ee final report
TRANSCRIPT
Apollo Tyres Ltd. 2010
SUMMER INTERNSHIP PROJECT REPORT
ON
EMPLOYEE ENGAGEMENT AND SATISFACTION
Submitted in partial fulfilment of the requirement for the award of the Degree in
MASTER OF BUSINESS ADMINISTRATION
To
GUJARAT TECHNOLOGICAL UNIVERSITY, AHMEDABAD
Under the Guidance of
Prof. Preety Nair
Prepared by
AZIMKHAN J. SINDHI
(097420592019)
PARUL INSTITUTE OF ENGINEERING & TECHNOLOGY
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Apollo Tyres Ltd. 2010
MBA Department, LIMDA
CERTIFICATEThis is to certify that the project work entitled
“EMPLOYEE ENGAGEMENT AND SATISFACTION” was
carried out by Mr. AZIMKHAN J. SINDHI in partial
fulfilment of the Award of the degree in “Master
of Business Administration” to the GUJARAT
TECHNICAL UNIVERSITY, AHMEDABAD in the year
2009-11. It is certified that all
correction/suggestion indicated for internal
assessment have been incorporated in the
Report deposited in the department library. The
project report has been approved as it satisfies
the academic requirements in respect of project
work prescribed for the “Master of Business
Administration Degree”.
Signature of Guide Signature of
DirectorPARUL INSTITUTE OF ENGINEERING AND TECHNOLOGY Page 2
Apollo Tyres Ltd. 2010
Name of Guide
Name of Director
College : Parul Institute Engineering and
Technology, MBA Department
( Ins. Code 742 )
PREFACE
In the present fast moving globalize economy, only theoretical knowledge is not sufficient for an individual to perform efficiently to bridge the gap between theory and practical.
The students are required to undergo four months training in any organization. In subjects like marketing, finance, human resources or information technology.
Summer Internship Program is a prelude to the final placements that the students will be getting. It is during two months of exposure to the industry that the student can make a mark of hard-work, sincerity, knowledge and ethics on the host organization.
Summer Internship Program would also be great learning experience since it enables the students to apply theory to practice and observe and learn the current trends in the market.
So, in order to have a practical exposure. I have been placed in “Apollo Tyres Ltd” so as to get the enhancement of my knowledge of human resource aspects.
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I, AZIMKHAN J. SINDHI have been placed in Apollo Tyres Ltd., BARODA
My project is “Employee Engagement and Satisfaction” for the company.
ACKNOWLEDGEMENTACKNOWLEDGEMENT
I express profound gratitude to Mr. PGK Murty, Parul Institute of Engineering and
Technology, MBA Department, Gujarat Technological University, for arranging our training
at APOLLO TYRES LTD., Limda. I would also like to thank Ms. Preety Nair, for her
dedicated and sincere efforts towards the same.
I express my deep sense of gratitude to Mr. YSD Pawar (Head of Department HR), for
giving me the opportunity to undergo Training and for allotting a Project under his able
guidance. This project would not have been possible without his leadership and faith in me.
I wish to extend my sincere gratitude to Mr. Manoj Yande (Div. Head HR), and Mr.
Nilkanth Soni (Executive HR), for personal attention and help rendered for carrying out
training and project work.
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The joy of getting acquainted with a group of well associated, highly efficient, professional
staff and faculty was a great experience to us. I acknowledge, at this moment, the
appreciation, recognition, favours, advice and encouragement from all the member of Apollo
Tyres Ltd. Limda, which has thrown new light and meaning in my life.
AZIMKHAN SINDHI
Contents
Sr.no Title Page No.
1. Executive Summary 5
2. Introduction 7
3.Employee Engagement and Satisfaction
21
4.Employee Engagement in
Apollo tyres ltd.31
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4. Research Methodology 33
5. Analysis and Interpretation 35
6. Findings and Results 57
7. Suggestions 59
8. Conclusion 60
9. Bibliography 61
Executive Summary
Having employees who are thoroughly motivated and truly engaged with what they are doing is the most powerful competitive weapon any organisation can enjoy.
A fully engaged employee is intellectually and emotionally bound with the organization, gives 100 percent, feels passionately about its goals and is committed to live by its values. This employee goes beyond the basic job responsibility to delight the customers and drive the business forward. Moreover, in times of diminishing loyalty, employee engagement is a powerful retention strategy.
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With reference to this c o n t e x t , this project has been prepared to put a light on how employee engagement is related with the working of any organisation, the project includes the detailed study of employee engagement and the co-relation of engaged employees with organisation, A study has been made on 100 workers of Apollo tyres ltd. And it finished with Findings, Conclusions, and suggestions.
Introduction
Apollo Tyres Limited is in the core business of manufacturing and marketing of Bias and
Radial automotive tyres in India. Company is having state of the art manufacturing facilities
in the state of Kerala, Gujarat and Maharashtra with a group turnover of Rs. 2656.81 crore.
Company have joined hands with the world's leader in tyres, Michelin. This strategic alliance
offers the world's best tyre with world's best technology to Indian consumers.
