A STUDY ON EMPLOYEE ENGAGMENT ACTIVITIES AT EFD Efunds
Corporation (P) Ltd.,SUMMER PROJECT REPORT Submitted by T.ANURADHA
REGISTER NO: 26348302 Under the Guidance of Mrs. K. VIDHYA, MBA,
M.PhilFaculty in the Department of Management Studies
in partial fulfillment for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
DEPARTMENT OF MANAGEMENT STUDIES
SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE PONDICHERRY
UNIVERSITY PUDUCHERRY, INDIAOctober 20071
SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE PONDICHERRY
UNIVERSITY DEPARTMENT OF MANAGEMENT STUDIES BONAFIDE
CERTIFICATEThis to certify that the project work entitled A STUDY
ON EMPLOYEE ENGAGEMENT ACTIVITIES is a bonafide work done by
T.ANURADHA [ REGISTER NO: 26348302] in partial fulfillment of the
requirement for the award of Master of Business Administration by
Pondicherry University during the academic year 2007 2008
GUIDE
HEAD OF DEPARTMENT
Submitted for the Viva-Voce Examination held
on_________________
EXTERNAL EXAMINER
ACKNOWLEDGEMENT2
First and foremost, I thank the God for his substantial blessing
and mercy at all stages in the completion of my project. I take
this opportunity to express my deep sense of gratitude to Shri.N.
Kesavan, Founder Chairman, Shri. M.Dhanasekaran, Managing Director
and Shri .S.V.Sugumaran, ViceChairman of our College for their good
wishes for this project. I express my immense gratitude to our
Principal Dr.V.S.K.Venkatachalapathy for his extreme support and
encouragement for the completion for my project. I extend my
immense gratitude to the Head of the Department Mr.S.Jayakumar for
his motivation, inspiration, encouragement and cooperation for the
completion for my project. The valuable and unflinching requital
support in this Endeavour Mrs.K.Vidhya My Internal guide whose
assistance was immeasurable to the completion of this project. I
express my earnest gratitude to Mr. Sridhar Krishnamurthy; Asst. HR
Manager EFD India Ltd; Chennai for giving me an opportunity to do
project in this renounced organization and my External guide for
his whole hearted encouragement and valuable guidance in completing
the project to a success. I am deeply indebted to Mr. Ragavendran
Haridas Bhat HR EFD India Ltd, Chennai for his invaluable help and
advises I also thank all the officials / employees of EFD India
ltd, Chennai who were instrumental in the completion of this
project.
I express my heartfelt thanks to My Parents, Relatives and My
Friends for their support in and every aspect of my life.
ABSTRACT
3
Employee Engagement activities is one of the major criterion to
know about the success of any organization whether it is a small or
big one. The study on the employee engagement activities at EFD
eFunds Corporation (P) Ltd, explores the expectations of the
associates to get entertained by their engagement activities. These
data helps the concern to incorporate the employee needs or modify
the existing engagement activities as per their expectations. From
the study on the employee engagement activities at EFD, it was
found that the most of the associates are highly engaged with the
company both intellectually & emotionally. Also the study
infers that the associates are more pleased about the birthday
bashes celebrations and external agencies giving
presentations/seminar at EFD, however they expect more increased
entertainment programs. Therefore the concern has to concentrate
more on increasing the entertainment programs & recognize their
personally preferred topics for external agencies presentations.
With regards to the approachability & meetings conducted by the
HRs at EFD are convincing for the associates. The study shows that
the associates of EFD-eFunds Corporation (P) Ltd are very much
impressed about the Company and the only thing is that they have to
incorporate the fewer changes in existing engagement activities and
there such that they can satisfy their associates. To retain their
valuable associates, the concern has to interact and get feedback
from the employees more frequently.
TABLE OF CONTENTSCHAPTER TITLE PAGE4
NOLIST OF TABLES LIST OF CHARTS INTRODUCTION I 1.1 Company
Profile 1.2 Need for the Study 1 5 I II
II III IV V VI VII VIII
REVIEW OF LITERATURE OBEJECTIVES RESEARCH METHODOLOGY DATA
ANALYSIS AND INTERPRETATION 6.1 FINDINGS OF THE STUDY 6.2
SUGGESTION AND RECOMMENDATIONS CONCLUSIONS 8.1 SCOPE FOR THE
FURTHER STUDY 8.2 LIMITATIONS ANNEXURE Annexure 1 Annexure - 2
6 14 15 19 38 39 40 41
42 46
LIST OF TABLESTable No. 6.1 6.2 TABLE NAME Employees personal
opinion about the birthday bashes Celebration Employees frequency
of attending the birthday bashes celebrations Page No 19 20 5
6.4 6.5 6.6 6.7 6.8 6.9 6.10 6.11 6.12 6.13 6.14 6.15 6.16 6.17
6.18 6.19 6.20
Employees preference if there are increases entertaining
programs in the celebrations Employees opinion on external agencies
giving presentations/Seminar at EFD Employees preference on topics
presented by external agencies Employees ratings for the external
agencies presentation skills & ability to hold the interest of
the audience Employees opinion on the usefulness of the contents of
the induction program. Employees opinion on the celebration of
major festivals at EFD Employees opinion on the happenings of sport
events periodically at EFD Employees opinion on the approachability
of the HR Employees opinion on the Skip level meeting & town
hall meetings happens at regular interval Employees opinion
regarding the statement I understand what EFD as a company, is
trying to achieve Employees opinion on employee engagement
activities boosting up their morale Employees opinion on having fun
at work place Employees opinion on that they have been given a
realistic job preview Employees opinion on that they have been
given equal opportunities & fair treatment within EFD.
