Rimpi file

1. Introduction

Apollo Tyres Limited is in the core business of manufacturing and marketing of Bias and Radial

automotive tyres in India. Company is having state of the art manufacturing facilities in the state

of Kerala, Gujarat and Maharashtra with a group turnover of Rs. 2656.81 crore. Company have

joined hands with the world's leader in tyres, Michelin. This strategic alliance offers the world's

best tyre with world's best technology to Indian consumers.

Company leads the market across all the tyre segments and has been very agile in launching new

products to satisfy the challenging customer's needs with focus on quality and safety features of

the products. The major benefit derived as result of R & D work. In Radial, it is ACELERE- The

first full range of H-Rated passenger Radial Tyre in the country which has given the

Organisation an age over its competitors which is unique in the country. In the Bias segment, the

success is marked by the development of energy efficient Tyre/ High Speed Tyre, which will

also be a real delight for the customers in days to come, specially in today's improved road

conditions.

History of Apollo Tyres Limited

Apollo Tyres Ltd. (ATL) was incorporated 28th September, 1972 as a Public Limited Company

and obtained certificate of Commencement of Business on October 24, 1972. The Company was

promoted by Bharat Steel Tubes, Ltd. Raunaq International Pvt. Ltd., Raunaq & Co. Pvt. Ltd.,

Raunaq Singh, Mathew T. Marattukalam and Jacob Thomas. The Company manufacture

automobile tyres and tubes, camel back/retreading materials and rubber conveyor belts.15,00,000

No. of equity shares issued to Bharat Steel Tubes Ltd., 2,50,000 No. of equity shares to Kerala

Govt. and 13,50,000 No. of equity shares to promoters, etc. and associate companies, 75,000

pref. shares and 46, 50,000 No. of equity shares offered at par to the public in October 1975, 35

Pref. and 13, 06,200 No. of equity shares forfeited in 1977-78. During 1978-79 forfeiture on

22,200 No. of equity shares annulled.

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In 1980, forfeiture on 2, 30,050 No. of equity shares annulled. After the expiry of the original

agreement the Company negotiated with General Tire International Co., U.S.A., for the renewal

with General Tire International Co., U.S.A., for the renewal of the technical collaboration

agreement for a further period of 5 years. This agreement expired on January 1987.Forfeiture

annulled on 700 No. of equity shares during 1981-82 and on another 610 No. of equity shares

during 1981-83.

In 1997, the Company issued 12.5% NCD aggregating Rs 20 crore to IDBI on private placement

for a period of 18 months, 1, 65,206 No. of equity shares issued on conversion of detachable

warrants. Apollo Tyres Limited has set up shop in the city opening its Apollo Tyre World

(ATW) through Vora Tyres. Apollo has been setting up ATW's all over the country equipped

with state-of-the-art testing equipment. ATL signed a letter of intent with the global major

Continental AG for a 50:50 joint venture for setting up a 4.7 million passenger car radial facility.

ATL is the first Indian company to have an ISO 9001 accreditation for the entire product range.

ATL has emerged as the fastest growing tyre company in India (turnover up six-fold in the last

five years) and the seventh fastest in the world. Apollo Tyres Ltd. has zeroed in on Tamil Nadu

for setting up its Rs 450-crore Greenfield truck radial tyre manufacturing plant. Apollo Tyres Ltd

has posted a 48.48 per cent decline in net profit at Rs 3.22 crore for the quarter ended September

30, 2001.In 2002, Apollo Tyres Ltd has informed that the appointment of Shri Raunaq Singh as

Managing Director. He will however continue to be a Director and Non-Executive Chairman of

the Board of Directors, liable to retire by rotation.

Apollo Tyres Ltd has informed that the Board of Directors appointed Mr Onkar S Kanwar as the

Chairman of the Board of Directors. The Board also appointed Mr D Sengupta former Chairman

of GIC as an Additional Director of the Company. Apollo Tyres Ltd has informed the Exchange

that Mr. Raaja R S Kanwar has been appointed as Director, liable to retire by rotation in the

vacancy caused by the retirement of Mr. Raunaq Singh, Non-Executive Director and Chairman

of the Board.

