CHAPTER- 1 INTRODUCTION

1.1 :

Background of the Study The basic focus of my project was on how employee engagement is antecedent of job

involvement and what the company should actually do in order to make the employees engaged. This work of my also shows the Gallup 12 point questionnaire, twelve questions survey which identifies the strong feelings of employee engagement and the steps which shows how to drive an engaged employee . Gallup being one of oldest the consulting organization {in conducting engagement survey} creates a feedback system for employers that would identify and measure elements of worker engagement most tide to the bottom line. Things such as sales, growth, productivity and customer loyalty are all accessed. After Hundreds of focus group and thousands of interviews with employees in a variety of industries, Gallup came up with Q. 12, a twelve-question survey that identifies strong feelings of employee engagement. They have identified 12 questions that most effectively measure the links (the Gallup Q12). Based on the results of these Q12 questions the low scoring areas were focused on and then an action plan was devised to enrich the skills of employees. Then these scores were compared with that of the previous year and meetings with the plant head were arranged accordingly. An Action Plan was devised accordingly and the areas of concern were put under certain departmental heads for further improvement.

1.2:

Theoretical Background of Employee Engagement and Action planning In common parlance the term engagement refers to:- (a) being involved in , (b) attract

interest or attention and (c) pledge oneself to do a particular thing. As such it basically refers to the high level of commitment and involvement that is shown by an employee towards his organization. An engaged employee is one who is aware of the business context, what all is going on around him in his work place and how he works with his colleagues for the improvement of oneself and the benefit and welfare of the organization. According to global aspects there are basically 3 aspects of employee engagement:
(1) The employees and their own unique psychological make- up and experience

(2) The ability to create such conducive conditions to promote employee engagement (3) Interaction between employees at all levels of management. Therefore it is an organizations responsibility to create an environment and maintain or develop a culture that is conducive to this partnership and a win-win equation.

CATEGORIES OF EMPLOYEE ENGAGEMENT According to Gallup the consulting organization it is said that in an organization there are 3 different types of employees working around us:

ENGAGED EMPLOYEE- The engaged employees are generally referred to as builders. They are the ones who are curious of knowing their desired expectation for their role so that they can meet as well as exceed them. They want to know in detail about their company as well as their role in it. They are the individuals who consistently perform at high levels. The engaged employees are the ones who use their talent and strength every day at

work. They possess a strong sense of passion for their work and innovation to drive their organization forward.

NOT ENGAGED- Not engaged employees refer to those employees who concentrate on the tasks they are assigned to do rather than the goals or outcomes they are expected to accomplish.

They do their work solely for the sake of doing it. In an organization it has been observed that the employees who are not engaged feel that their contributions are being overlooked , and their potential is not being tapped. They have this feeling as they do not have productive relationships with their managers or co- workers.

ACTIVELY DISENGAGED- The actively disengaged employees are referred to as cave dwellers (Constantly against Virtually Everything). These people are not only unhappy but are also busy showing their unhappiness. They sow seeds of negativity at every opportunity. Every day, actively disengaged workers undermine what their engaged coworkers accomplish. As workers increasingly rely on each other to generate products and services, the problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization's functioning.

Engagement is important for managers to cultivate given that disengagement or alienation is central to the problem of workers lack of commitment and motivation. Some of the Advantages of Engaged employees are: 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. They will normally perform better and are more motivated. There is a significant link between employee engagement and profitability. It builds passion, commitment and alignment with the organizations strategies and goals Increases employees trust in the organization Creates a sense of loyalty in a competitive environment Provides a high-energy working environment Boosts business growth A highly engaged employee will consistently deliver beyond expectations. Thus employee engagement is critical to any organization that seeks to retain valued Employees.

