TABLE OF C O N T E N T S

Chapter No. Title Page No.

1. Introduction 2
1.1 Introduction of the study 3-12
1.2 Objective of the study 13
1.3 Scope of the study 14
1.4 Limitation of the study 15

2. Profile of the Organization 16

2.1 History & General information 17-18
2.2 Company Profile 19-21
2.2 Employee Participation in TCS 22-28

3 Review of literature 29

4. Research Methodology 32

5. Findings 35

6. Conclusion 37

7. Reference 39

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 CHAPTER I
INTRODCUTION

1.1 Introduction of the study:

2
Employee involvement refers to the opportunities for employees to take part in decisions that
affect their work, either in their immediate job (task discretion) or in relation to wider company
issues (organizational participation). When talking about employee participation, it is customary
to distinguish between direct and indirect participation. ‘Indirect employee participation’ refers
to the involvement of employee representatives (such as local trade unions or works councils) in
decision-making processes, while ‘direct employee participation’ defines direct interaction
between employers and employees.

Employee involvement is concerned with the capacity of employees to influence decisions as

individuals rather than through representatives. It is often used synonymously with the term
‘direct participation’ and is the common concept that underlies diverse notions of ‘new forms of
work organization’ – whether ‘high involvement’, ‘high performance’ or ‘learning
organizations’. It is also a basic ingredient of ‘workplace innovation’.

Little is known about the factors that encourage or discourage initiatives to involve employees
more closely in decision-making. However, a series of potential influences or determinants on
the prevalence of employee involvement systems can be identified as:

 The characteristics of the work task;

 The nature of employer flexibility policies;
 Organizational human resources capacity;
 The availability of consultative and representative institutions;
 The type of ownership;
 The nature of employment regulation.

Strong evidence about the implications of employee involvement is still limited. Nevertheless,
four issues seem likely to be affected:

 learning opportunities at work;

 employee motivation;
 work and employment conditions;
 Employee well-being.

When an organization truly wants to create a positive work environment that is based on high
trust, exceptional customer service, collaborative teamwork, operational excellence, and creative
problem solving, then the leadership team must begin to understand, invest in, and be responsive
to the needs of the group that represents the organization’s most valuable assets, and is also one
of its most important customers, the employees.

The return on such nominal investments will come in the forms of higher levels of employee
motivation, creativity, productivity, and commitment that will move the organization forward
with greater profitability.

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1.1.1 History of Employee Involvement & Participation:

Employee involvement and participation have been at the heart of industrial relations since its
inception, although much of the contemporary terminology has moved away from “Industrial
Democracy” employed by the Webs in 1898.

The labels and terms for employee involvement and participation have expanded and varied over
time, reflecting different disciplinary bases (industrial relations, human resource management,
psychology and political science), changing socio-economic contexts, competing goals between
management, labour and government, and a variety of practices.

The idea of workers participation arose in Europe, where collective bargaining has usually been
at the branch or industry level; this often left a gap of employee representation at the enterprise
or plant level, which became filled by bodies such as works councils, works committees,
enterprise committees and so forth. Many developing countries have also adopted legislative
initiatives with a view to having works councils or similar structures set up (e.g., Pakistan,
Thailand, and Zimbabwe) as a means of promoting labor-management cooperation. The
relationship of these bodies to trade unions and collective bargaining has been the subject
of considerable legislation and negotiation.

Workers Participation in Management is an essential ingredient of Industrial democracy. The

concept of WPM is based on Human Relations approach to Management which brought about a
new set of values to labour and management.

Traditionally the concept of Workers‟ Participation in Management (WPM) refers to

participation of non-managerial employees in the decision-making process of the organization.
Workers‟ participation is also known as labor participation‟ or employee participation‟ in management. In
Germany it is known as co-determination while in Yugoslavia it is known as self-management.
The International Labor organization has been encouraging member nations to promote the
scheme of Workers Participation in Management. Workers participation in management implies
mental and emotional involvement of workers in the management of Enterprise.

1.1.2 What is Employee Participation?

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The terms involvement and participation are now and then used as synonyms, as the sharing of
decision making between management and employees. The word participation is also used in
place of participative management and is taken as equivalent to team building. On the other hand
involvement is used in her analysis as a way to participation. The terms involvement and
participation are very often used interchangeably. Authors such as Kaufman and Kleiner (1993)
have used the terms employee representation and industrial democracy‘ to describe workers
participation‘. So, workers participation can be called as a prospect for workers to have a
common say in the governance and operation of the workplace. It is providing the opportunities
to the employees through whom they can persuade decisions relating to their work and their
work place.