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CORPORATE HISTORY

First Indian Tyre Company to launch exclusive branded outlets - Apollo Tyre World for

truck tyres.

First Indian Tyre Company to segment the market on the basis of load and mileage

requirements.

First Indian Tyre Company to introduce packaging for car and two-wheeler tyres and

tubes.

First Indian Tyre Company to run a customer loyalty programme.

First Indian Tyre Company to introduce radial tyres for the farm category.

First Tyre Company in India to obtain ISO Certification for all its operations.

First Indian Tyre Company to produce H, V and W-speed rated tubeless tyres.

First Indian Tyre Company to run HIV-AIDS awareness and prevention clinics for the

trucking community.

First Indian Tyre Company to support the creation of an Emergency Medical Service in

an Indian city.

First Indian Tyre Company to execute an overseas acquisition.

First Indian Tyre Company to reach a revenue of over US$ 1 billion.

HUMAN RESOURCES

The team at Apollo is young, dynamic and thrives on challenges. Life here revolves around the

key attribute of passion. The passion to excel in all respects--the passion to be the most

innovative organisation, the passion to contribute to society, the passion to deliver par excellence

and most of all, passion towards teamwork.

Apollo Tyres boasts a vibrant and dynamic, professional and non-hierarchical culture.

Transparency and communication are cornerstones of corporate practice, across levels, to ensure

that each individual employee is aligned with the goals and aspirations of the company. At

Apollo Tyres the three corporate pillars of -- People, Quality and Technology - underpin all

activities and processes. These are the company's stated areas of corporate excellence, in its

journey towards becoming a best-in-class global manufacturer.

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In its passion to innovate, Apollo constantly looks to be proactively different from others in the

industry. Its core values of ethics, respect and care ensures each Apolloites brings his/her own

brand of uniqueness and passion to drive the company to new heights.

CULTURE AT APOLLO:

Culture of Performance:

An online, matrix-driven performance management system called PACE or Performance and

Career Enhancement, allows for objective goal-setting and performance evaluation. Quarterly

appraisals and bonus payouts, in accordance with corporate and individual achievements, ensures

a tracking of each individual's performance and training need-fulfilment over his/her career span

at Apollo Tyres. PACE provides greater objectivity in measuring performance by providing

metrics for tracking the performance, growth and potential of each individual. Annually, the

basket of competencies at each level is evaluated along with the performance evaluation.

Culture of constant Learning:

All training programmes are consolidated under the Apollo Laureate Academy. In collaboration

with leading institutes like the Indian Institutes of Management, Management Development

Institute, Dale Carnegie Training and knowledge partners like Grow Talent, domain-specific

training needs are identified and programmes developed especially for Apolloites, to address the

entire gamut of functions from sales and marketing to manufacturing, technical, commercial,

engineering, quality processes, soft skills and inter-personal skill development.

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2. Employee Engagement and Satisfaction

LEARNING OBJECTIVES…

Develop an understanding of what Employee Engagement and Satisfaction is?

Explore the difference between Employee Engagement and Employee Satisfaction

Discuss the research into why engagement and satisfaction is important

Identify the Diagnostic Tools for Employee Engagement.

Highlight the “Top” Best Practices

Explore HR actions for developing engaged employees

Key Outcomes

Employee Engagement

Definition

Employee engagement definitions vary from “a positive emotional connection to an employee’s

work” to “engaged employees are inspired to go above and beyond the call of duty to help meet

business goals”

Employee engagement is the level of commitment and involvement an employee has towards

their organization and its values. In essence, companies strive for engaged employees because

they are those who work longer hours, try harder, accoplish more and speak positvely about their

organizations.

Employee engagement is one step ahead of employee satisfaction. Employee is not only satisfied

with the management decisions, salary and things but also giving back to the organization in

terms of commitment, dedication, and loyalty.

Employee Engagement is the level of commitment an employee has towards the organization.

The primary behaviours of engaged employees are: speaking positively about the organization to

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co-workers, potential employees and customers, having a strong desire to be a member of the

organization, and exerting extra effort to contribute to the organization’s success.

