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A STUDY ON EMPLOYEE ENGAGEMENT FOR

C.A.R.S INDIA, CHENNAI


Submitted to University of Madras
In Partial Fulfillment of the Requirements for the award of the degree
MASTER OF BUSINESS ADMINISTRATION

Submitted by
KALEELUR RAHMAN M J
(Register No: 711400324)

Under the Guidance of

DR.A.VARADARAJ

MEASI INSTITUTE OF MANAGEMENT


(Approved By AICTE & Affiliated To University Of Madras)
#87, Peters Road, Royapettah, Chennai 600014
April-201

MEASI INSTITUTE OF MANAGEMENT


(Approved By AICTE & Affiliated To University Of Madras)
#87, Peters Road, Royapettah, Chennai 600 014

BONAFIDE CERTIFICATE

This is to certify that the project report titled A STUDY ON EMPLOYEE ENGAGEMENT
FOR C.A.R.S INDIA IN CHENNAI submitted by MR.KALEELUR RAHMAN.M.J
(REGISTER NO: 711400324) in partial fulfillment of the requirements of the Post Graduate
Degree Course in Masters of Business Administration (M.B.A) for the year 2015-2016 is the
original work of the above candidate.

DR.A.VARADARAJ
PROJECT GUIDE

DIRECTOR

DECLARATION

I, KALEELUR RAHMAN.M.J (REGISTER NO: 711400324) Bonafide student of


Business Studies, MEASI Institute of Management, Affiliated to University of Madras hereby
Declare that project entitled A STUDY ON EMPLOYEE ENGAGEMENT FOR C.A.R.S
INDIA

IN

CHENNAI was prepared towards the partial fulfillment of Master of Business

Administration (M.B.A) final year degree course from the University of Madras. The report was
prepared by own Effort and it has not been submitted earlier, either to this university or to any
university/ Institution for the award of any degree or diploma.

Place: Chennai-14

Date:

Signature

KALEELUR RAHMAN.M.J

ACKNOWLEDGMENT

First and the foremost wishes, I would like to thank the ALMIGHTY for the blessings to complete
this project successfully.

I owe my sincere thanks to Director DR.D.NISAR AHAMED, for his advice and support.

My deepest thanks to My Guide DR.A.VARADARAJ for his valuable guidance and


corresponding various documents of mine with attention and care. He has taken pain to go
through the project and make necessary correction as and when needed.
I thank to MR.A.USUF ALI HR & ADMIN C.A.R.S INDIA for his guidance throughout the
project and also I thank MR.MOHAMED EJAS - HR DEPT who help me to complete this project.
Thanks and appreciation to the helpful people at C.A.R.S INDIA CHENNAI, for their support.

I would like to express my deepest sense of gratitude to my family members and my best friends, who
remain constant source of encouragement and inspiration throughout my life and academic career.

KALEELUR RAHMAN.M.J

TABLE OF CONTENTS

S.
CONTENT

PAGE
NO

1.1

INTRODUCTION

1.2

OBJECTIVES OF THE STUDY

1.3

NEED FOR THE STUDY

10

1.4

SCOPE OF THE STUDY

11

1.5

LIMITATION OF THE STUDY

12

1.6

INDUSTRY PROFILE

13

1.7

COMPANY PROFILE

18

2.1

REVIEW OF LITERATURE

20

3.1

RESEARCH METHODOLOGY

22

DATA ANALYSIS & INTERPRETATION

26

5.1

FINDINGS

48

5.2

SUGGESTIONS

49

5.3

CONCLUSION

50

ANNEXURE

51

BIBLIOGRAPHY

57

NO

LIST OF TABLES

Table No.

TABLE NAME

Page No.

4.1

Gender

26

4.2

Age

27

Employees Qualification
4.3

28
Employees opinion on the approachability of the HR

29

4.4
Employees opinion on employee engagement activities
4.5

boosting up their morale

30

Employees opinion on that they have been given a


4.6

realistic job preview

31

Employees opinion on external agencies giving


4.7

presentations/Seminar at C.A.R.S INDIA

4.8

Employees preference on topics presented by external


agencies

4.9

32

33

Employees ratings for the external agencies presentation


skills & ability to hold the interest of the audience

34

Employees preference if there are increases entertaining


4.10

programs in the celebrations

35

4.11

Employees opinion on the usefulness of the contents of the


induction program

36

4.12

Employees opinion on that they feel their basic health &


safety is taken care within C.A.R.S INDIA

37

4.13

Employees opinion on the employee engagement activities


has been motivated me to work towards the organizational
goals.

38

Employees opinion on the celebration of major festivals at


4.14

C.A.R.S INDIA

4.15

Employees opinion on the happenings of sport events

39

periodically at C.A.R.S INDIA


40
4.16

Employees opinion on having fun at work place

4.17

Employees personal opinion about the birthday bashes


Celebration

4.18

43

Employees opinion regarding the statement I understand


what C.A.R.S INDIA as a company, is trying to achieve

4.20

42

Employees frequency of attending the birthday bashes


celebrations

4.19

41

44

Employees opinion on that they have been given equal


opportunities & fair treatment within C.A.R.S INDIA

45

LIST OF CHARTS

Chart No.

CHART NAME

Page No.

4.1

Gender

26

4.2

Age

27

4.3

Employees Qualification

28

Employees opinion on the approachability of the HR

29

4.4
Employees opinion on employee engagement activities
4.5

boosting up their morale

30

Employees opinion on that they have been given a realistic


4.6

job preview

31

Employees opinion on external agencies giving


4.7

presentations/Seminar at C.A.R.S INDIA

32

4.8

Employees preference on topics presented by external

33

agencies
Employees ratings for the external agencies presentation skills
4.9

34

& ability to hold the interest of the audience

Employees preference if there are increases entertaining


4.10

programs in the celebrations

35

4.11

Employees opinion on the usefulness of the contents of the


induction program

36

4.12

Employees opinion on that they feel their basic health &


safety is taken care within C.A.R.S INDIA

37

4.13

Employees opinion on the employee engagement activities


has been motivated me to work towards the organizational
goals.

38

Employees opinion on the celebration of major festivals at


4.14

C.A.R.S INDIA

4.15

Employees opinion on the happenings of sport events

39

periodically at C.A.R.S INDIA


40
4.16

Employees opinion on having fun at work place

4.17

Employees personal opinion about the birthday bashes


Celebration

4.18

43

Employees opinion regarding the statement I understand


what C.A.R.S INDIA as a company, is trying to achieve

4.20

42

Employees frequency of attending the birthday bashes


celebrations

4.19

41

44

Employees opinion on that they have been given equal


opportunities & fair treatment within C.A.R.S INDIA

45

A STUDY ON EMPLOYEE ENGAGEMENT


FOR C.A.R.S INDIA

ABSTRACT

The project report entitle A STUDY ON EMPLOYEE ENGAGEMENT FOR C.A.R.S


INDIA, CHENNAI is intended to determine the employee engagement within the
organization.
Motivated and engaged employees tend to contribute more in terms of organizational
productivity and support in maintaining a higher commitment level leading to the higher
customer satisfaction. Employees Engagement permits across the employee-customer
boundary, where revenue, corporate goodwill, brand image are also at stake. This paper
makes an attempt to study the different dimensions of employee engagement with the help of
review of literature. This can be used to provide an overview and references on some of the
conceptual and practical work undertaken in the area of the employee engagement practices.
The researcher seeks to understand aspects of working life at the C.A.R.S INDIA within the
Chennai area. Aspects such as meaningfulness of tasks within the role, aspects of feelings
towards the role, individual perceived performance levels, the amount of effort given by
employees and the level of employee satisfaction with aspects such as working environment,
co-workers and management. The dissertation aims to measure engagement and look at the
areas where management interventions can be implemented to increase the overall level of
employee engagement.

