Ashista Negi - Emplyee EngagementTAJ

UNIVERSITY BUSINESS SCHOOL,PANJAB UNIVERSITY , CHD

2012

SUBMITTED BY:ASHITA NEGI

MBA-HR

A PROJECT REPORT ON EMPLOYEE ENGAGAEMENT

AT TAJ

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DECLARATION

I hereby declare that this project report titled “Employee Engagement” has been successfully

completed at TAJ, CHANDIGARH towards the partial fulfillment of the requirement for the award of

the degree “Master of Business Administration (Human Resources)”from University Business School

affiliated to Panjab University. This is an original manuscript developed by me and has not been

furnished from any source thereof, has not formed the basis for the award of any degree, diploma or any

such titles by the institution or any other universities.

DATE:

LOCATION:

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ACKNOWLEDGEMENT It is my proud privilege to express my deepest gratitude to a number of helping hands for their

indefatigable cooperation that enabled me to shape my study. Indeed this page of acknowledgement shall

never be able to touch the horizon of generosity of those, who rendered help to me.

It’s my utmost pleasure to extend my sincere gratitude to Taj, Chandigarh for offering me an

opportunity to undergo summer internship programme in this esteemed organization.

I offer my earnest regards to Mr.Surender Ahlawat(H.R Manager),Mr.Vijay Kumar(HR

Executive),Mr.Madan Lal(HR Assistant)and special thanks to Ms. Jeetika Nanra(HR Executive),

my corporate guide for her scholarly guidance & kind cooperation. Her keen interest and encouraging

words at every step were a source of inspiration that enabled me to broaden my sphere of domain

knowledge.

I acknowledge special thanks to all the employees and staff members of different departments in Taj

Chandigarh for their ready to help attitude and support extended during the course of programme.

This report is a reflection of the knowledge acquired by me during the internship period.

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EXECUTIVE SUMMARY

The ability of the organization to attain its goals largely depends upon the effectiveness of its Employee

Engagement. Therefore it deserves great planning and care to formulate and implement Employee

Engagement strategies.

The main objective of the project is to study the existing process of employee engagement at Taj.The

project deals with the novel concept of Employee Engagement that has been measured using the Gallup

model.The project focuses on the concept of employee engagement in parallel with employee satisfaction

and drawing a relationship between them. The research helped the company realize its strengths on

which it can capitalize and also identified areas of improvement.

A questionnaire was undertaken as a tool for the extraction of the effectiveness of the Employee

Engagement. The 30 employees from Taj, Chandigarh had answered the questionnaire. The answered

questionnaire were ,then analyzed. To define in a capsule, it was more of an observation to find the

effectiveness of Employee Engagement.

The project basically helped the company realize how effective its employee engagement activities are

and suggested a few changes and recommendations. The project not only does help the company but

also the industry as a whole, giving suggestions and recommendations for the same. All this was studied

keeping in mind the basic theme of the project “employee engagement”.

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TABLE OF CONTENTS

ACKNOWLEDGEMENT EXECUTIVE SUMMARY

CHAPTER 1 INTRODUCTION

1.1 Introduction 6

1.2 Literature Review 7

1.3 Employee Engagement 12

CHAPTER 2COMPANY PROFILE 14

2.1Company Introduction 20

2.2 Taj,Chandigarh 27

2.3 Organisation Structure 28

2.4 Hr Department Structure 29

2.5 Functions Handled By HR 31

2.6 Hr Activities 34

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CHAPTER 3RESEARCH METHODOLGY

3.1 Definition 36

3.2 The Concept 39CHAPTER 4 DATA ANALYSIS, RESULTS ANDRECOMMENDATIONS 24

4.1 Analysis ,Results and Suggestions4.1(A) Results Of Questionnaire 48

4.2 Conclusion 49

REFERENCES 50

APPENDIX 54

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CHAPTER 1

INTRODUCTION

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Abstract

Employee engagement is the level of commitment and involvement an employee has towards their organizations and its values. An engaged employee is aware of business context and work 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. The report focuses on how employee engagement is an antecedent of job involvement and what should TAJ do to make the employees engaged. It also looks at the Gallup 12 point questionnaire, twelve-question survey that identifies strong feelings of employee engagement and the steps which shows how to drive an engaged employee.

1.1 Introduction

On 26th November 2008, Karambir Kang, General Manager of the Taj was helping others even as his family was stuck on the sixth floor of the Taj. He did not let personal tragedy overshadow his sense of duty. The terrorist attacks on Mumbai took the lives of Karambir’s wife Nitti and their sons, Uday Singh and Samar Veer.

On November 26 at approximately 9.45pm, when the terrorists entered the hotel, Karambir Kang was at the Taj Lands End in Bandra in the middle of a conference. Though he rushed back, he could not got to his family, trapped in the sixth floor suite, as the terrorists had positioned themselves in the heritage wing. Kang called his mother in Bahrain. She said if he could not save his family, he should save other (IBN Live2010).Over the next 59 hours ,Kang and his staff helped evacuate guests from the hotel and saved approximately 700 lives. His own would be changed forever .Niti, Uday and Samar, who could not be rescued, died of asphyxiation. Once again the instances above confirm that an organization is a social entity. An organization might aim at achieving profitable growth with the help of streamlined operations, robust finances and aggressive marketing. However, its human resources carry out all these functions. Hence, if any business enterprise wants to truly maintain its stronghold in the market, it must nurture and develop its human capital. A happy and committed workforce can steer an organization to success, while demoralized and demotivated employees can paralyze the enterprise’s growth.

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1.2 Literature Review

One of the first challenges presented by the literature is the lack of a universal definition of employee engagement. Kahn (1990:694) defines employee engagement as “the harnessing of organization members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances”. The cognitive aspect of employee engagement concerns employees’ beliefs about the organization, its leaders and working conditions. The emotional aspect concerns how employees feel about each of those three factors and whether they have positive or negative attitudes toward the organization and its leaders. The physical aspect of employee engagement concerns the physical energies exerted by individuals to accomplish their roles. Thus, according to Kahn (1990), engagement means to be psychologically as well as physically present when occupying and performing an organizational role. Most often employee engagement has been defined as emotional and intellectual commitment to the organization (Baumruk 2004, Richman 2006 and Shaw 2005) or the amount of discretionary effort exhibited by employees in their job (Frank et al 2004). Although it is acknowledged and accepted that employee engagement is a multi-faceted construct, as previously suggested by Kahn (1990), Truss et al (2006) define employee engagement simply as ‘passion for work’, a psychological state which is seen to encompass the three dimensions of engagement discussed by Kahn (1990), and captures the common theme running through all these definitions.

The existence of different definitions makes the state of knowledge of employee engagement difficult to determine as each study examines employee engagement under a different protocol. In addition, unless employee engagement can be universally defined and measured, it cannot be managed, nor can it be known if efforts to improve it are working (Ferguson 2007). This highlights the problems of comparability caused by differences in definition. Furthermore, whilst it is acknowledged that employee engagement has been defined in many different ways, it is also argued the definitions often sound similar to other better known and established constructs such as ‘organizational commitment’ and ‘organisational citizenship behaviour’ (OCB) (Robinson et al 2004). Thus Robinson et al (2004) defined engagement as ‘one step up from commitment’. As a result, employee engagement has the appearance of being yet another trend, or what some might call “old wine in a new bottle”.