Company leads the market across all the tyre segments and has been very agile in launching
new products to satisfy the challenging customer's needs with focus on quality and safety
features of the products. The major benefit derived as result of R & D work. In Radial, it is
ACELERE- The first full range of H-Rated passenger Radial Tyre in the country which has
given the Organisation an age over its competitors which is unique in the country. In the Bias
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segment, the success is marked by the development of energy efficient Tyre/ High Speed
Tyre, which will also be a real delight for the customers in days to come, specially in today's
improved road conditions.
TOP EXECUTIVE
Mr. Onkar S Kanwar
Chairman & Managing Director
Mr. Neeraj Kanwar
Chief Operating Officer & Joint Managing Director
Mr. Sunam Sarkar
Chief, Strategy and Business Operations
Mr. Satish Sharma
Chief, Marketing
Mr. U.S. Oberoi
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Chief, Projects & Corporate Affairs
Mr. P K Mohamed
Chief, Research and Technology
Mr. S Asoka Iyer
Chief, Group Advisory Services
Mr. K Prabhakar
Chief, Projects
Mr. Tapan Mitra
Chief, Human Resources
History of Apollo Tyres Limited
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Apollo Tyres Ltd. (ATL) was incorporated 28th September, 1972 as a Public Limited
Company and obtained certificate of Commencement of Business on October 24, 1972. The
Company was promoted by Bharat Steel Tubes, Ltd. Raunaq International Pvt. Ltd., Raunaq
& Co. Pvt. Ltd., Raunaq Singh, Mathew T. Marattukalam and Jacob Thomas. The Company
manufacture automobile tyres and tubes, camel back/retreading materials and rubber
conveyor belts.15,00,000 No. of equity shares issued to Bharat Steel Tubes Ltd., 2,50,000
No. of equity shares to Kerala Govt. and 13,50,000 No. of equity shares to promoters, etc.
and associate companies, 75,000 pref. shares and 46, 50,000 No. of equity shares offered at
par to the public in October 1975, 35 Pref. and 13, 06,200 No. of equity shares forfeited in
1977-78. During 1978-79 forfeiture on 22,200 No. of equity shares annulled.
In 1980, forfeiture on 2, 30,050 No. of equity shares annulled. After the expiry of the
original agreement the Company negotiated with General Tire International Co., U.S.A., for
the renewal with General Tire International Co., U.S.A., for the renewal of the technical
collaboration agreement for a further period of 5 years. This agreement expired on January
1987.Forfeiture annulled on 700 No. of equity shares during 1981-82 and on another 610 No.
of equity shares during 1981-83.
In 1997, the Company issued 12.5% NCD aggregating Rs 20 crore to IDBI on private
placement for a period of 18 months, 1, 65,206 No. of equity shares issued on conversion of
detachable warrants. Apollo Tyres Limited has set up shop in the city opening its Apollo Tyre
World (ATW) through Vora Tyres. Apollo has been setting up ATW's all over the country
equipped with state-of-the-art testing equipment. ATL signed a letter of intent with the global
major Continental AG for a 50:50 joint venture for setting up a 4.7 million passenger car
radial facility.
ATL is the first Indian company to have an ISO 9001 accreditation for the entire product
range. ATL has emerged as the fastest growing tyre company in India (turnover up six-fold in
the last five years) and the seventh fastest in the world. Apollo Tyres Ltd. has zeroed in on
Tamil Nadu for setting up its Rs 450-crore Greenfield truck radial tyre manufacturing plant.
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Apollo Tyres Ltd has posted a 48.48 per cent decline in net profit at Rs 3.22 crore for the
quarter ended September 30, 2001.In 2002, Apollo Tyres Ltd has informed that the
appointment of Shri Raunaq Singh as Managing Director. He will however continue to be a
Director and Non-Executive Chairman of the Board of Directors, liable to retire by rotation.
Apollo Tyres Ltd has informed that the Board of Directors appointed Mr Onkar S Kanwar as
the Chairman of the Board of Directors. The Board also appointed Mr D Sengupta former
Chairman of GIC as an Additional Director of the Company. Apollo Tyres Ltd has informed
the Exchange that Mr. Raaja R S Kanwar has been appointed as Director, liable to retire by
rotation in the vacancy caused by the retirement of Mr. Raunaq Singh, Non-Executive
Director and Chairman of the Board.
Business Activity: Manufacture and sale of Tyres
Allied businesses: Tread rubber for commercial vehicle Tyres and distribution of alloy wheels for passenger car.
Financial Year: April 1 to March 31
Net sales turnover FY 2004-05: Rs 2.25 billion (1.91) or US$ 495 million (415) March 31, 2005.
No. of employees: Approximately 7,000
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Corporate headquarters: Apollo House, 7 institutional area, Sectors 32, Gurgaon, Haryana 122 001, India. Phone: +91-124-2383002 to 10 fax: +91-124-23830021/17
Registered Office: 6 Floor, Cherupushpam Building, Shanmugham Road, Cochin, Kerala 682 031, India. Phone: +91-484-2381902, 2381903
Manufacturing Facilities: Four (India)
Manufacturing Units
Perambra, Cochin, Kerala
Limda, Gujarat
Pune, Maharashtra
Kalamassery, Premier Tyres Factory
Product Range: Truck and Bus Bias, Light Truck Bias and Radial. Passenger Car Radial, Farm Bias and Radial
Overall Capacity: Over 700 tonnes per day (250,000 tonnes per annum)
Total Tyres produced in 2004-05: Over 6 million units
CORPORATE HISTORY
First Indian Tyre Company to launch exclusive branded outlets - Apollo Tyre World
for truck tyres.
