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Abstract

Employee engagement is a property of the relationship between an organization and its


employees. An "engaged employee" is defined as 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.

India is the world's largest sourcing destination for the information technology (IT) industry,
accounting for approximately 67 per cent of the US$ 124-130 billion market. The industry
employs about 10 million workforces. More importantly, the industry has led the economic
transformation of the country and altered the perception of India in the global economy. India's
cost competitiveness in providing IT services, which is approximately 3-4 times cheaper than the
US, continues to be the mainstay of its Unique Selling Proposition (USP) in the global sourcing
market. However, India is also gaining prominence in terms of intellectual capital with several
global IT firms setting up their innovation centres in India.

The study based only on the employee behavior approaches Total number of sampling size of
employees is 60. The collection of data is considered to be one of the important aspects in
research methodology. There are two types of data that exists one is primary data and the other is
secondary data.

The report contains various contents and chapters. The chapter consists of Introduction to the
study, Review of literature, statement of the problem, objectives, research methodology,
limitations of the study, company profile, industry profile, data analysis and interpretation,
findings, suggestions and conclusions.
The research methodology used in this study was descriptive in nature. This study gives clear
picture about the characteristics of the variables of interest. The primary data was collected using
structured questionnaire and the secondary data was collected from the company website, books
etc. The tools in this study include simple percentage analysis and chi square test. Charts are also
used to give pictorial representation of data collected. The interpretations are summarized and
suggestions are provided based on it.
INTRODUCTION OF THE STUDY

Employee engagement is a property of the relationship between an organization and its


employees. An "engaged employee" is defined as 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.

Emotional connection an employee feels toward his or her employment organization, which
tends to influence his or her behaviors and level of effort in work related activities. The more
engagement an employee has with his or her company, the more effort they put forth. Employee
engagement also involves the nature of the job itself - if the employee feels mentally stimulated;
the trust and communication between employees and management; ability of an employee to see
how their own work contributes to the overall company performance; the opportunity of growth
within the organization; and the level of pride an employee has about working or being
associated with the company.

Employee engagement is a workplace approach resulting in the right conditions for all members
of an organisation to give of their best each day, committed to their organisations goals and
values, motivated to contribute to organisational success, with an enhanced sense of their own
well-being. Employee engagement is based on trust, integrity, two way commitment and
communication between an organisation and its members. It is an approach that increases the
chances of business success, contributing to organisational and individual performance,
productivity and well-being. It can be measured. It varies from poor to great. It can be nurtured
and dramatically increased; it can lost and thrown away.

Factors Contributing to Employee Engagement


Career Development Opportunities

Career development opportunities are one of the factors contributing to employee engagement at
the workplace. When employers continuously invest both time and money in their employees
development at the workplace, employees will realise that the company is also interested in the
progress in their career. Start providing employees not only with formal learning programs, but
also with the opportunity to practice their newly acquired skills and knowledge on the job.

Flexible

Another factor contributing to employee engagement is the flexibility of employees hours at


work. Employees are given the flexibility to either work around the regular office hours or work
away from the office. Other choices include starting work at a later time and finishing off later or
vice verse. This option is useful especially for working parents who have to drop their children
off to school or having to pick them up.

Fair Pay Structure

While salary is a sensitive issue to talk about, it is something that nobody can avoid. Explain to
your employees how your companys pay structure works and what they look for when a certain
employee deserve a promotion. By being transparent and educating your employees about this
sensitive issue, employees will understand better and even work harder to prove to you that they
deserve that promotion. With that being said when the time comes to promote someone, you
would have to be careful and explain to him or her, on why they are not ready for that promotion
just yet and show them what they could do to be better next time around.
Adopt a Learning Culture

One of the factors contributing to employee engagement is by creating a company culture that
encourages your employees to keep on learning and acquiring new knowledge all the time. An
employee who understands that their employer is not only interested in making profits and sales,
but also in improving and educating all of their staff, will soon learn to appreciate the companys
learning culture and will get engage in the companys goals.

Cultural Diversity

We are currently in the generation full of multicultural people and each with different ethnicity,
thus cultural diversity is rather important in a company. Cultural diversity is when companies are
open to hiring employees from all sorts of different backgrounds; regardless of ethnicity, religion
and culture. When companies recruit and retain a diverse pool of people, it brings about different
benefits to the company as well as its employees.

Autonomy

No one likes to work with their managers breathing down their neck or always having to check
with their supervisors for approval for every solutions to a problem, especially if it is the tiny
ones. Give employees the freedom to make their own decisions and just get back to them to find
out the solution they decide on.

Communication

Communication is another factor that contributes to employee engagement. When there is


miscommunication among you or your employees, there will always be problems either in the
project or within the company. Try to prioritise a regular team meeting as a critical part of
companys communication, and employees should be abler to offer their views on how to
improve communications both within their departments and in the company.