Most efforts to measure engagement have been at the level of the individual worker. Those individual-level scores can be aggregated to measure engagement at the organizational or work group level as well. One of the most popular approaches in this area comes from the Gallup Organization(Harter, Schmidt & Keyes2003;Harter & Schmidt 2008).Result of this work have yielded a 12-item Gallup Workplace Audit(Rath 2007;Rath& Conchie 2009;Wagner & Harter 2006).

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1.3 EMPLOYEE ENGAGEMENT

Employee engagement, also called work engagement or worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their organization's interests. "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 & perform at work". Thus engagement is distinctively different from satisfaction, motivation, culture, climate and opinion and very difficult to measure.

Employee Engagement is the extent to which workforce commitment, both emotional and intellectual, exists relative to accomplishing the work, mission, and vision of the organization. Engagement can be seen as a heightened level of ownership where each employee wants to do whatever they can for the benefit of their internal and external customers, and for the success of the organization as a whole.

CATEOGARIES OF EMPLOYEE ENGAGEMENT

►Engaged--"Engaged" employees are builders. They want to know the desired expectations for their role so they can meet and exceed them. They're naturally curious about their company and their place in it. They perform at consistently high levels. They want to use their talents and strengths at work every day. They work with passion and they drive innovation and move their organization forward.

►Not Engaged---Not-engaged employees tend to concentrate on tasks rather than the goals and outcomes they are expected to accomplish. They want to be told what to do just so they can do it and say they have finished. They focus on accomplishing tasks vs. achieving an outcome. Employees who are not-engaged tend to feel their contributions are being overlooked, and their potential is not being tapped. They often feel this way because they don't have productive relationships with their managers or with their coworkers.

►Actively Disengaged--The "actively disengaged" employees are the "cave dwellers."They're "Consistently against Virtually Everything." They're not just unhappy at work;they're busy acting out their unhappiness .They sow seeds of negativity at every opportunity. Every day, actively disengaged workers undermine what their engaged coworkers accomplish. As workers increasingly rely on each other to generate products and services, the problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization's functioning.

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IMPORTANCE OF ENGAGEMENT

Engagement is important for managers to cultivate given that disengagement or alienation is central to the problem of workers’ lack of commitment and motivation. Meaningless work is often associated with apathy and detachment from ones works. In such conditions, individuals are thought to be estranged from their selves. Other Research using a different resource of engagement (involvement and enthusiasm) has linked it to such variables as employee turnover, customer satisfaction – loyalty, safety and to a lesser degree, productivity and profitability criteria. An organization’s capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results.

FACTORS LEADING TO EMPLOYEE ENGAGEMENT

Career Development- Opportunities for Personal Development

Organizations with high levels of engagement provide employees with opportunities to develop their abilities, learn new skills, acquire new knowledge and realise their potential. When companies plan for the career paths of their employees and invest in them in this way their people invest in them.

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Career Development – Effective Management of Talent

Career development influences engagement for employees and retaining the most talented employees and providing opportunities for personal development.

Leadership- Clarity of Company Values

Employees need to feel that the core values for which their companies stand are unambiguous and clear.

Leadership – Respectful Treatment of Employees

Successful organizations show respect for each employee’s qualities and contribution –regardless of their job level.

Leadership – Company’s Standards of Ethical Behavior

A company’s ethical standards also lead to engagement of an individual

Empowerment

Employees want to be involved in decisions that affect their work. The leaders of high engagement workplaces create a trustful and challenging environment, in which employees are encouraged to dissent from the prevailing orthodoxy and to input and innovate to move the organization forward.

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How much employees are prepared to endorse the products and services which their company provides its customers depends largely on their perceptions of the quality of those goods and services. High levels of employee engagement are inextricably linked with high levels of customer engagement.

Other factors

Equal Opportunities and Fair Treatment

The employee engagement levels would be high if their bosses (superiors) provide equal

opportunities for growth and advancement to all the employees.

Performance appraisal

Fair evaluation of an employee’s performance is an important criterion for determining the level of employee engagement. The company which follows an appropriate performance appraisal technique (which is transparent and not biased) will have high levels of employee engagement.

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Pay and Benefits

The company should have a proper pay system so that the employees are motivated to work in the organization. In order to boost his engagement levels the employees should also be provided with certain benefits and compensations.

Health and Safety

Research indicates that the engagement levels are low if the employee does not feel secure while working. Therefore every organization should adopt appropriate methods and systems for the health and safety of their employees.

Job Satisfaction

Only a satisfied employee can become an engaged employee. Therefore it is very essential for an organization to see to it that the job given to the employee matches his career goals which will make him enjoy his work and he would ultimately be satisfied with his job.

Communication

The company should follow the open door policy. There should be both upward and downward communication with the use of appropriate communication channels in the organization. If the employee is given a say in the decision making and has the right to be heard by his boss than the engagement levels are likely to be high.

Family Friendliness

A person’s family life influences his wok life. When an employee realizes that the organization is considering his family’s benefits also, he will have an emotional attachment with the organization which leads to engagement

Co-operation

If the entire organization works together by helping each other i.e. all the employees as well as the supervisors co-ordinate well than the employees will be engaged.

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C h a p t e r 2

COMPANY PROFILE

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2.1 COMPANY INTRODUCTION The Indian Hotels Company Limited (IHCL) and its subsidiaries are collectively known as Taj Hotels Resorts and Palaces and is recognized as one of Asia's largest and finest hotel company.

For more than 100 years, Taj have acquainted guests with the living heritage of India - and a legendary experience in hospitality. It began on December 16, 1903, when Jamshetji Nusserwanji Tata opened Taj’s first hotel, the Taj Mahal Palace & Tower, Mumbai. This grand hotel epitomized a philosophy that still holds true today: provide impeccable service and unparalleled facilities so every stay is a memorable one. A part of the Tata Group of companies, India's premier business house, Taj Hotels Resorts and Palaces comprises 57 hotels in 40 locations across India with an additional 18 international hotels in the Maldives, Mauritius, Malaysia, Australia, UK, USA, Bhutan, Sri Lanka, Africa, and the Middle East. Over the years, Taj has won international acclaim for its quality hotels and its excellence in dining, business facilities, interiors, and world-class, personalized service. In India, Taj is recognized as the premier hospitality provider.

