1.

1INTRODUCTION

Employee Engagement:

Employee Engagement is the extent to which employees think, feel, and act in ways that
represent high levels of commitment to their organization. Engaged employees are motivated
to contribute 100% of their knowledge, skills, and abilities to help their organization succeed.
They care deeply about their company, want to contribute to its success, and regularly have
peak experiences at work.

Engagement represents the motivational capital that exists within an individual, a unit,
or an organization. It is a valuable resource that can boost company performance. Our
research shows that engagement is linked to a number of important business outcomes.
For example, we have found the following:
Engaged employees offer significantly higher levels of service to customers
Engaged managers are more likely to create a work environment that is collaborative,
creative, and stimulating
Engaged work teams tend to have fewer accidents and injuries

The best way to build and sustain Employee Engagement levels in an organization:

First, the business case for employee engagement must be established for senior leadership.
Engagement is not merely about making employees happier at work; it is about bringing out
the best in people and tapping their full potential on a daytoday basis. Second, employee
engagement levels must be monitored and measured on a regular basis, particularly in an
everchanging business world. Our clients generally conduct organizationwide engagement
surveys once a year, with smallerscale pulse surveys as needed. Finally, engagement requires
action. Each year, employees and managers face new challenges. Attitudes shift. Frustrations
can build. By understanding changes and addressing barriers to success, organizations can
ensure their workforce is motivated to do their best work.
Employee Engagement Promotes:
We have been studying employee attitudes since 1972. Based on a careful analysis of nearly
four decades of survey data, we have found that employees seek three fundamental things
from their work.
Achievement: The vast majority of employees want to achieve something important
and meaningful at work. They want to grow and develop their skills and capabilities
and they want to be rewarded and recognized for their efforts.
Friendship: We are social beings. Employees enjoy working productively with others
while developing healthy interpersonal relationships. How managers interact with
their teams is especially important in motivating employees to go above and beyond.
Equity: Employees want to be treated fairly when it comes to pay and benefits, day
today treatment, and psychological and physical safety.
This represents our Three Factor Theory of Human Motivation in the Workplace.
When these needs are met, employees are highly engaged and even enthusiastic at
work.

.
 ABSTRACT

Employee Engagement is the extent to which employees think, feel, and act in ways
that represent high levels of commitment to their organization engaged employees offer
significantly higher levels of service to customers

Engaged managers are more likely to create a work environment that is collaborative,
creative, and stimulating
Engaged work teams tend to have fewer accidents and injuries

Types of data: In this project do use some types of data they are,

One is Primary data another one is Secondary data

Effectiveness on Employee Engagement This is my aim of this research in Venture

Lighting India Limited.

Area of study is Human Resource

Research period is Four months (From February 2013 to May 2013)

Research instrument are Questionnaire. It consists of 25 questions.

.
Statistical tools are Chi-square chart, Weighted Average Method, Percentage Analysis
and Annova Table.
 1.2INDUSTRY PROFILE

KEY FEATURES

Annual production turnover of Rs.210 billion (US $4.5 billion) small by global
standards.

Share of unorganized sector at 23% caters primarily to replacement market

Share of organized sector at 77% caters primarily to original equipment

manufacturers, exports and replacement market.

All prominent companies have technological tie-ups with global majors.

Manufacturers products that may be classified into six categories: ARC TUBE Low
watt, ARC TUBE High watt, Bulb forming, Lamp finishing, Mounting, Testing and
others.

The fortunes of the industry are largely driven by the electronics industry.

Demand share of the replacement market in this segment varies from 30-70%,
depending on the product. The unorganized sector has a significant presence in some
products with low technological intensity.
 1.3. COMPANY PROFILE

Venture Lighting is the only company in the world focused exclusively on metal
halide technology. For many years, our forward thinking and innovative approach have
brought superior lamps offering unmatched performance. We take pride in having introduced
over 75% of the metal halide lamp types currently used around the world. Our expertise today
includes not only lamps but also control gear, all designed in tandem to deliver optimal
performance.

Venture Lighting India Limited, the largest manufacturer of Metal Halide Lamps in
Asia is a subsidiary of Advanced Lighting Technologies Inc. USA (ADLT) and working
under the technical guidance and control of Venture Lighting International Inc., USA. Venture
Lighting International is primarily involved in the metal halide research, design and
manufacturing operation and is widely recognized as an innovator in the industry.

Venture Lighting India Limited, located in the Madras Export Processing Zone,
started its manufacturing operations in the year 1998.

Venture Lighting India products are currently exported to USA, Europe, Australia,
South America, Far-East Asia, Gulf countries etc.
 Ventures lighting system innovation has truly redefined metal halide performance.
The exclusive Uni-Form formed body arc tube is a compact light source sculpted to follow
the physical shape of the arc itself. The precise geometry of this unique arc tube, accurately
reproducible from lamp to lamp, produces a metal halide lamp of greater efficiency, improved
color uniformity, longer life, and faster warm-up/hot re-strikes times than those with the
older, standard pinched body technology. Pulse start lamps are available in wattages from 50
through 400 watts in open or enclosed types in a range of color temperatures.