Employees opinion on that they feel their basic health & safety
is taken care within EFD Employees opinion on the employee
engagement activities has been motivated me to work towards the
organizational goals. Coefficient of Variation
21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37
6
LIST OF CHARTSTable No. 6.1 6.2 6.4 6.5 6.6 6.7 TABLE NAME
Employees personal opinion about the birthday bashes Celebration
Employees frequency of attending the birthday bashes celebrations
Employees preference if there are increases entertaining programs
in the celebrations Employees opinion on external agencies giving
presentations/Seminar at EFD Employees preference on topics
presented by external agencies Employees ratings for the external
agencies presentation skills & ability to hold the interest of
the audience Page No 19 20 21 22 23 24
7
6.8 6.9 6.10 6.11 6.12 6.13 6.14 6.15 6.16 6.17 6.18 6.19
6.20
Employees opinion on the usefulness of the contents of the
induction program. Employees opinion on the celebration of major
festivals at EFD Employees opinion on the happenings of sport
events periodically at EFD Employees opinion on the approachability
of the HR Employees opinion on the Skip level meeting & town
hall meetings happens at regular interval Employees opinion
regarding the statement I understand what EFD as a company, is
trying to achieve Employees opinion on employee engagement
activities boosting up their morale Employees opinion on having fun
at work place Employees opinion on that they have been given a
realistic job preview Employees opinion on that they have been
given equal opportunities & fair treatment within EFD.
Employees opinion on that they feel their basic health & safety
is taken care within EFD Employees opinion on the employee
engagement activities has been motivated me to work towards the
organizational goals. Coefficient of Variation
25 26 27 28 29 30 31 32 33 34 35 36 37
8
CHAPTER 11.1 COMPANY PROFILE EFD Efunds Corporation (P) Ltd.
Paving the way for more trusted business transactions With more
than 30 years of enterprise payments and data & decisioning
expertise, EFD delivers flexible, innovative solutions to the
world's leading businesses. Leveraging missioncritical business
insight, EFD enables financial services companies, retailers, and
government organizations to grow their businesses while reducing
transaction and infrastructure costs, detecting potential fraud and
building long-term customer value. EFD's flexible delivery model
means solutions can be run in-house, outsourced or anything in
between, helping customers balance the need for control with
operational efficiency and low cost of ownership. From the point of
account opening to the settlement of every transaction -- debit,
credit, or prepaid EFD helps businesses win more of the right
customers, serve them more efficiently and keep them. 9
5,000+ associates in 17 locations across the globe 30 years of
expertise in payments and financial risk management More than
10,000 clients across 80 countries
EFD builds flexible solutions to help you manage and optimize
your financial transaction accounts - from account acquisition and
origination to transaction processing, retention and customer care
with the confidence to conduct trusted commerce by adding value to
every stage of the integrated account and transaction
lifecycles.
Major Domains of EFD Financial Services Retail Government
Telecommunications
Financial Services Open more accounts Simplify operations
Process more payment types Retail Minimize fraud & losses
10
Build loyalty Attract profitable customers
Government Process EBT Prevent Fraud Reduce back office
overhead
EFDs Commitment Innovation Results Respect Integrity Customer
focus Honesty/Candor
Team work Team EFD Driven by shared purpose, vision and core
values Team EFD is the core of eFunds Corporation and is bound by a
shared purpose, vision and set of core values. The information
below offers insight into these key components, along with
additional information on EFD organization, including our customer
base, global resources, recognition programs and management team.
11
Our Purpose To enable a better way for trusted commerce. Our
Vision A global, customer-centric, and innovative solutions
company. Our Values Recognition Programs EFD Employee Excellence
(E3) Award The E3 award acknowledges significant contributions and
leading examples of 'living' the Team EFD core values. Chairman's
Award Chairman's Award winners are selected annually by the CEO,
Paul Walsh, and the Executive Leadership Team from the pool of
quarterly E3 winners. Solutions Overview Offers real-time
information from the world's largest debit database, pioneering
expertise and technology in payments, retail and financial risk
management . Take your company from where it is today to where you
want to be tomorrow - all without interruption to your existing
operations. Principal Locations USA Canada Australia Asia
pacific(Chennai ,Gurgaon, Mumbai, Singapore) UK
12
Press Room Paul F. Walsh Chairman and Chief Executive Officer
George W. Gresham Chief Administrative Officer, Chief Financial
Officer and Executive Vice President, Finance Kay Nichols Executive
Vice President, Strategy, Marketing and Product Development Clyde
L. Thomas Chief Information Officer and Executive Vice President,
Global Technology and Operations Laura De Cespedes Executive Vice
President, Human Resources
1.2 NEED FOR STUDY1) 2) 3) 4) 5) Studying employee engagement in
an organization provides clue for the employers to contribute to
bottom line business success To understand & identify the
problematic areas and make a plan and take action towards
improvement. This study helps not only to retain valued employees,
but also to increase its level of performance Study helps to
Improve the overall organizational effectiveness The study helps to
estimate the organizations capacity to manage employee engagement
that is closely related to its ability to achieve high performance
levels and superior business results.