CAREER DEVELOPMENT- OPPORTUNITIES FOR PERSONAL DEVELOPMENT

CAREER DEVELOPMENTEFFECTIVE MANAGEMENT OF TALENT LEADERSHIP- CLARITY OF COMPANY VALUES LEADERSHIP- RESPECTFUL TREATMENT OF EMPLOYEES LEADERSHIP- COMPANIES STANDARDS OF ETHICAL BEHAVIOUR EMPOWERMENT IMAGE EQUAL OPPORTUNITIES & FAIR TREATMENT PERFORMANCE APPRAISAL PAY AND BENEFITS HEALTH & SAFETY JOB SATISFACTION

The question of importance is to find the degree in which the employees are engaged An employee Engagement Satisfaction Survey helps one to determine the present level of employee. A well-administered satisfaction survey will let us know at what level of engagement the employees are operating. Customizable employee surveys will provide with a starting point towards FEELING the efforts to optimize employee engagement. The key to successful employee satisfaction surveys is to pay close attention to the feedback from the staff. It is important that employee engagement is not viewed as a onetime
COMMUNICATION FAMILY FREINDLINESS CO- OPERATION

E N G A G E M E N T

VALUED AND INVOLVED

action. Employee

engagement should be a continuous process of measuring, analyzing, defining and implementing. Gallup came up with Q. 12, a twelve-question survey that identifies strong feelings of employee engagement. They have identified 12 questions that most effectively measure the links (the Gallup Q12). 1. Do you know what is expected of you at work? 2. Do you have the materials and equipment you need to do your work right? 3. At work, do you have the opportunity to do what you do best every day? 4. In the last seven days, have you received recognition or praise for doing good work? 5. Does your supervisor, or someone at work, seems to care about you as a person? 6. Is there someone at work who encourages your development? 7. At work, do your opinions seem to count? 8. Does the mission/purpose of your company make you feel your job is important? 9. Are your associates (fellow employees) committed to doing quality work? 10. Do you have a best friend at work? 11. In the last six months, has someone at work talked to you about your progress? 12. In the last year, have you had opportunities at work to learn and grow?

Some of the discussions which come from Gallups questions are:

Know what is expected of me at work- employees should know

exactly what is expected of them. If expectations are unclear, employees will inevitably face frustration, and will be open for other opportunities where they do know what's expected of them, and where their contributions are measured and recognized.
Materials and equipment- Employees need the right tools and

equipment to support their skills, experience and talents & perform their jobs at an optimum level.
Do what I do best every day - Are your employees cast in the right

roles? Knowing the critical demands for every role is a key to ensuring that talents fit those demands.
Supervisor/Someone at work cares -Managers must spend most of

their time with their most productive talent. Many managers give their greatest degree of attention to employees who are falling behind. Talented, productive people crave time and attention from their managers, and will leave your company if they have a weak relationship (or no relationship) with their manager or supervisor.
Co-workers committed to quality.-Many companies arbitrarily put

teams together without considering that employees only psychologically commit to teams if they perceive their team members will support their high level of commitment and performance.
Opportunities to learn and grow- The Company should create an

environment that encourages employees to drive towards innovation or to create better systems for more productive results. Great managers always ask what skills and knowledge need to accompany talent to result in the greatest outcome for each.

As discussed the Gallup study Q12 is based on positive Psychology and emotions. Having a best friend at work or receiving recognition every week makes you feel cared for and proud respectively. So the Q. 12 measures engagement, and engagement is a positive emotional connection to the work. Thus the mechanism of the broaden- and build theories and the action tendencies of positive emotions help in understanding why the Q. 12 has been so powerful for Gallup in terms of predicting outcomes. The Gallup research has thus made a contribution in adding an additional P to the 4 Ps of marketing i.e. product, price, and promotion place and now people to the mix. In the combination of engaged employees, Gallup brings engaged customers to form the concept of human sigma. These include customer engagement, loyalty and emotional attachment. The Gallup Organization decided to initiate a multi-year research project to try and define a great workplace - a great workplace was one where employees were satisfied with their jobs and this thus helps to produce positive business outcomes.

