PROJECT REPORT

ON

“EMPLOYEE ENGAGEMENT”(HRM)

In partial fulfillment of requirement of the prescribed course for

Masters of business communication

“ PREFACE ”

The basic aim of these training is to let the student know and understand the various principles,their applications in the life and to become aware of the working environment in affirm or a factory training and such other methods have been used to develop a culture and also this situation ,makes a strategy to invoke correct principles.

My project is devoted under the heading :“EMPLOYEE ENGAGEMENT” The project though includes the whole HRM procedure followed in the TAJ HOTEL,CHANDIGARH.

“Acknowledgement ”

Learning in life with a difference is what my experience been during the study. It was wonderful and enriching experience which has exposed me to real life and has helped me in understanding and preparing for forthcoming end over in my life, concerning with ever expanding Indian Industry.

It is only through the guidance and genuine effort that any kind of endeavor becomes a success. The completion of this project is an ample proof of the same and hence I would like to express my gratitude to Mr. Rajeev Kumar (HOD HR) for their invaluable assistance and constant encouragement as my project guide and who made this whole project a huge learning experience. Their vision and imagination were the guiding factor for my work. I hereby seek to express my profound and deep sense of gratitude in acknowledging the support and guide offered to me by the lecturers of MBA.

I would also like to thank Mrs. JEETIKA NANGRA & Mr. VIJAY for providing me the opportunity to add a new dimensions in my knowledge and personality.

I am also thankful to all my colleagues for their help while I was working on my Project.

“ Certificate ”

“CONTENTS ”

1. INTRODUCTION TO COMPANY

(a) THE HOUSE OF TATAS

(b)GLORIOUS YEARS OF TAJ

(c)CURRENT STATUS

A)STRATEGIC BUSINESS UNIT

B)TAJ LUXURY HOTELS

C)TAJ BUSINESS HOTELS

D)TAJ LEISURE HOTELS

(d)PEOPLE PHILOSOPHY

(e)EARTH

(i) Vision, Mission & Game plan

(ii)value

(iii)management and family members at taj

(f)product information

2. INTRODUCTION TO PROJECT

3. OBJECTIVES

4. INTRODUCTION TO HRM

4.1 EMPLOYEE ENGAGEMENT.

5.RESEARCH DESIGN

5.1 RESEARCH DESIGN

5.2 REVIEW OF PROCESS (HRM)

5.3 SCOPE OF STUDY

5.4 PROJECT TOPIC SELECTION

5.5 DATA COLLECTION

5.6 DATA ANALYSIS

5.7 LIMITATIONS OF STUDY

6. EMPLOYEE ENGAGEMENT

7. COMMENTS BY MENTOR

8. CONCLUSIONS

9. .BIBLIOGRAPHY

10. SAMPLES

“INTRODUCTION TO COMPANY”

T HE HOUSE OF TATAS Mr. Jamsetji Nusserwanji Tata founded the House of Tata’s in 1868, when he was just 29

year old. He was among India’s pioneering industrialists and a man of great vision. He

established Tata Sons Ltd, thus laying down the foundation for one of the largest

conglomerates in India. Even so early in the era of industrialization, he envisioned the

need of various industries like Iron and Steel, Textiles, Electricity and Hotels.

Mr. Jamsetji Tata was a philanthropist who believed in wealth creation through

employment for the good of society. He died in 1903, leaving behind his ideals and

practices on which the organisation is based and is highly respected not only in India but

also the world over. The name “Tata” communicates Leadership with Trust.

In July 1938, Mr. J.R.D. Tata took over the reins as Chairman, Tata Sons. Today, the Tata

Sons Ltd under the leadership of Mr. Ratan Tata has a turnover in excess of Rs. 52,000

crores, from nearly 90 companies and over 2,70,000 employees.

Management

Mr. Raymond BicksonManaging Director & CEO

Mr. Sanker ParameswaranVice President 

Legal & Company Secretary 

Mr. Anil P. GoelExecutive Director - Finance

Mr. Abhijit MukerjiExecutive Director - Hotel Operations

Mr. Ajoy K. MisraSr. Vice President

Sales & Marketing 

Mr. Prakash V. ShuklaSr. Vice President Technology & 

Chief Information Officer 

Mr. H.N. ShrinivasSr. Vice President - Human Resources

Mr. Kanak KothariVice President

Projects

Mr. Veer Vijay SinghChief Operating Officer - Upper

Upscale Hotels

Ms. Jyoti NarangChief Operating Officer - Luxury

DivisionTaj Hotels Resorts and Palaces 

Mr. P. K. MohankumarChief Operating Officer

Gateway Brand 

Mr. Rajiv GujralChief Operating Officer &

Sr. Vice President Mergers, Acquisitions & Development 

Mr. Prabhat PaniChief Executive Officer

Roots Corporation Limited

The Tata Group:Profile:Type: Private Conglomerate (BSE)

