cp report on employee engagement

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CHAPTER 1

INTRODUCTION ABOUT THE

EMPLOYEE ENGAGEMENT

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1.1 INTRODUCTION:

Employee engagement is the level of commitment and involvement an employee has

towards their organization and its values. In engagement, people employ and express

themselves physically, cognitively, and emotionally during role performances. 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. Job involvement is defined as ‘the degree to which the job situation is central to

the person and his other identity. 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.

1.2 THE MEANING OF ENGAGEMENT:

The active participation and investment of an individual’s whole person, not solely parts

into role performance. In the context of the workplace, engagement takes on a more specific

meaning. Within organizations these interactions manifest themselves in the contract of

employment wherein employees pledge their services to their employer, commit themselves to

their job, and undertake the obligations of employment.

Employees are an asset to an organization. Using the organization’s intellectual capital

has become an important source of competitive advantage.

(Artur, 1994; Becker and Huslid, 2000; Buckingham and Vosburgh 2001)

1.3 DEFINITION OF EMPLOYEE ENGAGEMENT:

“Engagement is a process of emotionally attaching the employees to the organization, to

the level where they not only speak positive about the company and have immense desire to

remain its part but also contribute an extra effort for achievement of organizational objectives.”

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Engagement is not an event but a series of events that emotionally involves the employee

with the organization. Out of this emotional attachment employees tend to affiliate themselves

with the company and hence exhibit higher level of commitment and productivity. Whenever

employees engross themselves with the company they start speaking positively about it and

become ready to go an extra mile for it i.e. they are ready to do more than is required as

standard benchmark for the position they hold.

1.4 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.

1.5 IMPORTANCE OF ENGAGEMENT:

An organization’s capacity to manage employee engagement is closely related to its ability

to achieve high performance levels and superior business results. Some of the advantages of

Engaged employees are

• Engaged employees will stay with the company, be an advocate of the company and its

products and services, and contribute to bottom line business success.

• They will normally perform better and are more motivated.

• There is a significant link between employee engagement and profitability.

• They form an emotional connection with the company. This impacts their attitude towards the

company’s clients, and thereby improves customer satisfaction and service levels.

• It builds passion, commitment and alignment with the organization’s strategies and goals.

• Increases employees’ trust in the organization.

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• Creates a sense of loyalty in a competitive environment.

• Provides a high-energy working environment.

• Boosts business growth.

• Makes the employees effective brand ambassadors for the company.

1.6 EMPLOYEE ENGAGEMENT AND ORGANIZATIONAL PERFORMANCE:

Employee engagement is interwoven significantly with important business outcomes. In

this part we will see how employee engagement impacts organizational performance in the light

of various research works done.

A positive relationship between employee engagement and organizational performance

outcomes: employee retention, productivity, profitability, customer loyalty and safety.

Researches also indicate that the more engaged employees are, the more likely their employer

is to exceed the industry average in its revenue growth. . Employee engagement is found to be

higher in double-digit growth companies. Research also indicates that engagement is positively

related to customer satisfaction.

1.7 EMPLOYEE ENGAGEMENT STRATEGIES:

1) Start it on day one: Most organizations do have clear new talent acquisition strategies.

However, they lack employee retention strategies. Effective recruitment and orientation

programs are the first building blocks to be laid on the first day of the new employee.

Managers should be careful in pooling out the potential talent of the new employee

through effective recruitment. The newly hired employee should be given both general

orientation which is related to the company mission, vision, values, policies and

procedures and job-specific orientation such as his/her job duties, and responsibilities

2) Start it from the top: Employee engagement requires leadership commitment through

establishing clear mission, vision and values. Unless the people at the top believe in it,

own it, pass it down to managers and employees, and enhance their leadership,

employee engagement will never be more than just a “corporate fad” or “another HR

thing”.

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3) Enhance employee engagement through two-way communication: Managers should

promote two-way communication. Employees are not sets of pots to which you pour out

your ideas without giving them a chance to have a say on issues that matter to their job

and life. Clear and consistent communication of what is expected of them paves the way

for engaged workforce. Involve your people and always show respect to their input.

Share power with your employees through participative decision making so that they

would feel sense of belongingness thereby increasing their engagement in realizing it.