First Indian Tyre Company to segment the market on the basis of load and mileage
requirements.
First Indian Tyre Company to introduce packaging for car and two-wheeler tyres and
tubes.
First Indian Tyre Company to run a customer loyalty programme.
First Indian Tyre Company to introduce radial tyres for the farm category.
First Tyre Company in India to obtain ISO Certification for all its operations.
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First Indian Tyre Company to produce H, V and W-speed rated tubeless tyres.
First Indian Tyre Company to run HIV-AIDS awareness and prevention clinics for the
trucking community.
First Indian Tyre Company to support the creation of an Emergency Medical Service
in an Indian city.
First Indian Tyre Company to execute an overseas acquisition.
First Indian Tyre Company to reach revenue of over US$ 1 billion.
VISION
“A leader in the Indian tyre industry and a significant global player, providing customer delight and enhancing shareholder value.”
The man who dares is the man who has dreamt …… At Apollo Tyres Ltd., we firmly believe that no opportunity can be created without a proper plan. Our efforts draw inspiration from that vision and the core values our visionaries have chalked – out for us.
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Vision and values that transcend the geographical, as well as the boundaries of the mind.
Because we dare to dream, creating the best Tyres in the world is not only our mission it’s
Our lifestyle. The one word that symbolizes all that we believe is CREATE.
C - Care for Customer
R - Respect for Associates
E - Excellence through Teamwork
A - Always Learning
T - Trust Mutually
E - Ethical Practices
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CSR or Corporate Social Responsibility is viewed by the company as “An opportunity to make a difference in the lives of stakeholders and the community”. This has led to Apollo Healthcare Clinics in various large trucking hubs across the country in partnership with care India and the transport Corporation of India foundation. The aim of these clinics is to spread awareness and provide medical assistance for the prevention of sexually transmitted disease and HIV/AIDS in the high-risk long distance trucking community.
Through the war Wounded Foundation, Apollo encourages war veterans injured in service to take up
Dealership with the company’s financial and technical assistance. Around the company’s manufacturing units community development work in education, adult literacy and infrastructure development is undertaken in an attempt to create self-sustaining social entrepreneurs and community leaders.
MILESTONES
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SWOT ANALYSIS
STRENGTH:
Apollo Tyres continued to maintain the lead in the market to sale the truck and the bus tyres within the Indian tyre industry.
Apollo has the superior product innovation and technical expertise.
It makes the strong brand image in the Indian market.
A progressive leadership has gives the several benefits like acquire the Dunlop in South Africa, extensive distribution network, sourcing of the raw material from the global market and others.
Apollo has also achieved the quality standards and international process and system certificate.
WEAKNESS:
Apollo Tyres has no presence in the 2 or 3 wheeler segment.
OPPORTUNITIES:
Apollo Tyres has to makes the road infrastructure and construction of the expressways.
Apollo has also starts own transportation facilities for makes the close the worlds.
Company has also segmented the other countries which have to be the several global business transactions has made.
Growth with in India also supports partake in overseas markets like Europe.
THREATS:
There is need to prepare for the imports from the neighbouring countries at competitive price, which have been rising in the recent past. As well the ever present challenge of raw material price volatility.
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HUMAN RESOURCES
The team at Apollo is young, dynamic and thrives on challenges. Life here revolves around
the key attribute of passion. The passion to excel in all respects--the passion to be the most
innovative organisation, the passion to contribute to society, the passion to deliver par
excellence and most of all, passion towards teamwork.
Apollo Tyres boasts a vibrant and dynamic, professional and non-hierarchical culture.
Transparency and communication are cornerstones of corporate practice, across levels, to
ensure that each individual employee is aligned with the goals and aspirations of the
company. At Apollo Tyres the three corporate pillars of -- People, Quality and Technology -
underpin all activities and processes. These are the company's stated areas of corporate
excellence, in its journey towards becoming a best-in-class global manufacturer.
In its passion to innovate, Apollo constantly looks to be proactively different from others in
the industry. Its core values of ethics, respect and care ensures each Apolloites brings his/her
own brand of uniqueness and passion to drive the company to new heights.
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CULTURE AT APOLLO
Culture of Performance:
An online, matrix-driven performance management system called PACE or Performance and
Career Enhancement, allows for objective goal-setting and performance evaluation. Quarterly
appraisals and bonus payouts, in accordance with corporate and individual achievements,
ensures a tracking of each individual's performance and training need-fulfilment over his/her
career span at Apollo Tyres. PACE provides greater objectivity in measuring performance by
providing metrics for tracking the performance, growth and potential of each individual.
Annually, the basket of competencies at each level is evaluated along with the performance
evaluation.