Thus the term Workers Participation in Management (WPM) has been given several meanings.
In simple words, it is a process in which the authority and responsibility of managerial function
are shared with workers. It is a device of ensuring effective consultation with workers on the
position that are related with them. Workers participation in decision making is an essential
component of Industrial democracy. The concept of workers participation in management is
based on humanitarian approach to management and it brings a new set of values to labour and
management.

Worker participation means arrangements designed to engage workers in the enterprises

decision making process. This allows for employees taking part in the commencement,
formulation and execution of decisions within the enterprise. The concept is newer to the dealing
of workers in organizations where workers are interested in the taking of decisions which have
direct bearing on them. Mc Gregor (1960) puts forward that worker participation consists
basically in creating opportunity under suitable conditions for workers to influence decisions
which affect them. It is a special case of delegation in which the subordinate gain better control
and better freedom of choice with respect to eliminating the communication gap between the
employees and the management. This serves to craft a sense of belonging among the workers as
well as a favorable environment in which the employees would voluntarily contribute to smarten
industrial relations.

Traditionally the concept of Workers Participation refers to participation of employees at lower

level in the decision-making practice of the organization. The workers participation is too known
as employee participation in management. In Germany it is known as co-determination and in
Yugoslavia it is called self management. The International Labour Organization has been
motivating member nations to endorse the scheme of Workers Participation in Management.
Workers participation in management implies psychological and emotional contribution of
workers in the management of enterprise. It is considered as a mechanism in which employees
have a say in the decision-making.

Definition

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The term workers participation in management covers the provision of scope for employees in
decision-making in organization. This participation can be at the lower level i.e. shop floor,
departmental level or at the top level and it includes the keenness in sharing the task of the
organization by the workers. A few selected definitions are given as under:

According to Keith Davis (1987), ―Participation refers to the mental and emotional
involvement of a person in a group position which encourages him to put in to group goals and
share the responsibility of achievement‖.

Mc Gregor (1960) puts forward that worker participation is creating opportunity under suitable
conditions for workers to impress decisions which affect them. It is one way the delegation in
which the subordinate gain greater autonomy, more freedom of choice with respect to removal of
the communication gap between the management and the workers.

According to Walpole (1975), ―Participation in management gives the worker a sense of

importance, pride and accomplishment; it provides the worker the freedom for clarity; a feeling
of belongingness with the place of work and a sense of workmanship and creativity.

Dr. Alexander (2013) considers a management to be participative, ―If it gives scope to the
workers to influence its decision making process on any level or sphere or if it shares with them
some if its managerial prerogatives.

Clegg(1960) says, ―It implies a situation where workers representatives are, to some extent,
involved in the process of management decision making, but where the ultimate power is in the
hands of the management.

As per De Bellecombe, L. G. (1978) in International Institute of Labour Studies, ―Employee

Participation in Management (EPM) is the participation resulting from the practices which
increase the scope for employee’s share of influence in decision making at different tiers of
organizational hierarchy with the concomitant assumption of responsibility.

1.1.3 Features of Employee Participation

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Participative management is a tool that is used to motivate the employees. When subordinates

are involved in decision-making at all levels it is known as participation. According to New-

storm and Davis, ‘participation is the mental and emotional involvement of people in group

situations that encourages them to contribute to group goals and share responsibility for them’.

Features:

1. Participation involves mental as well as emotional involvement of the employees.

2. It instills teamwork among the employees.

3. It is a motivational technique.

4. An employee can identify his own strengths as well as weaknesses.

5. It is an all-pervasive function.

6. Employees become better through contribution in the decision-making process.

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1.1.4 Types of Employee’s Participation:

Employee’s participation in management may take many forms, e.g.

(A) Formal participation.

1. Ascending participation

2. Descending participation.

(B) Informal participation.

(A) Formal Participation:

It consists of some plan for labour-management cooperation, i.e., to some degree, recognized as
a modus operandi between management and workers, frequently through a union.

Workers and management may work together on such plans as:

i. Accident prevention.

ii. Elimination of waste and defective work.

iii. Attendance & Absenteeism.

iv. Employee insurance plans, etc.

In ascending type of participation, the elected representatives of workers participate in

managerial decisions at higher levels such as in the board of directors of the enterprise. In
Descending type of participation, workers participate in the planning and deciding their own
work on the shop floor.

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Collectively, workers can participate in:

(i) Works Committees which are meant for promoting measures for securing and preserving
amity and good relations between workers and management. A works committee comments
upon matters of common interest and attempts to settle any material difference of opinion
between the two parties.

(ii) Joint-councils of workers and management may decide the issues on which interests of
management and workers are identical, e.g., accident prevention and safety measures,
determination of production standards, worker’s training, welfare measures etc.

(iii) Information sharing in which workers are told about certain aspects of the company, e.g.,
plans for expansion, financial position of the company, etc.