A fully engaged employee is intellectually and emotionally bound with the organization, gives

100 percent, feels passionately about its goals and is committed to live by its values. This

employee goes beyond the basic job responsibility to delight the customers and drive the

business forward. Moreover, in times of diminishing loyalty, employee engagement is a

powerful retention strategy.

Research shows that engaged employees: perform better, put in extra efforts to help get the job

done, show a strong level of commitment to the organization, and are more motivated and

optimistic about their work goals. Employers with engaged employees tend to experience low

employee turnover and more impressive business outcomes.

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

Stay : Desire to be a member of the organization

Say : Speak positively about the organisation

Strive : Go beyond what is minimally required

Employee Engagement- Difference

The difference between employee satisfaction, and employee engagement.

Satisfaction and engagement are all inter-related in an upward progression. Each item has

different drivers, but they build on one another to increase performance in the workplace.

Think about it, just because employees are satisfied with their job does not mean they are

effective or engaged. It is possible for an employee to be completely satisfied with his or her

job, and not be fully engaged. To further complicate matters, an employee can be both engaged

and satisfied, yet not be effective. All three components work together to create an environment

where employees are highly motivated and committed to giving their best performance.

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SATISFIED V/S. ENGAGED EMPLOYEES

Satisfied Employees -

Comfortable

Content

Gratified

Pleased

Engaged Employees –

Deeply connected with their work

Work environment

Team/colleagues

Sense of Ownership

Commitment

EXAMPLES

Satisfaction Dimensions

My workload is about right.

I like the people I work with.

I have the tools that I need to do my job

well.

I receive the skill and knowledge training

that I need to do my job well.

Engagement Dimensions

I feel energized by the work that I do

My co-workers and I help each other out

when the pressure is on

Our company vision and mission is clear to

me.

I feel responsible for my own success here

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Fig. 1

Satisfaction

Commitment

Engagement

Employee Research over Time

Pos

itiv

e C

orre

lati

on

Wit

h

Bus

ines

s P

erfo

rman

ce

Lower

Higher

How much people

like it here

How much people want to improve business results

How much people want—and actually do—improve business results

ENGAGEMENT – THE EVOLUTIONARY JOURNEY

8

DIAGNOSTIC TOOL FOR EMPLOYEE ENGAGEMENT INCLUDE -

Fig. 2

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WHY IT MATTERS ?

Hewitt Associates Study — improvement in engagement preceded financial performance

Towers Perrin Study — employee engagement posted 3.74% increase in operating profit vs. a

2% decline at the time with poor levels of engagement

DDI Study — engaged employees are less likely to leave, they are more productive, higher

customer satisfaction, higher revenue growth and profitability

Levels of Employee Engagement

There are three levels of Employee Engagement

1. Engaged employees

2. Not engaged employees

3. Actively disengaged employees

Engaged employees work with passion and feel a profound connection to their company. They

drive innovation and move the organization forward.

Not Engaged employees are essentially “checked out”. They’re sleepwalking through their

workday, putting time – but not energy or passion – into their work.

Actively disengaged employees aren’t just unhappy at work; they’re busy acting out their

happiness. Every day, these workers undermine what their engaged coworkers accomplish.

Focus on employee engagement:

Current studies show that organizations are focusing on the meaning of employee engagement

and how to make employees more engaged. Employees feel engaged when they find personal

10

meaning and motivation in their work, receive positive interpersonal support, and operate in an

efficient work environment. What brought engagement to the forefront and why is everyone

interested in it? Most likely, the tight economy has refocused attention on maximizing employee

output and making the most of organizational resources. When organizations focus attention on

their people, they are making an investment in their most important resource. You can cut all the

costs you want, but if you neglect your people, cutting costs won’t make much of a difference.

Engagement is all about getting employees to “give it their all.” Some of the most successful

organizations are known for their unique work environments in which employees are motivated

to do their very best. These great places to work have been recognized in such lists as Fortune’s

100 Best Companies to Work For.

The concept of engagement is a natural evolution of past research on high-involvement,

empowerment, job motivation, organizational commitment, and trust. All of these research

streams focus on the perceptions and attitudes of employees about the work environment. In

some ways, there are variations on the same fundamental issue. What predicts employees “giving

their all?” Obviously, all organizations want their employees to be engaged in their work.