4) Give satisfactory opportunities for development and advancement: Encourage

independent thinking through giving them more job autonomy so that employees will

have a chance to make their own freedom of choosing their own best way of doing their

job so long as they are producing the expected result. Manage through results rather

than trying to manage all the processes by which that result is achieved.

5) Ensure that employees have everything they need to do their jobs: Managers are

expected to make sure that employees have all the resources such as physical or

material, financial and information resources in order to effectively do their job.

6) Give employee’s appropriate training: Help employees update themselves increasing

their knowledge and skills through giving appropriate trainings. Generally it is understood

that when employees get to know more about their job, their confidence increases there

by being able to work without much supervision from their immediate managers which in

turn builds their self-efficacy and commitment.

7) Build a distinctive corporate culture: Companies should promote a strong work culture

in which the goals and values of managers are aligned across all work sections.

Companies that build a culture of mutual respect by keeping success stories alive will not

only keep their existing employees engaged but also they baptize the new incoming

employees with this contagious spirit of work culture.

8) Focus on top-performing employees: A study conducted by Watson Wyatt Worldwide

in 2004/05 on HR practices of 50 large USA firms shows that high-performing

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organizations are focusing on engaging their top-performing employees. According to the

finding of the same research, what high-performing firms are doing is what top-

performing employees are asking for and this reduces the turnover of high-performing

employees and as a result leads to top business performance.

1.8 MODELLING ENGAGEMENT:

1) Robinson et al (2004) Model of the Drivers of Employee Engagement:

The approach to employee engagement, discussed by Robinson et al (2004), stresses the

importance of ‘feeling valued and involved’ as a key driver of engagement. Within this umbrella

of feeling valued and involved there are a number of elements that have a varying influence on

the extent to which the employee will feel valued and involved and hence engaged. Figure,

which is based on a diagnostic model in Robinson et al (2004), illustrates the drivers of

engagement suggested through a survey of over 10,000 NHS employees. Robinson et al

(2004) state that this can be a useful pointer to organisations towards those aspects of working

life that require serious attention if engagement levels are to be maintained or improve.

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2) Penna (2007) Model Of Hierarchy Of Engagement:

Interestingly in this model the ‘hygiene’ factors appear at the foundation of the model,

indicating the nature of these factors as a necessary, but not sufficient, building block upon

which the organisation must further develop in order to engage staff.

3) RBC’s New Model of Employee Communication:

Moorcroft (2006) notes that the ‘old’ model was focused on developing tactics and

methods by which to inform employees, or create awareness, of company news and objectives.

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However, the new model is based on engaging employees in the communication process in

order to achieve the desired outcomes and thus build the business value. This is achieved by

helping employees have a better idea of how what they do impacts upon the organisation and

by promoting behaviours that help achieve organisational objectives.

4) The CIPD (2006c) Model of Employee Engagement Model

Management, leadership and communication refers to how employees view their

managers and leaders, how much opportunity they have to participate in organisational decision

making and levels of trust. As CIPD (2006c) highlights, these factors have been found in

research to be very important in determining levels of engagement. This is also the area where

managers can have an important influence.

1.9 INCREASING EMPLOYEE ENGAGEMENT:

1) Culture: It basically encompasses various factors such as leadership style, vision,

mission, values, effective communications, strategic plan, HR policies & practices etc.

Corporate culture helps an organization to connect with people, gives employees the

opportunities to ideate and experience, develops employees for leadership roles and helps

them grow with the organization.

2) Continuous reinforcement of employee focused policies: Continuous reinforcement

exists when pro employee HR policies are framed by the organization and top

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management provides budgets and resources so that the employees can accomplish their

tasks.

3) Meaningful matrices: An organization’s performance is dependent majorly on its

employees. Hence, it is important to decide on measurement criterion for the factors that

affect performance of an organization. This drives people focus in an organization.

4) Organizational Performance: It leads to high levels of trust, pride, satisfaction,

success and of course fun at work place.

5) Increased job involvement and job satisfaction: A clear understanding of job role &

work role expectations and opportunities to excel, recognition of good work,

opportunities to develop skills and opportunities for learning & growth help to

increase job engagement.

