Moni's Summer Training Report

8/2/2019 Moni's Summer Training Report

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DISSERTATION REPORT

In Partial Fulfillment of Award of Masters Degree In

Business Administration with specialization in

Human Resources.

ON

ANALYSIS OF EMPLOYEE SATISFACTION THROUGH

EMPLOYEE ENGAGEMENT PLAN WITH SPECIAL

REFERENCE TO INFOGAIN INDIA PVT. LTD.

SUBMITTED BY

MONIKA AGARWAL

Id: 11100103

MBA (HR)

UNDER THE GUIDANCE OF

MISS. SHALINI SINHA

H.R. Executive


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UNITED INSTITUTE OF MANAGEMENT

DECLARATION

I, MONIKA AGARWAL, student of Masters of Business

Administration from United Institute of Management, Uttar Pradesh hereby

declare that I have completed Dissertation on Analysis of employees

satisfaction through Employee Engagement plan as part of the course

requirement.

I further declare that the information presented in this project is true and original

to the best of my knowledge.

Date: MONIKA AGARWAL

Place: Id: 11100103

MBA (HR)

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CERTIFICATE

I, Miss SHALINI SINHA hereby certify that MONIKA AGARWAL,

student of Masters of Business Administration at United Institute of

Management, Uttar Pradesh has completed dissertation on Analysis of

Employees Satisfaction through Employee Engagement Plan, under my

guidance.

Miss Shalini Sinha

( Executive HR )

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ACKNOWLEDGEMENT

The pleasure, the satisfaction, the reward, the appreciation and the

construction of my report cannot be through without the few, who spared

their valuable time and tendered invaluable help and support.

I, Monika Agarwal, would like to express my gratitude to the

management of Infogain India Pvt. Ltd. For allowing me to undertake

research in their esteemed organization.

The Research report bears the imprints of many persons. My efforts would

have remained unsuccessful and futile without support and co-operation ofMs.

Shalini Sinha, Executive (H.R.). I wish to exert my sincere thanks to Ms.

Akanksha Yadav, Accounts Payable Specialist , for giving me invaluableopportunity to carry on the project. My deepest thanks goes to Mrs. Rakhi

Saxena, Deputy Manager (Talent Search) for guiding me throughout the

project. I owe enormous intellectual debt to Ms. Jaya Gupta (Assistant

Manager), who enlightened and enriched me with her knowledge in the field of

Human resource and gave me invaluable insight into the subject. I would like to

express my special thanks to my faculty guide Mr. Vikas Mehrotrafor guiding

and instructing me time to time.

Lastly, I would like to express my regards and good wishes for each and

every one who had helped me in this research report.

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CONTENTS

Declaration

Certificate from Company guide

Acknowledgement

S.No. Chapter Name

1 Introduction

2 Literature Review

3 Problem Statement

4 Research Methodology

5 Employee Engagement

6 Data Analysis

7 Suggestions

8 Conclusion

References

Annexure

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CHAPTER-1

INTRODUCTION

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Employee Engagement

Employee engagement is nothing but extracting the gem part in an employee.

We have seen it many a time that an organization provides top wages and

benefits, yet loses a talented employee to competitor for apparent reasons. Of

course, some employee turnover is unavoidable, but if a company is truly

engaging its employees, there is no good reason for the unexpected loss of

quality staffer. Most organizations today have realized that a satisfied

employee is not necessarily the best employee in terms of loyalty and

productivity. It is only an engaged employee who is intellectually and

emotionally bound with the organization, feels passionately about its goals and

is committed towards its values. He goes the extra mile and associates himself

with the actions that drive the business. Engaged employee are more likely to

stay, and be the advocates of the company, its products or services. An engaged

employee is a person who is fully involved in, and enthusiastic about, his or her

work. Employee Engagement is now measured by items which have been linked

to key business outcomes.

A greater number of loyal employees ensure low recruitment and training costs,

in effect enhancing the productivity of the organization. In short, employee

engagement is a positive attitude held by employee towards the

organization and its values. It is rightly said that the only sustainable

competitive advantage for the company is human resources.

An organizations capacity to manage employee engagement is closely related

to its ability to achieve high performance levels and superior business results.

Employee engagement is critical to any organization that seeks not only to

retain valued employees, but also increase its level of performance.

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Engagement is the energy, passion, or fire in the belly employees have for

their employer. Employee engagement is the extent to which employees feel a

sense of commitment to their organization, to its values, goals and objectives

and consciously and conscientiously work towards achieving those goals and

objectives. Employee engagement is the extent to which employees choose to

invest their physical, mental and emotional energy in their work and their

organization. In simple terms employee engagement is making employees to

work with not only with their minds and bodies but also with hearts. When

somebody puts heart and soul into work, he creates a congenial atmosphere

where organizational and individual goals can be achieved more effectively.

All the employees should put their heart and soul to work for the company. This

can be possible through employee engagement. Committed employees who are

self-motivated will work for the organization with joy. A fully engaged

employee are intellectually and emotionally bound with the organization, gives

their 100 percent, feels passionately about their goals and are committed to live

by its values. These employees go 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.

An empowered organization is one in which individuals have the

knowledge, skill, desire, and opportunity to personally succeed in a way to

collective organizational success.

Stephen R. Covey

Benefits Of Employee Engagement

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Why the organizations are spending huge amount on the employee

Engagement activities? What do they receive in return for it? The answer

of all these can be given by taking following benefits of the program into

consideration:

Helps the company to be profitable and have year-on-year increases in

profit share.

Helps the organization to gain a great reputation for customer service.

Helps the organization to deliver all the latest innovations.

Increase productivity and morale.

Creates a feeling of loyalty among the employees.

Increases employee retention Reduces absenteeism.

Reduces the waste-age of cost and time on recruitment and training.

Provides friendly working environment.

Promote team building spirit among the employees.

Builds passion and commitment and further boost engagement in

employees.

THE THREE LEVELS OF EMPLOYEE ENGAGEMENT

Engaged Employees

Engaged employees work more passionately and have a strong connection with

their company. They are more innovative and help organization in moving

towards success. These employees work with passion and feel a profound

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connection to their company. People that are actively engaged help move the

organization forward.

Not Engaged Employees

These employees have essentially checked out, sleepwalking through their

workday and putting time but not passion into their work. They are not

active in their work. They do their work just for the sake of doing it.

Actively Dis-engaged Employees

Actively disengaged employees are those who are not just unhappy with their

work, they also keep acting out their unhappiness. They keep spreading the

negative vibes in the organization and undermine those who are willing to do

their job or who are engaged. These employees are busy acting out their

unhappiness, undermining what their engaged co-workers are trying to

accomplish.

INTER PRETATIVE MODELS 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 4.1, which is

based on a diagnostic model in Robinson et al (2004), illustrates the driver

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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 improved.

Figure 4.1 Robinson et al (2004) model of the drivers of employee

engagement

Source: Robinson Et A l (2004)

Penna (2007) presents a hierarchical model of engagement factors (see figure

4.2), which illustrates the impact each level will have on the attraction,

engagement and retention of talent. They propose a model with "meaning at

work" at the apex.

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Figure 4.2 Penna (2007) model of hierarchy of engagement, Source: Penna

(2007)

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.

