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A study on employee engagement and its impact on organizational success

prem kumar.c

objectives:
1. The main objective of the study was to analyze and interpret the impact of employee
engagement on success of the company

2. the purpose of the study is to have deep analysis of the relationship between Employee
Engagement and Organizational Performance and its outcomes.

3.Employee engagement is the level of commitment and involvement an employee has towards
their organization and its values.
Review of literature

1. Bijaya Kumar Sundaray (2011). focused on various factors which lead to employee
engagement and what should company 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. It concluded that paper provides some note worthy implications for practitioners. It
focuses on the various factors which influence employee engagement. It has been observed that
organizations with higher levels of employee engagement outperform their competitors in terms
of profitability.

2. PratimaSarangi and Bhagirathi Nayak (2016). attempted to analyze the relevance of engaged
employees for the growth and development of organization and its success. That paper makes an
attempt to study the different dimensions of employee engagement with the help of review of
literature. They have observed that, the current level of employee engagement and the work
related aspects need to be improved for the purpose of effective employee engagement. But they
found through our survey and analysis the employee sare having different opinion and
confidence.

3. Nitin Vazirani (2007). focused on how employee engagement is an antecedent of job


involvement and what should company do to make the employees engaged. That paper also
looks at the Gallup 12 point questionnaire, twelve-question survey that identifies strong feelings
of employee engagement and the steps which shows how to drive an engaged employee. It is
rapidly gaining popularity, use and importance in the workplace and impacts organizations in
many ways. Employee engagement emphasizes the importance of employee communication on
the success of a business.

4. Maniam Kaliannan and Samuel Narh Adjovu (2014). explores the strengths and weaknesses
of employee engagement strategies implemented by a telecommunications organization in
Ghana. Quantitative research approach was adopted with 137 completed responses. The
researchers through rigorous literature review dug out the core engagement strategies as: work
environment, HRM Practices, employee supervisor relationship, job satisfaction, and
organizational culture.

5. Saloni Devi (2017). The results were positive direction and fulfilled the research aims of the
current study. The model extracted on the basis of review of literature has revealed the existence
positive relationship between Employee Engagement and Organizational performance.
Employee engagement should be a continuous process of learning, improvement, measurement
and action. The relationship between employee engagement and organizational outcomes would
be stronger if better measures.

6. Kahn (1990). mentioned employee engagement as “the harnessing of organization members’


selves to their work roles; in engagement, people employee and express themselves physically,
cognitively, and emotionally during role performances”. Employee engagement drives
performance by improving retention, customer loyalty, productivity, safety, and ultimately,
profitability. Engaged employees care about their organization and work to contribute towards its
success.

7. Jane D and Parent Kathi J. Lovelace (2015). They reviewed the literature on individual
adaptability, positive organizational psychology, and employee engagement and propose a model
that suggests the a positive work culture enhances employee engagement and in specific cases
leads to increased adaptability. That model can serve as a starting point for future research
designs by measuring both types of employee engagement and specific organizational factors
indicating positive culture elements in 14 an organization’s culture as well as how these related
to an individual’s ability to adapt to change

8. Paluku Kazimoto (2016). the degree of retail employee engagement and the level of job
satisfaction were very high in retailing enterprises in Wabulenzi-Luwero city. However, it was
observed that in retailing organizations, employees were found it difficult to make equilibrium of
work experience and house life with their employment. The findings from that employee
commitment for activities and image of the company in the industry sector, provision of fair
rewards for work, job satisfaction and availability of tools and resources in the organizations
have strong and significant relationship.

9. Albrecht et all (2015).They focused on HRM practitioners need to move beyond the routine
administration of annual engagement surveys and need to embed engagement in HRM policies
and practices such personnel selection, socialization, performance management, and training and
development. they aimed to provide a comprehensive account of how employee engagement
needs to be integrated within the HRM fabric of an organization if engagement is to yield
sustainable competitive advantage.

10. Krishnaveni. R and Monica.R (2016). about an integrative review of employee engagement
and HRM practices to harness engagement in the minds of employees which will result in
organizational effectiveness and accentuates EE as a tool for competitive advantage. A concrete
HRM systems can create competitive advantage In addition, employees decide whether they
have to be engaged or disengaged in the job. Understanding, this organizations seek the expertise
of HRD professionals to have robust strategies to have engaged employees.

