DOI : 10.17577/IJERTV2IS2501
- Open Access
- Total Downloads : 354
- Authors : Vaideki, C. Rajalakshmi, Shaiju Charoth, M. Mohemmed Sha
- Paper ID : IJERTV2IS2501
- Volume & Issue : Volume 02, Issue 02 (February 2013)
- Published (First Online): 28-02-2013
- ISSN (Online) : 2278-0181
- Publisher Name : IJERT
- License:
This work is licensed under a Creative Commons Attribution 4.0 International License
A Study On Employee Engagement At NCR Private Limited Puducherry
Vaideki, C. Rajalakshmi, Shaiju Charoth, M. Mohemmed Sha
Achariya School Of Business and Technology, Pondicherry
Abstract
Employee engagement is the level of commitment and involvement of an employee has towards their organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. It is a positive attitude held by the employees towards the organization and its values. Employee engagement has been one of the most vexing issues for organizations. Event managers and training program peddlers are back in action again rolling out master classes in managing engagement and retention.NCR is at the center of the self-service revolution, strategically poised between consumers who demand fast, easy and convenient options, and businesses intent on increasing revenues, building customer loyalty, reaching the contemporary consumer and lowering their cost of operations. A research design is purely and simply the framework or a plans for the study that guides the collection and analysis of data. The research design adopted for the study is descriptive research. The paper focuses on how employee engagement is an antecedent of job involvement and what should company do to
Employees are more focused to companys profit rather than their own personal goals. They always spread positive vibes or messages and always try to make the working environment more congenial. These employees show a great degree of organizational citizenship.
2. Employee Engagement
An "engaged employee" is one who is fully involved in, and enthusiastic about their work, and thus will act in a way that furthers their organization's interests. According to Scarlett Surveys, "Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization which profoundly influences their willingness to learn and perform at work". Thus engagement is distinctively different from employee satisfaction, motivation and organizational culture.
Job State
Engagement
make the employees engaged. The paper also looks at the Gallup26 point questionnaire. The steps which shows how to drive an engaged employee.
General Terms: Employee Engagement, Environment, Factors
Key Words: Customer Satisfaction, Job Satisfaction, Organisation
-
Introduction
Employee engagement refers to cooperation
Employee Engagement
Organization State
Engagement
Job Behavioural Engagement
Organization Behavioural Engagement
between its employees and organization where everyone works together to achieve goals of
Figure 1: Types Of Employee Engagement
Friendly
organization and of the employees as well. It is a tool which determines the association of employee with organization. The engaged
Providing
Right Job
Environment
Increasing Employee Retention.
Reduces Absenteeism
FACTORS WHICH INCREASE THE LEVEL OF ENGAGEMENT IN EMPLOYEES LIKE
Training & Developme nt
Productivity Increase
Yes
132
91.0
91.0
No
13
9.0
100.0
Total
145
100.0
Yes
132
91.0
91.0
No
13
9.0
100.0
Total
145
100.0
Source: Primary Data
Improve Customer Satisfaction
Enhance Business Growth
Figure: 2 Factors which motivates employee
-
Objectives of the Study
-
To determine the level ofengagementoftherespondents regardingtheir job
Inference:
Figure: 3
-
To analyses the job satisfaction level among the employees
-
To analyses the various factor which influencing employeesproductivity
-
To study the relationship between employees & the company
-
-
Methodology
The research design adopted for the study is descriptive research. Questionnaires are prepared and personal interview was conducted. Nearly
145 samples are taken in Pondicherry NCR Corporation Pvt Ltd Puducherry. Various statistical measures have been used. i.e. Chi-square test & Correlation.
-
Experimental results:
-
Percentage Method:
Table 1: To analyse the good relation between the employees and the supervisor
From the above table, it is inferred that the 91% of employees are having good relationship with their supervisors and 9% of employers are not having good relationship with their supervisors.
-
Chi-Square Test
Table 2: To Analyse whether the employees are having sufficient opportunities to improve their performance in their concern
opportu nities
Performance
Tot al
almost always true
highl y satisf ied
satisf ied
neither satisfie d nor dissati sfied
dissati sfied
highly dissati sfied
14
mostly true
3
7
4
0
0
44
someti mes true
3
27
12
2
0
53
rarely true
2
16
34
1
0
31
opportu nities
Performance
Tot al
almost always true
highl y satisf ied
satisf ied
neither satisfie d nor dissati sfied
dissati sfied
highly dissati sfied
14
mostly true
3
7
4
0
0
44
someti mes true
3
27
12
2
0
53
rarely true
2
16
34
1
0
31
Cross tabulation
Good
relation
Cumulati
with
Frequency
Percent
ve
superviso
Percent
r
not at all true
4
17
10
0
0
3
Total
0
1
1
0
1
14
5
Source: primary data
Table 3: Chi-Square Tests
Value
df
Sig.(2-
Sided)
Pearson Chi- Square
70.512
16
.000
Inference:
From the above table, it is inferred that the 53 of employees are sometimes true in reaching opportunities, 44 of employees are mostly true, 31 of employees are rarely true, 14 of employees are almost always true and 3 of employers are not at all true.
H1: there is no association between the opportunities and performance.
Table 4: To Analyse the involved and colleagues & senior management
Cross tabulation
Involved
colleagues & senior management
Total
strongly disagree
disagree
agree
strongly agree
strongly disagree
0
0
0
1
1
Disagree
0
12
5
3
20
Agree
4
36
43
16
99
strongly agree
1
6
5
13
25
Total
5
54
53
33
145
Source: primary data
Table 5: Chi-Square Tests
Value
df
Sig. (2-
sided)
Pearson Chi- Square
23.887
9
.004
Inference:
From the above table, it is inferred that the 99 and 25 of employees trust their colleagues & senior management, 20 and 1 of employers are not trusting their colleagues & senior management.