GALLUP PATH
STOCK INCREASE

REAL PROFIT INCREASE

SUSTAINABL E GROWTH ENGAGED CUSTOMERS ENGAGED EMPLOYEES IDENTIFY STRENGTHS THE RIGHT FIT GREAT MANAGERS

Gallup has developed a proprietary model that describes the "linked path" between every employee's individual contribution and the organization's ultimate financial goal -- an increase in its overall value . Gallup provides organizations with integrated solutions to help them achieve world-class performance in the first five steps of The Gallup Path. Our research has shown that an organization's performance in these five areas can dramatically affect its performance in the last three areas.

1.4: Statement of the problem:

The basic reason for carrying out this survey was to enhance the level of employee engagement to bring more effectiveness in the organization. Engagement is important for managers to cultivate given that disengagement or alienation is central to the problem of workers lack of commitment and motivation. An organizations capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. The first problem is that while analyzing the low scoring areas of each department, the areas which have scored greater are left out. This should not be the case as these are the key areas of strengths.
One should also focus on the bottom two levels of the Engagement Hierarchy. These are

the basic needs and individual contribution. The unit scores should be compared and the differences must be analyzed carefully.

 Always review the last page of the report to examine the distribution (the % of 1s,2s,3s,4s and 5s). The distribution will give you a feel of how far you have to move scores to increase the numbers Pay attention to number of people responding to each question
Remember, the workplace quality scorecard is just a tool to keep score of important items

in the workplace.

1.5: Need of the study During my training at Camlin ltd I prepared an action plan in relation to Q12 which accepted by the organization. Many firms in the private, public and voluntary sector face levels of staff turnover, employee morale and motivation, staff commitment and job satisfaction that are lower than they would hope. This refers to what we call employee

engagement. When employee engagement is low, or lower than a firm wants it to be, productivity and profitability are likely to be severely affected. The action plan prepared by me will act as a guiding tool as it a has certain criterias which were not implemented previously.

1.6: Scope of the study My project in Camlin ltd dealt with Q12 Questions on Employee Engagement and focusing on the low scoring areas by preparing a follow up in the form of an action plan. These were then revised accordingly and related changes were made. During my training period in Camlin ltd I surveyed 8 departments and 400 employees. This survey was basically done to find out the reasons for lacking commitment of employees and to enhance their interests to make them perform better and become the best. This ultimately shall lead to the organization achieve its goal that is maximizing profit along with retaining employees.

1.7: Objectives of the study

The basic objective of the study was to help Camlin ltd and the role of Gallup Survey. The basic objective can be listed as follows: To understand the concept of Employee Engagement at Camlin ltd and the role of Gallup

Survey. To analyze the Survey of Gallup and gain an understanding about the reasons for dissatisfaction and low employee morale in the company. To determine which actions need to be restructured so as to promote employee engagement. To devise action plan that would help to increase and sustain the levels of employee engagement.

CHAPTER-II Research Methodology

2.1: Research design In the broadest sense of the word, the definition of research includes any gathering of data, information and facts for the advancement of knowledge. Research is any original and systematic investigation undertaken in order to increase knowledge and understanding and to establish facts and principles. It comprises the creation of ideas and generation of knowledge that lead to new and substantial improved insights and/or the development of new materials, devices, products and processes. It should have the potential to produce results that are sufficiently relevant to increase knowledge. Good reflective inquiry produces theories and hypotheses and benefits any intellectual attempt to analyze facts and phenomena. This search for individual facts or data requires an open-ended question for which there is no ready answer. Data are gathered through experiments, surveys or other methodologies. This work of my also shows the Gallup 12 point questionnaire, twelve questions survey which identifies the strong feelings of employee engagement and the steps which shows how to drive an engaged employee. An employee Engagement Satisfaction Survey helps one to determine the present level of employee. A well-administered satisfaction survey will let us know at what level of engagement the employees are operating. After which an action plan was included in my research. Action plan for Top Management was designed as: Survey results dissemination needs to start right at the top.

