THE EFFECTS OF EMPLOYEE ENGAGEMENT ON BUSINESS

EMPLOYEES AND PROGRAMS OFFERED BY EMPLOYERS TO

ENHANCE EMPLOYEE ENGAGEMENT AND MOTIVATION

Prepared for

Dr. Shilpee Das Gupta

Indian Institute of Management, Ranchi

Prepared by

Isha Thatte

Vagisha Alok

Vivek Singh Rana

Susmit Lakra

Sreelakshmi

Murtaza Imtiaz Baxamusa

Tania Chadah

August 19, 2019

1
 TABLE OF CONTENTS
LIST OF TABLES
LIST OF FIGURES
ABSTRACT

SECTION 1

• INTRODUCTION TO THE STUDY

i. Introduction
ii. Statement of Problem
iii. Significance of Study
iv. Scope of the Study
v. Review of Related Literature
vi. Methods of Study
vii. Limitations of Study

SECTION 2

• FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

i. Findings
ii. Conclusions
iii. Recommendations

BIBLIOGRAPHY

APPENDIX A (Questionnaire)

APPENDIX B (Tables)

APPENDIX C (Figures)

2
 LIST OF TABLES
Table Page

1. Age 9
2. Gender 9
3. Marital Status 10
4. Friends at workplace 11
5. friends rate your relationship/friendship 12
6. Describing your immediate supervisor / boss 13
7. Enjoying Current work 14
8. Happiest moment in the workplace regarding Finance 15
9. Happiest moment in the workplace regarding Career 16
10. Happiest moment in the workplace regarding Development 17
11. Employee engagement on 5-Point Scale 19

3
 LIST OF FIGURES
Figure Page

1. Gender 9
2. Marital Status 10
3. Friends at workplace 11
4. friends rate your relationship/friendship 12
5. Describing your immediate supervisor / boss 13
6. Enjoying Current work 14
7. Happiest moment in the workplace regarding Finance 15
8. Happiest moment in the workplace regarding Career 16
9. Happiest moment in the workplace regarding Development 17
10. Employee engagement on 5-Point Scale 18

Abstract
As a manager, we are uniquely position to influence and inspire our team’s encouragement
and actions. Managers create high engagement levels over time by continuously focusing
on their employees’ fluctuating work place needs

4
 The Effects of Employee Engagement on Business Employees

And Programs Offered by Employers to enhance Employee Engagement

And Motivation

Section 1

Introduction to the Study

Introduction

Employee engagement has turned into an interesting issue as of late among consulting
firms and in the mainstream business press. Be that as it may, employee commitment has
once in a while been considered in the scholarly writing and generally little is thought
about its forerunners and outcomes. The purpose of this study was to test a model of the
precursors and outcomes of employment and association commitment dependent on social
trade theory. Many contemporary associations are putting a more prominent accentuation
on their exhibition of the broad frameworks as a method for producing more elevated
amounts of occupation execution. We propose that delivering execution augmentations
might be best accomplished by situating the employee engagement and motivation
framework to advance worker commitment. To this end, we depict another way to deal
with the engagement procedure that incorporates representative commitment and the key
drivers of worker commitment at each stage. We present a model of commitment that
consolidates the primary thoughts of the paper and recommends another viewpoint for
contemplating how to encourage and oversee representative commitment to accomplish
elevated amounts of occupation execution.

Statement of the Problem

5
The purpose of this study is to understand the effects of employee engagement on business
employees and programs offered by employers to enhance employee engagement and
motivation.

Significance of Study

There are three primary groups that may benefit from this study. The first group,
consisting of employers in today's business organizations, may learn to identify ways that
employee engagement positively affects their work performance. Identifying the positive
effects may enable them to take necessary action to cope with the dynamic work
environment and competency mapping of employees. By sharing this knowledge, managers
can act as a vehicle to help higher management to implement appropriate employee
engagement and recognition programs. The second group that may benefit from this study
is employees who may gain insight as to how engagement is actually positively affecting
their work performance. Finally, educators can use these findings as a valuable guide to
incorporate into their curriculum. By emphasizing to learners the importance of developing
programs to deal with fast paced work environment, the learners may be able to transfer
this knowledge to the workplace, thereby improving the quality of the work environment.