Spanning the length and breadth of the country, gracing important industrial towns and cities, beaches, hill stations, historical and pilgrim centers and wildlife destinations, each Taj hotel offers the luxury of service, the apogee of Indian hospitality, vantage locations, modern amenities and business facilities. IHCL operate in the luxury, premium, mid-market and value segments of the market through the following:-

Taj (luxury full-service hotels, resorts and palaces) is a flagship brand for the world's most discerning travelers seeking authentic experiences given that luxury is a way of life to which they are accustomed. Spanning world-renowned landmarks, modern business hotels, idyllic beach resorts, authentic Rajput palaces and rustic safari lodges, each Taj hotel reinterprets the tradition of hospitality in a refreshingly modern way to create unique experiences and lifelong memories. Taj also encompasses a unique set of iconic properties rooted in history and tradition that deliver truly unforgettable experiences. A collection of outstanding properties with strong heritage as hotels or palaces which offer something more than great physical product and exceptional service. This group is defined by the emotional and unique equity of its iconic properties that are authentic, non- replicable with great potential to create memories and stories.

Taj Exotica is a resort and spa brand found in the most exotic and relaxing locales of the world. The properties are defined by the privacy and intimacy they provide. The hotels are clearly differentiated by their product philosophy and service design. They are centered around high end accommodation, intimacy and an environment that allows its guest unrivalled comfort and privacy. They are defined by a sensibility of intimate design and by their varied and eclectic culinary experiences, impeccable service and authentic Indian Spa sanctuaries.

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Taj Safaris are wildlife lodges that allow travelers to experience the unparalleled beauty of the Indian jungle amidst luxurious surroundings. They offer India's first and only wildlife luxury lodge circuit. Taj Safaris provide guests with the ultimate, interpretive, wild life experience based on a proven sustainable ecotourism model.

Vivanta by Taj Hotels & Resorts span options for the work-hard-play-hard travelers across metropolitan cities, other commercially important centers as well as some of the best-loved vacation spots. Stylish & sophisticated, Vivanta by Taj delivers premium hotel experiences with imagination, energy & efficiency. It's the flavor of contemporary luxury, laced with cool informality and the charming Taj hospitality. Created for the cosmopolitan global traveler and bon vivant, Vivanta by Taj Hotels & Resorts create experiences that will amuse, invigorate & inspire you. Vivanta revels in a spirit that presents the normal with an unexpected twist. Experiences which make you pause & appreciate the hidden beauty in life! It challenges your expectations of a hotel and unfolds multiple layers of delight. Innovative cuisine concepts, the smart use of technology & the challenge to constantly engage, energize and relax you all add up to make Vivanta by Taj the new signature in hospitality.

The Gateway Hotel (upscale/mid-market full service hotels and resorts) is a pan-India network of hotels and resorts that offers business and leisure travelers a hotel designed, keeping the modern nomad in mind. At the Gateway Hotel, we believe in keeping things simple. This is why; hotels are divided into 7 simple zones- Stay, Hangout, Meet, Work, Workout, Unwind and Explore.

As travel often means more hassle than harmony, more stress than satisfaction, modern travelers are looking for smarter choices. Driven by the passion for perfection, Taj welcome its customers to a refreshingly enjoyable and hassle-free experience, anytime, everywhere. Offering the highest consistency in quality, service and style they set new standards and take the unwanted surprises out of traveling. The warm welcomes make the guests feel at home, away from home and the crisp and courteous service empowers them to get more done with greater effectiveness and control. And through the unrivalled network they provide service that is effortless, simple, never overwhelming, and always warm.

Ginger (economy hotels) is IHCL's revolutionary concept in hospitality for the value segment. Intelligently designed facilities, consistency and affordability are hallmarks of this brand targeted at travelers who value simplicity and self-service.

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TAJ Vision

Embrace Talent and Harness Expertise to leverage standards of excellence in the art of hospitality to grow our international presence, increase domestic dominance and create value for all stakeholders.

Taj Values People Diversity, Integrity And Respect

Taj Promises

At the Taj Group, the commitment to service excellence is rooted in twoguiding principles called the Four Steps of Service and the Taj PeoplePhilosophy. One of the key priorities is to empower people to deliver onlegacy of impeccable service.

Four Steps of Service:

1. A warm and sincere welcome. Use the guest name, whenever possible.2. Fulfill guest needs and provide anticipatory service.3. Defect free products and services.4. Fond farewell using the guest name, whenever possible.

Taj People Philosophy: The Taj People Philosophy displays commitment to and belief in people. Talent Management is seen as the most important sustainable competitive advantage in the future As it says, You are an important member of the Taj family. We endeavor to select, retain and compensate the best talent in the industry. We reward and recognize quality customer care based upon individual and team performance. We commit to providing you with opportunities for continuous learning and development. We abide by fair and just policies that ensure your well-being and that of your family, the community and the environment. We commit to regular and formal channels of communication, which nurture openness and transparency. We strongly believe that you are the Taj. From the above it is clear that Taj group of hotel in general and Taj group of hotel in particular are not only known for its philosophy and values but systematic employee development activities.

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CORPORATE SUSTAINABILITY AND SOCIAL RESPONSBILITY

As a part of Tatas; India’s premier business house; we; at Taj Hotels, have always believed in society and environment being integral stakeholders in their business along with our shareholders, customers, vendors and others. Over the last decade, the movement towards ecologically sound tourism has gained urgency and importance across the globe and TAJ recognize that responsible practices in vogue are as diverse as the geographies. TAJ promote corporate citizenship through our strategic public-private partnerships which encourage building livelihoods of less-advantaged youthand women. The causes to promote include reducing malnutrition, promoting indigenous artisans and craftsmen and enhancing employability of identified target groups by sharing core competencies as a leading hospitality company.

TAJ encourage training and development of differently abled youth.Taj has the unique scope and opportunity to develop raw potential into a skilled workforce that is immediately employable by various players in the industry. A majority of community projects are focused around extending key strengths in food production, kitchen management, housekeeping, customer service and spas to promote economic empowerment of candidates from vulnerable socio-economic backgrounds. Taj management is fully committed to the cause of building a sustainable environment by reducing the impact of our daily operations on the environment and improving operational efficiencies, resource conservation, reuse and recycling of key resources.TAJ believes in continuous learning and sharing from its customers andemployees.

EARTHIn an endeavour to reinstate its vision and efforts to boost sustainable tourism, Taj Hotels Resorts and Palaces presented EARTH (Environment Awareness & Renewal at Taj Hotels) this year. Implementing schemes such as the Gangroti Glacier Clean-Up Expedition, as well as designated Earth rooms, which minimize environmental impact, Taj is one of Asia’s largest groups of hotels to commit to energy conservation and environmental management. EARTH has received certification from Green Globe, the only worldwide environmental certification program for travel and tourism.

The Taj began a century ago with a single landmark – The Taj Mahal Palace Hotel, Mumbai. Today, the various Taj hotels, in all their variety and historical richness, are recognised internationally as the symbols of true Indian hospitality. The Company’s history is integral to India’s emergence into the global business and leisure travel community; and looking to the future, Taj Hotels Resorts and Palaces is well positioned to meet the increase in travel activity with the rapid expansion of the Indian economy.Taj Hotels is internationally acclaimed for its excellence in providing the finest and most unique hospitality experiences.