Support Q12 Team sessions-drive from the top Sponsor action on survey findings Set Engagement Target Remove barriers, reward and excellence

Action plan for HR is as under:

-

Facilitate dissemination of survey findings Facilitate manager training programs Creating accountability around team feedback and action planning

Action plan for Individual Managers is as under: Share Q12 scorecard with team Lead Q12 Team Feedback & Action Planning

Focus on first 2 levels of engagement hierarchy for action planning

2.2: Primary data The data which is collected first hand and which comprises the primary sources. Primary data can be collected through: Observation Interview Questionnaire

Here primary data was collected from the scores based on the Gallup Action template. These scores were obtained after circulating the Gallup Action formats to the various divisional heads.

2.2: Secondary data Secondary data is of two kinds, internal and external. Secondary data- whether internal or external is data already collected by others, for purposes other than the solution of the problem on hand. Secondary data is data taken by the researcher from secondary sources, internal or external . Previous years data acted as a guiding factor. It helped me access or compare the level of improvement of the departments. The other data was obtained from the bulletin boards that were there in the organization.

1.3 : Company profile

CAMLIN LTD PROFILE

An Introduction: Camlin Limited is an India-based company. The Company is engaged in the color and stationery industry. During the fiscal year ended March 31, 2010 (fiscal 2010), it had 2,000 products. Its products include water colour cakes and tubes, poster colours, wax crayons, oil pastels, plastic crayons, sketch pens, wooden pencils, scales, erasers, sharpeners, colour pencils, math sets, dissection boxes, engineering boxes, mini-drafters notebooks, mechanical pencils, high-polymer

leads, fountain pen, fountain ink, white board markers, permanent markers, highlighters, ball pens, gel pens, stamp pads, refills, paint markers, compact disc (CD) markers, carbon papers, glue sticks, artist oil colours, artist acrylic colours, canvas rolls, oil sketching papers, drawing inks, brushes, painting mediums, glass colours, fabric colours, powder colours, fabric glue. Its subsidiaries include Camlin Alphakids Limited, Camlin North America Inc., USA and Camlin International Ltd. Milestone

1946

The Company was incorporated on 24th December, as a private limited company with the main object of taking over the running business of M/s. Dandekar, & Co., which was founded by late G.P. Dandekar and D.P. Dandekar in 1931 at Girgaum, Mumbai. The company manufacture stationary products, art materials and pharmaceuticals. The Company was converted into a public limited company on 24th March, 1988 and the name was changed to Camlin Ltd.

The initial product range of M/s. Dandekar & Co., comprised of ink tablets, fountainpen ink, office adhesives, sealing wax, school chalks, brilliantine, pain balm, etc. which took part in business activities in 1939 and was shifted to Mahim, Mumbai.

1964

The Company embarked on the first diversification of products by producing for the first time in India, the complete range of artist colours, geometry boxes, drawing inks, painting brushes and canvases. Many products were also added subsequently.

1974

The production of wood cased pencils was taken up in the fully integrated plant in the industrially backward area of Tarapur, Maharashtra.

1978

In December 1974, 600 shares issued without payment in cash to vendors as part consideration for taking over their business. Till date, 32,250 shares were issued as bonus shares by capitalization reserves(2,250 shares in Dec. 1966 in prop.

1: 2; 10,000 shares in March 1975 in prop 1:1 and 20,000 shares in April in prop. 1:1

1981

As on 31st December, the company was holding 6,00,000 fully pay dup equity shares of M.$ 1 each.

1982

A joint venture company Camlin N.S. Sdn. Bhd set up in Malaysia was closed down with effect from 28th February, following a directive from the Malaysian Government in line with its decision to order closure of operations of all the joint venture companies which were incurring losses over the past many years. After obtaining necessary approvals from the Ministry of Commerce Government of India, the Company divested its enter shareholding amounting to M $ 6,80,000

1984

Company took a major step forward by diversifying its manufacturing and marketing activity into the field of pharmaceuticals, ie., bulk drugs and formulations at Tarapur.