Scope of Study

This study was limited to the perceptions of full-time business employees who have
previously worked in any organization or are presently working and were exposed to the
effects that employee engagement has on work performance and the steps that employers
are taking to optimize the same to make their workforce more efficient. For the purpose of
this study, what constitutes full-time employment is defined by the employer. This study
was restricted to businesses operating in the Indian subcontinent. The Indian subcontinent
encompasses all communities within the twenty nine states and eleven union territories.
For the purpose of this study, employee engagement is defined as a stronger predictor of
positive organizational performance clearly showing the two-way relationship between
employer and employee compared to the three constructs: job satisfaction, employee
commitment and organizational citizenship behaviour. Engaged employees are emotionally
attached to their organization and highly involved in their job with a great enthusiasm for
the success of their employer, going extra mile beyond the employment contractual
agreement. Data for this study were collected during July and August of 2019.

6
 Review of Related Literature

Methods of Study

Source of Data

Data for this study was collected using a questionnaire developed by a group of students at
Indian Institute of Management, Ranchi. The questionnaire was divided into four parts.
Part one consists of a list of four basic questions pertaining to personal details to get
demographic data for a respondent profile, including marital status and age group.. The
second section comprises of questions on the workplace encompassing the social
interactions and relationships that the employee had with the fellow workers in the
organization. The third section focuses on the moments of happiness that the employee
experienced during his course of employment with his/her firm. The happiness has been
mapped to three isolated events that would result in providing robust variables of
happiness for an employee. The final section of the questionnaire centres around various
parameters regarding employee engagement on a five point scale. A copy of the
questionnaire is contained in Appendix A on page 12.

Sample Selection

The respondents of the survey were employees who are presently working or have worked
full time in organizations before. The survey link was floated to a mixed group of
individuals ranging from individuals who have just started working to people who have
been part of different organisations for a long time. This provided us with a good mix of
data and insights into what different kinds of employee engagement programs mean to
different individuals and how it is affected by the nature of organizations that people work
for.

Statistical Methods

Simple statistical techniques were used to tabulate the results of this study. The primary data
was analyzed using a percent of response. To compute the percent of response, the number of
responses to each choice was divided by the total number of respondents who answered the

7
question. The age of the respondents ranged from 17 to 58 years. There were outliers but the
average range was around 27 years, so the data acquired was majorly from this age group.

There were a greater number of males than females in the sample data collected. Also, majority
of the respondents were single, which shows that within the defined age group, majority of the
people are unmarried. Being single, they have time to engage in employee engagement
activities and therefore expect the same to be conducted. This was also proven by the number
of friends which the respondents mentioned. Majority of them had more than 5 colleagues
whom they could call friends in the office. This shows that the happiness quotient is directly or
indirectly related to the colleagues who are around you. Most of the respondents see their
supervisors as their mentors, and mostly enjoy their work. For most of the respondents, a new
job responsibility and promotion was the happiest moment.

Limitations of the Study

This study may be limited through the use of a questionnaire as a data collection
instrument. Because questionnaires must generally be brief, areas that may have been
affected by employee engagement may not have been included in the questionnaire. Also,
all programs that may be available to employees for employee engagement may not have
been included in the study. The study may also be limited by the use of a nonprobability,
convenience sampling method. The sample of business employees for the study was chosen
for convenience and may not be representative of the total population of business
employees. Care should be taken when generalizing these findings to the entire population.
Finally, the use of simple statistical techniques may introduce an element of subjectivity
into the interpretation and analysis of the data. All attempts have been made to minimize
the effects of these limitations on the study.

8
 Section 2

Findings, Conclusions and Recommendations

Findings

Q2 - Enter Your Age

# Field Minimum Maximum Mean Std Deviation Variance Count

1 Enter Your Age 17.00 58.00 27.02 7.61 57.97 80

Table: Age

The average age of the responders is 27 years , hence this can be a very healthy source of data as
they have spent significant amount of time in the workforce and can contribute what they think
about the engagement activities conducted by their employee’s how effective they perceive it to be
and where are the drawbacks so we can find areas and avenues to improve on.

