summer intenship final pro
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CHAPTER- 1
INTRODUCTION
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1.1 : Background of the Study
The basic focus of my project was on how employee engagement is antecedent of job
involvement and what the company should actually do in order to make the employees engaged.
This work of my also shows the Gallup 12 point questionnaire, twelve questions survey which
identifies the strong feelings of employee engagement and the steps which shows how to drive
an engaged employee . Gallup being one of oldest the consulting
organization {in conducting engagement survey} creates a
feedback system for employers that would identify and measure
elements of worker engagement most tide to the bottom line.
Things such as sales, growth, productivity and customer loyalty are all accessed. After
Hundreds of focus group and thousands of interviews with employees in a variety of industries,
Gallup came up with Q. 12, a twelve-question survey that identifies strong feelings of employee
engagement. They have identified 12 questions that most effectively measure the links (the
Gallup Q12).
Based on the results of these Q12 questions the low scoring areas were focused on and
then an action plan was devised to enrich the skills of employees.
Then these scores were compared with that of the previous year and meetings with the
plant head were arranged accordingly.
An Action Plan was devised accordingly and the areas of concern were put under certain
departmental heads for further improvement.
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1.2: Theoretical Background of Employee Engagement and Action planning
In common parlance the term engagement refers to:- (a) being involved in , (b) attract
interest or attention and (c) pledge oneself to do a particular thing. As such it basically refers to
the high level of commitment and involvement that is shown by an employee towards his
organization. An engaged employee is one who is aware of the business context, what all is
going on around him in his work place and how he works with his colleagues for the
improvement of oneself and the benefit and welfare of the organization.
According to global aspects there are basically 3 aspects of employee engagement:
(1) The employees and their own unique psychological make- up and experience
(2) The ability to create such conducive conditions to promote employee engagement
(3) Interaction between employees at all levels of management.
Therefore it is an organizations responsibility to create an environment and maintain
or develop a culture that is conducive to this partnership and a win-win equation.
CATEGORIES OF EMPLOYEE ENGAGEMENT
According to Gallup the consulting organization it is said that in an organization there are
3 different types of employees working around us:
ENGAGED EMPLOYEE- The engaged employees are generally referred to
as builders. They are the ones who are curious of knowing their desired expectation for their
role so that they can meet as well as exceed them. They want to know in detail about their
company as well as their role in it. They are the individuals who consistently perform at high
levels. The engaged employees are the ones who use their talent and strength every day at
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work. They possess a strong sense of passion for their work and innovation to drive their
organization forward.
NOT ENGAGED-Not engaged employees refer to those
employees who concentrate on the tasks they are assigned to do rather than the goals or
outcomes they are expected to accomplish.
They do their work solely for the sake of doing it. In an organization it has been observed that
the employees who are not engaged feel that their contributions are being overlooked , and their
potential is not being tapped. They have this feeling as they do not have productive relationships
with their managers or co- workers.
ACTIVELY DISENGAGED- The actively disengaged employees
are referred to as cave dwellers (Constantly against Virtually Everything). These peopleare not only unhappy but are also busy showing their unhappiness. They sow seeds of
negativity at every opportunity. Every day, actively disengaged workers undermine what
their engaged coworkers accomplish. As workers increasingly rely on each other to
generate products and services, the problems and tensions that are fostered by actively
disengagedworkers can cause great damage to an organization's functioning.
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Engagement is important for managers to cultivate given that disengagement or alienation is
central to the problem of workers lack of commitment and motivation. Some of the Advantages
of Engaged employees are:-
Engaged employees will stay with the company, be an advocate of the company and its
products and services, and contribute to bottom line business success.
They will normally perform better and are more motivated.
There is a significant link between employee engagement and profitability.
It builds passion, commitment and alignment with the organizations strategies and goals
Increases employees trust in the organization
Creates a sense of loyalty in a competitive environment
Provides a high-energy working environment
Boosts business growth
A highly engaged employee will consistently deliver beyond expectations. Thus employee
engagement is critical to any organization that seeks to retain valued Employees.