The ten Cs of employee engagement

How can leaders engage employees heads, hearts, and hands? Here are the

literature offers several avenues for action; we summarize these as the Ten Cs

of employee engagement :

1.Connect:

Leaders must show that they value employees. In First, Break All the Rules,

Marcus Buckingham and Curt Coffman argue that managers trump companies.

Employee-focused initiatives such as profit sharing and implementing worklife

balance initiatives are important. However, if employees relationship with their

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managers is fractured, then no amount of perks will persuade employees to

perform at top levels. Employee engagement is a direct reflection of how

employees feel about their relationship with the boss. Employees look at

whether organizations and their leader walk the talk when they proclaim that,

Our employees are our most valuable asset.

2. Career:

Leaders should provide challenging and meaningful work with opportunities for

career advancement. Most people want to do new things in their job. Forexample, do organizations provide job rotation for their top talent? Are people

assigned stretch goals? Do leaders hold people accountable for progress? Are

jobs enriched in duties and responsibilities? Good leaders challenge employees;

but at the same time, they must instil the confidence that the challenges can be

met.

3. Clarity:

Leaders must communicate a clear vision. People want to understand the vision

that senior leadership has for the organization, and the goals that leaders or

departmental heads have for the division, unit, or team. Success in life and

organizations is, to a great extent, determined by how clear individuals are

about their goals and what they really want to achieve. In sum, employees need

to understand what the organizations goals are, why they are important, and

how the goals can best be attained.

4. Convey:

Leaders clarify their expectations about employees and provide feedback on

their functioning in the organization. Good leaders establish processes and

procedures that help people master important tasks and facilitate goal

achievement.

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5. Congratulate:

Business leaders can learn a great deal from Woodens approach.

Surveys show that, over and over, employees feel that they receive immediate

feedback when their performance is poor, or below expectations. These same

employees also report that praise and recognition for strong performance is

much less common. Exceptional leaders give recognition, and they do so a

lot; they coach and convey.

6. Contribute:

People want to know that their input matters and that they are contributing to

the organizations success in a meaningful way.

7. Control:

Employees value control over the flow and pace of their jobs and leaders can

create opportunities for employees to exercise this control. Are leaders flexible

and attuned to the needs of the employees as well as the organization? Do

leaders involve employees in decision-making, particularly when employees

will be directly affected by the decision? Do employees have a say in setting

goals or milestones that are deemed important? Are employees able to voice

their ideas, and does leadership show that contributions are valued?

8. Collaborate:

Studies show that, when employees work in teams and have the trust and

cooperation of their team members, they outperform individuals and teams

which lack good relationships. Great leaders are team builders; they create an

environment that fosters trust and collaboration.

9. Credibility:

Leaders should strive to maintain a companys reputation and demonstrate high

ethical standards.

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People want to be proud of their jobs, their performance, and their organization.

10. Confidence:

Good leaders help create confidence in a company by being exemplars of high

ethical and performance standards.

What employees want from management???

Hear me

Focus me

Know me

Equip me

Challenge me

Care about me

Help me grow

Help me feel proud

Help me see my value

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Help me build mutual trust

Help me see my importance

Help me review my contributions

END OF CHAPTER 1

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CHAPTER-2

LITERATUEREVIEW

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LITERATURE REVIEW

'Employee engagement' is a relatively new term in HR literature and started tocome to prominence from 2000 onwards. Melcrum Publishing (2005) found that

from a global survey of over 1,000 communication and HR practitioners 74%

began to formally focus on the issue between 2000 and 2004.

The evolution of employee engagement summarised that

It builds upon and goes further than 'commitment' and 'motivation' in the

management literature (Woodruffe, 2006 as cited in CIPD, 2006a)

A desk review undertaken by Rafferty et al (2005) indicates that it

originated from consultancies and survey houses rather than academia

The level of interest it has generated indicates that it is more than a passing

management fad and a considerable amount of research and analysis has

been conducted in the last 10 years or so building up our understanding of

the term.

The commitment literature, discussed the various kinds of commitment and the

impacts of a committed workforce, lays the foundation for understanding of

engagement and the evolution of the concept. As is discussed later, commitment

and engagement are not considered to be one and the same. Whilst commitment

is an important element of engagement, engagement is considered to be more

than just employee commitment

It appears that engagement, although sharing strong characteristics with each

other but the concept is more than commitment and/or OCB on their own.

Rafferty et al (2005) draw the distinction on the basis that engagement is a two-

way mutual process between the employee and the organisation. Sharpley

(2006) (as cited in Harrad 2006) also points out that it is important to

distinguish between motivation and engagement, as it is possible to be

motivated in one's job without necessarily feeling an attachment to the

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organisation. In Sharpley's (2006) (as cited in Harrad 2006) definition of

engagement there must be a mutual feeling of support between the employee

and the organisation.

Definitions of employee engagement

The CIPD (2007a) defines employee engagement as a combination of

commitment to the organisation and its values plus a willingness to help out

colleagues. According to this view, engagement is about more than job

satisfaction and is a more complex concept than motivation. Similarly, Schmidt

(2004) defines engagement as bringing satisfaction and commitment together.

Whilst satisfaction addresses more of an emotional or attitudinal element,

commitment brings in the motivational and physical elements. Schmidt (2004)

contends that while satisfaction and commitment are the two key elements of

engagement, neither on their own is enough to guarantee engagement.

Ellisand Sorenson (2007) defines an engaged employee as one who 1) knows

what to do at workand 2) wants to do the work. It is their strong view that

engagement should always be defined and assessed within the context of

productivity, and that the two elements of engagement noted above are

necessary for driving productivity.

Right Management (2006) defines true engagement as every person in the

organisation understanding and being committed to the success of the business

strategy, and that this goes beyond more than just simple job satisfaction and

incorporates aspects of commitment, pride and advocacy about the

organisation's products and brand. Whilst the onus is on the organisation to

manage communication effectively to involve employees and align them with

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the organisation, this clearly requires input and feedback from employees as

well to make the process work

Meere (2005) describes three levels of engagement :

1. Engaged - employees who work with passion and feel a profound

connection to their organisation. They drive innovation and move the

organisation forward;

2. Not engaged - employees who attend and participate at work but are

timeserving and put no passion or energy into their work; and

3. Dis-engaged - employees who are unhappy at work and who act out

their unhappiness at work. According to Meere (2005), these employees

undermine the work of their engaged colleagues on a daily basis.

The CIPD Annual Survey report (2006c) defines engagement in terms ofthree dimensions of employee engagement :

1. Emotional engagement - being very involved emotionally in one's work;

2. Cognitive engagement - focusing very hard whilst at work; and

3. Physical engagement - being willing to 'go the extra mile' for your

employer.

Characteristics Defining Employee Engagement

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Definition

CharacteristicsDescription Sources

Drivers/inputs into engagement

Two-way

relationship

between

employee

and employer

"Similarity to the psychological

contract - unwritten, underpinned by

trust - easy to break."

"Organizations have to work to

engage employees - and may have toput in a lot to reach their goal of a

committed, enthusiastic and engaged

workforce"

"An important point to note is that

engagement is two-way; organizations

have to work to achieve it."

Robinson et al

(2004)

Robinson et al

(2004)

CIPD (2005)

Business

appreciation

& vision

"Employees must understand the

context in which the organisation

operates. It is insufficient foremployees to be committed to their

organisation; they also need an

element of business appreciation, so

that any changes they make to their

jobs could be seen to have business

benefits."