1. INTRODUCTION
Employee engagement is a property of the relationship between an organization and its
employees. An "engaged employee" is one who is fully absorbed by and enthusiastic about
their work and so takes positive action to further the organization's reputation and interests.
An organization with 'high' employee engagement might therefore be expected to outperform
those with 'low' employee engagement, all else being equal. There are, however, a range of
definitions that have emerged around concepts relating to employee engagement. Research
has looked at the involvement, commitment and productivity of employees. Organizations
have often had a focus on how to generate engagement, rather than seeking objective ways to
measure it. Care must therefore be taken when looking at some of the statistics presented
around engagement.
Measuring of Employee Engagement
The concept of employee engagement is a
employees are with their

measurement of how happy

respective jobs, working environment and how efficient

performance levels are? Managing

their

high morale among employees can be of remarkable

benefit to any organization, as actively engaged workers are more productive and stay loyal
to the company. Organizations with high employee engagement levels are more productive
and more profitable than those organizations with low levels of employee engagement.
Defining Engagement
One of the first challenges presented by the literature is the lack of a universal
definition of employee engagement and it defines employee engagement as the harnessing
of organization members serves to their work roles; in engagement, people employ and
express themselves physically, cognitively, and emotionally during role performances. The
cognitive aspect of employee engagement concerns employees beliefs about the
organisation, its leaders and working conditions. The emotional aspect concerns how
employees feel about each of those three factors and whether they have positive or negative
attitudes toward the organisation and its leaders. The physical aspect of employee
engagement concerns the physical energies exerted by individuals to accomplish their roles.

Thus, according to Kahn (1990), engagement means to be psychologically as well as


physically present when occupying and performing an organisational role. As a result,
employee engagement

has the appearance of being yet another trend, or what some might

call old wine in a new bottle.

Most often employee engagement has been defined as emotional and intellectual commitment
to the organisation (Baumruk 2004, Richman 2006 and Shaw 2005) or the amount of
discretionary effort exhibited by employees in their job (Frank et al 2004). Although it is
acknowledged and accepted that employee engagement is a multi-faceted construct, as
previously suggested by Kahn (1990), Truss et al (2006) define employee engagement simply
as passion for work, a psychological state which is seen to encompass the three dimensions
of engagement discussed by Kahn (1990), and captures the common theme running through
all these definitions. The existence of different definitions makes the state of knowledge of
employee engagement difficult to determine as each study examines employee engagement
under a different protocol. In addition, unless employee engagement can be universally
defined and measured, it cannot be managed, nor can it be known if efforts to improve it are
working (Ferguson 2007). This highlights the problems of comparability caused by
differences in definition. Furthermore, whilst it is acknowledged that employee engagement
has been defined in many different ways, it is also argued the definitions often sound similar
to other better known and Established constructs such as organisational commitment and
organisational citizenship behaviour (OCB) (Robinson et al 2004). Thus Robinson et al
(2004) defined engagement as one step up from commitment.

The key ingredients of an engaged employee seem to be:

Tenure with the organization

Display of emotional involvement in what he does

Doing more than what is expected

Displaying pride in the place he work

Studies

Engaged employees care about the future of the company and are willing to invest the
discretionary effort.

Engaged employees feel a strong emotional bond to the organization that employs
them.

This is associated with people demonstrating willingness to recommend the


organization to others and commit time and effort to help the organization succeed.

It suggests that people are motivated by intrinsic factors (e.g. personal growth,
working to a common purpose, being part of a larger process) rather than simply
focusing on extrinsic factors (e.g., pay/reward).

A Matter of Partnership
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 promote employee
engagement

Interaction between employees at all levels

A Road Map for Employee Engagement

Enhance leadership.

Involve your people and value their input.

Look after the organizations reputation.

Managers do not see communication as part of their day job.

A manifesto for outstanding organizational performance

Factors Influencing Employee Engagement

A culture of respect where outstanding work is valued

Availability of constructive feedback and mentoring

Opportunity for advancement and professional development

Fair and appropriate reward, recognition and incentive systems

Availability of effective leadership

Clear job expectations

Adequate tools to complete work responsibilities

High levels of motivation

The Keys to Employee Engagement


Getting and keeping your employees engaged comes down to three simple factors:

Leadership by example

A willingness to listen

Being prepared to learn.

Importance of Employee Engagement

An organizations capacity to manage employee engagement is closely related to its


ability to achieve high performance levels and superior business results.

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.

Engaged employees also normally perform better and are more motivated.

There is a significant link between employee engagement and profitability.

Employee engagement is critical to any organization that seeks

Not only to retain valued employees, but also increase its level of performance.

Ways to Attain Employee Engagement

Listen to your employees and remember that this is a continuous process.

The information your employees supply will provide direction.

Insist upon increased engagement at the managerial level and create and deploy a
customized employee satisfaction survey from alpha measure to assess your current
level of employee engagement.

Identify problem areas, make a plan and take action towards improvement.

Organization Initiatives for Employee Engagement


Most organizations have a range of programs to improve the engagement level of
their employees. Below are the lists of initiatives can be made by the organization,
starting right at the selection stage:

Choosing the right fit and giving a realistic job preview

Strong induction and orientation program

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

To keep up the morale of people and drive them towards excellent performance, through various
incentives such as recognition letters, profit sharing schemes, long performance awards, building assets
like own home.

Regular feedback to all people

Communication forums like the in-house magazine, In touch, an e-forum to develop entrepreneurship,
and regular surveys and conferences

To maintain the quality of work-life and a balance between personal/professional lives, there are
recreational activities like festivities, get-togethers, sports, etc

An open and transparent culture to empower its people and develop entrepreneurs.

Benefits to the organization

Employee engagement builds passion, commitment and alignment with the


organizations strategies and goals

Attracts more people like existing employees Increases employees trust in the
organization

Creates a sense of loyalty in a competitive environment

Lowers attrition rate

Increases productivity and improves morale

Provides a high-energy working environment

Improves overall organizational effectiveness

Boosts business growth

Makes the employees effective brand ambassadors for the company.

Measuring Employee Engagement


Employee engagement can be revealed in several ways, including pulse to annual surveys,
tracking changes in the attrition rate, increase in the number of employee referrals, and
growth in productivity and business.
Signs of Low Employee Engagement

The turnover rate is high

Productivity is down

Deadlines are being missed

Morale is low

Conflicts are happening frequently

Absenteeism is up

Punctuality is a problem

Miscommunication is happening frequently

Theft is a problem

Remedies

Hire a team-building expert and arrange a one-day retreat

Host a meeting where you listen to feedback and ideas. Promise to implement at
least one of the recommendations the one that is chosen as the most critical and
there is a clear, reasonable solution that can be implemented without putting a
high demand on resources.