(iv) Employee’s director, i.e., an elected representative of the (employee’s or) worker’s is one of
the Board Directors.

Individually workers can participate in management through:

(i) Suggestion System.

(ii) Delegation and job enlargement in which workers plan and decide their own work.

(B) Informal Participation:

It is more typically at the work-group level, where the foreman develops the opportunity for the
group of workers to take part in a problem-solving or decision making process. Typically, the
matters on which decisions are taken are those within the prerogatives of the foreman or super-
visor.

Conditions for the Success of Worker’s Participation in Management:

(i) There should be an atmosphere of cooperation and trust between the management and the
workers.

(ii) Workers those who are participating must be capable of understanding the problems, their
complicacies and interactions.

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(iii) The participating workers should be able to express themselves to their own satisfaction.

(iv) Workers should be permitted to participate in the decision on maximum of company matter,
e.g., introducing new machinery, newer methods of operation, etc.

(v) The participation of a worker must not adversely affect his status or role.

(vi) Discussions should be frank and free and without any reservation.

(vii) Besides caring for the immediate interests of itself, both the parties should respect each
other’s interests also. For example, workers need not remain solely interested in their wages and
welfare and employers in raising efficiency and reducing cost of production.

(viii) It is generally commented that “most of the relatively rare successes of such consultations
seem to occur where an unusually progressive manager is blessed with unusually competent
union officials”.

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1.1.5 IMPORTANCE OF WORKER‟S PARTICIPATION IN
MANAGEMENT:
 

Higher Productivity

The increased productivity is possible only when there exists fullest co-operation between labour and
management. It has been found that poor labour management relations do not encourage the
workers to contribute anything more than the minimum desirable to retain their jobs thus
participation of workers in management is essential to increase industrial productivity.
 
Greater Commitment

An important prerequisite for forging greater individual commitment is the individual’s

involvement and opportunity to express him. Participation allows individuals to express
themselves at the work place rather than being absorbed into a complex system of rules,
procedures and systems. If an individual knows that he can express his opinion and ideas, a
personal sense of gratification and involvement takes place within him. I am sure you will agree
that participation increases the level of commitment and the employees start relating to
the organization.

 
Reduced Industrial Unrest

Industrial conflict is a struggle between two organized groups, which are motivated by the belief
that their respective interests are endangered by the self-interested behaviour of the other.
Participation cuts at the very root of industrial conflict. It tries to remove or at least minimize the diverse and
conflicting interests between the parties, by substituting it with cooperation, homogeneity and
common interests. Both sides are integrated and decision arrived at are mutual rather than
individual.
 
Improved Decisions

I am sure that you will agree that communication is never a one way process, Also note that it
is seldom, if ever, possible for managers to have knowledge of all alternatives and all
consequences related to the decisions which they must make. Because of the existence of barriers
to the upward flow of information in most enterprises, much valuable information possessed by
subordinates never reaches their managers. Participation tends to break down
the barriers, and makes the information available to managers. To the extent suchinformation
alters the decisions; the quality of decisions is improved.

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1.1.6 Other Benefits of Employee Participation:

1. To make use of human capital:

Co-operative management will not restrict the organizations to exploit the physical capital of

such employees. Instead of making the best use of human intelligence as well as emotional

capital, it will also give all employees a good opportunity to contribute all of these ideas as well

as suggestions which will improve the process of business and create an environment which is

better.

2. Meeting the psychological needs of employees:

When the employees have some say in the decision-making process, it will give them some sort

of psychological satisfaction. It will also give a simple force that will drive them towards

boosting and improving their performance, creating a good channel and communication and

coming up with a practical and better solution that can design even better organizational

processes.
3. Retaining the best talents:

Also, another benefit of employee participation is that it will become the most effective

strategies to find talent within the industry. It will also give the employees a sense of pride to

have some say in the process of decision making. Others have been valued by the seniors.

They will stick towards the organization and become much better management partners in

meeting a few goals and achieve better success. Finally, it is the best when it comes to boosting

productivity inside the industry. In the competitive world that we live in, the job securities, as

well as high pay packages, are not good enough for boosting the productivity of the industry.

What also matters alongside is industrial democracy and authority.

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1.2 Objectives of the study:

 To identify how organization achieve industrial peace and harmony.

 To study how to develop internal motivation in the workers.

 To study how to boost the morale of employees.

 To identify how organization raise the levels of the employee production, productivity
and product quality.

 To understanding of employee role in the working of industry.

 To study how organization minimize the number of grievances and therefore industrial
disputes.

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1.3 Scope of the study:

 The employees may also have the chances of showing more creativity as well as
analytical ability. Such opportunities shall make them all the more motivated.