6) Encouraging teamwork: Teamwork is the key to organizational success. To increase

team engagement, the team members should be allowed to interact frequently and

consistently so that longer term relationships are developed including trust, co

operation and reliance on each other.

7) Handling employees’ mental & physical health and morale: Reports suggest that

lifestyle issues such as smoking, poor diet, obesity, elevated blood pressure and stress

are most likely to reduce an individual’s capacity. Companies must invest in the well being

of their employee such as employee health priorities.

1.10 FACTORS LEADING TO EMPLOYEE ENGAGEMENT:

Empowerment 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.

Image: How much employees are prepared to endorse the products and services which their

company provides its customers depends largely on their perceptions of the quality of those

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goods and services. High levels of employee engagement are inextricably linked with high

levels of customer engagement.

Other Factors

Equal Opportunities and Fair Treatment: The employee engagement levels would be

high if their bosses (superiors) provide equal opportunities for growth and advancement

to all the employees

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.

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 the employees should also be provided with certain benefits and compensations.

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.

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.

Communication: The Company should follow the open door policy. There should be

both upward and downward communication with the use of appropriate communication

channels in the organization. If the employee is given a say in the decision making and

has the right to be heard by his boss than the engagement levels are likely to be high.

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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.

Co-operation: If the entire organization works together by helping each other i.e. all the

employees as well as the supervisors co-ordinate well than the employees will be

engaged.

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CHAPTER 2 LITERATURE REVIEW

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Literature Review 1

Title: Engagement at work

Author: Michelle R. Simpson

Abstract: Engagement at work has emerged as a potentially important employee performance

and organizational management topic, however, the definition and measurement of

engagement at work, and more specifically, nurse engagement, is poorly understood. The

objective of this paper is to examine the current state of knowledge about engagement at work

through a review of the literature. This review highlights the four lines of engagement research

and focuses on the determinants and consequences of engagement at work. Methodological

issues, as identified in the current research and recommendations for future nurse-based

engagement research are provided.

Literature Review 2

Title: A Study on Engagement and Involvement of Employees in Private Sectors Banks in

Chennai – With Special Reference to ICICI Bank.

Author: Dr. R. Suresh Babu

Abstract: Employee first, customers second is the new dimension which strengthens the

concept of employee engagement. Business leaders are not simply saying that “our people are

our most important asset”, they are actually beginning to mean it too. Employee engagement is

about building a truly great relationship with the workforce. People are the most important and

valuable asset of every organization. Organization should prefer to maximize wealth through

maximizing their human capital. It is a paradox that the valuable human resources are given

less importance and attention during the wealth maximization process. A nation with abundance

physical resources will not be benefited unless the human resources are effectively deployed.

Unlike other resources, human resources are not a depleting asset. The human resources are

not susceptible to standard measurement. This paper is trying to throw the light of the various

factors focus on employee engagement in private sector Banks in Chennai city with special

reference to ICICI bank.

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Literature Review 3

Title: An Empirical Study on Employee Engagement of Employees in the Banking Industry.

Author: Rejoice Thomas

Abstract: 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. 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 behaviour is the notion of flow advanced by

Csikszentmihalyi (1975, 1990). 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. The paper focuses on how employee engagement is an antecedent of job

involvement and what should company do to make the employees engaged.

Literature Review 4

Title: A Study on Understanding of Employee Engagement Practices: Comparison between

Banks and Higher Education Institutions.

Author: Priyender Yadav & Anil Kumar Singh

Abstract: Employee engagement has been high on agenda of a number of researchers and

organizations in the recent years. A successful employee engagement strategy helps creating a

community at the work place and not just a work force. 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.

As a researcher this concept requires careful investigation and the interest, therefore is to

extract the determinants of employee engagement and to understand what all factors contribute

to this concept. Literature has proved that it is the trust which measures the degree of employee

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engagement, so in the present study the researchers have tried to find out the effect of trust and

value on employee engagement.

As banks and higher educational institutions offer a comparative platform to study the

practices because both are in service sectors and the competencies required are relatively

same. Further, these organizations are heavily focused on Human Resources as an asset and

their image is directly associated with employees acts and behaviours.

Literature Review 5

Title: Driving Employee Engagement in Nationalized Banks in India.