11. SHILPA ROY.P (2013). employee engagement survey report India has got 37% engaged
employees and 12% disengaged employees and the rest fall under non engaged category of
employees. Efficient leadership and effective management can take place if emerging paradigm
like employee engagement is appropriately understood and put into practice. That paper has
highlighted ways in which different HR practices, including job design, recruitment, selection,
training, and compensation and performance management can enhance employee engagement.
But they show that employee engagement is more complex than it may appear on the surface.

12. Dharmendra and Naveen K. (2013). Employees Engagement permeates across the employee-
customer boundary, where revenue, corporate goodwill, brand image are also at stake. That
paper makes an attempt to study the different dimensions of employee engagement with the help
of review of literature. A close study of review of literature reveals that organizations need to
communicate the importance of individual contribution to successful business outcomes. It is
also suggested that organizations must understand that CSR is s vital element to their employees.
13. Abhijit Siddhanta and Debalina Roy (2010). that article explores 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. Highly
engaged workforce will definitely make an organization more successful in terms of financial &
non- financial parameters. Engaged employees demonstrate three general characteristics: (i) Say
– They consistently speak positively about the organization to colleagues, customers, family

14. Oliver and Rothmann (2007). have found that engagement of the employee is a situation in
which the employee is dedicated to his or her best possible performance at work and is confident
of his or her effectiveness.

15. Wilson (2009). has written that the employee engagement is a new term and is ‘more than’
simple job satisfaction and high retention rate. An engaged employee is one who is fully
energetic, emotionally connected with the organization in achieving its goals and objectives.

16. Bhatla (2011). has connected engagement with a psychological state and stated that it is all
about having a psychological commitment towards the assigned task, which is clearly reflected
in his/her dedication towards the work.

17. Mani (2011). elucidates that an engaged employee is fully aware with the business
environment and works with the help of other employees to improve the performance within the
job for the benefit of the organization. Engaged employee put all efforts and enthusiasm towards
his/her work and also cares about the future of the organization.

18. Kruse (2012). has discussed that employee engagement is the emotional commitment of an
employee that he/she has towards the organization and its goals. These efforts motivate and
engage the employees in an organization, hence the productivity and profitability of the
organization increases.
19. Lupfer (2012). has highlighted that employee engagement is concerned with the employees
who positively engage not only the customers, but also with everything about the business where
they are employed.

20. Swarnalatha and Prasanna (2012). have discussed that engagement is the positive behaviour
performed by the employees towards their organization and its morale value. It is a continuous
learning process, improvement over improvement, measurement and action.

21. Swarnalatha and Sureshkrishna (2013). say that employee engagement is the extent to which
employees think, feel and act in ways that represent high levels of involvement to their
organization. Engaged employees are motivated to contribute to their knowledge, skills and
abilities to help their organization succeed.

22. Cattermole and Johnson (2014). employee engagement is a workplace approach designed to
ensure that employees are committed to their organization’s goals and values, motivated to
contribute to organizational success and are able to enhance their own sense of wellbeing.

23. Chandhok and Bhavet (2014). engagement is about passion, commitment and the willingness
to devote oneself and expand one’s discretionary efforts to contribute towards achieving the
goals and objectives of the organization as a whole.

24. Yong SheeMun et all (2013). has given an important role to the organization in developing
strategy for their human resource development to enhance productivity and reducing cost of
hiring new employees. Increases in the employee job satisfaction will enhance employee and
organization productivity and furthermore decreased in expenses of hiring new employee. Higher
productivity and lower company expenses will increase in company profits and also the
government income in taxation.
25. Deepika Tiwary and Ajeya Jha (2014). That article provides a structured review of literature on
employee engagement, based on various studies conducted by academic, research and
consultancy organizations. The various drivers of work engagement and the incremental benefits
accrued to organizations due to effective engagement practices are clearly elucidated. The article
also discusses the negative impact of disengagement and the various corporate practices pursued
by Indian Companies to enhance employee engagement. Companies with engaged employees
enjoy higher employee retention as a result of reduced staff turnover, lower absenteeism and thus
are able to capitalize on saving costs associated with attrition.

26. Solomon Markos (2010). Employee engagement is a vast construct that touches almost all
parts of human resource management facets they know hitherto. If every part of human resources
is not addressed in appropriate manner, employees fail to fully engage themselves in their job in
the response to such kind of mismanagement. Findings of various researches suggest their own
strategies in order to keep employees engaged. Here in that article ten points or strategies called
‘the ten tablets” were suggested to keep employees engaged. For managers, work of employee
engagement starts at day one through effective recruitment and orientation program, the work of
employee engagement begins from the top as it is unthinkable to have engaged people in the
organizations where there are no engaged leaders.