1986

workers of the pencil factory at Tarapur went on strike with effect from 10 th March. The operations were restarted only on 19th October after signing an agreement with the Labour Union valid up to 31st March, 1989

1987

Company decided to set up a plant at Tarapur for the manufacture of Hi-polymer Lead. A technical know-how Agreement valid for a period of 5 years was concluded in November/December with pilot pen Co. Ltd., of Japan. In April, 3,200 No. of equity shares of Rs.100 each issued at par Equity shares then sub-divided. 4,32,000 bonus equity shares of Rs.10 each issued in prop. 1:1 in October 1987.

1988

Companys products are market under the brand names of Camel and Camlin. Its Analytical Laboratory at Andheri is recognized as a public testing house by State Food & Drug Administration of Maharashtra and the R&D laboratory is approved by the Department of Scientific and Industrial Research, Government of India During June, some of the then existing shareholders o the Company offered for sale 3,00,000 equity shares of Rs.10 each at a premium of Rs.20 per share to enable the Company to list its shares on the recognized Stock Exchanges. Out of the total shares offered for sale,15,000 shares were reserved and allotted on a preferential basis to the employees (including Indian working directors) of the Company. The balance 2,85,000 shares were offered for sale to the public (all were taken up). During June, the company offered 1,00,000 14% secured Redeemable convertible debentures of Rs.240 each for cash at pay out of which, 5,000 debentures were reserved for referential allotment to employees/Indian working directors/workers of the Company (only 2,050 debentures taken up) The remaining 84,000 debenture, along with the un subscribed 2,950 debentures were taken up.150 debentures were forfeited during 1988Each debenture consists of a convertible of Rs.140 and a Non-convertible portion of Rs.100. At the end of six month From the date of allotment of debentures,Rs.140 of each debenture was each at a premium ofRs.18 per share. The non-convertible portion of Rs.100 of each debenture shall be redeemed at par in three equal installments at the end of 7th , 8th and 9th year from the date of their allotment by drawing three equal lots.96,000 shares issued at par in march 1988. 4,80,000 bonus shares issued in June 1988 in prop. 1:2 to shareholders prior to the offer for sale to the public. 4,97,550 shares allotted (prem. Rs.18 per debs.) in conversion of debentures.

1989

1.700 shares were allotted (prem. Rs.18 per share) in conversion of debs.

1990

750 share issued in conversion of debs. (prem. Rs.18 per share).

1991

As at 31st March, 1991, the Company revalued its land and buildings and the net surplus of Rs.330.26 lakhs arising out of it was credited to the revaluation reserve.

1994

Company entered into a marketing alliance with Colart Fine Art & Graphics Ltd. U. K. The Company embarked upon a project for expanding Manufacturing capacities of existing bulk drugs/ chemical plant at Tarapur. The Company undertook to set up a facility for manufacture of industrial grade synthetic adhesives at Taloja near Mumbai. The Company issued warrants to promote group on preferential

Allotment basis. Of the 4,60,000 warrants,3,32,000 warrants were converted into equity shares.

1995

A major fire broke at Tarapur factory due to suspected Electrical short circuit which led to destruction of godown, raw materials etc. The Company initiated measures such as introduction of new products, change in product-mix, reduction in overheads and thrust on higher value addition,

-71,900 No. Of Equity shares allotted in conversion of warrants.

1996

-56,000 No. Of Equity shares allotted in conversion of warrants

1997

-The Joint Venture Agreement with M/s. A.W. Faber-Castell Gmbh & Co. Germany was terminated by both parties with effect from 30th November.

The Company redeemed the last installment of 33,340-14% Secured NonConvertible Debentures of Rs.100/- each issued in the year 1988.2002

Camlin Ltd has informed that Mr. S D Dandekar, Executive Chairmanship of the Company. Mr. D S Dandekar, Managing Director w e f June 01, 2002.

