and revenue.
In

organization's

Employees

want

today,
to

trust

work

for

is
a

two-way

manager

street.

andfor

an

organization they can have trust in, and managers want to

be able to trust theiremployees. The problem is that trust
is

nebulous

andcommitment.

concept
We

--not

value

unlike

these

honesty,

attributes

energy
in

our

employees and colleagues, but we don't allagree on what

constitutes them. Many of us say, "We'll know it when we
see it" or "I trusteveryone until they prove me wrong."
One useful way to define "trust" is to segment it into two
types of trust: confidence trust andcompetence trust.
Confidence trust: It is the belief that you can count on the
other person to do the right thingor act in positive, ethical
ways.
Competence trust: It is belief in the person's capability to
do the job or to complete the task.
22 | P a g e

Competence trust may be synonymous with one's

"capabilities." Confidence trust issynonymous with one's
"willingness to do the right thing."
Communication is truly the key to building trust. As a
manager, if you set specific
measurable expectations, provide both positive and
corrective feedback, understand youremployees' goals
and motivations and recognize and reward top
performers, you are well on your way to gain ing or
sustaining the employee's trust in you as a competent
manager.

23 | P a g e

Title
Employee engagement: getting the best from your
people
A Badenoch & Clark guide
According to the CIPD, employee engagement is about
'creating opportunities for employeesto connect with their
colleagues, managers and wider organisation. It is also
about

creating

motivated

to

anenvironment

want

to

connect

where
with

employees
their

work

are
and

reallycare about doing a good job.'

In this guide they provide a no-nonsense list of things you
need

to

consider

in

pullingtogether

an

employee

engagement program.
Leadership is key: Effective leadership is important if we
want to maintain a high levelof employee engagement in.
It's critical that the boss shows that they value their
employees,after
24 | P a g e

all

employee

engagement

is

huge

reflection of employee feels about their boss. Some ofthe

characteristics employees expect leaders to display:
If one offers opportunities for employees, they are
more

likely

to

be

engaged

with

their

job

and

organization.
Clarity of communication is vital.
Congratulating success and achievements.
Leaders need to be team builders and create an
environment that fosters trust andcollaboration.
Leaders should dhow confidence in decision making
and up -hold high ethicalstandards to maintain their
company's reputation.
Show that you have a plan: Whether in good times or bad,
it's essential that employees aremade aware of your
company strategy. It's very difficult for employees to feel
engaged ifthey don't truly understand the direction the
organization is moving in, or why. Betransparent about
Your Plans and in communicating your long term strategy.
Not only willyou ensure that everyone is working towards
a common goal, you demonstrate yourconfidence in the
organization's future as it focuses on what you can do,
rather than what you cant

particularly vital in these

times of economic.
Create

sense

of

purpose:

By

understanding

and

believing in what the company stands for seeing the value

25 | P a g e

in its goods or services and seeing these delivered

ethically and to high standard, employees will have a clear
sense of purpose and will feel more impassioned and
committed to their objectives.
Values and culture: An organization's values are its DNA:
they

define

how

the

businessbehaves

and

what

it

intrinsically stands for. If your employees share these

same values, of course they are more likely to believe in
the organization.
Know what success looks like: clearly communicate the
vision of where your organizationwants to be, and how
every member of staff plays a part in achieving that
aspiration byupholding the corporate strategy. Painting a
picture of what success looks like - at anindividual, team,
divisional and corporate level - will help keep it real and
ultimatelyachievable. Ensure there are milestones and
make these even more tangible by showcasingindividual
and corporate successes along the way. Charting progress
and recognizing keymilestones will help foster unilateral
positivity, pride and a sense of achievement.
Offer

recognition:

recognizing

Having

employees

can

an

ongoing

beeffective

program
in

creating

for
a

culture of appreciation and a highly motivated workforce.