Author: Swatee Sarangi & R. K. Srivastava

Abstract: Today Indian nationalized banks are operating in a highly competitive scenario. They

need to have employees who are passionate about their work and strive to take their

organization to greater heights. This paper investigates the role and impact of organizational

culture and communication on driving employee engagement. This study undertook the design

of descriptive, analytical and predictive research. The sample of the study consisted of 195

employees at executive level drawn from selected nationalized banks in India.

Literature Review 6

Title: To study the Employee Engagement practices and its effect on employee performance

with special reference to ICICI and HDFC Bank in Lucknow

Author: Neeta Bhatla

Abstract: The employee engagement practices in an organization get increased as companies

tend to work with a global workforce .Organizations are on hunt for people who are generally

enthusiastic to come to work every day and are highly passionate about their work .The article

focuses on the need for such employees and how their presence can improve the progress and

work efficiency of the organization as a whole .Also focuses on the challenges faced by the HR

managers to improve employee engagement for an organization’s survival .It also throws light

on other aspects of employee engagement like benefits ,key indicators and factors influencing

employee engagement. It also focuses on the various practices used in private banks.

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CHAPTER 3 RESEARCH METHODOLOGY

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3.1 RESEARCH OBJECTIVES:

The objectives of the study are as follows:

To study the employee engagement practise in Private and Government sector.

To study the various aspects of employee engagement.

To study the factors affecting employee engagement.

To understand employees experiences and expectations in their working with the

organization.

3.2 NATURE OF RESEARCH STUDY:

Primary Data

The primary data are collected by survey method. I have got more information about

my topic questionnaires filled by employee of Indian Banking Sector.

Secondary Data

The secondary data are collected from the survey; report and different website .I

have utilized based data of advance Indian Banking Sector.

Data Collection Method

1) As per descriptive designs are aimed only at providing accurate description of

variables relevant to problem under consideration.

2) It is generally used for preliminary and explorative studies. Decision maker choose

to accept data which permit inference drawing about causality between variable.

3.3 SAMPLING SURVEY

Area of the Research Study:

A chosen employee of Indian Banking Sector is of research in this. I have survey method to collect more information of employee and got this reliable information from them.

Target Population:

A selected employee from the public and private sectors bank. So, that the result

should be more efficient and closer as well profitable for the organization

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Sampling Technique:

In sampling technique used non probabilities technique. Which are conveniences sampling because it is less expensive and less time consuming technique?

Sample Size:

There are total 70 employees working in a both public and a private sector. I have

taken 60 employees in my survey to find out the objectives. Research Tool:

For the data collection I used structured questionnaire.

Presentation of Data:

The data are presented with the help of Graphs.

3.4 SCOPE OF THE STUDY:

1) My project is mainly deals with the Employee Engagement – Indian Banking Sector.

2) This project covers the job and task assign, future challenges and opportunities,

excitement, expected and all other activities.

3.5 LIMITATION OF THE STUDY:

1) The information may or may not be true given by the respondents. 2) The information collected may not be accurate because there is more to do an in-

depth survey of the same but due to time factors we were unable to do it. 3) Respondents felt awkward giving proper replies for questions. 4) The view of the respondents may not permanent. 5) The survey was carried out in a short span of time. 6) The survey is subjected to bias and prejudices of the respondents. Hence 100%

accuracy can’t be assured. 7) The study is within the Vadodara city.

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CHAPTER 4 DATA ANALYSIS AND INTERPRETATIONS

.

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ANNEXURE 1

DEMOGRAPHIC

1) Gender

Sr. No Particulars (Gender) Private Bank Public Bank

1 Male 16 19

2 Female 14 11

Total 30 30

16

14

19

11

0

2

4

6

8

10

12

14

16

18

20

Male Female

Gender

Private Bank

Public Bank

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2) Age

Sr. No Particulars (Age) Private Bank Public Bank

1 22 to 30 Years 7 4

2 30 to 40 Years 15 11

3 40 to 50 Years 8 15

Total 30 30

7

15

8

4

11

15

0

2

4

6

8

10

12

14

16

22 to 30 Years 30 to 40 Years 40 to 50 Years

Age

Private Bank

Public Bank

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3) Education/Qualifications:

Sr. No Particulars Private Bank Public Bank

1 Under-graduate 10 15

2 Post-graduate 12 8

3 Doctorate 3 2

4 Others 5 5

Total 30 30

.