The Tata Group has always held that what comes from the society, must, in reasonable measure, go back to it. The Taj is proud to be a part of this legacy,and is deeply committed to serve the community. Taj recognizes that the community is not just another stakeholder in the businesses, but serving the community, especially the underprivileged sections, is central to the Taj core values. Further they believe that serving people in the form of corporate volunteering has positive spin -offs by way of reviving a sense of bonding and the spirit of learning in the employees.The Taj uses its competencies in areas such

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as food production, housekeeping and laundry to develop and train raw people to enable their earning a livelihood. For example partnering with NGOs to train underprivileged women housewives in hospitality, self-grooming and housekeeping.

Globally, the Taj is synonymous to the culture and heritage of India and our “Building Livelihoods” theme is extended to the artisans and craftsmen of India. The Taj, in association with “Paramparik Karigar” identifies the artisans and craftsmen across India, in areas close in and around the location of our hotels and assigns projects to trainees who identify projects that the hotel can take forward. The project provides trainees with exposure to the unique arts and crafts of India. It gives trainees a unique opportunity to live within the community and broaden their own outlook. The project has a strong, long-term impact and creates a strong platform for volunteering. The Taj is a brand that combines a rich legacy of carefully nurtured values steeped in a culture of excellence with opportunities for participating in new vistas of the Company growth. The main success factor for the Company’s growth, are the Taj employees and talent selected for this exciting journey. The Taj considers its employees among its most important stakeholders in taking it to new pinnacles of service standards and guest delight. At the Taj, every employee is an ambassador of the culture and spirit of the Taj. The Taj magic is all about passion in what one is doing, the pursuit of excellence, feeling included, warmth and the highest levels of service standards with a relentless and untiring obsession about delighting the guest. This spirit that rings through the heart of every Taj employee makes the difference between a job in any hospitality company and career with the Taj.

A career in the hospitality industry offers an opportunity to sharpen the saw of one’s own emotional quotient. The Taj compounds this advantage because of the diversity of its products, properties and people. The Taj nurtures a service mentality that demands an attitude of being quick and agile in terms of response time, attention to detail, operational excellence, postponing gratification to ensure that the guest is delighted at all times and developing one’s social radar through networking skills. The Taj provides its employees space and elbow room for exploring opportunities to emerge as career leaders in a supportive environment through a high potential program in which every executive has a chance to participate. The safe environment of the Taj encourages its employees to be outspoken, to grow in self-confidence and this self-development journey which accompanies a career in the Taj become a self-fulfilling prophecy for success and excellence. Taj has an internal mobility process which allows employees to move freely between functions, hotels and disciplines, and develop their skills as well rounded professionals in an employee self-discovery environment. Opportunities for career choices are multiple and there are possibilities of moving across to other Tata companies for talented professionals. Taj’s growth plan which includes expanding its footprint in the global arena as well as growing in domestic dominance provides opportunities for a large number of roles and careers unfolding. This perhaps is the most attractive proposition while exploring a career with the Taj.

Taj Website reads: People are our greatest asset and the key to our success. We respect diversity of people, ideas and cultures and honor the value of individuals in a team. We believe in perfection to achieve excellence. We continuously improve processes to surpass global benchmarks. We succeed by exceeding expectations of all stakeholders and protecting the interest of our shareholders and playing by the rules. We encourage innovation, embrace change and support growth through knowledge and learning. We accept responsibility and deliver on promises with a sense of urgency and agility.

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We commit to improve the quality of life of the communities we serve and our concern for the environment by returning to society what we earn. We recognize and respect each other in all interactions and set the example for our guests, business associates and colleagues. We encourage a fair environment that supports equal opportunity to attract, develop and retain the best talent and endeavor to have fun too.

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1.3 Taj Hotel and Resort -Chandigarh

Address: Block No. 9, Sector 17-A Chandigarh -160017 India

Tel: (91-172)6613000 Fax: (91-172) 6614000

Email: [email protected]

Location: Chandigarh, the capital of the states of the Punjab and Haryana set at the foothills of the majestic Himalayas, was planned by the French architect Le Corbusier after India’s independence. The young-at-heart, fast-growing and progressive city is striking for its urban planning, impressive buildings.Taj Chandigarh celebrates the dynamic spirit of Chandigarh in its sophisticated architecture and interiors. Taj, located in Sector 17, the city’s prime business and shopping area, is a comfortable 30-minutes’ drive from the airport and a 15-minute’sdrive from the railway station. Taj Chandigarh is the city’s finest hotel and is well suited to both business and leisure travelers to Chandigarh.

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From the glass windows of the grand apartments in the hotel you will be able to watch the gorgeous sight of the Shivalik ranges. Only a few minutes from hotel are the famous artificial Rock Garden. Way back in 1970s this garden was erected and comprises of sculptures that were made of scraps. Other nearby attractions includes the Sukhna Lake and the Zakir Rose garden. This makes the location of the Taj Chandigarh Hotel in Chandigarh really worth all the praise that it deserves.

Distance from Airport 12.00 km

Distance from Station 7.00 km

Distance from Bus Stand: 01 km

The Taj Chandigarh is one of the best hotels in Chandigarh and offers utmost luxury and more value for money. The Taj has been serving its guests for over years now, with its exemplary service and luxury.

The official website http://www.tajhotels.com/business/taj%20chandigarh,chandigarh/default.htm

Mentions “Taj Chandigarh” and further:

Explore the space that's right in the heart of Chandigarh’s business and entertainment areas. Just 12 km from the airport and 7 km from the nearest railway station. Customer will see how they mean business in a quiet efficient way from the moment step in. The new and expanded lobby features a dramatic atrium space with a full height glass wall opening to the exterior, a new lobby bar and a lounge. The five storey glass curtain wall offers views to the pool and adds a sculptural element to the lobby while flooding the new interiors with natural light. This arrival zone sets the tone for guestrooms and banquet facilities that deliver the ultimate in urban relaxation. Get set to be delighted with small surprises from the moment you enter. Discover the most happening restaurants which open to the lobby or the pool to create an enticing food zone offering the best in world cuisine. Technology is woven through it all. Taj – Chandigarh has all the entertainment and connectivity options today's traveler requires. Become a part of our world. Feel the pulse of an international business and conferencing destination.

Hotel Facilities

General

Restaurant, Bar, 24-Hour Front Desk, Newspapers, Terrace, Non-Smoking Rooms, Rooms/Facilities for Disabled Guests, Elevator, Safety Deposit Box, Luggage Storage, Shops in Hotel, Air Conditioning, Designated Smoking Area, Restaurant (à la carte), Restaurant (buffet), Sun Terrace

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Activities

Fitness Centre, Golf Course (within 3 km), Spa & Wellness Centre, Massage, Hot Tub, Library, Outdoor Swimming Pool, Outdoor Swimming Pool (all year)

Services

Room Service, Meeting/Banquet Facilities, Business Centre, Laundry, Dry Cleaning, Barber/Beauty Shop, VIP Room Facilities, Ironing Service, Currency Exchange, Packed Lunches, Car Hire, Tour Desk, Fax/Photocopying, Ticket Service, Concierge Service, Shuttle Service (surcharge), Special Diet Menus (on request)

Internet

Wi-fi is available in the hotel rooms and charges are applicable.