"Of course, when you have the

right people you have the trouble of

creating ways of letting them know

what is going on in the business andwhere they fit in 'line of sight' - in

regards to business goals and

objectives."

"Knowing what to do at work -

understanding the organisation's

vision of success and how the

employee can contribute to achieving

that vision"

"We also have it confirmed here

Robinson et al

(2004)

Penna

Consulting

(2006)

Christian, M. et

al (2007)

Segal/Sibson

(2006)

CIPD (2006a)

CIPD (2006a)

Investors in

People IIPUK

(2006)

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that communication - knowing what's

going on, what's planned and why - is

crucial.

"The report describes a group of

people who receive a clear vision, are

inclined to support the organisation's

objectives, and who are also highly

engaged."

"Fundamentally, good internal

communications should be about

effective transfer of knowledge or

meaning within the organisation, sothat people understand and support

the organisation's business goals - it's

not just about 'broadcasting to the

troops'."

Employee

Involvement

"We talk more about words like

'involve', 'participate' and 'respond'

rather than 'engage'. That means

creating shared meaning and

understanding in a way that our

people actively want to participate."( BBC case study)

"These are interesting findings

and can be taken to emphasise that

people want a sense of involvement -

or being to some extent in a

partnership with their employer."

Melcrum

Publishing(2005)

CIPD (2006a)

'Elbow room' /

discretionary

give them lots of opportunities to

contribute".

Buchanan

(2004)

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Behaviour

"people who have reasonable

autonomy in doing their job, sometimes called 'elbow room', and

who find their job challenging are

likely to have high levels of job

satisfaction."

CIPD (2006a)

Effective

Communication

"Employees having a voice -

being able to express their opinion

upwards to their manager and

beyond."

Ref management style

"keeps the person in touch with

what is going on. Listening to

suggestions."

"The main drivers of employee

engagement are: having opportunities

to feed your views upwards; and

feeling well informed about what is

happening in the organisation."

" challenges you to raise the

level at which you communicate with

your people, making the dialogue

increasingly two-way and giving

people a greater say and stake in

decisions which affect them."

CIPD (2006a)

CIPD (2006a)

CIPD (2006b)

IIPUK (2006)

Management "This points to the primacy of the

quality of the relationship between

employee and supervisor, sometimes

called 'leader-member exchange'." "Managers themselves have to

show commitment to the

organisation, what we would call

'committed leadership'."

"engagement, which is

influenced by ..management

capability - reflected in professional,

fair and impartial behaviour. It is

CIPD (2006a)

CIPD (2006a)

Sharpley (2006)

(as cited in

Harrad 2006)

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possible to be motivated in one's job

without necessarily feeling anattachment to the organisation or the

management however, a feeling of

engagement requires a wider sense

of supporting and being supported by

the organisation."

Results of engagement/characteristics of an engaged workforce:

Employee

identification with

the organisation

"Employees need to believe in its

[organisation's] products and

services, and particularly its values"

Robinson et al

(2004)

Commitment

"Wanting to do the work -

obtaining a sense of satisfaction

from the job and work content and

being inspired by the organisation to

perform the work."

"Employee engagement, or

'passion for work', involves feeling

positive about your job, as well as

being prepared to go the extra mileto make sure you do the job to the

best of your ability."

Segal/Sibson

(2006)

CIPD (2006b)

Pride &

Advocacy

"people's commitment, pride

and advocacy (what employees say

about company products, services

and brand)."

"We believe that the pride taken

in working for their employer, and

their willingness to recommend their

employer as a place to work tofriends, are excellent barometers of

engagement and meaning"

"Engaged employees will help

promote the brand and protect the

employer from the risks associated

with poor levels of

service..similarly, a strong

Right

Management

(2008)

Penna (2010)

CIPD (2010a)

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employer brand will help in

attracting and retaining employees"

A research report into employee engagement by Melcrum Publishing

(2005) based on a global survey of over 1,000 multinationals concluded that

from an organisation's point of view it is the senior executives that 'set the tone'

of engagement in an organisation, whatever the size. There are a number of

actions and strategies that senior management can make use of to inspire

engagement among employees and motivate them to go the extra mile. The six

top drivers of engagement from the senior management perspective were found

to be:

Communicating a clear vision of the future

Building trust in the organisation

Involving employees in decision making that will affect them

Demonstrating commitment to the organisation's values

Being seen to respond to feedback

Demonstrating genuine commitment to employee's well being

Schmidt (2004) bases the model on a variety of studies and writings,

implicit in which is the notion that it is WWB(Workplace wellbeing) that

drives engagement. CIPD(2010a) concurs with this view of the importance

of well being, stating that engagement is 'wholly consistent' with an

emphasis on employee well-being.

The final variable impacting on employee engagement relates to employees

themselves. A number of studies have produced quantitative research findings

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that demonstrate the impact that biographical and job characteristics can have

on employee engagement

CIPD's (2006c) three types of engagement - cognitive, emotional and

physical.

The CIPD Annual Survey report (2006c) defines engagement in terms of three

dimensions of employee engagement:

Emotional engagement - being very involved emotionally in one's work;

Cognitive engagement - focusing very hard whilst at work; and

Physical engagement - being willing to 'go the extra mile' for your

employer.

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Key Findings in the literature

The key findings, as noted in the literature, are:

Employee engagement matters as it impacts on companies' bottom lines,both through HR related impacts (such as recruitment and retention) and

through wider impacts on productivity, profit and achieving the aims

and objectives of the organisation;

A range of themes emerge as factors that influence employee

engagement. These include factors that have a direct influence on

employees working conditions (such as the number of hours worked and

the work life balance) and also wider influences linked to the

organisation (such as the importance and value of what the organisation

does). A common theme emerging from all studies is the importance of

leadership and two-way communication, and the need for management

to drive forward employee engagement;

In terms of impact, studies tend to emphasise the positive impact of

employee engagement but few quantify this impact reliably. Where an

attempt at quantification is made, the magnitude of the positive impact

tends to be very significant ( e.g. 20% increases in productivity);

It is clear that 'employee engagement' has moved beyond HR discussion

papers and concepts into the mainstream strategic and operational

management. It is not a fad - it is reality for many organisations thatview it as having benefits and are using it as a tool to further the

organisation's objectives. The next challenge is to quantify robustly the

cost-effectiveness of organisational commitment to employee

engagement. In this area the literature has less to say and the jury is still

out; and

There is general agreement that staff surveys can be designed to

effectively measure employee engagement and there are a number of

good practice examples which can be drawn on to design such surveys.

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CHAPTER-3

PROBLEM STATEMENT

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Problem Statement

The problem statement of my research report is to Analysis of employee

satisfaction through employee engagement plan.

Objectives of study

To understand the employees engagement level in IT and BPO sector.

To identify the various employee engagement techniques in the IT and

BPO sector.

To make a comparative analysis of engagement activities in IT and BPO

sector.

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CHAPTER-4

RESEARCH

METHODOLOGY

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RESEARCH METHODOLOGY

RESEARCH DESIGN

The nature of research design is Descriptive. During the study, both Primary

and secondary data has been used.

PRIMARY DATA

Questionnaire and personal interview is used as a tool to collect primary

data.

SECONDARY DATA

While secondary data is collected from books, magazines and internet.

