SUMMER TRAINING PROJECT

ON

EMPLOYEE ENGAGEMENT PRACTICES IN THE POWER SECTOR

Submitted in Partial Fulfillment of MASTER OF BUSINESS ADMINISTRATION (MBA) PROGRAMME

UNDER M.D. UNIVERSITY, ROHTAK (HARYANA)

SUBMITTED TO SUBMITTED BY MR. AMIT VERMA Mr. AJIT KUMAR JHAFaculty Guide MBA+PGPPE (2nd Sem)RBS, Meadows, Faridabad Roll No.

Rai Business SchoolMeadows, Faridabad, Haryana

DECLARATION

I here by declare that summer training report entitled “Employee Engagement

Practices in the power sector” at RELIANCE ENERGY submitted to the

Rai Business School, Faridabad, Haryana for the partial fulfillment of MASTER OF

BUSINESS ADMINISTRATION degree in an original and authentic record of my

own work carried out for the 8 weeks under the supervision of

Mr. Raman Shukla, Manager (Marketing), Reliance Energy.

Finally, in the best of my knowledge, it has not published earlier where or

presented to any institution/university for an end of any degree.

AJIT KUMAR JHAMBA + PGPPE (2nd Sem)RBS, Meadows, Faridabad (Haryana)

ACKNOWLEDEMENT

A task undertaken without offering prayers to almighty and talking blessings from the elders

is not a good beginning. Likewise the work completed without acknowledging the assistance

to those who were always by my sides to make my efforts fruitful in the task left incomplete.

In the beginning, I would like to express my sincere thanks to my Institute teachers for giving

me an opportunity to take the practical experience of working life.

I convey my sincere thanks to Mr. Raman Shukla, Industry Guide and Mr. Amit Verma,,

RBS, Meadows, Faridabad (Haryana) for providing me the proper guidance for providing

me the opportunity to carry out my summer training project effectively and efficiently.

I would also like to pay thanks to all my classmates and friends and my family members for

co-operating with me and helping me to complete the project.

Ajit KumarMBA + PGPPE (2nd Sem)RBS, Meadows, Faridabad (Haryana)

EXECUTIVE SUMMARY

Now a days the economy is growing at a fast pace in India and the competition in every

sector and industry is getting fierce and intense day by day therefore it has become important

for the organizations to take care of the minutest factor which can affect the company’s

profitability and productivity.

Employee engagement is a tool which not only helps the company increase its profitability

and productivity but is also helpful in retaining the right talent which is again a big challenge

for the companies. “Employee engagement is an outcome based concept. It is the term used to

describe the degree to which an employee is ascribed as aligned and committed to their

organization such that they are at their most productive”.

The given project is a study which finds the prevalent practices of employee engagement in

power industry and comparing those with Reliance’s practices. It also includes the survey

which measures the engagement level in Reliance Infrastructure with the help of 14

parameters and analyzing the cause for low engagement department wise. It also gives the

difference in the perception of the managers and their subordinates which further gives an

overview of the situation of engagement in Reliance Infrastructure.

The main findings of the study include the following:

1) In Reliance Infrastructure most of the employees are satisfied but not engaged.

2) Work Life Balance, Recognition, Role Clarity & Training and Development

opportunities are the major problem areas where Reliance has to work.

3) Support functions like Accounts & Finance, Admin, IT, Marketing & Proposals, are

the functions are the areas where management needs improvement.

4) The perceptions of the managers and their subordinates differ on various crucial

parameters of engagement like Work Life Balance, Role Clarity, Training needs etc.

which limits the scope for improvement.

5) Reliance Infrastructure in lacking quite behind its competitors in providing non

monetary rewards and recognition programs.

6) Reliance Infrastructure provides a handsome compensation to its employees still the

attrition is higher than other players which indicate loop holes in their engagement

and retention policies.

These findings indicate a vast scope of improvement in the employee engagement programs

and practices. And according to me some of the practices and programs which should be

included in the company’s policy are:

1) The areas of immediate concerns are to be taken care first.

2) There should be annual feedback system from the employees

3) Make the employee feel that the organisation is concerned for employees’ health and

well-being.

4) Keeping employees informed about what is going on in the organisation is critical.

5) Build a climate of trust.

6) Hire the right employee at the first place.

7) Make Sure Each Employee Has A Career Path.

8) By All Means, Have Fun.

9) Help supervisors build their engagement and retention skills.

10) Every work whether small or big should be given to the employees in a way that it

appears to be challenging.

11) Once in a month there should be an informal discussion should be conducted between

HR professional and other employees.

12) Once a month (may be Saturdays) organize a small gathering just to appreciate and

praise the performers.

13) Low performers have to be identified.

14) Perception of the managers has to be more close to reality.

CERTIFICATE FROM FACULTY GUIDE

This is to certify that, Ms Neha Chauhan from MBA(HR) class of 2009 is a bonafied student

of Amity Business School, Amity University Uttar Pradesh and is presently pursuing a Post

Graduate Program in Management.

Under my guidance she has submitted her project titled “Employee engagement practices in

power sector with special reference to Reliance Infrastructure Ltd.” in partial fulfillment of

the requirement for summer internship project form Reliance Infrastructure Limited, Noida

from May1 2008 to June 30 2008 during post graduate program in Management.

This report has not been previously submitted as part of another degree or diploma of other

business school.

DATE:

DR. R.SUJATHA

Senior Lecturer(HR)

Amity Business School

TABLE OF CONTENTS

Sr No. Topic

1) Acknowledgement

2) Executive Summary

3) Certificate from Industry Guide

4) Certificate from Faculty Guide

CHAPTER 1

Introduction

Introduction to the topic.

Introduction to the company.

Objective.

CHAPTER 2

Literature Review

CHAPTER 3

Material and Method.

CHAPTER 4

Comparative Study

o Competitors’ analysis.

Siemens India Pvt Ltd.

Areva T&D India Ltd.

Alstom Projects India Ltd.

GMR Hydro Pvt. Ltd.

NDPL

L & T Ltd.

Tech Mahindra India Ltd.

o Best practices prevalent in the industry.

CHAPTER 5

Engagement Survey in Reliance Infrastructure Ltd.

Survey statistic

Interpretation of graphs.

CHAPTER 6

Analysis

Engagement parameters analysis &

Interpretation

Pareto Analysis

Department wise analysis

Analysis of the difference between the

perception of the managers and the

subordinates.