Ways to engagement of employees will be fulfilled :


Engaging listeners to let everyone know they matter.
Engaging invitations to work that make a true difference.
Engaging conversations to bond us to our teams.
Engaging voices to give input and meaning into strategy.
Engaging trust, transparency, and safety to create authentic community.
Engaging questions to stimulate and trigger our wellbeing.
Engaging co-creation and collaboration to achieve results that matter to all.
Engaging results infused with meaning and purpose.
Engaging real-time measures that let us know where we are in our work.
Engaging leaders to join with staff to create powerful organizations.
Engaging management to foster daily progress with work.

Advantages of Employee Engagement:

The following mentioned below are few benefits of employee engagement in the workplace.

1. Motivates the individual: The first and foremost advantage of employee participation is that
it helps in motivating the employees. This is because when the employees are said to participate
in important meetings they also feel special and get encouraged for delivering good work in the
near future.

2. Expected output is good: The performance of the employees gets affected in a positive
manner. The employees start performing better after getting motivated. Motivating employees is
also very important because it helps in the growth of employees as well as the organization.

3. Creative work is delivered: The more the participation, more the work delivered is creative.
The employees get a broader sense of perspective which also helps in increasing creativity of the
employees. That creativity is seen in the work though. When diverse group of employees will be
there to participate in a discussion, it is obvious to get creativity in the work as every person
would give his or her own idea and that ultimately will distinguish the work from others.
4. Sense of superiority: The employees like the subordinate ones when getting a chance to
engage in important business activities of the company, will feel superior and important. This
way the sense of inferiority vanishes and they also gain confidence at the work place. The
hesitation of being inferior gets away and the confidence of working in the same work
environment retains forever.

5. Decision making becomes effective: The outlook of the employees get broadens which helps
in effective decision making. The decision making process is not every ones cup of tea but when
the employees are exposed to environment where they get motivated for their participation, the
decision making ultimately gets strong. So, the employee participation of engagement of
employees in the decision making process becomes strong and effective.

6. No extra employees would be needed: When the work of superiors is given to others as well,
the need of hiring the other or say extra staff gets vanished. The individual gets a chance to prove
their potential as they get a good platform to perform. So, in one way it also helps in providing a
good platform.

7. Platform to prove potential: The employees get a solid platform to prove their potential.
Otherwise it might be difficult to prove their might because it usually happens that the employees
fail to get chances as the same are taken by the other superior ones. So, for this reason too it is
important to give subordinates a chance to participate in policy making and so on.

8. Employees get added value: The employees when participate in the different decision
making processes, they get advantage of added value. Their value increases over the other people
in the organization. Their presence is felt and this is what makes them more happy and
motivated. Their motivation ultimately helps in providing good outputs.

Disadvantages of Employee Engagement:

1. The top policies are revealed: Sometimes there are some policies which are not to be
discussed by the company to the subordinates. Some things are to be kept in secrecy so in such a
case, it is not good to engage the subordinates in to the major discussions or say into the
meetings or the workshops and so on.

2. The difficulty to match the IQ level: The meetings in which high officials sit and discuss, it
becomes difficult for the members to match the discussion as per the subordinates. So, this way
the conversation gets imbalanced and the difficulty level increases to larger extent which is not a
positive sign as it not just wastes time but also it waste lot of energy.

3. Security is at a greater risk: Sharing the valuable information with high chunk of employees
in organization can term into greater risk as the chances of getting information leaked is more.
Not just this, it also wastes lot of time and money which is a big disadvantage for the company.
Also you never know which employee would spread the word about the important information
and this is how the information gets leaked which is not good for the health of a company.

4. Liberalizing them: The subordinates get enough freedom as they are somehow given freedom
and authority like superior only. So, the freedom should be given as per the responsibility and the
authority of the individual. If the subordinates are given more freedom, there are chances that out
of freedom, they might not perform well thinking they are now no longer subordinates as they
share equal space like others in the meetings and the seminars. So, for this reason too, it is
important not to engage the employees during the discussions.

5. Making them understand the thing sometimes is very difficult: The content to be discussed
in the meeting needs to be communicated to the members. It is easy for the company to make the
content easily understand the other members who are regular participants of the meetings but it is
very difficult to make the subordinates understand the similar thing. It is because of the position
as well as the difference in the experience of the employees. So, before making the subordinates
participate in the discussions, the members will have to make an extra meeting so as to make the
concept clear to them.

6. Regular updates are to be given: For the employees to be participative in the meetings and
discussions, it is important for the board of directors to let them know about the context. So, for
this reason, it is important to provide updates to the employees or they might act as a dead pan
during the meetings. Also the meetings would not be interactive enough which means the
discussion goes in vain.