10

12

3

5

15

8

2

5

0

2

4

6

8

10

12

14

16

Under-graduate Post-graduate Doctorate Others

Education/Qualification

Private Bank

Public Bank

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ANNEXURE 2

1) Employees in my organization willingly accept change for how task assign?

Sr.No Particulars Private Bank Percentage Public Bank Percentage

1 Strongly Disagree 0 0% 1 3.33%

2 Disagree 0 0% 2 6.67%

3 Neutral/Neither agrees nor disagrees

10 33.33% 1 3.33%

4 Agree 17 56.66% 14 46.67%

5 Strongly Agree 3 10% 12 40%

Total 30 100 30 100

INFERENCE:

In a private bank, 56.66% employees are agree, 33.33% employees are neutral and only

10% employees are strongly agree and about to accept change for the task they assign.

In a public bank, 46.67% employees are agree, 40% employees are strongly agree and

3.33% is neutral and about to accept change for the task they assign.

0% 0%

33.33%

56.66%

10%

3.33%

6.67%

3.33%

46.67%

40%

0%

10%

20%

30%

40%

50%

60%

Strongly Disagree

Disagree Neutral/Neither agrees nor disagrees

Agree Strongly Agree

Willing to accept change

Private Bank

Public Bank

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2) Do you getting or identify future challenges and opportunities?



2 Disagree 0 0% 1 3.33%


2 6.67% 1 3.33%

4 Agree 20 66.67% 16 53.33%

5 Strongly Agree 8 26.67% 11 36.67%

Total 30 100 30 100

INFERENCE:

66.67% employees are agree, 26.67% employees strongly agree and only 6.67%

employees are neutral for identify their future challenges and opportunities in private

bank.

53.33% employees are agree, 36.67% strongly agree and a few employees are disagree

with their response about their future challenges and opportunities in public bank.

0% 0%

6.67%

66.67%

26.67%

3.33% 3.33% 3.33%

53.33%

36.67%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Strongly Disagree



Identify future challenges and opportunities

Private Bank

Public Bank

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3) When you are at work, are you completely focused on your job duties?


1 Strongly Disagree 0 0% 3 10%

2 Disagree 0 0% 0 0%


0 0% 0 0%

4 Agree 12 40% 10 33.33%

5 Strongly Agree 18 60% 17 56.67%

Total 30 100 30 100

INFERENCE:

In private bank, 60% employees are strongly agree, 40% employees are agree and no

employees are disagree, strongly disagree or neutral about their focused on their job

duties.

In public bank, 56.67% employees are strongly agree, 33.33% employees are agree,

10% people are strongly disagree and no other employees id disagree or neutral about

their focused on their job duties.

0% 0% 0%

40%

60%

10%

0% 0%

33.33%

56.67%

0%

10%

20%

30%

40%

50%

60%

70%

Strongly Disagree



Focused on job duties

Private Bank

Public Bank

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4) Are you determined to give your best effort at work each day?





0 0% 0 0%

4 Agree 9 30% 9 30%


Total 30 100 30 100

INFERENCE:

In private bank, 70% employees are strongly agree and 30% employees agree about to

give their best effort at work each day.

In public bank, 60% employees are strongly agree, 30% employees are agree and 10%

employees are strongly disagree about to give their best effort at work each day.

0% 0% 0%

30%

70%

10%

0% 0%

30%

60%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Strongly Disagree



Best effort at work

Private Bank

Public Bank

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5) Are you often so involved in your work that the day goes by very quickly?





0 0% 2 6.67%

4 Agree 25 83.33% 18 60%

5 Strongly Agree 5 16.67% 10 33.33%

Total 30 100 30 100

INFERENCE:

In private bank, 83.33% employees are agree and 16.67% strongly agree employee

involved in their work that the day goes by very quickly.

In public bank, 60% employees agree, 33.33% employees strongly agree and 6.67%

employees are neutral involved in their work that the day goes by very quickly.