Founded: 1868 by Jamshetji Tata

Headquarters: Mumbai and Navi Mumbai, Maharashtra, India

Key people: Ratan Tata

Pradeep Daswani Tata

NA Soonawala

JJ Irani

RK Krishna Kumar

R Gopalakrishnan

Ishaat Hussain

Kishor Chaukar

Arunkumar Gandhi

Alan Rosling

Industry: Engineering

Materials

Information technology

Communication

Automotive

Chemicals

Energy

Products Steel

Automobiles

Telecommunications

Software

Hotels

Consumer goods

Revenue: US$ 72.5 billion (Feb 2009)

Net income: US$ billion (FY 2007)

Employees: 350,000 (2008)

The Tata logo

The Tata logo was designed by the Wolff Olin’s

consultancy. The logo is meant to signify fluidity; it

may also be seen as a fountain of knowledge; maybe

a tree of trust under which people can take refuge. The

image is placed in the infobox at the top of the article

discussing Tata Group, a subject of public interest.

The significance of the logo is to help the reader

identify the organization, assure the readers that they

have reached the right article containing critical

commentary about the organization, and illustrate the organization's intended branding

message in a way that words alone could not convey.

“GLORIOUS YEARS OF THE TAJ”

1971-72Two beautiful palaces in Rajasthan were linked up to the Taj Lake Palace,

Udaipur, a marble dream afloat Lake Pichola an Rambagh Palace,

originally created at the height of Rajput splendour.

1974 A new company, The oriental Hotels Limited, built the Taj Coromandel

Hotel at Chennai, the finest hotel in South India.

1976

The Taj Group entered into an allied business with the Taj Flight Kitchen,

adjacent to the Santa Cruz airport.

1977

In Mumbai, The President Hotel became a part of the chain and was

transformed into one of the most successful hotels in India.

1978

The glittering Taj Mahal Hotel was inaugurated at New Delhi, which

instantly became one of the greatest success stories in the history of

hotels.

1983

The ancient city of Varanasi on the banks of the sacred Ganges became a

further link in the Taj Group of Hotels with the opening of Taj Ganges,

Benares.

1980

To coincide with the Asian Games, the gigantic Taj Palace Hotel at Delhi,

with its massive Convention Centre was opened.

1983

Another Taj Air Caterers unit was added near the Indira Gandhi

International Airport, New Delhi.

1984

Three more beautiful hotels were added to the chain - Connemara Hotel in

Chennai, The Taj West End in Bangalore - a magnificent property

sprawled over twenty acres and Savoy Hotel atop the Nilgiris at

Ootacamund, Tamil Nadu.

1985-87

Jai Mahal Palace at Jaipur and Taj View Hotel at Agra were added to the

group in 1985 - Hotel Chandela was added to the chain in 1986.

1988 The Sawai Madhopur Lodge deep in the heart of Rajasthan was a unique

addition.

1989

Taj Bengal Calcutta and Gateway Hotel on Residency Road Bangalore

was opened.

1990

Ambassador Hotel Delhi came under the umbrella of the Taj Group of

Hotels.

1991Taj Garden Retreat Conoor became another jewel in the crown.

1992In the port city of Vishakapatnam Taj Residency opened its doors.

1993Taj Residency Aurangabad, Manjarun Mangalore joined the chain.

1994

Taj Residency Ernakulam marked the 2nd hotel of the Taj group in ‘Gods

own country’ Kerala.

1995

Two hotels opened their doors; one was the Taj Residency Lucknow

located on the banks of the Gomti and the other was the spacious Taj

Residency Indore.

1996Taj Residency Nashik and Taj Garden Retreat Varkala were started to

cater to the business traveller and the leisure traveller respectively.

1997

Housing the Taj Ayurveda Centre. Taj Residency Calicut began offering

the renowned ayurvedic messages from Kerala.

1998Taj Garden Retreat Thekkady was opened - a veritable Eden as we call it.

1999 The end of the millennium marked the opening of Taj Exotica Goa

surrounded over 60 acres of beautifully landscaped gardens. The Blue

Diamond in Pune and City Inn Baramati were also added by means of

acquisition.

2000The dawn of the New Millennium brought with it two more mergers in the

city of Hyderabad The Taj Krishna and the Taj Residency.