Q3 - Gender

Figure: Gender

# Answer % Count

1 Male 57.50% 46

2 Female 42.50% 34

9
 Total 100% 80
Table: Gender

Out of the total responses we received, 57.5% of the respondents were male, and 42.5% of
respondents were from the female audience. This is healthy ratio giving representation to both of
the genders, hence providing access to both of their perspectives, challenges they face, and how
they respond to the different aspects and situations in their working life scenario.

Q4 - Marital Status

Figure: Marital Status

# Answer % Count

1 Single 78.75% 63

2 Married 21.25% 17

3 Divorces 0.00% 0

Total 100% 80
Table: Marital Status

Out of the total responses, 79% of the people were of single marital status, according to the average
age given this is a correct inference as they are yet to start their family life and hence their goals
and perceptions might be very different from what you would expect from a married professional.
People in this age group are still adaptable to their surroundings and expect the same from their
employers.

10
Q5 - How many friends you have in your workplace?

Figure: Friends at workplace

# Answer % Count

1 0 3.75% 3

2 1-5 51.25% 41

3 6-10 13.75% 11

4 10+ 31.25% 25

Total 100% 80
Table: Friends at workplace

When we inquired how many friends do they have in the workplace 51% of the respondents
answered in the range of 1-5, what this portrays is that every individual develops a small circle of
preferred individuals around them and this group stays like this for an extended period. Though
there are instances where people have accounted for their perceived friends in a number greater
than 10, this portrays the character of that individual and how he behaves within the working
environment. When the employers study these trends in an individual and tweak their employee’s
engagement activity people tend t respond better to the same. It is the onus of the company to keep
their workforce motivated and engaged in their role in the company.

11
Q6 - How do your friends rate your relationship/friendship with them?

Figure: friends rating your relationship/friendship

# Answer % Count

1 Excellent 18.75% 15

2 Very Good 45.00% 36

3 Good 26.25% 21

4 Average 8.75% 7

5 Poor 1.25% 1

Total 100% 80
Table: friends rate your relationship/friendship

In continuation to the above question, we asked them to rate their friendship and response we got
was similar than before. Around 45% voted that they felt that relationship with their friends was
very good, this goes on to prove that people built strong friendships at their workplace. This is an
important factor to be included while designing the employee engagement programs where public
recognition could play an essential characteristic for an employee to relate to the activities
performed by the company.

12
Q7 - How do you describe your immediate supervisor / boss?

Figure: Describing your immediate supervisor / boss

# Answer % Count

1 Official boss 25.00% 20

2 Mentor 41.25% 33

3 Guide 22.50% 18

4 Friend 6.25% 5

5 Task master 5.00% 4

Total 100% 80
Table: Describing your immediate supervisor / boss

When asked how would they describe their immediate boss, around 42% responded that they
perceived their immediate boss as a Mentor, This draws to the inference how important, a role is
played by the direct supervisor in shaping the career trajectory of an individual. Most of the

13
employee engagement activities are routed through the supervisor. This is critical for the company
to train and impart knowledge in this aspect to the supervisor about how he has to play a crucial
driver in the major employees' engagement activities. It is all about how the activity is
communicated by the supervisor and how it is perceived by the individual in consideration.

Q8 - Do you enjoy your current work?

Figure: Enjoying Current work

# Answer % Count

1 All the time 13.75% 11

2 Often 45.00% 36

3 Sometimes 38.75% 31

4 Rarely 2.50% 2

5 Never 0.00% 0

Total 100% 80
Table: Enjoying Current work

We further asked the question of whether they enjoy their current work or not on various
frequency levels. This question was mainly asked to gauge whether the Employee engagement
activities conducted by their respective companies are working or not. Around 45% voted that they
enjoy their work sometimes, this points out how much scope is still there for the employers to

14
improve on and make the job more engaging for the employees. This perception plays a direct
impact on the quality and efficiency of the work done by the individual in the organization. If he is
only sometimes happy, that means there are still aspects in is job profile where his competencies
and not mapped correctly and hence a specific change is required from both the employer and the
employee.