STATISTICAL TOOL

I used SPSS and MS-Excel as a statistical tool for analyzing my data.

SAMPLE SIZE

The sample size of 25 employees from each of the four departments of

Infogain, that is Human Resource Dept, Finance Dept, Admin Dept, and

Marketing Dept, have been taken. Therefore a total of 100 employees were

surveyed as a part of the study.

RESEARCH LIMITATION

The sample size of survey is 25 in each of the four departments which is

too small to represent the engagement level of the whole company.

Some people have given vague answers.

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CHAPTER-5

EMPLOYEE ENGAGEMENT

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Why Employee engagement survey in the organization?

For effective running of the organization, assessment of the engagement

level of the employees and initiating timely corrections is required.

Corporate Plan also emphasizes the conduct of engagement Study at

regular intervals to motivate employees.

Assess the strategic advances made in the area of human resource

development.

Dimensions of employee engagement survey :

Accountability

Opportunity

Rewards and recognition

Cooperation

Development

Employee involvement

Organizational pride

Commitment

Teamwork

Fair appraisal

Pay & benefits

Fair treatment

Communication

Loyalty and commitment

Initiative

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Feedback

Work life balance

1) Accountability

Accountability is a very important factor in employee

engagement. By accountability we mean accepting the responsibility in

whatever task he/she do. He must have the knowledge of what expectations

does the organizations have out of him/her. Therefore if the person is not even

aware that what is expected from him then we can say that the person is actuallydetached from the organization.

2) Opportunity

This parameter finds that is the company providing appropriate

opportunity for the employees to do the task in which they are interested and are

good at or just imposing the responsibilities without bothering about the fact

that whether the employee is interested or not. This factor plays a important rolein deciding that whether employee is engaged in the company or not. It is so

because if the employee feels that he/she is not getting appropriate chance to

participate in the activity which is of interest to him then he will remain

detached from the work of the organization.

3) Rewards and recognition

Why should I put an extra effort into this

job? or whats in it for me? that is a question every person consciously

or unconsciously asks, before engaging in any form of behavior. Obviously

then, it applies to all employees in an organization. Before they do anything,

they look for a payoff or reward. Therefore every employee will indulge or get

engaged with the activity when he will get something in return in form of

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reward or recognition. Even a simple pat on a back or appreciation helps a lot

in engaging an employee in the organization.

4) Cooperation

A cooperative and friendly environment helps a lot in high

engagement level of an employee. It is so because if superiors or colleagues in

the company are not supportive or cooperative in nature then every day or the

other conflicts will arise which will then lead to disengagement of an

employee.

5) Development

In todays competitive world we can see that now people

prefer to work in those companies which offer good career path and

developmental opportunities. Therefore if an employee doesnt feel that they are

getting any opportunity to grow then they remain disengaged with the

organization while on the other hand the developmental activities attract theemployee and encourage them to get engaged with the organization.

6) Employee involvement

Employee involvement is one of the tool to increase

the engagement level of employees. It is through this tool that employee gets a

feel in themselves that they are the part of the organization. When employees

get a chance to put forth their suggestion then they feel proud and love to work

for the organization.

7) Organization pride

If an employee feels himself proud to be associated

with his organization then this shows that engagement level of that person is

high. Where as if an employee do not feel proud and feels shy to discuss about

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the organization with his friends then this clearly indicates that the person is not

engaged or disengaged with the organization.

8) Commitment

Commitment is an important element of engagement.

Employees with the highest level of commitment perform 20% better and are

80% less likely to leave the organization. An employee who is committed

towards his work will be able to produce quality goods and thus he will be

reffered to as actively engaged employee of the organization.

9) Teamwork

We know that in order to work efficiently and achieve the

objectives we are required to work in teams. Therefore in order to keep the

employees engaged it is necessary that people of the organization must be

helpful by nature. Atmosphere of trust and love for each other must exist.

Various studies have shown that in such an environment employees perform the

best and the individual becomes actively engaged in their work.

10) Fair appraisal

Performance appraisal is a method which enables review

and evaluation of appraisees performance based on quality, quantity, cost and

time. The objective of the performance appraisal is to assess the employees

performance in terms of target achieved and to give the feedback on the

performance to employee. Performance appraisal is a very crucial and criticalprocess of any organization, as this acts as a motivational tool for those who

give outstanding results and also for the employees who do not work up to the

mark as it identifies the weak areas and develops them so that they can also

bring good results in future. It is very important that whenever appraisal takes

place it must be fair and should not be based on favoritism. If appraisal is done

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fairly then it boosts the morale of the employees and motivate them to do better

which further helps in active engagement of an employee.

11) Pay and benefits

Monetary benefit is the most important factor which

attracts and retains large number of employees. attrition and retention survey

show that one of the top reasons for talent attrition to be external inequity of

compensation. Therefore salary and other monetary benefits are very important

motivating factors. This is the factor which encourages an employee to put in

his extra effort in the work of the organization. It has been generally seen that

employees who are not satisfied with their pay package they think that why

should they do extra when they are not getting anything in return. Therefore, in

order to check the engagement level it is necessary to see their satisfaction level

with the pay package and benefits provided to them.

12) Fair treatment

It is very important that in order to bring make the

employee attached with the organization, the superiors must make such a

climate in an organization that they dont feel that they are treated unfairly or

equal opportunities is not given to him. There must not be any feeling of bias

because if such fosters then an employee will not be able to concentrate in his

work and will remain emotionally detached with the organization.

13) CommunicationCommunication is the process through which we exchange

our thoughts, ideas and information. Information within the organization flows

through formal and informal communication channels. Formal channels of

communication generally follow an organizations hierarchy of command.

Information about policies and procedures originates with executives and flows

down through managers to supervisors and finally to lower level employees. In

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order to encourage the employee to do the task for the organization it is very

crucial that all the information must be provided to him in a timely manner. An

employee must have the knowledge and intimation about the activities going on

in an organization so that he can very well remain prepared for the same and

contribute his best to the organization.

14) Loyalty

How loyal and committed an employee towards his organization

is decides that whether an employee is engaged with the company or not. For

example if an employee says that he is willing to continue with the organization

for long term period then this shows that employee is happy to be part of the

company and wishes to continue with it. It shows the engagement level of the

employee.

15) Initiative

If an employee himself takes initiative and volunteer to do things

then this shows that he is engaged in an organization. Whereas on the other

hand if employee resist doing work then it shows that he is not engaged with the

organization.

16) Feedback

Providing fair feedback to the employee helps to increase

motivation and encourages an employee to do better. Thus fair feedback helps

in increasing the engagement level of an employee.

17) Work life balance

Work-life balance is about people having measure of

control over when, where and how they work. It is achieved when an

individuals right to a fulfilled life inside and outside paid work is accepted

and respected as the norm, to the mutual benefit of the individual, business

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and society. In other words, when an employee is able to maintain a perfect

balance between his organizational work and personal life then he works with

more enthusiasm and dedication. It is very important to take care of employees

because if they are not comfortable with their personal life then it will have

direct influence on the job performance.

Infogain India Private limited

Established in 1990 in Silicon Valley, California, Infogain is an

enterprise IT and business solutions company that specializes in superior IT

architecture design, end-to-end project implementation, and managed services.

As a premier services company, our customers are our top priority and your

success is our objective.