Create an anonymous feedback mechanism

Meet daily for very short meetings (10 minutes maximum) and share daily
priorities and news. Keep the agenda the same every day 5-6 items.

Create a code of conduct and a set of values as a team and reward staff for
demonstrating the code or the values.

Create an incentive plan to encourage positive behavior

Provide feedback and guidance

Make real time to discuss problems

Seek ideas and input from everyone

Provide the resources to solve problems or to do a job well

Give real recognition and/or reward

Provide opportunities for people to develop their potential

Keep the pressure to perform and achieve more with less realistic

Provide opportunities for social interaction

Train people how to resolve interpersonal conflicts

Promote joy and appropriate humour within the office

Be flexible; help people to actively balance work and home responsibilities

Engagement Challenges

Engagement levels decline as employees get older until they reach the oldest
group (60 plus), where levels suddenly rise, and show this oldest group to be the
most engaged of all

Minority ethnic respondents have higher engagement levels than their white
colleagues

Managers and professionals tend to have higher engagement levels than their
colleagues in supporting roles, although people in the latter group appear to owe
greater loyalty to their profession than to the organization in which they practice
their craft

Engagement levels decline as length of service increases

Having an accident or an injury at work, or experiencing harassment


(particularly if the manager is the source of the harassment) both have a big
negative impact on engagement

Employees who have a personal development plan, and who have received a
formal performance appraisal within the past year, have significantly higher
engagement levels than those who have not.

Engagement Activities
Learning and Development Opportunities

Leadership Development Programs

Technical Training

Behavioural Training

Brown Bags & Quests

Awards & Recognition Programs

Performance Management

Awards

Work Life

Integration within the Company


Buddy Programs
Induction Programs

Fun at workplace

Birthday Celebration

1.1 OBJECTIVES OF THE STUDY

Primary Objective

To check the effectiveness of employee engagement activities in the organization.

Secondary Objectives

To evaluate the effectiveness of the employee welfare activities.

To measure the employee perception of the organisation.

To assess the employee satisfaction towards the workplace.

1.2 NEED FOR THE STUDY

Studying employee engagement in an organization provides clue for the employers to


contribute to bottom line business success.

To understand & identify the problematic areas and make a plan and take action
towards improvement.

This study helps not only to retain valued employees, but also to increase its level of
performance.

Study helps to improve the overall organizational effectiveness.

The study helps to estimate the organizations capacity to manage employee


engagement that is closely related to its ability to achieve high performance levels and
superior business results.

1.3 SCOPE OF THE STUDY

The project throws light on the need for Learning Employee Engagement for successfully
sustaining the associates in the organization.

The project was developed to check the effectiveness of the employee engagement
activities.

It will be helpful for the Management to identify the needs and wants of the associates to
get relaxed from their work tension through engagement activities.

This study would be a base for the researchers who are carrying survey in the similar
topic elsewhere.

The study also helps the concern for the further enhancement for their engagement
activities by elaborating the current survey.

1.4 LIMITATIONS OF THE STUDY

The study is based upon small sample size of 80 samples.

Inconvenience in meeting all the associates and collect data.

The study is based on employees side only. It does not explore on the side of employers.

The study has been done mainly for academic purpose and duration of the data collection
period is a major constraint.

1.5 INDUSTRY PROFILE


MARUTI SUZUKI CARS
If you have travelled in India, taken a route to anywhere around this great
nation, chances are youve driven with us. For over three decades now, Maruti Suzuki cars
have been going places.
We started out in 1982 in Gurgaon, Haryana. Little did the then quiet suburb of
New Delhi know that it was going to become the epic center of the automobile revolution in
India. The year marked the birth of the Maruti Suzuki factory. India turned out 40,000 cars
every year. The new Maruti Suzuki 800 hit the streets to begin a whole new chapter in the
Indian automobile industry.
We set out with an obsession for customer delight, one that was unheard in the
corridors of automobile manufacturers then. It was about a commitment to create value
through innovation, quality, creativity, partnerships, openness and learning. It created a road
that was going to lead the world in to a whole new direction, laid out by Maruti Suzuki.
Today, Maruti Suzuki alone makes 1.5 million family cars every year. Thats
one car every 12 seconds. We drove up head and shoulders above every major global auto
company. Yet, our story was not just about making a mark. It was about revolutionary cars
that delivered great performance, efficiency and environment friendliness with low cost of
ownership. Thats what we call true value. We built our story with a belief in small cars for a
big future.
Our story encouraged millions of Indians to make driving a way of life. India
stepped up with our vision to take on the fast lane. A comradeship had begun. Something
incredible had begun.
So, what drives us? Millions of Indians whove put their faith in us. A team of
over 12500 dedicated and passionate professionals that turned out 14 cars with over 150
variants. The drive is backed up by a nationwide service network spanning over 1454 cities
and towns and a sales network that spreads across 1097 cities, 2 state of art factories, a diesel
engine plant with a capacity upped to turn out 7lakhs diesel cars a year and, a commitment to
road safety to make Indian roads safer.
Finally, our inspiration comes from one place Indias hopes, dreams and
aspirations. The Maruti Suzuki journey has been nothing less than spectacular. But to be
honest, weve only just begun.

HISTORY OF MARUTI SUZUKI


Maruti Suzuki India Limited (MSIL), formerly known as Maruti Udyog Limited, a
subsidiary of Suzuki Motor Corporation of Japan, is India's largest passenger car company,
accounting for over 50 per cent of the domestic car market. Maruti Udyog Limited was
incorporated in 1981 under the provisions of Indian Companies Act 1956 and the
government of India selected Suzuki Motor Corporation as the joint venture partner for the
company. In 1982 a JV was signed between Government of India and Suzuki Motor
Corporation.
It was in 1983 that the Indias first affordable car, Maruti 800, a 796 cc hatch back was
launched as the company went into production in a record time of 13 month.
More than half the numbers of cars sold in India and it wears a Maruti Suzuki badge. They
are a subsidiary of Suzuki Motor Corporation Japan. The company offer full range of carsfrom entry level Maruti 800 & Alto to stylish hatchback Ritz, A star, Swift, Wagon R, Estillo
and sedans DZire, SX4 and Sports Utility vehicle Grand Vitara.
Since inception, the company has produced and sold over 7.5 million vehicles in India and
exported over 500,000 units to Europe and other countries.
They were born as a government company, with Suzuki as a minor partner, to make a
people's car for middle class India. Over the years, its product range has widened, ownership
has changed hands and the customer has evolved. What remains unchanged, then and now, is
their mission to motorise India. MSILs parent company, Suzuki Motor Corporation, has
been a global leader in mini and compact cars for three decades. Suzuki's technical
superiority lies in its ability to pack power and performance into a compact, lightweight
engine that is clean and fuel efficient. The same characteristics make their cars extremely
relevant to Indian customers and Indian conditions. Product quality, safety and cost
consciousness are embedded into their manufacturing process, which they have inherited
from their parent company.
Right from inception, Maruti brought to India, a very simple yet powerful Japanese
philosophy 'smaller, fewer, lighter, shorter and neater'
From the Japanese work culture they imbibed simple practices like an open office, a common
uniform and common canteen for everyone from the Managing Director to the workman,
daily morning exercise, and quality circle teams.
Maruti Suzuki exports entry-level models across the globe to over 100 countries and the
focus has been to identify new markets. Some important markets include Latin America,
Africa and South East Asia. Interestingly with a brand new offering A-star, Maruti Suzuki is
ready to take on European markets. Maruti Suzuki sold 53,024 units during 2007-08. This is
the highest ever export volume in a year for the company, and marked a growth of 35 per
cent over the previous year. Maruti Suzuki has exported over 552,000 units cumulatively
with about 280,000 units to Europe.
Maruti Suzuki has two state-of-the-art manufacturing facilities in India. The first facility is at
Gurgaon spread over 300 acres and the other facility is at Manesar, spread over 600 acres in
North India. The Gurgaon facility - Maruti Suzuki's facility in Gurgoan houses three fully

