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BVDU’s, AKIMSS, SOLAPUR.
1.1 INTRODUCTION :-
For any research assignment, a proper planning is required and the same holds
true in case of present study. This project is titled as Employee Engagement
Study. The reasons behind choosing this project is that: Now a day’s
Employee Engagement plays an important role in the organization. It
contributes to good working environment where people are productive, ethical
and accountable.
Most organizations today realize that a ‘satisfied’ employee is not necessarily

the ‘best’ employee in terms of loyalty and productivity. It is only an ‘engaged
employee’ who is intellectually and emotionally bound with the organization,
feels passionate about its goals and is committed towards its values who can be
termed thus, he goes the extra mile beyond the basic job responsibility and is
associated with the actions that drive the business. Moreover, in times of
diminishing loyalty, employee engagement is a powerful retention strategy.
The fact that it has a strong impact on the bottom line adds to its significance
engagement, which requires a two-way relationship between employer and
employee.
Employee Engagement is about motivating the employees to do their best by

which the employee tries to give 100 percent of his efforts. The quality of
output and competitive advantage of a company depend on the quality of its
people. All companies are very well aware that they need to do a better job of
managing their people as engaged employees are more likely to stay, and be an
advocate of the company, its products or services. They contribute to the
overall success of the organization.
The idea behind conducting Employee Engagement Study is that organizations

have been facing problems of attrition, absenteeism and low quality work. The
study ought to find out the level of Employee Engagement and to identify the
key drivers which influence the level of engagement. The project is a great
opportunity as it give me the exposure of various components which are
required like Deciding the methodology for conducting the study as well the
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sample, Designing the Questionnaire, comparison techniques, Selection of

proper data analysis methods & techniques, Make necessary assumptions
where at this stage if required etc. Also the project extracted the behavior
pattern of employees towards their work.
The Questionnaire designed for the study of “Employee Engagement” aims to

arrive on the level of employee engagement. The questionnaire consist
contents like Job, Co-workers, Supervisors, Department and the organization.
To improve on these areas culture of Employee Engagement should be
implemented effectively in the organization accompanied with succession
planning and effective career planning to increase Career Advancement
Opportunities. Also, to inject Innovation, experimentation should be
encouraged with strategic policies of Job Enrichment and Job Rotation. The
innovative methods of recognizing employees should be implemented then by
giving gifts, certificates and cash rewards to increase Organizational
Commitment. Engagement should be examined from three perspectives like
Alignment of goals, Accountability and Personal Commitment. It ensures
Clarity of Organizational Imperatives at Every Level and Talent management
to increase the level of Employee Engagement.
L.V Garment Limited is a company in SOLAPUR that has started production

in 2008. Company is controlled and currently managed by MR. BABU
LAXMANSA CHAVAN. Company is manufacturing all types of uniform ,
children wear and Mens wear. . The company is located in New PACCHA
PETH, SOLAPUR, MAHARASHTRA State, India.
“A Study of Employee Engagement with special reference to L.V Garment” is

selected for the study.
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1.2 OBJECTIVES OF STUDY:-
i) To study whether Employee Engagement practice is followed in L.V

Garment.
ii) To understand employees experiences in their job and expectations through

the organization.
iii) To learn and know how well the company is successful in harnessing its
employees and get best out of them.
iv)To study the various Employee Engagement activities carried out at L.V
Garment.
v) To give suggestions to the management based upon finding.
1.3 SCOPE OF THE STUDY:-

The scope of project is limited to the L.V Garment. Situated in PACCHA
PETH; SOLAPUR with sample size limits itself to 30 respondents.
1.4 LIMITATION OF STUDY:-
There is some limitation in connection with this project report as follows:-
i) The respondents were busy and sometimes were not available to give
opinion.
ii) Study is carried within the framework of rule made by L.V Garment,
SOLAPUR.
iii) The information provided by HR manager & respondents are considered

authentic.
iv) The organization has 79 employees (permanent) and for the study purpose
sample size restricted to 20 Employees. Hence, this is the limitation of my
study.
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v) It is very limited time within 15 days I have completed data collection

process.
1.5 RESEARCH METHODOLOGY:-
For the research prepared questionnaire and used the interview method to
know their personal information and opinion about Employee Engagement.
Even for the research there is used the observation method and personal
discussion method.
Tools of Data Collection And Sampling Procedure:-
 Sampling methods:-
The simple random sampling method was used to conduct study. The selected
sample type consists of the employees of L.V Garment. The respondents were
administered with a well structured questionnaire along with a direct
interview.
 Sample size:-
The sample size included 50 respondents of various departments of L.V

Garment.
DEPATMENTS TOTAL DEPARTMENT

EMPLOYEES WISE SAMPLES
NO. OF PERCENTAGE
RESPODENTS
(EMPLOYEES)
PRODUCTION 35 12 56.00%
DEAPARTMENT
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FINANCE 4 04
DEPARTMENT
HR DEPARTMENT 10 10 36.00%
MAINTAINANCE AND 14 01 02.00%

SECURITY
MARKETING 16 03 06.00%
DEPARTMENT
TOTAL 79 30 100%
Source:-Secondary Data
 Division of Data:-
There are two types by which data could be collected, namely:
1) Primary data
2) Secondary data
1) Primary data:-
This data which is collected in fresh and for the first time and thus original in
character. The data which I have collected is from current employee of
organization relating to study is primary data in my report. It collected with
help of well structure questionnaire along with formal interview and informal
interview.
2) Secondary Data:-
This data has been collected from the company records and internal
documentation. It is collected from the following sources:
i. Companies website
ii. Companies legal documents
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iii. Reference books
iv. Companies broacher
v. Customer List
 Data analysis:-
i) Data from Questionnaire-
The questionnaire was given to the respondents and accordingly data is