2002Taj Exotica, Maldives was added to the family of International Taj

Properties offering facilities of resorts and spa, which attracts, many

tourists. Another huge property was added in this year in Mumbai by the

name of Taj Lands’ End in northern Mumbai (formerly a Regent property)

a huge 500 room property adding to the luxury segment of the group.

2003

2004

2005

Taj Residency Vadodara

Taj Wellington Mews, MumbaiUsha kiran PalaceTaj Exotica Resort & Spa- MauritiusTaj Green Cove resort- KovalamTaj Dennis Island SeychellesUmmed Bhawan Palace- Jodhpur- Heritage property taken over

Taj Chandigarh , Chandigarh The Pierre- New York

“CURRENT STATUS”

STRATEGIC BUSINESS UNITS (SBUs)The Taj Group of Hotels is one of the largest hotel chain in South Asia with 63 hotels in

India and abroad with a turnover of Rs. 1150 crores. The Taj Hotels operate through four

strategic business units which are; Luxury, Leisure and Business.

TAJ LUXURY HOTELSThe Taj Luxury Hotels capture the essence of the Taj experience. Located in the main

political and commercial cities of India they maintain the highest sta ndards of all the

services they offer. With exquisitely appointed rooms and modern facilities of these

hotels offer the finest standards of hospitality and service.

1. Taj Mahal Hotel - Mumbai

2. Taj Coromandel - Chennai

3. Taj Mahal Hotel - New Delhi

4. Taj Bengal – Kolkatta

5. Taj Palace Hotel – New Delhi

9. Taj Lands end, Mumbai

10. Rambagh Palace, Jaipur

11. Lake Palace, Udaipur

12. Taj West End – Bangalore

13. UK, London – 51 Buckingham

6. Crowne Plaza London- St. James

Hotel and Suites

7. Ummed Bhawan Palace Jodhpur

8. Taj Krishna – Hyderabad

Gate

14. Taj Exotica, Maldives

15. Taj Exotica Resort & Spa- Mauritius

16. Taj Wellington Mews, Mumbai17. The Pierre- New York

TAJ BUSINESS HOTELSLocated in the heart of India’s key commercial cities and towns, the hotels provide every

modern facility at particularly attractive room with international style hotels meet the

growing needs of business travellers to cities, which are rapidly industrializing and

expanding.

1. Taj President (Mumbai)

2. Taj Residency Ummed

(Ahmedabad)

3. Taj Residency (Aurangabad)

4. Taj Residency (Bangalore)

5. Taj Residency (Hyderabad)

6. Taj Residency (Calicut)

7. Taj Connemara (Chennai)

12. Taj Residency (Lucknow)

13. Taj Residency (Nashik)

14. Taj Blue Diamond (Pune)

15. Taj Residency (Vishakhapatnam)

16. Taj Residency (Vadodara)

17. Taj Palace, Dubai

18. The Pamodzi Hotel, Lusaka

(Zambia)

8. Taj Residency (Ernakulam)

9. Taj Sheba, Sanaa

10. Taj Samudra, Colombo

11. Taj Banjara (Hyderabad)

19. Airport Garden Hotel, Colombo

20. Taj Chandigarh,Chandigarh

TAJ LEISURE HOTELS

At the Taj Leisure Hotels, pleasure seekers, the curious and those simply get away from it

all can do just that. These properties include idyllic between genuine palaces, turn-of-the-

century garden retreats, hotels located in pilgrim centres and some of India’s best wildlife

sanctuary offering you experiences entirely unique in the themselves.

Taj Palace Hotels

1. Jai Mahal Palace (Jaipur)

2. Usha kiran Palace (Gwalior)

Taj Resort Hotels

3. Fisherman’s Cove {Chennai}

4. Fort Aguada Beach Resort (Goa)

5. Taj Exotica (Goa)

6. Taj Holiday Village (Goa)

7. Taj Green Cove Resort- Kovalam

Taj Garden Retreats

8. Taj Garden Retreat (Chikmagalur)

9. Taj Garden Retreat (Coonoor)

10. Taj Garden Retreat (Kumarakom)

11. Taj Garden Retreat (Madurai)

12. Taj Garden Retreat (Thekkady)

13. Taj Garden Retreat (Varkala)

Taj Cultural-Centre Hotels14. Taj View Hotel (Agra)

15. Taj Ganges (Benaras)

16. Taj Malabar (Cochin)

17. Taj Hari Mahal (Jodhpur)

18. Hotel Chandela (Khajuraho)

Taj Gateway Hotels

19. Gateway Hotel on Residency Road

(Bangalore)