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The question of importance is to find the degree
in which the employees are engaged
An employee Engagement Satisfaction
Survey helps one to determine the present level of
employee. A well-administered satisfaction survey
will let us know at what level of engagement the
employees are operating. Customizable employee
surveyswill providewith a starting point towards
the efforts to
optimize
employee
engagement. The
key to successful
employee
satisfaction
surveys is to pay
close attention to
the feedback from the staff. It is important that
employee engagement is not viewed as a onetime
action. Employee
CAREER DEVELOPMENT- OPPORTUNITIES FOR
PERSONAL DEVELOPMENT
FEELING
VALUED AND
INVOLVED
CAREER DEVELOPMENT-
EFFECTIVE MANAGEMENT
OF TALENT
LEADERSHIP- CLARITY OF
COMPANY VALUES
LEADERSHIP- RESPECTFUL
TREATMENT OF EMPLOYEES
LEADERSHIP- COMPANIES
STANDARDS OF ETHICAL
BEHAVIOUR
EMPOWERMENT
IMAGE
EQUAL OPPORTUNITIES &
FAIR TREATMENT
PERFORMANCE APPRAISAL
PAY AND BENEFITS
HEALTH & SAFETY
JOB SATISFACTION
COMMUNICATION
FAMILY FREINDLINESS
CO- OPERATION
E
N
G
A
G
E
M
E
N
T
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engagement should be a continuous process of measuring, analyzing,
defining and implementing.
Gallup came up with Q. 12, a twelve-question survey that identifies strong feelings of
employee engagement. They have identified 12 questions that most effectively measure the links
(the Gallup Q12).
1. Do you know what is expected of you at work?
2. Do you have the materials and equipment you need to do your
work right?
3. At work, do you have the opportunity to do what you do best
every day?
4. In the last seven days, have you received recognition or praise for
doing good work?
5. Does your supervisor, or someone at work, seems to care about
you as a person?
6. Is there someone at work who encourages your development?
7. At work, do your opinions seem to count?
8. Does the mission/purpose of your company make you feel your
job is important?9. Are your associates (fellow employees) committed to doing
quality work?
10. Do you have a best friend at work?
11. In the last six months, has someone at work talked to you about
your progress?
12. In the last year, have you had opportunities at work to learn and
grow?
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Some of the discussions which come from Gallups questions are:
Know what is expected of me at work- employees should know
exactly what is expected of them. If expectations are unclear,
employees will inevitably face frustration, and will be open for other
opportunities where they do know what's expected of them, and where
their contributions are measured and recognized.
Materials and equipment- Employees need the right tools and
equipment to support their skills, experience and talents & perform
their jobs at an optimum level.
Do what I do best every day - Are your employees cast in the right
roles? Knowing the critical demands for every role is a key to ensuring
that talents fit those demands.
Supervisor/Someone at work cares -Managers must spend most of
their time with their most productive talent. Many managers give their
greatest degree of attention to employees who are falling behind.
Talented, productive people crave time and attention from their
managers, and will leave your company if they have a weak
relationship (or no relationship) with their manager or supervisor.
Co-workers committed to quality.-Many companies arbitrarily put
teams together without considering that employees only
psychologically commit to teams if they perceive their team members
will support their high level of commitment and performance.
Opportunities to learn and grow-The Company should create anenvironment that encourages employees to drive towards innovation
or to create better systems for more productive results. Great
managers always ask what skills and knowledge need to accompany
talent to result in the greatest outcome for each.
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As discussed the Gallup study Q12 is based on positive
Psychology and emotions. Having a best friend at work or receiving
recognition every week makes you feel cared for and proud respectively.
So the Q. 12 measures engagement, and engagement is a positive
emotional connection to the work. Thus the mechanism of the broaden- and
build theories and the action tendencies of positive emotions help in
understanding why the Q. 12 has been so powerful for Gallup in terms of
predicting outcomes.
The Gallup research has thus made a contribution in adding an
additional P to the 4 Ps of marketing i.e. product, price, and
promotion place and now people to the mix.
In the combination of engaged employees, Gallup brings
engaged customers to form the concept of human sigma. These
include customer engagement, loyalty and emotional attachment.
The Gallup Organization decided to initiate a multi-year research project to try and define a great
workplace - a great workplace was one where employees were satisfied with their jobs and this
thus helps to produce positive business outcomes.