Several standardized tools exist for assessing employee engagement and providing

feedback for making changes. These tools tend to have several common goals and

characteristics:

Create a simple and focused index of workplace engagement- Many organizations are using

very short, simple, and easy to use measures that focus on the fundamentals of a great workplace.

Instead of conducting broad culture/climate surveys with 100 or more questions, organizations

are opting for a focused approach that measures fundamental qualities of the workplace that

likely will be important 10 years from now (e.g., feedback, trust, cooperation).

Allow for benchmarking-Most organizations want to know how they compare to other

organizations. Using a standard measure of engagement allows organizations to see how they

compare to other companies along a simple set of fundamental work qualities.

Direct action - Engagement measures tend to be very actionable. This means that the organization

can alter practices or policies to affect employees’ responses to every item in the measure.

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Show relationship to company performance - Without a link to company performance or other

critical outcomes, measures of engagement have little value. The whole idea behind engagement

is that it leads to enhanced performance. The link to performance outcomes is a necessary

underlying assumption of all engagement measures.

Engagement Predicts Organizational Success

Many studies have shown that investments in people (i.e., HR-related practices) have a reliable

impact on the performance of organizations. The Bureau of Labour conducted a comprehensive

review of more than 100 studies and found that people practices have significant relationships to

improvements in productivity, satisfaction, and financial performance. Research has shown that

when engagement scores are high, employees are more satisfied, less likely to leave the

organization, and more productive.

Each organization is different and there are many factors that affect bottom-line

outcomes; however, engagement scores can serve as meaningful predictors of long-term success.

Some organizations use engagement scores as lead measures in their HR scorecards. When an

organization can show the relationship between engagement scores and bottom-line outcomes,

everyone pays attention to the engagement index. Establishing this critical link between people

and performance helps HR professionals prove that people-related interventions are a worthwhile

investment.

Elements of Engagement

Some researches conclude that personal impact, focused work, and interpersonal harmony

comprise engagement. Each of these three components has sub-components that further define

the meaning of engagement.

Personal Impact-Employees feel more engaged when they are able to make a unique

contribution, experience empowerment, and have opportunities for personal growth. Past

research (e.g., Conger and Kanugo, 1988; Thomas and Velthouse, 1990) concurs that issues such

as the ability to impact the work environment and making meaningful choices in the workplace

are critical components of employee empowerment. Development Dimensions International’s

(DDI) research on retaining talent (Bernthal and Wellins, 2000) found that the perception of

12

meaningful work is one of the most influential factors determining employees’ willingness to

stay with the organization.

Focused Work-Employees feel more engaged when they have clear direction, performance

accountability, and an efficient work environment. Aside from the personal drive and motivation

to make a contribution, employees need to understand where to focus their efforts. Without a

clear strategy and direction from senior leadership, employees will waste their time on the

activities that do not make a difference for the organization’s success. Additionally, even when

direction is in place, employees must receive feedback to ensure that they are on track and being

held accountable for their progress. In particular, employees need to feel that low performance is

not acceptable and that there are consequences for poor performance. Finally, employees want to

work in an environment that is efficient in terms of its time, resources, and budget. Employees

lose faith in the organization when they see excessive waste. For example, employees become

frustrated when they are asked to operate without the necessary resources or waste time in

unnecessary meetings.

Interpersonal Harmony - Employees feel more engaged when they work in a safe and

cooperative environment. By safety, we mean that employee trust one another and quickly

resolve conflicts when they arise. Employees want to be able to rely on each other and focus

their attention on the tasks that really matter. Conflict wastes time and energy and needs to be

dealt with quickly. Some researches also find that trust and interpersonal harmony is a

fundamental underlying principle in the best organizations. Employees also need to cooperate to

get the job done. Partnerships across departments and within the work group ensure that

employees stay informed and get the support they need to do their jobs.