analyzed and converted into percentage (%) according to their mark, then the
complaints and suggestions were recorded.
ii) Data from formal interview –
The data obtained mainly consists of opinions and suggestions.
iii) Time and duration of the study-
The data has been collected data within 50 days.
1.6) CHAPTERS SCHEME:-
i) Introduction to the Study and Research Methodology
ii) Theoretical Background
iii) Company Profile
iv) Data Analysis and Interpretation
v) Finding, Suggestions and Conclusion.
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2.1 INTRODUCTION OF THE ORGANIZATION:-
L.V. Garment Company is providing service since 20 years till now. It also provides the
best quality. We help them to maintain the decorum of the particular workplace by providing
exclusive and as per your demand designed uniform. Our company provides the school
uniforms of various garments, various company’s such as Valji, Mafatlal and Armylon with
mill manufacturer from Bhiwandi , Bhurahanpur. Our company commenced its business
operation as prominent manufactured supplier of school uniforms, college uniforms, sport
uniforms, fancy wear, school bags, labels, batches as well.
Our Strengths
✓ Technology based working.
✓Best Infrastructure facility.
✓Designers.
✓ Best Production Processes.
✓Best quality with competitive rates.
✓Timely based delivery
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HISTORY OF THE ORGANIZATON:-
L.V. Garments is the sole firm with proprietorship and the proprietor is BABU LAXMSA
CHAVAN. It is been associated from 20 years ago and it was associated in the joint family.
It’s turnover expandable up to 4-5 crore per year and target to complete in next couple year
up to 10-15. L.V. Garments has only one major unit which is associated in SOLAPUR.
Firstly company started to manufacture fancy frocks for the small girls after that slowly
company developed in its school business which expanded vastly in Maharashtra side. After
school uniform manufacturing company started to manufacture fancy shirts with the various
kinds of fabrics which were available in Mumbai market area.
Firstly clients were from near of Maharashtra and afterwards from 2010 clients expanded up
to Bangalore.
Now company has its own position in the market area which is developed by the sole
proprietor and it gives the opportunity to work with various kinds of politicians schools such
as Excellent public school, ANAND GURUKUL.
VISION-
To manufacture world–class products of outstanding quality that give our customers a

competitive advantage through superior products and value, so we can make every customer
smile.
MISSION-
Our mission is to provide high quality uniform garment and one stop services (Apparel,
Sampling, Patterning, Grading and Development) to satisfy our client’s needs through a range
of efficient, effective manufacturing activities and delivered on holistic basis.
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ORGANISATIONAL CHART-]
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Junior
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PRODUCTS OF THE ORGANIZATION:-
Production details :
The manufactured products at work are known for its best stitching, perfect fitting and
excellent finishing. Our infrastructure is based on modern technology, well defined
machinery system to provide the excellent order in timely based delivery. We also supply the
best quality fabric also the one which is demanded from the client. We also have all types of
transportation facility to reach the product to its destination.
Product Details
L V Garment manufactures the different types of uniforms. Some are as follows
A. School Uniforms
1. Half Shirt
2. Full Shirt
3. Half Pant
4. Full Pant
5. All types of Petticoat
6. One piece
7. Jackets
8. Top
9.Blazers
10.Tie
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B. College Uniforms
C. Sport Uniforms
D. Hostel Uniforms
E. School Bags
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3.1 INTRODUCTION:-
For several years now, 'Employee Engagement' has been a hot topic in
corporate circles. It's a buzz phrase that has captured the attention of
workplace observers and HR managers, as well as the executive suite. And it's
a topic that employers and employees alike think they understand, yet can't
articulate very easily. Employers with engaged employees tend to experience
low employee turnover and more impressive business outcomes. A positive
attitude held by the employee towards the organization and its values. An
engaged employee works with colleagues to improve performance within the
job for the benefit of the organization. The organization must work to develop
and nurture engagement, which requires a two-way relationship between
employer and employee.
Most organizations today realize that a satisfied employee is not necessarily

the best employee in terms of loyalty and productivity. It is only an engaged
employee who is intellectually and emotionally bound with the organization
who feels passionate about its goals and is committed towards its values thus
he goes the extra mile beyond the basic job.
Enagged employees perform better, put in extra efforts to help get the job
done, show a strong level of commitment to the organization, and are more
motivated and optimistic about their work goals Employee engagement is a
powerful retention strategy. An engaged employee gives his company his 100
percent. Employee engagement is a barometer that determines the association
of a person with the organization. It is about creating the passion among
associates to do things beyond what is expected from him.
Employee engagement is the level of commitment and involvement an

employee has towards their organization and its values. An engaged employee
is aware of business context, and works with colleagues to improve
performance within the job for the benefit of the organization. It is a positive
attitude held by the employees towards the organization and its values. .
Employee engagement is a set of favorable and un-favorable feelings with
which employees view their jobs, the place of work, and the nature of job they
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do, the quality of supervision the received, co-workers pay and perks and
promotional agencies.
Employees feel engaged when they find personal meaning and motivation in
their work, receive positive interpersonal support, and operate in an efficient
work environment. When organizations focus attention on their people, they
are making an investment in their most important resource. You can cut all the
costs you want, but if you neglect your people, cutting costs won’t make much
of a difference. Engagement is all about getting employees to “Giving Their
All?” Obviously, all organizations want their employees to be engaged in their
work. Some of the most successful organizations are known for their unique
work environments in which employees are motivated to do their very best.
These great places to work have been recognized in such lists as Fortune’s 100
Best Companies to Work For.
According to - Jack Welch, Former Chairman and CEO of General