Venture Lighting in India has added new high-efficiency control gear to the product
line. These systems offer reduced current crest factor, resulting in longer life, higher lumen
output, and quicker starting and greater energy efficiency. Venture combines years of
experience and leading edge technology to bring to the marketplace state-of-the-art ballasts,
ignitors and controls.

VISION

We shall achieve customer satisfaction by providing products and services of high quality at
globally competitive prices. We shall be a leading player in our chosen area of operations in
the light engineering industry.

We shall improve the quality of life of our employees and fulfill their reasonable operations.
By creating an atmosphere of trust and care, we shall work as a cohesive team always
encouraging higher standards of performance.

We shall provide an adequate return to our stock holders and facilitate the growth of the
organization.

We recognize our vendors as our partners in progress. We shall give them a fair deal and
nurture a healthy relationship.

We shall conduct ourselves as a reasonable corporate citizen known for integrity and ethics.
QUALITY POLICY

Venture Lighting India limited is committed to total quality. The company shall,

Achieve this by identifying and meeting customer requirements on quality, delivery, price and
service.

Strive to enhance customer satisfaction through continual improvement of the efficiency of

the quality management system.

Comply with the statutory and regulatory requirements.

QUALITY

The products manufactured are subjected to strict surveillance at every stage of manufacture
to ensure acceptable quality product. The company is committed to quality management and
obtained QS9000 obtained TQM award.

RESEARCH AND DEVELOPMENT

Venture Lighting India limited has received R&D recognition from the department of science
and technology, Government of India. It has programmers of continual research and
development that is abreast with the latest technology, synonymous with modern thinking in
the field of light manufacturing.
 1.4 REVIEW OF LITERATURE

EMPLOYEE ENGAGEMENT:

Different definitions by different people:

Almost 20 years ago, ethnographic researcher W. A. Kahn (1990) in his book first
conceptualized EMPLOYEE ENGAGEMENT as the harnessing of organizational
members selves to their work roles. In engagement, people employ and express
themselves physically, cognitively, and emotionally during role performances.

Put simply, Employee Engagement exists when the employee feels:

Physically
Intellectually
Emotionally

Employee engagement is the involvement with and enthusiasm for work (The
Gallup Organization)

Employee engagement is "a heightened emotional connection that an employee feels

for his or her organization, that influences him or her to exert greater discretionary
effort to his or her work". (The Conference Board).

Engagement is the energy, passion, or fire in the belly employees have for their
employer. It is the state of emotional and intellectual commitment to an organization
or group producing behavior that will help fulfill an organization's promises to
customers - and, in so doing, improve business results.(Hewitt Associates)

According to Nelson & Simmons, Employee engagement has been defined more
completely when employees feel positive emotions toward their work, find their work to be
personally meaningful, consider their workload to be manageable, and have hope about the
future of their work.
 Stay - They have an intense desire to be a part of the organization and they stay with
that organization;
Say - They advocate for the organization by referring potential employees and
customers, are positive with co-workers and are constructive in their criticism;
Strive - They exert extra effort and engage in behaviors that contribute to business
success

Almost 20 years ago, ethnographic researcher W.A.Kahn (1990) in his book first conceptualized
EMPLOYEE ENGAGEMENT as the harnessing of organizational members selves to their work
roles (p.694).

Employee engagement has since been define more completely as when employees feel
positive emotions towards their work, find their work to be personally meaningful, consider their
workload to be manageable, and have hope about the future of the work (Nelson & Simmons,2003).

The findings of studies conducted to create measurement tools in their area have further
refined its definition to include a three-dimensional concept of employee engagement (May, Gilson,
& Harter,2004).

The three factors include a physical component (eg., I exert a lot of energy performing my
job is so absorbing that I forget everything else).

REFERENCE:

Kahn, W.A.(1990).Psychological Conditions of Personal Engagement and Disengagement at

Work. Academy of Management Journal, 33, 692-724.

The Utrecht Work Engagement Scale (UWES) is a popular tool that measures three areas
of work engagement representing behavioral, emotional and cognitive dimension (Schaufeli, Bakker,
& Salanova 2006).

These three dimensions correspond to worker engagement themes of vigor, dedication and
absorption, respectively, in ones work. The emotional vigor component of worker well-being has
proven to be especially important in explaining why employees give effort at work (Robinson,
Perryman & Hayday, 2004;Towers Perrin,2007)
 Shirom,2003;Smith, Wefald, Downey & Gopalan, 2008 have also developed their own
proprietary survey tools and processes for measuring work engagement that address similar themes.
Some of these consulting organizations include Blessing White, Gallup, Hewitt,Sirota,Towers Perrin,
Valtera and Watson Wyatt Worldwide.