13

Table 1: Engagement level of employee’s world wide

Country % Engaged % Not Engaged % Disengage

Mexico 40% 51% 9%

Brazil 31% 62% 7%

U.S. 21% 63% 16%

Belgium 18% 67% 15%

Canada 17% 66% 17%

Germany 15% 70% 15%

Ireland 15% 70% 15%

U.k. 12% 65% 23%

Spain 11% 64% 25%

Korea 9% 71% 20%

France 9% 68% 23%

Netherlands 8% 73% 19%

China 7% 67% 25%

Italy 7% 64% 29%

India 2% 37% 56%

Japan 4% 57% 41%

Global 14% 62% 24%

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3. Methodology

To measure the employee engagement and satisfaction, first sample size is made.

As the manpower in Apollo Tyres Limited is 4229, and 1057 per shift. Therefore 10 % of

the general shift is considered as the sample size. So sample is 100.

Questionnaire is made and on the basis of that results are analysed.

Thus after the completion of this survey the analysis and interpretation are done

The sample questionnaire is shown here,

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Questionnaire

ECODE SEX

DEPARTMENT AGE

QUALIFICATION WORKING SINCE

(Month & Year)

Please tick mark the relevant answer as provided against each question.

Employee Satisfaction

My JobStrongly Disagree

Disagree Neutral Agree Strongly Agree

1. I have the right tools and resources to do my job well.

2. I am satisfied with the level of pay I receive.

3. I am satisfied with the opportunities for training.

4. I am satisfied with the working environment of the company.

My Co-workers

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5. The people I work with help each other when needed.

6. I enjoy working with my co-workers.

7. I am aware of the personal life of my coworkers.

My Superior

8. My superior gives me regular feedback on how I am doing.

9. There is good

Communication between me and my superior.

10. My manager gives me clear instructions and is available when I need advice.

My Department

11. My department provides a safe and clean working environment.

12. People from other departments willingly cooperate with our department.

13. Considering everything, I am satisfied working for my company at the present time.

17

Employee Engagement

14. I am fully engaged in doing my best work at this company.

15. I am aware of all the policies of this organization.

16. I am intellectually and emotionally bound with the organization.17. I am passionate about achieving the goals of the organization18. I am committed to live by the values of my organization.19. My organization respects the personal aspirations and ambitions of all employees20. My company provides attractive opportunities for growth and improvement.

21. What are the facilities should be given in your organization?

4. Analysis and Interpretation

1. Age of the Respondents

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Inference:

The above reveals the fact that Majority of the respondents, about 40% belong to the category of 30-40 years of age and 35% belong to the category of 20-30 years of age and 25 % belong to the category of above 40 years of age.

Table 2: Respondents working years of experience in Apollo tyres Limited

Sr. No. Working Since No. Of respondents Percentage1. Below 1 year 1 12. 1-5 years 17 173. 5-10 years 39 39

19

4. Above 10 years 43 43Total 100 100

Inference:

From the above fact, about 1 % of the respondents belong to the category of less than 1 year. 17 % of the respondents belong to the category of 1-5 years, 39 % of the respondents belong to the category of 5-10 years and 43% of the respondents belong to the category of above 10 years of working experience in the organization.

Employee Satisfaction

Table 3: Response regarding the availability of tools and resources

Sr. No. Opinions No. Of Percentage

20

respondents %1. Strongly Disagree - -2. Disagree - -3. Neutral 9 94. Agree 33 335. Strongly Agree 58 58

Total 100 100

Inference:

Nearly 58% of the respondents strongly agree with the availability of tools and resource to meet their job requirement, 33% of the respondents agree and 9 % are neutral.

Table 4: Response regarding the level of pay they receive

21

Sr. No. Opinions No. Of respondents

Percentage

1. Strongly Disagree 11 112. Disagree 12 123. Neutral 20 204. Agree 30 305. Strongly Agree 27 27

Total 100 100

Inference:

Nearly 30% of the respondents agree with the level of pay they receive, 27 % strongly agree, 20% are neutral, 12% disagree and 11% are strongly disagreeing.

Table 5: Response regarding opportunities for training


Percentage

22


Total 100 100

Inference:

Nearly 47% of the respondents strongly agree with the opportunities for training, 30% agree, 11% are neutral, 5% disagree and 7% are strongly disagreeing.