13
CHAPTER -2 REVIEW OF LITERATURE2.1 Employee Engagement It is a
concept that is generally viewed as managing discretionary effort,
that is, when employees have choices, they will act in a way that
furthers their organizations interests. An engaged employee is a
person who is fully involved in, and enthusiastic about, his or her
work Most organizations today realize 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 passionate about
its goals and is committed towards its values who can be termed
thus. He goes the extra mile beyond the basic job responsibility
and is associated with the actions that drive the business.
Moreover, in times of diminishing loyalty, employee engagement is a
powerful retention strategy. The fact that it has a strong impact
on the bottom-line adds to its significance. Employee engagement is
a barometer that determines the association of a person with the
organization.
14
Atul Kunwar Managing Director EFunds International India The key
ingredients of an engaged employee seem to be: Tenure with the
organization Display of emotional involvement in what he does Doing
more than what is expected Displaying pride in the place he
work
2.2 Studies Engaged employees care about the future of the
company and are willing to invest the discretionary effort. Engaged
employees feel a strong emotional bond to the organization that
employs them. This is associated with people demonstrating a
willingness to recommend the organization to others and commit time
and effort to help the organization succeed. It suggests that
people are motivated by intrinsic factors (e.g. personal growth,
working to a common purpose, being part of a larger process) rather
than simply focusing on extrinsic factors (e.g., pay/reward). 2.3 A
Matter of Partnership Global studies suggest that there are three
basic aspects of employee engagement: The employees and their own
unique psychological make up and experience The employers and their
ability to create the conditions that promote employee engagement
15
Interaction between employees at all levels
2.4 A Road Map for Employee Engagement Enhance leadership.
Involve your people and value their input. Look after the
organizations reputation. Managers do not see communication as part
of their day job. A manifesto for outstanding organizational
performance
2.4 Factors Influencing Employee Engagement A culture of respect
where outstanding work is valued Availability of constructive
feedback and mentoring Opportunity for advancement and professional
development Fair and appropriate reward, recognition and incentive
systems Availability of effective leadership Clear job expectations
Adequate tools to complete work responsibilities High levels of
motivation
2.5 The Keys to Employee Engagement Getting and keeping your
employees engaged comes down to three simple factors: Leadership by
example A willingness to listen Being prepared to learn. 16
2.6 Importance of Employee Engagement An organizations capacity
to manage employee engagement is closely related to its ability to
achieve high performance levels and superior business results.
Engaged employees will stay with the company, Be an advocate of the
company and its products and services, and Contribute to bottom
line business success. Engaged employees also normally perform
better and are more motivated. There is a significant link between
employee engagement and profitability. Employee engagement is
critical to any organization that seeks Not only to retain valued
employees, but also increase its level of performance.
2.7 Ways to Attain Employee Engagement
Listen to your employees and remember that this is a continuous
process. The information your employees supply will provide
direction. Insist upon increased engagement at the managerial level
and create and deploy a customized employee satisfaction survey
from alpha measure to assess your current level of employee
engagement.
Identify problem areas, make a plan and take action towards
improvement.
2.8 Organization Initiatives for Employee Engagement Most
organizations have a range of programs to improve the engagement
level of their employees. Below are the lists of initiatives can be
made by the organization, starting right at the selection
stage:
Choosing the right fit and giving a realistic job preview Strong
induction and orientation program
17
Rigorous training and development, from technical to soft skills
to leadership development programs. To keep up the morale of people
and drive them towards excellent performance, through various
incentives such as recognition letters, profit sharing schemes,
long performance awards, ESOPS, building assets like own home.
Regular feedback to all people Communication forums like the
in-house magazine, In touch, an e-forum to develop
entrepreneurship, and regular surveys and conferences To maintain
the quality of work-life and a balance between
personal/professional lives, there are recreational activities like
festivities, get-togethers, sports, etc An open and transparent
culture to empower its people and develop entrepreneurs.
2.9 Benefits to the organization
Employee engagement builds passion, commitment and alignment
with the organizations strategies and goals Attracts more people
like existing employees Increases employees trust in the
organization Creates a sense of loyalty in a competitive
environment Lowers attrition rate Increases productivity and
improves morale Provides a high-energy working environment Improves
overall organizational effectiveness Boosts business growth Makes
the employees effective brand ambassadors for the company.
2.10 Measuring Employee Engagement
18
Employee engagement can be revealed in several ways, including
pulse to annual surveys, tracking changes in the attrition rate,
increase in the number of employee referrals, and growth in
productivity and business. .E-Funds measures employee engagement by
conducting an Employee Engagement Survey (EES) once every two years
in association with a leading global consultant. The survey is
conducted at the same time across all eFunds sites worldwide. This
exercise is also supplemented by conducting dipsticks on several
issues concerning employee engagement and morale, informs Kunwar.
Conducting a survey without planning how to handle the result can
lead employees to disengage. It is therefore not enough to feel the
pulsethe action plan is just as essential
2.11 Signs of Low Employee Engagement The turn over rate is high
Productivity is down Deadlines are being missed Morale is low
Conflicts are happening frequently Absenteeism is up Punctuality is
a problem Miscommunication is happening frequently Theft is a
problem
2.12 Remedies
Hire a team-building expert and arrange a one-day retreat Host a
meeting where you listen to feedback and ideas. Promise to
implement at least one of the recommendations the one that is
chosen as the most critical and there is
19
a clear, reasonable solution that can be implemented without
putting a high demand on resources. Create an anonymous feedback
mechanism Meet daily for very short meetings (10 minutes maximum)
and share daily priorities and news. Keep the agenda the same every
day 5-6 items. Create a code of conduct and a set of values as a
team and reward staff for demonstrating the code or the values.