Culture of constant Learning:
All training programmes are consolidated under the Apollo Laureate Academy. In
collaboration with leading institutes like the Indian Institutes of Management, Management
Development Institute, Dale Carnegie Training and knowledge partners like Grow Talent,
domain-specific training needs are identified and programmes developed especially for
Apolloites, to address the entire gamut of functions from sales and marketing to
manufacturing, technical, commercial, engineering, quality processes, soft skills and inter-
personal skill development.
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ORGANIZATION CHART (HR)
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OVERALL OBJECTIVES
Develop an understanding of what Employee Engagement and
Satisfaction is?
Discuss the research into why engagement and satisfaction is important
Identify the Diagnostic Tools for Employee Engagement.
Highlight the “Top” Best Practices
Explore HR actions for developing engaged employees
Key Outcomes
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EMPLOYEE ENGAGEMENT AND SATISFACTION
Employee Engagement
Definition
Employee engagement definitions vary from “a positive emotional connection to an
employee’s work” to “engaged employees are inspired to go above and beyond the call of
duty to help meet business goals”
Employee engagement is the level of commitment and involvement an employee has towards
their organization and its values. In essence, companies strive for engaged employees because
they are those who work longer hours, try harder, accoplish more and speak positvely about
their organizations.
Employee engagement is one step ahead of employee satisfaction. Employee is not only
satisfied with the management decisions, salary and things but also giving back to the
organization in terms of commitment, dedication, and loyalty.
Employee Engagement is the level of commitment an employee has towards the organization.
The primary behaviours of engaged employees are: speaking positively about the
organization to co-workers, potential employees and customers, having a strong desire to be a
member of the organization, and exerting extra effort to contribute to the organization’s
success.
A fully engaged employee is intellectually and emotionally bound with the organization,
gives 100 percent, feels passionately about its goals and is committed to live by its values.
This employee goes beyond the basic job responsibility to delight the customers and drive the
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business forward. Moreover, in times of diminishing loyalty, employee engagement is a
powerful retention strategy.
Research shows that engaged employees: perform better, put in extra efforts to help get the
job done, show a strong level of commitment to the organization, and are more motivated and
optimistic about their work goals. Employers with engaged employees tend to experience low
employee turnover and more impressive business outcomes.
Engagement is the energy, passion, or fire in the belly employees have for their employer
Stay : Desire to be a member of the organization
Say : Speak positively about the organisation
Strive : Go beyond what is minimally required
Employee Engagement- Difference
The difference between employee satisfaction, and employee engagement.
Satisfaction and engagement are all inter-related in an upward progression. Each item has
different drivers, but they build on one another to increase performance in the workplace.
Think about it, just because employees are satisfied with their job does not mean they are
effective or engaged. It is possible for an employee to be completely satisfied with his or her
job, and not be fully engaged. To further complicate matters, an employee can be both
engaged and satisfied, yet not be effective. All three components work together to create an
environment where employees are highly motivated and committed to giving their best
performance.
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SATISFIED V/S. ENGAGED EMPLOYEES
Satisfied Employees -
Comfortable
Content
Gratified
Pleased
Engaged Employees –
Deeply connected with their work
Work environment
Team/colleagues
Sense of Ownership
Commitment
EXAMPLES
Satisfaction Dimensions
My workload is about right.
I like the people I work with.
I have the tools that I need to do my job
well.
I receive the skill and knowledge training
that I need to do my job well.
Engagement Dimensions
I feel energized by the work that I do
My co-workers and I help each other out
when the pressure is on
Our company vision and mission is clear to
me.
I feel responsible for my own success here
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Satisfaction
Commitment
Engagement
Employee Research over Time
Pos
itiv
e C
orre
lati
on
Wit
h
Bus
ines
s P
erfo
rman
ce
Lower
Higher
How much people
like it here
How much people want to improve business results
How much people want—and actually do—improve business results
ENGAGEMENT – THE EVOLUTIONARY JOURNEY
Apollo Tyres Ltd. 2010
DIAGNOSTIC TOOL FOR EMPLOYEE ENGAGEMENT
INCLUDE
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WHY IT MATTERS?
Hewitt Associates Study — improvement in engagement preceded financial performance
Towers Perrin Study — employee engagement posted 3.74% increase in operating profit vs.
A 2% decline at the time with poor levels of engagement
DDI Study — engaged employees are less likely to leave, they are more productive, higher
customer satisfaction, higher revenue growth and profitability
Levels of Employee Engagement
There are three levels of Employee Engagement
1. Engaged employees
2. Not engaged employees
3. Actively disengaged employees
Engaged employees work with passion and feel a profound connection to their company.
They drive innovation and move the organization forward.
Not Engaged employees are essentially “checked out”. They’re sleepwalking through their
workday, putting time – but not energy or passion – into their work.
Actively disengaged employees aren’t just unhappy at work; they’re busy acting out their
happiness. Every day, these workers undermine what their engaged co-workers accomplish.