Q9 - What is your happiest moment in the workplace regarding Finance?

Figure: Happiest moment in the workplace regarding Finance

# Answer % Count

1 Salary 35.00% 28

2 Increment 41.25% 33

3 Bonus 23.75% 19

Total 100% 80
Table: Happiest moment in the workplace regarding Finance

The numbers look perplexed when it comes to accounting and finance workers’ factors of
happiness. Let’s say your current job is just a means to pay your rent and you’re waiting for a dream
job opportunity constituting Salary as a factor to be 35%.

But, whatever you’re doing you want to be appreciated for your work. And how can we judge a fish
by its climbing skills? By the fact that Increment amounts to 41% and Bonus at 24%.

15
Q10 - What is your happiest moment in the workplace regarding Career?

Figure: Happiest moment in the workplace regarding career

# Answer % Count

1 Promotion 33.75% 27

2 New Job Responsibility 38.75% 31

3 Management Support 27.50% 22

Total 100% 80
Table: Happiest moment in the workplace regarding Career

Employees rely on praise and recognition. Employees need to know that they are more than just a
number. Employees want to feel valued. They want to know that their input is important and that
they are making a significant contribution and a difference to the environment in which they work
contributing Promotion at 34%.

The desire to learn and grow is a basic human need. One-way employees can learn and grow is to
find more efficient ways to do their jobs. The best teams are never quite satisfied with their work.
They always strive to find better, more productive ways to work. And where there is growth, there
is innovation justifying New Job Responsibility as 39%. This feeling creates a greater sense of
inclusion among workers and reinforces their sense of self-worth attributing to Management
Support being the lowest in this case at 27% reflecting the poor implementation of the same.

16
Q11 - What is your happiest moment in the workplace regarding
Development?

Figure: Happiest moment in the workplace regarding Development

# Answer % Count

1 Sponsored courses 15.00% 12

2 Management Programs 12.50% 10

3 Up Skilling training 33.75% 27

4 Engagement activities 38.75% 31

Total 100% 80

Table: Happiest moment in the workplace regarding Development

A well-thought-out employee development plan provides the employees with opportunities and
clear direction on how to increase their skills and advance their careers. And with a more expanded
skill set, they have more tools to help the business forge ahead. It’s a win-win for both, justifying the
Up-Skilling Training factor to be at 34% that is seemingly good.

Human beings cannot be successful alone. We learn more, apply what we learn faster, and grow and
develop all in response to offers. Given this, we know that employees need a manger who
encourages their development probably leading to the numbers against Management Programs to
be at 12% reflecting the dissatisfaction of the employees.

17
Each employee needs help navigating the course of his or her career. At times, employees need
sponsorship, coaching, protection, exposure and visibility, and challenging work assignments. At
other times, employees look for counseling, friendship, and acceptance and confirmation that they
are doing well. Sponsored Courses stands at a meager 15% displaying the deficit. And
Engagement Activities stands at the maximum of 39%.

Q12 - Please select the appropriate answer:

Figure: Employee Engagement on 5-Point Scale

18
# Question Always Often Sometime Rarely Never Total

I know what is
1 expected of me 30.38% 24 48.10% 38 20.25% 16 1.27% 1 0.00% 0 79
at work.
I have the
materials and
2 equipment I 18.99% 15 58.23% 46 21.52% 17 1.27% 1 0.00% 0 79
need to do my
work right.
At work, I have
the opportunity
3 13.92% 11 43.04% 34 39.24% 31 3.80% 3 0.00% 0 79
to do what I do
best everyday.
I have received
recognition or
4 18.99% 15 43.04% 34 24.05% 19 13.92% 11 0.00% 0 79
praise for doing
good work.
My supervisor,
or someone at
5 work, seems to 15.19% 12 31.65% 25 35.44% 28 16.46% 13 1.27% 1 79
care about me
as a person
There is
someone at
6 work who 11.39% 9 51.90% 41 30.38% 24 5.06% 4 1.27% 1 79
encourages my
development.
At work, my
7 opinions seem 13.92% 11 35.44% 28 36.71% 29 13.92% 11 0.00% 0 79
to count.
The mission or
purpose of my
8 company makes 20.25% 16 54.43% 43 17.72% 14 5.06% 4 2.53% 2 79
me feel my job
is important.
My associates or
fellow
employees are
9 13.92% 11 32.91% 26 44.30% 35 8.86% 7 0.00% 0 79
committed to
doing quality
work.
Someone at
work has talked
10 12.66% 10 53.16% 42 29.11% 23 2.53% 2 2.53% 2 79
to me about my
progress.
I have had
11 17.72% 14 35.44% 28 30.38% 24 16.46% 13 0.00% 0 79
opportunities at