27. Bhavani et all (2015). Employee engagement is the level of commitment and involvement an
employee has towards the organization and its values. An engaged employee is known of
business context, and works with coworkers to improve performance at the job for the benefit of
the organization. It is a positive behavior held by the employees towards the organization and its
values. Engagement at work was conceptualized by Kahn as the ‘harnessing of organizational
members’ selves to their work Most studies demonstrate that it is valued by management, two
way communications between management and employee’s management interest employee’s
well-being and giving more opportunities for employees do not give much importance to pay and
benefits.
28. David Olusegun Aninkan (2014). showed a positive and significant relationships between
work locus control, conscientiousness, openness to experience, leadership style, organizational
climate, supervisory support; and employee engagement. The study recommended that managers
should give attention to such factors that actually engender employee engagement towards
organizational competitiveness. Those findings provide a great value to knowledge of employee
engagement as one of the pioneering work in advocating that employee engagement should be
examined by distinguishing between job engagement and organizational engagement.

29. Yamuna Expressway (2013). That conceptual paper which aims to explore the Key drivers of
employee engagement and their involvement reasons in depth and its sway on Employee
Engagement. The mechanisms that work behind an employee’s involvement are manifold. It can
therefore be concluded that organizations need to take care of their employees from day one to
help build EE levels and it should be a continuous process followed at every aspect of
management.

30. J.JOSEPHINE (2013). Employee engagement is the level of commitment and involvement an
employee has towards his 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. Engaged employees can help the organization achieve its mission, execute its
strategy and generate important business results. Therefore employee engagement should be a
continuous process of learning, improvement, measurement and action.
company profile

 aquasub engineering
 Aquapump industries

Aqua Group is the maker of India's most reliable


pump brands, TEXMO and AQUATEX.
With over 60 years of experience, Aqua Group hosts a wide range of water pumps for the
agricultural, commercial and domestic sectors. We are an award winning manufacturer with
captive foundry, motor lamination, and winding wire units. Manufactured in Coimbatore, our
TEXMO borewell submersible pumps are India's most preferred due their consistent quality and
robust design.
corporate profile

It’s been the market leader for decades. It’s trusted across India and the world. With more than
2500 pumps manufactured per day, meet India’s number one pump manufacturer, Aqua Group – the
makers of India’s most reliable pumps, Texmo and Aquatex.

Founded in the year 1956 by Mr. R. Ramaswamy, who was known for his customer
centric and quality conscious approach, Aqua Group has gained over 60 years of experience and
hosts a wide range of water pumps for the agricultural, commercial and domestic sectors.

Aqua Group’s business model is unique. We have a strong network of over 1100
exclusive dealers, supported by 21 Aqua branch offices, spread across the country. The success
of our organisation depends on the service and commitment of these brand ambassadors.