Electric
“The best companies now know, without a doubt, where productivity real and
limitless productivity comes from. It comes from challenged, empowered,
excited, rewarded teams of people. It comes from engaging every single mind
in the organization, making everyone part of the action, and allowing everyone
to have a voice a role in the success of the enterprise. Doing so raises
productivity not incrementally, but by multiples.”
3.2 DEFINITIONS OF EMPLOYEE ENGAGEMENT:-
Different definitions by different people:-
Engagement at work was conceptualized by Kahn 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:
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 Physically
 Intellectually
 Emotionally
… Attached to their work” - Kahn.
“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.
3.3 CONCEPT OF EMPLOYEE ENGAGEMENT:-
Engagement at work was conceptualized by Kahn, (1990) 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. The second related construct to engagement in
organizational behavior is the notion of flow advanced by Csikszentmihalyi
(1975, 1990). Csikzentmihalyi (1975) defines flow as the ‘holistic sensation’
that, people feel when they act with total involvement. Flow is the state in
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which there is little distinction between the self and environment. When
individuals are in Flow State little conscious control is necessary for their
actions.
Employee engagement is the thus the level of commitment and involvement an

employee has towards their organization and its values. An engaged employee
is aware of business context, and works with colleagues to improve
performance within the job for the benefit of the organization. The
organization must work to develop and nurture engagement, which requires a
two-way relationship between employer and employee.’ Thus Employee
engagement is a barometer that determines the association of a person with the
organization.
Engagement is most closely associated with the existing construction of job

involvement (Brown 1996) and flow (Csikszentmihalyi, 1990). Job
involvement is defined as ‘the degree to which the job situation is central to
the person and his or her identity (Lawler & Hall, 1970). Kananga (1982)
maintained that job involvement is a ‘Cognitive or belief state of
Psychological identification. Job involvement is thought to depend on both
need saliency and the potential of a job to satisfy these needs. Thus job
involvement results form a cognitive judgment about the needs satisfying
abilities of the job. Jobs in this view are tied to one’s self image. Engagement
differs from job in as it is concerned more with how the individual employees
his/her self during the performance of his / her job.
Furthermore engagement entails the active use of emotions. Finally

engagement may be thought of as an antecedent to job involvement in that
individuals who experience deep engagement in their roles should come to
identify with their jobs. When Kahn talked about employee engagement he has
given important to all three aspects physically, cognitively and emotionally.
Whereas in job satisfaction importance has been more given to cognitive side.
HR practitioners believe that the engagement challenge has a lot to do with

how employee feels about the about work experience and how he or she is
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treated in the organization. It has a lot to do with emotions which are

fundamentally related to drive bottom line success in a company. There will
always be people who never give their best efforts no matter how hard HR and
line managers try to engage them. “But for the most part employees want to
commit to companies because doing so satisfies a powerful and a basic need in
connect with and contribute to something significant”.
3.4 ASPECTS OF EMPLOYEE ENGAGEMENT:-
Three basic aspects of employee engagement according to the global studies
are:-
• The employees and their own unique psychological makeup and experience.
• The employers and their ability to create the conditions that promote
employee engagement.
• Interaction between employees at all levels.
Thus it is largely the organization’s responsibility to create an environment
and culture.
Conducive to this partnership and a win-win equation.
3.5 THE DIFFERENCE BETWEEN EMPLOYEE SATISFACTION,

EFFECTIVENESS AND ENGAGEMENT:-
Satisfaction, effectiveness, and engagement are all inter-related in an upward

progression. Each item has different drivers, but they build on one another to
increase performance in the workplace. Just because employees are satisfied
with their job does not mean they are effective or engaged.
It is possible for an employee to be completely satisfied with his or her job,

and not be fully engaged. To further complicate matters, an employee can be
both satisfied and effective, yet not be engaged.
All three components work together to create an environment where

employees are highly motivated and committed to giving their best
performance
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ENGAGEMENT – THE EVOLUTIONARY JOURNEY
Higher
How much people

Engagement want and actually do
improve business
Positive results
Correlation
Commitment How much people want
With
to improve business
Business
Performance results
Satisfaction How much people

like it here
Lower
Employee Research Over Time
Source:- The Gallup Organization Study

.
3.6 DETERMINANTS OF EMPLOYEE ENGAGEMENT:-
1. Work Environment
Work place with openness and trust, matching physical facilities, flexibility is
quite conducive for satisfaction and job performance and a work environment
which encourages employees to air their views freely is more motivating.
2. Relationship with Superiors and Colleagues
The individual’s gets clue of behavior from their superiors and colleagues.
They develop and apply beliefs, attitudes and valves derived from the group of
superiors and colleagues with whom they are associated.
3. Motivation and Recognition
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Motivation is a process of stimulating people to attain to accomplish the

desired goals. Motivation is an internal feeling and in person totality not in
part is motivated. There are number of theories in motivation. The motivation
is classified into two types. First one is the employees motivated through
money. It is called financial motivation.
4. Welfare Facilities
Welfare measures to overcome employees’ occasional problems such as
illness, absenteeism and any other hardships.
5. Job Security
It attempts to design a job in such a way that it becomes more interesting and
challenging so that job holder makes meaning out of that. The degree of job
security determines the degree of employee engagement.
6. Grievance Handling
It is one of the important factors to achieve the organizational goal. It should
be emphasis on upward and downward grievance. It helps the employees to get
opportunity to express their feelings and views.
7. Quality Policy
It is an enhancement to the traditional way of doing business. When the
expression quality policy is used, we usually think in terms of an excellent of
production and services that fulfill or exceed our expectations. These
expectations are based on the intended use and selling price.
8. Individual’s Growth Opportunities

An employee particularly the achievement-oriented one, seeks growth through
his work. If the works provides him opportunity for personal growth and to
develop his personality he will feel committed to the job and the organization.
9. Goals and Responsibilities
When an individual enters the organization, the job description should be
clearly explained by the management. The employees have to know the goals
and responsibilities in their job. If the employees are clear with their goals and
responsibilities it helps them to get opportunity in their job.
10. Image of the Organization
Apart from value forming institutions of the society, organizations where
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Individual work, also shape their value through in lesser degree. An