Table 6: Response regarding working environment of the company


Percentage

1. Strongly Disagree 5 5

23

2. Disagree 15 153. Neutral 20 204. Agree 34 345. Strongly Agree 26 26

Total 100 100

Inference:

Nearly 34% of the respondents agree with the working environment of the company, 26% strongly agree, 20 % are neutral, 15 % disagree and 5 % strongly disagree.

Table 7: Response regarding mutual support among co-workers


24

respondents1. Strongly Disagree 12 122. Disagree 15 153. Neutral 2 24. Agree 35 355. Strongly Agree 36 36

Total 100 100

Inference:

Nearly 36% of the respondents strongly agree regarding mutual support among co-workers, 35% agree, 2% are neutral, 15% disagree and 12% strongly disagree.

Table 8: Response regarding sharing information and ideas among co-workers


Percentage

1. Strongly Disagree 2 2

25


Total 100 100

Inference:

Nearly 40% of the respondents agree regarding sharing information and ideas among co-workers, 30% agree, 16% are neutral, 12% disagree and 2% strongly disagree.

Table 9: Response regarding co-workers


Percentage

1. Strongly Disagree - -

26


Total 100 100

Inference:

Nearly 43% of the respondents strongly agree regarding co-workers, 50% agree, 5% are neutral and 2% disagree.

Table 10: Response regarding feedback by superior.


27

respondents1. Strongly Disagree 4 42. Disagree - -3. Neutral 10 104. Agree 29 295. Strongly Agree 57 57

Total 100 100

Inference:

Nearly 57% of the respondents strongly agree that they get the feedback from the supervisors, 29% agree, 10% are neutral, and 4% strongly disagree.

Table 11: Response regarding communication between superior and subordinate


Percentage

28

1. Strongly Disagree 4 42. Disagree - -3. Neutral 10 104. Agree 29 295. Strongly Agree 57 57

Total 100 100

Inference:

Nearly 57% of the respondents strongly agree regarding communication between superior and subordinate, 29% agree, 10% are neutral, and 4% strongly disagree.

Table 12: Response regarding clear instructions and advice by supervisors.


29

respondents1. Strongly Disagree - -2. Disagree 1 13. Neutral 15 154. Agree 39 395. Strongly Agree 45 45

Total 100 100

Inference:

Nearly 45% of the respondents strongly agree regarding clear instructions and advice by supervisors, 39% agree, 15% are neutral, and 1% disagree.

Table 13: Response regarding safe and clean working environment.


Percentage

30

1. Strongly Disagree - -2. Disagree 3 33. Neutral 9 94. Agree 46 465. Strongly Agree 42 42

Total 100 100

Inference:

Nearly 42% of the respondents strongly agree regarding safe and clean working environment, 46% agree, 9% are neutral, and 3% disagree.

Table 14: Response regarding cooperation between departments.

31


Percentage


Total 100 100

Inference:

Nearly 39% of the respondents agree regarding cooperation between departments, 10% strongly agree, 29% are neutral, 17% disagree and 5% strongly disagree.

Table 15: Response regarding organization.

32


Percentage


Total 100 100

Inference:

Nearly 46% of the respondents strongly agree regarding organization, 32% agree, 13% are neutral, 7% disagree and 2% strongly disagree.

Employee Engagement

33

Table 16: Response regarding engaging work in the organization.


Percentage

1. Strongly Disagree 2 22. Disagree - -3. Neutral 10 104. Agree 48 485. Strongly Agree 40 40

Total 100 100

Inference:

Nearly 40% of the respondents strongly agree regarding engaging work in the organization, 48% agree, 10% are neutral, and 2% strongly disagree.

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Table 17: Response regarding awareness of all the policies


Percentage


Total 100 100

Inference:

Nearly 50% of the respondents strongly agree regarding awareness of all the policies of the organization, 35% agree, 11% are neutral, and 4% disagree.

Table 18: Response regarding emotional bonding with the organization

35


Percentage


Total 100 100

Inference:

Nearly 18% of the respondents strongly agree regarding emotional bonding with the organization, 56% agree, 6% are neutral, 9% disagree and 11% strongly disagree.

Table 19: Response regarding passion about achieving the goals of the organization.