Parking

Free public parking is possible on site (reservation is not needed).

Hotel Policies

Check-in

From 14:00 hours

Check-out

Until 12:00 hours

Cancellation / Prepayment

Cancellation and prepayment policies vary by room type.

Children and extra beds

All children under 12 years stay free of charge when using existing beds. One child under 2 years stays free of charge in a baby cot. One older child or adult is charged INR 1000 per night and person in an extra bed.Maximum capacity of extra beds/baby cots in a room is 1.

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Pets

Pets are not allowed.

Accepted credit cards

American Express, Visa, Euro/MasterCard, Diners Club, Maestro

The hotel reserves the right to pre-authorize credit cards prior to arrival.

Accommodation in TAJ Chandigarh

The rooms and suites at TAJ Chandigarh are designed to provide unmatched comfort to the business guests. Customers’ can choose from the city-facing rooms or the pool-facing rooms. The rooms are done up elegantly and offer modern facilities like 24hr room service, restaurant, airport transfer, coffee shop, elevator, laundary service, room service, business center ,meeting facilities, safety deposit boxes.

This fine accommodation set in the exotic state of Punjab provides an incredible escape from you every day routines. Yet, the Taj Chandigarh Hotel boasts easy access and proximity to the city's business and shopping areas. With 149 tastefully-appointed guest rooms, guests can take a pick from the various room types provided. Reading in the library, enjoying the Ayurveda massages in the health center, and primping in the salon are just some of the many activities provided for guests while staying at the Taj Chandigarh Hotel. For those who like to keep active and fit are welcome to check out the fitness center as well as the roof top pool. The four eating outlets serve various cuisines from Schezwan and Indian to favorite western dishes. The Taj Chandigarh Hotel is the place to be for an unforgettable stay in the heart of Punjab.

149 Guest Rooms include Superior Rooms, Deluxe Rooms, Luxury Rooms and Suite.

Elegantly furnished Rooms that offer contemporary facilities such as 42’’ inches Plasma TV’s, WI-FI internet, mini bar, electronic safe and 24 hour concierge service. The rooms have full length glass windows, some of overlook the famous Rose Garden.

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FOOD, DRINK AND ENTERTAINMENT

Lava-Trendy Bar

Lava Bar the multi-level retro themed bar, designed with lava lights, a trendy décor and chic furniture, exudes verve and style. The trendy bar serves a selection of exotic cocktails, international wines and fine liquors complemented with a choice of delicious Asian snacks. A DJ and a live band, on select days, set the mood for a relaxed and fun evening.

Attire: Casual Hours: 11:00 am — 12 midnight

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DERA

Dera, the elegant Indian restaurant, presents an inviting ambience with its split level design, warm lighting, show kitchen and interactive counter. The menu showcases an array of traditional delicacies from the Punjab with specialties from Amritsar, Lahore and Peshawar yet with a contemporary touch as they are cooked in virgin olive oil. Mobile trolleys serving fresh phulkas (Indian breads), as well as delicious dal-tadka (tempered pulses), add to the enjoyable dining experience. Open only for dinner.

Attire: Smart Casual Hours: 7:00 pm — 11:45 pm

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Cafe 17-Restaurant

Café 17, the all day dining restaurant at the lobby level, exudes style with its smart futuristic design.The contemporary restaurant serves an array of multi-cuisine specialties including Mediterranean delights with Asian overtones and a selection of local favorites from Delhi and Mumbai. With two large screen projectors presenting the latest in entertainment, the fragrance of flowers wafting from Asia’s largest rose garden and soothing views of the Infinity Pool, Café 17 is a wonderful place to relax and enjoy a meal at any time.

Attire: Smart Casual

28

2.3 Organisation Structure:

GENERAL MANAGER

MARKETING

FRONT OFFICE

PURCHASE

FINANCE

HOUSE KEEPING

ENGINEERING

PRODUCTION

F&B SERVICES

HUMAN RESOURCES

TRAINING

SECURITY

INFORMATION TECHNOLOGY

ASST MANAGER/SUPERVISOR

EXECUTIVE/CAPTAINS

ASSOCIATES/TRAINEE

TRAINEES

29

2.4 TAJ HR DEPARTMENT STRUCTURE

HR also reports to corporate office for certain aspects.

HR Vision

Be a proactive business partner in building a culture of competence, diversity & performance and creating a climate for Talent to seek and pursue rewarding careers to deliver a sustainable competitive advantage.

TAJ HR Priorities

1. Lead Workforce Planning & Business Transformation

2. Drive People & Leadership Development

3. Increased Associate Engagement

4. Sustain High Performance Work Environment

GENERAL MANAGER

HUMAN RESOURCE MANAGER

HR EXECUTIVES(2)

30

2.5 Functions handled by HR Department:

1) Recruitment & Selection: Recruitment and Selection is the one of the major functions HR Department in Taj, Chandigarh does. Manpower planning is compiled in discussion with various Head of Departments and Head office. After due approvals of Manpower requisition, Recruitment initiatives are taken. Recruitment sources mainly include campus drives at hotel management institutes for operative staff and management institutes for management trainees. Interviews of short listed candidates are also conducted by HR Head and operational heads. Appointment letters are issued by the HR office. Certain temporary staff and trainees are selected and letters are issued.

2) Performance Appraisal: Taj Chandigarh , follows a well-defined appraisal system. Key Result Areas are defined for each category of employees. Appraisals are conducted by the head of the departments for the employees in their departments. These are further discussed with General Manager and send to the head office. Appraisals are conducted twice a year and it aims at improving performance of employees by continuous feedback, coaching and mentoring. Appraisals are linked to training needs identification, development of employees, career growth, rewards and recognition.

3) Payroll/ Attendance: Time keeping, attendance and maintenance of leave records are also important function of HR department in TAJ. This attendance is processed at 21st of every month and send to accounts for the release of employees salary. Salaries are directly deposited in Bank Accounts.

4) Compensation: Taj group of hotels follow very competitive compensation structure. The total compensation at various levels includes basic plus incentive pay. Managerial cadre also enjoys various other fringe benefits. Head office in Mumbai does benchmarking of the salary structure across various units.

5) Discipline: Maintaining discipline in employees is a must for service industry. HR departments many a times also deal with disciplinary process and internal enquiries.

6) Employee Engagement: Employee engagement is about creating opportunities for employees to connect with their colleagues, managers and wider organization. It is also about creating an environment where employees are motivated to want to connect with their work and really care about doing a good job. It is a concept that places flexibility,change and continuous improvement at the heart of what it means to be an employee and an employer in a twenty-first century workplace.Entire TATA group takes due care of employee engagement and so Taj group of hotels take keen interest in measuring and improving its employees engagement level at work. Gallup Q12 surveys are conducted every year for the past three years. Employee satisfaction is measured which is quite high almost more that 80% in all the areas. HR department works hard to cover up grey areas identified in these surveys. Taj Chandigarh has following practices for employee engagement: Annual day, Picnics, Competition, Joy @ work, Puja celebrations, Laughter challenge etc. The STAR “Special Thanks and Recognition System” is a unique practices of TAJ where in on the basis of GSTS (guest satisfaction tracking system) employees are suitably rewarded (cash and kinds). The entire HR system is integrated to boost employees morale and hence customer satisfaction.