 Employee participation automatically comes motivation. When you are participating with
a group of others in an environment, you will create an environment that is more positive.

 Employee participation is that it makes you more creative and innovative. In fact, these
two happen to be some of the biggest and most essential benefits that come
with participative management.

 Employee participation also boosts mutual faith, cooperation, and understanding. In that

way, the employees will hardly have any disagreements with the decisions of the
manager.

 Employee participation is that it will boost productivity in the working environment. An

increased say in decision making will always mean that there is a strong feeling of
association now.

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1.4 Limitation of the study:

 Employee participation is that it comes with security risks. Typically, this also means that

sharing critical data and information with a larger chunk of employees.

 Participative management is that all employees end up having a hard time when it comes

to finding the distinction between employment levels and management.

 Removing the defined barrier between the management as well as the employees, it

happens to be a part of the management and purpose, the company will have to designate

the leaders to avoid the potential for uncertainty and chaos of command when the

situations are challenging.

 Employees to be able to establish programs that can use or even manipulate an existing

one with the whole idea of frustrating the efforts of the employees so that they may

obtain independent representation.

 Organization shall use the participation of employees or program of involvement that

may deter the employees from using the independent union representation.

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 CHAPTER II
PROFILE OF THE ORGANIZATION

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2.1 Introduction of the company:

TATA Consultancy Services Limited (TCS) is an Indian multinational information technology

(IT) service & and consulting company headquartered in Mumbai, Maharashtra, India. It is a
subsidiary of Tata Group and operates in 149 locations across 46 countries.

TCS is the largest Indian company by market capitalization. Tata consultancy services is now

placed among the most valuable IT services brands worldwide. In 2015, TCS was ranked 64th
overall in the Forbes World's Most Innovative Companies ranking, making it both the highest-
ranked IT services company and the top Indian company. It is the world's largest IT services
provider. As of 2018, it is ranked eleventh on the Fortune India 500 list. In April 2018, TCS
became the first Indian IT company to reach $100 billion market capitalization, and
second Indian company ever (after Reliance Industries achieved it in 2007) after its market
capitalization stood at ₹6,79,332.81 crores ($102.6 billion) on the Bombay Stock Exchange.

In 2016–2017, Parent company Tata Sons owned 20% of TCS and more than 70% of Tata Sons'
dividends were generated by TCS. In March 2018, Tata Sons decided to sell stocks of TCS worth
$1.25 billion in a bulk deal.

2.1.1 History

TCS Limited, initially started as "Tata Computer Systems" was founded 1968 by division of Tata
Sons Limited. Its early contracts included punched card services to sister company TISCO
(now Tata Steel), working on an Inter-Branch Reconciliation System for the Central Bank of
India, and providing bureau services to Unit Trust of India.

In 1975, TCS delivered an electronic depository and trading system called SECOM for
the Swiss company SIS Sega Inter Settle (deutsch); it also developed System X for the Canadian
Depository System and automated the Johannesburg Stock Exchange. It associated with a Swiss
partner, TKS Teknosoft, which it later acquired.

In 1980, TCS established India's first dedicated software research and development centre, the
Tata Research Development and Design Centre (TRDDC) in Pune. In 1981, it established India's
first client-dedicated offshore development centre, set up for clients Tandem. TCS later (1993)
partnered with Canada-based software factory Integrity Software Corp, which TCS later
acquired.

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In anticipation of the Y2K bug and the launch of a unified European currency (Euro), Tata
Consultancy Services created the factory model for Y2K conversion and developed software
tools which automated the conversion process and enabled third-party developer and client
implementation. Towards the end of 1999, TCS decided to offer Decision Support System (DSS)
in the domestic market under its Corporate Vice President and Transformation Head Subbu Iyer.

On 25 August 2004, TCS became a Publicly Listed Company.

In 2005, TCS became the first India-based IT services company to enter
the bioinformatics market. In 2006, it designed an ERP system for the Indian Railway Catering
and Tourism Corporation. By 2008, its e-business activities were generating over US$500
million in annual revenues.

TCS entered the small and medium enterprises market for the first time in 2011, with cloud-
based offerings. On the last trading day of 2011, it overtook RIL to achieve the highest market
capitalization of any India-based company. In the 2011/12 fiscal year, TCS achieved annual
revenues of over US$10 billion for the first time.

In May 2013, TCS was awarded a six-year contract worth over ₹ 1100 crores to provide services
to the Indian Department of Posts. In 2013, the firm moved from the 13th position to 10th
position in the League of top 10 global IT services companies and in July 2014, it became the
first Indian company with over Rs 5 lakh crore market capitalizations.
In Jan 2015, TCS ends RIL's 23-year run as most profitable firm.
In Jan 2017, the company announced a partnership with Aurus, Inc., a payments technology
company, to deliver payment solutions for retailers using TCS Omni Store, a first of its kind
unified store commerce platform. In the same year, TCS China was associated as a joint venture
with the Chinese government.
TCS announced its FY19 Q3 results posting 24 percent year-on-year (YoY) rise in profit at Rs
8,105 crore. The stock plunged 2.5 percent intra-day as brokerages cut price target.