Taj Other Hotels

20. Taj Kuteeram (Bangalore)

21. City Inn (Baramati)

22. Ramgarh Lodge (Jaipur)

23. Manjarun Hotel (Mangalore)

24. The Ambassador Hotel

(New Delhi)

25. Savoy Hotel (Ooty)

26. The Gir Lodge (Sasan Gir)

27. The Sawai Madhopur Lodge

(Madhopur)

28. Rawal Kot Hotel (Jaisalmer)

29. Taj Exotica, Bentota(Sri Lanka)

30. Taj Coral Reef, Maldives

31. Sohar Beach Resort , Oman

32. SMS Hotel- Jaipur

TAJ – PEOPLE PHILOSOPHY

You are an important member of the Taj family. We endeavor to select, retain and

compensate the best talent in the industry. We reward and recognize quality customer care

based upon individual and team performance. We commit to providing you with

opportunities for continuous learning and development.

We abide by fair and just policies that ensure your well-being and that of your family, the

community and the environment.

We commit to regular and formal channels of communication, which nurture openness

and transparency.

We strongly believe that you are the Taj.

TAJ COMMUNITY DEVELOPMENT PHILOSPHY

The Taj Group of Hotels is deeply committed to serve the community. We recognise that

the Company is not just another stakeholder in our businesses, but serving the community

is central to the core values we adhere to in the Taj Group.

We believe that being a good corporate citizen significantly enriches corporate purpose.

The Taj Group expresses the commitment through programmes evolved out of our core

competency in hospitality management.

We further believe that service to the people finds complete expression in the form of

corporate-volunteering because it not only revives the spirit of learning in organisations,

but also more significantly offers its transformational benefits to the employee.

We therefore strive to constantly build our professional and organisational capabilities to

strengthen our outreach to the people, particularly the under-privileged.

Taj Hotels Resorts and Palaces presents EARTH ~ Environment Awareness & Renewal at Taj Hotels gets Green Globe Certification ~

Taj Hotels, Resorts and Palaces, today a global hospitality chain with over 75 properties in over 60 locations, has been a steward of social responsibility since its founding in Mumbai, India, in 1903. As part of India’s premier business house, the Tata Group, Taj Hotels and its holding company, the Indian Hotel Company Co Ltd, are committed to serving its many local communities by furthering education and skills training, particularly among rural populations; preserving Indian art, culture and wildlife, and promoting sustainable, environmentally sound operations.

In an Endeavour to reinstate its vision and efforts to boost sustainable tourism and integrate environment management in all business areas, Taj Hotels Resorts and Palaces presents EARTH (Environment Awareness & Renewal at Taj Hotels), a project which reiterates the conscious effort of one of Asia’s largest and finest group of hotels to commit to energy conservation and environmental management. EARTH has received certification from Green Globe, the only worldwide environmental certification program for travel and tourism.

Taj Hotels has joined the internationally-recognised Green Globe benchmarking and certification system as an extension of its existing environmental policies. Taj Hotels has long recognised that as a leader it has an important contribution to make and a responsibility to demonstrate to others how they can be part of the fight against climate change.

Having implemented the Environmental Awareness and Renewal (EARTH) programme, a project which began as a conscious effort to commit to energy conservation and other sustainability strategies, Taj Hotels was one of the first groups to join the tourism industry in its efforts.

With environmental management gaining utmost importance across sectors and industries, Taj Hotels Resorts and Palaces will consciously focus on spearheading several efforts primarily in the engineering and energy conservation areas.

Currently driven by several initiatives under the Eco Taj Policy, Taj Hotels will map the best practices under EARTH and drive them across all areas of operations and new product development in the group. This also marks the Group’s efforts in continuing to build and sustain awareness of discerning customers who are socially conscious.

Green Globe will provide the EARTH project with independent and comprehensive proof of their environmental commitment through the monitoring and improvement reports Green Globe will produce for Taj Hotels each year as part of the certification procedure.

Taj Hotels commitment to sustainability has its pragmatic purposes as well With a vision to create sound environment management in its operations as well as product development strategies, Taj Hotels has always believed in improving the quality of life of the communities and has been committed to environment conservation. Caring for and protecting the environment is an essential part of corporate ethos. About Green GlobeGreen Globe is the international benchmarking and certification programme for the travel and tourism industry based on the Agenda 21 principles for Sustainable Development endorsed by 182 Heads of State at the United Nations Rio Earth Summit in 1992. . Green Globe, is the only worldwide environmental certification program for travel and tourism with participants in more than 50 countries Green Globe is managed by EC3 Global, a subsidiary of the Sustainable Tourism Co-operative Research

“VALUES”

PEOPLE

DIVERSITY, INTEGRITY & RESPECT

PASSION FOR EXCELLENCE

EXCEED EXPECTATIONS

INNOVATION

SENSE OF URGENCY & ACCOUNTABILITY

SOCIAL RESPONSIBILITY

JOY AT WORK

“TAJ CHANDIGARH, CHANDIGARH”

“Location”

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

Phone no. : 0172-5513000

Facsimile : 0172-5514000

Location : Stylish, Contemporary yet elegant Taj Chandigarh is ideally

located --in the heart of the city. It is a pioneer Five star hotel in the city

beautiful.

