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A COMPARATIVE STUDY ON THE

EMPLOYMENT ENGAGEMENT ACTIVITIES


IN INDUSTRIES WITH THE EDUCATIONAL
INSTITUTIONS.
S.R.SATHYA NARAYANAN
1305004556
M.B.A (Human Resources)

Introduction
Employee Engagement is arguably the
most critical metric for organisations and
Institutions in the 21 st Century. Most if
not all, of the other key measures that
reflect
and
drive
organisational
performance are products of engaged
committed employees. In 1999, the book
First Break all the Rules helped the term
employee engagement become popular
in the world

Employee Engagement - Defined


Employee

Engagement

is

measurable degree of an employees


positive

or

negative

emotional

attachment to his job, colleagues


and organisation which profoundly
influences his willingness to learn
and perform at work.
Scarlett Surveys

Statement of Problem
Despite evidence of how destructive employee burnout or disengagement can
be, studies

from

the

human

services field

on

the opposite condition,

engagement, are limited. Surprisingly little academic and empirical research has
been conducted overall on the comparative analysis on the employee
engagement initiatives among Corporates v/s Higher educational Institutions,
and a large portion of it comes from the business management community.
Additionally, to address this problem, more research that focuses specifically on
the engagement levels of workers in human services like teaching occupations is
necessary. Empirical data are needed so professionals can better understand
employee engagement and use what they learn about it to develop managerial
interventions and alternative strategies that foster engagement for human
services workers.

Objectives

The main objective of this proposed study is to find the differences in the
employee engagement practices between the Corporates and Higher
educational Institutions.

The purpose of this study is to find out different aspects of employee


engagement from the existing literatures available.

It throws light on various attributes & key drivers of employee engagement,


how employee engagement can be measured, how to increase it and how
to handle disengaged employees. .

The article lists down various employee engagement activities being held at
the corporate houses and the Higher educational Institutions. At the end,
implications for theory, further research and practices are discussed.

Methodology
As employee engagement is an emerging topic
and being studied by different researchers on
various aspects of the topic with varied
conceptualization, an integrative literature review
method is adopted and presented in this work in a
descriptive study manner. The Dependent
variable in this study was the employees total
score on the nine item employee engagement
scale. The Independent variables were the
employees number of years of service in the
agency,
Work,
Reward
and
recognition,
Opportunity, Communication effectiveness, team
work and recreational activities.

Present scenario in Industries and


institutes
The problem here is that until the company have
sufficient Employee engagement initiatives, it cannot
clinch a project. But unless there is a project, it cannot
attract and retain people. With the advent of MNCs it
may be noted that job prospects are gearing up. The
multinationals are offering fantastic pay packets and
working environments to their employees. But in
educational institutions, there are limited welfare
measures initiated, and the teachers are not considered
for those opportunities while comparing with Corporates,
as they are working with more consciousness and
courage in order to maintain at most betterment of their
students. There are few welfare measures initiated by
both the government and private sector for the teaching
community

Analysis and Discussion


After scoring the questionnaire, the raw data were analysed in
different stages in order to study the formulated objectives as
mentioned in the earlier chapters . the findings of the study are
based on the quantitative analysis of the data relating to the
selected variables of the study. The quantitative results of the
findings of the different statistical techniques are used to assess
differences between the employment engagement practices in
corporate and Higher education industries

Different Statistical tools used for the study are :


Descriptive Statistics
Mean
Standard Deviation
Co-relation Analysis
Inferential Statistics
Annova
T- Test
Multiple Regression Analysis.

Distribution of Sample
GENDER

Frequency

Percent

Male

208

59.4

Female

142

40.6

Total

350

100.0

Distribution of Sample on the Difference in Age group

Age

Frequency

Percent

Below 30 years
Between 31 - 40
Years
Above 41 years

138

39.4

155

44.3

57

16.3

Total

350

100.0

Distribution of Sample on the


basis of Nature of Job
DESIGNATION

Frequency

Percent

Lectures
Process
Executives
Consultant
Assistant
Manager
Manager
Total

167

47.7

149

42.6

14

4.0

11

3.1

9
350

2.6
100.0

Multiple correlation analysis between the


dependent and independent parametric variables
of employee engagement practices between
Corporates and Higher Educational Institutions.

Work

Mean
Difference
(I-J)

Std. Error

Sig.

.195

.560

.997

Consultant

2.064

1.382

.567

Assistant
Manager

-4.222

1.546

.051

Manager

-.222

1.699

1.000

Lecture
Process
s
Executives

Multiple correlation analysis between the dependent and


independent parametric variables of employee engagement
practices between Corporates and Higher Educational
Institutions.

Reward
and
Recogniti
on

Oppor
tunity

Mean
Difference
(I-J)

Std. Error

Sig.