integrated plants. While the three plants have a total installed capacity of 350,000 cars per
year, several productivity improvements or shop floor Kaizens over the years have enabled
the company to manufacture nearly 700,000 cars/ annum at the Gurgaon facilities.
The Manesar facility - Its Manesar facility has been made to suit Suzuki Motor Corporation
(SMC) and Maruti Suzuki India Limited's (MSIL) global ambitions. The plant was
inaugurated in February 2007. At present the plant rolls out World Strategic Models Swift,
A-star & SX4 and DZire. The plant has several in-built systems and mechanisms.
Diesel Engine Plant- Suzuki Powertrain India Limited - Suzuki Powertrain India Limited the
diesel engine plant at Manesar is SMC's & Maruti's first and perhaps the only plant designed
to produce world class diesel engine and transmissions for cars. The plant is under a joint
venture company, called Suzuki Powertrain India Limited (SPIL) in which SMC holds 70 per
cent equity the rest is held by MSIL. This facility has an initial capacity to manufacture
100,000 diesel engines a year. This will be scaled up to 300,000 engines/annum by 2010.
In 2012 Senior management members were injured as workers resort to violence at Maruti
Suzukis Manesar plant.
Product range of the company includes:
It offer full range of cars- from entry level Maruti 800 & Alto to stylish hatchback Ritz, A
star, Swift, Wagon R, Estillo and sedans DZire, SX4 and Sports Utility vehicle Grand Vitara.
Maruti Alto 800
Omni
Gypsy
Zen Estilo
Wagon R
Versa
Star
Ritz
SX4
Dzire
Grand Vitara
Ertiga
Celerio
Baleno

Milestones :
2014: Maruti Suzuki announces global debut of Celerio with revolutionary Auto Gear
Shift.
2013: Maruti Suzuki introduces stylish Stingray.
2012 : India's favourite car Maruti Suzuki swift crosses the 20Lakhs sales mark.
2011: Maruti Suzuki India unveiled its much awaited sportier and stylish car, the all new
'Swift'.
2011: On march 15, Maruti Suzuki India rolled out its 1Crore (ten millionth) car. The
historic 1Crore car, a Metallic Breeze Blue coloured WagonR VXi (Chassis No 243899)
rolled out from the Company's Gurgaon plant.
2010: Maruti Suzuki has been ranked India's most Trusted Brand in Automobile Sector by
India's leading Business newspaper The Economic Times.
2009 - MSIL adopts voluntary fuel disclosure. First shipment of A-star leaves Mundra Port10th jan. A-star bags, Zigwheels car of the year award A-star rated best small car of the
year-autocar-UTVi.
2008 - World Premiere of concept A-star at 9th Auto Expo, New Delhi.
2007 - Swift diesel launched. New car plant and the diesel engine facility commence
operations during 2006-07 at manesar, Haryana. SX4-Luxury Sedan Launched with the tag
line Men are black. Maruti launches Grand Vitara.
2006 -J.D.Power Survey award for the sixth year. MSIL has changed its EMS from ISO
14001:1996 version to ISO 14001:2004 version w.e.f.1st July
2005 - MSIL was re-certified in 2005 as per ISO 14001:2004 standards.
2004 - A new esteem launched second successful facelift by Maruti engineers.
2003 - Maruti gets listed on BSE and NSE. IPO (issue oversubscribed 11.2 times) New Zen
launched-first facelift by Maruti engineers.
2002 - Divestment Suzuki Motor Corporation (SMC) acquires majority stake in MUL.
Maruti Finance & Insurance launched.
2001 - Turn around with profits Rs104.5crore. Four new business-True value, Insurance,
Finance. Maruti Versa launched. Maruti True Value launched.
2000 - Maruti alto launched. First car company in India to launch call centre. IDTR launched
jointly with the Delhi government to promote safe driving habits.

Achievements/ recognition:
The company takes great pride in sharing that customers have rated Maruti Suzuki first once
again in Customer Satisfaction Survey conducted by independent body, J.D.Power Asia
Pacific. It is 9th time in a row.
Maruti Suzuki wins 'Golden Peacock Eco-Innovation Award'.
Maruti Suzuki Ranks Highest in Automotive Customer Satisfaction in India For Ninth
Consecutive Year.
Maruti Suzuki becomes the first Indian car company to export half a million cars
Other Accolades.
During 2009-10, the company, its products and services received reputed awards and
accolades instituted by independent expert groups, media houses and research agencies.
These Include
Rated as No. 1 in J D Power Sales Satisfaction Index.
Hatchback of the year - Ritz by Autocar.
Car of the year - Ritz by Business Motoring.
Manufacturer of the year by CNBC Overdrive.
Ranked third amongst global car companies in the World's Most Reputed Company Survey
2009.
National Award for Excellence in Corporate Governance by ICSI.

COMPETITORS
Mahindra
Hindustan motors

1.6 COMPANY PROFILE

About CARS India


Cars India Crescent Auto Repairs & Services India Pvt Ltd is Chennais premier
dealer of Maruti Suzuki India Ltd. (MSIL) since 1995. This pinnacle position was achieved
by sheer dint of hard work and dedication for almost two decades. From the modest
beginning, the dealership has grown to a mammoth scale of 3 Showrooms, 5 Workshops, 4
Body shops and 4 Maruti Driving Schools and 550 employees and employers are in working
in this organisation. We are an ISO 9001 certified company providing Sales and after sales
Service with state of art equipment and well trained manpower. Customer delights through
efficient and timely service is our motto. With burgeoning sales of around 4000 cars per
annum, the company services 60,000 cars in a year with immaculate customer satisfaction
levels. Our company is the pioneer in the Corporate Social Responsibility (CSR) initiatives as
evident from our hi-tech Maruti Driving Schools (MDS) spread across the city, which go a
long way in ensuring safety on our roads both for the driver and the general public.
DIRECTORS PROFILE
Crescent Auto Repairs And Services India Private Limited currently have 5 Active Directors
/ Partners: Khalid Abdul Khader Buhari, Abdul Qadir, Abdul Rahman Buhari Ashraf, Pattahu
Sultan Habibullah Khan, Ahamed Jalaludeen Jahuber Kamal, and there are no other Active
Directors / Partners in the company except these 5 officials.
OTHER DETAILS
Crescent Auto Repairs And Services India Private Limited was registered on 24 November,
1995. Crescent Auto Repairs And Services India Private Limited's Corporate Identification
Number (CIN) is U52609TN1995PTC033626, Registration Number is 033626.
Their registered address on file is No.9, Cenotaph Road, chennai - 600 018 chennai - 600,
Chennai - 600 018 - 600018, Tamil Nadu, India.