Over the past 30 years, Gallup researcher have quantitatively and qualitatively assessed the
most salient employee perceptions of management practices across a wide variety of industries. The
methodology underlying this research has been centered on the study of failure in organizations.
Results of this work have yielded a 12-item Work Engagement Index and have generated several
popular books (Rath,2007; Rath & Conchie,2009; Wagner & Harter ,2006).

Pitney Bowes has been measuring employee engagement for more than a decade and has
integrated engagement enhancing Measuring and Managing employee work engagement 385
downloaded by [117.193.169.234] at 04:30 29 June 2011 practices into everyday culture of the
company (Attrite, 2009).

One of the most valuable aspects of the Pitney Bowes experience for management has been
learning each year from more then 25,000 employee responses to the open ended question, what one
thing would you change to make Pitney Bowes a better place to work ? Most companies, however,
are not measuring employee engagement. However, at least the desire to do so seems to be increasing.

A recent Deloitte Touche- Tohmatsu survey (Hansen,2007) found that the majority of senior
executives feel under pressure to measure nonfinancial information about their company such as
productivity and engagement on a more regular basis.

Reference:

Harter, J.K., Schmidt, F.L. & Hayes, T.L.(2002) Business-Unit-Level-Relationship Between

Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-Analysis.
Journal of Applied Psychology,87, 268-279

2.1. RESEARCH OBJECTIVES

Primary objective:

A Study on Effectiveness of Employee Engagement at VENTURE LIGHTING

INDIA LTD, CHENNAI.

Secondary objective:

To study the level of commitment and involvement by an employee in the company.

To identify the factors that influence engagement of the employees towards their

organization and its values.

To evaluate physical, cognitive and emotional feelings of employees about their role

performances.

To study the satisfaction level of the employee towards the decision making process

in on organization.

To study the employee opinion about career development opportunities in on

organization.
 2.2RESEARCH PROBLEM

This research examines the effectiveness of employees engagement system and its

components such as Culture, Organizational Performance, Opportunity, recognition,

motivation, cooperation, work standards and its influence over salary fixation,

confirmation and promotion.

 2.3 NEED FOR THE STUDY

Employee engagement plays an integral part of human resource management

Employee engagement is the degree of commitment and involvement the employees have

towards their organization and its values. An employee with high involvement can understand

the business context effectively and take effective decisions that affect his/her work

performance.

The primary need of the study is to analyze level of commitment and involvement the

employees have toward the company. This study also focuses on the physical, cognitive and

emotional feelings of the employees about their role performance in the organization.

Employee engagement is more than just the current Human resource . It is essential.

In order for the organization to meet and surpass organizational objectives, employee must be

engaged.

Every changing demand require the company to concentrate on its people who should

be equipped to meet the increasing demand and hence it is high time to focus the importance

of employee engagement programme.

 2.4. SCOPE FOR THE STUDY

This study throws a light on the employees feelings about their involvement and

commitment toward the success of the organization.

The study provides an insight into the most crucial problem of human resource

management like retaining the employees.

The study includes various strategies adopted and proposed which provides a clear

understanding to the various factors related to the engagement and their

interrelationship.
 2.5 RESEARCH METHODOLOGY

Definition of research:

Websters new international dictionary defined research as careful, or critical

inquiry or examination in seeking fact or principles, diligent investigation in order to
ascertain something this definition simply states that research.

Is a purposive investigation or inquiry.

Involves investigation or search.

Research methodology:

Research methodology is a way to systematically store the research problem. It may

be understood as a science of studying how research is done scientifically.

Research process:

Meaning:

Research is a process is a set of activities that are performed to achieve a targeted

outcome that is a process involves a number of activities which are carried out either
sequentially or simultaneously, so research process would refer to various steps and stages
involved in research activity. When all these activities are completed in a satisfactory manner,
a thesis is produced.

Research design:

Research design is the arrangement of conditions for collection and analysis of data in
a manner that aims to combine relevance to the research purpose with economy in procedure.
Descriptive research:

A descriptive research is carried out with objective and hence its results in define
conclusion. In this research a problem is described by the researcher using questionnaire and
schedule.

SAMPLE DESIGN:

All the details connected with the sampling process from the determination of
sample size down to the collected of data, would be spelt out.

Sample unit:

Sample unit includes the employees of VENTURE LIGHTING INDIA LTD,

CHENNAI.

Sample size:

The data is collected from 150 employees of VENTURE LIGHTING INDIA LTD,
CHENNAI

Sampling method:

Convenience sampling:

In this sampling, the choice of the sample is left completely to the convenience of the
interviewer.

Data:
Meaning: Data refer to information or facts often, researchers understand by data only
numerical figure. It also includes descriptive facts, non-numerical information, qualitative
and quantitative information.

Types of data:

There are two types of they are,

Primary data.