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Focus on employee engagement:
Current studies show that organizations are focusing on the meaning of employee
engagement and how to make employees more engaged. Employees feel engaged when they
find personal meaning and motivation in their work, receive positive interpersonal support,
and operate in an efficient work environment. What brought engagement to the forefront and
why is everyone interested in it? Most likely, the tight economy has refocused attention on
maximizing employee output and making the most of organizational resources. When
organizations focus attention on their people, they are making an investment in their most
important resource. You can cut all the costs you want, but if you neglect your people, cutting
costs won’t make much of a difference. Engagement is all about getting employees to “give it
their all.” Some of the most successful organizations are known for their unique work
environments in which employees are motivated to do their very best. These great places to
work have been recognized in such lists as Fortune’s 100 Best Companies to Work For.
The concept of engagement is a natural evolution of past research on high-involvement,
empowerment, job motivation, organizational commitment, and trust. All of these research
streams focus on the perceptions and attitudes of employees about the work environment. In
some ways, there are variations on the same fundamental issue. What predicts employees
“giving their all?” Obviously, all organizations want their employees to be engaged in their
work.
Several standardized tools exist for assessing employee engagement and providing feedback
for making changes. These tools tend to have several common goals and characteristics:
Create a simple and focused index of workplace engagement- Many
organizations are using very short, simple, and easy to use measures that focus on the
fundamentals of a great workplace. Instead of conducting broad culture/climate surveys with
100 or more questions, organizations are opting for a focused approach that measures
fundamental qualities of the workplace that likely will be important 10 years from now (e.g.,
feedback, trust, cooperation).
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Allow for benchmarking-Most organizations want to know how they compare to other
organizations. Using a standard measure of engagement allows organizations to see how they
compare to other companies along a simple set of fundamental work qualities.
Direct action - Engagement measures tend to be very actionable. This means that the
organization can alter practices or policies to affect employees’ responses to every item in the
measure.
Show relationship to company performance - Without a link to company
performance or other critical outcomes, measures of engagement have little value. The whole
idea behind engagement is that it leads to enhanced performance. The link to performance
outcomes is a necessary underlying assumption of all engagement measures.
Engagement Predicts Organizational Success
Many studies have shown that investments in people (i.e., HR-related practices) have a
reliable impact on the performance of organizations. The Bureau of Labour conducted a
comprehensive review of more than 100 studies and found that people practices have
significant relationships to improvements in productivity, satisfaction, and financial
performance. Research has shown that when engagement scores are high, employees are
more satisfied, less likely to leave the organization, and more productive.
Each organization is different and there are many factors that affect bottom-line outcomes;
however, engagement scores can serve as meaningful predictors of long-term success. Some
organizations use engagement scores as lead measures in their HR scorecards. When an
organization can show the relationship between engagement scores and bottom-line
outcomes, everyone pays attention to the engagement index. Establishing this critical link
between people and performance helps HR professionals prove that people-related
interventions are a worthwhile investment.
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Elements of Engagement
Some researches conclude that personal impact, focused work, and interpersonal harmony
comprise engagement. Each of these three components has sub-components that further
define the meaning of engagement.
Personal Impact-Employees feel more engaged when they are able to make a unique
contribution, experience empowerment, and have opportunities for personal growth. Past
research (e.g., Conger and Kanugo, 1988; Thomas and Velthouse, 1990) concurs that issues
such as the ability to impact the work environment and making meaningful choices in the
workplace are critical components of employee empowerment. Development Dimensions
International’s (DDI) research on retaining talent (Bernthal and Wellins, 2000) found that the
perception of meaningful work is one of the most influential factors determining employees’
willingness to stay with the organization.
Focused Work-Employees feel more engaged when they have clear direction,
performance accountability, and an efficient work environment. Aside from the personal
drive and motivation to make a contribution, employees need to understand where to focus
their efforts. Without a clear strategy and direction from senior leadership, employees will
waste their time on the activities that do not make a difference for the organization’s success.
Additionally, even when direction is in place, employees must receive feedback to ensure that
they are on track and being held accountable for their progress. In particular, employees need
to feel that low performance is not acceptable and that there are consequences for poor
performance. Finally, employees want to work in an environment that is efficient in terms of
its time, resources, and budget. Employees lose faith in the organization when they see
excessive waste. For example, employees become frustrated when they are asked to operate
without the necessary resources or waste time in unnecessary meetings.
Interpersonal Harmony - Employees feel more engaged when they work in a safe and
cooperative environment. By safety, we mean that employee trust one another and quickly
resolve conflicts when they arise. Employees want to be able to rely on each other and focus
their attention on the tasks that really matter. Conflict wastes time and energy and needs to be
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dealt with quickly. Some researches also find that trust and interpersonal harmony is a
fundamental underlying principle in the best organizations. Employees also need to cooperate
to get the job done. Partnerships across departments and within the work group ensure that
employees stay informed and get the support they need to do their jobs.
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EMPOLYEE ENGAGEMENT IN APOLLO
Apollo tyres had undertake some activities for increase in level of Employee
Engagement, These activities take place regularly in company
Employee Suggestion Scheme(Suggestion Tree) : In this scheme any
employee is free to share their ideas with top management in areas like,
Improving product or process quality.