Our export brand ATX which has impressed buyers across the world is supported by an
exclusive factory for stainless steel pumps ensuring the utmost quality for these top of the line
products. In recent years we have partnered with a reputed distributor in the Middle East. We
also export to markets like Japan, France, and North Africa, to name a few.
THE CRADLE OF EXCELLENCE
The Aqua Group state of the art facility is located in Coimbatore, the heart of industrial
south India. Our ultra modern plant, with over 6 lakh square feet of factory floor space, is one of
the largest and most sophisticated in Asia.
To improve quality, reduce cost, and speed up delivery time, Aqua Group has
implemented the Japanese concept of Total Productive Maintenance, or TPM. We were the first
and currently the only Indian pump company to be awarded the Consistency in Excellence award
for TPM (2015). We are also ISO certified for quality management systems, safety, and
environment.
Aqua Group has a zero carbon footprint. Our captive wind farms with a total capacity of
20MW, power all the Aqua Group factories reinforcing our commitment to the environment.
CUTTING EDGE DESIGN
The first step to a remarkable pump is design. We use advanced CADCAM technology to
create, develop and introduce new models. Our 3D printer enables us to rapidly develop
prototypes of highly efficient pumps, speeding up their delivery to the market. In fact Aqua
Group was the winner of the TOP RANK AWARD (2016) from the Bureau of Energy
Efficiency, for selling the highest number of STAR RATED pump sets for 4 consecutive years
QUALITY CONTROL
Our team is technically brilliant, up to date with international standards and practices.
Every pump undergoes hydraulic and electric testing eliminating any chance of a defect,
ensuring that when you buy an Aqua Group product you buy the best.
FORGING DURABILITY
What makes a product great are the elements that go into it. Our world class automated
foundry units produce 2400 tons per month of grey iron, non ferrous, and stainless steel castings
which forge our products. We also export components to reputed global corporations. Electric
melting using induction furnaces and tight process control assures defect free castings. Before
the molten metal is cast we ensure that it is perfect. Our sensitive spectrometer analyses the
molten metal for its chemical composition ensuring the correct chemistry. Quality is not a matter
of chance but of Spectro perfection.
MACHINING EXCELLENCE
Our special purpose EDM wire cutting machine helps achieve complex profiles in tool
making. Hi-tech CNC Machines allow part finishing to be precise and consistently accurate.
CNC machines give us the advantage of virtually eliminating defects, besides increasing safety
levels ensuring that caring and efficiency go together.
IN-HOUSE MOTOR LAMINATIONS AND WINDING WIRE
Most Indian pump manufacturers outsource crucial motor parts risking quality, but with
Aqua Group you expect more. Aqua Group stands apart from the competition by having an in
house unit to fabricate motor Laminations and a unit dedicated to producing copper winding
wire. This enhances the quality and efficiency of our motors. Equipped with high speed presses,
heat treatment, and wire drawing facilities, these factory units meet the highest standards. When
it comes to quality we take no chances.
Corporate social responsibility:

Alongside caring for our customers, employees, and the environment, we are deeply committed to
serving society.

Meher Children’s Village has been home to 107 children since 1993. Small families of children are
raised in separate houses by their foster mothers, and are educated at reputed English medium
schools in Coimbatore.

Meher Karunalaya, a home for the elderly, provides food, clothing, and medical care, for
abandoned senior citizens.

Meher Prasad, with a strength of 79 students, is a free nursery and primary school for those less
fortunate.

We have also provided financial support for over 600 heart surgeries, for patients unable to meet
these expenses themselves.

Aqua Group has also been of service in the following ways:

o Donated a building to the Thudiyalur Government Hospital


o Donated towards civil work for many schools and civic services
o Donated to the Masonic Children’s Hospital, Coimbatore
o Provided financial support to college students
o Planted and maintained trees on both sides of Mettupalayam road for 3.5kms
Meher Children’s Village

Meher Prasad
Meher Prasad

Meher Karunalaya
PRODUCTS

Product Description
SUBMERSIBLE HYDROPNEUMATIC PUMPING SYSTEM
“AQUATEX” APS series Hydro pneumatic System is designed to deliver water continuously at
all outlets in all Floors of High Rise Apartments and Commercial Buildings with uniform
pressure .The system is most ideal for High Rise Apartments and Buildings where the demand of
water is variable and fitted with modern bathroom fittings like Jacuzzis, shower etc which
require pressurized water for better functioning of the fittings.
Hydro pneumatic system consists of 2 to 6 High pressure multistage centrifugal pump
sets, Suction and Delivery manifolds with Valves, Base frame and suitable control panel. The
system is pre assembled, tested in the factory and ready for installation at site. Control panel
controls the number of pump sets to operate based on system discharge and pressure rate.
Pressure tanks are connected to the delivery manifold to reduce the number of starts and stop of
pump sets. The system consists of High Quality Pressure Switches, Pressure Transmitter,
Pressure Tank and other Accessories.
APS Hydro pneumatic system are supplied with Variable speed and also Constant
Speed Controller Panel.

Domestic Pressure Booster System

“AQUATEX” Domestic Pressure Booster System delivers water with uniform and constant
pressure in all Outlets – showers, taps, etc both on ground floor as well as top floor of the
buildings. The Pressure switch monitors the pressure in the system and it will switch the pumpset
ON and OFF automatically based on demand. The system is supplied with Horizontal
Multistage Stainless Steel Pumps (AHS Series) or Shallow Well Jet Pumps (TSJ Series). The
system consists of high quality pressure tank, pressure switch and other accessories.
Water Transfer System