Create an incentive plan to encourage positive behavior Provide
feedback and guidance Make real time to discuss problems Seek ideas
and input from everyone Provide the resources to solve problems or
to do a job well Give real recognition and/or reward Provide
opportunities for people to develop their potential Keep the
pressure to perform and achieve more with less realistic Provide
opportunities for social interaction Train people how to resolve
interpersonal conflicts Promote joy and appropriate humor within
the office Be flexible; help people to actively balance work and
home responsibilities
2.13 Engagement Challenges Engagement levels decline as
employees get older until they reach the oldest
group (60 plus), where levels suddenly rise, and show this
oldest group to be the most engaged of all colleagues Managers and
professionals tend to have higher engagement levels than their
Minority ethnic respondents have higher engagement levels than
their white
colleagues in supporting roles, although people in the latter
group appear to owe greater loyalty to their profession than to the
organization in which they practice their craft
20
Engagement levels decline as length of service increases Having
an accident or an injury at work, or experiencing harassment
(particularly
if the manager is the source of the harassment) both have a big
negative impact on engagement Employees who have a personal
development plan, and who have received a
formal performance appraisal within the past year, have
significantly higher engagement levels than those who have not.
2.14 Engagement Activities Learning and Development
Opportunities
Leadership Development Programs Technical Training Behavioral
Training Brown Bags & Quests
Awards & Recognition Programs
Performance Management Awards
Work Life
Integration within the Companyo
Buddy Programs
21
o
Induction Programs
Fun at wok place Birthday bashes
CHAPTER -3OBJECTIVES
3.1 Primary Objective To check the effectiveness of employee
engagement activities in the organization. 3.2 Secondary Objectives
To evaluate the effectiveness of the employee welfare activities.
To measure the employee perception of the team HR To assess the
employee satisfaction towards the workplace.
22
CHAPTER-4 RESEARCH METHODOLOGY4.1 Research:Research is a process
in which the researcher wishes to find out the end result for a
given problem and thus the solution helps in future course of
action. The research has been defined as A careful investigation or
enquiry especially through search for new facts in any branch of
knowledge.
4.2 Research Methodology:The procedure using, which researchers
go about their work of describing, explaining and predicting
phenomena, is called Methodology. Methods compromise the procedures
used for generating, collecting and evaluating data. Methods are
the ways of obtaining information useful 23
for assessing explanations.
4.3 Type of Research:The type of research used in this project
is descriptive in nature. Descriptive research is essentially a
fact-finding related largely to the present, abstracting
generations by cross sectional study of the current situation. The
descriptive methods are extensively used in the physical and
natural science, for instance when physics measure, biology
classifies, zoology dissects and geology studies the rocks. But its
use in social science is more common, as in socio economic surveys
and job and activity analysis.
Descriptive research aims at1 To portray the characteristics of
a particular individual situation, or group (with or without
specific initial hypothesis about the nature of these
characteristics). 2 To determine the frequency with which something
occurs or with which it is associated with something else (usually,
but not always, with a specific initial hypothesis). The
descriptive methods have certain limitations; one is that the
research may make description itself an end itself. Research is
essentially creative and demands the discovery of facts on order to
lead a solution of the problem. A second limitation is associated
whether the statistical technique dominates. The desire to over
emphasis central tendencies and to fact in terms of AVERAGE,
correlation, means and dispersion may not always be either welcome.
This limitation arises because statistics, which is partly a
descriptive tool of analysis, can aid but not always explain casual
relations.
4.4 Design of Descriptive Studies:Descriptive studies aim at
portraying accurately the characteristics of a particular group or
solution. One may under take a descriptive study about the work in
the factory, health, safety and welfare. A descriptive study may be
concerned with the right to strike, capital punishment,
prohibition, etc.
24
A descriptive study involves the following steps: 1 2 3 4 5
Formulating the objectives of the study. Defining the population
and selecting the sample Designing the method of data collection
Analysis of the data Conclusions and recommendations for further
improvements in the practices.
4.5 Description of statistical tools used Percentage method
Coefficient of Variation
4.6 Data Collection Method:Survey method is considered the best
method for data collection of data and the tools used for data
collection are Questionnaire. This method is quite popular
particularly in case of big enquires. Private individuals, research
works, private and public organizations and even government are
adopting it. In this method a questionnaire is sent to the persons
concerned with a request to answer and return the questionnaire. A
questionnaire consists of a number of question involves both
specific and general questions relating to consumer behavior.
4.7 Benefits availed through this method:i. ii. iii. iv. There
is low cost even when the universe is large and is widely spread
geographically. It is free from the bias of the interviewer;
answers are in respondents own words. Respondents, who are not
easily approachable, can also be reached conveniently. Large
samples can be made use of and thus the results can be made more
dependable and reliable.
25
v.
Respondents have adequate time to give well thought out
answers.
4.8 Limitations of this system:i. ii. iii. iv. v. Low rate of
return of the duly filled in questionnaires; bias due to
no-response is often indeterminate. It can be used only when
respondents are educated and cooperating. The control over
questionnaire may be lost once it is sent. It is difficult to know
whether willing respondents are truly representative. This method
is likely to be the slowest of all.