31

7) Grievance and Employee issues: HR department deals with the grievances or complaints of the employees and efforts are made to resolve grievances upto the employee’s satisfaction in no time. The department by its culture and people had made itself approachable by its employees.

8) Exit/ Separation: Exit or employees separation is an important function of HR. HR department also measures and take proactive measures to avoid non voluntary separation of employees. Exit interviews are conducted by HR manager.

9) Corporate social responsibility: HR department has various initiatives of CSR with employee’s involvement for e.g. “Joy of giving week”, tie ups with NGO for training hospitality skills.

10) Employee Records: HR department maintains records of employees and personnel file. They also have software to maintain these records.

11) Liasoning with Corporate Office: HR department has to do reporting tocorporate office in Mumbai for various issues and records.

12) Liasoning with government offices: Any legal employees related issues are dealt with HR department at local levels. Returns related to labour legislations are dealt with HR department.

13) Benchmarking best practices : Being a TATA group company TAJ keeps benchmarking its management practices to other organizations best practices. Some best practices of TAJ acknowledge for entire TATA are 30days meeting, Memory Wall, Safety Board etc.

32

2.6 HR Activities (Taj Chandigarh)

Time Office operations and generating various reports

Monitoring Attendance Maintained of leave Record Monthly Attendance Report Daily Updating of record with leave, C-Offs, Attendance.

Statutory Compliance & Salary

Submition of all the statutory form as per procedure

Joining Activities

Entry in Employee Register on joining Issue Swipe Card, Entry in register Issue I. Cards, Entry in Register Police Verification Fill PF nominations, Entry in register ESIC Declaration Issue Locker, entry in Locker Register Open a Leave card, entry in leave register Organize Medical Checkup Reference Check Issue name Badge, Entry in register

Updates on Employee’s resignation

Update all HR Packages Time Office Leave Card & Register Locker’s Register

33

Collect Icard/ Swipe Card/ Name Badge/ ESIC Card/ Debit card

Lockers Supervision

Maintenance of Locker Records

Handling Internal Customer’s Quires Complaint/ Suggestions

Attendance Leaves & C-Offs Lockers Issuing various certificate (Residence proof, Employment Proof, Experience Certificates etc.). Swipe Card Name Badge Medicines

34

CHAPTER 3

RESEARCH METHODOLOGY

35

The research method of the study explains the systematic way of findings to the predetermined objectives. Moreover this provides the clean path to accomplish and achieve clear solution for the problem stated. The following are the stages through which the research has passed to obtain the conclusions.1. Define the research problem2. Review the literature3. Design research4. Collection Of data5. Analyze data 6. Interpret data7. Report the data

3.1 Statement Of The ProblemThe Indian Hotels Company Limited (IHCL) and its subsidiaries are collectively known as Taj Hotels Resorts and Palaces and are recognized as one of Asia’s largest and finest hotel company. Incorporated by the founder of the Tata Group,Mr. Jamsetji N. Tata, the company opened its first property, The Taj Mahal Palace Hotel, Bombay in 1903. The Taj, a symbol of Indian hospitality, completed its centenary year in 2003 .In this study emphasis is given to know the employee opinion who is working with the Taj, and to know how far the Employee Engagement at TAJ are useful.

3.2 Purpose and Importance of the Study

The answers from the Employees will give the true picture of the Employee Engagement. Analyzing the employees answers will help in understanding problems from the Employees view, thus will help to develop the current system and making it more effective.

3.3 Objectives of the Project

To what extent do male & female employees differ in their respect of engagement?

To what extent does performance of Supervisory duties impact Employee’s reported level of engagement.

How engagement does relates to one’s individual characteristics.

Impact and current state of employee engagement among executives in Taj, Chandigarh.

3.4 Methodology A study is conducted to know the views of the Employees on the Current System. To know the attitude of the employees’ data is collected through structured questionnaire. The questionnaire is designed for employees working with Taj, Chandigarh.

36

3.5 Limitations Of The Study

There was a time restriction of 45days,so the study was conducting by selecting a sample of 30 respondents and the facts and findings may not represent a true picture of the procedure followed in Taj, Chandigarh.

3.6 Scope Of The Study1. Only the employee engagement is considered2. The study is conducted at Taj, Chandigarh with a sample size of only 30 employees.3. In order to analyze the study the questionnaire has been administered to the Employees.

Sample SelectionAs the objective of the project is to study the Employee Engagement to know the perception of the employees, sample is selected from the executive and non-executive staff at Taj, Chandigarh.

Sampling SizeA sample size of 30 is drawn, where the employees are the respondents who work for Taj as executives and non-executives.

Source Of Data“Ms. Jeetika Nanra “my respected corporate guide was the sole source of everything which was important for my project to materialize. She guided my footsteps whenever and wherever I stumbled on the way to my objective and not only this she was my torchbearer and gave me all the moral and material support.Available with me was the employee’s database which was a reliable and authentic source of employees details. And from those documents maintained by HR department I used to distribute the questionnaire to employees.

P r i m a r y S o u r c e

It consisted of the first hand source of data collected through the questionnaires from the respondents.Data is collected through

Questionnaire

Observations

Questionnaire: Questionnaire is prepared and circulated to the employees to know their opinion.

Observations: Observations were done during the visit at TAJ.

Secondary Data

37

The data thus collected from the secondary sources shaped the foundation for creating the

questionnaire as well studying the topic in detail and understanding the trends in the industry.

The data collected was as follows

Various websites regarding the topic were surfed and the useful material was gathered.a) Books on the topic were consulted for the understanding of the topic

b) Research papers were consulted to know the extent of the research conducted in this

arena

c) Various surveys were consulted to understand the topic in details.

d) Official surveys were taken as reference for study purpose.

3 . 7 Q U E S T I O N N A I R E D E S I G N

I. QUESTIONNAIRE :

The first and foremost thing that I did was the task of formulating a well framed

questionnaire which could aptly help me in eliciting the essential information from the

respondents. This questionnaire dealt with employee engagement and its various facet .This

was constructed keeping the organization policies and procedures in mind. This questionnaire

was divided into the following sections, which were based on the different aspects of the

organization that lead to employee engagement. These were as follows:

a. Gallup Q12

b. Performance & Reward

c. Leadership

d. Facilities, Learning and Growth

e. Overall Measures

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Gallup Q12

Gallup has developed and identified 12core elements that link powerfully to critical business outcomes.

These 12 statements emerged from Gallup’s pioneering research as those that best predict employee and

workgroup performance. In addition to the 12elements,Gallup recommends adding questions that

measure their strength in areas such as Leadership, Performance & Reward, facilities ,learning and

growth.