Reducing cost of operation
Increasing productivity
Delivery of products
Improving safety of employees
Eliminating any wasteful activity
Work simplification
Awards and Gifts: Company gives monthly and yearly awards like,
Employee of the year award
Employee of the month award
Special Achievement award
Star performance award
Annual Sport Day Celebration: where 6000 to 7000 employees participates
in 21 different sports with their family, Awards and gifts is given to the winners
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Drawing competition for Employee’s children
Career Guidance and Art of Parenting Workshop
“NAVJEEVAN”- A workshop for Improvement of Chronic Absentees
Monthly contests: these contests are for the family of employees of the company
Brain-O-Brain
Monthly Quiz
Family Quiz
Regular programmes for Awareness and Prevention of HIV-AIDS.
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RESEARCH METHODOLOGY
RESEARCH OBJECTIVES
To study about the employee engagement of the Apollo Tyres Ltd.
To find the engagement level of workers of Apollo Tyres Ltd.
To know the role of the human resource department in increase in engagement level
of Employees.
POPULATION
To conduct the research I have targeted workers of the company.
SAMPLE SIZE
Sample size for the research is 10% of general shift of the company.
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DATA COLLECTION
Primary data: -
a. Observation Methodb. Questionnaire
Secondary data: -
a. Published Data
RESEARCH INSTRUMENTS
The data are collected with the help of QUESTIONARY.
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Analysis and Interpretation
1. Age of the Respondents
Inference:
The above reveals the fact that Majority of the respondents, about 45% belong to the category of 30-39 years of age and 38% belong to the category of 20-29 years of age and 17 % belong to the category of 40 & above years of age.
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Table 2: Respondents working years of experience in Apollo tyres Limited
Sr. No. Working Since No. Of respondents Percentage1. 0-1 year 3 32. 2-5 years 19 193. 6-10 years 34 344. Above 10 years 44 44
Total 100 100
Inference:
From the above fact, about 3% of the respondents belong to the category of less than 1 year. 19 % of the respondents belong to the category of 2-5 years, 34 % of the respondents belong to the category of 6-10 years and 44% of the respondents belong to the category of above 10 years of working experience in the organization.
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Employee Satisfaction
Table 3: Do you agree that you have right tools and resources to do your job well?
Sr. No. Opinions No. Of respondents
Percentage%
1. Strongly Disagree 00 002. Disagree 03 033. Neutral 08 084. Agree 40 405. Strongly Agree 49 49
Total 100 100
Inference:
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Nearly 49% of the respondents strongly agree with the availability of tools and resource to meet their job requirement, 40% of the respondents agree and 8 % are neutral.
Table 4: Do you agree that you are satisfied with the level of pay you received?
Sr. No. Opinions No. Of respondents
Percentage
1. Strongly Disagree 22 222. Disagree 20 203. Neutral 18 184. Agree 32 325. Strongly Agree 08 08
Total 100 100
Inference:
Nearly 32% of the respondents agree with the level of pay they receive, 08 % strongly agree, 18% are neutral, 20% disagree and 22% are strongly disagreeing.
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Table 5: Do you agree that you are satisfied with the opportunities for training?
Sr. No. Opinions No. Of respondents
Percentage
1. Strongly Disagree 05 052. Disagree 08 083. Neutral 20 204. Agree 10 105. Strongly Agree 57 57
Total 100 100
Inference:
Nearly 57% of the respondents strongly agree with the opportunities for training, 10% agree, 20% are neutral, 8% disagree and 5% are strongly disagreeing.
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Table 6: Do you agree that you are satisfied with the working environment of the company?
Sr. No. Opinions No. Of respondents
Percentage
1. Strongly Disagree 03 032. Disagree 12 123. Neutral 15 154. Agree 52 525. Strongly Agree 18 18
Total 100 100
Inference:
Nearly 52% of the respondents agree with the working environment of the company, 18% strongly agree, 15 % are neutral, 12 % disagree and 3 % strongly disagree.
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Table 7: Do you agree that you are satisfied with the support of co-workers?
Sr. No. Opinions No. Of respondents
Percentage
1. Strongly Disagree 10 102. Disagree 11 113. Neutral 01 014. Agree 53 535. Strongly Agree 25 25
Total 100 100
Inference:
Nearly 25% of the respondents strongly agree regarding mutual support among co-workers, 53% agree, 1% are neutral, 11% disagree and 10% strongly disagree.
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Table 8: Do you agree that you are satisfied in working with co-workers?
Sr. No. Opinions No. Of respondents
Percentage
1. Strongly Disagree 01 012. Disagree 19 193. Neutral 15 154. Agree 43 435. Strongly Agree 23 23
Total 100 100
Inference:
Nearly 43% of the respondents agree regarding sharing information and ideas among co-workers, 23% strongly agree, 15% are neutral, 19% disagree and 1% strongly disagree.
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Table 9: Do you agree that you are aware of personal life of your co-workers?
Sr. No. Opinions No. Of respondents
Percentage
1. Strongly Disagree 03 032. Disagree 02 023. Neutral 10 104. Agree 44 445. Strongly Agree 41 41
Total 100 100
Inference:
Nearly 41% of the respondents strongly agree regarding co-workers, 44% agree, 10% are neutral and 2% disagree.
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Table 10: Do you agree that your superior gives you regular feedback?