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2.1.2 Services Provided by TCS:

 IT Services
1. Application Development, Maintenance Reengineering, Testing
2. Packaged Software
3. Implementation, Systems Integration

 Asset Based Solution

1. IT Based Products
2. Product Based Services

 Global Consulting
1. IT Consulting
2. Business Consulting
3. Quality Consulting

 Engineering & Industrial Services

1. Product & Process Engineering
2. Embedded Systems
3. Plant Automation Services
4. Enterprise Asset Management

 IT Infrastructure
1. IT Outsourcing, Network Consulting & Integration
2. Hardware Support & Installation
3. Infrastructure Management

 BPO(Business Process Outsourcing)

1. Inbound Call Centers, Back Office Support
2. Engineering Services
3. Database Services

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2.1.3 VISION, MISSION and VALUES:

VISION:-

 To decouple business growth and ecological footprint from its operations to

address the environment bottom-line
 To grow sustainably and help our customers achieve sustainable growth
through our green solutions and service offerings

MISSION:-

 To help customers achieve their business objectives by providing

innovative, best in class consulting IT solutions & services

VALUES:-

 Integrity, leading change, excellence, respect for the individual, and

fostering an environment of learning and sharing

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2.1.4 SOWT Analysis of TCS

 Strengths:-
1. High Quality & Price Performance
2. Large Pool of Knowledge Workers
3. Flexibility & Adaptability
4. Reliability
5. High Growth
6. Large Projects

 Weakness:-
1. Lack of Domestic Computerization
2. Project Management Skills
3. Localization

 Opportunities:-
1. Global Market
2. Domestic Demand
3. E-Commerce/E-Business

 Threats:-
1. Economical Threat
2. Technical Threat
3. Government Interference
4. Lack of Speed
5. Cost

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2.3 Employee Participation in TCS:

Our customers, employees and vendors are very much a part of our environmental sustainability
journey. It offers the customers IT-based green solutions, and motivates our vendors to adhere to
safe and environmentally responsible practices. It encourage our employees to volunteer for
environmental causes in their community, and engage them through various internal awareness
and communication campaigns, to sensitize them towards the risks to our environment, the need
to conserve resources, and in general, to be environmentally responsible. Throughout the year,
TCS associates in North America participated in volunteering activities that positively impacted
the environment, by way of park clean-ups, where they worked to remove invasive plant species
and cleaned up local shorelines.

As part of the environment initiatives in Latin America, the ‘Recycling with a Cause’ initiative
promotes environment consciousness by recycling paper, cans, lids, etc. which are handed over
to NGO partners. These NGOs in turn contribute towards healthcare support to be provided to
underprivileged people, either monetarily, or with resources. Healthcare treatments include
chemotherapy, wheelchair and physical rehabilitation. Every year, TCS UK&I runs four
awareness raising campaigns in its offices, in order to reduce its environmental footprint.

TCS also continues to promote environmental sustainability through Eco Futures, a staff
awareness program that focuses on recycling, energy consumption, and travel. Across TCS
locations, employees volunteer for various environment related initiatives, such as tree planting
drives and beach/park cleanup campaigns, in order to create awareness around their local
communities. Every year, the month of June is celebrated as the TCS Sustainability Month, and
June 2018 saw TCS observe this campaign globally with the theme ‘Beat Plastic Pollution’. We
pledged to make all our offices plastic free by eliminating the use of single-use plastic items and
minimizing and recycling plastic packaging in our cafeterias. Additionally, the campaign
comprised of several employee engagement activities that encouraged TCSers to join this
movement and implement their learning not only in their personal lives but also for the benefit of
the community around them.

Employee inputs are solicited through the annual survey called PULSE, conducted through the
Company’s digital portal, Ultimatix. Opinion polls, Proactive Employee Engagement
Programme (PEEP), open-house sessions, Process Improvement Proposals (PIPs), grievance
mechanisms, and exit interviews are some other mechanisms to solicit feedback from employees.
CrossFunctional Teams (CFTs) of local Admin, HR and employees are deployed for seeking the
feedback. To ensure appropriate client site work environment, our work contract provides a
baseline, and HR regularly liaisons with client support groups.

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Some channels of Employee Engagement in TCS are:
Speak Up: Speak Up is a platform for employees to discuss pertinent matters with the
Company’s seniors and to bring themselves closer to the Company and its management; thus
developing the channels of communication between employees and the Company’s top
executives.