Secondary data.

Aim of the research:

Effectiveness on Employee Engagement

Area of study:

Human resource

Research period:
Four months (From February 2013 to May 2013)

Research instrument
Questionnaire consists of 15 questions.

Statistical tool
Chi-square
Annova Table
Percentage Method
Weighted Average Method
 METHOD OF DATA COLLECTION

The nature of data used may be primary or secondary. Primary data is the first hand
collection of information. Secondary data is making use of published or from published
sources.

Primary Data

Primary data are fresh data collected through survey from the employees using the
questionnaire. Questionnaire helps to recognize the Employee Engagement regarding the
VENTURE LIGHTING INDIA LIMITED and to find out problems existing among them.

Secondary Data

Secondary data are collected from books internet and various journals, magazines etc.
regarding VENTURE LIGHTING INDIA LIMITED.

2.5.4. DATA COLLECTION INSTRUMENT

Questionnaire

Questionnaire is the most popular and widely adopted instrument for gathering data. A
questionnaire is a sheet or sheets of paper containing questions relating to certain specific
aspects regarding which the researcher collects the data. The questionnaire is given to the
informant or respondent to be filled up. The success of survey method depends on the
strength of the questionnaire used.
Questionnaire design

Design and implementing the questionnaire is one of the most interesting tasks in the
research. The questionnaire is prepared in such a way that it covers the objective of the study.
The questionnaire used in the study is a structured questionnaire which contains open ended,
closed ended, dichotomous and multi choice question.

Types of questions:

The research contains the following types of questions.

Open ended questions:

As the name implies this refers to a question that has no fixed alternatives to which the
answers much conform. The respondent answers in their words and at any length he chooses.
These questions are called as open ended questions or free-answer questions.

Closed ended questions:

It refers to those alternatives in which the respondent is given a limited number of

alternative responses from which he is to select the one of the most closely that matches his
opinion or attitude.

Dichotomous questions:

A dichotomous questions refers to one which offer the respondents, choice between
only two alternative and reduces the issue to its simplest terms.

Multi choice questions:

A multi choice question refers to one which provides several set of alternatives. Thus
it is middle ground between free answer and dichotomous questions.
2.5.5. SAMPLE DESIGN

The sampling design of the study is Convenience sampling. It is the method in

which samples are drawn at the convenience of the researcher. The assumptions are the target
population is homogeneous and the individuals interviewed are similar to the overall defined
target population with regard to the characteristics being studied.

Sample Element : Employees

Sample Size : 120 samples

Sample method : Convenience Sampling

Sample Media : Questionnaire

2.5.6 TOOLS FOR ANALYSIS

The statistical tools applied for the study include the following are
 Percentage method
Chi square test
Weighted average

2.5.7 SAMPLE PERCENTAGE

The collected data is analyzed by using simple percentage method. Under this method
percentage is used to compare the data collected.

FORMULAS:

No. of respondents

Percentage = ------------------------------ X 100

Total respondents

2.5.8 CHI SQUARE TEST

The chi square test, written as -test, is a useful measure of comparing

experimentally obtained results with those expected theoretically and based on the
hypothesis. It is used as a test statistics in testing a hypothesis that provides a set of
theoretical frequencies with which observed frequencies are compared. In general chi
square test is applied to those problems in which we study whether the frequency with which
a given event has occurred , is significantly different from the one expected theoretically.

Chi square test is not concerned with any population distribution and its
observation.

The test was first used in testing statistical hypothesis by Karl Pearson in the year
1900.it is defined as
 () = (Oi-Ei) /Ei

Where

Oi = observed frequency of I th event.

Ei = Expected frequency of i th event.

2.5.9 WEIGHTED AVERAGE METHOD

Weighted average method is used to compute the weighted average for the worker
with factors such as attitude, benefits, commitment and decision making that has greatest
impacts on functional matrix. For each factor the score for that option is multiplied with the
number of respondents to various options. The results are added and divided by the total
number of respondents in that factor are ranked in describing data order according to their
indices.

FORMULAS :

Xi* Wi

Xw=------------------------------------

No. of Respondents

Where,

Xw =Weighted average

Xi = variable

W = weights attached to Wi
 2.6 LIMITATIONS OF THE STUDY

The study was limited to a specific number of respondents, which did not cover the whole

population.

The finding and observation made in this study are purely based on respondents answers.

The response may be affected by certain personal bias.