4.9 Sources of Data:The two sources of data collection are
namely Primary & Secondary.
4.9.1 Primary Data:Primary data are fresh data collected through
survey from the employees using the questionnaire. Questionnaire
helps to recognize the employees perception regarding the employee
engagement & their problematic areas.
4.9.2 Secondary Data:Secondary data are collected from the past
records & books and various journals, magazines etc. regarding
the Employee engagement.
4.10 Research Design:Research design is the specification of the
method and procedure for acquiring the information needed to solve
the problem. The research design followed for this research study
is descriptive research design where we find a solution to an
existing problem. The problem of the study is to find out the
effectiveness of the employee engagement.
26
4.11 Period of the Study The period is from August07 to
November07
4.12 Sample Design:Universe Sample Element Sample Size Sample
Test Sample Media : 800 : Employees : 30 samples : Percentage
Method and Coefficient of variation : Questionnaire
CHAPTER 5 DATA ANALYSIS AND INTERPRETATIONTable No: 5.1
Employees personal opinion about the birthday bashes Celebration
S.No 1 2 3 Opinion Entertaining Can be Improved No Comments Total
Inference: No. of Respondents 26 2 2 30 Percentage 86.68 6.66 6.66
100
27
86.68% of the employees feel the birthday bashes celebration is
entertaining, 6.66 % of the employees feel the celebration can be
improved and another 6.66% employees have no comments. Chart No:
5.1 Employees personal opinion about the birthday bashes
Celebration
100 90 80 70 60 50 40 30 20 10 0
86.68
6.66 Entertaining Can be Improved
6.66 No Comments
Table No: 5.2 Employees frequency of attending the birthday
bashes celebrations S.No 1 2 3 4 5 Frequency Regularly Sometimes
Never On my Birthday My friends Birthday Total No. of Respondents
15 8 0 5 2 30 Percentage 50 26.67 0 16.67 6.66 100
Inference:
28
50% of the employees attend regularly the birthday bashes
celebration, 26.67 % of the employees attend sometimes, 16.67% of
the employees attend on their birthdays and 6.66% attend on their
friends birthday. Chart No: 5.2 Employees frequency of attending
the birthday bashes Celebrations
60 50 40 30 20 10 0 Regularly Sometimes 0 Never On my Birthday
My friends Birthday 26.67 16.67 6.66 50
Table No: 5.3 Employees preference if there are increases
entertaining programs in the celebrations S.No 1 2 3 4 5 Preference
Excellent Very Good Fair Poor Very Poor Total No. of Respondents 23
7 0 0 0 30 Percentage 76.67 23.33 0 0 0 100
Inference: 29
76% of the employees prefer its excellent to increase the
entertaining programs, 23.33 % of the employees feel its very good
to increase the entertaining programs. Chart No: 5.3 Employees
preference if there are increases entertaining programs in the
celebrations
90 80 70 60 50 40 30 20 10 0 Excellent Very Good 0 Fair 0 Poor 0
Very Poor 23.33 76.67
Table No: 5.4 Employees opinion on external agencies giving
presentations/Seminar at EFD S.No 1 2 3 4 5 Preference Excellent
Very Good Fair Poor Very Poor Total No. of Respondents 24 6 0 0 0
30 Percentage 80 20 0 0 0 100
Inference: 80% of the employees giving presentations/Seminar at
EFD 30 prefer its excellent on external agencies giving
presentations/Seminar at EFD, 20 % of the employees feel its very
good on external agencies
Chart No: 5.4 Employees opinion on external agencies giving
presentations/Seminar at EFD
90 80 70 60 50 40 30 20 10 0
80
20 0 Excellent Very Good Fair 0 Poor 0 Very Poor
Table No: 5.5 Employees preference on topics presented by
external agencies S.No 1 2 3 4 5 Preference Personality Development
Health Care Financial Enhancements Stress Management Individual
Social Responsibility Total Inference: 33.33% of the employees
prefer Personality Development, 16.67 % of the employees prefer
Health Care, 20% prefer Financial Enhancements, 16.67 % prefer
Stress Management, and 13.33 % prefer Individual Social
Responsibility. No. of Respondents 10 5 6 5 4 30 Percentage 33.33
16.67 20 16.67 13.33 100
31
Chart No: 5.5 Employees preference on topics presented by
external agencies
35 30 25 20 15 10 5 0
33.33
16.67
20
16.67
13.33
Personality Development
Health Care
Stress Management
Table No: 5.6 Employees ratings for the external agencies
presentation skills & ability to hold the interest of the
audience
S.No 1 2 3 4 5
Ratings Strongly Agree Agree No Comments Disagree Strongly
Disagree Total
No. of Respondents 8 22 0 0 0 30
Financial Enhancements
Percentage 16.67 73.33 0 0 0 100
Inference: 16.67% of the employees rates Excellent for the
presentation and 73.33 % rates Very Good for the presentation.
Chart No: 5.6
Individual Social Responsibility
32
Employees ratings for the external agencies presentation skills
& ability to hold the interest of the audience
80 70 60 50 40 30 20 10 0 Strongly Agree 16.67
73.33
0 Agree No Comments
0 Disagree
0 Strongly Disagree
Table No: 5.7 Employees opinion on the usefulness of the
contents of the induction program. S.No 1 2 3 4 5 Ratings Strongly
Agree Agree No Comments Disagree Strongly Disagree Total No. of
Respondents 15 14 1 0 0 30 Percentage 50 46.67 3.33 0 0 100
Inference: 50% of the employees strongly agree that the contents
of the induction program was useful to them, 46.67 % agree it was
useful and 3.33% have no comments. Chart No: 5.7 Employees opinion
on the usefulness of the contents of the induction program.