2004

-Camlin Pharma, a division of Camlin Ltd, launched its mosquito repellent body spray, Repelmos, in the southern states

2005 -

Delist from The Delhi Stock Exchange Association Ltd (DSE) with effect from December 11,2004. Camlin JV with Col Art Fine Art & Graph

1.4: Statement of the problem:

The basic reason for carrying out this survey was to enhance the level of employee engagement to bring more effectiveness in the organization. Engagement is important for managers to cultivate given that disengagement or alienation is central to the problem of

workers lack of commitment and motivation. An organizations capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. The first problem is that while analyzing the low scoring areas of each department, the areas which have scored greater are left out. This should not be the case as these are the key areas of strengths.
One should also focus on the bottom two levels of the Engagement Hierarchy. These are

the basic needs and individual contribution. The unit scores should be compared and the differences must be analyzed carefully. Always review the last page of the report to examine the distribution (the % of 1s,2s,3s,4s and 5s). The distribution will give you a feel of how far you have to move scores to increase the numbers Pay attention to number of people responding to each question
Remember, the workplace quality scorecard is just a tool to keep score of important items

in the workplace.

1.5: Need of the study During my training at Tata Motors I prepared an action plan in relation to Q12 which accepted by the organization. Many firms in the private, public and voluntary sector face levels of staff turnover, employee morale and motivation, staff commitment and job satisfaction that are lower than they would hope. This refers to what we call employee engagement. When employee engagement is low, or lower than a firm wants it to be, productivity and profitability are likely to be severely affected. The action plan prepared by me will act as a guiding tool as it a has certain criterias which were not implemented previously.

1.6: Scope of the study My project in Tata Motors dealt with Q12 Questions on Employee Engagement and focusing on the low scoring areas by preparing a follow up in the form of an action plan. These were then revised accordingly and related changes were made. During my training period in Tata Motors I surveyed 18 departments and 400 employees. This survey was basically done to find out the reasons for lacking commitment of employees and to enhance their interests to make them perform better and become the best. This ultimately shall lead to the organization achieve its goal that is maximizing profit along with retaining employees.

1.7: Objectives of the study

The basic objective of the study was to help Tata Motors and the role of Gallup Survey. The basic objective can be listed as follows: To understand the concept of Employee Engagement at Tata Motors and the role of Gallup

Survey. To analyze the Survey of Gallup and gain an understanding about the reasons for dissatisfaction and low employee morale in the company. To determine which actions need to be restructured so as to promote employee engagement. To devise action plan that would help to increase and sustain the levels of employee engagement.

CHAPTER-II Research Methodology

2.1: Research design In the broadest sense of the word, the definition of research includes any gathering of data, information and facts for the advancement of knowledge. Research is any original and systematic investigation undertaken in order to increase knowledge and understanding and to establish facts and principles. It comprises the creation of ideas and generation of knowledge that lead to new and substantial improved insights and/or the development of new materials, devices, products and processes. It should have the potential to produce results that are sufficiently relevant to increase knowledge. Good reflective inquiry produces theories and hypotheses and benefits any intellectual attempt to analyze facts and phenomena. This search for individual facts or data requires an open-ended question for which there is no ready answer. Data are gathered through experiments, surveys or other methodologies. This work of my also shows the Gallup 12 point questionnaire, twelve questions survey which identifies the strong feelings of employee engagement and the steps which shows how to drive an engaged employee.

An employee Engagement Satisfaction Survey helps one to determine the present level of employee. A well-administered satisfaction survey will let us know at what level of engagement the employees are operating. After which an action plan was included in my research. Action plan for Top Management was designed as: Survey results dissemination needs to start right at the top. Support Q12 Team sessions-drive from the top Sponsor action on survey findings Set Engagement Target Remove barriers, reward and excellence

Action plan for HR is as under:

-

Facilitate dissemination of survey findings Facilitate manager training programs Creating accountability around team feedback and action planning

Action plan for Individual Managers is as under: Share Q12 scorecard with team Lead Q12 Team Feedback & Action Planning

Focus on first 2 levels of engagement hierarchy for action planning

2.2: Primary data The data which is collected first hand and which comprises the primary sources. Primary data can be collected through: Observation Interview Questionnaire

Here primary data was collected from the scores based on the Gallup Action template. These scores were obtained after circulating the Gallup Action formats to the various divisional heads.