At Infogain, we value the long-term relationships we establish with ourcustomers as we ultimately act as a virtual extension of their own organizations.

Our business consultants, project managers and engineering teams work

together with our customers to understand their specific requirements and to

create a common, shared business goal. We strive to empower our customers

through our solutions and accelerators, capitalizing on the client's new and

existing IT assets to enable streamlined processes, operational efficiencies and

stronger business growth.

We were conceived with an entrepreneurial spirit that aims toward customer

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delight in all of our associations. We incubate the leadership attributes of our

employees by promoting entrepreneurial ventures, and combining them with

strong technical and business plans.

Over the years, Infogain has invested in sustaining a strong

infrastructure that is reflected in our world-class network of people, processes,

technology, and knowledge aspects of the work environment in which we

provide end-to-end solutions to our clients worldwide. These investments

enhance the productivity rates per employee while significantly reducing

project-centric risks for our clients.

Our customers benefit from end-to-end solutions, valuable consulting

services and highly skilled engineering execution. With nearly two decades of

on-time/on-budget delivery, Infogain has built strong practices and worldwide

delivery capabilities in custom application development, SOA and enterprise

integration, ERP/E-Business, portals and collaboration, business intelligence &

MDM, CRM and Cloud Integration Services. These horizontal services arecomplemented by our deep industry experience in which we deliver specific

solutions forRetail, High Techology,Insuranceand Transport, among others.

And for clients who wish to outsource ongoing operations, Infogain supports

these and other applications in a robust and tested application management

environment.

Infogain has global footprints in the UK and Europe and two

established SEI-CMM level 5, ISO 9001:2008 compliant, Global Delivery

Centers in New Delhi and Pune India. These state-of-the-

art development centers are equipped with the latest technology and networked

work environment with multi-layered controls for enhanced data, network andphysical security. The facilities operate around the clock to support clients

across multiple continents and time zones. With our blended delivery model we

offer the benefit of localized control for our customers combined with the

advantages of low cost and high quality.

Infogain is a top-tier business consulting and professional services firm

with a track record of excellence. With nearly two decades of experience, our

customers benefit from established mature processes and support as well as the

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deep business and technical industry expertise of our consultants and engineers.

At Infogain, we care about the issues that are top of mind for CIOsincreasing market share, meeting quarterly and annual objectives, and reducing

operational costs. To support business users, Infogain has tightly integrated

service offerings that help companies maintain their competitive advantage.

Ourblended delivery methodologycombines high-end consulting and

project management on site with the scalability and cost advantages of offshore

projects. In addition, our best-in-class HR practices enable us to attract and

retain top business and engineering talent. Our professionals excel due to our

philosophy of continuous skills training as well as their long-term, deep

experience with multiple client projects.

Customers find a trusted partner in Infogain with transparent business

processes that are founded upon our commitment to the SEI-CMM level-

5Qualityfundamentals. Our proven track record in delivering high-value

solutions for Fortune 1000 companies stands as a testament to our capabilities.

Our clients can rely on the secure, ISO 17799 compliant infrastructure and

flexible state-of-the-art facilities of Infogains Delivery Centersto deliver

seamless, 24x7 process integration. .

Infogains commitment to flexibly responding to customers changing

needs -- and our willingness to invest in new technologies jointly with

customers further enhance deep, longstanding partnerships with our customers.

In short, Infogains deep industry expertise, cost-effective delivery

methodology, highly skilled engineers and professionals, focus on quality

standards, and flexibility in meeting your specific business requirements

effectively eliminate risk and provide the foundation for our shared success.

Vision

"To be a Recognized Leader and Trusted Partner by providing high value, high

quality software solutions".

Mission & Values

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Client Success First, Always and Every time

Respect for our People, their Contributions, and their Aspirations

High value on Trust, Integrity and Open communications

Fun and Exciting Work Environment

Infogain Business Goals :

Goal:

Infogain to be known for its Customers, Solutions & Financials.

Big opportunities lying ahead:

For the Company:

More growth in business as well as team size

Change in growth trajectory (> 50% YoY)

For our Customers:

More value addition from our solutions

For our Team:

Developing the leaders of tomorrow from within

Increased hiring from campuses making them quickly

productive

Inclusive environment; increased say in strategies and operations

Greater challenges Greater job satisfaction

Human Philosophy

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Our human resources are our most valuable assets. HR is a value based

services which aims to optimize human potential towards fulfilment of

organizational as well as personal goals.

Kapil Nanda( President and Chief Executive Officer )

Kapil Nanda founded Infogain in 1990 after years of

extensive management experience acquired during his association with industry

pioneers like Burroughs, Intel, and Altos Computer. With nearly three decadesof experience in the technology industry, he is in a unique position to navigate

the challenges enterprises face when integrating multiple generations of systems

and applications as part of their business strategies. Mr. Nanda holds a

bachelor's degree in engineering from Punjab University, India, a master's

degree from the University of Kansas, and MBA from the University of

Southern California.

Mark De La Vega

( Senior Vice President and General Manager,

Enterprise Services Group )

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Mark de la Vega brings a multi-faceted, fast-paced

leadership background to his role as Senior Vice President and General

Manager of Infogains Enterprise Services Group. With an exceptional technical

grasp of critical product development and information technologies, he has

more than 25 years of proven experience managing worldwide software,

product and services organizations. Prior to joining Infogain, Mark served as

Senior Vice President of Technology and General Manager for Products andSaaS technology at Rainmaker Systems. While at Rainmaker, Mark transformed

the SaaS ecommerce technology offering and helped secure the industry leader

in security software as the lead client for SMB transacting ESD. He also has

also served as Executive Vice President and General Manager for TeleTech

Holdings On-Demand Division and President of the Amdocs Clarify/CRM

Division.

With a Bachelor of Science degree in Business Administration from San

Jose State University, Mark started his high-tech career in software sales then

moved to managing broader functions of software and technology with

increasing responsibilities and breadth at Network Systems, Network General,Novell, Bay Networks, Cisco Systems and Amdocs.

Ray Allen

( VP & General Manager, Retail Business Practice )

Ray Allen is part of Infogains executive team and working as the head

of its Retail Business Unit. In this role, Allen is leading Infogain's retail

division, which is dedicated to producing high-quality store and enterprise

solutions for retailers and product engineering services for top retail software

companies.

Ray previously headed the Product division for 360Commerce prior to

the acquisition by Oracle. In his role as Sr. VP - Product Development at

360Commerce, Ray was instrumental in re-organizing the development

organization and implementing a new development methodology to improve

quality and predictability. He also introduced three new products while at

360Commerce.

Prior to his role with 360Commerce and Oracle Retail, Ray was with The

Home Depot where he served in a management capacity for over a decade, with

the last three years as Director of Store Solutions. Ray's broad background and

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expertise go beyond technology management and include the setting of the

comprehensive vision and strategy for IT organizations in the retail industry.

Laki Balaji

( VP & General Manager, Insurance Group )

Laki brings to Infogain 22 years of Business Development

and Vertical Leadership experience in the Insurance and Health Care industries.He spent the last 14 years in the insurance market focusing on Insurance Service

Providers, Claims, and underwriting software solution development. His

considerable experience has led him to author several relevant papers, namely

on the topic of leveraging the power of data, analytics and business intelligence

to help insurance industry clients optimize their strategic business direction. In

his role as Vice President and General Manager of the Insurance Group, Balaji

will be responsible for driving Infogains vision and strategy for the Insurance

industry vertical practice.