-1.229*

.279

.000

Consultant
Assistant
Manager
Manager

.942
-3.772*

.690
.772

.650
.000

-3.772*

.849

.000

Process
Executives

-1.663*

.411

.001

Consultant

-.165

1.015

1.000

Assistant
Manager

-5.737*

1.135

.000

Manager

-.737

1.248

.976

Process
Lecture
Executives
s

Lectur
es

Multiple correlation analysis between the dependent and independent


parametric variables of employee engagement practices between
Corporates and Higher Educational Institutions.
Mean
Std. Error
Sig.
Difference
(I-J)

Team
Work

Lecture
s

Comm Lecture
unicati
s
on

Process
Executives

-.310

.427

.950

Consultant

2.820

1.053

.059

Assistant
Manager
Manager
Process
Executives

-4.323*

1.178

.003

-3.323
-.075

1.295
.410

.079
1.000

Consultant

.524

1.013

.986

Assistant
Manager
Manager

-3.048

1.134

.058

-2.048

1.246

.471

Multiple correlation analysis between the dependent and independent


parametric variables of employee engagement practices between
Corporates and Higher Educational Institutions.

Quality
Of
Life

Recrea
tional
Activiti
es

Lecture
s

Lecture
s

Mean
Difference
(I-J)

Std. Error

Sig.

Process
Executives

-.690

.442

.522

Consultant
Assistant
Manager
Manager

3.787*
-.784

1.091
1.221

.005
.968

-.784

1.342

.977

Process
Executives
Consultant
Assistant
Manager
Manager

-1.163*

.285

.001

-1.017
-2.874*

.705
.788

.600
.003

-4.874*

.867

.000

Multiple correlation analysis between the dependent and independent


parametric variables of employee engagement practices between
Corporates and Higher Educational Institutions.

Job
Perform
ance

Job
Satisfa
ction

Lecture
s

Lecture
s

Mean
Difference
(I-J)

Std. Error

Sig.

Process
Executives

-.506*

.120

.000

Consultant
Assistant
Manager
Manager

.250
-.036

.297
.333

.918
1.000

-.036

.366

1.000

Process
Executives
Consultant
Assistant
Manager
Manager

-.486*

.145

.008

-1.897*
-2.754*

.358
.401

.000
.000

.246

.441

.981

Discussion

The work burden of a teacher may look likes easy than a employee from a corporate, but teaching requires lo of
physical and mental work at the same time, but in case of Corporates they have only mental work (i.e.,) think
and execute, and they do not have any physical work while comparing with teachers of educational institutions

In case of Corporates, if an employee is more dedicated and hard worker means, he will be motivated through
awards and recognitions, but in case of teaching this is totally missing. Most of educational institutions are not
willing to recognize the hard work and efforts made by their teaching faculty members on various dimensions
towards the growth of the organisation.

Opportunity is very common and easy for the employees those are working in Corporates or industry on various
aspects like, salary hike, promotion and transfer etc., but in case of educational sector, it is not a easy task to
get high salary in early stages in the profession also there is a long gap between the promotional scales fixed
and transfer is also not possible for the teachers working in private sector.

Teamwork is possible in the Corporates, the employees belongs to the same tean shall joint and work together
in order to achieve their task or goal, but in case of teaching, a teacher is supposed to face his/ her challenges
in single, as there is no scope for the team work in teaching profession.(as per the data collected)

Communication is essential for the working effectiveness of all profession, hence in Corporates and teaching
there is no significant different on the communication aspect. Also there is no burning issue on the
communication on these establishments.

The quality of life of an corporate employee the comparatively better than the teaching people, also there is one
more thing, in some exceptional case both of them have poor quality oif life as well as recreational activities.

Performance Review

More than 50% of all employees participated in the survey with


representation of more than 50% of each respondent group with
the exception of college.

Seventy-six percent of employees who responded are engaged or


highly engaged in their work.

Shared

values

were

the

strongest

factor

that

influences

engagement, with communication and feedback and recognition


being the two weakest factors.

Generally, majority of employees rated items referencing their


workplaceare more positively than items referencing the teaching
profession

Conclusion
Results from this study contributed to the limited empirical research on
the topic of employee engagement. Specifically, it contributed the first
statistical information about rates of engagement among corporate
and higher educational institutions. Because employee engagement is
now understood to be a critical component of successful organizational
outcomes, it needs to be closely examined in the social work field, if for
no other reason that agencies are held increasingly more accountable
for outcomes, and funding is often tied to success rates. An engaged
staff can contribute significantly to reaching positive outcomes.
Therefore, the engagement concept should be at the forefront of social
work research and policy implementation.

Recommendations for future research


Further research is required to provide teachers with better
understanding of the antecedents and consequences of teachers
work

engagement.

Further

exploration

of

teaches

work

environment, particularly the impact of leader behaviors among


teachers is important. Of equal importance is the need to examine
the consequences of teachers work engagement, including
performance-based educational quality outcomes. Finally, the
study of teachers work engagement as an important moderator
or mediator between teachers educational preparation and
staffing ratios and students outcomes should be considered.

Acknowledgement and celebration are


essential to fuelling passion, making
people feel valid and valuable and giving
the team a real sense of progress that
makes it all worth while
Thanks a lot for those who contributed directly or
indirectly
on making this Project a grand success

Thank you one and all


Thank you