CHAPTER 7

Findings

CHAPTER 8

Cause and effect Diagram

CHAPTER 9

What employees want?

CHAPTER 10

Conclusion and Suggestions

Conclusion

Suggestions

CHAPTER 11

An Engagement model for Reliance Infrastructure Ltd.

CHAPTER 13

Appendices

CHAPTER 14

References

INTRODUCTION

In today’s scenario of immense competition the organization has to do something extra in

order to survive and succeed. And for this extra they should hire and retain the employees

who are willing to add value to their organization and care for their organization. But if you

wish to have such employees some inputs has to be needed from your side also. The quality

of people and their engagement will be critical factors in corporate vitality and survival.

Today those companies are successful which are able to extract maximum from their

employees at the same compensation as the competitors by keeping in mind the 3 R’s i.e.

Respect, Recognition & Rewards.

The employer should determine the precise methods to implement these 3 Rs, but in general,

respect should be the largest component of your efforts. Without it, recognition and rewards

seem hollow and have little effect—or they have negative effects.

This is where Employee engagement comes into the picture. It is found that the outcome of

engagement directly affects the following:

Retention

Absenteeism

Productivity

A more pleasant work environment (for both employees and employer)

Effective service delivery or profitability

Respect

Recognition

Rewards

Customer engagement, and

Safety orientation.

An organization’s productivity is measured not in terms of employee satisfaction but by

employee engagement. Employees are said to be engaged when they show a positive attitude

toward the organization and express a commitment to remain with the organization.

WHY DO WE EMPHASIZE SO MUCH ON ENGAGEMENT?

The organizations emphasize on engagement because of the following reasons:

To reduce recruitment and training costs. It has been found that recruiting and training

new leaders (supervisors and managers) will cost a company approximately 90-150%

of the employee’s annual salary and this doesn’t even include the cost of

lost knowledge.

It has also been estimated that it costs an organization approximately one-third of a

new hire’s annual salary to replace a non-exempt employee

A major driver and contributor for increasing employee retention and reducing

attrition.

In many organizations, losing employees has a domino effect. When

one employee leaves, others often wonder about opportunities

elsewhere. Those other opportunities start to look better as

employees pick up the slack for those who have moved on.

Finding employees is even more difficult in high-demand markets,

such as in power sector. Furthermore, finding employees is not the

only thing. Other employers and recruiters know where to find good

people and are aggressively recruiting them—even if they’re

already working for your company.

High turnover often leaves customers and employees in the lurch;

departing employees take a great deal of knowledge with them. This

lack of continuity makes it hard to meet your organization’s goals

and serve customers well.

Recruiting employees consumes a great deal of time and effort,

much of it futile. You’re not the only one out there vying for

qualified employees, and job searchers make decisions based on

more than the sum of salary and benefits.

Bringing employees up to speed takes even more time. And when

you’re short-staffed, you often need to put in extra time to get the

work done.

When we hire a candidate there are some expectations from the employer and some

expectations from the employee these set of expectations constitutes the psychological

contract between the employer and employee.

Psychological contract is the overall set of expectations held by an individual with respect to

what he or she will contribute to the organization and what the organization will provide in

return.

This contract has to be maintained and if the contract is breached it will result in attrition of

some of the key and critical talent.

Employee engagement has become a critical factor in delivering exceptional service

experiences. A recent study by Standard Life shows that the employees the felt part of the

business and understood its goals were willing and able to contribute their best to achieving

those goals. The company’s internal communications plan and branding is a huge step toward

employee engagement.

CONTRIBUTIONS FROM THE INDIVIDUAL

Effort

Ability

Loyalty

Skills

Time

Competencies

INDUCEMENT FROM THE ORGANIZATION

Pay

Job Security

Benefits

Career opportunities

Status

Promotion opportunities

Employee engagement is a challenging topic nowadays because it is a key driver of

organizational productivity. Nowadays employee engagement is directly related to the ROI.

An employee engagement study by ISR has found:

A gap of almost 52 percent in the one-year performance improvement in operating

income between companies with highly engaged employees versus companies whose

employees have low engagement scores.

High engagement companies improved 19.2 percent while low engagement

companies declined 32.7 percent in operating income over the study period.

Employee engagement is one of the major drivers and contributor for increasing employee

retention rate and decreasing the attrition rate.

Hence it is important for a company to take care of its employee engagement programs and

policies. Here comes the need for doing research on employee engagement.

In Reliance Energy Ltd. which is now Reliance Infrastructure Ltd. various programs and

policies are renewed and upgraded for increasing retention and decreasing attrition rate.

Therefore to help the organization in lowering down its attrition rate Employee engagement

can be proved to be an effective tool. Further not only being effective but the tool should be

cost effective also.The diagnostic tool to be used for the concerned purpose in the present

research is as follows:

RELIANCE INFRASTRUCTRE LTD.AT

A GLANCE

Reliance Anil Dhirubhai Ambani(ADA) Group includes Reliance Infocomm Ltd, Reliance

Capital Ltd., Reliance Energy Ltd. which is now known as Reliance Infrastructure Ltd.The

Chairman of Reliance ADA is MR.ANIL AMBANI. Reliance believes "Growth is Life" - for

Reliance and for all Reliance people. Aspiring to achieve growth rates well above our

industry’s average, they clearly have a need to hire, develop and motivate the best people in

the world to help them drive that growth. Reliance offer world of opportunities to employees

by giving them more freedom and responsibility to chart their own course within the

company. The company offer comprehensive world-class training and development

resources. Networking, coaching and mentoring provide additional opportunities forpeople to

grow personally and professionally throughout their careers.

Reliance Infrastructure Ltd. is an important constituent of Reliance-Anil Dhirubhai Ambani

Group. The organization deals in Generation, Transmission and Distribution of Electricity. It

has also emerged as one of the leading player in EPC (Engineering, Procurement &

Construction) division. The corporate office is in Mumbai. In Noida there are three offices

one in sector 24 which is the regional office and other two are in sector 63(one in H block &

other D block).In H block office the project wise employees are placed, in D220 office the

engineering teams of various projects and other processes are placed and in Sector 24 office

all the support functions (like Accounts &Finance, Human Resource, Administration, etc

At present Reliance Infrastructure Ltd. is handling 9 projects in all i.e.6 thermal , 3 hydro and

an additional project Yamunanagar. The capacity of each project is as follows:

1. Hisar – 2*600 MW Themal Project.

2. Parichha – 256 MW Thermal Project.

3. Raghunathpur – 2*600 MW Thermal Project.

4. Rosa – 600 MW Thermal Project.

5. Sasan – 2*600 MW Thermal Project.

6. Krishnapattam – 6*660 MW Ultra Mega Power Project.

7. Siyom – Hydro.

8. Urthing sobla – Hydro.

9. Tato – Hydro.

10. Yamunanagar.

Apart from these projects the organization is undertaking 4 more new projects.