organization has its own images which are reflected in the form of collective
values of individuals who join it. Where the organization image is poor, the
employee may either leave the organization.
11. Training and Development
Training is a process of learning a sequence of programmed behavior. It is an
Application of knowledge. It attempts to improve their performance on the
current job or prepare them for an intended job. Development is a long term
educational process utilizing a systematic or organized procedure by which
managerial personnel learn conceptual and theoretical knowledge for general
purpose. In Elite hospital periodical training is given to receptionist, nurses
and lab technicians to increase their efficiency of work.
12. Promotions
It is a term which covers a change and calls for greater responsibility and
usually involves higher pay and better terms and conditions of service and
therefore a higher status or rank.
3.7 ELEMENTS OF EMPLOYEE ENGAGEMENT :-
The research contributes that personal impact, focused work, and interpersonal
harmony comprises engagement. Each of these three components has sub-
components that further define the meaning of engagement.
A) Personal Impact:-
Employees feel more engaged when they are able to make a unique
contribution, experience empowerment, and have opportunities for personal
growth.
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B) Focused Work:-
Employees feel more engaged when they have clear direction, performance
accountability, and an efficient work environment. Aside from the personal
drive and motivation to make a contribution, employees need to understand
where to focus their efforts. Without a clear strategy and direction from senior
leadership, employees will waste their time on the activities that do not make a
difference for the organization’s success. Additionally, even when direction is
in place, employees must receive feedback to ensure that they are on track and
being held accountable for their progress. Finally, employees want to work in
an environment that is efficient in terms of its time, resources, and budget.
Employees lose faith in the organization when they see excessive waste. For
example, employees become frustrated when they are asked to operate without
the necessary resources or waste time in unnecessary meetings.
C) Interpersonal Harmony-
Employees feel more engaged when they work in a safe and cooperative
environment. By safety, we mean that employee trust one another and quickly
resolve conflicts when they arise. Employees want to be able to rely on each
other and focus their attention on the tasks that really matter. Conflict wastes
time and energy and needs to be dealt with quickly. Employees also need to
cooperate to get the job done. Partnerships across departments and within the
work group ensure that employees stay informed and get the support they need
to do their jobs.
3.8 THREE COMPONENTS OF EMPLOYEE ENGAGEMENT:-
The First Component of the employee engagement refers to the cognitions
that
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Underpin employees’ rational sense-making in the workplace. Employees
actively perceive their work environment and it is through this interpretive
sense-making process that employees develop an appraisal of what their
organization is like to work in. More positive appraisals of important
workplace features like leadership, communication, job design, supervision,
and support contribute to more a favorable summary belief that they work for a
great organization. It is this summary belief or underlying cognition that
affects people attitudinal responses to the organization, or the second
component of the of employee engagement.
The Second Component of the employee engagement refers to the emotions
employees feel in response to their perceptions of the workplace. When
employees actively perceive their organization in a favorable manner (e.g., the
organization has good communication processes, positive leadership, provides
rewarding jobs, etc.) then they respond affectively with greater job satisfaction
and emotional attachment (commitment) to the organization.
The Third Component of the employee engagement refers to the behaviors
that employees display when cognitively and emotionally engaged with the
organization. The behavioral action that is considered most important to an
engaged employee is their discretionary work effort, or willingness to go
beyond simple contractual requirements in order to help the organization reach
its objectives. In sum, employee engagement reflects three overlapping
dimensions – thinking (the perception that this is a great workplace), feeling
(affective responses such as job satisfaction and organizational commitment),
and acting (going the extra mile to help the organization succeed).
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Source:- www.greatplacetowork.com
3.9 CATEGORIES OF ENGAGED EMPLOYEES:-
According to the Gallup Organization study there are four categories of

Employees:
1. Actively Disengaged 3. Nearly Engaged
2. Not- Engaged 4. Actively Engaged
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Actively Disengaged employees aren’t just unhappy at work; they’re busy

acting out their unhappiness. Not-Engaged employees are essentially
“Checked out”. They are sleepwalking through their workday, putting time –
but not energy or passion – into their work. Nearly Engaged employees are an
“Insensitive breed”, they do the job as they are told putting no extra effort.
Actively Engaged employees work with passion and feel profound connection
to their company, they move the organization forward. The characteristics of
these four categories of Employees are listed below:
Actively Disengaged Nearly Engaged Actively Engaged

Disengaged
Bored and frustrated Often feel Do as you are told Do your very best
at work underutilized
Negative or sarcastic Spend time at work Do strictly what’s Constantly learning

attitude about work taking care of required and taking
personal needs calculated risks
Critical of leaders or Pay is a big reason Stick to what you Feel stretched
peers why stay know and take few beyond comfort
risks zone
Look for ways to Do just enough to See many barriers to Take personal
find blame get by and not get in better results outside satisfaction in the
trouble of personal control quality of work
Speak Poorly about Rarely stretched by Work can be

the company new assignments stressful; but also
rewarding and fun
Looking for a better It’s better than no It’s just a job You love your job
job job
3.10 MEASURES OF EMPLOYEE ENGAGEMENT:-

Gallup research consistently confirms that engaged work places compared
with least engaged are much more likely to have lower employee turnover,
higher than average customer loyalty, above average productivity and
earnings. These are all good things that prove that engaging and involving
employees make good business sense and building shareholder value.
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Negative workplace relationships may be a big part of why so many

employees are not engaged with their jobs.
Step I: Listen
The employer must listen to his employees and remember that this is a
continuous process. The information employee’s supply will provide direction
. This is the only way to identify their specific concerns. When leaders listen,
employees respond by becoming more engaged. This results in increased
productivity and employee retention. Engaged employees are much more
likely to be satisfied in their positions, remain with the company, be promoted,
and strive for higher levels of performance.
Step II: Measure Current Level of Employee Engagement
Employee engagement needs to be measured at regular intervals in order to
track its contribution to the success of the organization. But measuring the
engagement (feedback through study) without planning how to handle the
result can lead employees to disengage. It is therefore not enough to feel the
pulse—the action plan is just as essential.
Step II1: - Identify the problem areas
Identify the problem areas to see which are the exact areas, which lead to
disengaged employees
Step IV: Taking action to improve employee engagement by acting upon
the problem areas
Nothing is more discouraging to employees than to be asked for their feedback
and see no movement toward resolution of their issues. Even the smallest
actions taken to address concerns will let the staff know how their input is
valued. Feeling valued will boost morale, motivate and encourage future input.
Taking action starts with listening to employee feedback and a definitive
action plan will need to be put in place finally.
3.11 KEY DRIVERS OF EMPLOYEE ENGAGEMENT:-
The drive for an engaged workforce needs to build on good people

management and development policies, and the active support of line
managers. People management strategies and policies need to be aligned with
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those of the wider business. Employees need to understand how their work
contributes to organizational outcomes.
A minority of employees may not want to be engaged; organizations may need