0% 0% 0%

83.33%

16.67%

0% 0%

6.67%

60%

33.33%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Strongly Disagree



Involved in a work

Private Bank

Public Bank

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6) Are you excited about going to work?



2 Disagree 0 0% 6 20%


4 13.33% 3 10%

4 Agree 20 66.67% 9 30%


Total 30 100 30 100

INFERENCE:

In private bank, 66.67% employee are agree, 20% employee strongly agree and only

13.33% employee are neutral to get excited about going to do work.

In public bank, 40% employee are strongly agree, 30%employee agree and only 20%

employee are disagree to get excited about going to do work.

0% 0%

13.33%

66.67%

20%

0%

20%

10%

30%

40%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Strongly Disagree



Excited about going to work

Private Bank

Public Bank

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7) Do you know what is expected of you at work?





5 16.67% 3 10%

4 Agree 18 60% 15 50%

5 Strongly Agree 7 23.33% 10 33.33%

Total 30 100 30 100

INFERENCE:

In private bank, 60% employees are agree, 23.33% employees are strongly agree and

16.67% employees are neutral to be what they expected of their work.

In public bank, 50% employees are agree, 33.33% employees are strongly agree and

10% employees are neutral be what they expected of their work.

0% 0%

16.67%

60%

23.33%

6.67%

0%

10%

50%

33.33%

0%

10%

20%

30%

40%

50%

60%

70%

Strongly Disagree



Expected of you at work

Private Bank

Public Bank

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8) At work, do you have the opportunity to do what you do best every day?



2 Disagree 3 10% 0 0%


7 23.33% 3 10%

4 Agree 15 50% 13 43.33%

5 Strongly Agree 5 16.67% 13 43.33%

Total 30 100 30 100

INFERENCE:

In private bank, 50% employees are agree, 23.33%employees are neutral and 16.67%

employees are strongly agree to have opportunity to do what they do best every day.

In public bank, 43.33% employees are agree, 43.33% employees are strongly agree and

10% employees are neutral to have opportunity to do what they do best every day.

0%

10%

23.33%

50%

16.67%

3.33%

0%

10%

43.33% 43.33%

0%

10%

20%

30%

40%

50%

60%

Strongly Disagree



Opportunity to do best every day

Private Bank

Public Bank

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9) Does your supervisor or someone at work seem to care about you as a person and encouragement?



2 Disagree 0 0% 2 6.67%


2 6.67% 4 13.33%

4 Agree 19 63.33% 13 43.33%

5 Strongly Agree 9 30% 11 36.67%

Total 30 100 30 100

INFERENCE:

In private bank, 63.33% employees are agree, 30% employees are strongly agree and

6.67% employees are neutral employees at work seem to care about their as a person

and encouragement.


13.33% employees are neutral employee at work seem to care about their as a person

and encouragement.

0% 0%

6.67%

63.33%

30%

0%

6.67%

13.33%

43.33%

36.67%

0%

10%

20%

30%

40%

50%

60%

70%

Strongly Disagree



Supervisor or someone at work seem to care about you as a person and encouragement

Private Bank

Public Bank

32

10) At work, do your opinions seem to count?





11 36.67% 5 16.67%

4 Agree 9 30% 15 50%

5 Strongly Agree 10 33.33% 9 30%

Total 30 100 30 100

INFERENCE:

In private bank, 36.67% employees are neutral, 33.33% employees are strongly agree

and 30% employees are agree for their opinions seem to count.

In public bank, 50% employees are agree, 30% employees are strongly agree and

16.67% employees are neutral for their opinions seem to count.

0% 0%

36.67%

30%

33.33%

3.33%

0%

16.67%

50%

30%

0%

10%

20%

30%

40%

50%

60%

Strongly Disagree



Opinions seem to count

Private Bank

Public Bank

33

11) Does the mission/purpose of your company make you feel your job is important?



2 Disagree 0 0% 1 3.33%


0 0% 2 6.67%

4 Agree 24 80% 17 56.67%

5 Strongly Agree 6 20% 10 33.33%

Total 30 100 30 100

INFERENCE:

In private bank, 80% employees are agree and only 20% employees are strongly agree

and feel that their job is important.

In public bank, 56.67% employees are agree and 33.33% employee are strongly agree

and feel that their job is important.