19
 work to learn
and grow.
Table: Employee Engagement on 5-Point Scale

1. I know what is expected of me at work.

Perhaps the most basic of employee needs in the workplace is knowing what success on the job looks
like. Employees need to know what is expected of them at work so that they can commit, deliver and
focus on what matters most.

On an average, about half of workers are not completely clear about what they are supposed to do at
work.

2. I have the materials and equipment I need to do my work right.

Nothing is more frustrating than feeling as if you want to do a good job at work but don’t have the right
equipment to do so. When employees lack the means to do their work well, frustration with their
inability quickly follows, as does anger with the manager or organization for placing them in such a
difficult spot.

About four in 10 workers globally strongly agree that they have the materials and equipment to do their
jobs right.

3. At work, I have the opportunity to do what I do best every day.

The most powerful benefit a manager can provide employees is to place them in roles that allow them
to apply the best of their natural selves-their talents-as well as their skills and knowledge every day.

Regardless of role, having the opportunity to develop one’s strengths is more important to success than
the description of the role, a title or even pay. Managers whose employees’ talents are aligned with
their job demands have more sales, gather profits, fewer unscheduled absences and lower employee
turnover.

About one in three employees can strongly agree that they have the opportunity to do what they do
best every day.

4. I have received recognition or praise for doing good work.

This element of engagement may represent one of the greatest lost opportunities for managers.
Employees rely on praise and recognition to better understand their manager’s expectations and values.
Praise and recognition are tools that managers can use to communicate what is important and help an
employee see his or her value.

Globally, four in 10 employees strongly agree that they have received recognition for doing good work in
the last seven days.

20
At any given company, it’s not uncommon to find between one-fifth and one-third of people saying, “My
best efforts are routinely ignored.”

5. My supervisor, or someone at work seems to care about me as a person.

Employees need to know that they are more than just a number. They need to know that someone is
concerned about them as people first and as employees second.

Only 27% of workers strongly agree that they can talk with their manager about network-related issues.
Only 37% of workers strongly agree that they can approach their manager with any type of question.

6. There is someone at work who encourages my development.

Human beings cannot be successful alone. We learn more, apply what we learn faster, and grow and
develop all in response to others. Given this, we know that employees need a manager who encourages
their development.

Each employee needs help navigating the course of his or her career. At times, employees need
sponsorship, coaching, protection, exposure and visibility, and challenging work assignments. At other
times, employees look for counselling, friendship, and acceptance and confirmation that they are doing
well.

7. At work, my opinion seems to count.

This element of engagement can be viewed as an employees “internal stock price”. It measures the
sense of value that employees put on their work and their organization.

Employees want to feel valued. They want to know that their input is important and that they are
making a significant contribution and a difference to the environment in which they work.

This feeling creates a greater sense of inclusion among workers and reinforces their sense of self worth.

8. The mission or purpose of my company makes me feel my job is important.

Employees want to believe in what their employer does. Excellent performance occurs when people are
deeply attached to a sense of purpose in their lives. When employees feel that their job is important,
they want to do more of it.

At a fundamental level, we all need something to do-and ideally, this is something that we believe in and
look forward to doing at work every day.

When people believe in what their employer does and feel a connection between the work they do and
their personal mission, they are more likely to stay with the organization and feel like they are an
integral part of something bigger than themselves.