7. Providing them training: The subordinates are not always part of the meetings and the
discussions, as at times it is difficult to make them understand the concept on which the
discussion is to be done. It is possible to make the employees understand the concept one time
but for every time it is not possible. So, for that the subordinates need proper training and only
then engaging them to the important discussions will be fruitful.

8. Expensive procedure for the company: Providing training to the subordinates can be an
expensive procedure. The training involves proper involvement of money as the preparation of
setup is required and also making invitations to invite the employees at the event and all that is
needed for providing training to the subordinates. So, it shakes the budget of the company if the
extras are invited for the events.
REVIEW OF LITERATURE

Adam, J. S. (2012). Toward an understanding of inequity. Journal of Abnormal and Social


Psychology, 67(5), 422-436. The concept of employee engagement is not entirely new as many
researchers (and organizations) have been studying it for some time using different terminology
and slightly different definitions (Lockwood, 2007). For example, employee engagement has
been defined as the extent of ones commitment (Lockwood, 2007), a work-related state of mind
involving vigor, dedication, and absorption (Schaufeli & Bakker, 2004), job characteristics that
include performing well and saying good things about your employers (Gubman, 2004), and the
ultimate prize for employers .Conversely, disengaged employees are burned out, according to
Schaufeli et al. (2004).

Aleweld, T., & von Bismarck, W. B. (2013). Europes different levels of employee
engagement. European Business Forum, 12, 66-69. This burnout is due, in part, to high job
demands and limited resources leading to energy depletion and decreased motivation (Bakker,
Demerouti, Taris, Schaufeli, & Schreurs, 2003).

Bakker, A. B., Demerouti, E., Taris, T. W., Schaufeli, W. B., Schreurs, P. J. G. (2013). A
multigroup analysis of the job demands-resources model in four home care organizations.
International Journal of Stress Management, 10(1), 16-38. Many researchers have reported
that employee engagement is a multidimensional concept (Jones & Harter, 2005) with cognitive
(or rational), emotional (or affective), and behavioral components (Konrad, 2006). The Towers
Perrin Talent Report confirmed a definition of employee engagement that includes both
emotional and rational variables.

Human Resource Development International journal, 9 (2), 191-206, Aleweld and von
Bismarck (2014), According to the report, [t]he emotional factors tie to peoples personal
satisfaction and sense of inspiration and affirmation they get from their work and from being part
of their organization (p. 4). Aleweld and von Bismarck reported that Hewitt Associates
considers engaged employees to have three characteristic behaviors: (1) employees say
positive things about their organization to other employees and customers; (2) employees have a
desire to stay in the company; and (3) employees serve the company by exerting additional,
discretionary effort (p. 66).

Journal of Applied Psychology, 90(5), 882-892. Fitz-enz, J. (2015). How to measure human
resources management. NY: McGraw Hill. According to surveys, not all employees are engaged.
In the 2003 Towers Perrin Talent Report, employee engagement was assessed across 40,000
employees (just under 36,000 in the U.S. and approximately 4,400 in Canada). The report found
17% of employees were highly engaged, 64% of employees were moderately engaged, and 19%
were disengaged. Of these employees, the highest percentage of employee engagement was
found upon senior executives; the lowest percentage of employee engagement was found among
nonmanagement hourly employees. Conversely, the highest percentage of disengaged employees
were found among nonmanagement hourly and the lowest percentage of disengaged employees
were found among senior executives. Considering industry type, employee engagement was
highest among employees in the nonprofit sector. Also, Sanford (2003) reported that Gallup
Polls research on employee engagement suggested engaged employees comprise 29% of the
U.S. workforce while 55% are not engaged and 16% are disengaged.

Journal of Applied Psychology, 90(6), 1241-1255. Gubman, E. (2015). From engagement to


passion for work: The search for the missing person. Human Resource Planning, 29 (3),25-26.
Seigts et al. (2006) summarized the literature on employee engagement stating that engagement
factors deal with connection, career advancement, clarity in communication, conveyance of
expectations, congratulations or recognition, contributions, control over own job, collaboration
between employees, credibility in leaders, and confidence in the company. These ten employee
engagement factors are elements within the workplace that attract, focus, and keep the most
talented employees (Buckingham et al., 1999, p. 28). According to Lockwood (2007), it should
be the mission of HR to create a work environment that encourages engagement as well as
attracts potential employees.