Prior to joining Infogain, Laki was Head of North American Insurance

Vertical for Mahindra Satyam; a Senior Director of Product Management at

Mitchell International, an industry leading software provider for the insurance

market; and, VP of Insurance Predictive Analytics for Fair Isaac. Laki holds a

Masters in Management Sciences from the Western Michigan University.

Rakesh Goel

( Vice President, Software Vertical )

Rakesh Goel has been in the software development

industry for nearly two decades, specializing in defining and developing

engineering solutions for software product companies. For over 10 years he has

worked with these companies in the areas of databases, software tools, packaged

applications, and industry-specific software solutions. Rakesh currently

manages the software vertical group within Infogain; in this role he is

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responsible for creating value for Infogain's software product clients in product

development, quality, support, and services. Prior to joining Infogain, Rakesh

worked for 12 years with Tata Unisys in India, where he was responsible formultiple large-size offshore software development programs - from their

definition to the implementation phase. Rakesh received his master's degree in

electrical engineering from University of Saskatchewan, Saskatoon, Canada.

Dean Wohlwend

( Chief Financial Officer )

Dean Wohlwend boasts over 20 years of financial

management experience in the high technology domain. As chief financial

officer he oversees the strategic planning, outside investment, and growth plans

for Infogain. Prior to joining Infogain, Dean held several senior executive

positions including vice president of finance and administration and CFO for

Synacom Technology, and senior director of finance, Synopsys. He also served

in senior financial positions at MIPS Computer Systems, Varian Associates, and

Amdahl Corporation. A certified public accountant, Dean acquired his

bachelor's degree in accounting at Central Washington University and a master's

degree in business administration at Golden Gate University.

Major General S. K. Nanda - AVSM

( Chairman, Infogain India )

After a long and distinguished Service in the Army, where

he was awarded an AVSM, by the President Of India, Maj Gen S..K..Nanda,

took upon himself the task of setting up Infogain India Pvt Ltd ,a fully owned

subsidiary of Infogain Corporation USA, in the year 1996.

Under his inspiring vision, leadership and exceptional abilities, Infogain

India grew in strength and ability and created an enviable employee friendly

environment. Infogain has been rated as one of the best IT employers in a

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survey conducted by Data Quest, a Cyber Media Publication, besides being

adjudged amongst top fifteen exciting emerging company by NASSCOM for

two years running.

Unassuming with a quiet determination, the General is a known

motivator and with an excellent understanding of human dynamics. He has

taken upon himself to foster and grow a culture of Innovation in Infogain.

As Chief Mentor and given his Service background, he has helped create

and grow an enviable company culture and work environment, besides nurturing

Infogain India into a Company with a 'heart'.

Eddie Chandhok

( President, Global Delivery Organization )

Eddie Chandhok has over 15 years of experience in the IT

Industry. He is responsible for the smooth functioning of Infogains Global

Delivery Organization chartered with providing high-quality consulting and

software services to all Infogain clients globally. He brings a wide knowledge of

global IT practices and processes. Additionally, he manages Infogains Centers

of Excellence.

Eddie has been a part of the consulting community for over 15 years

working with Fortune 500 companies across 4 continents and 10 countries. Prior

to Infogain, he spent 9 years with Ernst and Young and Cap Gemini. He has an

engineering degree from BITS, Pilani and an MBA Degree from The University

of Michigan, Ann Arbor.

Anupam Jauhari

( Vice President, Global Head HR )

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Anupam Jauhari brings more than 18 years of work

experience and a strong understanding of the human resources function to

Infogain. He is committed to promoting and strengthening organizational

culture to build a powerful brand as a Great Place to Work.

In his role as Vice President and Global Head of HR, Anupam oversees

all HR functions. As custodian of talent identification, deployment anddevelopment, he champions Infogains HR processes and initiatives at the

business level. He focuses on getting the right people, in the right places, at the

right time to keep Infogain's consultants engaged and performing at optimal

levels.

An alumnus of University of Allahabad, India, Anupam is a Graduate in

Commerce and holds a Post Graduation Degree in Human Resources and

Personnel Management. He is also an active member of various HR forums and

associations. He has worked on key assignments with companies like NIIT

Technologies Ltd, Reliance Industries, Syntel Software Ltd and Metamor

Global Solutions (also known as Keane India).

Infogain USA

Infogain Corporation,

HQ

485 Alberto Way

Los Gatos, CA 95032

USA

Phone: 408-355-6000

Fax: 408-355-7000

Contact Us

Infogain Chicago503 Rosewood

Avenue Winnetka,

IL 60093

Phone: 847-501-3559

Fax:208-439-2177

Contact Us

Infogain Irvine

3333 Michelson Dr.,

Suite 450 Irvine,

CA 92612

USA.

Phone: 949-223-5100

Fax: 949-223-5110

Contact Us

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Infogain Atlanta

4484 Tench Road,Unit 750,

Suwanee, GA 30024.

Phone: 678-386-8421

Contact Us

Infogain Austin

8834 N. Capital ofTexas Hwy Suite

280

Austin, TX 78759

Phone:512-2377746

Fax: 512.351.4531

Contact Us

Infogain India

Noida

A-16, Sector 60, Noida

Gautam Budh Nagar,

201301 (U.P.) India

Phone: +91-120-

2445144

Fax: +91-120-2580406

Contact Us

Direction Map

Pune

101 A, Delta 1, First

Floor,

Giga Space, Viman

Nagar, Pune 411014,

Maharashtra, India

Phone : +91-20-410-

41100

Fax:+91-2026631297

Contact Us

Direction Map

Infogain Europe and Africa

UK

Infogain Limited

Peter House,Oxford

St, Manchester, M1

5AN

Phone:+44-(0)-161-

602-3500

Fax:+44-(0)-161-602-3503

Contact Us

Zurich

Infogain Limited

Zweigniederlassung

Zrich,

c/oFinanz-Treuhand

Zrich AG,

Dufourstrasse 90,

8008 ZrichPhone: +41-44-383-

7880

Contact Us

Infogain Middle East

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Infogai Middle East FZE

P.O. Box No. 51136 Hamriyah

Free ZoneSharjah, UAE

Phone:+971-56-644-0795

Contact Us

Employee Engagement Activities In Infogain

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Following are few of the activities that are adopted by INFOGAIN in order toengage the employees in the organization :

1. W-planet

This is the community opened on the intranet page of the

company. W- Planet is especially for the women employees of the organization.

In this all the women employee can put their grievances or anything which they

wish to share or counsel with the other people of the organization.

2. Thank God Its Friday This is another facility enjoyed by the employees

of the organization. It is the web page available on the intranet of the company.

Here every employee has exclusive right that he/she can open the page on

Friday and discuss, share jokes, share grievances or can do any thing creative

they wish to. So in this way employees get the chance to share their views and

also acts as a source of entertainment.

3. News Letter Every month a news letter is published by the company.

This is also one of the source through which employees share their knowledge

and wisdom by giving their views and opinions on recent issues, publish

interesting articles etc. This also contains the photographs of those who receive

the award for the best article, best performer of the year etc.