H1 there is association between colleagues & senior management
Table 6: To Analyse the satisfied & happy working and communicate With Your boss
Cross tabulation
satisfied & happy working
communicate with your boss
Total
on a regular basis
often
sometimes
never
very satisfied
8
3
9
1
21
Satisfied
1
7
48
3
59
somewhat satisfied
0
5
50
2
57
not satisfied
0
3
3
2
8
Total
9
18
110
8
145
Source: primary data
Table 7: Chi-Square Tests
Value
df
Sig.(2-
Sided)
Pearson Chi-Square
70.512
16
.000
Inference:
From the above table, it is inferred that the 21 of employees are most conveniently working in the organization, 59 employees are conveniently working in, and 57 of employees are somewhat conveniently, 8 of employees are not conveniently working in the organization.
H1 there is association between satisfied & happy working communicate.
Table 8: To Analyse the sufficient opportunities and remuneration
Cross tabulation
sufficient& happy working communicate
Remuneration
Total
Rs.3000- 5000
Rs. 5001-
10000
above Rs. 10000
strongly disagree
1
7
1
9
Disagree
12
37
5
54
Agree
4
44
3
51
strongly agree
6
20
5
31
Total
23
108
14
145
Source: primary data
Table 9: Chi-Square Tests
Value
df
Sig.(2-
Sided)
Pearson Chi-Square
7.574
6
.271
Inference:
From the table, it is inferred that the 8 employees are not mostly satisfied regarding remuneration, 54 employees are not satisfied regarding remuneration,31 employees are mostly satisfied regarding remuneration and 51 employees are satisfied regarding remuneration.
H1 there is no association between sufficient opportunities and remuneration.
5.3 Correlation:
Table 10: To Analyse the Correlations between sufficient opportunities and remuneration
sufficient opportunities
remuneration
sufficient opportunities
Pearson Correlation
1
.055
Sig. (2-
tailed)
.
.513
remuneration
Pearson Correlation
.055
1
Sig. (2-
tailed)
.513
.
Source: Primary Data
Inference:
From the above table, it is inferred that there is no perfect correlation between opportunities and remuneration.
Table 11: To Analyse the Correlations of work in organization and level of job Satisfied
work in organization
level of job satisfied
work in organization
Pearson Correlation
1
.137
Sig.(2-
tailed)
.
.100
level of job satisfied
Pearson Correlation
.137
1
Sig. (2-
tailed)
.100
.
Inference:
From the table, it is inferred that there is no perfect correlation between work in organization and level of job satisfied.
Table 12: To Analyse the Correlations of leaders inspirational and working environment
Sig. (2-
tailed)
.101
.
.006
good understan ding mission
Pearso n Correlat ion
.328(**)
-.228(**)
1
Sig. (2-
tailed)
.000
.006
.
** Correlation is significant at the 0.01 level (2-tailed).
Inference:
From the above table, it is inferred that there is perfect positive correlation between organization encouraging, department co- operate and good understanding mission,
leaders inspiratio nal
working
environm ent
leaders inspiratio nal
Pearson Correlati on
1
0.055
Sig. (2-
tailed)
–
0.515
working
environm ent
Pearson Correlati on
0.055
1
Sig. (2-
tailed)
0.515
–
leaders inspiratio nal
working
environm ent
leaders inspiratio nal
Pearson Correlati on
1
0.055
Sig. (2-
tailed)
–
0.515
working
environm ent
Pearson Correlati on
0.055
1
Sig. (2-
tailed)
0.515
–
So there is no correlation between organization encouraging to good understanding mission.
-
-
Conclusion:
Inference:
From the above table, it is inferred that there is no perfect correlation between leaders inspirational and working environment
organizat ion encourag ing
departm ent co- operate
good understan ding mission
organizati on encouragi n
Pearso n Correlat ion
1
-.137
.328(**)
Sig. (2-
tailed)
.
.101
.000
departmen t co- operate
Pearso n Correlat ion
-.137
1
-.228(**)
organizat ion encourag ing
departm ent co- operate
good understan ding mission
organizati on encouragi n
Pearso n Correlat ion
1
-.137
.328(**)
Sig. (2-
tailed)
.
.101
.000
departmen t co- operate
Pearso n Correlat ion
-.137
1
-.228(**)
Table 13: To Analyse the Correlations of organization encouraging, department Co- operate and good understanding mission
A result from this study is contributed to the limited empirical research on the topic of the employee engagement. Specifically, it contributed the first statistical information about the rates of engagement among staff in a human service agency. Because, Employee Engagement is now understood to be critical component of successful organisational outcomes, it needs to be a closely examined work field, if for no other reason that agencies are held increasingly more accountable for outcomes, and funding is often tied to the success rates. An engaged staff can contributed significantly to reaching positive outcomes. Therefore, the engagement concept should be at the forefront of social work research and policy implementation.
Employee Engagement is the buzz word term for employee communication. It is a positive attitude held by the employees towards the organisation and its values. It is rapidly gaining popularity, use and importance n the workplace & impacts organisation in many ways. Employee Engagement emphasis the importance of communication on the success of business. An organisation should thus recognize employees more than any other variables, as powerful contributors to a companys competitive position.
Therefore, Employee Engagement should be a continuous.
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References:
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