Taj Chandigarh is 20 minutes drive from the airport and 15 minutes from

railway station. Situated amidst 3 acres, Taj Chandigarh offers convenience

amidst a gentle ambience.

Designed by Tom Cattalo, it is a business traveler’s dream come true.

“FAMILY MEMBERS AT THE TAJ CHANDIGARH”

Mr. Anil Malhotra General Manager

Chef Neeraj chaudhary Executive Chef

Mr. mann Singh Chief Engineer

Mr. Sandeep makroo Sales Manager

Mr. Dinesh Khandka Chief Accountant

Mr. R. K Misra Purchase Manager

Mr Rajeev kumar. Human Resource Manager

Mr. ashish bali Security Manager

Mr. Sanjeev Food & Beverage Manager

Mr. Shiv Kumar Laundry Manage

Mr.Vikas Nagwani Learning and development

“FOOD & BEVERAGE OUTLETS ““(cafe17)”

All day dining restaurant is indeed a gourmet’s paradise. It is primarily a Mediterranean

eatery

The guest starts its day with the breakfast news which is projected on huge screens, lunch

with sports and dinner with pleasant candle light and soft music.

The guest can sit in open air too- an Alfresco…a romantic set up near the water body. A rare combination of fire and water.

“café 17”

“DERA”Our Indian Specialty Restaurant, open from 19:30hrs – 23:45 hrs. To relish authentic North frontier cuisine in an international outfit, visit Dera. A contemporary Indian restaurant ….serving the delicacies of Punjab, Lahore and Peshawar.An interactive live kitchen adds to its charm.

DERA LAVA BAR

“LAVA BAR”A colorful trendy lava bar brings in the exotic cocktails…and finest single malts. Adorned

with lava lamps this bar is unique in its own kind. Plays live music every evening to

ignite you. To believe the flair….a must visit!!!!

“BANQUET”Taj Chandigarh has 05 sound proof, elegantly designed banquet halls to suit your

requirement.

“THE GRAND BALL ROOM”Intricately hand woven carpets, lace wood veneer paneling and exquisite chandelier adorn

the 4500 sq ft pillar less Grand ball room, providing the perfect back drop for meetings,

conferences and social events.

The entire ball room which can accommodate up to 550 guests for an auditorium – style seating can be portioned into three halls for smaller functions

Annexe can be combined with the Grand ball room, can accommodate 55 people Capitol- A small meeting room can accommodate 20 people Forum - A 3300 sq ft terrace hall, which can accommodate up to 350 guests, opens into a green lawn and is ideal for cocktail parties

FITNESS CENTRE It is located on the first floor . It is open to the room guests and members only.

We have well equipped Health Club having most modern amenities and equipment for exercising and jogging (Gymnasium Room).

Facilities include Treadmill, Stepper, Cross trainer, Rower and upright and recumbent cycle. Flexibility, Massage section offers Swedish massage, Ayurvedic massage, Aromatherapy, Reflexology.

The Spa consists of steam rooms, chill showers .

BUSINESS CENTREBusiness Centre is located at the lobby level and it is 24-hours open. Taj Chandigarh

Business Centre furnishes entire requirements of today’s Business traveller ranging from conference rooms to services like offering high speed Wireless Internet connectivity,

Work Stations, Multimedia Computers, Laptops, Photocopiers, Scanning, Spiral Binding, Laser , Black and White and colour Printer, Courier Services, Faxes, and above all

Secretarial Services. We also provide equipment’s like O.H.P, Data Projector / LCD .

TRAVEL DESK

Open round the clock. Facilities include booking / confirmation/ cancellation of air tickets, car and coach hire, domestic and international air ticketing / rail ticketing, air charters and destination management and itinerary planning. Regarding car hire, cars are made available immediately.

“ INTRODUCTION TO PROJECT” 3. OBJECTIVES

(a) To study the satisfaction level of the employees in the organization

(b) To check the benefits and facilities provided to the employees by the organization

(c) To check the strategies follow by the organization to engage the maximum number

of Employees.