GALLUP PATH
SUSTAINABL
E GROWTH
IDENTIFYSTRENGTHS
THE RIGHTFIT
GREATMANAGERS
ENGAGED
EMPLOYEES
ENGAGED
CUSTOMERS
STOCK
INCREASE
REAL
PROFIT
INCREASE
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Gallup has developed a proprietary model that describes the "linked
path" between every employee's individual contribution and the organization's ultimate
financial goal -- an increase in its overall value .Gallup provides organizations with integrated
solutions to help them achieve world-class performance in the first five steps of The Gallup Path.
Our research has shown that an organization's performance in these five areas can dramatically
affect its performance in the last three areas.
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1.4: Statement of the problem:
The basic reason for carrying out this survey was to enhance the level of employee
engagement to bring more effectiveness in the organization. Engagement is important for
managers to cultivate given that disengagement or alienation is central to the problem of
workers lack of commitment and motivation. An organizations capacity to manage employee
engagement is closely related to its ability to achieve high performance levels and superior
business results.
The first problem is that while analyzing the low scoring areas of each department, the
areas which have scored greater are left out. This should not be the case as these are the
key areas of strengths.
One should also focus on the bottom two levels of the Engagement Hierarchy. These are
the basic needs and individual contribution.
The unit scores should be compared and the differences must be analyzed carefully.
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Always review the last page of the report to examine the distribution (the % of 1s,2s,3s,4s
and 5s). The distribution will give you a feel of how far you have to move scores to
increase the numbers
Pay attention to number of people responding to each question
Remember, the workplace quality scorecard is just a tool to keep score of important items
in the workplace.
1.5: Need of the study
During my training at Camlin ltd I prepared an action plan in relation to Q12
which accepted by the organization.Many firms in the private, public and voluntary sectorface levels of staff turnover, employee morale and motivation, staff commitment and job
satisfaction that are lower than they would hope. This refers to what we call employee
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engagement. When employee engagement is low, or lower than a firm wants it to be,
productivity and profitability are likely to be severely affected.
The action plan prepared by me will act as a guiding tool as it a has certain criterias
which were not implemented previously.
1.6: Scope of the study
My project in Camlin ltd dealt with Q12 Questions on Employee Engagement and
focusing on the low scoring areas by preparing a follow up in the form of an action plan.
These were then revised accordingly and related changes were made.
During my training period in Camlin ltd I surveyed 8 departments and 400 employees.
This survey was basically done to find out the reasons for lacking commitment of employees and
to enhance their interests to make them perform better and become the best. This ultimately shall
lead to the organization achieve its goal that is maximizing profit along with retaining
employees.
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1.7: Objectives of the study
The basic objective of the study was to help Camlin ltd and the role of Gallup Survey.
The basic objective can be listed as follows:-
To understand the concept of Employee Engagement at Camlin ltd and the role of Gallup
Survey.
To analyze the Survey of Gallup and gain an understanding about the reasons for
dissatisfaction and low employee morale in the company.
To determine which actions need to be restructured so as to promote employee
engagement.
To devise action plan that would help to increase and sustain the levels of employee
engagement.
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CHAPTER-II
Research Methodology
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2.1: Research design
In the broadest sense of the word, the definition of research includes any gathering of
data, information and facts for the advancement of knowledge.
Research is any original and systematic investigation undertaken in order to increase knowledge
and understanding and to establish facts and principles. It comprises the creation of ideas and
generation of knowledge that lead to new and substantial improved insights and/or the
development of new materials, devices, products and processes. It should have the potential to
produce results that are sufficiently relevant to increase knowledge. Good reflective inquiry
produces theories and hypotheses and benefits any intellectual attempt to analyze facts and
phenomena. This search for individual facts or data requires an open-ended question for which
there is no ready answer. Data are gathered through experiments, surveys or other
methodologies. This work of my also shows the Gallup 12 point questionnaire, twelve questions
survey which identifies the strong feelings of employee engagement and the steps which shows
how to drive an engaged employee.
An employee Engagement Satisfaction Survey helps one to determine the present level of
employee. A well-administered satisfaction survey will let us know at what level of
engagement the employees are operating.
After which an action plan was included in my research.
Action plan for Top Management was designed as:
Survey results dissemination needs to start right at the top.