Today when the power industry(Electricity generation, Transmission &

Distribution,,Equipment and EPC )has been privatized to some extent Reliance has emerged

as one of the major player in the industry. Some of the key players of power industry are as

follows:

1) NTPC

2) Reliance Infrastructure Ltd.

3) ABB

4) Areva T&D

5) Alstom Projects

6) Bechtel

7) Siemens India Ltd.

8) GMR GVK

9) L&T

OBJECTIVES

1) To identify and understand the various employee engagement practices prevalent in

the power sector among the various companies.

2) To attempt a comparative analysis between the companies under study.

3) To study the engagement level and issues related to engagement at Reliance

Infrastructure Ltd.

4) To do the pareto analysis to find the parameters which are the major contributors to

the problem in engagement level.

5) Also to draw a cause affect diagram to find the root cause of the problem.

6) To suggest a better employee engagement model for Reliance Infrastructure ltd.

MATERIAL AND METHOD

TYPE OF RESEARCH:

This report includes a descriptive research.

Sampling Technique:

The sampling technique used in the research is judgmental.

SAMPLE SIZE

The sample size is taken of 146 employees. This is 34.27% of the total 426 employees of

Reliance Infrastructure Ltd. Equal weightage is given to every department.

Data Collection:

The data for the survey is collected through primary and secondary sources.

PRIMARY SOURCES

1) Questionnaire

2) Unstructured Interview

3) Informal discussions.

SECONDARY SOURCES

1) Books

2) Journals

3) Management Articles

4) Websites

5) Management consultants views

TOOLS USED FOR ANALYSIS

1) MS EXCEL

2) SPSS 16.0

METHOD FOR THE RESEARCH

The research conducted is descriptive type. It is a fact finding approach generalizing the cross

sectional study of the present situation. As in this report is driving to a conclusion and

suggestions are given at the end it can be classified under conclusive research. For achieving

the research objectives firstly went to six companies in the same industry and interviewed the

Manager HR of each company and find the engagement practices in their companies. This

helped me to find out the prevalent practices in the power sector. Then the second part of the

research is to conduct a survey in Reliance Infrastructure Ltd. for knowing the engagement

level in Reliance Infrastructure Ltd. department wise which will be helpful in finding out the

problem more precisely. The questionnaire used consists of 22 questions which measures

various parameters of engagement. Questionnaire comprises of 12 questions from Gallup,

four five scale questions, two open ended question for knowing the employees opinion and 3

other questions.

Next step is to do the analysis of the survey conducted. The key findings from the analysis

helped me find out the key problem areas and suggesting solutions for the same.

Finally after considering the problem and action plan I had suggested an engagement model

to improve and increase the engagement level in Reliance Infrastructure Ltd.

What Do the Players in Power Sector

do for engaging their workforce?

Siemens India Ltd.

Believes in monetary incentives more than non monetary. Even the company is

multinational it holds a traditional view.

Appraisal is 90 degree and transparent. According to the Manager for implementing

360 degree appraisal system the company has to be mature enough but his company is

not ready.

While filing the appraisal form both the appraiser and the appraisee has to write the

justification for whatever they are writing in the employee dialogue.

Communication meetings are done periodically. This helps the HR to keep a track on

their employees progress and their needs

Annual mega event is organized by the company in which the families of the

employees are also invited.

Engagement parameter Passion is the only parameter of engagement which is

measured and is measured in the appraisal form (Employee dialogue) otherwise there

is no system is there to measure and improve engagement in the company.

There is a variable component pay (VCP) which act as a motivator for the employees.

No employee engagement survey being ever done. But satisfaction survey is done

annually.

Even if there are no employee engagement program on papers but some employee

benefit schemes are there which are helpful in engaging the workforce.

Areva T&D India Pvt. Ltd.

Rewards and Recognition based solely on performance and are not at all time bound.

This encourages the high performers and motivates the low performers to perform.

Various trainings both for managers and employees to enhance and lever employee

engagement. Such trainings help the managers understand the need for engagement

and also to ease the implementation of these practices.

Employee connect program every month which honors and appreciate the efforts of

the achievers and performers.

Employee Referrals is used as a source for Recruitment. The organization recruits

18% to 20% of the requirement through employee referrals.

Employee Opinion Survey done periodically and is governed by the corporate office.

Every 2 months there is a country integration program in which the employees from

all the offices in India get to interact with each other. This is generally organized in

one of the five star hotels in Delhi.

Organizes various sports activities, debate competition and various cultural meet.

Tie ups with various leading organizations for the services to be provided to the

employees. Like the organization has a tie up with DELL for providing the employees

laptops, they also has a tie up with café coffee day to provide the employees with nice

snacks during their hectic schedules.

Parenting sessions & help desk for helping the employees to maintain a balance

between their work and life.

2 or 3 hours of etiquettes and personality development sessions every Friday.

Flexi type compensation and promotions which help the organization to maintain a

scope of continual improvement within the organization.

Pre recruitment integration. In this integration the company makes the candidates feel

that the company they are applying for is the best which makes the rejected candidates

also the brand ambassador of the company.

“Feedback at every step” strategy is implemented which help the HR to find out if

there is any kind of problem and it also help problem solving at every step.

Feedback from the interviewees is taken to know the effectiveness of the interviewer

and the recruitment program.

A well developed orientation/induction program for the new joinee. This makes the

new joinees aware of the mission, vision, values etc of the organization. Further it

helps the new joinees to know more about the organization for which they would be

working for

A welcome kit for the new member of the organization.

Coffee with HR concept every last Thursday of the month. It involves an informal

discussion with the employees where listening is given more importance than a two

way discussion.

We are shaping the Future

Alstom India Pvt. Ltd.

1.5 hours of flexi timings for the employees where employees have the freedom either to come 1.5 hours early or leave 1.5 hours late but has to complete 8 hours of work.

Employee referral is practiced. Nearly 20% employees are recruited from referrals. An amount of between Rs 18000 to Rs 20000 is given to the employee whose reference has been found appropriate for recruiting.