26 | P a g e

Recognizingemployees doesn't need to be an expensive

exercise and it's often the personal touch whichmakes all
the difference.
Performance

Management:

Employees

want

to

know

where they stand and how they aredoing. And they

deserve to know too. Regular feedback on both an
informal and formal basis is essential. Creating an ongoing
adult to adult dialogue around reasonable yet stretching
goals and performance improvements is a necessary part
of any managers role.

27 | P a g e

CHAPTER-2

28 | P a g e

Industry profile:
The HR industry: An introduction
While there is no uniform definition for the HR solutions
industry, for the purpose of this report, we may define it
as the rewards derived from any decision on buying
services for any part of the human capital value chain. The
HR solutions industry can be broadly divided into two
main functions permanent recruitment of executives
and

professionals,

specializing

in

and

temporary

professional

and

recruitment,

general

staffing.HR

solutions are being increasingly viewed as a distinct

industry with the role of HR consultants evolving with
changing market dynamics.
Large Indian companies are diversifying into new
sectors

and

prefer

candidates

with

relevant

experience. However, since their HR function find it

difficult at times to source candidates from the large
and geographically dispersed talent pool, companies
are increasingly looking at external help. This change
in

approach

and

mindset

has

made

sourcing

relatively complex activity, resulting in companies

increasingly partnering with recruitment consultants
with a global footprint or access to global databases
to source the right candidates.
The service industry is a people-driven one and is
clocking double-digit growth. The service industry has
29 | P a g e

a large manpower requirement, which facilitates the

need for a large HR function to fulfill its growing
needs. Since recruitment is not a recurring activity
and is a function of economy and a companys growth
plans, companies prefer to partner with consultants
to source the right candidates as and when required,
and have their HR function focus on the core and
strategic

activities

of

selection,

planning

and

retention.
Temporary staffing is a growing human resource trend
and the phenomenon is finally catching up in India.
While industry experts estimate employee leasing to
be a US$140 billion business worldwide, the domestic
staffing industry has yet to witness large figures. The
scenario is however set to change as companies are
increasingly partnering with consultants, and experts
expect that in the near future, 2.5%-3%1 of the
workforce in the country will be hired on a temporary
basis.

30 | P a g e

Company profile
Infinit skills is a key regional player in providing student
services. It operates within three main divisions.
Academic projects/internships
Professional Training Courses
Placement services
All divisions serve a wide range of local and national
clients and recognized as market leaders in multiple
business areas. Our daily challenges are acquiring the
most up-to-date knowledge of the latest technologies and
utilizing this knowledge to maximize the value added
services to our clients.
Professional Training Courses:

31 | P a g e

The

Student

training

Division

provides

trainings

on

various subjects that shape a student's studies. The goal

of

each

course

is

to

develop

concrete,

individual

strategies in groups that you can immediately try out and

review

in

your

everyday

university

life.

Active

participation and discussion with each other is a crucial

requirement. All trainings will be provided by real-time
consultants.
Exclusive Features of Infinit skills:
Innovative and distinctive Curriculum designed by
eminent Scholars
Highly accomplished and prominent Corporate
Trainers with excellent credentials
Personalized and caring Training Environment
Unique and superior Training Techniques/Methodology
Efficient Counseling Services at no additional charge
Availability of high quality learning materials
developed by distinguished Experts.

32 | P a g e

CHAPTER-3

Theoretical aspects related to the study:

Employee Engagement: Is the art and science of engaging
people in authentic and recognized connections to
strategy, roles, performance, organization, community,
relationship, customers, development, energy, and wellbeing as we leverage, sustain, and transform our work
connections into results.
Employee engagement model:
The zinger Employee Engagement Model

33 | P a g e

The 14 employee engagement elements and symbols for each

element:

Achieve results. Employee Engagement is directed towards

achieving results. The first key of the model is on the far right hand
side and begins with the results the organization, department,
team, or individual wants to achieve. The key question for this part
of the model is: What do you want achieve and how will you know
when you achieve it?