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Support Q12 Team sessions-drive from the top
Sponsor action on survey findings
Set Engagement Target
Remove barriers, reward and excellence
Action plan for HR is as under:
- Facilitate dissemination of survey findings
- Facilitate manager training programs
- Creating accountability around team feedback and action planning
Action plan for Individual Managers is as under:
Share Q12 scorecard with team
Lead Q12 Team Feedback & Action Planning
Focus on first 2 levels of engagement hierarchy for action planning
2.2: Primary data
The data which is collected first hand and which comprises the primary sources.
Primary data can be collected through:
Observation
Interview
Questionnaire
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Here primary data was collected from the scores based on the Gallup Action template. These
scores were obtained after circulating the Gallup Action formats to the various divisional heads.
2.2: Secondary data
Secondary data is of two kinds, internal and external. Secondary data- whether internal or
external is data already collected by others, for purposes other than the solution of the problem
on hand. Secondary data is data taken by the researcher from secondary sources, internal or
external . Previous years data acted as a guiding factor. It helped me access or compare the
level of improvement of the departments.
The other data was obtained from the bulletin boards that were there in the organization.
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1.3 : Company profile
CAMLIN LTD PROFILE
An Introduction:
Camlin Limited is an India-based company. The Company is engaged in the color and stationeryindustry. During the fiscal year ended March 31, 2010 (fiscal 2010), it had 2,000 products. Itsproducts include water colour cakes and tubes, poster colours, wax crayons, oil pastels, plasticcrayons, sketch pens, wooden pencils, scales, erasers, sharpeners, colour pencils, math sets,dissection boxes, engineering boxes, mini-drafters notebooks, mechanical pencils, high-polymer
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leads, fountain pen, fountain ink, white board markers, permanent markers, highlighters, ballpens, gel pens, stamp pads, refills, paint markers, compact disc (CD) markers, carbon papers,glue sticks, artist oil colours, artist acrylic colours, canvas rolls, oil sketching papers, drawinginks, brushes, painting mediums, glass colours, fabric colours, powder colours, fabric glue. Itssubsidiaries include Camlin Alphakids Limited, Camlin North America Inc., USA and Camlin
International Ltd.
Milestone
1946 The Company was incorporated on 24th December, as a private limited company
with the main object of taking over the running business of M/s. Dandekar, & Co.,
which was founded by late G.P. Dandekar and D.P. Dandekar in 1931 atGirgaum, Mumbai. The company manufacture stationary products, art materials
and pharmaceuticals. The Company was converted into a public limited company
on 24th March, 1988 and the name was changed to Camlin Ltd.
The initial product range of M/s. Dandekar & Co., comprised of ink tablets, fountainpen
ink, office adhesives, sealing wax, school chalks, brilliantine, pain balm, etc.
which took part in business activities in 1939 and was shifted to Mahim, Mumbai.
1964 The Company embarked on the first diversification of products by producing for the first
time in India, the complete range of artist colours, geometry boxes, drawing inks,
painting brushes and canvases. Many products were also added subsequently.
1974 The production of wood cased pencils was taken up in the fully integrated plant in the
industrially backward area of Tarapur, Maharashtra.
1978 In December 1974, 600 shares issued without payment in cash to vendors as part
consideration for taking over their business. Till date, 32,250 shares were issued
as bonus shares by capitalization reserves(2,250 shares in Dec. 1966 in prop.
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1: 2; 10,000 shares in March 1975 in prop 1:1 and 20,000 shares in April in prop.
1:1
1981 As on 31
st
December, the company was holding 6,00,000 fully pay dup equity shares ofM.$ 1 each.
1982 A joint venture company Camlin N.S. Sdn. Bhd set up in Malaysia was closed down with
effect from 28th February, following a directive from the Malaysian Government
in line with its decision to order closure of operations of all the joint venture
companies which were incurring losses over the past many years. After obtaining
necessary approvals from the Ministry of Commerce Government of India, the
Company divested its enter shareholding amounting to M $ 6,80,000
1984 Company took a major step forward by diversifying its manufacturing and marketing
activity into the field of pharmaceuticals, ie., bulk drugs and formulations at
Tarapur.
1986 workers of the pencil factory at Tarapur went on strike with effect from 10th March. The
operations were restarted only on 19th October after signing an agreement with the
Labour Union valid up to 31st March, 1989
1987 Company decided to set up a plant at Tarapur for the manufacture of
Hi-polymer Lead. A technical know-how Agreement valid for a period
of 5 years was concluded in November/December with pilot pen Co.