Annual family party is organized to make the employees feel that their family is also a part of the organization.

Various sports and cultural events are organized to reduce some stress of the employees due to their hectic work schedule.

Sponsor employee higher studies .The organization supports their employees for their growth and development.

Conveyance is free for all employees.

Cafeteria is subsidized.

Career Planning and Succession Planning is online is done efficiently to trap the true potential of the employee.

Performance appraisal is yearly but midyear review is done for motivating the employees for continuous improvement.

No satisfaction or engagement survey done in past years but feedback is taken periodically.

Improvement plans for low performing employees.

Discussions are given importance while conducting an employee development or career planning program.

There are several career development programs are conducted.

Creating Tomorrow Today

GMR Hydro India Pvt. Ltd

Career planning through informal discussion.

Various cultural & sports events are organized.

Birthday parties are organized.

No charges for Lunch and Breakfast.

Job satisfaction survey done annually through outsourcing. Satisfaction survey help the HR to find out the need of the employees and satisfying those need in a cost effective.

Performance appraisal process yearly and the employees are given rewards & incentives accordingly.

Balance scorecard concept is implemented. This helps the employees to know what exactly their job demands of him/her.

Various awards like Employer of the month, outstanding employee, etc. are given to high performers so as to encourage their effort at work.

Low performers are asked to leave after considering their scope for improvement. The organization considers constant low performers as a threat to the organization and hence don’t believe in spending any further amount.

Employee referral is practiced but no fixed %.

ESOP practiced for some grades of employees. It gives a feeling of belongingness to the employees.

Will be starting giving IPOs soon.

North Delhi Power Limited

Soft skills trainings are provided by the company through its own well known training institute.

Annual satisfaction and employee participation survey is done.

This year employee participation survey result came out to be 75%

Housing facilities are provided to all the employees in their townships.

Free electricity and cab facility is there.

360 degree appraisals for top management.

Tie ups with many organizations for providing the employees with facilities like mobiles, laptops, medical facilities etc.

Scholarship programs for the children of employees.

Sponsor higher education of their employees.

Employee referral percent is nearly 20.

Annual festival celebration like Diwali party, Holi party, Christmas party etc.

Apart from festive celebrations annual sports and cultural events are conducted.

Career planning is done at the time of appraisal.

Employee participation in decision making is mainly through these channels:

Trade Union Joint Interaction Forum (JIF) Listening Post Voice Of Employees (VoE)

Larsen & Toubro Ltd.

Flexi timings for employees not on papers but is there.

Career planning through employee development plan at the time of appraisal.This

include discussion between the appraiser and the appraisee.

Managers are given outdoor training for understanding and implementing employee

engagement practices. Outdoor training so that the work pressure could be minimized

and an environment of recreation is created for the employees to further reduce their

stress.

Employees who are rated high are given additional incentives. This is done annually.

It provides sponsorship program for higher studies.

Training for corporate etiquettes, personality development etc.

Amantran scheme for the employee referrals. Nearly 25% employees are recruited

through referrals.

Every 2nd Friday of the month an employee connect program is conducted in which

mementos are given to high performers .This is done to show the concern which the

company has for its employees and also to make them know their worth for the

company.

Have their own club for cultural & sports activities known as Indradhanush

Satisfaction survey is annually done & engagement survey also done.

Tech Mahindra Ltd.

Coffee meets are organized each month or even thrice a week, where

employees of bottom level can discuss their queries with the top level people,

by this way employee of bottom level get a chance to talk to top level; also

awards are given in these coffee meets.

Skip level meets: here an employee can skip a level i.e. if employee is of

bottom level then he/she can directly talk to top level people. There is a one –to-

one discussion for about 1/2 an hour, and when the employee comes back from

the discussion they are asked to fill a questionnaire; to give their feedback on

these skip level meets. This is done monthly.

All hands meet: are organized at each center of the company where all

employees of various departments come together on the cafeteria of the

company. Here in these meets the heads of each department give their

presentations on their recent updates and projects, also a brief on their area.

These meets are every month.

Rewards and recognitions: in the company rewards are given monthly,

quarterly and even on the spot. And also there is a reward and recognition

board placed at the reception which is changed every month.

Organization awards:

1. Best support group of the year- It aims to establish & recognize the value

of support function in the organization.

2. Five year association award- this award is confirmed on employee

who has completed 5 interrupted years of service without any leave of

absence.

3. Ten year fellowship award- this award is given to those employees

who have completed 10 uninterrupted years of service without any

leave of absence.

The Function Awards:

1. Pat on the back

2. Valuable team player

3. Star performer-

4. Rising star- it recognizes those who have shown outstanding

performance in a very short span of time.

5. Best manager- it applauds team managers who have unfailingly lived

the values of the organization.

6. Best team award- it is given to outstanding team that has excellent

performance over an assignment or project leading to exceptional

customer feedback, & business process improvement.

7. Cookies- this is an on the spot award which aims to emphasize upon the small

but significant contributions made by employees.

8. Customer awards- this is an entirely new channel for the customer to award

the employees.

The reward and recognition program is a success throughout the organization.

Company takes its employees for team outings i.e. taking for trips and the main focus is

given on nurturing team buildings, which is organized once in a year, which is termed as

goodies; a gala time for all the employees. Here employees can get membership for club

mahindra , so as to go to the destinations at a discounted price.

Functions are organized on Christmas & diwali. Dandiya is also celebrated and there is an

annual batch celebrated once in a year (where all the activities take place all together like DJ

night, playing games etc.

Celebrating birthdays: In canvasm each employee birthdays are being celebrated by

decorating their cubicles with balloons & other decorative items.

Family day is being celebrated each year.

There is a darpan 08, program where employees can go on the website and give their

feedback that how was their year and are they facing any kind of problems, or they want to

give any suggestions; this is an employee satisfaction survey.

The Employee Satisfaction survey (branded “Darpan”) is an effort to solicit employee

opinions on a variety of issues such as the company's success in communicating its

mission to employees, quality of the working environment etc. The survey will be

conducted once every year. The process involves dissemination of survey findings and

action planning in line with the findings.

BEST PRACTICES OF EMPLOYEE ENGAGEMENT PREVALENT IN THE

POWER SECTOR IN INDIA

ESOP provision. This makes the employees feel an integral part of the organization.