To make your experience memorable and hassle free, we provide the following facilities
Maruti Genuine Accessories (MGA)
This initiative is to offer you high quality accessories at competitive prices. These are
products of high class engineering and design process ensuring utmost aesthetics appeal and
utility. Some are imported from Suzuki Corporation, Japan. The uniqueness of these products
is perfect mechanical and electrical compatibility and unmatched performance.
Maruti True Value (MTV)
When it comes to exchanging or selling your old car, the immediate concern is the credibility
of the entity to which you sell your car. With Maruti true value you can be rest assured that
you are dealing directly with Indias most trusted car company. We assure you of providing
Quality, Reliability, Transparency and Convenience all under one roof. We not only sell cars
to you but also ensure that your old car is in the right hand ensuring zero legal hassle and
complete peace of mind.
Maruti Insurance (MI)
MI ensures that you get the advantage of one stop shop for all your insurance needs. Under
MI you get the best deal without sacrificing anything in return. From quick policy issuance to
cash free claim settlement, you name it; you would find it in MI.
Maruti Finance (MF)
We bring the competitive funding options for your car from a consortium of Banks and
NBFCs. We ensure that you get your dream car that does not pinch your pocket. Our funding
options include new car loan, used car loans and refinance on your car.
Maruti Driving School (MDS)
This Corporate Social Responsibility (CSR) initiative of our Company ensure driving lessons
both theory and on-road driving with state of art equipment and highly trained manpower.
You get the real time driving experience even before you hit the road. Our Driving Simulator
ensures that you perfect the driving skills and hit the road with confidence. This initiative
makes you learn the way you should and not the way you think.

CHAPTER 2
REVIEW OF LITERATURE
According to, Wilson (2004) remarked that feelings connect us with our realities and
provide internal feedback on how we are doing, what we want and what we might do
next. Being in organizations involves us in worry, envy, hurt, sadness, boredom, excitement
and other emotions.
May-et-al (2004) engagement is most closely associated with the constructs of job
involvement and flow. Job involvement is defined as a cognitive or belief state of
psychological identification. This differs from engagement in that it is concerned more with
how the individual employees he /she during the performance of his/her job. Furthermore,
whilst the focus of job involvement is on cognitions, engagement, according to most
definitions, also encompasses emotions and behaviours.
Moore (2004) & Crabtree (2005) found that family stress and work-related stress may be
interlinked.

Robinson (2006) recommended that there is considerable evidence that many employees are
greatly underutilized in the workplace through the lack of involvement in work-based
decisions.

Robinson (2006), employee engagement can be achieved through the creation of an


organizational environment where positive emotions such as involvement and pride are
encouraged, resulting in improved organizational performance, lower employee turnover and
better health.

Lawler and Worley (2006) for a high-involvement work practice to be effective and for it to
have a positive impact on employee engagement, employees must be given power.

Beardwell and Claydon (2007) found that Employee involvement is seen as a central
principle of soft HRM, where the focus is upon capturing the ideas of employees and
securing their commitment. Critics have argued that employee involvement has management
firmly in control and very limited real influence is given to employees.
Simpson (2009) discussed that the current state of knowledge about engagement at work
through a review of the literature. This review highlighted the four lines of engagement
research and focuses on the determinants and consequences of engagement at work.

Robertson-Smith and Markwick (2009) throw light on what engagement is and reveals that it
is an important yet complex challenge, and there remains a great deal of scope for
discussing the various approaches.

Bhatla (2011) focused on the need for such employees and how their presence can improve
the progress and work efficiency of the organization as a whole. Also focused on the
challenges faced by the HR managers to improve employee engagement for an organizations
survival.

Shashi (2011) reinforced the importance of employee communication on the success of a


business. She revealed that an organization should realize the importance of employees, more
than any other variable, as the most powerful contributor to an organizations competitive
position.

Vijaya Kumar Sundaray (2011) focused on various factors which lead to employee
engagement and what should organisation do to make the employees engaged. Proper
attention on engagement strategies will increase the organizational effectiveness in terms of
higher productivity, profits, quality, customer satisfaction, employee retention and increased
adaptability.

Susi & Jawaharrani (2011) examined some of the literature on Employee engagement,
explore work-place culture & work-life balance policies & practices followed in industries in
order to promote employee engagement in their organizations to increase their employees
productivity and retain them. Work-life balance is key driver of employees satisfaction.

Siddhanta & Roy (2012) explored implications for theory, further research and practices by
synthesizing modern 'Employee Engagement' activities being practiced by the corporate
with the review of findings from previous researches / surveys and tried to find out what
variables are significant to create an engaged workforce. The study was exploratory in nature
and the data has been collected from a tin manufacturing organization.

CHAPTER-3
RESEARCH METHODOLOGY

3.1 Research:
Research is a process in which the researcher wishes to find out the end result for a
given problem and thus the solution helps in future course of action. The research has been
defined as A careful investigation or enquiry especially through search for new facts in any
branch of knowledge.

3.2 Research Methodology:


The procedure using, which researchers go about their work of describing, explaining
and predicting phenomena, is called Methodology. Methods compromise the procedures used
for generating, collecting and evaluating data. Methods are the ways of obtaining information
useful for assessing explanations.

3.3 Type of Research:


The type of research used in this project is descriptive in nature. Descriptive research
is essentially a fact-finding related largely to the present, abstracting generations by cross
sectional study of the current situation. The descriptive methods are extensively used in the
physical and natural science, for instance when physics measure, biology classifies, zoology
dissects and geology studies the rocks. But its use in social science is more common, as in
socio economic surveys and job and activity analysis.

Descriptive research aims at


1 To portray the characteristics of a particular individual situation, or group (with or
without specific initial hypothesis about the nature of these characteristics).

2 To determine the frequency with which something occurs or with which it is


associated with something else (usually, but not always, with a specific initial
hypothesis).

The descriptive methods have certain limitations; one is that the research may make
description itself an end itself. Research is essentially creative and demands the
discovery of facts on order to lead a solution of the problem. A second limitation is
associated whether the statistical technique dominates. The desire to over emphasis
central tendencies and to fact in terms of AVERAGE, correlation, means and dispersion
may not always be either welcome. This limitation arises because statistics, which is
partly a descriptive tool of analysis, can aid but not always explain casual relations.

3.4 Design of Descriptive Studies:


Descriptive studies aim at portraying accurately the characteristics of a
particular group or solution. One may undertaken a descriptive study about the work in
the factory, health, safety and welfare. A descriptive study may be concerned with the
right to strike, capital punishment, prohibition, etc.