3.1 DATA ANALYSIS AND INTERPRETATION

TABLE -3.1.1

AGE OF THE RESPONDENT

S.no AGE No of respondents Percentage

1 Below 25 57 38%

2 25-30 42 28%

3 30-40 29 19.33%

4 Above 40 22 14.67%

Total 150 100

INFERENCE:-

From the above table it is found that 38% of respondents are below 25 years, 28%
of respondents are 25-30 years and 19.33% of respondents are30-40 years and 14.67%
above 40years.
FIGURE NO-3.1.1

No of respondents
60 57

50
42
40
No of respondents
29
30
22
20

10

0
Below 25 25-30 30-40 Above 40

TABLE -3.1.2

EDUCATIONAL QUALIFICATION

S.no Qualification No of respondents Percentage

1 Diploma 64 42.67%

2 Engineers 33 22%

3 Graduate 12 8%

Others
4 41 27.33%

Total 150 100

INFERENCE:-
 From the above table it is found that 42.67% of respondents are Diploma, 22% of
respondents are Engineers and 8% of respondents are Graduate and 27.33% are others

FIGURE NO-3.1.2

No of respondents
64
70

60

50 41
33 No of respondents
40

30

20 12

10

0
Diploma Engineers Graduate Others

TABLE -3.1.3

EXPERIENCE

Experience
S.no No of respondents Percentage

1 Below 1 48 32%

2 1-3years 59 39.33%

3 3-5 years 24 16%

 Above 5
4 19 12.67%

Total 150 100

INFERENCE:-

From the above table it is found that 32% of respondents are experienced below 1
year, 39.33% of respondents are experienced for 1-3 years and 16% of respondents are
experienced 3-5 years and 12.67% of respondents are experienced above5 years.

FIGURE NO-3.1.3

No of respondents
70
1-3years
59
60
Below 1
50 48

40 No of respondents
3-5 years
30
24 Above 5
19
20

10

0
Below 1 1-3years 3-5 years Above 5

TABLE -3.1.4

How far you satisfied with the working hours

Particulars
S.no No of respondents Percentage
 1 Highly Satisfied 56 37.33%

2 Satisfied 43 28%

3 Neutral 31 20.67%

Dissatisfied
4 18 12%

Highly Dissatisfied
5 2 1.33

Total 150 100

INFERENCE:-

From the above table it is found that 37.33% of respondents are highly satisfied
with the working hours, 28% of respondents are satisfied with the working hours, 20.67%
of respondents are neutral, 12% of respondents are dissatisfied with the working hours,
1.33% of respondents are highly dissatisfied with the working hours.

FIGURE NO-3.1.4

No of respondents
56
60
50 43

40 31
30 18
20 No of respondents
10 2
0
TABLE -3.1.5

Do you clearly understand what your superior expects from you?

Particulars
S.no No of respondents Percentage

1 Highly Satisfied 67 44.67%

2 Satisfied 28 18.67%

3 Neutral 47 31.33%

Dissatisfied
4 2 1.33%

Highly Dissatisfied
5 6 4%

Total 150 100

INFERENCE:-

From the above table it is found that 44.67% of respondents are highly satisfied
what their superior expects from them, 18.67% of respondents are satisfied what their
superior expects from them, 31.33% of respondents are neutral, 1.33% of respondents are
dissatisfied what their superior expects from them, 4% of respondents are highly
dissatisfied what their superior expects from them.

FIGURE NO-3.1.5
 No of respondents
67
70 47
60
50 28
40
30
6 No of respondents
20 2
10
0

TABLE -3.1.6

Does the organization polices are clearly communicated?

Particulars
S.no No of respondents Percentage

1 Yes 89 59.33%

2 No 61 40.67%

Total 150 100

INFERENCE:-

From the above inference it is found that 59.33% say yes for communication of
organization policies, 40.67% and say No for communication of organization policies.

FIGURE NO-3.1.6
 No of respondents

No Yes
61 No

Yes
89
TABLE -3.1.7

Have you been provided with proper skill and training

Particulars
S.no No of respondents Percentage

1 Strongly Agree 79 52.67%

2 Agree 41 27.33%

3 Neutral 27 18%

Disagree
4 3 2%

Strongly Disagree
5 0 0%

Total 150 100

INFERENCE:-

From the above table it is found that 52.67% of respondents strongly agree that
they have been provided proper training and skill, 27.33% of agree that they have been
provided proper training and skill, 18% of respondents are neutral, 2% of respondents
disagree that they have been provided proper training and skill.

FIGURE NO-3.1.7
 No of respondents
Strongly Disagree0

Disagree 3
No of respondents
Neutral 27

Agree 41

Strongly Agree 79

0 10 20 30 40 50 60 70 80 90

TABLE -3.1.8

Does the company provide attractive opportunities for your career?

Particulars
S.no No of respondents Percentage

51.33%
1 Strongly Agree 77

2 Agree 39 26%

3 Neutral 23 15.33%

Disagree
4 9 6%

Strongly Disagree
5 2 1.33%

Total 150 100

INFERENCE:-
 From the above table it is found that 51.33% of respondents strongly agree that the
company is providing opportunities for the career, 26% of agree the company is providing
opportunities for the career, 15.33% of respondents are neutral, 6% of respondents
disagree that the company is providing opportunities for the career, 1.33% of respondents
strongly disagree that the company is providing opportunities for the career

FIGURE NO-3.1.8

No of respondents
Strongly Disagree 2

Disagree 9
No of respondents
Neutral 23

Agree 39

Strongly Agree 77

0 10 20 30 40 50 60 70 80 90

TABLE -3.1.9

Does your superior clearly explains about your tasks and responsibilities assign to

you?