Ltd., of Japan. In April, 3,200 No. of equity shares of Rs.100 each
issued at par Equity shares then sub-divided. 4,32,000 bonus equity
shares of Rs.10 each issued in prop. 1:1 in October 1987.
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1988 Companys products are market under the brand names of Camel and Camlin. ItsAnalytical Laboratory at Andheri is recognized as a public testing house by StateFood & Drug Administration of Maharashtra and the R&D laboratory is approvedby the Department of Scientific and Industrial Research, Government of India During June, some of the then existing shareholders o the Company offered for
sale 3,00,000 equity shares of Rs.10 each at a premium of Rs.20 per share toenable the Company to list its shares on the recognized Stock Exchanges. Out ofthe total shares offered for sale,15,000 shares were reserved and allotted on apreferential basis to the employees (including Indian working directors) of theCompany. The balance 2,85,000 shares were offered for sale to the public (allwere taken up). During June, the company offered 1,00,000 14% securedRedeemable convertible debentures of Rs.240 each for cash at pay out of which,5,000 debentures were reserved for referential allotment to employees/Indianworking directors/workers of the Company (only 2,050 debentures taken up)
The remaining 84,000 debenture, along with the un subscribed 2,950 debentures
were taken up.150 debentures were forfeited during 1988Each debenture consistsof a convertible of Rs.140 and a Non-convertible portion of Rs.100. At the end of
six month From the date of allotment of debentures,Rs.140 of each debenture was
each at a premium ofRs.18 per share. The non-convertible portion of Rs.100 of
each debenture shall be redeemed at par in three equal installments at the end of
7th , 8th and 9th year from the date of their allotment by drawing three equal
lots.96,000 shares issued at par in march 1988. 4,80,000 bonus shares issued in
June 1988 in prop. 1:2 to shareholders prior to the offer for sale to the public.
4,97,550 shares allotted (prem. Rs.18 per debs.) in conversion of debentures.
1989 1.700 shares were allotted (prem. Rs.18 per share) in conversion of debs.
1990 750 share issued in conversion of debs. (prem. Rs.18 per share).
1991 As at 31st March, 1991, the Company revalued its land and buildings and the net surplus
of Rs.330.26 lakhs arising out of it was credited to the revaluation reserve.
1994 Company entered into a marketing alliance with Colart Fine Art & Graphics Ltd. U. K.
The Company embarked upon a project for expanding Manufacturing capacities
of existing bulk drugs/ chemical plant at Tarapur. The Company undertook to
set up a facility for manufacture of industrial grade synthetic adhesives at Taloja
near Mumbai. The Company issued warrants to promote group on preferential
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Allotment basis. Of the 4,60,000 warrants,3,32,000 warrants were converted into
equity shares.
1995 A major fire broke at Tarapur factory due to suspected Electrical short circuit which ledto destruction of godown, raw materials etc. The Company initiated measures
such as introduction of new products, change in product-mix, reduction in
overheads and thrust on higher value addition,
-71,900 No. Of Equity shares allotted in conversion of warrants.
1996 -56,000 No. Of Equity shares allotted in conversion of warrants
1997 -The Joint Venture Agreement with M/s. A.W. Faber-Castell Gmbh & Co. Germany was
terminated by both parties with effect from 30th November.
- The Company redeemed the last installment of 33,340-14% Secured Non-
Convertible Debentures of Rs.100/- each issued in the year 1988.2002
- Camlin Ltd has informed that Mr. S D Dandekar, Executive Chairmanship of theCompany. Mr. D S Dandekar, Managing Director w e f June 01, 2002.
2004 -Camlin Pharma, a division of Camlin Ltd, launched its mosquito repellent body spray,
Repelmos, in the southern states
- Delist from The Delhi Stock Exchange Association Ltd (DSE) with effect fromDecember 11,2004.2005 - Camlin JV with Col Art Fine Art & Graph
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1.4: Statement of the problem:
The basic reason for carrying out this survey was to enhance the level of employee
engagement to bring more effectiveness in the organization. Engagement is important for
managers to cultivate given that disengagement or alienation is central to the problem of
-
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workers lack of commitment and motivation. An organizations capacity to manage employee
engagement is closely related to its ability to achieve high performance levels and superior
business results.