“AQUATEX” Water Transfer System is designed to transfer water from the underground water
storage to the overhead water tank with fully automatic control system to prevent dry running of
pumps and prevents overflow of water. The system is most ideal for High Rise Apartments and
Buildings.
Water Transfer system consists of Multiple parallel pumpsets, Suction and Delivery
manifolds with Valves, Base frame and suitable control panel. The system is pre assembled,
tested in the factory and ready for installation at site. Control panel controls the number of
pumpsets to operate based on system discharge and Head.
Vertical Multistage High Pressure Centrifugal In-line pumps (AV, AVI, AVS
& AVN)

“AQUATEX” Vertical Multistage High Pressure Centrifugal In-line pumps (AV, AVI, AVS &
AVN Series) are non self priming pumps of In-line Design. Flange or with victualic coupling
with equally sized suction and discharge ports. Stage construction with Stainless Steel impellers,
diffusers and outer tube, Pump shaft and Motor shaft are of lEC Standards. All wetted parts of
pump are made of high grade corrosion resistant stainless steel.
These Pumps are driven by Totally Enclosed Fan Cooled (TEFC) high efficiency AC Induction
motors.
High pressure vertical multistage pump sets

AQUATEX” High pressure vertical multistage pump sets are reliable and rugged construction.
They have proven their performance over many decades. A wide variety is available to suit high
pressure applications.
Horizontal Multistage centrifugal pumps (AHS)

Horizontal Multistage centrifugal pumps (AHS) are the products from AQUA GROUP-
Asia’s only totally integrated pump manufacturing group of companies. AQUA GROUP’s
products are synonymous with high quality and reliability. The pumps are designed and
manufactured in the state of the art Design and Manufacturing facilities with stringent quality
control at all stages to provide Higher Efficiency and reliability.
SEWAGE PUMPSETS (ASP)

“AQUATEX” waste water pumps are state of the art pumps driven by dry type induction motor
with single vane impeller to handle solids in waste water.
Dewatering Pump sets (ADP)

“TEXMO” Dewatering Pump sets are state-of-the-art waste water pumps driven by high
performance dry type submersible induction motors with open type impellers
75 MM (3") SUBMERSIBLE PUMPSETS

AQUAGROUP’S “TEXMO” 3″ SUBMERSIBLE PUMPSETS are easy to install, noise


free, efficient and require minimum maintenance. A wide range of pumps are available to meet
diverse operating requirements. Motors are water lubricated and feature robust thrust
bearings. Good quality materials are used to obtain long life and provide easy service.
100 MM (4″) SUBMERSIBLE PUMPSETS

AQUAGROUP’S “TEXMO” 4″ SUBMERSIBLE PUMPSETS are easy to install,


efficient and require minimum maintenance. A wide range of pumps are available to meet
diverse operating requirements. Motors are water lubricated and feature robust thrust bearings.
Good quality materials are used to obtain long life and facilitate easy service.
100 MM SS STAINLESS STEEL SUBMERSIBLE PUMPSETS

AQUAGROUP’S “TEXMO” 4″ STAINLESS STEEL SUBMERSIBLE PUMPSETS are


easy to install, efficient and require minimum maintenance. A wide range of pumps are available
to meet diverse operating requirements. Motors are water lubricated and feature robust thrust
bearings. Good quality materials are used to obtain long life and facilitate easy service.
125 MM (5″) SUBMERSIBLE PUMPSETS

“TEXMO” 6″ SUBMERSIBLE PUMPSETS are easy to install, noise free, efficient


and require minimum maintenance. A wide range of pumps are available to meet diverse
operating requirements. Motors are water lubricated and feature robust thrust bearings. Good
quality materials are used to obtain a reliable life and provide maintenance free service.
SINGLE PHASE MONOBLOCK PUMPS (ACS)

AQUAGROUP’S “AQUATEX” Single phase Monoblocks are Rugged and efficient, these
pumpsets are ideal where water requirements are substantial, namely small farms and factories
where only single phase power is available
END SUCTION MONOBLOCKS - HIGH SPEED (AMH)

AQUAGROUP’S “AQUATEX” Monoblock pumps are rugged, reliable and are built to
withstand tough conditions like low voltages and high suction lifts. A very wide range of
monoblocks to suit a variety of operating points are available.
END SUCTION MONOBLOCKS - SLOW SPEED (AMS)

AQUAGROUP’S “AQUATEX” Monoblock pumps are rugged, reliable and are built to
withstand tough conditions like low voltages and high suction lifts. A very wide range of
monoblocks to suit a variety of operating points are available.
THREE PHASE OPENWELL PUMPSETS (ASM/ASMN/ASJL)

