S.K.R. Degree & PG Women College

Department Of Management Studies

Rajahmundry

Name of the student : OGURI ANUSHA

Register number : 109267702068

Specialization : Human Resource Management

Topic : A Study On Employee Engagement With Reference To The Gate Way Hotel Vishakapatnam

Place : Vishakapatnam

Signatures of the Guide Signature of the Candidate

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Contents

Chapter:1 Introduction

Need for the study

Scope of the study

Objectives of the study

Methodology of the study

Limitations of the study

Chapter:2 Company profile

Chapter:3 Theoritical aspects of the study

Chapter:4 Findings& Suggestions

Chapter:5 Bibliography

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Introduction of HRM

Human Resource Management is concerned with human beings, which are the

energetic elements of management .The success of any organization or enterprise

will depend upon the ability, strength and motivation of person’s in it.

The human resource management refers to systematic approach to the problems

in any organization . It concerned with work life balance of personnel.

Human resources are the most important assets of an organization. It ensures

sufficient supply, proper quality and as well as effective utilization of human

resources. In order to meet human resource needs, and the organization will

have to plane in advance about requirements and the resources, etc… The

organization may also have to undertake work life balance.

Human resource management includes the inventory of present

manpower in the organization .In case sufficient number of persons is not

available in the organization then external sources are also identified for employed

them. Human resources management lays emphasis on better working conditions

and also ensures the employment of proper work force.

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Methodology of the study

The method which was used in the analysis of the survey was the quantitative and

qualitative analysis. The survey was done in following ways:-

a. Questionnaire: The questionnaire was made keeping in mind all aspects of

associates and their working environment.

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b. Interaction with the employee: The survey was done by interacting with

each employee during filling of questionnaire, as to know their opinion

if they are not satisfied then what are the reasons.

c. Secondary data collection: Beside the primary data collection there was

also collection of secondary data.

d. Sample size: Total 150 Questionnaire was given out of which only 96

responded

Thus the sample size which is taken into consideration was 96

Sample technique: simple sampling

1. Survey Area: The survey was done in the selected branches of Muthoot

finance ltd. in east and west Godavari districts itself as the project concentrates

on employee engagement.

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Need for the study

There are many works which have been done in the employee engagement context.

Many literatures have been published. Employee engagement has become an

upcoming topic which has captured the market. A summary of the core ideas

coming from this literature would include the following:

There is a positive correlation between actively engaged associates and

effective business outcomes (customer satisfaction, team involvement, work

efficiency, future retention)

In general, actively engaged associates manage stress better and enjoy better

overall health than those who are actively disengaged (burning out).

There is a crossover (contagion) of positive or negative dynamics between

an actively engaged (or actively disengaged) employee and their work

mates, clients and/or family.

This study aims at understanding if ‘employee engagement program’ in small sized

BPO has enhanced the workforce performance and thereby improved corporate

success.

The result indicated that

• The components of employee engagement were significant and positive in their

relationship with organizational performance

• ‘Compensation structure’ and ‘shared values’ influenced the organizational

performance to the extent of 35% and overall influence of Employee engagement

program is 74% which confirms that good employee oriented environment

complemented with excellent HR practices enhances performance

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Objectives of the study

To study the systems and procedures followed for different activities.

To study the engagement programs required in the organization.

To briefly explain, the engagement programs which are conducted in the

hotel

To study the role and function of each program in detail

To examine the job satisfaction of associates.

To study the motivational programs of the organization.

To examine the employee retention.

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Scope of the study

This study is mainly done to get a brief idea about the employee engagement

programs of Gateway hotel.

It will help the Gateway hotel to know programs that should be conducted so

that they can satisfy their associates and retain them. Finally there would be

prosperity of the organization.

It will give some decisive information to the hotel that should be taken care

of.

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Limitation of the study

1. This project specially deals with the employee engagement programs of the

hotel and hence is calculated, well defined based on facts.

2. All the departments are covered but not all the associates, as there was less

time and even some been on leave. Despite researcher’s best efforts to

provide the most of data and accurate data, there is a possibility of a lag in

this regard due to lack of time and busy schedule of the company.

3. With regards to researcher’s primary data used in the form of questionnaire

filled by the associates; despite researcher’s best efforts to get unbiased

information from them, there may be a lag in opinions expressed by them

due to various personal as well as professional reasons that would be beyond

researcher’s scope to deal with.

4. Even, as total number of associates in the hotel is 117 only so, the sample

size of the research became less that is only 96. This was also due to the

response which was given by the associates.

5. In addition to this researcher faced the problem of language, as language is

an important means to communication and as most of associates were

comfortable with their local language, so a bit of problem was faced by

researcher to make them understand.

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Company Profile

Taj Hotel

The Indian Hotels Company Limited (IHCL) and its subsidiaries are collectively known

as Taj Hotels Resorts and Palaces and are recognized as one of Asia's largest and finest

hotel company. Incorporated by the founder of the Tata Group, Mr. Jamsetji N. Tata, the

company opened its first property, The Taj Mahal Palace Hotel, Bombay in 1903. The

Taj, a symbol of Indian hospitality, completed its centenary year in 2003.