33
60 50 40 30 20 10 0 Strongly Agree Agree No Comments 3.33 0
Disagree 0 Strongly Disagree 50 46.67
Table No: 5.8 Employees opinion on the celebration of major
festivals at EFD S.No 1 2 3 4 5 Ratings Strongly Agree Agree No
Comments Disagree Strongly Disagree Total No. of Respondents 19 10
1 0 0 30 Percentage 63.34 33.33 3.33 0 0 100
Inference: 63.34% of the employees strongly agree that the major
festivals are celebrated well at EFD, 33.33 % agree its well
celebrated and 3.33% have no comments. Chart No: 5.8 Employees
opinion on the celebration of major festivals at EFD
34
70 60 50 40 30 20 10 0
63.34
33.33
3.33 Strongly Agree Agree No Comments
0 Disagree
0 Strongly Disagree
Table No: 5.9 Employees opinion on the happenings of sport
events periodically at EFD S.No 1 2 3 4 5 Ratings Strongly Agree
Agree No Comments Disagree Strongly Disagree Total No. of
Respondents 21 8 1 0 0 30 Percentage 70 26.67 3.33 0 0 100
Inference: 70% of the employees strongly agree that the Sport
events happen periodically at EFD, 26.67 % agree it happens
periodically and 3.33% have no comments. Chart No: 5. 9 Employees
opinion on the happenings of sport events periodically at EFD
35
80 70 60 50 40 30 20 10 0
70
26.67
3.33 Strongly Agree Agree No Comments
0 Disagree
0 Strongly Disagree
Table No: 5.10 Employees opinion on the approachability of the
HR S.No 1 2 3 4 5 Ratings Strongly Agree Agree No Comments Disagree
Strongly Disagree Total No. of Respondents 29 1 0 0 0 30 Percentage
96.67 3.33 0 0 0 100
Inference: 96.67% of the employees strongly agree that the HR is
approachable and 3.33 % of the employees agree. Chart No: 5. 10
Employees opinion on the approachability of the HR
36
120 100 80 60 40 20 0 Strongly Agree Agree 3.33 0 No Comments 0
Disagree 0 Strongly Disagree 96.67
Table No: 5.11 Employees opinion on the Skip level meeting &
town hall meetings happens at regular interval S.No 1 2 3 4 5
Ratings Strongly Agree Agree No Comments Disagree Strongly Disagree
Total No. of Respondents 23 6 1 0 0 30 Percentage 76.67 20 3.33 0 0
100
Inference: 76.67% of the employees strongly agree that the Skip
level meeting & town hall meetings happen at regular interval,
20% agree and 3.33 % of the employees have no comments. Chart No:
5. 11 Employees opinion on the Skip level meeting & town hall
meetings happens at regular interval
37
90 80 70 60 50 40 30 20 10 0
76.67
20 3.33 Strongly Agree Agree No Comments 0 Disagree 0 Strongly
Disagree
Table No: 5.12 Employees opinion regarding the statement I
understand what EFD as a company, is trying to achieve S.No 1 2 3 4
5 Ratings Strongly Agree Agree No Comments Disagree Strongly
Disagree Total No. of Respondents 18 12 0 0 0 30 Percentage 60 40 0
0 0 100
Inference: 60% of the employees strongly agree to the statement
and 40% of the employees agree to the statement. Chart No: 5. 12
Employees opinion regarding the statement I understand what EFD as
a company, is trying to achieve
38
70 60 50 40 30 20 10 0
60
40
0 Strongly Agree Agree No Comments
0 Disagree
0 Strongly Disagree
Table No: 5.13 Employees opinion on employee engagement
activities boosting up their morale S.No 1 2 3 4 5 Ratings Strongly
Agree Agree No Comments Disagree Strongly Disagree Total No. of
Respondents 15 14 1 0 0 30 Percentage 50 46.67 3.33 0 0 100
Inference: 50% of the employees strongly agree that the employee
engagement activities boost up their morale, 46.67% of the
employees agree and 3.33 % have no comments Chart No: 5. 13
Employees opinion on employee engagement activities boosting up
their morale
39
60 50 40 30 20 10 0 Strongly Agree Agree No Comments 3.33 0
Disagree 0 Strongly Disagree 50 46.67
Table No: 5.14 Employees opinion on having fun at work place
S.No 1 2 3 4 5 Ratings Strongly Agree Agree No Comments Disagree
Strongly Disagree Total No. of Respondents 25 5 0 0 0 30 Percentage
83.33 16.67 0 0 0 100
Inference: 83.33% of the employees strongly agree that they have
fun at work place and 16.67% of the employees agree. Chart No: 5.
14 Employees opinion on having fun at work place
40
90 80 70 60 50 40 30 20 10 0
83.33
16.67 0 Strongly Agree Agree No Comments 0 Disagree 0 Strongly
Disagree
Table No: 5.15 Employees opinion on that they have been given a
realistic job preview S.No 1 2 3 4 5 Ratings Strongly Agree Agree
No Comments Disagree Strongly Disagree Total No. of Respondents 24
6 0 0 0 30 Percentage 80 20 0 0 0 100
Inference: 80% of the employees strongly agree that they have
been given a realistic job preview and 20% of the employees agree.