4. Reward Ceremony

Reward ceremony is often organized in the companyin which awards are given such as: best performer of the year, star

performer of the year, best leader of the year etc. This helps in motivating the

employees.

5. Competitions

Every month competitions takes place in the organization.

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Especially during festivals the competitions like painting on several themes like

save earth etc, article writing, debate, rangoli making etc takes place. All these

acts as a good source of entertainment.

6. Giraffe Award

This is the award given to employees for the

proactiveness and initiative taken by the employees.

7. Buddy Program

This is the program organized for new joinee of the

company. In this program new employee is introduced with the buddy (old

employee) of the company. The buddy will assist the new hiree and will

guide him about the company and his work.

8. Recreational Activities

Various recreational activities take place in the

organization. Through this an employee can participate in various activities

and enroll themselves for activities like Salsa dance, etc.

9. Family Fun Activities

The company organizes various trips in which an

employee along with his family can go there and enjoy.

10. Sports Activities

The company has recently organized a cricket match

wherein employees from all across the departments can take part and they

compete with each other. Finally the winning team will be rewarded.

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11. Festival Clbrations

In Marketing Dept we can see thatevery festival

is celebrated in the organization. On festival proper arrangement for

food, dance and games took place. Apart from this competitions like

Kite flying took place on 15th august, dandia dance on Diwali festival etc

takes place.

12. Movies\Parties etc

Arrangement for the parties, lunch /dinner or movies

takes place in the company on frequent basis.

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CHAPTER-6

DATA

ANALYSIS

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Analysis of questionnaire

1. I know what is expected of me at work.

Interpretation

From the above graph it can be seen that in all the four departments

employees are aware of the fact that what is expected from them at work.

In H.R. Dept. 32% employees responded strongly agree and 68% said agree

which means that they know what is expected from them but not very

clearly.

In Finance Dept. 24% said strongly agree and 76% agreed with the

statement. This means that this 76% of employees are not very clear of their

end result.

It can be seen that 60% replied strongly agree and 40% said agree in Admin

Dept. and Marketing Dept. both.

The positive side of the graph is that none of the employee disagreed with

the statement so in all the four departments employees are aware that what

output they need to produce for the company.

Accountability

0

20

40

60

80

H.R. Finance Admin Marketing

Responses

Percentage

strongly agree agree

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2. I have the opportunity to do what I do best everyday.

Interpretation

In H.R. Dept. 20% employees said that they got every opportunity to do the

work in which they are good at and are very satisfied with it. 52% said that

they agree & rests are neutral with the statement.

16% employees of Finance Dept. strongly agreed, 72% agreed and 12 %

said neither agree nor disagree.

In Admin Dept. 78% employees said in favor of agreement and 8% neither

agreed nor disagreed & 4% said disagree.

Marketing Dept. 32% said strongly agrees, 48% agreed and 20% are neutral.

Opportunity

0

10

20

30

40

50

60

70

80


Responses

percentage

strongly agree agree neutral disagree strongly disagree

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3. I appreciate the rewards & recognition programs organized forthe employees.

Interpretation

The above graph shows that 28% employees in H.R. Dept are very satisfied

with the rewards and recognition program organized for the employees.

While 44% replied agree and 28% are neither agreed nor disagreed with thestatement.

In Finance Dept 20% employees are very satisfied with the statement, 56%

are satisfied but not very much where as 24% employees are neutral in their

response. Nobody disagreed.

In Admin Dept, 44% employees said strongly agree and agree. 8% are

neutral in the response and 4% employees are state that they dont

appreciate the rewards & recognition programs organized by the company

for their employees. Therefore something is needed to be done.

Rewards & recognition

0 10 20 30 40 50 60

H.R.

Finance

Admin

Marketing

Responses

Percentage


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Marketing Dept 24% said strongly agrees and same percentage of employees

also replied neither agree nor disagree. 52% said they are satisfied with therecognition program of the company.

4. My superiors & colleagues are cooperative in the activities or work I

do.

Interpretation

In H.R. Dept 28% employees said that their superiors and colleagues are very

cooperative in nature. While 52% agreed and 20% are neutral in their response.

In Finance Dept 20% of employees said strongly agree, 48% said agree and

rest responded neither agree nor disagree.

In Admin Dept 96% employees are in favor of agreement with the statement.

Whereas in Marketing Dept 44% strongly agreed with the statement, 32% said

agree and 24% neutral.

Cooperation

0

10

20

30

40

50

60


Responses

Perc

entage


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5. In the last year or this year, I have the opportunities at work to

learn & grow.

Interpretation

In H.R. Dept 28% employees said that they got every opportunity to learn

and grow in the organization and are very satisfied with it. 56% said that

they agree with the statement.

20% employees of Finance strongly agreed, 56% agreed and 24 % said

neither agree nor disagree.

In Admin Dept 88% employees said in favor of agreement and 12% neither

agreed nor disagreed.

Marketing Dept 20% said strongly agree, 52% agreed and 28% are neutral.

Development

0 10 20 30 40 50 60 70

H.R.

Finance

Admin

MarketingResponses

Percentage


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6. I am given appropriate chance to put forth my suggestions.

Interpretation

In H.R. Dept 16% employees strongly agreed and responded that they are

given all the chances to give their suggestions. 64%said that they are given

chances while 20% said they are sometimes given this chance.

In Finance dept. majority of employees are in favor of the statement and

nobody replied in disagreement.

In Admin Dept 40% of employees responded that they are always given

chance to put forth their suggestions. And 52% employees replied they

agree that their suggestions are taken into consideration. Rest of the

population are neutral in the response.

In Marketing Dept 12% employees said strongly agree and feel that their

suggestions are taken into consideration and valued by the organization,48% said they agree, 20% are neutral and rest 20% of population disagreed

with the statement and they believe that their suggestions are not taken into

consideration by the superiors of the organization.

Employee involvement

0

10

20

3040

50

60

70


Responses

Percentage

Strongly agree agree neutral disagree strongly disagree

60


61/92

7. I am proud to be associated with this organization.

Interpretation

In H.R. dept 24% employees says that they feel highly delighted to be part

of the organization. While 60% agreed with the statement and 16% are

neutral in the responses.

In Finance dept 20% employees are very proud to be associated with the

organization, 68% agreed and 12% are neither happy nor sad to be part ofthe organization.

48% of Admin Dept responded strongly agree and the same percentage said

agree while only 4% said that they are neither agreed nor disagree with the

statement.

Whereas in Marketing Dept 100% of employees are satisfied with the

statement in which 36% said strongly agree and rest said agree.

Organization pride

0 10 20 30 40 50 60 70 80

H.R.

Finance

Admin

MarketingResponses

percentage


61


62/92

8. I and my fellow employees are committed to do quality work.

Interpretation

Out of total number of population 24% employees of H.R. dept replied in

favor of strongly agree and rest said for agree.

In Finance dept 20% employees said that they are very much committed

to do quality work, 52% said that they agree but rest 28% replied that they

neither agree nor disagree with the statement.

In Admin Dept Majority of the employees are in the favor of the statement

while only 12% said in neutral.

In Marketing Dept 24% responded strongly agree, 40% agree and 36% said


62

0

10

20

30

40

50

60

70

80


Percentage(%)

Responses

Commitment



63/92

9. Employees of this organization are helpful and love working witheach other.

Interpretation

From the above graph we can see that in both H.R. and Finance dept

employees have responded the same. That is in both the companies 12%

says that they are strongly agreed with the statement that employees in their

organization are helpful and love working together. Whereas 60%

responded for agree and 28% says neutral.