Gallup approaches employee engagement with sustainability in mind, and thus provides with tools to

help drive performance on an ongoing basis through a combination of measurement, reporting, learning,

action planning and strategic interventions. Gallup’s approach to employee engagement reduces the

amount of time needed to move from measurement to improvement.

Organization Of The Study

Organization of the study deals with the arrangement of the entire report. The entire report is put

according to chapter wise to facilitate easy identification of the topic.

The chapter I. gives the introduction of employee engagement. This chapter gives overall view of the

project.

The chapter II deals with Industry profile, company profile and procedures followed in organization.

The chapter III deals with Research methodology used, statement of the problem, objectives, sample

collection and statistical tools used.

The chapter IV data analysis and interpretation, which explains how data is analyzed and interpreted by

using pie-charts.

The chapter V deals with conclusions.

The end of the report consists of Bibliography which is followed by Annexure.

39

CHAPTER 4

DATA ANALYSIS, RESULTS

AND

RECOMMENDATIONS

40

.

4 . 1 A N A L Y S I S A N D R E S U L T S

4.1(a) RESULTS OF QUESTIONNAIRE

Each of the questions has been analyzed separately and a pie chart is presented alongside for a

quantitative picture. The two questionnaires made under this category have been analyzed together under

individual facet headings.

Gallup Q12

Analysis

The first question talks about that whether the employee’s know what is expected of them at work. The

statistics shows that only 9% of the employees know what they are expected to do. The second question

talks about that whether the employees have the materials and equipment to do the work right. The

statistics shows that only 8% of the employees have the necessary material and equipment to do their

work right. The third question talks about that whether the employees are being given enough freedom

on their work. The statistics shows that only 9% of the employees are being given enough freedom on

their work. The fourth question was asked to see that how many employees think that recognition is

given to them for their good work. The statistics shows that only 7%employees are being given

recognition for their good work. The fifth question was asked to see that whether an employee feels

connected with the organization or not i.e. someone at work cares about him. The statistics shows that

only 7% employees sees that someone at work cares about them.

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The sixth question talks about that if the

manager is helping the employee improve as an individual by providing opportunities that are in syn with

the employee’s talents,both the employee and company will profit.The statistics shows that 10% of the

employees are being encouraged by their manager at work.The seventh question talks about that whether

an employee’s opinions count or not.The statistics shows that 7% employees opinions count.The eigth

question talks about that how the mission of a company makes an employee feel that his job is important

to him.The statistics shows that 9% of the employees feel that the mission of the company make’s them

feel their job as important.The ninenth question talks about that whether an employee feels or not that his

associates are committed to quality work.The statistics shows that 8%employees feel that their associates

are committed to quality work.The tenth question talks about that whether an employee has a best friend

at work.The statistics shows that only 7% employee’s feel that they have a best friend at work.The

eleventh question talks about whether somebody at work has talked to employee about his progress in the

last six months.The statistics shows that to only 9% employees somebody has talked about the

progress.The twelth question talks about the opportunity available with the employee to learn and

grow.The statistics shows that only 10% employees had the opportunity to learn and grow.

Suggestions

An employee who does not know what is expected of them will either think that they are doing great and

will be devastated when the employer tells them that they are not or will think that they are doing badly

when in fact they not. Both scenario leads to an unproductive employee. Also the company must try to

find out why the employees are not satisfied with their work. It’s important to know the grievances of the

42

employees before approaching them for further training and once the reason

known the company can take necessary steps which will motivate the employees.

Performance & Reward

Analysis

Q13 Talks about that whether an employee is clear about the criteria by which his performance is

evaluated. The statistics shows that 30% of the employees are aware about the criteria by which there

performance is evaluated.Q14 talks about the different benefits(medical, loan facilities)available to

employees. The statistics shows that 22% employees are satisfied with the benefits available to them.Q15

talks about that whether the reward & recognition programs motivate an employee or not. The statistics

shows that 22% employees are motivated by the reward & recognition program at Taj.Q16 asks whether

the pay and benefits at Taj are in-line with industry practices. The statistics shows that 26% employees

feel that the pay and benefits are in-line with industry practices.

Suggestions

It means that there is a lack of job satisfaction among the employees.This can be very well achieved only

by providing proper work environment along with flexible work arrangements.Training and other growth

opportunities,a stable,secure work environment that includes job security,flexible benefits such as child

care and exercise facilities,up-to-date technology.

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Leadership

Analysis

Q17 talks about that whether an employee feel well informed about what is happening in Taj.The

statistics shows that 34% employees feel that thy know what is happening in Taj.Q18 talks about that

whether an employee’s supervisor is accessible and responsive to people’s need.The statistics shows that

33%employees feel that their supervisor is accessible to them.Q19 talks about that whether an employee

supervisor is able to establish effective working relationship with all team members.The statistics shows

that 33%employees feel that their supervisor is able to establish effective working relationship.

Suggestions

Creating a work climate that promotes a high level of teamwork, communication, problem-solving and

fulfillment for everyone. Foster a positive work environment through leadership by example and with

sincere care and concern for each employee’s needs. Think of Leadership as a relationship, not a title.

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Facilities, Learning & Growth

Analysis

Q20 talks about that whether an employee is satisfied with the food provided in the café.The statistics

shows that 50% employees are satisfied with the food available to them in café.Q21 talks about whether

an employee is satisfied with the learning opportunities available for them. The statistics shows that only

50% employees are satisfied with the learning opportunity available to them.

Suggestions

If an employee thinks that the product or service is not the excellent he might be correct but another

reason might be that he is not motivated enough.Motivation comes only when an employee is fully

satisfied be it financially or mentally.So not only this collaboration of proper work environment along

with best incentives with recognition is the best way we can suggest to the organization facing the

problem.

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Overall Measures

Analysis

Q22 talks about that whether an employee see himself continuing to work with Taj two years from

now.The statistics shows that 31% employees see themselves continuing to work with Taj.Q23 talks

about that whether the employees are clear about the product & service standards for their brand.The

statistics shows that 30% employees are clear about their brand standards.Q24 talks about that whether

the employees would like to recommend Taj as a place to build career .The statistics show that 39%

employees would like to recommend to others.

AGE:

ANALYSIS

The Age of the people working in an organization is a large factor in understanding its work culture, the

young and the restless bring in a lot new ideas to the company, and also they are energetic and prove

more efficient than the older ones. Whereas the older employees carry a bunch of experience which is

precious and priceless when it comes to handling difficult situations .The rich knowledge of their

experience cannot be substituted for anything else Although this is a never-ending debate, which is better

than the other but a good blend of both can prove valuable for the organizations.

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ADVANTAGE

56% employees in the organisation belong to the age group of 25- 29 and 24% of these belong to the age

group 30-34 arena .These are called the beginers and are an inexperineced lot usually in their first

jobs .The new and the fresh can bring in novel and pioneering ideas to the organisation.The need is to

analyze their ideas with a mingle of experience and make the best of it for the organisation as well as the

employees.