Employee Referral Scheme. With the help of this practice the organization can reduce

the recruitment cost and at the same time makes the employees feel that their opinion

matters. Also by giving referrals the employees get monetary rewards.

Subsidized or free conveyance & meals.

Employee connect program every week or monthly so as to make the employees feel

that the organization cares for them not only as an employee but also as an individual.

Training for managers for employee engagement. This will help the organization to

communicate their concern for their employees easily.

Feedback and opinion survey helps the organization understand their employees need

more accurately.

Career planning and development programs & workshops. This will help the

employees be updated and proactive.

Flexi timings. Help the employees balance their work and life.

Annual cultural events reduce some work stress due to routine work.

Sponsorship program for higher studies for the employees.

Scholarship programs for the children of employees. This makes the employee feel

that his/her family also matters to the organization.

Monthly integration program keeps the employees updated with the happenings of the

organization and the industry.

Flexible compensation and reward system motivates the employees to perform and

give their best.

Informal discussion like coffee with HR makes the employees feel that they are being

taken care of.

Well developed induction / orientation program is necessary to boost the morale of

the new employee.

Parenting sessions, help desk and other facilities for helping them maintaining balance

between their work and life.

Tie ups with various organizations for providing facilities like mobiles, laptops,

medical, food joints etc. to their employees.

Birthday parties, sports events & festival celebrations.

Employee empowerment to make them feel that the organization trust them.

Feedback is also taken from the employees after 6 months of their release.

Employee participating programs has to be given due importance and should be done

as frequently as possible

ENGAGEMENT PARAMETERS

REL SIEMENS AREVA ALSTOM

FEXI TIMING NO NO NO YES

EMPLOYEE REFERRAL

NO YES(not fixed)

YES(18%-20%

YES(Nearly 20%)

REWARDS &RECOGNITION

YEARLY YEARLY FLEXIBLE FLEXIBLE

ESOP YES YES YES YES

PERIODIC FEEDBACK

NO YES YES(AT EVERY STAGE)

YES

INDUCTION PROGRAM

YES(BUT NOT WELL DEFINED)

YES YES(VERY WELL DEFINED & DEVELOPED)

YES

SATISFACTION SURVEY

YES(NOT PERIODIC)

YES(ANULLAY)

YES(ANUALLY)

NO

ENGAGEMENT SURVEY

NO NO YES NO

IMPROVEMENT PLANS FOR LOW PERFORMERS

NO NO YES YES

ENGAGEMENT TRAINING FOR MANAGERS

NO NO YES NO

SUPPORT HIGHER EDUCATION FOR EMPLOYEES

NO NO YES NO

CULTURAL & SPORTS EVENTS

NO YES YES YES

CAREER PLANNING YES YES YES YES

INFORMAL DISCUSSIONS WITH MANAGER

NO YES YES YES

MONTHLY INTEGRATION PROGRAM

NO NO YES NO

ENGAGEMENT PARAMETERS

GMR HYDRO

NDPL L&T TECH MAHINDRA

FEXI TIMING NO NO NOT ON PAPERS

NO

EMPLOYEE REFERRAL

NO YES YES(Nearly 25%)

YES

REWARDS &RECOGNITION

YEARLY YEARLY YEARLY FLEXIBLE

ESOP YES NO YES YES

PERIODIC FEEDBACK

NO NO YES YES

INDUCTION PROGRAM

YES(BUT NOT WELL DEFINED)

YES YES(VERY WELL DEFINED & DEVELOPED)

YES(VERY WELL DEFINED & DEVELOPED)

SATISFACTION SURVEY

NO YES(ANULLAY OUTSOURCED)

YES(ANUALLY OUTSOURCED)

YES(ANUALLY)

ENGAGEMENT SURVEY

NO YES(ANUALLLY OUTSOURCED)

YES(ANUALLY OUTSOURCED)

NO

IMPROVEMENT PLANS FOR LOW PERFORMERS

NO YES YES NO

ENGAGEMENT TRAINING FOR MANAGERS

NO YES YES NO

SUPPORT HIGHER EDUCATION FOR EMPLOYEES

NO YES YES NO

CULTURAL & SPORTS EVENTS

NO YES YES YES

CAREER PLANNING

YES YES YES YES

INFORMAL DISCUSSIONS WITH MANAGER

YES NO YES YES

MONTHLY INTEGRATION PROGRAM

NO NO NO NO

Engagement at Reliance Infrastructure Ltd.

(A survey )

When asked whether the employees have received recognition or praise for doing good work

the employees replied as follows:

Interpretation

78.08% employees in the organization do not feel recognized for their achievements. This is

quite a big percentage which has to be handled as soon as possible and most probable reason

for this which I found in my survey can be lesser formal rewards and appreciation for the

work the employees did.

When asked the question whether the employees have a good environment at their workplace,

they replied as follows:

ORAGANIZATIONAL

CULTURE

RECOGNITION

Frequency Percent

NO 114 78.08

YES 32 21.92

Total 146 100

Frequency Percent

NO 66 45.2

YES 80 54.8

Total 146 100

Interpretation

45.2% employees responded “NO” to this question which is less than half but still enough to

alarm the organization to make some changes in their present thinking. The reason which can

be related to this area can be the resistance to change of the older employees in comparison to

the dynamic culture the youth wants

When asked the question whether the employees had opportunities at work to learn and grow,

they replied as follows:

Interpretation

52.1% of the employees thinks that their company does not provide enough opportunities for

them to learn and grow which is a very discouraging statistic because the company provide

ample opportunities for their company’s learning and growth and still employees feel that

their company is not concerned for their growth. This may be due to the unawareness of the

employees about their company’s policies.

When asked the employees whether they are aware of what is expected of them at work, they

replied as follows:

TRAINING,

DEVELOPMENT &

CARRER

Frequency Percent

NO 76 52.1

YES 70 47.9

Total 146 100

Interpretation

70.55% of employees responding “NO” indicate that employees are not communicated

properly about what is expected from him by the job and the organization. This could be a

major factor affecting the organization’s productivity and profitability. One of the major

reasons for such response according to my research can be communication gap which has to

be narrowed.

ROLE CLARITY

Frequency Percent

NO 103 70.55

YES 43 29.45

Total 146 100

When asked the question whether the employees are provided with various services to help

them balance their work and family lives, they replied as follows:

Interpretation

If 67.8% of the employees think that they get no help or a very little help from their company

to balance their work and personal lives then the company look into their employee benefit

schemes and modify them keeping in mind both the expectations of the employee and the

company.