A descriptive study involves the following steps:

1 Formulating the objectives of the study.


2 Defining the population and selecting the sample
3 Designing the method of data collection
4 Analysis of the data
5 Conclusions and recommendations for further improvements in the practices.

3.5 Description of statistical tools used

Percentage Method

Chi-Square Test

3.6 Data Collection Method:


Survey method is considered the best method for data collection of data and the tools
used for data collection are Questionnaire. This method is quite popular particularly in case
of big enquires. Private individuals, research works, private and public organizations and
even government are adopting it.
In this method a questionnaire is sent to the persons concerned with a request to
answer and return the questionnaire. A questionnaire consists of a number of question
involves both specific and general questions relating to consumer behaviour.
3.7 Benefits availed through this method:
i.

There is low cost even when the universe is large and is widely spread geographically.

ii.

It is free from the bias of the interviewer; answers are in respondents own words.

iii.

Respondents, who are not easily approachable, can also be reached conveniently.

iv.

Large samples can be made use of and thus the results can be made more dependable
and reliable.

v.

Respondents have adequate time to give well thought out answers.

3.8 Limitations of this system:


i.

Low rate of return of the duly filled in questionnaires; bias due to no-response is often
determinate.

ii.

It can be used only when respondents are educated and cooperating.

iii.

The control over questionnaire may be lost once it is sent.

iv.

It is difficult to know whether willing respondents are truly representative.

v.

This method is likely to be the slowest of all.

3.9 Sources of Data:


The two sources of data collection are namely Primary & Secondary.

3.9.1 Primary Data:


Primary data are fresh data collected through survey from the employees using the
questionnaire. Questionnaire helps to recognize the employees perception regarding the
employee engagement & their problematic areas.

3.9.2 Secondary Data:


Secondary data are collected from the past records & books and various journals,
magazines etc. regarding the Employee engagement.

3.10 Research Design:


Research design is the specification of the method and procedure for acquiring the
information needed to solve the problem.
The research design followed for this research study is descriptive research design
where we find a solution to an existing problem. The problem of the study is to find out the
effectiveness of the employee engagement.
3.11 Sampling
Sample has been taken by all the categories of the Organisation.
Method of Sampling: Convenience Sampling
Sampling Size: 80
Total No. of Population: 550
3.12 Period of the Study
The period is from Jan 16 to March 16

CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
Table 4.1
Gender

S.No

Gender

No. of Respondents Percentage

Male

47

58.75

Female

33

41.25

Total

80

100

Inference:
58% of the employees are male respondents and 41.25% are female respondents.
Chart No. 4.1
Gender

Table 4.2
Age of the Employees

S.No

Age

No. of Respondents

Percentage

18-29

46

57.5

30-39

15

18.75

40-49

12

15

50 above

8.75

Total

80

100

Inference:
57.5% are 18-29 in between years and 18.75% respondents are 30-39 years while
15% respondents are 40-49 years and 8.75% respondents are above 50 years.
Chart No. 4.2
Age of the Employees

Table 4.3
Employees Qualification

S.No

Education

No. of Respondents

Percentage

Diploma

10

Under Graduate

43

53.75

Post Graduate

29

36.25

Total

80

100

Inference:
10% of the respondents are studied diploma while 53.75% are from under graduate
respondents and 36.25% are post graduates.

Chart 4.3
Employees Qualification

Table No: 4.4


Employees opinion on the approachability of the HR
S.No

Ratings

No. of

Percentage

Respondents
1

Strongly Agree

53

66.25

Agree

11

13.75

No Comments

6.25

Disagree

11

13.75

Strongly Disagree

Total

80

100

Inference:
66.25% of the employees strongly agree that the HR is approachable and 13.75% of
the employees agree while 6.25% have no comments and also 13.75% employees are
disagree.
Chart No: 4.4
Employees opinion on the approachability of the HR

Table No: 4.5


Employees opinion on employee engagement activities boosting up their morale
S.No

Ratings

No. of Respondents

Percentage

Strongly Agree

20

25

Agree

38

47.5

No Comments

2.5

Disagree

12

15

Strongly Disagree

10

Total

80

100

Inference:
25% of the employees strongly agree that the employee engagement activities boost
up their morale, 38% of the employees agree and 2.5 % have no comments and 12% are
disagree while 10% are strongly disagree.
Chart No: 4.5
Employees opinion on employee engagement activities boosting up their morale

Table No: 4.6


Employees opinion on that they have been given a realistic job preview
S.No

Ratings

No. of Respondents

Percentage

Strongly Agree

31

38.75

Agree

12

15

No Comments

17

21.25

Disagree

19

23.75

Strongly Disagree

1.25

Total

80

100

Inference:
38.75% of the employees strongly agree that they have been given a realistic job preview and
15% of the employees agree while 21.25% are no comments while 23.75% are disagree when
1.25% employees are strongly disagree.
Chart No: 4.6
Employees opinion on that they have been given a realistic job preview

Table No: 4.7


Employees opinion on external agencies giving presentations/Seminar at C.A.R.S INDIA

S.No

Ratings

No. of Respondents

Percentage

Excellent

55

68.75

Very Good

12

15

Fair

6.25

Poor

10

Very Poor

Total

80

100

Inference:
68.75% of the employees prefer its excellent on external agencies giving
presentations/Seminar at C.A.R.S INDIA, 15% of the employees feel its very good while
6.25% of the employees are fair enough and 10% of the employees are mentioned it is poor.
Chart No: 4.7
Employees opinion on external agencies giving presentations/Seminar at C.A.R.S INDIA

Table No: 4.8


Employees preference on topics presented by external agencies
S.No

Preference

No. of

Percentage

Respondents
1

Personality Development

20

25

Health Care

10

12.5

Financial Enhancements

18

22.5

Stress Management

20

25

Individual Social Responsibility

12

15

Total

80

100

Inference:
25% of the employees prefer Personality Development, 12.5% of the employees
prefer Health Care, 22.5% prefer Financial Enhancements, 25% prefer Stress Management,
and 15% prefer Individual Social Responsibility.
Chart No: 4.8
Employees preference on topics presented by external agencies

Table No: 4.9


Employees ratings for the external agencies presentation skills & ability to hold the
interest of the audience
S.No

Ratings

No. of Respondents

Percentage

Strongly Agree

16

20

Agree

39

48.75

No Comments

13

16.25

Disagree

10

12.5

Strongly Disagree

2.5

Total

80

100

Inference:
20% of the employees rates Excellent for the presentation and 48.75 % rates Very Good for
the presentation and 16.25% have no comments while 12.5% are disagree and 2.5% are
strongly disagree.
Chart No: 4.9
Employees ratings for the external agencies presentation skills & ability to hold the
interest of the audience

Table No: 4.10


Employees preference if there are increases entertaining programs in the
celebrations
S.No

Preference

No. of Respondents

Percentage

Excellent

56

70

Very Good

14

17.5

Fair

10

12.5

Poor

Very Poor

Total

80

100

Inference:
70% employees prefer its excellent to increase the entertaining programs, 17.5 %
employees feel its very good while 12.5% employees mentioned it is fair to increase the
entertaining programs.
Chart No: 4.10
Employees preference if there are increases entertaining programs in the
celebrations

Table No: 4.11


Employees opinion on the usefulness of the contents of the induction program.
S.No

Ratings

No. of Respondents

Percentage

Strongly Agree

27

33.75

Agree

38

47.5

No Comments

2.5

Disagree

13

16.25

Strongly Disagree

Total

80

100

Inference:
33.75% of the employees strongly agree that the contents of the induction program
was useful to them, 47.5% agree it was useful and 2.5% have no comments while 16.25% are
disagree.
Chart No: 4.11
Employees opinion on the usefulness of the contents of the induction program.