Academy of Management Journal, 33(4), 692-724, Huckerby ( 2015) discusses the result
from the United Kingdom suggesting that employees are engaged in their organisations actually
only 17 percent, while the employees are not engaged consist of 63 percent, and the disengaged
employees are 20 percent, the other words is that individuals mentally have give up but still
keep on work with the organisation.
Journal of Occupational Behavior, 8(3),219-232, Tasker (2015) defines that engagement is
when employers and employees will go for extra mile towards each other through the both
parties cooperation. Tasker also discusses that through todays personnel website which involved
400 Human Resource professionals conducted the research, which the situation was deterioration
because one out of four staffs were not engaged, and it was consists of 44 percent
overwhelming challenge.
The International Journal of Human Resource Management, 2(3), 359-375 (Lim, 2016).
After the researcher go through some literature review that discusses by other researchers
studies on the drivers influence employee engagement and finalised this four antecedents of the
study which are involvement and participations, internal communication, recognitions and
rewards, and work life balance that will be discussed further in this paper.

Journal of Applied Psychology, 68(3), 507-516, Limeradan (2016), Some survey found that
Malaysian employees only willingness to stay with their organisations with the average not more
than three years (Lim, 2001). Based on the previous research studies its in worrying for the
above trend has been reported. As turnover trend intentionally have reduces the overall
organisations efficiency and productivity as it divert organisation from the core objective as they
need to keep replacing the employees who have tendered his resignation.

STATEMENT OF THE PROBLEM

In recent years, there has been a great deal of interest in employee engagement. Many have
claimed that employee engagement predicts employee outcomes, organisational success, and
financial performance. Employee engagement strategies have been proven to reduce staff
turnover, improve productivity and efficiency, retain customers at a higher rate, and make more
profits. Perhaps most importantly, engaged employees are happier, both at work and in their
lives. But employees engagement in effective manner is difficult task at the present scenerio. So
the study helps to measure the employee engagement in the company and give suggestions to the
ways by which employee engagement for the organization.

OBJECTIVES OF THE STUDY

Primary Objective
To study the employee engagement towards Expedux Technologies (P) Ltd., Chennai

Secondary objectives
To determine whether Involvement and Participation have an impact on employee

engagement.
To examine whether Recognitions and Rewards have an impact on employee

engagement.
To determine whether Internal Communication have an impact on employee engagement.
To examine whether Work-life Balance have an impact on employee engagement.

SCOPE OF THE STUDY

The scope of the study is limited to Expedux Technologies (P) Ltd., Chennai.
It is focused on employees engagement in the company
The survey was collected only with the employees of Expedux Technologies (P) Ltd.,

Chennai.
Through this study, the company may able to reduce their employees turnover and

improve their employees efficiency and productivity in the company.


LIMITATIONS OF THE STUDY

The sample size taken for the study is limited only to 60 samples.
Some of the respondents are not open in giving their opinions.
Time of the disposal for the research was limited.
There may be personal bias of the respondent, which affects the result of the study.
RESEARCH METHODOLOGY

Research methodology explains the various steps that the generally adopted by the
researcher in studying research problem along with logic behind them.

RESEARCH DESIGN
The research design adopted for the study is descriptive design. Descriptive research
includes surveys and fact-finding enquires of different kinds. In social science and business
research we quite often use the term exposit facto research for descriptive research studies. The
main characteristic of this method is that the researcher has no control over the variable he can
only report what has happened or what is happening.

CONVENIENT SAMPLING
When population elements are selected for inclusion in the sample based on the
researcher convenience.

SAMPLING DESIGN
Sample Size:
The study based only on the employee behavior approaches Total number of sampling
size of employees is 100.

Sample unit:
Sample unit is Chennai.

Period of the study:


Here period of this study is for three months.

Data Collection Method:


The collection of data is considered to be one of the important aspects in research
methodology. There are two types of data that exists one is primary data and the other is
secondary data.

Primary Data:
Well structured questionnaire has been used for the collection of primary data from the
respondents.

Secondary Data:
It has been collected from the company record, various magazines, journal and various
websites.

Questionnaire design
A well structured questionnaire was used for this study. The types of questions used in the
questionnaire were multiple-choice and Dichotomous question.
Multiple-choice question are question, which contain a list of answer and permit the subject to
select the best answer.
Dichotomous questions are questions that only have two possible answer that is Yes or No.

TOOLS USED FOR ANALYSIS


The data collected from the respondents were converted into readable for processing,
classification and arrangements. The data was tabulated and analyzed using Statistical Methods
like.
o Simple Percentage
o Chi-square analysis

SIMPLE PERCENTAGE ANALYSIS


Percentage refers to a special kind of ratio in making comparison between two or more
sources of data.

Number of Respondent x 100


Percentage of Respondents = ----------------------------------------------
Total Respondent

CHI-SQUARE TEST
Chi-square analysis in statistics is to test the goodness of fit to verify the distribution of
observed data with assumed theoretical distribution. Therefore it is a measure to study the
divergence of actual and expected frequencies.
The formula for computing chi-square is as follows.

Chi-square- = {(O--E) //E}E}

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