Particulars
S.no No of respondents Percentage

44.67%
1 Strongly Agree 67

2 Agree 49 32.67%

3 Neutral 3 2%
 Disagree
4 28 18.67%

Strongly Disagree
5 3 2%

Total 150 100

INFERENCE:-

From the above table it is found that 44.67% of respondents strongly agree that the
superior clearly explain about their task, 32.67% of respondents agree the superior clearly
explain about their task, 2% of respondents are neutral, 18.67% of respondents disagree
superior clearly explain about their task, 2% of respondents strongly disagree that the
superior clearly explain about their task.

FIGURE NO-3.1.9

No of respondents
67
70 49
60
50 28
40
30
20 3 3 No of respondents
10
0

TABLE -3.1.10

Whether your suggestion will be considered during the job

 Particulars
S.no No of respondents Percentage

1 Always 42 28%

2 Often 49 32.67%

3 Sometimes 20 13.33%

Rarely
4 39 26%

Total 150 100

INFERENCE:-

From the above table it is found that 28% of respondents says that their suggestion
are considered always, 32.67% of respondents says that their suggestion are considered
often, 13.33% of respondents says that their suggestion are considered sometimes, 26% of
respondents says that their suggestion are considered rarely

FIGURE NO- 3.1.10

 60

50

40

30
49 No of respondents
20 42 39

10 20

0
Always Often Sometimes Rarely

TABLE -3.1.11

Does the company recognizes or praises whenever you do a good job

Particulars
S.no No of respondents Percentage

1 Strongly 89 59.33%

2 Fairly 22 14.67%

3 Sometimes 32 21.33%

occasionally
4 7 4.67%

Total 150 100

INFERENCE:-

From the above table it is found that 59.33% of respondents says strongly the
company praises when they do good job, 14.67% of respondents says the company praises
fairly when they do a good job, 21.33% of respondents says the company praises
sometimes when they do a good job, 4.67% of respondents says the company praises
occasionally when they do a good job

FIGURE NO-3.1.11

No of respondents

occasionally
Sometimes 7
Strongly
32
Fairly
Strongly Sometimes
Fairly 89
22 occasionally

TABLE -3.1.12

Does the employer support you in selecting career path of your own?

Particulars
S.no No of respondents Percentage

32.67%
1 Very Often 49

2 Often 39 26%

3 Sometimes 44 29.33%

Rarely
4 5 3.33%
 Never
5 13 8.67%

Total 150 100

INFERENCE:-

From the above table it is found that 32.67% of respondents says that their superior
will support very often while selecting the path , 26% of respondents says that their
superior will support often while selecting the path, 29.33% of respondents says that their
superior will support sometimes while selecting the path, 3.33% of respondents says that
their superior will support rarely while selecting the path, 8.67% of respondents says that
their superior will support rarely while selecting the path

FIGURE NO-3.1.12

No of respondents
60
50
40
No of respondents
30
49 44
20 39
10
13
0 5
Very Often Often Sometimes Rarely Never

TABLE -3.1.13

Does workload have been distributed equally throughout unit?

 Particulars
S.no No of respondents Percentage

1 Yes 93 62%

2 No 57 38%

Total 150 100

INFERENCE:-

From the above inference it is found that 62% say yes for distribution of workload,
38% and say No for distribution of workload.

FIGURE NO-3.1.13

No of respondents

No
Yes
57
No

Yes
93

TABLE -3.1.14
Does your manager regularly gives you the feedback about the area that you

need to develop/improve and helps you work on them.

Particulars
S.no No of respondents Percentage

1 Always 49 32.67%

2 Often 41 27.33%

3 Sometimes 58 38.67%

Rarely
4 2 1.33%

Never
5 0 0%

Total 150 100

INFERENCE:-

From the above table it is found that 32.67% of respondents says the manager always
gives regular feedback the area which have to be improved, 27.33% of respondents says the
manager often gives regular feedback the area which have to be improved, 38.67% of
respondents says the manager sometimes gives regular feedback the area which have to be
improved, 1.33% of respondents says the manager rarely gives regular feedback the area
which have to be improved

FIGURE NO-3.1.14
 No of respondents
70
60
50
40 No of respondents

30 58
49
20 41
10
0 2 0
Always Often Sometimes Rarely Never

TABLE -3.1.15

Have you been satisfied with the level of pay do you receive

Particulars
S.no No of respondents Percentage

1 Highly Satisfied 67 44.67%

2 Satisfied 28 18.67%

3 Neutral 47 31.33%

Dissatisfied
4 2 1.33%

Highly Dissatisfied
5 6 4%

Total 150 100

INFERENCE:-

From the above table it is found that 44.67% of respondents are highly satisfied with the
level of pay from them, 18.67% of respondents are satisfied with the level of pay from them,
31.33% of respondents are neutral, 1.33% of respondents are dissatisfied what their level of
pay from them, 4% of respondents are highly dissatisfied level of pay..