Table No: 4.12


Employees opinion on that they feel their basic health & safety is taken care within
C.A.R.S INDIA
S.No

Ratings

No. of Respondents

Percentage

Strongly Agree

65

81.25

Agree

14

17.5

No Comments

Disagree

Strongly Disagree

1.25

Total

80

100

Inference:
81.25% of the employees strongly agree that they feel their basic health & safety is
taken care within C.A.R.S INDIA and 17.5% of the employees agree and 1.25% is strongly
disagree.
Chart No: 4.12
Employees opinion on that they feel their basic health & safety is taken care within
C.A.R.S INDIA

Table No: 4.13


Employees opinion on the employee engagement activities has been motivated me to
work towards the organizational goals.
S.No

Ratings

No. of

Percentage

Respondents
1

Strongly Agree

39

48.75

Agree

13

16.25

No Comments

17

21.25

Disagree

11

13.75

Strongly Disagree

Total

80

100

Inference:
48.75% of the employees strongly agree that the employee engagement activities has
been motivated me to work towards the organizational goals and 16.25% of the employees
agree while 21.25% have no comments and 13.75 are disagree.
Chart No: 4.13
Employees opinion on the employee engagement activities has been motivated me to
work towards the organizational goals.

Table No: 4.14


Employees opinion on the celebration of major festivals at
C.A.R.S INDIA
S.No

Ratings

No. of Respondents

Percentage

Strongly Agree

41

51.25

Agree

30

37.5

No Comments

11.25

Disagree

Strongly Disagree

Total

80

100

Inference:
51.25% of the employees strongly agree that the major festivals are celebrated well at
C.A.R.S INDIA, 37.5% agree its well celebrated and 11.25% have no comments.
Chart No: 4.14
Employees opinion on the celebration of major festivals at
C.A.R.S INDIA

Table No: 4.15


Employees opinion on the happenings of sport events periodically at
C.A.R.S INDIA
S.No

Ratings

No. of Respondents

Percentage

Strongly Agree

47

58.75

Agree

22

27.5

No Comments

11

13.75

Disagree

Strongly Disagree

Total

80

100

Inference:
58.75% of the employees strongly agree that the Sport events happen periodically at
C.A.R.S INDIA, 27.5% agree it happens periodically and 13.75% have no comments.
Chart No: 4.15
Employees opinion on the happenings of sport events periodically at C.A.R.S INDIA

Table No: 4.16


Employees opinion on having fun at work place
S.No

Ratings

No. of Respondents

Percentage

Strongly Agree

57

71.25

Agree

23

28.75

No Comments

Disagree

Strongly Disagree

Total

80

100

Inference:
71.25% of the employees strongly agree that they have fun at work place and 28.75%
of the employees agree.
Chart No: 4.16
Employees opinion on having fun at work place

Table No: 4.17


Employees personal opinion about the Birthday Celebration

S.No

Opinion

No. of Respondents

Percentage

Entertaining

51

63.75

Can be Improved

20

25

No Comments

11.25

Total

80

100

Inference:
63.75% of the employees feel the birthday celebration is entertaining, 25% of the
employees feel the celebration can be improved and another 11.25% employees have no
comments.
Chart No: 4.17
Employees personal opinion about the Birthday Celebration

Table No: 4.18


Employees frequency of attending the Birthday Celebrations
S.No

Frequency

No. of Respondents

Percentage

Regularly

40

50

Sometimes

22

27.5

Never

On my Birthday

10

12.5

My friends Birthday

10

Total

80

100

Inference:
50% of the employees attend regularly the birthday celebration, 27.5% of the
employees attend sometimes, 12.5% of the employees attend on their birthdays and 10%
attend on their friends birthday.
Chart No: 4.18
Employees frequency of attending the Birthday Celebrations

Table No: 4.19


Employees opinion regarding the statement I understand what C.A.R.S INDIA as a
company, is trying to achieve
S.No

Ratings

No. of Respondents

Percentage

Strongly Agree

33

41.25

Agree

29

36.25

No Comments

11

13.75

Disagree

8.75

Strongly Disagree

Total

80

100

Inference:
41.25% of the employees strongly agree to the statement and 36.25% of the
employees agree to the statement and 13.75% have no comments while 8.75% are disagree.
Chart No: 4.19
Employees opinion regarding the statement I understand what C.A.R.S INDIA as a
company, is trying to achieve

Table No: 4.20


Employees opinion on that they have been given equal opportunities & fair treatment
within C.A.R.S INDIA
S.No

Ratings

No. of Respondents

Percentage

Strongly Agree

46

57.5

Agree

10

12.5

No Comments

Disagree

20

25

Strongly Disagree

Total

80

100

Inference:
57.5% of the employees strongly agree that they have been given equal opportunities
& fair treatment within C.A.R.S INDIA, 12.5% of the employees agree and 5% have no
comments and 25% are disagree.
Chart No: 4.20
Employees opinion on that they have been given equal opportunities & fair treatment
within C.A.R.S INDIA

Chi-Square Test - 1
Association between Gender and Seminar Presentation by External Agencies.
Null hypothesis (Ho): There is no association between Gender and Seminar Presentation by
External Agencies.
Alternate hypothesis (H1): There is association between Gender and Presentation by External
Agencies.

Gender * Seminal presentation by external agencies


Cross tabulation
Count
Presentation

gender

male

Excellen
t
47

female

8
55

Total

very
good

Total

Fair

poor

47

12
12

5
5

8
8

33
80

Chi-Square Tests
Value
df

Asymp. Sig.
(2-sided)
3
.000
3
.000

Pearson Chi-Square
51.791a
Likelihood Ratio
62.819
Linear-by-Linear
38.376
1
.000
Association
N of Valid Cases
80
a. 5 cells (62.5%) have expected count less than 5. The
minimum expected count is 2.06.
Calculated value: 51.791
Level of significance: 0.05
Degree of freedom: 3
Tabulated value: 7.815
Inference:
The calculated value is greater than tabulated value. Hence null hypothesis is rejected.
So there is no association between GENDER and SEMINAR PRESENTATION BY
EXTERNAL AGENCIES.