“INTRODUCTION TO HRM”Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers.

Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.

The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have -- and are aware of -- personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. Note that some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, e.g., career development, training, organization development, etc.

“Functions of human resource management”A}Understanding and relating to employees as individuals, thus identifying

individual needs and career goals.

B}Developing positive interactions between workers, to ensure productivity

and development of a uniform organizational culture.

C}Identify areas that suffer lack of knowledge and insufficient training,

D}Recruiting the required workforce and making provisions for expressed

and promised payroll and benefits

4.1 “EMPLOYEE ENGAGEMENT ”

Employee engagement, also called work engagement or worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their organization's interests.

OriginsEngagement at work was conceptualized by William A. Kahn (1990) as the ‘harnessing of organizational members’ selves to their work roles. In engagement, people employ and express themselves physically, cognitively, and emotionally during role performances. The second related construct to engagement in organizational behaviour is the notion of flow advanced by Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975) defines flow as the ‘holistic sensation’ that people feel when they act with total involvement. Flow is the state in which there is little distinction between the self and environment. When individuals are in Flow State little conscious control is necessary for their actions Employee Engagement as the extent to which workforce commitment, both emotional and intellectual, exists relative to accomplishing the work, mission, and vision of the organization. I see engagement as a heightened level of ownership where each employee wants to do whatever they can for the benefit of their internal and external customers, and for the success of the organization as a whole.Employee engagement was described in the academic literature by Schmidt et al. (1993) using data from Gallup's engagement survey. A modernized version of job satisfaction, Schmidt et al.'s influential definition of engagement was "an employee's involvement

with, commitment to, and satisfaction with work." This integrates the classic constructs of job satisfaction, and organizational commitment. Harter and Schmidt's (2003) most recent meta-analysis can be useful for understanding the impact of engagement.Linkage research (e.g., Treacy) received significant attention in the business community because of correlations between employee engagement and desirable business outcomes such as retention of talent, customer service, individual performance, team performance, business unit productivity, and even enterprise-level financial performance (e.g., Rucci at al, 1998 using data from Sears). Some of this work has been published in a diversity context . Directions of causality were discussed by Schneider and colleagues in 2003.Employee engagement is derived from studies of morale or a group's willingness to accomplish organizational objectives which began in the 1920's. The value of morale to organizations was matured by US Army researchers during WWII to predict unity of effort and attitudinal battle-readiness before combat. In the post-war mass production society that required unity of effort in execution, (group) morale scores were used as predictors of speed, quality and militancy. With the advent of the knowledge worker and emphasis on individual talent management (stars), a term was needed to describe an individual's emotional attachment to the organization, fellow associates and the job. Thus the birth of the term "employee engagement" which is an individual emotional phenomenon whereas morale is a group emotional phenomenon of similar characteristics. In other words, employee engagement is the raw material of morale composed of 15 attitudinal drivers.

Generating engagement

Recent research has focused on developing a better understanding of how variables such as quality of work relationships and values of the organization interact and their link to important work outcome 84% of highly engaged employees believe they can positively impact the quality of their organization's products, compared with only 31 percent of the disengaged. From the perspective of the employee, "outcomes" range from strong commitment to the isolation of oneself from the organization. The study done by the Gallup Management Journal has shown that only 29% of employees are actively engaged in their jobs. Those "engaged" employees work with passion and feel a strong connection to their company. About ⅔ of the business units scoring above the median on employee engagement also scored above the median on performance. Moreover, 54% of employees are not engaged meaning that they go through each workday putting time but no passion into their work. Only about ⅓ of companies below the median on employee engagement scored above the median on performance.Access to a reliable model enables organizations to conduct validation studies to establish the relationship of employee engagement to productivity/performance and other measures linked to effectiveness.

It is an important principle of industrial and organizational psychology (i.e. the application of psychological theories, research methods, and intervention strategies involving workplace issues) that validation studies should be anchored in reliable scales (i.e. organized and related groups of items) and not simply focus on individual elements in isolation. To understand how high levels of employee engagement affect organizational performance/productivity it is important to have an a priori model that demonstrates how the scales interaction. Unfortunately, the major consulting firms have ignored this basic and critical aspect. To date, the only a priori model of which I am aware is that by Dr. Paul Marciano—The RESPECT Model.There is also overlap between this concept and those relating to well-being at work and the psychological contract . As employee productivity is clearly connected with employee engagement, creating an environment that encourages employee engagement is considered to be essential in the effective management of human capital.