WORK LIFE BALANCE

Frequency Percent

NO 99 67.8

YES 47 32.2

Total 146 100

When asked the employees whether at work their opinion seems to count, they replied as

follows:

Interpretation

62.3% employees’ think that their opinion is given importance this gives the employees a

sense of belongingness. This statistic most probably can be the outcome of a good

management.

When asked whether they receive cooperation from their fellow employees, they replied as

follows:

CO OPERATION FROM

EQUAL

OPPORTUNITIES

Frequency Percent

NO 55 37.7

YES 91 62.3 Total 146 100

PEERS

Frequency Percent

NO 42 28.8

YES 104 71.2

Total 146 100

Interpretation

71.2% is a descent percentage in this regard. This shows that the relationships among the

employees are quite healthy.

JOB SATISFACTION

Frequency Percent

NO 55 37.7

YES 91 62.3

Total 146 100

When asked the employees whether their work give them the feeling of personal

accomplishment, they replied as follows:

Interpretation

62.3% of the employees feels that they are satisfied with their job in spite of the other

statistics I found. This shows that maybe the employees are satisfied but they will not be

willing to put an extra effort.

When asked the employees whether their supervisor encourages your development, they replied as

follows:

SUPPORT FROM

IMMEDIATE

MANAGEMENT

Frequency Percent

NO 70 47.9

YES 76 52.1

Total 146 100

Interpretation

52.1% employees think that their supervisor support and encourages their development. But

it’s not an impressive percentage and improvements are needed.

When asked the employees whether the mission/purpose of the company make them feel that

their job is important, they replied as follows:

COMMUNICATION

Frequency Percent

NO 42 28.8

YES 104 71.2

Total 146 100

Interpretation

71.2% employees think that they are an important part of the organization. This shows that

the mission and purpose of the company is properly conveyed to the employees and

alignment of their job with the company’s mission.

When asked the employees whether they would walk the extra mile and exceed the

expectations of the employers when it comes to the company’s expectations, they replies as

follows:

EMPLOYEE

INVOLVMENT

Frequency Percent

No opinion 38 26.0

Strongly disagree 3 2.1

Disagree 24 16.4

Agree 56 38.4

Strongly agree 25 17.1

Total 146 100

Interpretation

55.5% employees agree or strongly agree to willingly do extra then the assigned job. But the

problem is those 26% who doesn’t know whether they will or not. The company should

devise such policies so as to convert this 26% “No Opinion” to agree or strongly agree.

When asked the employees that do they think that the decisions in their organization are

made at the appropriate levels, they replied as follows:

EMPOWERMENT

Frequency Percent

No opinion 19 13

Strongly disagree 5 3.4

Disagree 44 30.1

Agree 69 47.3

Strongly agree 9 6.2

Total 146 100

Interpretation

53.5% of the employees think that every employee is empowered to take decisions of his/her

level. This shows that employees are given freedom to take decisions which concern their job

this makes them more responsible and feeling of attachment with their job and organization.

Here the disagree percentage also needs attention.

When asked the employees that whether within their company the senior management is

accessible and approachable as and when required, they replied as follows:

APPROACH TO SENIOR

MANAGEMENT

Frequency Percent

No opinion 20 13.7

Strongly disagree 6 4.1

Disagree 32 21.9

Agree 71 48.6

Strongly agree 17 11.7

Total 146 100

Interpretation

60.3% employees think that they don’t have much problem in approaching or accessing

senior management which is a symbol of a good leadership in the organization.

When asked the employees whether the process and procedures adopted by their company to

evaluate and promote the employees is fair, they replied as follows:

FAIR APPRAISAL

Frequency Percent

No opinion 28 19.2

Strongly disagree 9 6.2

Disagree 37 25.3

Agree 65 44.5

Strongly agree 7 4.8

Total 146 100

Interpretation

49.2% employees agree or strongly agree that their organization is practicing a fair appraisal

system. 25.3% believes that they are not fairly treated in appraisals and around 20% can’t

form an opinion about the transparency of appraisal system. No organization can satisfy their

employees on appraisals matter 100% but efforts could be done to convince them.

Parameters which need immediate

attention:

Interpretation

These three parameters i.e. Recognition, Role Clarity and Work life balance shows that

somewhere the policies are lacking in making the employees feel that they are taken care of.

Through my research shows that mainly no proper communication between the superior and

subordinate is the reason. Employees don’t feel comfortable going to their superiors instead

of the fact that the superiors are willing to help.

Parameters which needs attention:

Interpretation

These three parameters i.e. support from immediate management, Training development &

carrier opportunities are to be attended where the company can concentrate on analyzing the

need for training , improving and making the culture more dynamic to capture the new and

young talent.

Positive points of employee engagement

practices in REL.

Reliance provides all its employees equal opportunities. The employees receive co operation

from their peers which could be the reason for a good satisfaction statistic but it could be

improved further.

INTERPRETATION

These four parameters data shows that the employees are happy with of the appraisal system

of their organization, they found it easy to approach and access top management, the

decisions are generally taken by the right person responsible for the outcome of that job and

they will love to put their extra efforts for the success of their organization.

Engagement level in Reliance Infrastructure Ltd.

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. After research it has been found that there are 49.2% engaged employees in Reliance Infrastructure Ltd.

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 co-workers.In Reliance Infrastructure Ltd there are 32.3% non engaged employees.

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 everyopportunity. Every day, actively disengaged workers undermine what their engagedcoworkers accomplish. As workers increasingly rely on each other to generate productsand services, the problems and tensions that are fostered by actively disengaged workerscan cause great damage to an organization's functioning .In Reliance there are 28.5% actively disengaged employees.

These statistics shows the need for further research.

Pareto 80 – 20 Analysis:

Pareto principle states that mostly 20% of the causes for 80% of the problem which indicates

that if we take care of these 20% causes then the results will be more prominent. The value of

the Pareto Principle for a manager is that it reminds you to focus on the 20 percent that

matters. Of the things you do during your day, only 20 percent really matter. Those 20

percent produce 80 percent of your results. Identify and focus on those things.

In this research for the 80% problem in engagement is due to 3 major parameters. Those are

Role Clarity, Recognition and Work life balance. If we focus on these 3 factors we could get

good result in much lesser time. Therefore I would be further analyzing these parameters in

detail.