0% 0% 0%

80%

20%

0% 3.33%

6.67%

56.67%

33.33%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Strongly Disagree Disagree Neutral/Neither agrees nor disagrees


Mission/purpose of your company make you feel your job is important

Private Bank

Public Bank

34

12) In the last six months, has someone at work talked to you about your progress?



2 Disagree 4 13.33% 2 6.67%


6 20% 2 6.67%

4 Agree 15 50% 13 43.33%

5 Strongly Agree 5 16.67% 12 40%

Total 30 100 30 100

INFERENCE:

In last six months, in private bank 50% employees are agree, 20% employees are neutral

and 16.67% employees are strongly agree at work talked to about their progress.

In last six months, in public bank 43.33% employees are agree, 40% employees strongly

agree at work talked to about their progress.

0%

13.33%

20%

50%

16.67%

3.33%

6.67% 6.67%

43.33%

40%

0%

10%

20%

30%

40%

50%

60%

Strongly Disagree



Progress about your work

Private Bank

Public Bank

35

13) In the last year, have you had opportunities at work to learn and grow?



2 Disagree 0 0% 1 3.33%


4 13.33% 4 13.33%

4 Agree 19 63.33% 14 46.67%

5 Strongly Agree 7 23.33% 11 36.67%

Total 30 100 30 100

INFERENCE:

63.33% employees are agrees and 23.33% employee are strongly agree to get

opportunities at work to learn and grow in a private bank.

46.67% employees are agree and 36.67% employee are strongly agree to get

opportunities at work to learn and grow in a public bank.

0% 0%

13.33%

63.33%

23.33%

0% 3.33%

13.33%

46.67%

36.67%

0%

10%

20%

30%

40%

50%

60%

70%

Strongly Disagree



Opportunities at work to learn and grow

Private Bank

Public Bank

36

14) Are organization policies clearly communicated in the organization?



2 Disagree 3 10% 5 16.67%


2 6.67% 3 10%

4 Agree 17 56.67% 11 36.67%

5 Strongly Agree 8 26.67% 8 26.67%

Total 30 100 30 100

INFERENCE:

In private bank, 56.67% employees are agree, 26.67% employees are strongly agree and

10% disagree for the organization policies clearly communicated in the organization.


16.67% disagree for the organization policies clearly communicated in the organization.

0%

10%

6.67%

56.67%

26.67%

10%

16.67%

10%

36.67%

26.67%

0%

10%

20%

30%

40%

50%

60%

Strongly Disagree



Organization policies clearly communicated

Private Bank

Public Bank

37

15) Do you see yourself continuing to work for this organization two years from now?





5 16.67% 3 10%

4 Agree 9 30% 15 50%

5 Strongly Agree 16 53.33% 12 40%

Total 30 100 30 100

INFERENCE:

In private sector 53.33% employees strongly agree, 30% employees are agree and

16.67% employees are neutral for continuing to work for this organization two years from

now.

In public sector. 40% employees strongly agree, 50% employees are agree and 10%

employees are neutral for continuing to work for this organization two years from now.

0% 0%

16.67%

30%

53.33%

0% 0%

10%

50%

40%

0%

10%

20%

30%

40%

50%

60%

Strongly Disagree Disagree Neutral/Neither agrees nor disagrees


Continuing to work for this organization

Private Bank

Public Bank

38

CHAPTER 5

FINDING OF THE STUDY

39

1. In private bank 56.66% employees are agree, 33.33% employees are neutral and only

10% employee are strongly agree and in compare to public bank, 46.67% employees

are agree,40% employee are strongly agree and 3.33% is neutral and about to accept

change for the task they assign.

2. 66.67% employees are agree, 26.67% employees strongly agree and only 6.67%

employees are neutral and 53.33% employees are agree in private bank and 36.67%

strongly agree and a few employees are disagree with their response about their future

challenges and opportunities in public bank.

3. In private bank, 60% employees are strongly agree, 40% employees are agree and no

employees are disagree, strongly disagree or neutral and compare to public bank,

56.67% employees are strongly agree, 33.33% employees are agree, 10% people are

strongly disagree and no other employees id disagree or neutral about their focused on

their job duties.