Craft strategy. From the far right hand side of the model we
move back through the model to the far left hand side of the model.
To achieve results we need to craft a strategy to get there. How will
we get those results and does everyone know the organizations
intentions and plans? Is our strategy engaging and will we have
high enough employee engagement to fulfill the strategy?

34 | P a g e

Connect. A central key of employee engagement is

connection. In some ways connection is synonymous with
engagement. How well are employees connected to the other
elements of engagement ranging from their organization to genuine
happiness? Connect starts the central keys of CARE embedded in
the employee engagement model.

Authentic. Authenticity is the A of CARE. Employee

engagement must be authentic. Employees and customers can spot
phony from a mile away or even in a moment of time. We must
transcend superficial relationships, community or happiness
towards engagement that is heartfelt. Powerful engagement is real
and robust.

Recognition. The R in the core of CARE is recognition.

Potent employee engagement requires powerful recognition. We are
talking about a lot more than long service awards or pens. Are
employees fully seen and acknowledged? Do employees see the
importance of what they are doing and how their work connects to
results?

Engage. CARE ends with the E of engage. We so often talk

about engagement and substitute the verb of working
(engage) for a static noun (engagement). Engage focuses on the
actions of engagement. Engagement is not a one-time survey
measure or a steady state. To engage is to fully experience and
contribute to the dynamic elements of work.

Enliven work roles. We have various roles that we must

fulfill to fully engage. A role is a set of behaviors, rights and
35 | P a g e

obligations at work. We must guard against too many roles or role

overload while also fully being in the roles that contribute to
results, relationships, and engagement. Sometimes leaders and
managers are almost impervious to their role as employee too.

Excel at performance. Engagement for results can

contribute to effective performance management. Performance
demonstrates our engagement while engagement can help us excel
at performance. Good employee engagement should foster star
performers. We want to help each employee become a star
performer to benefit customers, the organization, and themselves.

Esteem organization. How aligned is the employee with the

organization? Is there a mesh between the organizational and
individual brand? Do employees feel that they are a part of the
organization or apart from the organization? Are they proud to work
for their organization and equally proud to recommend their
organization and be constant ambassadors for the organization?

Foster community. A strong key of employee engagement is

our connection to relationships and community. These relationships
and community can be personal and social media. Do we build
relationships and results? The essence of work is relationships and
community. Organizations that do not transform themselves into
communities are in danger of becoming obsolete or ignored.

Serve customers. We want employees to serve the

organizations customers and there are very strong relationships
between employee engagement and customer engagement. Does
the employee feel served by the organization and management so
much so that they in turn offer the same level of service to the
external and internal customers.
36 | P a g e

Develop
career.
Work
should
offer
benefits
back
to employees. Employees should experience both personal and
professional development through work ranging from courses and
learning to develop their own strengths, value, visibility, and
engagement. We spend so much time at work and work should help
us become all we are capable of becoming.

Leverage energies. The raw material of engagement is

energy. Do we have the energy to fully engage? Do we offer the
organization an energy gain or do we deplete the energy of our
peers? Powerful engagement involves mastery of physical, mental,
emotional, spiritual, and organizational energy. Energy not time is
the vital resource for engaged working.

Experience Well-Being. Ultimately work should contribute to

employee well-being. Employees need to both engage in and
experience healthy well-being. An organizations results are
dependent upon the health and productivity of individual
employees.

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CHAPTER-4

38 | P a g e

Data Analysis:
1. At work, I have the opportunity to do what I do best
every day

Survey

Neither agree nor disagree; 11%

Strongly agree; 57%

Agree; 32%

Interpretation:
A good way of promoting this is to discuss what each
person believes his or her leading strengths are, in terms
of skills, knowledge, and innate talents. Writing these
strengths down often helps.
From this question, 34 people out of 60 which are 68%
agreed with the fact that has ample opportunities to prove
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themselves daily throughout different projects and

assignments. On the other hand only 17 people opposed
the opinion. As the percentage is low, so it is assumed
most of the employees are engaged.

2. In the last seven days, I have received recognition or

praise for doing good work.