to give particular attention to recruitment and communications. There is no
short-cut to building and maintaining employee engagement, but the time,
effort and resource required will be amply repaid by the performance benefits.
There is no definitive all-purpose list of engagement ‘drivers’, but they should
be influenced by certain factors, which are following:
i) Involvement in decision-making
ii) Freedom to voice ideas, to which managers listen
iii) Feeling enabled to perform well
iv) Having opportunities to develop the job
v) Feeling the organization is concerned for employees’ health and well-being.
Perceived managerial fairness in dealing with problems also impacts

significantly on individual performance, although it is not significantly related
to engagement. Engagement levels are influenced by employees’ personal
characteristics: a minority of employees are likely to resist becoming engaged
in their work. But people are also influenced by the jobs they do and the
experiences they have at work. The way in which both senior management and
line managers behave towards, and communicate with, employees, plus the
way in which work is organized and jobs defined, contribute significantly
towards making work meaningful and engaging.
The Basic Key Drivers of Employee Engagement

1. Level of Education
Level of education of an individual is a factor, which determines the degree of
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Employee’s Engagement. For example, several studies have found negative

correlation between the level of education, particularly higher level of
education and in job Engagement. The possible reason for those
phenomenon’s
. may be that highly educated persons have very high expectations form their
jobs, which remain unsatisfied.
2. Age
Individual experience different degree of employee Engagement at different
stages of their life. Employee Engagement is high at the initial stage, gets
gradually reduced, starts rising up to certain stages, and finally dips to a low
degree.
3. Other Factors
Besides the above two factors, there are other individual does not have
favorable social and family life, he may not feel happy at the work place.
Similarly other personal problem associated with him may affect his level of
job Engagement.
People Work

Senior  Work Activities
Leadership  Resources
 Manager  Processes
 Co–workers
Total Rewards Engagement Opportunities
 Pay &  Career Opportunities

Benefits  Learning/Development
 Recognition
Company Practices
Quality of Life
 People Practices
 Policies
 Work/Life Balance
 Performance
Assessment
 Company Reputation
Source: Hewitt Associates Study, 2004
Page 28 B.B.A (2019-20)

The Other Key Drivers of Employee Engagement
1) Work-Life Balance-
Work-life balance has been the first casualty of the pressure packed working
environment of the corporate world today. A lack of work-life balance has
been found to drastically affect productivity levels and quality of working
conditions for most employees. Many organizations have been trying to
enforce this through a series of measures.
2) Training & Development-
Adequate facilities for training accompanied with adequate need assessment,

required to enhance their skills. Appropriate training and development helps
employees to increase their productivity and to enhance their knowledge be it
related to Behavioral, Technical and Functional.
3) Organizational Commitment-
It is the employee's psychological attachment to the organization. It can be

contrasted with other work-related attitudes, such as Employee Engagement
and Organizational Identification (the degree to which an employee
experiences a 'sense of oneness' with their organization). Employee identifies
with the organization and there is perfect harmony between his beliefs, values
and goals and those of the organization.
4) Pride to be in Organization-
Employee feels proud to be associated and there is an emotional bonding with

the organization, this bonding leads to more productive work hence, Engaged
Employees.
5) Communication-
If you accept that employees want to be involved in what they are doing then
this trend is clear. The effect of poor internal communications is seen as its
most destructive in global organization which suffer from employee
annexation - where the head office in one country is buoyant (since they are
closest to the action, know what is going on, and are heavily engaged) but its
Page 29 B.B.A (2019-20)

annexes (who are furthest away from the action and know little about what is
happening) are dis-engaged. In the worst case, employee annexation can be
very destructive when the head office attributes the annex's low engagement to
its poor performance... when its poor performance is really due to its poor
communications.
6) Recognition-
Employee recognition is a communication tool that reinforces and rewards the

most important outcomes people create for your business. When you recognize
people effectively, you reinforce, with your chosen means of recognition, the
actions and behaviors you most want to see people repeat. An effective
employee recognition system is simple, immediate, and powerfully
reinforcing.
7) Co-workers-
Adequate mutual trust & understanding among fellow employees ensures

engaged employees. If employees' relationships with their managers are
fractured, then no amount of perks will persuade the employees to perform at
top levels. Employee engagement is a direct reflection of how employees feel
about their relationship with the boss.
8) Decision Making-
Empowerment & support down the line to take decisions. Employees want to
be involved in decisions that affect their work. The leaders of high engagement
workplaces create a trustful and challenging environment, in which employees
are encouraged to dissent from the prevailing orthodoxy and to input and
innovate to move the organization forward.
9) Career Advancement Opportunities-
Opportunities for Individual growth. The boundary less career may redirect the
primary responsibilities of career management to employees this does not
mean the organizations have no responsibility. In the boundary less career, the
organization’s responsibility is to build employee self-reliance and to help
employees maintain their marketability through continual learning. The
Page 30 B.B.A (2019-20)

organization needs to provide support for employees to continually add to their

skills, abilities, and to their knowledge.
10) Leadership-
Employees feel that the Supervisors are always there for help and besides they
empower and provide adequate climate to support and develop.
a)Clarity of Company Values

Employees need to feel that the core values for which their companies stand
are unambiguous and clear.
b) Respectful Treatment of Employees
Successful organizations show respect for each employee’s qualities and
contribution regardless of their job level.
c) Company’s Standards of Ethical Behavior
A company’s ethical standards also lead to engagement of an individual.
11) Innovation-
It is a more specialized kind of change. Innovation is a new idea applied to

initiating or improving a product, process, or service. So all innovations
involve change, but not all changes necessarily involve new ideas or lead to
significant improvements. Innovations in organizations can range from small
incremental improvements to any Job related content. But Employees should
find job content intrinsically satisfying and have the opportunity to put
innovative ideas into work.
12) Performance Appraisal-