2.2: Secondary data Secondary data is of two kinds, internal and external. Secondary data- whether internal or external is data already collected by others, for purposes other than the solution of the problem on hand. Secondary data is data taken by the researcher from secondary sources, internal or external . Previous years data acted as a guiding factor. It helped me access or compare the level of improvement of the departments. Then there were Skip Level meetings that were organized. This data remains with the HR department which I collected. The other data was obtained from the bulletin boards that were there in the organization

2.3 : Population 8 Departments were surveyed. The population was examined department wise

2.4: Method of data collection

 The first way was document review.

Data from the focus group interview in the form of skip level meetings. Analysis got after collecting and calculating the mean scores from the Q12

questionnaire.

2.5: Data analysis techniques Data displays structured summaries and charts allowed a condensed view of the data sources and revealed that some further analysis was needed. Data for my project was basically obtained by the distribution of the Gallup template which was circulated to the managers, This format had Gallup Q12 questions in it.

2.6: Limitations The managers were supportive enough and helped me analyze the past results. There were certain bottlenecks which I faced during my project. The Gallup organization visited in the second last week of July. As such there was a bit of Time Constraint. Besides there were certain confidential data which was not revealed by the organization.

CHAPTER- III DATA PROCESSING AND ANALYSIS

CHAPTER- IV Findings

Gallup Workplace Audit Items

SampleSize (Unit)

Sample Disagree.. Strongly Agree Mean Score %1 0 %2 0 %3 17 %4 8 %5 75 4.58

2.

I Know what is excepted of me at work. I have the materials and equipment I need to do my work right. At work, I have the opportunity to do what I do best every day.

12

3.

12

50

25

17

1.83

4.

11

36

27

27

3.09

5.

In the last seven days, I have received recognition or praise for doing good work. My supervisor, or someone at work seems to care about me as a person There is someone at work who encourages my development.

12

17

50

17

3.58

6.

11

18

27

36

3.18

7.

12

50

17

17

3.25

CHAPTER- V

Conclusions

An employee Engagement Satisfaction Survey helps one to determine the present level of employee. A well-administered satisfaction survey will let us know at what level of engagement the employees are operating. Customizable employee surveys will provide with a starting point towards the efforts to optimize employee engagement. The key to successful employee satisfaction surveys is to pay close attention to the feedback from the staff. It is important that employee engagement is not viewed as a onetime action. Employee engagement should be a continuous process of measuring, analyzing, defining and implementing.

Gallup being one of oldest the consulting organization {in conducting engagement survey} creates a feedback system for employers that would identify and measure elements of worker engagement most tide to the bottom line.

Moreover there should also be a proper Action Plan. Action

planning is a process which will help you to focus your ideas and to decide what steps you need to take to achieve particular goals that you may have. It is a statement of what you want to achieve over a given period of time. Preparing an action plan is a good way to help you to reach your objectives in life: don't worry about the future, start planning for it! It involves:

Identifying your objectives Setting objectives which are achievable & measurable. Prioritizing your tasks effectively. Identifying the steps needed to achieve your goals. Using lists. Being able to work effectively under pressure. Completing work to a deadline. Having a contingency plan

Thus Employee Engagement is a key to successful Organizational Growth.

CHAPTER- VI Recommendations

The basic aim of my project in Tata Motors was to prepare survey the various departments and then prepare an action plan. The Organization has an action plan template which is attached to the annexure. The action plans on what all tasks should be assigned and delegated was designed by me.