Chart No: 5. 15 Employees opinion on that they have been given a
realistic job preview
41
90 80 70 60 50 40 30 20 10 0
80
20 0 Strongly Agree Agree No Comments 0 Disagree 0 Strongly
Disagree
Table No: 5.16 Employees opinion on that they have been given
equal opportunities & fair treatment within EFD. S.No 1 2 3 4 5
Ratings Strongly Agree Agree No Comments Disagree Strongly Disagree
Total No. of Respondents 19 10 1 0 0 30 Percentage 63.34 33.33 3.33
0 0 100
Inference: 63.34% of the employees strongly agree that they have
been given equal opportunities & fair treatment within EFD,
33.33% of the employees agree and 3.33% have no comments. Chart No:
5.16 Employees opinion on that they have been given equal
opportunities & fair treatment within EFD.
42
70 60 50 40 30 20 10 0
63.34
33.33
3.33 Strongly Agree Agree No Comments
0 Disagree
0 Strongly Disagree
Table No: 5.17 Employees opinion on that they feel their basic
health & safety is taken care within EFD S.No 1 2 3 4 5 Ratings
Strongly Agree Agree No Comments Disagree Strongly Disagree Total
No. of Respondents 24 6 0 0 0 30 Percentage 80 20 0 0 0 100
Inference: 80% of the employees strongly agree that they feel
their basic health & safety is taken care within EFD and 20% of
the employees agree. Chart No: 5. 17 Employees opinion on that they
feel their basic health & safety is taken care within EFD
43
90 80 70 60 50 40 30 20 10 0
80
20 0 Strongly Agree Agree No Comments 0 Disagree 0 Strongly
Disagree
Table No: 5.18 Employees opinion on the employee engagement
activities has been motivated me to work towards the organizational
goals. S.No 1 2 3 4 5 Ratings Strongly Agree Agree No Comments
Disagree Strongly Disagree Total No. of Respondents 16 14 0 0 0 30
Percentage 53.33 46.67 0 0 0 100
Inference: 53.33% of the employees strongly agree that the
employee engagement activities has been motivated me to work
towards the organizational goals and 46.67% of the employees agree.
Chart No: 5. 18 Employees opinion on the employee engagement
activities has been motivated me to work towards the organizational
goals.
44
60 50 40 30 20 10 0
53.33 46.67
0 Strongly Agree Agree No Comments
0 Disagree
0 Strongly Disagree
5.20 Coefficient of VariationLet X be the HR approachability Let
Y be the happening of Skip level & Town hall meetings] X 23 6 1
0 0 X=30 C.V. = /X * 100 X = X/N = X/N X = 3.93 /Y * 100 X-X = X 17
0 -5 -6 -6 X=0 X 289 0 25 36 36 386 Y 29 1 0 0 0 X=30 Y-Y=Y 23 -5
-6 -6 -6 X=0 Y 529 25 36 36 36 662
C.V. = Y
= Y/N =Y/N
45
Y
= 5.14
Inference From the value of Coefficient of variance it is
inferred that the meetings conducted by the HR is less than their
Approachability Therefore the Team HR is approachable.
CHAPTER- 6 6.1 FINDINGS OF THE STUDY From the study it was found
that, almost 90 % of the associates are highly engaged with the
company both intellectually & emotionally. According to the
respondents 86% of the associates feel the birthday bashes
celebration is entertaining, 50% of the associates attend the
birthday bashes celebration regularly and 76% of the associates
prefer increased entertainment programs. The study found that 80%
of the associates have opted excellent for the external agencies
giving a presentation/seminar at EFD, 76% of the associates agree
the external agencies had the ability to hold the interests of the
audience. In the study the topics preferred by the associates are
as follows 33.33% of the employees prefer Personality Development,
16.67 % of the employees prefer Health Care, 20% prefer Financial
Enhancements, 16.67 % prefer Stress Management, and 13.33 % prefer
Individual Social Responsibility.
46
It was found that 76% of the associates strongly agree that the
skip level meetings & town hall meetings happen at regular
intervals & 96% of the associates strongly agree that the HR is
approachable
According to the study 80% of the associates feel the employee
engagement activities boost their morale , 80% of the associates
strongly agree that they have fun at work place,70% of the
associates strongly agree that their basic health & safety are
taken care at EFD
80% of the associates strongly agree that they have been given a
realistic job preview & have equal and fair Opportunities
within EFD.
6.2 SUGGESTIONS AND RECOMMENDATIONSFrom the overall study it is
proved that most of the associates are highly engaged with the
organization; however the associates have fewer problems with the
engagement activities, those problems can be rectified by using the
following measures so that employees can develop ownership of their
goals, targets, and milestones, and enhance their contributions to
the company and increase their impact.
To have a perfect response for the birthday bash celebration the
organization can increase the entertainment programs with more
number of games, puzzle solving, riddles & also may distribute
gifts.
As the associates
are very
much interested
in External agencies
giving
presentations/seminars at EFD, the organization can recognize
their preferred topics and made them feel that their contribution
was important and to believe their values were mirrored by those
espoused by senior management. The team HR can maintain the same
regular intervals for town hall meetings & skip level meetings
to ensure an healthy relationship amongst the associates &
employers 47
Finally the organization can increase the engagement activities
like hiring a teambuilding expert and arrange a one-day retreat,
create an anonymous feedback mechanism, Provide feedback and
guidance every now & then, provide them with various services
to help them balance their work and family lives to understand the
associates and to engage all the employees more actively than the
present level.