36


Percentage


Total 100 100

Inference:

Nearly 43% of the respondents strongly agree regarding passion about achieving the goals of the organization, 47% agree, 7% are neutral, 1% disagree and 2% strongly disagree.

Table20: Response regarding commitment to live by the values of the organization.

37


Percentage


Total 100 100

Inference:

Nearly 33% of the respondents strongly agree regarding commitment to live by the values of the organization, 29% agree, 17% are neutral, 12% disagree and 9% strongly disagree.

Table 21: Response regarding fulfilment of personal aspirations and ambition of all the employees.

38


Percentage


Total 100 100

Inference:

Nearly 41% of the respondents strongly agree regarding fulfilment of personal aspirations and ambitions of all employees, 33% agree, 13% are neutral, 6% disagree and 7% strongly disagree.

Table 22: Response regarding opportunity for growth and improvement.

39


Percentage


Total 100 100

Inference:

Nearly 37% of the respondents strongly agree regarding opportunity for growth and improvement, 45% agree, 15% are neutral, and 3% disagree.

5. Results and conclusion

40

The survey clearly indicates that, the man power is more in the age group of 30- 40 years, i.e. they are satisfied with the working environment.

More experienced workers are their, who are bound with the firm since last 10 to 15 years, which means mostly the people are adapted with the culture of the organization.

Workers strongly agree that they get all the tools and resources for their work, which means that the company very keenly looks after the demand of the worker.

Those who are bound with the company since last 10 -15 years are completely satisfied, but those who have joined the firm as fresher are not seems to be that satisfied.

Workers are completely satisfied with the training opportunities and also with the working environment.

They have mutual support among themselves and also they share information among themselves.

Mostly workers are satisfied with the supervisors and are willing to perform any task given by them.

Their is good cooperation between the departments also and they are willing to work with each other.

Workers are highly engaged in their work, they are aware of all the policies of the company.

Company conduct regular induction sessions which helps the workers to flourish well.

Workers are strongly emotionally bound with the organization, which means they will have a long lasting relation with the company, and it again adds to the value of the company,

People are highly passionate about achieving the goals of the company, and they consider the company’s growth to be their individual growth.

They strongly feel that in Apollo they can grow really well.

Thus, it can be clearly concluded that people working in Apollo tyres limited are highly engaged and satisfied with the company.

6. References

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Archie Thomas, CMA, and Ann MacDi anmid – Encouraging Employee Engagement –CMA Management, Jun/Jul 2004.

Ashok Mukherjee – Engagement for the mind body, and soul – Human Capital, Aug.2005.

Barbara Palframan Smith – Employee connection – Technology to built culture andcommunity – Communication World – Mar / Apr 2004.

Beverly Kaye and Sharon Jordan Evans – From Assets to Investors – Training andDevelopment – Apr 2003.

Charles Woodruffe – Employee Engagement – The Real Secret of Winning a CrucialEdge over your rivals – Manager Motivation – Dec. / Jan. 2006.

Christoffer Ellehuus,Piers Hudson-Driving Performance and Retention ThroughEmployee Engagement –Corporate leadership Council 2004,EmployeeEnagegement Survey

Charlotte Garvey – Connecting the organizational pulse into the bottom line – HRMagazine society for Human Resource Management, June 2004.

Cifton, D.O. & Hartor, J.K. (2003) – Investing in strength – positive organizationalscholarship. Foundation of a new discipline (pp 111-121)

Douglas R. May, Richard L Gilson – The Psychological conditions of meaningfulnesssafety and availability and the engagement of the human spirit at work – Journalof Occupational and Organisational Psychology (2004) 7, 11-37.

Ellen Lanser May – Are people your priority? How to engage your work force –Healthcare Executive, July/Aug. 2004.

Fox, S, & Spector, P.E.. – Emotions in the work place – the neglected side oforganizational life introduction. Human Resource Management Review, 12, 167 –171.

Gretcher Hoover – Maintaining employee engagement when communicating difficultissues – Communication World, Nov / Dec 2005.

Heskett, Jame L – Putting the service profit chain to work – Harvard Business Review,Mar / Apr 94 Vol. 72 Issue 2.

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