Fair evaluation of an employee’s performance is an important criterion for
determining the level of employee engagement. The company which follows
an appropriate performance appraisal technique (which is transparent and not
biased) will have high levels of employee engagement.
13) Pay and Benefits-
The company should have a proper pay system so that the employees are
motivated to work in the organization. In order to boost his engagement levels
Page 31 B.B.A (2019-20)

the employees should also be provided with certain benefits and

compensations.
14) Health and Safety-

Research indicates that the engagement levels are low if the employee does not
feel secure while working. Therefore every organization should adopt
appropriate methods and systems for the health and safety of their employees.
15) Job Satisfaction-
Only a satisfied employee can become an engaged employee. Therefore it is
very essential for an organization to see to it that the job given to the employee
matches his career goals which will make him enjoy his work and he would
ultimately be satisfied with his job.
16) Family Friendliness-
A person’s family life influences his wok life. When an employee realizes that
the organization is considering his family’s benefits also, he will have an
emotional attachment with the organization which leads to engagement.
3.12 FACTORS FOR HIGHER EMPLOYEE ENGAGEMENT :-
The contributing factors are:
 Understanding of corporate goals/mission
 Understanding of job and how it contributes to overall corporate goals
 Clear communication of goals, expectations, directions
 Job design
 Job fit
 Support and tools
 Independence & innovation
 Relationship with boss/direct reports
 Clear feedback on performance
 Recognition
 Learning and development opportunities
Page 32 B.B.A (2019-20)

 Opportunities for advancement
 Pride in organization
 Employee input
 Employee involvement in decision making
 Work-life balance
 Workplace culture/morale
 Co-worker relationships/good team environment (enjoy colleagues)
 Fair HR practices
To conclude, Employee engagement is a concept that is generally viewed as

managing discretionary effort, that is, when employees have choices, they will
act in a way that furthers their organization's interests. An engaged employee
is a person who is fully involved in, and enthusiastic about, his or her work.
ENGAGED EMPLOYEES…
 Stay: Employees tend to remain in the company.

 Say: Employees speak well about the company.
 Strive: Employees ready to work beyond the call of duty.
4.1 Personal Details:-
1. Age wise Distribution of the sample size :-
Sr. No. Age of the Respondents No. of Respondents Percentage
1 20-25 year 00 00%
2 26-30 year 05 10%
3 31-35 year 05 10%
4 36-40 year 10 20%
5 Above 40 year 30 60%
Page 33 B.B.A (2019-20)

Total 50 100%
Interpretation:-
The above table interprets that the employees working in organization are differentiate
age wise. The age group of above 40 living the maximum number of employees has
good ability to work in this group. In age group of 20-25year there are no any
permanent employees in the organization.
Analysis:-
The organization contains maximum employees whose ages are more than 40 year.
2.Department wise Distribution of the sample size:
Sr. No. Name of the Departments No. of Respondents Percentage
1 Foundry 28 56%
2 Machine Shop 18 36%
3 Research and Development 01 02%
4 Fettling and Storage 03 06%
Total 50 100%
Page 34 B.B.A (2019-20)

Interpretation:-
The above table interprets that the employees working in organization are differentiate
department wise. The foundry department consists of 56% of employees and Machine
shop department consists of 36% employees out of total number of employees. Other
department could consist of 8% employees in the organization.
Analysis:-
Foundry and machine shop are the main departments of Menon and Menon ltd.
3. Marital Status wise Distribution of the sample size:
Sr. No. Marital Status No. of Respondents Percentage
1 Single 03 06%
2 Married 47 94%
Total 50 100%
Page 35 B.B.A (2019-20)

Interpretation:-
The above table interprets that near about 94% employees are married and remaining
Employees are unmarried in the organization.
Analysis:-
The organization contains maximum Married employees.
4. Educational Qualification wise Distribution of the sample size:
Sr. No. Educational Qualification No. of Respondents Percentage

1 1-10th 25 50 %
2 ITI 05 10 %
3 HSC 10 20 %
4 HSC + ITI 05 10 %
5 Diploma 00 00 %
6 Graduate/Post Graduate 03 06 %
Page 36 B.B.A (2019-20)

7 Graduate + ITI 02 04 %
Total 50 100%
Interpretation:-
The above table shows that 50% of the respondents they had completed matriculate
education. 24% of the respondents they had completed ITI and 30% of the
respondents they have completed their HSC and 10% of the respondents had
completed their graduation.
Analysis:-
All the employees have completed their SSC .
5. Work Experience wise Distribution of the sample size:
Sr. No. Work Experience No. of Respondents Percentage
1 00-05 years 00 00%
2 06-10 years 10 20%
3 11-15 years 05 10%
4 16-20 years 15 30%
Page 37 B.B.A (2019-20)

5 Above 20 years 20 40%
Total 50 100%
Interpretation:-
The above table shows that 40% of the respondents have more than 20 years
experience. The 30% of the respondents have 16-20 years experience, 10% employees
have experience between 11-15 years and remaining employees have 6-10 year
experience.
Analysis:-
Though there is 40% employees have more than 20 years experience and 30%
employees have experience between 16 to 20years, there may to focus on new
recruitments because there is no even single employee who have experience between
0-5 years.
4.2 Organisational Details:-
Sr. Question Answers of Respondents

No.
Neither
Strongly Agree Agree Disagree Strongly
nor
Page 38 B.B.A (2019-20)

Agree Disagree Disagree
My company provide attractive 45 05 00 00 00

opportunities for growth and
1 improvement.
Interpretation:-
The above table shows there are 90% employees are strongly agree with opportunities
provided by the organization and 10% employees are agree.
Analysis:-
All the employees are satisfied with opportunities provided by the organization.