Grievance Redressal System: Employee grievances are logged through a centralised grievance
redressal system. Branch Grievance Coordinators and the Corporate Grievance Process Lead
perform weekly and monthly reviews to ensure quality grievance resolution by the Human
Resources Team within the specified timeframe. Ethics Counsellors at regional and corporate
levels also play a key role in handling the sensitive grievances.

PIPs: Employees can log PIPs through a link in Ultimatix. To encourage employee participation
in the endeavour, the ‘Best PIP’ award is given annually.

PEEP: – Mentoring: PEEP is a mentoring initiative in which employees connect one-on-one

with TCS’s senior management.

Propel: Propel provides a forum to discuss issues and ideas, to promote the ideas and to resolve
issues at inception level itself. Propel covers all employees across TCS. Camps and confluences
are conducted for problem solving, discovery of new ideas, dialogue, reflection and fun. Through
these sessions, the employees are provided a platform for learning, interacting and problem
solving.

PULSE: PULSE is the company's annual Associate Satisfaction Survey, undertaken every year
to measure and understand the TCS Associate's attitude, opinions, motivation, aspirations and
satisfaction. Through PULSE, TCS attempts to find out opportunities for improvement, invite
suggestions, ascertain shortcomings, design appropriate plans, which finally conclude in action.
The steady rise in the Associate Satisfaction Index (through PULSE) is an indication of TCS
culture and care for its associates.

Stress Management: The IT industry is known for its high-pressure work atmosphere and long
working hours, which create high levels of stress. TCS encourages its employees to de-stress by
participating in Fun@Work which is a term used across TCS to refer to any activity or
programme that is conducted during work. Fun@Work Committees are formed across accounts
which organise, picnics, parties and get-togethers with fun and games. Annual picnics take place
in each region that gives TCSers spread across a region to come together and celebrate with their
families and colleagues.

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Some other platforms and initiatives we have at TCS to enhance and enrich employee
engagement are:

• Cara: AI-based HR assistant which answers employee questions on HR policies.

• Milo: Chatbot to facilitate the mentoring process.

• Knome, KnowMax, GEMS: Platforms for social collaboration within the organization,
learning, sharing and for reward and recognition.

• Safety First: Initiative focused on employee safety and security.

• Fit4life: Builds a fraternity of health and fitness conscious employees and creates a culture of
fitness.

• Purpose4life: Forum for volunteering for community projects in the areas of Education, Health
and Environment.

• Maitree: Community of TCSers and their families which plans activities that helps in
improving employee bonding and promoting work-life balance.

• PULSE: Our annual employee engagement and satisfaction survey is the organization’s formal
listening forum.

• TCS created robust avenues to build an emotionally strong and mentally resilient workforce
through #TCS Cares.

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The Link between Enterprise Engagement & Employee Engagement:-

“We’ve built a company where people are excited to come to work each day because we
impact people’s health and wellbeing and support the community and those in need.”

That’s what employees at the pharma company AbbVie are saying about their employer. It
comes as no surprise to find that company among Fortune’s list of America’s 100 Best
Companies to Work For.

Employees at other companies on the list are also full of praise about the way their leaders and
managers drive engagement and encourage alignment with the business’ goals and priorities.
Employees at financial firm Allianz talk about the culture of “inclusion and respect for
individuals and the unique talent they bring to the company”, while those at manufacturing
leader, Stryker, recognize that, “The people are amazing – everyone wants to win for our
customers, each other, and Stryker. Even the toughest days are a joy because of the others that
pitch in and support.”

There is now a clear link between the best-performing companies and the ones that have risen to
the challenge of reimagining the employee experience and focusing on employee engagement as
part of their business strategy.

C-suite executives are quick to recognize that people are a company’s greatest asset. What is
often overlooked, however, is the importance of employee experience in driving engagement and
successfully enabling those people to deliver positive business outcomes. Now is the time for
organizations to actively decide to change that dynamic.

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Why employee engagement is a top priority for leaders

Traditional workplaces and roles have changed significantly in the past decade – a result of
increasingly global and diverse workforces, the influence of digital technologies and millennials,
and the gig economy powered by access to data and high-speed connectivity. Traditional
employee workplace policies, engagement priorities, and approaches need to evolve to keep pace
with this revolution.

However, a recent survey reveals that companies still have a long way to go to achieve success in
this area. Only about 16% of people are fully engaged at work, according to the latest Global
Engagement Index, a survey which draws on the experiences of almost 20,000 employees in 19
different countries.

Employee engagement strategies also need to take the role of teams into account since these are
rarely as clearly defined as on an organizational chart. They are often formed on a need basis
around a particular piece of work, with managers pulling in skilled team members to deliver a
project on time and to budget.