Sr. No. Opinions No. Of respondents
Percentage
1. Strongly Disagree 02 022. Disagree 00 003. Neutral 18 184. Agree 32 325. Strongly Agree 48 48
Total 100 100
Inference:
Nearly 48% of the respondents strongly agree that they get the feedback from the supervisors, 32% agree, 18% are neutral, and 2% strongly disagree.
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Table 11: Do you agree that there is a good Communication between you and your superior?
Sr. No. Opinions No. Of respondents
Percentage
1. Strongly Disagree 05 052. Disagree 04 043. Neutral 08 084. Agree 37 375. Strongly Agree 46 46
Total 100 100
Inference:
Nearly 46% of the respondents strongly agree regarding communication between superior and subordinate, 37% agree, 08% are neutral, and 5% strongly disagree.
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Table 12: Do you agree that your manager gives you regular feedback on how you are doing?
Sr. No. Opinions No. Of respondents
Percentage
1. Strongly Disagree 03 032. Disagree 02 023. Neutral 25 254. Agree 32 325. Strongly Agree 38 38
Total 100 100
Inference:
Nearly 38% of the respondents strongly agree regarding clear instructions and advice by supervisors, 32% agree, 25% are neutral, and 2% disagree.
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Table 13: Do you agree that your department provides you a safe and clean working environment?
Sr. No. Opinions No. Of respondents
Percentage
1. Strongly Disagree 02 022. Disagree 07 073. Neutral 18 184. Agree 33 335. Strongly Agree 40 40
Total 100 100
Inference:
Nearly 40% of the respondents strongly agree regarding safe and clean working environment, 33% agree, 18% are neutral, and 7% disagree.
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Table 14: Do you agree that there is cooperation between departments?
Sr. No. Opinions No. Of respondents
Percentage
1. Strongly Disagree 08 082. Disagree 20 203. Neutral 18 184. Agree 44 445. Strongly Agree 10 10
Total 100 100
Inference:
Nearly 44% of the respondents agree regarding cooperation between departments, 10% strongly agree, 18% are neutral, 20% disagree and 8% strongly disagree.
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Table 15: Do you agree that you are overall satisfied with your department?
Sr. No. Opinions No. Of respondents
Percentage
1. Strongly Disagree 10 102. Disagree 06 063. Neutral 22 224. Agree 14 145. Strongly Agree 48 48
Total 100 100
Inference:
Nearly 48% of the respondents strongly agree regarding organization, 14% agree, 22% are neutral, 6% disagree and 10% strongly disagree.
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Employee Engagement
Table 16: Do you agree that you are fully engage in your organization?
Sr. No. Opinions No. Of respondents
Percentage
1. Strongly Disagree 01 012. Disagree 02 023. Neutral 22 224. Agree 46 465. Strongly Agree 29 29
Total 100 100
Inference:
Nearly 29% of the respondents strongly agree regarding engaging work in the organization, 46% agree, 22% are neutral, and 1% strongly disagree.
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Table 17: Do you agree that you are aware of all the policies of the company?
Sr. No. Opinions No. Of respondents
Percentage
1. Strongly Disagree 00 002. Disagree 02 023. Neutral 18 1858 Agree 58 585. Strongly Agree 22 22
Total 100 100
Inference:
Nearly 22% of the respondents strongly agree regarding awareness of all the policies of the organization, 58% agree, 18% are neutral, and 2% disagree.
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Table 18: Do you agree that you are emotionally bound with the organization?
Sr. No. Opinions No. Of respondents
Percentage
1. Strongly Disagree 08 082. Disagree 12 123. Neutral 20 204. Agree 23 235. Strongly Agree 37 37
Total 100 100
Inference:
Nearly 37% of the respondents strongly agree regarding emotional bonding with the organization, 23% agree, 20% are neutral, 12% disagree and 08% strongly disagree.
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Table 19: Do you agree that you are passionate about achieving the goals of the organization?
Sr. No. Opinions No. Of respondents
Percentage
1. Strongly Disagree 00 002. Disagree 05 053. Neutral 12 124. Agree 39 395. Strongly Agree 44 44
Total 100 100
Inference:
Nearly 44% of the respondents strongly agree regarding passion about achieving the goals of the organization, 39% agree, 12% are neutral and 5% disagreeing.
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Table20: Do you agree that you are commitment to live by the values of the organization?
Sr. No. Opinions No. Of respondents
Percentage
1. Strongly Disagree 05 052. Disagree 11 113. Neutral 10 104. Agree 38 385. Strongly Agree 36 36
Total 100 100
Inference:
Nearly 36% of the respondents strongly agree regarding commitment to live by the values of the organization, 38% agree, 10% are neutral, 11% disagree and 5% strongly disagree.
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Table 21: Do you agree that your organisation respects personal aspirations and ambition of all the employees?
Sr. No. Opinions No. Of respondents
Percentage
1. Strongly Disagree 00 002. Disagree 08 083. Neutral 28 284. Agree 40 405. Strongly Agree 34 34
Total 100 100
Inference:
Nearly 34% of the respondents strongly agree regarding fulfilment of personal aspirations and ambitions of all employees, 40% agree, 28% are neutral and 8% disagree.