9. My associates or fellow employees are committed to doing quality work.

21
Trusting that one’s co-workers share a commitment to quality is vital to excellent team performance. All
employees need to be in an environment there is mutual trust and a respect for one another’s efforts
and results. This starts with a deep awareness of work standards and team expectations.

10. Someone at work has talked to me about my progress.

There are few things more important to an employee than knowing that he or she is progressing at
work. Feedback is vital and beneficial to both an employer and an employee.

11. I have had opportunities at work to learn and grow.

The desire to learn and grow is basic human need. One-way employees can learn and grow is to find
more efficient ways to do their jobs. The best teams are never quite satisfied with their work. They
always strive to find better, more productive ways to work. And where there is growth, there is
innovation.

22
 Conclusions

The findings of this study indicated that employee engagement and productivity and
employer-employee relationships play a significant role in the productivity of the
employees in an organisation. Better social relationships with one’s co-worker in
workplaces leads to a positive environment which in turn increases the will and efficiency
of the employees. Most of the employers perceive their employer as a mentor. Building in
such positive relationships, influence the employee’s career trajectory and thus leads to an
ultimately enhanced output in the organization. Public recognition is another major factor
under consideration. Timely appraisals and public recognition given to the employees
instill confidence in them. Designing employee engagement activities tailormade to the
employees considering and focussing on their social relationships and public recognition
opportunities would bring in a huge change. Finally, it all lies on the communication
between the employer and employee and also on the point of perception of the employee.

Recommendations

Focussed employee-engagement programmes at local and organizational level giving due

importance on factors like social groups and public recognitions.

Timely interactive sessions between the employer and employee developing quality
employer-employee relationships.

Employees should be well informed and made aware of the major decisions taken in the
organisation.

Recognition programmes and award schemes for Superior performance to be employed in

the organisation. Implementing work breaks that build better social relationships among
the co-workers of an organisation.

23
Appendix A

1.Enter your name

2.Enter your age

3.Gender

o Male
o Female

4. Marital status

o Single
o Married
o Divorces

5.How many friends you have in your workplace?

o 0
o 1-5
o 6-10
o 10+

6. How do your friends rate your relationship/friendship with them?

o Excellent
o Very good
o Good
o Average
o Poor

7. How do you describe your immediate supervisor/boss?

o Official boss
o Mentor
o Guide
o Friend
o Task master

8. Do you enjoy your current work?

o All the time

o Often
o Sometimes
o Rarely
o Never

24
9. What is your happiest moment in the workplace regarding finance?

o Salary
o Increment
o Bonus

10. What is your happiest moment in the workplace regarding Career?

o Promotion
o New job responsibility
o Management support

11.What is your happiest moment in the workplace regarding Development?

o Sponsored courses
o Management Programs
o Up skill training
o Engagement activities

12. Please select the appropriate answer:

I know what is expected of me at work

o Always
o Often
o Sometime
o Rarely
o Never

I have the materials and equipment I need to do my work right.

o Always
o Often
o Sometime
o Rarely
o Never

At work , I have the opportunity to do what I do best everyday.

o Always
o Often
o Sometime
o Rarely
o Never

I have received recognition or praise for doing good work.

o Always
o Often

25
 o Sometime
o Rarely
o Never

My supervisor, or someone at work, seems to care about me as a person

o Always
o Often
o Sometime
o Rarely
o Never

There is someone at work who encourages my development.

o Always
o Often
o Sometime
o Rarely
o Never

At work, my opinion seems to count.

o Always
o Often
o Sometime
o Rarely
o Never

The mission or purpose of my company makes me feel my job is important.

o Always
o Often
o Sometime
o Rarely
o Never

My associates or fellow employees are committed to doing quality work.

o Always
o Often
o Sometime
o Rarely
o Never

Someone at work has talked to me about my progress.

o Always
o Often
o Sometime

26
 o Rarely
o Never

I have had opportunities at work to learn and grow.