Survey

Strongly disagree; 3%
Disagree; 19%
Strongly agree; 42%
Neither agree nor disagree; 13%

Agree; 23%

Interpretation:
Workplaces that excelled in this question relied on forms
of recognition that are specific, predictable, frequent, and
40 | P a g e

immediate. Many wonder how often people should be

praised, but a good rule of thumb is about once a week.
From this question, 35 people out of 60 which are 70%
agreed with the fact that in the last seven days, they got
Kudos for their performances. On the other hand only 16
people opposed the opinion. As the percentage is low, so
it is assumed most of the employees are engaged.

3. My supervisor, or someone at work, seems to care

about me as a person.

Survey

Strongly disagree; 4%

Disagree; 8%

Neither agree nor disagree; 12%

Strongly agree; 40%

Agree; 36%

Interpretation:
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A productive workplace is one in which people feel safe. It

is said that, people leave managers, not company.
Relationships are the bond that holds great workplaces
together.
From this question, 37 people out of 60 which are 74%
agreed with the fact that they are cared by their
supervisors or someone who is superior to them. It
motivates the employees more and the outcome brings
positive impact for the company. On the other hand only
14 people opposed the opinion. As the percentage is low,
so it is assumed most of the employees are engaged.

4. There is someone at work who encourages my

development.

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Survey

Strongly disagree; 2%
Disagree; 18%
Strongly agree; 30%

Neither agree nor disagree; 30%

Agree; 20%

Interpretation:
From this question, 36 people out of 60 which are 72%
agreed with the fact that their development is backed by
someone superior from the organization. It motivates the
employees more and the outcome brings positive impact
for the company. On the other hand only 15 people
opposed the opinion. As the percentage is low, so it is
assumed most of the employees are engaged.

43 | P a g e

5. At work, my opinions seem to count.

Survey

Strongly disagree; 14%

Strongly agree; 38%

Disagree; 7%

Neither agree nor disagree; 14%

Agree; 28%

Interpretation:
From this question, 36 people out of 60 which are 72%
agreed with the fact that their development is backed by
someone superior from the organization. It motivates the
employees more and the outcome brings positive impact
for the company. On the other hand only 15 people
opposed the opinion. As the percentage is low, so it is
assumed most of the employees are engaged.

44 | P a g e

6. The mission or purpose of my organization makes me

feel my job is important.

Survey

Strongly disagree; 4%
Disagree; 10%
Strongly agree; 26%
Neither agree nor disagree; 10%

Agree; 50%

Interpretation:
This question measures a key source of motivation for
work groups the idea that their organization represents
values that they themselves share. Individual achievement
is great, but we are likely to stay committed longer if we
feel we are part of something bigger than ourselves.
From Q8, 36 people out of 60 which are 72% agreed with
the fact that their job description perfectly match with the
organizations goal. On the other hand only 15 people
opposed the opinion. As the percentage is low, so it is
assumed most of the employees are engaged.

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7. My associates or fellow employees are committed to

doing quality work.

Survey

Disagree; 13%
Neither agree nor disagree; 3%
Strongly agree; 44%

Agree; 40%

Interpretation:
Work groups are capable of accurately evaluating their
own performance, as well as that of their teammates. The
best place to start is with customers, both internal and
external.
From this question, 37 people out of 60 which are 72%
agreed with the fact that all the employees are helped by
their fellow workers. On the other hand only 14 people
opposed the opinion. As the percentage is low, so it is
assumed most of the employees are engaged.

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8. In the last six months, someone at work has talked to

me about my progress.

Survey

Neither agree nor disagree; 18%

Strongly agree; 40%

Agree; 42%

Interpretation:
It is realized that all need feedback to know how far they
have come. Everyone needs sign to track the progress.
From this question, 39 people out of 60 which are 80%
agreed with the fact that all the employees got last 6
months performance review. As it has Quarter wise rating,
Mentor program, so employees always get feedback about
their work. On the other hand only 12 people opposed the
opinion. As the percentage is low, so it is assumed most of
the employees are engaged.
47 | P a g e

9. This last year, I have had opportunities at work to

learn and grow
.