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Table 22: Do you agree that company provides attractive opportunity for growth and improvement?
Sr. No. Opinions No. Of respondents
Percentage
1. Strongly Disagree 00 002. Disagree 02 023. Neutral 18 184. Agree 49 495. Strongly Agree 31 31
Total 100 100
Inference:
Nearly 31% of the respondents strongly agree regarding opportunity for growth and improvement, 49% agree, 18% are neutral, and 2% disagree.
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RESULTS AND FINDINGS
Majority of employees are belongs to the age group of 30- 39 years, they are satisfied with the working environment.
More experienced workers are there, who are bound with the firm since last 10 to 15 years, which means mostly the people are adapted with the culture of the organization.
Workers strongly agree that they get all the tools and resources for their work, which means that the company very keenly looks after the demand of the worker.
As far as the pay satisfaction is concern the employees working from less than 3 years are comparatively less satisfied then the senior employees.
Those who are bound with the company since last 10 -15 years are completely satisfied, but those who have joined the firm as fresher are not seems to be that satisfied.
Workers are completely satisfied with the training opportunities and also with the working environment.
They have mutual support among themselves and also they share information among themselves.
Mostly workers are satisfied with the supervisors and are willing to perform any task given by them.
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The co-operation between the different departments is satisfactory, but the workers are willing to work with each other
Workers are highly engaged in their work, they are aware of all the policies of the company.
Company conduct regular induction sessions which helps the workers to get in touch with company.
Workers are strongly emotionally bound with the organization, which means they will have a long lasting relation with the company, and it again adds to the value of the company,
People are highly passionate about achieving the goals of the company, and they consider the company’s growth to be their individual growth.
They strongly feel that in Apollo they can grow really well.
Thus, it can be clearly concluded that people working in Apollo tyres limited are highly engaged and satisfied with the company.
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SUGGESSIONS
As I have find that mostly the workers of Apollo tyres ltd is satisfied as well as engaged with the company but still the company lacks in certain areas in which need for improvement is required
Areas in which need for improvement in the organization is required
Infrastructure.
Salary
Need to understand different regional cultures.
Training and refreshments.
Automation of various processes.
The company should have a different department/responsible person for handling the
complaints and problems of employees and there should be regular check on the
status of those problems.
More importance should be given on the safety measures to prevent accidents.
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CONCLUTION
Employee engagement is a positive attitude held by the employees towards the organization and its values, Improvement in engagement of employees precedes financial performance as well as engaged employees are less likely to leave, they are more productive, higher customer satisfaction, higher revenue growth and profitability.
Engaged employees are loyal to the organisation and emotionally attached to the company so they take achievement of organisation goal as their main objective.
In case of Apollo tyres majority of employees are fully engaged which is one of the strengths that take Apollo to the success, Safe and clean working environment is the main tool for Apollo’s employee engagement where as less co-operation between departments is the main weakness of the company.
In short raising and maintaining employee engagement lies in the hands of an organization and requires a perfection of time, effort, commitment and investment to craft a successful endeavor.
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BIBLIOGRAPHY
COMPANY WEBSITE : www.apollotyres.com
Company periodicals
www.citehr.com
Archie Thomas, CMA, and Ann MacDi anmid – Encouraging Employee Engagement –CMA Management, Jun/Jul 2004.
Ashok Mukherjee – Engagement for the mind body, and soul – Human Capital, Aug.2005.
Barbara Palframan Smith – Employee connection – Technology to built culture and community – Communication World – Mar / Apr 2004.
Charles Woodruffe – Employee Engagement – The Real Secret of Winning a Crucial Edge over your rivals – Manager Motivation – Dec. / Jan. 2006.
Ellen Lanser May – Are people your priority? How to engage your work force -Healthcare Executive, July/Aug. 2004.
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ANNEXURE
Questionnaire
ECODE SEX
DEPARTMENT AGE
QUALIFICATION WORKING SINCE
(Month & Year)
Please tick mark the relevant answer as provided against each question.
Employee Satisfaction
My Job Strongly Disagree
Disagree Neutral Agree Strongly Agree
1. I have the right tools and resources to do my job well.
2. I am satisfied with the
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level of pay I receive.
3. I am satisfied with the opportunities for training.
4. I am satisfied with the working environment of the company.
My Co-workers
5. The people I work with help each other when needed.
6. I enjoy working with my co-workers.
7. I am aware of the personal life of my co-workers.
My Superior
8. My superior gives me regular feedback on how I am doing.
9. There is good
Communication between me and my superior.
10. My manager gives me clear instructions and is available when I need advice.
My Department
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11. My department provides a safe and clean working environment.
12. People from other departments willingly cooperate with our department.
13. Considering everything, I am satisfied working for my company at the present time.
Employee Engagement
14. I am fully engaged in doing my best work at this company.
15. I am aware of all the policies of this organization.
16. I am intellectually and emotionally bound with the organization.17. I am passionate about achieving the goals of the organization18. I am committed to live by the values of my organization.19. My organization respects the personal aspirations and ambitions of all employees20. My company provides attractive opportunities for
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growth and improvement.
21. What are the facilities should be given in your organization?
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