Chi-Square Test - 2
Association between Age and Workplace.
Null hypothesis (Ho): There is no association between Age and Workplace.
Alternate hypothesis (H1): There is association between Age and Workplace.
age * workplace Cross tabulation
Count

18-29
age

workplace
strongly
agree
agree
46
0

30-39
40-49
above 50

11
0
0
57

Total

3
12
8
23

Chi-Square Tests
Value
df

Total

46
14
12
8
80

Asymp. Sig.
(2-sided)
3
.000
3
.000

Pearson Chi-Square
68.493a
Likelihood Ratio
81.435
Linear-by-Linear
61.729
1
.000
Association
N of Valid Cases
80
a. 3 cells (37.5%) have expected count less than 5. The
minimum expected count is 2.30.
Calculated value: 68.493
Level of significance: 0.05
Degree of freedom: 3
Tabulated value: 7.815
Inference:
The calculated value is greater than tabulated value. Hence null hypothesis is rejected.
So there is no association between AGE and WORKPLACE.

CHAPTER- 5
5.1 FINDINGS OF THE STUDY

From the study it was found that, almost 75% of the associates are highly engaged
with the company both intellectually & emotionally.

According to the respondents 63.75% of the associates feel the birthday celebration is
entertaining, 50% of the associates attend the birthday celebration regularly and 70%
of the associates prefer increased entertainment programs.

The study found that 68.75% of the associates have opted excellent for the external
agencies giving a presentation/seminar at CARS INDIA, 48.75% of the associates
agree the external agencies had the ability to hold the interests of the audience.

In the study the topics preferred by the associates are as follows


25% of the employees prefer Personality Development,
12.5% of the employees prefer Health Care,
22.5% prefer Financial Enhancements,
25% prefer Stress Management, and
15% prefer Individual Social Responsibility.

It was found that 51.25% of the employees strongly agree with celebration of major
festivals at C.A.R.S INDIA & 66.25% of the associates strongly agree that the HR is
approachable.

According to the study 25% of the associates feel the employee engagement activities
boost their morale, 71.25% of the associates strongly agree that they have fun at work
place, 81.25% of the associates strongly agree that their basic health & safety are
taken care at C.A.R.S INDIA.

38.75% of the associates strongly agree that they have been given a realistic job
preview & have equal and fair Opportunities within C.A.R.S INDIA.

5.2 SUGGESTIONS
From the overall study it is proved that most of the associates are highly engaged with the
organization; however the associates have fewer problems with the engagement activities,
those problems can be rectified by engaging, recognising employees properly.

To have a perfect response for the birthday celebration the organization can increase
the entertainment programs with more number of games, puzzle solving, riddles &
also may distribute gifts.

As the associates are very much interested in External agencies giving


presentations/seminars at C.A.R.S INDIA, the organization can recognize their
preferred topics and made them feel that their contribution was important and to
believe their values were mirrored by those exposed senior management.

Finally the organization can increase the engagement activities like hiring a teambuilding expert and arrange a one-day retreat, create an anonymous feedback
mechanism, Provide feedback and guidance every now & then, provide them with
various services to help them balance their work and family lives to understand the
associates and to engage all the employees more actively than the present level.

5.3 CONCLUSION
In todays competitive Business world, employees are expecting more and more from
the employers. With increased change in needs and expectation of the employees and the
employers need to be cautious in choosing the right fit and giving a realistic job preview and
engage the associates through their engagement activities to build passion, commitment and
alignment with the organizations strategies and goals
From the study on the employee engagement activities at C.A.R.S INDIA, it was
found that the most of the associates are highly engaged with the company both intellectually
& emotionally. Also the study interfere that the associates are more pleased about the
birthday bashes celebrations and external agencies giving presentations/seminar at C.A.R.S
INDIA, however they expect more increased entertainment programs. Therefore the concern
has to concentrate more on increasing the entertainment programs & recognize their
personally preferred topics for external agencies presentations. With regards to the
approachability of HR & meetings conducted by the HRs at C.A.R.S INDIA are convincing
for the associates.

To conclude, the study explores the employee engagement activities at CARS


INDIA

infers that the employees have a good will within the organization and the

concern has to focus on the key areas where the associates needs has to be satisfied to
lower the attribution rate , to provide a high-energy working environment and to improve
the overall organizational effectiveness.

ANNEXURES -1
QUESTIONNAIRE
Survey Form
1. Gender
Male

Female

18-29

30-39

2. Age:

40-49

Above 50

3. Education Qualification:

Diploma

Under Graduate

Post Graduate

4. HR approachable to you?

Strongly Agree Agree No Comments

Disagree

Strongly Disagree

5. Employee Engagement Activities boost my Morale?

Strongly Agree Agree No Comments

Disagree

Strongly Disagree

6. I have been given a realistic job preview?


Strongly Agree Agree No Comments

Disagree

Strongly Disagree

7. What is your opinion about the external agencies giving a Presentation/Seminar


at C.A.R.S INDIA?

Excellent

Very Good

Fair

Poor

Very Poor

8. What type of topics you prefer to be presented in external agencies giving a


Presentation/Seminar at C.A.R.S INDIA?

Personality Development
Health Care
Financial Enhancements (e.g. Stocks, Shares, Investments etc.)
Stress Management / self Development
Individual Social Responsibility
Any other (Please Specify).

9. How would rate the external agencies presentation skills & ability to hold the
interest of the audience?

Strongly Agree Agree No Comments

Disagree

Strongly Disagree

10. How would you prefer the celebration, if there are increased entertainment
programs?

Excellent

Very Good

Fair

Poor

Very Poor

11. The content of the induction program was really useful to me?

Strongly Agree Agree No Comments

Disagree

Strongly Disagree

12. I feel my basic health & safety is taken care within C.A.R.S INDIA?

Strongly Agree Agree No Comments

Disagree

Strongly Disagree

13. The Employee Engagement Activities has been motivated me to work towards
the Organizational goals?

Strongly Agree Agree No Comments

Disagree

Strongly Disagree

14. Major festivals are celebrated well in C.A.R.S INDIA?

Strongly Agree Agree No Comments

Disagree

Strongly Disagree

Disagree

Strongly Disagree

Disagree

Strongly Disagree

15. A sports event happens periodically?

Strongly Agree Agree No Comments

16. I have fun at work place?

Strongly Agree Agree No Comments

17. What is your personal opinion about the Birthday Celebration?

Entertaining

Can be improved

No Comments

18. Your frequency of attending the Birthday celebrations?


Regularly
Sometimes
Never
On my Birthday
My Friends Birthday

19. Regarding the statement I understand what C.A.R.S INDIA, as a company, is


trying to achieve what would you say?

Strongly Agree Agree No Comments

Disagree

Strongly Disagree

20. Your opinion on that you have been given equal opportunities & fair treatment
within C.A.R.S INDIA?

Strongly Agree Agree No Comments

Disagree

Strongly Disagree

21. Your Valuable comments/suggestions/observations?

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

ANNEXURE-II
BIBLIOGRAPHY
Books:

1. Kothari C.R.,

Research Methodology Methods & Techniques


Publishers- New Age International (P) Ltd.,
New Delhi,
Second Edition, 2004

2. Gupta, S.P.,

Statistical Methods,
Thirty Fourth Editions, 2005

3. Arun Monappa

Personal Management
Second Edition, 2005

4. Macey,
W.H. & Schneider, B.

WEBSITES:
www.managment.org

www.moraleinfo.com

www.hrdigest.com

The Meaning of Employee Engagement


First edition, 2008