5. ‘‘RESEARCH DESIGN” 5.1 RESEARCH DESIGNEvery research project conducted scientifically has a specified framework that is used as

a guide in the collection of data .It it s a blue print that is followed in completing a project

research design. Ensure that economical way of data collection will be adopted and will

be relevant to problem. Research conducted without research design is likely to cost more

may also not serve the desire purpose.

To plan a research project it is necessary to anticipate all the steps, which must be

undertaken to complete it successfully. These steps have their own incivility but they are

interrelated with each other so that while planning for a particular step the researcher

keeps in mind all other steps as well in other words, it can be said that the first must be

planned with second and so on keeping in the integrated nature of the steps.

All these steps may be put together under the research design in planning a

research project, it has to be seen that each steps to be planned in a particular manner and

then study should be undertaken.

Researcher must prepare a plan for each of the research design.

DATA COLLECTION DATA ANALYSIS

LIMITATION OF RESEARCH

Each of the research has a source of error. But due care has

been taken to minimize these error in the best possible manner. This study

certainly cannot be an ideal one but I have done my best to make the fair

attempt.

5.2 REVIEW OF PROCESS (HRM)

HR Department handles the functions and responsibilities which no one else either

wants or is capable of doing. From recruiting to orienting new employees, from writing

job descriptions to tracking attendance, and from instituting and monitoring policies to

monitoring benefits, there has been a need for an HR generalist to assist senior

management in both establishing a structure to holding down costs of administration. It is

thus one of the core department of the organisation which handles all the grievances of

the emolyees as well.

HR Systems · A Management style which is participative and consensus based.

· A Work culture which is open, informal & collaborative.

· A Communication style, which is open and not bound by traditional hierarchies.

· A Compensation & Benefits package which rewards and recognizes the best.

5.3 “SCOPE OF STUDY”The project will be a learning device for business management students. Through this

project we will study the process of employee engagement in which one will be able to

determine that how employees are fully involved in the organization with enthusiasm in

his/her work.

The upcoming managers can take benefits from our views and

recommendations. At least they could get some hints and get better off.

5.4 DATA COLLECTIONThe step that follows sample design in research process is that of data collection. The

selection of data is a critical point in the research process. There are two basic sources of data collection:-

1. PRIMARY SOURCES

2. SECONDARY SOURCES

PRIMARY SOURCES:Information obtained from original sources by the researcher. Primary data can be

gathered slowly at high cost. But it offers much greater accuracy and reliability. It is

personally developed and it gives the latest information. The primary data is collected

from external sources by the researcher.

In primary data collection, you collect the data yourself using methods such as interviews and questionnaires. The key point here is that the data you collect is unique to you and your research and, until you publish, no one else has access to it.

There are many methods of collecting primary data and the main methods include:

questionnaires

interviews

focus group interviews

observation

case-studies

diaries

critical incidents

portfolios.

SECONDARY SOURCES:It is compiled some other than the researcher (not personally developed) for purpose

not directly related to the research currently under consideration. It is already

existing. It is published or semi published data. It must be relevant to research under

study.

Secondary data is readily available for processing. It saves time and is cheaper source

of data; unit cost of information is low.

In this project the data is collected through the secondary sources.

Sources for data collection:-

1. Associates of the organization.

2. HR department.

3. Learning & Development department.

INTERNET

Search engine:-i) Google search

ii) Alta Vista Search

iii) MSN

WEBSITES:-

http://en.wikipedia.org/wiki/employee.engagement

http://www.hrprofessor.com/

http://humanresourse.about.com/od/glossary/f/hr_mgt.hrm

http://brent.tvu.ac.uk/dissguide/hm1u3/hm1u3text3.htm

http://ebn.bmj.com/content/3/3/68.extract

http://www.managementstudyguide.com/secondary_data.htm

5.6 “DATA ANALYSIS”The collected data itself does reveal nothing until it is arranged and tabulated in

systematic form by researcher. Then arranged data is analyzed so that information can be

drawn from the data by applying various mathematical & stastical tools, trends analysis

line, graphs & pie diagrams.

MATHEMATICAL & STASTICAL TOOLSVarious mathematical & statistical tools are used such as for tabular analysis percentage

and average was calculated to draw the inferences. It is a very scientific and perfect

analysis in the present study to support the inferences drawn from the tabulated data.

“LIMITATIONS OF RESEARCH”Although great care is taken to reduce the errors during the study but there is always a

chance of error. Study was totally dependent upon secondary data collected upon the

primary as well as the secondary source of data that was collected from various sources.

May be the data provided by the organization may not be correct as it is based upon

individual’s perception and experience.