Although people may officially belong to one team, they join many others on a day-to-day basis.
In fact, most work is teamwork, but about half, the teams where it happens are invisible to
companies, according to the Harvard Business Review.
Not surprisingly, HR leaders are now refocusing their efforts in this area, with just over half of
HR leaders listing employee experience as a priority for 2019, according to Gartner’s research.

Engaged and empowered employees make a difference

Gartner estimates that supporting the things that employee’s value could increase people’s
performance by a fifth. The results are increased productivity, innovation, greater retention,
lower recruitment costs –all of which contribute to the financial success of a business.

But just as the best organizations commit to the customers for reasons that go beyond
maximizing profits, focusing on what really matters to employees will have far-reaching
consequences.

Engaged and empowered employees report better health and wellbeing, lower stress levels, and
more energy in all areas of their lives. If you believe that the purpose of your business is to make
a positive difference to the world, as well as to create value for all stakeholders, then employee
experience is critical to your success.

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Proactive Employee Engagement Program by TCS

PEEP thats the latest buzzword in Tata Consultancy Services (TCS) corridors. In a bid to
strengthen its communication processes, the software major has introduced a new HR practice
called Proactive Employee Engagement Program (PEEP).

Prior to this, the company introduced yet another HR initiative titled PROPEL a global associate
engagement program initiated by Tao Consultants. And to popularize these two initiatives at
TCS, the company has put up colourful banners and fliers to catch the attention of its employees.
What exactly is PEEP all about These are individual employee meetings across functions and
grades. In this programme, associates get to talk directly one-on-one with the senior
management.

It is not the impersonal e-mail or memo, or the public nature of an open-house session. There is
no specific agenda for these meetings. If they have a suggestion that they want to share, an
opinion to express, a problem that they want advice on but never got that face-to-face
opportunity, this is the forum for that, explains the companys official spokesperson.
In essence, the aim of PEEP is to provide employees a platform to voice their problems. As for
reporting heads, its a platform to get to know their team members as well. Employees can talk
one-on-one with the senior management at TCS. Associates can have their own sessions with the
management and get to know the managements perspective on things, adds Ms Chaudhary.
Interestingly, these one-to-one meetings can be conducted by any of the following cadre namely
CEO, EVPs, VPs, regional managers, business RMs, HR heads, delivery centre heads, practice
heads and group leaders.

As a first step, before the meeting, the senior management person the employee will be talking to
is given a brief background on the employees function, grade, years of services, places travelled,
achievements and hobbies so that the associate and the senior manager do not waste time getting
to know each other.

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And to ensure that these interactions have the desired results, the partner uses a feedback form
where he/she records the suggestions, comments, problems, solutionsin short, a sort of minutes
of the meeting.

As for its other HR initiative PROPEL, the objective behind the introduction of this practice is to
promote the culture of share-care-grow at TCS. Employees issues and ideas are discussed in this
forum and people take ownership in promoting their ideas and resolving issues at their level
itself. This helps the organisation in creating the ownership culture and improves retention and
sourcing.

Incidentally, this people engagement movement covers all associates across TCS. Further, camps
and confluences are conducted for problem-solving, discovery of new ideas, dialogue, reflection
and plain fun. PROPEL stands for Professional excellence, Role enhancement, Ownership
culture, Personal growth, Employee involvement and Learning.

PROPEL is championed by TCS associates, project leaders and group leaders from across
functions. And these associates are exposed to personality feedback instruments. But how
PROPEL propagated across TCS By means of two types of events Confluences and Camps.

A Confluence is a space and forum for sharing and listening. Normally the duration of
Confluence is 3 to 4 hours. It is conducted by two or more propellers, where maximum 40
associates from different functions/groups get together to explore, discuss, reflect and share their
views on a particular theme. Sharing, fostering friendliness and role-taking is the agenda for a
Confluence.

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 CHAPTER III
REVIEW OF LITERATURE

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3.1Employee’s Participation in Decision Making Process:

Vishal Verma

Abstract:

Employee participation is the process whereby employees are involved in decision

making processes, rather than simply acting on orders. Employee participation is part of a
process of empowerment in the workplace. According to New-storm and Davis, ‘participation is
the mental and emotional involvement of people in group situations that encourages them to
contribute to group goals and share responsibility for them. In this review paper we will studied
about Employee Participation in Human Resource management, decision making. Employee
Participation is play crucial role in every business.

Conclusion:

Employee Participation we think about favorable position and disservice about Employee
Participation. We inferred that in a perfect world there are benefits going from facilitating the
acquiescence to take choices to build inventiveness. It gives the idea that worker inclusion and
cooperation truly engages representatives in the work environment and makes a just procedure
where a worker association and support share basic leadership and present the positive result of
the business.