Engagement Parameters in Reliance Department Wise Analysis:

ROLE CLARITY

SupportFunctions

Various Projects

Engineering

INTERPRETATION

It is seen that the role clarity problem is quite evenly distributed amongst the support

functions, projects and engineering. This means that the role clarity is a problem throughout

the organization and has to be dealt immediately with due care. The data shows that in the

support functions Transmission, EHS (Environment, Health & Safety) and Accounts &

Finance are the areas which are worst affected with this issue. The problem could be due to

the some sort of mismanagement in the organization or due to some communication problem

between the management and the employees. Among the projects Hisar , Sasan and Rosa are

the projects where the roles assigned to the employees has to be communicated to them

properly. Engineering is also equally suffering from the problem.

RECOGNITION

Support Functions

Various Projects

Engineering

INTERPRETATION

Recognition is another parameter which needs to be checked. The data shows that employees

of the support functions were facing more recognition challenges than the other two. The

thing to notice here is that instead of the fact that Reliance provide excellent performance

linked incentives still the employees doesn’t feel recognized for their achievements which

indicates that only monetary incentives are not sufficient for the employees they need some

appreciation. This can be improved by giving them some small awards for their efforts which

make them feel that their efforts are noticed and appreciated by their company. Research

could be done in the engineering departments where the recognition problem seems to be

comparatively better. This research will help find out what make the engineering departments

employees feel recognized which could be applied to the other departments.

WORK LIFE BALANCE

Support Functions

Various Projects

Engineering

INTERPRETATION

Every organization should take care that their employees should be able to balance their work

and life this will not only help their employees but the organization itself also. But Reliance

Infrastructure is somewhere lacking in providing help, support and services to their

employees for balancing their work and life. Worst case scenario seems to be in Accounts&

Finance, Admin, DAEC, Hydro, Sasan, Yamunanagar and contract& commercial.

For improving this the needs of the employees has to be identified with similar importance as

done for the needs of the customers.

Difference in the perception of the manager and employee on engagement parameters

responsible for majority of problem:

When questions on same parameters were asked to both the employer and the employee it is

seen that there is a prominent difference in the perception of the two. This difference in

perception is shown in form of some graphs as follows:

Work Life Balance

When asked whether the company provide services to the employees to balance their work

and family lives the employer and employees replies can be plotted as follows:

Recognition

When asked whether the supervisors take care of their subordinates as a person the employer

and employees replies can be plotted as follows:

Role Clarity

When asked whether the employees know what they have to do the employer and employees replies can be plotted as follows?

INTERPRETATION

The difference in the perception of the managers and the employees can be regarded as the major contributor in discouraging the employees and further disengaging them. This could be a major force compelling the engagement levels to be at lower levels. To help the organization in employee engagement these perception differences has to be overcome. For this the most effective tool is the proper communication between the supervisor and the subordinates.

Key Findings

45.1% people in the organization do not feel recognized for their achievements.

52.1% employees feel that the training, development and career development

practices need an improvement.

Only 50% employees agree that the appraisal system of the company is fair.

67.8% employees feel that their company does not provide services for balancing

their work and life.

Only 52.7 employees think that they are clear about their roles.

52.1 % employees think that get support from their immediate bosses.

Only 54.8% employees think that they have a good environment at their workplace.

63 % employees think that they are satisfied with their job.

71.5% employees’ thinks that the company’s mission makes them their work is

important.

63% employees think that they are given equal opportunities at their work.

72% employees think that they get full cooperation from their co-employees.

53.5% employees agrees or strongly agree when asked whether in their organization

decision are taken at appropriate levels

49.3% employees agree or strongly agree that their appraisal system fair.

53.4 % employees agree or strongly agree that their top management is easily

accessible.

55.5 % employees agree or strongly agree that they will go an extra mile for their

organization’s benefit.

55% of the managers think that they help their employees to maintain a balance

between their work and life while only 32% employees think that their their

immediate management help them in maintaining a balance between their work and

life.

62% of the managers think that they provide support to their team in all the ways

while only 52% employees think that they receive support from their managers.

51% managers think that the company provide necessary trainings to their employees

while 48% employees think that the company provide them necessary training.

61% managers think that their employees are satisfied with their jobs and 62%

employees think that they are satisfied with their job.

75% managers say that they care for their employees as a person while 57%

employees think that their immediate management takes care of them as a person.

6% managers either disagree or strongly disagree that they conduct a fair appraisal

while 34% employees disagree or strongly disagree that their immediate management

appraise them fairly.

What employees want?

More care and concern for employees.

Growth opportunities should be should be clearly informed and must be frequently

given.

Services are not given equally even to employees of same level and grade.

Extracurricular activities should be started which should involve employees family

also.

Some holidays for the GETs and MTs.

Clarity while assigning roles.

Compensation should be reviewed according to the present inflation rates.

Incentives should be rationalized and more consideration for experience should be

avoided.

Higher studies should be encouraged.

Timing of release needs to be rationalized.

Employees’ needs should be given more importance.

Site visit opportunities of the concerned project should be given to employees of that

project in noida offices.

Job rotation opportunities should be provided within the department.

More structured training and workshops for GETs.

ConclusionThe conclusion that can be drawn from the survey and interviews conducted is as follows:

1. The role of senior management is really important in employee engagement programs

as they have to act as the sponsor of the scheme and ensure that the commitment level

remains high throughout the organization towards these schemes.

2. Employees like challenging assignments rather than routine, highly structured jobs as

the element of learning and growth is missing in their work which hampers their

overall output. The response of employees of the Company indicates that they can

certainly improve the engagement level in their organization by adopting a more

challenging and exciting work culture. The feeling of working on a useful and

challenging assignment does help in ensuring proper engagement.

3. Employees like to feel that there is someone to whom they can turn for advice, if they

need it. The workplace environment should have a culture where people are working

more as a team and the role of the supervisor is to act as a helping hand rather than

being a taskmaster.

4. Employee Engagement is all about making employees ‘feel involved and valued’. As

such, if the company does not provide its employee a fair chance to grow and their

suggestions and opinions are not encouraged, then the company is bound to lose its

market share heavily.

5. There is a lot of scope for improvement in the engagement services of Reliance which

could be highly helpful in retaining the best talent.

Suggestions

A well developed Induction/Orientation program for new joinees. In Reliance

Infrastructure Ltd. the Induction program is there but it has to be given more

importance.

Training for soft skills should be provided to all the managers. In comparison to

technical training not many soft skills trainings are provided to the managers

Some cost effective recreational activities should be started.