6. EMPLOYEE ENGAGEMENTEmployee engagement is the level of commitment and involvement an employee has towards their organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. It is a positive attitude held by the employees towards the organization and its values. The paper focuses on how employee engagement is anAntecedent of job involvement and what should company do to make the employees engaged.

“ASPECTS OF EMPLOYEE ENGAGEMENT”

Three basic aspects of employee engagement according to the global studies are:-a) The employees and their own unique psychological make up and experience

b) The employers and their ability to create the conditions that promote employeeEngagementc) Interaction between employees at all levelsThus, it is largely the organization’s responsibility to create an environment and cultureConducive to this partnership, and a win-win equation.

Categories of Employee Engagement

According to the Gallup the Consulting organization there are there are different types of people.

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

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

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

Importance of EngagementEngagement is important for managers to cultivate given that disengagement or alienation is central to the problem of workers’ lack of commitment and motivation. Meaningless work is often associated with apathy and detachment from ones Works. In such conditions, individuals are thought to be estranged from their selves. Other Research using a different resource of engagement (involvement and enthusiasm) has linked it to such variables as employee turnover, customer satisfaction – loyalty, safety and to a lesser degree, productivity and profitability criteria.

Other factors

Equal Opportunities and Fair TreatmentThe employee engagement levels would be high if their bosses (superiors) provide equal opportunities for growth and advancement to all the employees

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

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

Health and SafetyResearch indicates that the engagement levels are low if the employee does not feelsecure while working. Therefore every organization should adopt appropriate methodsand systems for the health and safety of their employees.

Job SatisfactionOnly a satisfied employee can become an engaged employee. Therefore it is veryessential for an organization to see to it that the job given to the employee matches hiscareer goals which will make him enjoy his work and he would ultimately be satisfiedwith his job.

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

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

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

How to measure Employee Engagement?

Gallup research consistently confirms that engaged work places compared with leastEngaged are much more likely to have lower employee turnover, higher than averageCustomer loyalty, above average productivity and earnings. These are all good things thatProve that engaging and involving employees make good business sense and buildingShareholder value. Negative workplace relationships may be a big part of why so manyEmployees are not engaged with their jobs.

Step I: ListenThe employer must listen to his employees and remember that this is a continuousProcess. The information employee’s supply will provide direction. This is the only wayto identify their specific concerns. When leaders listen, employees respond by becomingmore engaged. This results in increased productivity and employee retention. EngagedEmployees are much more likely to be satisfied in their positions, remain with theCompany, be promoted, and strive for higher levels of performance.

Step II: Measure current level of employee engagementEmployee engagement needs to be measured at regular intervals in order to track itsContribution to the success of the organisation.But measuring the engagement (feedback through surveys) without planning how tohandle the result can lead employees to disengage. It is therefore not enough to feel thepulse—the action plan is just as essential.

Knowing the Degree in which Employees Are Engaged?Employee engagement satisfaction surveys determine the current level of employeeengagement. A well-administered satisfaction survey will let us know at what level ofengagement the employees are operating. Customizable employee surveys will providewith a starting point towards the efforts to optimize employee engagement.The key to successful employee satisfaction surveys is to pay close attention to thefeedback 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. The employee survey is a diagnostic tool of choice in the battle for the hearts of employees. Studies of Gallup, Mercer, Hewitt and Watson Wyatt (consulting companies) asked workers number of questions relating to their job satisfaction. Gallup being one of oldest the consulting organisation {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.

Step III: - Identify the problem areasIdentify the problem areas to see which are the exact areas, which lead to disengagedEmployees

Step IV: Taking action to improve employee engagement by acting upon the problem areasNothing is more discouraging to employees than to be asked for their feedback and see no movement toward resolution of their issues. Even the smallest actions taken to address concerns will let the staff know how their input is valued. Feeling valued will boost morale, motivate and encourage future input. Taking action starts with listening to employee feedback and a definitive action plan will need to be put in place finally .

11.COMMENTS BY MENTOR

Will be attached in the hard copy…..

12.CONCLUSION

In the present scenario in each and every organization employee

engagement plays a very vital role. An employee should have a level

of commitment and envolvement towards their organization and its

values. An engaged employee is aware of the business context and

work with collegues to improve performance within a job. The

organization must work to develop and nurture engagement which

requires a two way relationship between employer and employee.

13.BIBLOGRAPHY

INTERNET Search engine:-

i) Google search

ii) Alta Vista Search

iii) MSN

iv) Company Brochure

v) www.tajhotels.com

14. WEBSITES:-

http://en.wikipedia.org/wiki/employee.engagement

http://www.hrprofessor.com/

http://humanresourse.about.com/od/glossary/f/hr_mgt.hrm