In Admin Dept 44% replied strongly agree for the statement which means

that major population of the survey believes that employees of theirorganization are helpful in nature and love to work with each other. In this

company percentage of employees giving neutral response is 16%.

In Marketing Dept 24% strongly agreed, 44%said agree, 16 % are neutral

but here 16% also disagreed which state that these employees feel that their

employees of the company are not helpful and loving in nature.

63

TEAMWORK

0 10 20 30 40 50 60 70

H.R.

Finance

Admin

MarketingResponses

Percentage



64/92

10. The appraisal report in my organization is based on objectiveassessment & adequate information and not favoritism.

Interpretation

In the above graph it can be clearly seen that in H.R. dept only 12% of

employees strongly agreed and feel that their appraisal is done entirely on fair

basis and 56% agree with the statement. In H.R. dept 16% employees are

neutral in their response and the same percentage of employees also disagreed

with the statement and feels that their appraisal is not at all done on fair basis.

In Finance dept 28% said agree and 72% said neither agree nor disagree but

nobody responded strongly agree.

In Admin Dept 32% said that they are very satisfied with the appraisal report

and they know that this is not at all based on any kind of favoritism. While 36%

agreed with the above statement and 20% are neutral in their response and 12%

says that they disagree with the statement and therefore immediate step must be

taken against it.

In Marketing Dept 24% says strongly agree, 52% said agree and 24% are

neutral.

Fair Appraisal

0 10 20 30 40 50 60 70 80

Percentage(%)


Marketing

H.R.

64

Admin

Responses

Finance


65/92

11. I am satisfied with the pay & benefits provided to me at work.

Interpretation

In H.R. dept 60% of employees said that they are satisfied with their pay

package. But neither of them said strongly agree which shows that neither of the

person is very much happy with their pay benefits and here 24% employees are

indifferent in their response but here we can see quite a large number of people

responded that they are dissatisfied with their pay package and think that it

should be changed.

In Finance dept only 20% employees are satisfied with their package and 56%

gave neutral response and here too 24% employees are dissatisfied in the

package.

When we look into BPO sector 24% employees of Admin Dept says that they

are very satisfied while 36% are satisfied with the pay benefits. 12% are neutral

and dissatisfied and 16% of the employees say that they are very dissatisfied

with the pay benefits and want that it should be increased.

While in Marketing Dept 12% employees are very satisfied, 48% satisfied, 16%

and 24% are neutral and dissatisfied respectively.

Pay & Benefits

0

10

20

30

40

50

60

70


Responses

Percentage(%)


65


66/92

12. All employees are fairly treated at every event or activity. (No bias)

Interpretation

Interpretation

From the above graph it can be seen that 72% of respondents from H.R. dept

agree that they are fairly treated in the company. 28% of the population is

indifferent in their approach. But from the respondents nobody said strongly

agree with the statement which means that sometimes the employees do feel

that biasness prevails in the organization.

In Finance dept 40% agreed and majority are indifferent with the statement.

In Admin Dept the response was fairly good as approximately half of the

respondents say that they strongly agree that fair treatment is done in the

organization and 40% agreed and only negligible percentage of the populationare indifferent in their responses.

In Marketing Dept too response was very good as all the respondents agreed

with the statement. Of which 32% said strongly agreed and rest agreed.

Fair treatment

0 10 20 30 40 50 60 70 80

H.R.

Finance

Admin

MarketingResponses

Percentage(%)


66


67/92

13. All employees are clearly intimated about the activities going on inan organization.

Interpretation

Interpretation

The graph given above shows that 28% employees from the population are

strongly agreed with the statement and say that they are always aware of the

activities and events that are going on in the organization.

While in Finance dept majority of the population agree with the statement.

In Admin Dept 48% says strongly agree which means that they are very

satisfied with the communication process of organization and 44% says agreeand rest are indifferent.

In Marketing Dept 32% said strongly agree, 44% agree and 24% says neither

agree nor disagree.

Communication

0

10

20

30

40

50

60

70

80


Responses

Percentage


67


68/92

14. I would like to continue to work in this organization for the next two

years.

Interpretation

This is the very important question which will decide the engagement level of

the employees in the organization. As because if most of the people says

disagree then it means that they are not happy with the organization with what

so ever reason called and so if they will get the opportunity somewhere else

then they will leave this organization.

So according to the above graph it can be seen that in H.R. dept 16% of

employees responded that they strongly agree with the statement and continueto be the part of the organization for the next two years while 60% said agree

and 24% are not sure.

In Finance dept 16% said strongly agree, 52%agreed and 32%are neutral with

the response.

In Admin Dept approximately half of the population strongly agreed with the

statement and wish that they would continue to stay in the organization but it is

Loyalty

0

10

20

30

40

50

60

70


Responses

Percentage(%)


68


69/92

also disappointing that 8% of the respondents say that they disagree and so they

wish to leave this organization whenever they will get the chance.

Whereas in Marketing Dept, the responses of the population is same as in the

case of Finance.

15. I volunteer to do things outside my job that contribute to the

organization objectives.

Interpretation

In H.R. dept 20% respondents say that they stongly agree that they do the workwhich is not a part of their responsibility which shows the engagement level of

these respondents as they are willing to put in extra efforts for the company,

while 56% agreed and 24% said neither agreed nor disagree and nobody

responded in disagreement which means every employee is taking up some or

the other responsibility outside their respective job description.

In Finance dept 56% said agree and 44% said neutral.

Initiative

0 10 20 30 40 50 60

H.R.

Finance

Admin

MarketingResponses

Percentage(%)

strongly agreeagree

neutral disagree strongly disagree

69


70/92

In Admin Dept the 40% of the respondent said strongly agree which is very

good and 44% agreed but 8% of the respondent also disagreed with the

statement which clearly shows the disengagement level of such employees.

In Marketing Dept 12% said strongly agree and 44% said agree as well as


16. I can easily participate in every activity organized by the

organization.

Interpretation

In H.R. dept 20% of the population strongly agreed with the statement whichmeans these people feel that they can easily take part in every activity organized

by the organization, 40% said agree, 28% are neutral and 12% disagreed which

means that they believe that they cannot take part in every activity of the

organization either because of the restrictions imposed by the top management.

In Finance dept 16% said strongly agree, 60% agree and rest are neutral.

In Admin Dept approximately half of the population says strongly agree, 52%

agreed and 8% are indifferent in their approach.

Opportunity

0

10

20

30

40

50

60

70


Responses

Percentag

e


70


71/92

In Marketing Dept, 60% agreed, 28% strongly agreed and 12% are neutral while

nobody is in disagreement.

17. Proper feedback session takes place in this organization.

Interpretation

According to the above figure, 24% employees of H.R. dept are strongly agreedthat Feedback session takes place in the organization, 44% says agree and 16%

are neutral as well as disagree.

In Finance dept 12% said strongly agrees, 68% agree and rest 20% says neutral.

In Admin Dept approximately half of the population agrees with the statement,

24% are neutral while negligible percentage of population also replied in

disagreement.

Moni's Summer Training Report

Documents

Transcript of Moni's Summer Training Report