SUGGESTIONS

Except the General Manager and a few other head officials everyone is in their youth.The problem here

that the company faces is high rates of attrition because of many employees being in the beginers

stage .As they are fresh and new,they are constantly being hunted by the other recrutiers thus it becomes

difficult to retain them.The organisation should take adequate steps in having a good combination of both

, in each department so that the attrition rates can be lowered to a certain extent as the chances of the mid

aged and the old aged, of leaving a job decreases many fold in comparison to the young ones.

Also the cost of hiring and training the new employees would reduce amd the chances of the young ones

leaving the organization would also reduce when under the guidance of such experienced people.There

will be only one time hiring cost.

47

Gender Analysis

The sample had the following composition in terms of the gender.

Out of the survey done by me I had received the

responses from 64% male and 36% female.

48

Conclusion

As per the above observations and analysis it seems that most of the employees of Taj, Chandigarh are

engaged and like there work and organization except few employees who are not engaged and few who

are nearly engaged and can be changed to an engaged employee by their supervisors by proper planning.

Employee engagement is the buzz word term for employee communication. It is a positive attitude held

by the employees towards the organization and its values. It is rapidly gaining popularity, use and

importance in the workplace and impacts organizations in many ways.

Employee Engagement emphasizes the importance of employee communication on the success of a

business. An organization should thus recognize employees, more than any other variable, as powerful

contributors to a company’s competitive position. Therefore employee engagement should be a

continuous process of learning, improvement, measurement and action.

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

organization and requires a perfect blend of time, effort, commitment and investment to craft a

successful endeavor.

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REFERENCES1. The Gallup Management Journal At http://www.govt.leader.org\article.htm

2. Kahn, W.A(1990).Psychological Conditions of personal engagement and disengagement at

work. Academy of management Journal, 33,692-724.

3. Standard Employee Engagement Survey; at www.nbri.com/survey.htm

4. What Engaging the Indian Employee in http://www.mercer_research.com

5. Employee Engagement: Useful Facts and Figures in

http://www.coleysmithconsulting.com/your resources.php

6. Alan M.Saks,(2006)”Antecedents and consequences of employee engagement”, Journal Of

Managerial Psychology,Vol.21 Iss:7,pp 600-619

7. Bates, S (2004),”Getting Engaged”,HR Magazine,Vol.49 No2,pp 44-51

8. Flock,E.(2010).Forbes India:Karambir,saviour of Taj Hotel on 26/11.

9. Seijts, G.H;&Crim,D.(2006).What engages employees the most or The TEN C’S OF

Employee Engagement.

10. Luthans,F.& Peterson,S.2002).Employee Engagement and manager self-efficiacy.

Journal of Management Development 21(5),376-387

11. Archie Thomas, CMA and Ann MacDi anmid-Encouraging Employee Engagement-CMA

Management,Jun/Jul 2004.

12. Steve Batts-Getting Engaged-Hr Magazine society for Human Resources Management,Feb

2004.

13. Mercer(2002).Mercer people at work survey 2002.New York,NY:Author

14.Macey,W.,& Schneider, B.(2008).The meaning of employee engagement. Industrial and

Organisational Psychology: Perspectives on Science and Practice,1(1),3-30

15.Kahn, W.A(1990),To be full there: psychological presence at work”, Human

Relations,Vol.45,pp.321-49.

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Annexure

Employee Engagement At TAJ

1. I am Ashita Negi 1st year student of MBA specializing in HR from University Business School, Panjab University, and Chandigarh.

2. This survey is purely for academic purpose, designed to gather your feedback on employee engagement at TAJ. There are no rights or wrong answers for any part of the questionnaire. Please fill in your responses to the best of your understanding.

3. The data collected will be kept strictly confidential and will be used for academic purposes only and no part of this survey shall be disclosed in whole or part.

Instructions:-This questionnaire is going to ask you some questions concerning your perceptions on your working conditions .For each question you can respond by choosing one of the following :-

SD-Strongly Disagree D-Disagree N-Neutral A-Agree SA-Strongly Agree

Questions 1-12 answers about Gallup Q12.

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

1

D

2

N

3

A

4

SA

5

2. I have the materials and equipment I need to do my work right

SD

1

D

2

N

3

A

4

SA

5

3. At work, I have the opportunity to do what I do best every day

SD

1

D

2

N

3

A

4

SA

5

4 .In the last seven days, I have received recognition or praise for doing good work.

SD

1

D

2

N

3

A

4

SA

5

5. My supervisor, or someone at work, seems to care about me as a person.

SD

1

D

2

N

3

A

4

SA

5

6. There is someone at work who encourages my development.

SD

1

D

2

N

3

A

4

SA

5

51

7. At work, my opinions seem to count. SD

1

D

2

N

3

A

4

SA

5

8.The mission or purpose of my company makes me feel my job is important

SD

1

D

2

N

3

A

4

SA

5

9.My associates(fellow employees) are committed to doing quality work

SD

1

D

2

N

3

A

4

SA

5

10. I have a best friend at work. SD

1

D

2

N

3

A

4

SA

5

11. In the last six months, someone at work has talked to me about my progress.

SD

1

D

2

N

3

A

4

SA

5

12.This last year, I have had opportunities at work to learn and grow

SD

1

D

2

N

3

A

4

SA

5

Questions 13-16 answers about Performance & Reward

13.I am clear about the criteria by which my performance is evaluated

SD

1

D

2

N

3

A

4

SA

5

14.I am satisfied with the benefits(medical, loan facilities and others) available at TAJ

SD

1

D

2

N

3

A

4

SA

5

15. The employee reward & recognition programs at the TAJ motivate me.

SD

1

D

2

N

3

A

4

SA

5

16.Are the pay and benefits in TAJ in-line with industry practices

SD

1

D

2

N

3

A

4

SA

5

Questions 17-18 answers about Leadership

17.I feel well informed about what is happening in TAJ SD D N A SA

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1 2 3 4 5

18.My supervisor is accessible and responsive to people’s need.

SD

1

D

2

N

3

A

4

SA

5

19.My supervisor establishes effective working relationship with all team members.

SD

1

D

2

N

3

A

4

SA

5

Questions 20 -21 answers about facilities ,learning and growth

20. I am satisfied with the food provided in the cafe SD

1

D

2

N

3

A

4

SA

5

21.. I am satisfied with the learning opportunities available for me at the TAJ

SD

1

D

2

N

3

A

4

SA

5

QUESTIONS 22-24 answers about overall measures

22. Do you see yourself continuing to work for TAJ two years from now.

SD

1

D

2

N

3

A

4

SA

5

23.The product and service standards for my brand are clear to me

SD

1

D

2

N

3

A

4

SA

5

24. I will recommend TAJ as a great place to build a meaningful career.

SD

1

D

2

N

3

A

4

SA

5

25. Gender Male Female

26 Age 15-19 40-44

20-24 45-49

25-29 50-54

30-34 55-59

35-39 60-64

53

54

55

.

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