The first problem is that while analyzing the low scoring areas of each department, the
areas which have scored greater are left out. This should not be the case as these are the
key areas of strengths.
One should also focus on the bottom two levels of the Engagement Hierarchy. These are
the basic needs and individual contribution.
The unit scores should be compared and the differences must be analyzed carefully.
Always review the last page of the report to examine the distribution (the % of 1s,2s,3s,4s
and 5s). The distribution will give you a feel of how far you have to move scores to
increase the numbers
Pay attention to number of people responding to each question
Remember, the workplace quality scorecard is just a tool to keep score of important items
in the workplace.
-
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1.5: Need of the study
During my training at Tata Motors I prepared an action plan in relation to Q12
which accepted by the organization.Many firms in the private, public and voluntary sectorface levels of staff turnover, employee morale and motivation, staff commitment and job
satisfaction that are lower than they would hope. This refers to what we call employee
engagement. When employee engagement is low, or lower than a firm wants it to be,
productivity and profitability are likely to be severely affected.
The action plan prepared by me will act as a guiding tool as it a has certain criterias
which were not implemented previously.
1.6: Scope of the study
My project in Tata Motors dealt with Q12 Questions on Employee Engagement and
focusing on the low scoring areas by preparing a follow up in the form of an action plan.
These were then revised accordingly and related changes were made.
During my training period in Tata Motors I surveyed 18 departments and 400 employees.
This survey was basically done to find out the reasons for lacking commitment of employees and
to enhance their interests to make them perform better and become the best. This ultimately shall
lead to the organization achieve its goal that is maximizing profit along with retaining
employees.
-
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1.7: Objectives of the study
The basic objective of the study was to help Tata Motors and the role of Gallup Survey.
The basic objective can be listed as follows:-
To understand the concept of Employee Engagement at Tata Motors and the role of Gallup
Survey.
To analyze the Survey of Gallup and gain an understanding about the reasons for
dissatisfaction and low employee morale in the company.
To determine which actions need to be restructured so as to promote employee
engagement.
To devise action plan that would help to increase and sustain the levels of employee
engagement.
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CHAPTER-II
Research Methodology
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2.1: Research design
In the broadest sense of the word, the definition of research includes any gathering of
data, information and facts for the advancement of knowledge.
Research is any original and systematic investigation undertaken in order to increase knowledge
and understanding and to establish facts and principles. It comprises the creation of ideas and
generation of knowledge that lead to new and substantial improved insights and/or the
development of new materials, devices, products and processes. It should have the potential to
produce results that are sufficiently relevant to increase knowledge. Good reflective inquiry
produces theories and hypotheses and benefits any intellectual attempt to analyze facts and
phenomena. This search for individual facts or data requires an open-ended question for which
there is no ready answer. Data are gathered through experiments, surveys or other
methodologies. This work of my also shows the Gallup 12 point questionnaire, twelve questions
survey which identifies the strong feelings of employee engagement and the steps which shows
how to drive an engaged employee.
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An employee Engagement Satisfaction Survey helps one to determine the present level of
employee. A well-administered satisfaction survey will let us know at what level of
engagement the employees are operating.
After which an action plan was included in my research.
Action plan for Top Management was designed as:
Survey results dissemination needs to start right at the top.
Support Q12 Team sessions-drive from the top
Sponsor action on survey findings
Set Engagement Target
Remove barriers, reward and excellence
Action plan for HR is as under:
- Facilitate dissemination of survey findings
- Facilitate manager training programs
- Creating accountability around team feedback and action planning
Action plan for Individual Managers is as under:
Share Q12 scorecard with team
Lead Q12 Team Feedback & Action Planning
Focus on first 2 levels of engagement hierarchy for action planning
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2.2: Primary data
The data which is collected first hand and which comprises the primary sources.
Primary data can be collected through:
Observation
Interview
Questionnaire
Here primary data was collected from the scores based on the Gallup Action template. These
scores were obtained after circulating the Gallup Action formats to the various divisional heads.
2.2: Secondary data
Secondary data is of two kinds, internal and external. Secondary data- whether internal or
external is data already collected by others, for purposes other than the solution of the problem
on hand. Secondary data is data taken by the researcher from secondary sources, internal or
external . Previous years data acted as a guiding factor. It helped me access or compare the
level of improvement of the departments. Then there were Skip Level meetings that were
organized. This data remains with the HRdepartment which I collected.