No.
Neither
nor
Page 39 B.B.A (2019-20)

Agree Disagree Disagree
2 My company gives the respectful 30 15 05 00 00

treatment to the employees.
Interpretation:-
The above tables shows there are 60% employees are strongly agree with respect
given to the employee by the organization,30% employees are agree with above
question and remaining 10% employees are neither agree nor disagree with above
question.
Analysis:-
Near about all the employees are satisfied with the respectful treatment given by the
organization.
Page 40 B.B.A (2019-20)

No.
Neither
Agree nor Disagree
Disagree
My superiors and team members 45 05 00 00 00

appreciate my efforts in
3 performing my job.
Interpretation:-
The table shows there are 90% employees are strongly agree with effort appreciation
by the supervisor and team members above question but 10% employees also agree
with same concern.
Analysis:-
All the employees are satisfied with efforts appreciation by the supervisor and team
members also.
Page 41 B.B.A (2019-20)


No.
Neither
Agree nor Disagree
Disagree
4 My opinions and ideas seem to 15 15 10 10 00

matter
Interpretation:-
The above table shows there are 30% employees are strongly agree with ideas and
opinion consideration by the management and other 30% employees are agree. There
are 20% employee are neither agree nor disagree but remaining 20% employees are
not agree with the same.
Analysis:-
There are more employees are satisfied with the policy of organization for the
employees opinion consideration.
Page 42 B.B.A (2019-20)


No.
Neither
Agree nor Disagree
Disagree
5 I have materials and equipments 35 15 00 00 00

to do my job effectively.
Interpretation:-
The above table shows 70% employees are strongly agree with the Sufficient Material
and Equipment provided by the Organization and remaining 30% employees are agree
for the same.
Analysis:-
Much of the employees are satisfied with the materials and equipment provided to
employees for their working.
Page 43 B.B.A (2019-20)


No.
Neither
Agree nor Disagree
Disagree
6 I get the needed information to do 40 10 00 00 00

my job.
Interpretation:-
The above table shows 80% employees are strongly agree with the sufficient
information regarding well job doing from the Organization and remaining 30%
employees also agree for the same.
Analysis:-
There are much employees are satisfied with the information provided by the
company.
Page 44 B.B.A (2019-20)


No.
Neither
Agree nor Disagree
Disagree
7 I am satisfied with the level of 35 15 00 00 00

pay I received.
Interpretation:-
The above table shows 70% employees are highly satisfied level of pay they received
and remaining 30% employees are satisfied with the payment the received.
. Analysis:-
The Organization have good policy of payment.
Page 45 B.B.A (2019-20)


No.
Neither
Agree nor Disagree
Disagree
8 I am satisfied with the 45 05 00 00 00

supportiveness of
HOD/Supervisors.
Interpretation:-
The table shows there are 90% employees are strongly agree with supportiveness of
HOD/Supervisors and 10% employees also agree with same concern.
Analysis:-
Near about all the employees are satisfied with the supportiveness of supervisors.
Page 46 B.B.A (2019-20)


No.
Neither
Agree nor Disagree
Disagree
9 I am satisfied with the 45 05 00 00 00

infrastructure to do my job
Interpretation:-
The above table shows 90% employees are strongly satisfied with the infrastructure of
working and remaining 10% employees are also satisfied with infrastructure.
Analysis:-
Near about all the employees are satisfied with the infrastructure of working in the
organization.
Page 47 B.B.A (2019-20)


No.
Neither
Agree nor Disagree
Disagree
10 My company follows an 45 05 00 00 00
appropriate performance appraisal
techniques.
Interpretation:-
The above table shows 90% employees are strongly satisfied with the performance
management techniques and remaining 10% employees are also satisfied.
Analysis:-
All the employees are satisfied with the performance management techniques of the
organization.
Page 48 B.B.A (2019-20)


No.
Neither
Agree nor Disagree
Disagree
11 I am utilizing myself and my 48 02 00 00 00

potential as whole to the
company.
Interpretation:-
The above table show 96% employees are strongly satisfied with their selves and their
potentiality as whole to the company and remaining 4% employees are also agree with
the same.
Analysis:-
Near about all the employees are strongly satisfied with the their selves and their
potentiality in the organization.
Page 49 B.B.A (2019-20)


No.
Neither
Agree nor Disagree
Disagree
12 I am satisfied with the stress relief 30 20 00 00 00

program conducted in the
company
Interpretation:-
The above table shows 60 % employees are strongly satisfied with stress relief
program and remaining 40% employees are also satisfied with the same.
Analysis:-
There are more employees are satisfied with the stress relief programs of the
organization.
Page 50 B.B.A (2019-20)


No.
Neither
Agree nor Disagree
Disagree
13 My company considers the family 35 15 00 00 00

benefits to me.
Interpretation:-
The above table shows 70 % employees are strongly satisfied with family benefit
policies of the organization and remaining 30% employees are also satisfied with the
same.
Analysis:-
The organization has good family benefits policies for the employees.
Page 51 B.B.A (2019-20)


No.
Neither
Agree nor Disagree
Disagree
14 I am satisfied with level of trust 30 20 00 00 00

on my team.
Interpretation:-
The above table shows 60 % employees are strongly satisfied with level of trust on
their team and remaining 40% employees are also satisfied with the same.
Analysis:-
The organizations have trust on their employees.
Page 52 B.B.A (2019-20)


No.
Neither
Agree nor Disagree
Disagree
15 I feel the Reward and Recognition 35 15 00 00 00

program is fair and timely
Interpretation :-
The above table shows 70 % employees are strongly satisfied with Reward and
Recognition program and remaining 30% employees are also satisfied with the same.
Analysis:-
All the employees are satisfied with the rewards and recognition programs of the
organization.
Page 53 B.B.A (2019-20)


No.
Neither
Agree nor Disagree
Disagree
16 I am extremely satisfied with my 40 10 00 00 00

job.
Interpretation :-
The above table shows 80 % employees are strongly satisfied with their job and
remaining 20% employees are also satisfied with their job.
Analysis:-
Near about all the employees are satisfied with their jobs.
Page 54 B.B.A (2019-20)

5. FINDINGS:-
1. Today L.V GARMENT is counted in one of the most competiting company in

SOLAPUR. The reason behind it is the efforts taken by the company to understand its
employees. Employees are considered as one of the most important of the company.
2. In the organizational qualification, Experience, Skill & knowledge these criteria are
applied for the selection of the employees.
3. The organizations have maximum number of experienced employees lies the age
above 40.
4. It is observed that the company provides a equal employment opportunity
5. The organization always trusts on their employees.
6. The company has a good compensation management & provides various types of
incentives include Monetary as well as Fringe benefits.
7. Management adopts good performance appraisal system.
8. Most of the employees are very satisfied with various programs organized by the
management.
9. Company’s workers are well trained in the safe operation or all equipment and
process to use in jobs.
10. Attractive Salary, Brand name, Goodwill are the things the employees are attracted to
the organization.
11. Some time management can allow to employee participate in job related decision.
12. Communications between management and employee lines are totally open means
any employee can talk with any head of the department or manager.
13. Employee’s trade union is registered.
14. There are harmonious relations between the Management & the workers.
15. Company provided retirement policy to employee and all workers aware about
retirement policy.
16. It is found that, according to the most of the employees feel that HR policies and
practices followed by the company is very good.
Page 55 B.B.A (2019-20)