AQUAGROUP’S “AQUATEX” OPENWELL SUBMERSIBLE PUMPSETS offer the


convenience of not having to change the position of the pump with changing water levels in the
well. They are rugged and efficient. They are reliable and are built to withstand tough operating
conditions like low voltages, etc.
VERTICAL MULTISTAGE OPENWELL PUMPSETS (EAVM/EAVMJ

AQUAGROUP’S “AQUATEX” Vertical Open-well Submersible pumpsets are easy to install


noise free, efficient and require minimum maintenance. A wide range of pumps are available to
meet diverse operation requirements.
TEFC ELECTRIC MOTORS -10

“AQUAGROUP’S” “TEXMO” TEFC motors are characterized by ruggedness and efficiency.


They are manufactured using state of the art equipment to exacting standards in order to ensure
performance and reliability. A wide variety is available to suit agricultural and industrial
applications.
TEFC ELECTRIC MOTORS -30

AQUAGROUP’S “AQUATEX” TEFC motors are characterized by ruggedness and efficiency.


They are manufactured using state of the art equipment to exacting standards in order to ensure
performance and reliability. A wide variety is available to suit agricultural and industrial
applications.
Indian Pump Industry profile
Pumps play a dominant role in the sectors like agriculture, production of oil and natural
gas, petroleumrefining, petrochemicals, power generation, domestic and household utilities, etc,
and contribute amajor part in nation’s economy.
*Rajiv C. Amin
Pump is not a new concept in the Indian industry. In fact, the ‘Pichkari’ which Lord
Lrishna and hisplaymates used for splashing coloured water on Gopies, can be termed as the
oldest reference to apump concept, especially of the reciprocating plunger type. Thus, pumps
must be an Indian invention,but commercial production of pumps in India, as contemporarily
understood, is quoted to be way backin the first decade of twentieth century.
Manufacturing Scenario
Presently, the gross value of pump’s production in India is estimated to be in the order of US$
450million(approx. 1.2 million No.).The scales of production and corporate structures of
manufacturersrange from the small scale industries, medium to large scale industries, both in the
unorganisedsectors and also public sector units.In terms of drive ratings, the range of
manufacture extends from fractional horsepower designs to largepumps of drive rating of the
order of three MW. Almost all types of pumps, manufacturedinternationally, are also made in
India.
Demand and Supply Situation
Indian pumps have contributed to the nation’s economy significantly. Prominent sectors amongst
them are agriculture, onshore and offshore production of oil and natural gas, petroleum refining,
petrochemicals, mining, ship-building and marine duties, power generation, public water supply
and sanitation, domestic and household utilities, process industries producing fertilizers,
insecticides, pesticides, drugs and pharmaceuticals, textiles, soaps and detergents, cosmetic and
health care products, dairies, vegetable oil and processed and packed food products, breweries,
paints, etc. Indian pump manufacturers seem to fulfill all the demands of pump-usage, since
imports are not very significant. Some special construction pumps of special materials used for
special duties like requirements of very fine vacuum are also imported. The quantities are small
although the unit cost of these pumps may be high. Globalization of Indian economy
enthused some importers to sporadically import a few container-loads of run-of-the mill type
pumps for agriculture and domestic duties. However, those events do not seem to have caught
any fancy in the Indian markets.
Pump automatically get imported with systems, not de-packaged for items, that can be procured
indigenously. Yet, users do seek import substitutes due to the cost-effectiveness of Indian
manufacture and for better guarantee of support with respect to after-sales service.
Technologies, Collaborations and Indigenous R&D
Most of the world-renoned technologies have been operative in India. Majority of them seem to
beEuropean, to name a few, KSB, Sulzer, Weir, SPP, Allweiler, Bornemann, Alsthom,
Stork,Terromecanica, Godiva, Pleuger, Grundfos, ABS, Flygt, Denver Orion, etc. Amongst them
American,Japanese and Australian technologies can be sighted in Wrthington-Dresser, Ingersoll
Rand, Goulds,Durco, Ebara, Asia LMI, Warman, etc. Indian technical skills and engineering
aptitudes have showngood capabilities of almost immediate absorption of the involved design,
manufacturing and qualitycontrol specifications and application engineering needs. That gives a
good picture of theinternationally competitive field already in play in India.
Questionnaire
NAME :
AGE :
GENDER :
EDUCATION :
EXPERIENCE :
INCOME :
STATUS :
Reference

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