o Always
o Often
o Sometime
o Rarely
o Never

27
Appendix B

# Field Minimum Maximum Mean Std Deviation Variance Count

1 Enter Your Age 17.00 58.00 27.02 7.61 57.97 80

Table: Age

# Answer % Count

1 Male 57.50% 46

2 Female 42.50% 34

Total 100% 80
Table: Gender

# Answer % Count

1 Single 78.75% 63

2 Married 21.25% 17

3 Divorces 0.00% 0

Total 100% 80
Table: Marital Status

# Answer % Count

1 0 3.75% 3

2 1-5 51.25% 41

3 6-10 13.75% 11

4 10+ 31.25% 25

28
 Total 100% 80
Table: Friends at workplace

# Answer % Count

1 Excellent 18.75% 15

2 Very Good 45.00% 36

3 Good 26.25% 21

4 Average 8.75% 7

5 Poor 1.25% 1

Total 100% 80
Table: friends rate your relationship/friendship

# Answer % Count

1 Official boss 25.00% 20

2 Mentor 41.25% 33

3 Guide 22.50% 18

4 Friend 6.25% 5

5 Task master 5.00% 4

Total 100% 80
Table: Describing your immediate supervisor / boss

# Answer % Count

1 All the time 13.75% 11

2 Often 45.00% 36

29
3 Sometimes 38.75% 31

4 Rarely 2.50% 2

5 Never 0.00% 0

Total 100% 80
Table: Enjoying Current work

# Answer % Count

1 Salary 35.00% 28

2 Increment 41.25% 33

3 Bonus 23.75% 19

Total 100% 80
Table: Happiest moment in the workplace regarding Finance

# Answer % Count

1 Promotion 33.75% 27

2 New Job Responsibility 38.75% 31

3 Management Support 27.50% 22

Total 100% 80
Table: Happiest moment in the workplace regarding Career

# Answer % Count

1 Sponsored courses 15.00% 12

2 Management Programs 12.50% 10

3 Up Skilling training 33.75% 27

30
 4 Engagement activities 38.75% 31

Total 100% 80

Table: Happiest moment in the workplace regarding Development

# Question Always Often Sometime Rarely Never Total

I know what is
1 expected of me 30.38% 24 48.10% 38 20.25% 16 1.27% 1 0.00% 0 79
at work.
I have the
materials and
2 equipment I 18.99% 15 58.23% 46 21.52% 17 1.27% 1 0.00% 0 79
need to do my
work right.
At work, I have
the opportunity
3 13.92% 11 43.04% 34 39.24% 31 3.80% 3 0.00% 0 79
to do what I do
best everyday.
I have received
recognition or
4 18.99% 15 43.04% 34 24.05% 19 13.92% 11 0.00% 0 79
praise for doing
good work.
My supervisor,
or someone at
5 work, seems to 15.19% 12 31.65% 25 35.44% 28 16.46% 13 1.27% 1 79
care about me
as a person
There is
someone at
6 work who 11.39% 9 51.90% 41 30.38% 24 5.06% 4 1.27% 1 79
encourages my
development.
At work, my
7 opinions seem 13.92% 11 35.44% 28 36.71% 29 13.92% 11 0.00% 0 79
to count.
The mission or
purpose of my
8 company makes 20.25% 16 54.43% 43 17.72% 14 5.06% 4 2.53% 2 79
me feel my job
is important.
My associates or
9 fellow 13.92% 11 32.91% 26 44.30% 35 8.86% 7 0.00% 0 79
employees are

31
 committed to
doing quality
work.
Someone at
work has talked
10 12.66% 10 53.16% 42 29.11% 23 2.53% 2 2.53% 2 79
to me about my
progress.
I have had
opportunities at
11 17.72% 14 35.44% 28 30.38% 24 16.46% 13 0.00% 0 79
work to learn
and grow.
Table: Employee Engagement on 5-Point Scale

32
Appendix C

Figure : Gender

Figure: Marital Status

33
 Figure: Friends at workplace

Figure: friends rating your relationship/friendship

34
Figure: Describing your immediate supervisor / boss

Figure: Enjoying Current work

35
Figure: Happiest moment in the workplace regarding Finance

Figure: Happiest moment in the workplace regarding career

36
Figure: Happiest moment in the workplace regarding Development

37
Figure: Employee Engagement on 5-Point Scale

38