6. SUGGESTIONS:-
1. Organization may update its performance appraisal system. It would help organization
& employees to enhance their performance.
2. The company should focus on the recruitment for balancing the experienced and fresh
blood group.
3. Instead of Job related training, the workers should also get training on Soft skills,
personality development, Leadership qualities which will improve the communication
skills of the workers.
4. Organization may undertake various update activities to help all employees to know
HR policies and practices adopted by organization.
5. The organization may form IQAC(Internal Quality Assessment Cell) for improving
performance of the organization .
6. The workers should be judged on certain parameters and the best workers name
should be displayed on the notice board, this will help in increasing the morale of the
workers & the workers will also work more efficiently.
7. Consistently good performers should be given Appreciation letters by the Head of the
Department.
8. In order to reduce absenteeism & Leaves taken the management should take
initiatives to give a reward to the most regular worker.
9. The organization may for alumni cell for the retired employees.
10. Today, the attrition rate is high in every organization and every industry. Organization
may adopt strategy that would curb the attrition and would help organization to retain
its trained employees to complete and enhance its performance in world and retain its
top spot with skilled and loyal employees as a huge human resource asset of the
organization.
Page 56 B.B.A (2019-20)

11. CONCLUSION
From the above study I can conclude that,
As per the collection of data and interpretation and analysis of the data I can conclude
that L.V Garment is one of the preferred company of the employees for working and
they also follows all HRM practices in their day to day operations for the engagement
of employees in their work and try to get 100% efforts from them with their
satisfaction, so organizations keep them on top position for next ten years.
BIBLIOGRAPHY1. Blair-Loy, M., & Wharton, A.S. (2002). ―Employees‟ use of

work-family policies and
the workplace social context‖. Social Forces, 80, 813-845.
2. Blood, R.O., & Wolfe, D.M. (1960). Husbands and wives. New York: Macmillan.
3. Champoux, J.E. (1978). ―Perceptions of work and non-work: A reexamination of

the
compensatory and spillover models‖. Sociology of Work and Occupations, 5, 402-

422.
4. Clark, S.C. (2000). ―Work/family border theory: A new theory of work/family

balance‖.
Human Relations, 53, 747-770.
Page 57 B.B.A (2019-20)

5. Elloy, D.F. & Smith, C.R. (2003). ―Patterns of stress, work-family conflict, role
conflict,
role ambiguity and overload among dual career couples: An Australian study‖. Cross
Cultural Management. 10(1): 55-66.
6. Epie, C. (2006). ―Family-responsive policies in the Nigerian environment‖. Paper
presented at the ACREW Conference 2006 on socially responsive approaches to
employment and work. London.
Page 58 B.B.A (2019-20)

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BVDU’s, AKIMSS, SOLAPUR.

Most organizations today realize that a ‘satisfied’ employee is not necessarily

Employee Engagement is about motivating the employees to do their best by

The idea behind conducting Employee Engagement Study is that organizations

Page 1 B.B.A (2019-20)

sample, Designing the Questionnaire, comparison techniques, Selection of

The Questionnaire designed for the study of “Employee Engagement” aims to

L.V Garment Limited is a company in SOLAPUR that has started production

“A Study of Employee Engagement with special reference to L.V Garment” is

Page 2 B.B.A (2019-20)

1.2 OBJECTIVES OF STUDY:-

i) To study whether Employee Engagement practice is followed in L.V

ii) To understand employees experiences in their job and expectations through

1.3 SCOPE OF THE STUDY:-

1.4 LIMITATION OF STUDY:-

There is some limitation in connection with this project report as follows:-

iii) The information provided by HR manager & respondents are considered

Page 3 B.B.A (2019-20)

v) It is very limited time within 15 days I have completed data collection

1.5 RESEARCH METHODOLOGY:-

Tools of Data Collection And Sampling Procedure:-

The sample size included 50 respondents of various departments of L.V

DEPATMENTS TOTAL DEPARTMENT

Page 4 B.B.A (2019-20)

MAINTAINANCE AND 14 01 02.00%

There are two types by which data could be collected, namely:

ii. Companies legal documents

Page 5 B.B.A (2019-20)

iii. Reference books

iv. Companies broacher

i) Data from Questionnaire-

The questionnaire was given to the respondents and accordingly data is

ii) Data from formal interview –

The data obtained mainly consists of opinions and suggestions.

iii) Time and duration of the study-

The data has been collected data within 50 days.

1.6) CHAPTERS SCHEME:-

i) Introduction to the Study and Research Methodology

ii) Theoretical Background

iii) Company Profile

iv) Data Analysis and Interpretation

v) Finding, Suggestions and Conclusion.

Page 6 B.B.A (2019-20)

2.1 INTRODUCTION OF THE ORGANIZATION:-

✓ Technology based working.

✓Best Infrastructure facility.

✓ Best Production Processes.

✓Best quality with competitive rates.

✓Timely based delivery

Page 7 B.B.A (2019-20)

HISTORY OF THE ORGANIZATON:-

To manufacture world–class products of outstanding quality that give our customers a

Page 8 B.B.A (2019-20)

Marketin Productio H. R. D. Finance

Page 9 B.B.A (2019-20)

PRODUCTS OF THE ORGANIZATION:-

L V Garment manufactures the different types of uniforms. Some are as follows

5. All types of Petticoat

Page 10 B.B.A (2019-20)

Page 11 B.B.A (2019-20)

Page 12 B.B.A (2019-20)

Page 13 B.B.A (2019-20)

Most organizations today realize that a satisfied employee is not necessarily