CHAPTER-7 CONCLUSIONIn todays competitive Business world,
employees are expecting more and more from the employers. With
increased change in needs and expectation of the employees and the
employers need to be cautious in choosing the right fit and giving
a realistic job preview and engage the associates through their
engagement activities to build passion, commitment and alignment
with the organizations strategies and goals From the study on the
employee engagement activities at EFD, it was found that the most
of the associates are highly engaged with the company both
intellectually & emotionally. Also the study infers that the
associates are more pleased about the birthday bashes celebrations
and external agencies giving presentations/seminar at EFD, however
they expect more increased entertainment programs. Therefore the
concern has to concentrate more on increasing the entertainment
programs & recognize their personally preferred topics for
external agencies presentations. With regards to the
approachability of HR & meetings conducted by the HRs at EFD
are convincing for the associates. To conclude, the study explores
the employee engagement activities at EFD infers that the employees
have a good will within the organization and the concern has to
focus on the key
48
areas where the associates needs has to be satisfied to lower
the attrition rate , to provide a highenergy working environment
and to improve the overall organizational effectiveness
CHAPTER-8 8.1 SCOPE FOR THE FURTHER STUDY1) 2) 3) 4) 5) The
project throws light on the need for Learning Employee Engagement
for successfully sustaining the associates in the organization. The
project was developed to check the effectiveness of the employee
engagement activities. It will be helpful for the Management to
identify the needs and wants of the associates to get relaxed from
their work tension through engagement activities This study would
be a base for the researchers who are carrying survey in the
similar topic else where. The study also helps the concern for the
further enhancement for their engagement activities by elaborating
the current survey.
8.2 LIMITATIONS1) 2) The study is based upon small sample size
of 30 samples. Inconvenience in meeting all the associates and
collect data. 49
3) 4) 5)
The study is based on employees side only. It does not explore
the pros and corns on the side of employers. The study has been
done mainly for academic purpose and duration of the data
collection period is a major constraint. The Project data can be
valid up to six months, Hence there are chances for the changes in
the findings and results obtained.
ANNEXUREANNEXURE-I
Survey Form
Personal Details Name: Department: 1. What is your personal
opinion about the Birthday bashes Celebration Entertaining Can be
improved No Comments
2. Your frequency of attending the Birthday Bashes
celebrations
50
Regularly Sometimes Never On my Birthday My Friends Birthday 3.
Can you suggest a convenient time & day to celebrate the
birthday bashes that could commonly favor all the other associates
Time: ------------ AM/PM Day: ---------------
4. How would you prefer the celebration, if there are increased
entertainment programs. Excellent Very Good Fair Poor Very Poor
5. What is your opinion about the external agencies giving a
Presentation/Seminar at EFD Excellent Very Good Fair Poor Very
Poor
6. What type of topics you prefer to be presented in external
agencies giving a Presentation/Seminar at EFD Personality
Development Health Care Financial Enhancements (e.g. Stocks,
Shares, Investments etc.) Stress Management / self Development
Individual Social Responsibility Any other (Please Specify). 51
7. How would rate the external agencies presentation skills
& ability to hold the interest of the audienceStrongly Agree
Agree No Comments Disagree Strongly Disagree
8. The contents of the induction program was really useful to
meStrongly Agree Agree No Comments Disagree Strongly Disagree
9. Major festivals are celebrated well in EFDStrongly Agree
Agree No Comments Disagree Strongly Disagree
10. Sports events happens periodicallyStrongly Agree Agree No
Comments Disagree Strongly Disagree
11. HR is approachable to youStrongly Agree Agree No Comments
Disagree Strongly Disagree
12. Do you think the HR skip level & town hall meeting
happens at regular intervalsStrongly Agree Agree No Comments
Disagree Strongly Disagree
13. Regarding the statement I understand what EFD,as a company,
is trying to achieve what would you sayStrongly Agree Agree No
Comments Disagree Strongly Disagree
52
14. Employee Engagement Activities boost my MoraleStrongly Agree
Agree No Comments Disagree Strongly Disagree
15. I have fun at work placeStrongly Agree Agree No Comments
Disagree Strongly Disagree
16. I have been given a realistic job previewStrongly Agree
Agree No Comments Disagree Strongly Disagree
17. I have been given equal opportunities & fair treatment
within EFDStrongly Agree Agree No Comments Disagree Strongly
Disagree
18. I feel my basic health & safety is taken care within
EFDStrongly Agree Agree No Comments Disagree Strongly Disagree
19. The Employee Engagement Activities has been motivated me to
work towards the Organizational goalsStrongly Agree Agree No
Comments Disagree Strongly Disagree
20. Your Valuable comments/suggestions/observations
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
53
ANNEXURE-II
BIBLIOGRAPHYBOOKS: 1. Kothari C.R., RESEARCH Methodology Methods
& Techniques Publishers- New Age International (P) Ltd., New
Delhi, Second Edition, 2004 2. Gupta, S.P., Statistical Methods,
Thirty Fourth Editions, 2005 3. Arun Monappa Personal Management
Second Edition WEBSITES: 1. www.efunds.com 54
2. www.managment.org 3. www.moraleinfo.com 4.
www.hrdigest.com
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