FIGURE NO-3.1.15

No of respondents
70
60
50
40
30 No of respondents
20
10
0

CHI-SQUARE

Aim:

To find that the qualification of the employee brings difference in their level of satisfaction
regarding pay

Null hypothesis [Ho]:

There is no significant association between the qualification and the levels of satisfaction
regarding pay of the employee

Alternative hypothesis [H1]:

There is significant association between the qualification and the levels of satisfaction
regarding pay of the employee
Satisfaction diploma engineer graduate others Total
regarding pay
qualification
Strongly agree 22 23 19 3 67
Agree 4 12 6 6 28
Neutral 8 16 22 1 47
Disagree 0 1 0 1 2
Strongly 3 2 1 0 6
disagree
Total 37 54 48 11 150

CHI-SQUARE TABLE

O E O-E (O-E)2 (O-E)2/E

2 2.16 -0.16 0.02 0.00
4 3.24 0.76 0.57 0.17
8 2.34 -0.34 0.11 0.04
0 0.72 0.28 0.07 0.09
3 0.54 -0.54 0.29 0.53
23 3.6 -1.6 2.56 0.71
12 5.4 -2.4 5.76 1.06
16 3.9 3.1 9.61 2.46
1 1.2 0.8 0.64 0.53
2 0.9 0.1 0.01 0.01
19 4.56 -0.56 0.31 0.06
6 6.84 2.16 4.6 0.67
22 4.94 -1.94 3.76 0.76
 0 1.52 -0.52 0.27 0.17
1 1.14 0.86 0.73 0.64
3 1.68 2.32 5.38 3.20
6 2.52 -0.52 0.27 0.10
1 1.82 -0.82 0.67 0.36
1 0.56 -0.56 0.31 0.55
0 0.42 -0.42 0.17 0.40
TOTAL 12.51
X= [(O-E) /E =12.51

Degree of Freedom=(r-1) (c-1)

= (5-1) (4-1)

=4*3

=12

Table value at 5% level = 21.03

Calculated value =12.51

Interpretation:

Table value of X for degree of freedom=12 and at 5% level of significance

=21.03. Comparing the table value of X [21.03], with the computed value of
X=12.51, since, the table value is greater than the calculated value null
hypothesis is accepted

Inference:

Therefore it is inferred that there is no significant association between the

qualification and the levels of satisfaction regarding pay of the employee.
 3.2 FINDINGS OF THE STUDY

It is found that 38% of respondents are below 25 years.

It is found that 42.67% of respondents are Diploma holders.

It is found that 32% of respondents are experienced below 1 year.

It is found that 37.33% of respondents are highly satisfied with the working hours.

It is found that 44.67% of respondents are highly satisfied what their superior

expects from them.

It is found that 59.33% say yes for communication of organization policies.

It is found that 52.67% of respondents strongly agree that they have been provided

proper training and skill

It is found that 51.33% of respondents strongly agree that the company is providing

opportunities for the career.

It is found that 44.67% of respondents strongly agree that the superior clearly

explain about their task

 It is found that 32.67% of respondents say that their suggestion is considered often.

It is found that 59.33% of respondents say strongly the company praises when they

do good job.

It is found that 32.67% of respondents says that their superior will support very

often while selecting the path.

It is found that 62% say yes for distribution of workload equally.

It is found that 44.67% of respondents are highly satisfied with the level of pay.

It is found that 38.67% of respondents say the manager sometimes gives regular

feedback the area which has to be improved.

STATISTICAL FINDINGS

It is found that there is no significant association between the qualification and the

levels of satisfaction regarding pay of the employee

3.3 SUGGESTIONS
 It is suggested that the talents and abilities of the employee can be utilized properly

by updating through an over head paging system, which is used to recognize

employees for significant business achievement.

It is suggested that the Employee suggestion system and quick responses can be

followed for regular feedback from the superior.

It is suggested that the relationship between the superior and team members can be

improved by spending time in face to face communication with the team members.
Most of the employees are not much satisfied with the compensation package

provided, so the compensation given to the employee can be increased.

It is suggested to provide monthly and annual staff awards, so the employees can be

totally engaged and committed towards work.

3.4 CONCLUSION

Employee Engagement is the buzz word for employee communication. It is a positive

attitude held by the employees towards the organization and its values. It is rapidly

gaining popularity, use and importance in the workplace and impact organizations in

many ways.