Survey

Strongly disagree; 2% Disagree; 8%

Neither agree nor disagree; 8%

Strongly agree; 54%

Agree; 28%

Interpretation:
Engaged work groups need to feel that their job
contributes in some way to their professional or personal
development. Great workplaces are those in which work
groups are provided with educational opportunities.
From this question, 38 people out of 60 which are 78%
agreed with the fact that they have learned a lot from last
48 | P a g e

year. On the other hand only 13 people opposed the

opinion. As the percentage is low, so it is assumed most of
the employees are engaged.

CHAPTER-5

49 | P a g e

Findings:
1. Majority of the employees (88%) believe that the
company helped them to build their skills sets and
providing training and that is valuable to them.
2. Employees (93%) believe that their supervisor or
someone at work seems to care about them as
person.
3. (85.4%)

believe

that

their

fellow employees are

committed to do quality work

4. Employees(73.8%)believe that the compensation is
proportional to the contribution they make
5. Employees
(81%)
believe
that
senior
management

is

open,

transparent

and

level

open

in

communication.
6. Employees (85%)believe that their company is a great
place to work
7. Employees (94.4%) believe that their company has
good image and reputation.
8. HODS (89%) and senior managers feel that mission
and vision of the company makes their job important.

50 | P a g e

Suggestions:
In most of the findings majority of the employees have
given the positive response but still the responses which
have lower than 85% positive feedback, company needs to
concentrate on that like
1. Companies also needs to focus on its retention
policies because whatever reason is there for the
staying back in the company
2. Company needs to align the employees with the
organizations value with the help of counseling so
employee scan get closer to company.
3. Again there are also a good number of actively
disengaged & not engaged people according to the
survey question. So infinit skills being an employer of
choice should focus more on increasing the employee

51 | P a g e

active participation & engagement to achieve the

organizational goals & objectives
4. Also the employees should be given more flexible way
of delivering the best in their own method & way.
5. It is also important to make the employees feel that
their contribution is very important & valuable to
their company.

Conclusion:
Every organization wants to be ahead in this competitive
market and for the same organization needs to have the
well engaged employees. The engagement of employees
depends on the different aspects (PMS, T&D and
commitment) as I have studied in this research. There is
no doubt that well engaged employees are valuable asset
to the company and thereby the growth chances of the
organization increases simultaneously.
With this effect every organization should understand the
importance of engaged employees and they should
implement the different policies for the effective employee
engagement in the organization. With the help ofthis
52 | P a g e

study I found that Infinit Skills has an effective engaged

employee staffs which will defiantly help the organization
to grow in this organization.

Bibliography:
Websites:
1. Company Profile [Internet].
Available from: http://www.Infinitskills.com/ [Accessed
4th August 2014].
2. Industry Review [Internet].
Available from:

53 | P a g e

http://en.wikipedia.org/wiki/Human_resource_consulti
ng
[Accessed5th August 2014].
3. Theoretical concepts related to study [Internet]:
Available from: http://www.davidzinger.com/page/11/?
s=strengths [Accessed on 1st October 2014].
4. Literature Review [Internet]:
i.
ii.

iii.

Available
from:
hhtp://EzineArticles.com/
[Accessed on 8th October 2014].
Available from:
https://www.ddiworld.com/DDIWorld/media/mo
nographs/employeeengagement_mg_ddi.pdf?
ext=.pdf/[Accessed on 6th October 2014].
Available from: hhtp://opcup.com [Accessed on
8th October 2014].

Articles:
The Icfai University Press, HRM Review, August 2009
The Icfai University Press, HRM Review, December
2009
Richard S wellins, Paul Berthal & Mark Phelps,
Development Dimension International, Inc.
Scottish Executive Social Research, May 2009
Dr.S Renuga Devi & Mr. N Bharti, Abhigyaan,
Prabandhan, vol 2, No-4 July-august 2009.

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