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3.2Effect of Employee Participation on Organizational Performance
with Organizational Commitment:

Abstract:

The purpose of this study was to find out the impact of employee participation on
organizational performance and to find out the moderating effect of organizational commitment
on the relationship between employee participation and organizational performance. The study
population comprised of 5866 employees of three state corporations namely Mumias Sugar
Company, Kenya Power and KenGen. The study adopted descriptive survey research design.
The findings of the study were that employee participation had a significant effect on
organizational performance. The study further showed that affective commitment, continuance
commitment and normative commitment moderated the relationship between employee
participation and organizational performance.

Conclusion:
Employee participation and involvement on organizational performance. Results further
revealed that affective commitment, continuance commitment and normative commitment
moderated the relationship between employee participation and organizational performance.
Management should encourage employees to give meaningful suggestions and participate more
in decision making as this enhances organizational performance. Measures should be put in place
to increase employee participation and organizational commitment.

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 CHAPTER IV
RESEARCH METHODOLOGY

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4.1Research Methodology:

The whole collected data is secondary data.

Research:

Research methodology is systematic way to solve the problem. It is science of studying

how research is to be carried out. Research is "creative and systematic work undertaken to
increase the stock of knowledge, including knowledge of humans, culture and society, and the
use of this stock of knowledge to devise new applications. Research has been defined in a
number of different ways, and while there are similarities, there does not appear to be a single,
all-encompassing definition that is embraced by all who engage in it.

Objective of study:

 To study how employee participation is important in ever organization.

 To identify the company overall performance with the help of employee participation.

 To identify about individual and organization growth.

 To study how employee participation helps organization for overall growth.

 To study how individual and organization impacted because of organizational change.

 To study how it beneficial to employees to involve in organization process.

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4.2 Secondary Data:-
Data collected from a source that has already been published in any form is called
as secondary data. The review of literature in any research is based on secondary data. It
is collected by someone else for some other purpose (but being utilized by the
investigator for another purpose). For examples, Census data being used to analyze the
impact of education on career choice and earning. Common sources of secondary data for
social science include censuses, organizational records and data collected through
qualitative methodologies or qualitative research. Secondary data is essential, since it is
impossible to conduct a new survey that can adequately capture past change and/or
developments.

Sources of Secondary Data:

The following are some ways of collecting Secondary data:-

• Books
• Records
• Biographies
• Newspapers
• Published censuses or other statistical data
• Data archives
• Internet articles
• Research articles by other researchers (journals)
• Databases, etc.

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CHAPTER V
FINDINGS

35
5.1Findings of the study:

 Employee participation is informing and consulting employees about aspects of decision

making.

 Employee participation is involving employees (often via their representatives) in the

decision making machinery of the organization.

 Employee involvement and participation in organization leads good outcomes for the
organization.

 Employee involve the participation of employee in it because by doing this management

come to know deeply about the outcomes.

 Employee involving employees in decisions show not only how important employees are
for organization but also motivate employees by making them the part of the decisions.

 Employees in organization are important and how this leads good outcomes both for
organization and individuals.

 Employee’s participation in organization. In last we will summaries the key point of the
essay and will draw a conclusion.

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Chapter VI
Conclusion

37
7.1 Conclusion

Employee engagement is attracting a great deal of interest from employers across

numerous sectors. In some respects it is a very old aspiration – the desire by employers to
find ways to increase employee motivation and to win more commitment to the job and
the organization. In some ways it is ‘new’ in that the context within which engagement is
being sought is different. One aspect of this difference is the greater penalty to be paid if
workers are less engaged than the employees of competitors, given the state of
international competition and the raising of the bar on efficiency standards. A second
aspect is that the whole nature of the meaning of work and the ground rules for
employment relations have shifted and there is an open space concerning the character of
the relationship to work and to organization which employers sense can be filled with
more sophisticated approaches.

But there is reason to worry about the lack of rigor that has, to date, often
characterized much work in employee engagement. If we continue to refer to
‘engagement’ without understanding the potential negative consequences, the core
requirements of success, and the processes through which it must be implemented, and if
we cannot agree even to a clear definition of what people are supposed to be engaged in
doing differently at work (the engaged ‘in what’ question), then engagement may just be
one more ‘HR thing’ that is only here for a short time. On a positive note, there is now a
wider array of measurement techniques with which to assess trends in engagement and an
associated array of approaches to effect some change. Thus, aspiration can more feasibly
be translated into action.

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Chapter VII
References

39
7.1 Reference

www.google.com

www.tcs.com

www.shodhganga.com

www.academic.edu

www.ultimatix.net

www.peepsurvey.com

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