Employee engagement emphasizes the importance of employee communication on

the success of a business. Thus it has been suggested that organization can recognize

employees, more than any other variable, as powerful contributors to a company's

 competitive position .As employee engagement is a continuous process of learning,

improvement, measurement and action.

It has been concluded that raising and maintaining employee engagement lies in the

hands of an organization and requires a perfect blend of time, effort, commitment and

investment to craft a successful Endeavour.

1. AGE OF THE RESPONDENT

a. Below 25

b. 25-35

c. 35-45

d. Above 45

2. EDUCATIONAL QUALIFICATION

a. Diploma

b. Engineering

c. Degree
d. Others

3. EXPERIENCE

a. Below 1year

b. 1-3years

c. 3-5years

d. Above 5years

4. How far you satisfied with the working hours?

a. Highly satisfied

b. Satisfied

c. Neutral

d. Dissatisfied

e. Highly Dissatisfied

5. Do you clearly understand what your superior expects from you?

a. Highly satisfied

b. Satisfied

c. Neutral

d. Dissatisfied

e. Highly Dissatisfied

6. Does the organization polices are clearly communicated?

a. Yes

b. No

7. Have you been provided with proper skill and training

a. Strongly agree

b. Agree

c. Neutral

d. Strongly Disagree

e. Disagree

8. Does the company provide attractive opportunities for your career?

a. Strongly agree

b. Agree

c. Neutral

d. Strongly Disagree

e. Disagree

9. Does your superior clearly explains about your tasks and responsibilities
assign to you?

a. Strongly agree

b. Agree

c. Neutral

d. Strongly Disagree

e. Disagree

10. Whether your suggestion will be considered during the job?

a. Always

b. Often
c. Sometimes

d. Rarely

11. Does the company recognizes or praises whenever you do a good job?

a. Always

b. Often

c. Sometimes

d. Rarely

e. Never

12. Does the employer support you in selecting career path of your own?

a. Very often

b. Often

c. Sometimes

d. Rarely

e. Never

13. Does workload have been distributed equally throughout unit?

a. Yes

b. No
14. Does your manager regularly gives you the feedback about the area that you
need to develop/improve and helps you work on them?

a. Always

b. Often

c. Sometimes

d. Rarely

e. Never

15. Have you been satisfied with the level of pay do you receive?

a. Highly satisfied

b. Satisfied

c. Dissatisfied

d. Highly Dissatisfied

16. Your job is made to have participative decision making?

a. Strongly Agree
b. Agree
c. Not Consider
d. Disagree
e. Strongly Disagree
17. Your good performance is reinforced by a reward system.
a. Strongly Agree
b. Agree
c. Not Consider
d. Disagree
e. Strongly Disagree

18) Your superior encourages you by giving suggestions for improving your
performance?

a. Always

b. Rarely
 c. Sometimes

d. Never

19) Does your Organization provide adequate recognition?

a. Strongly Agree

b. Agree

c. Not Consider

d. Disagree

e. Strongly Disagree

20) Do you get feedback regularly from your supervisor for improving your

performance?

a. Strongly agree

b. Strongly disagree

c. Disagree

d. Agree

e. Neutral

21) How far you satisfied with the working hours?

a. Highly Satisfied

b. Satisfied

c. Neutral

d. Dissatisfied

22) Does the organization provide right environment to apply your Knowledge
to the job
 a. Very much

b. Some what

c. Very little

23) Your idea is considered by your superior

a. Always

b. Rarely

c. Sometimes

d. Never

24) The employees are empowered to make sound decision.

a. Strongly Agree

b. Agree

c. Not Consider

d. Disagree

e. Strongly Disagree

25) Do the company have enough career development opportunities?

a. Yes

b. No

26) Does your employer support you in selecting career path of your own?

a. Often

b. Very Often

c. Sometimes

d. Rarely
 e. Never

27) Does your work has been monitored by your supervisor?

a. Regular basis

b. Very Often

c. Sometimes

d. Rarely

e. Never

28) The present mentoring system encourages employees to learn

from their mistakes.

a. Very Good

b. Good

c. Fair

d. Poor

e. Very Poor

29) The talents and abilities are used well in my current position?

a. Strongly Agree

b. Agree

c. Not Consider

d. Disagree

e. Strongly Disagree

30) My superior has a friendly working relationship with all the team members

a. Strongly Agree
 b. Agree

c. Not Consider

d. Disagree

e. Strongly Disagree

BIBLIOGRAPHY

REFERENCE:

Aswathappa. K. (2007): Human Resource and Personal Management, Tata McGraw

Hill publishing company Ltd, New Delhi.

P.N.Arora, S. Arora, Statistics For Management, Scan, Third Revised Edition 2008.

LS. Prasad, Personnel Management and Industrial relation.

 P.R.Vittal, V.Malini, Statistical and Numerical Methods Margham Publications,

Third Edition 2006.

C.R. Kothari, Research Methodology New Age International Publishers Second

Revised Edition 2004.