4. Employee about to give their best effort at work each day in a private bank, 70%

employees are strongly agree and 30% employees agree and compare to public bank,

60% employees are strongly agree, 30% employees are agree and 10% employees are

strongly disagree.

5. Employees are involved in their work that the day goes by very quickly in private bank,

83.33% employees are agree and 16.67% strongly agree and in public bank, 60%

employees agree, 33.33% employees strongly agree and 6.67% employees are neutral

are involved in work.

6. In public bank, 40% employee are strongly agree, 30% employee agree and only 20%

employee are disagree but in private bank, 66.67% employee are agree, 20% employee

strongly agree and only 13.33% employee are neutral to get excited about going to do

work.

7. They expected of their work in private bank, 60% employees are agree, 23.33%

employees are strongly agree and 16.67% employees are neutral and in a public bank,

50% employees are agree, 33.33% employees are strongly agree and 10% employees

are neutral.

40

8. Employee has opportunity to do best every day in a private bank, 50% employees are

agree, 23.33% employees are neutral and 16.67% employees are strongly agree and in

a public bank, 43.33% employees are agree, 43.33% employees are neutral and 10%

employees are neutral.

9. Employee at work seem to care about their as a person and encouragement in a private

bank, 63.33% employees are agree, 30% employees are strongly agree and 6.67%

employees are neutral employees compare with public bank, 43.33% employees are

agree, 36.67% employees are strongly agree and 13.33% employees are neutral.

10. In private bank, 36.67% employees are neutral, 33.33% employees are strongly agree

and 30% employees are agree to compare in a public bank, 50% employees are agree,

30% employees are strongly agree and 16.67% employees are neutral for their opinions

seem to count.

11. In private bank, 80% employees are agree and only 20% employees are strongly agree

to compare with in a public bank, 56.67% employees are agree and 33.33% employee

are strongly agree and feel that their job is important.

12. In last six months, in private bank 50% employees are agree, 20% employees are neutral

and 16.67% employees are strongly agree and in a last six months in a public bank,

43.33% employees are agree , 40% employees strongly agree and they talked about

their work progress.

13. 63.33% employees are agrees and 23.33% employee are strongly agree to get

opportunities at work to learn and grow in a private bank as compare with public bank

46.67% employees are agree and 36.67% employee are strongly agree.

14. In private bank, 56.67% employees are agree, 26.67% employees are strongly agree and

10% disagree and in a public bank, 36.67% employees are agree, 26.67% employees

are strongly agree and 16.67% are disagree for the organization policies are clearly

communicated in the organization.

41

15. For continuing to work for this organization two years from now in a private sector

53.33% employees strongly agree, 30% employees are agree and 16.67% employees

are neutral as compare with public sector, 40% employees strongly agree, 50%

employees are agree and 10% employees are neutral.

42

CHAPTER 6

RECOMMEDATIONS AND CONCLUSION

43

RECOMMEDATIONS

1) Leadership provides a strong strategic narrative giving a line of sight between the job and

the organisation’s vision.

2) Engaging managers who offer clarity and training, treading people as individuals, who

listen and encourage and who ensure work is organised efficiently.

3) Supervisors and Managers should meet at regular intervals with the employees to

discuss about the improvement in the company, at work place and in their living of

standard, family problems etc.

4) Gap between managers and the employees should be reduced by raising the level of

engagement. For example: by conducting extra co-curricular activities like social and

cultural programs.

5) Very least employees feel that their ideas or work can’t be recognized/ appreciated. So

encourage them by making them feel that their ideas as well as they are important for the

company.

6) Create good and healthy environment at work place and increase the environment.

7) Some of the employees find their job boring and monotonous. Encourage them to take

part in extra co curricular activities.

44

CONCLUSION

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

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

popularity, use and importance in the workplace and impacts organizations in many ways.

Employee engagement emphasizes the importance of employee communication on the

success of a business. An organization should thus recognize employees, more than any other

variable, as powerful contributors to a company's competitive position. Therefore, Employee

engagement should be a continuous process of learning, improvement, measurement and

action.

We would hence conclude that raising and maintaining employee engagement lies in the

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

investment to craft a successful endeavour.

cp report on employee engagement

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