The other data was obtained from the bulletin boards that were there in the organization
2.3 : Population
8 Departments were surveyed. The population was examined department wise
2.4: Method of data collection
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The first way was document review.
Data from the focus group interview in the form ofskip level meetings.
Analysis got after collecting and calculating the mean scores from the Q12
questionnaire.
2.5: Data analysis techniques
Data displays structured summaries and charts allowed a condensed view of the data sources
and revealed that some further analysis was needed.
Data for my project was basically obtained by the distribution of the Gallup template which was
circulated to the managers, This format had Gallup Q12 questions in it.
2.6: Limitations
The managers were supportive enough and helped me analyze the past results. There were
certain bottlenecks which I faced during my project. The Gallup organization visited in the
second last week of July. As such there was a bit ofTime Constraint.
Besides there were certain confidential data which was not revealed by the organization.
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CHAPTER- III
DATA PROCESSING AND ANALYSIS
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CHAPTER- IV
Findings
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Gallup WorkplaceGallup Workplace
Audit ItemsAudit Items
SampleSizeSampleSize
(Unit)(Unit)
Sample Disagree.. Strongly AgreeSample Disagree.. Strongly Agree Mean ScoreMean Score
%1%1 %2%2 %3%3 %4%4 %5%5
2.2. I Know what isI Know what isexcepted of me atexcepted of me atwork.work.
1212 00 00 1717 88 7575 4.584.58
3.3. I have theI have thematerials andmaterials andequipment I needequipment I needto do my workto do my work
right.right.
1212 5050 2525 1717 88 00 1.831.83
4.4. At work, I haveAt work, I havethe opportunitythe opportunityto do what I doto do what I dobest every day.best every day.
1111 00 3636 2727 2727 99 3.093.09
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5.5. In the last sevenIn the last sevendays, I havedays, I havereceivedreceivedrecognition orrecognition orpraise for doingpraise for doing
good work.good work.
1212 88 88 1717 5050 1717 3.583.58
6.6. My supervisor, orMy supervisor, orsomeone at worksomeone at workseems to careseems to careabout me as aabout me as apersonperson
1111 99 1818 2727 3636 99 3.183.18
7.7. There is someoneThere is someoneat work whoat work whoencourages myencourages my
development.development.
1212 88 88 5050 1717 1717 3.253.25
CHAPTER- V
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Conclusions
An employee Engagement Satisfaction Survey helps one to determine the present level of
employee. A well-administered satisfaction survey will let us know at what level of engagement
the employees are operating. Customizable employee surveyswill providewith a starting point
towards the efforts to optimize employee engagement. The key to successful employeesatisfaction surveys is to pay close attention to the feedback from the staff. It is important that
employee engagement is not viewed as a onetime action. Employee engagement should
be a continuous process of measuring, analyzing, defining and
implementing.
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Gallup being one of oldest the consulting organization {in
conducting engagement survey} creates a feedback system for
employers that would identify and measure elements of worker
engagement most tide to the bottom line.
Moreover there should also be a proper Action Plan. Action
planning is a process which will help you to focus your ideas and to decide what steps you
need to take to achieve particular goals that you may have. It is a statement of what you want
to achieve over a given period of time. Preparing an action plan is a good way to help you to
reach your objectives in life: don't worry about the future, start planning for it!
It involves:
Identifying your objectives
Setting objectives which are achievable & measurable.
Prioritizing your tasks effectively.
Identifying the steps needed to achieve your goals.
Using lists.
Being able to work effectively under pressure.
Completing work to a deadline. Having a contingency plan
Thus Employee Engagement is a key to successful Organizational Growth.
http://www.kent.ac.uk/careers/sk/time.htmhttp://www.kent.ac.uk/careers/sk/time.htm#Listshttp://www.kent.ac.uk/careers/sk/time.htm#Listshttp://www.kent.ac.uk/careers/sk/time.htm -
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CHAPTER- VI
Recommendations
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The basic aim of my project in Tata Motors was to prepare survey the various
departments and then prepare an action plan. The Organization has an action plan
template which is attached to the annexure. The action plans on what all tasks should be
assigned and delegated was designed by me.
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