Families of the employees should be considered a part of the company.

Higher education should be promoted.

Workforce Scheduling should be done with due care.

Every work whether small or big should be given to the employees in a way that it

appears to be challenging.

Once in a month there should be an informal discussion should be conducted between

HR professional and other employees.

Once a month (may be Saturdays) organize a small gathering just to appreciate and

praise the performers.

Low performers have to be identified.

Perception of the employers has to be more close to reality.

Feedback at every step.

The strong correlation between engagement and retention allows to distinguish two trends:

1. That strategies for retention should be segmented based on the level of engagement

for any one individual – namely that retention policies (such as when to make a

counter-offer) should always consider how strongly the individual is contributing to

the organization’s success but also how sustainable is that effort. For instance,

retaining an employee who is leaving because they are dissatisfied with their current

role simply by meeting their salary demands will not result in sustained effort unless

the job conditions are also changed.

2. That stated intent to leave the organization is not a predictor of actual departure.

3. Instead, it is an indicator of how hard a person will be working to help the

organization to reach its objectives and how much effort may be spent on other

activities (such as tracking the “wanted” ads on company time.)

Involve and train Function and Area Leaders in the engagement action planning

process.

Acknowledge impact of workload and provide tools and resources where they are

most needed.

Incorporate Engagement as a business metric for managing the human capital.

ENGAGEMENT MODEL FOR RELIANCE INFRASTRUCTURE LIMITED.

Recruiting

The message the organization conveys while seeking to attract job applicants also can

influence future employees’ engagement and commitment. Your target should be qualified

applicants who are likely to find the work interesting and challenging. Send recruiting

messages that shows attractive job features to enhance person-job fit and also encourage

those who are not suited to the work to self-select out.

Selecting

To enhance engagement through your selection of employees, identify those candidates who

are best-suited to the job and your organization’s culture. Also use candidate assessment

methods that have obvious relevance to the job in question—for example, by asking

interviewees what they know about the role and having them provide work samples.

Selection is the first step to success. If you don't select the right people, you'll never

maximize your level of employee engagement.

Training & Development

Training can help new and current employees acquire the knowledge and skills they need to

perform their jobs. And employees who enhance their skills through training are more likely

to engage fully in their work, because they derive satisfaction from mastering new tasks.

Training also enhances employees’ value to your company as well as their own employability

in the job market. In addition, most companies offer higher wages for skilled workers, to

compensate them for their greater value and to discourage turnover.

Make sure that your managers and employees are trained about the importance of

engagement.

Compensation

Compensation can powerfully influence employee engagement and commitment. Some

compensation components encourage commitment to employers, while others motivate

engagement in the job. It is always to take care of both. The most effective compensation

plans support your organization’s strategic objectives. For example, if your company’s

strategy hinges on innovation, then your compensation system should encourage and reward

risk-taking. A well-designed compensation plan gives your organization a competitive

advantage. It helps you attract the best job candidates, motivate them to perform to their

maximum potential and retain them for the long term.

Performance Management

The right performance management practices also can enhance employee engagement and

commitment. Encourage managers to include employees in the goal-setting process. This

technique helps to ensure that workers understand the goals. An employee’s aspirations and

career goals should receive careful attention during performance appraisal meetings. To

increase engagement provide the employees with challenging goals that align with your

company’s strategic objectives, positive feedback and recognition for accomplishments and

recognition and appreciation for extra voluntary contributions.

APPENDICES

QUESTIONNAIRE

GRADE: DATE:

DEPARTMENT:

This questionnaire is designed for research purpose only. Your confidentiality will be our

concern. Thank you for your precious time you decided to devote to complete this

questionnaire and help in the research. Place a tick mark against your answer to the question.

1. Do you know what is expected of you at work? YES

NO

2. Do you have the materials and equipment you need to do

your work right?

YES

NO

3. At work, do you have the opportunity to do what you do

best every day?

YES

NO

4. In the last one month, have you received recognition or

praise for doing good work?

YES

NO

5. Does your supervisor, or someone at work, seem to care

about you as a person?

YES

NO

6. Is there someone at work who encourages your

development?

YES

NO

7. At work, do your opinions seem to count?

YES

NO

8. Does the mission/purpose of your company make you feel

your job is important?

YES

NO

9. Are your associates (fellow employees) committed to

doing quality work?

YES

NO

10. Do you have a good environment at your workplace?

YES

NO

11. In the last six months, has someone at work discussed

with you

about your progress?

YES

NO

12. In the last year, have you had opportunities at work to

learn and grow?

YES NO

13. When it comes to the company’s success, you walk that

extra mile and exceed the expectations of your employers.

Strongly Disagree

Disagree

Agree

Strongly Agree

No Opinion

14. Does the organization provide you various services to

help you balance your work and family lives

YES

NO

If yes then tick all those which are applicable:

Conveyance services

Retail discounts

Leaves

Holidays

Medical facilities

Recreation

Others (Specify)

________________________________________________________________

_________________________________________________

15. Rank them according to your preference while considering

a job in any company :( 1 for least preferred and 3 for most

preferred.)

Services

Incentives

Opportunities

16. Would you recommend your organization as a good place to

work to your friends and relatives?

YES

NO

17. Does your work give you the feeling of personal

accomplishment?

YES

NO

18. Within your company the Senior Management is accessible

and approachable as and when required.

Strongly Disagree

Disagree

Agree

Strongly Agree

No Opinion

19. The process and procedures adopted by your company to

evaluate and promote the employees is fair.

Strongly Disagree

Disagree

Agree

Strongly Agree

No Opinion

20. Most of the decisions in your organization are made at the

appropriate levels.

Strongly Disagree

Disagree

Agree

Strongly Agree

No opinion

21. As for today you plan to stay with your company for:

Less than a year

1 to 2 years

3 to 5 years

More than 5 years

Until I retire

22. Do you want to give any suggestions to your company

regarding the services, incentives, extracurricular activities and

growth opportunities it provides? (Specify)

YES

NO

Services: _____________________________________________________

Incentives: ___________________________________________________

Extracurricular activities:

_______________________________________

_____________________________________________________________

Growth opportunities: _________________________________________

_____________________________________________________________

Thank you very much for your kind cooperation and consideration.

Have a nice day.

Bibliography

Aswathappa , K. Human Resource Management, fourth edition.

Robbins, Stephen R. Organizational Behavior,

Sahu,R.K. Performance management system, First edition.