Taj Hotels Resort and Palaces comprises more than 60 hotels in 45 locations across India

with an additional 15 international hotels in the Malaysia, United Kingdom, United States

of America, Bhutan, Sri Lanka, Africa, the Middle East and Australia.

Spanning the length and breadth of the country, gracing important industrial towns and

cities, beaches, hill stations, historical and pilgrim centres and wildlife destinations, each

Taj hotel offers the luxury of service, the apogee of Indian hospitality, vantage locations,

modern amenities and business facilities.

IHCL operate in the luxury, premium, mid-market and value segments of the market

through the following:

Taj (luxury full-service hotels, resorts and palaces) is our flagship brand for the

world’s most discerning travelers seeking authentic experiences given that luxury

is a way of life to which they are accustomed. Spanning world-renowned

landmarks, modern business hotels, idyllic beach resorts, authentic Rajput palaces

and rustic safari lodges, each Taj hotel reinterprets the tradition of hospitality in a

refreshingly modern way to create unique experiences and lifelong memories.

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The Gateway Hotel

The Gateway Hotel, a hotel designed with the modern nomad, in mind. The

Gateway Hotel, believes in keeping things simple. This is why; these hotels are

divided into 7 simple zones-

Stay, Hangout, Meet, Work, Workout, Unwind and Explore. But perhaps more

importantly, they are designed keeping in mind the guests busy schedule and the

fact that everyday has just 24 hours. Be it their round the clock services or menus

that help the guests take advantage of what everyday has to offer, their focus is

always on creating sanctuaries that refresh, refuel and renew the modern day

traveler.

The Gateway Hotel today is in 20 cities with plans to open in many more. They

currently have 33 operating and signed up hotels. They plan to take this number to

at least 50 operating hotels in the next three years. So that, no matter where the

person goes, they are never far away from a stay that soothes and excites.

As travel often means more hassle than harmony, more stress than satisfaction,

modern travelers are looking for smarter choices. Driven by their passion for

perfection, these hotels welcome their customers to a refreshingly enjoyable and

hassle-free experience, anytime, everywhere. Offering the highest consistency in

quality, service and style they set new standards and take the unwanted surprises

out of traveling. Their warm welcomes make their guests feel at home, away from

home and our crisp and courteous service empowers them to get more done with

greater effectiveness and control. And through our unrivalled network they provide

service that is effortless, simple, never overwhelming and always warm.

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Their brand signature is a clean, legible word mark that denotes warmth, welcome

and trust. They use upper case typography to provide a sense of security,

professionalism and consistency. Their distinctive visual style is crisp, courteous,

warm and welcoming, captures their values and sets them apart from the

competition.

The colour palette of Red, grey and white gives the brand a simple, bold, stylish

and welcoming look.

These hotels are flexible, on the move, and instantly responsive. They work around

the clock and around guests schedules. They have a 24*7 attitude and are about

active and healthier choices. They are about flexibility and freedom. Freedom to

make whatever demands guest want of them so that customers can go about their

business uninterrupted.

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Theoretical aspects of the study

Introduction

For several years now, 'employee engagement' has been a hot topic in corporate

circles. It's a buzz phrase that has captured the attention of workplace observers

and HR managers, as well as the executive suite. And it's a topic that employers

and associates alike think they understand, yet can't articulate very easily. No

wonder, it turns out that all that employee engagement research undertaken over

the past few years has defined the term differently, and as a result, came up with

different key drivers and implications.

Employee Engagement is currently a popular subject in the public service as well

as in the wider business world. It is heralded by some as the next way to increase

productivity and decrease costs. Yet it is a holy grail that few seem to uncover.

What it is seems simple, but achieving it takes dedication, communication and a

sincere will to change.

Definitions

Employee Engagement: “a heightened emotional connection that an employee

feels for his or her organization that influences him or her to exert greater

discretionary effort to his or her work “(Conference Board in Soldati, 2007)”

According to Soldati (2007) four recent major studies agreed on these eight key

drivers of Employee Engagement:

Trust and integrity – How well managers communicate and 'walk the talk'.

Nature of the job – Is it mentally stimulating day-to-day?

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Line of sight between employee performance and company performance –

Does the employee understand how their work contributes to the company's

performance?

Career Growth opportunities – Are there future opportunities for growth?

Pride about the company – How much self-esteem does the employee feel by

being associated with their company?

Coworkers/team members – Significantly influence one's level of engagement

Employee development – Is the company making an effort to develop the

employee's skills? Furthermore, according to Schmidt and Marson (2006),

Employee Engagement encompasses two distinct yet related factors:

Employee Satisfaction – the level of contentment or happiness a person assigns

to:

Attributes of their job/position,

Their organization, and

Strive to improve the organization’s results.

Engagement at work was conceptualized by 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 behavior 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.

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When individuals are in Flow State little conscious control is necessary for their

actions.

Engagement is most closely associated with the existing construction of job

involvement

Furthermore engagement entails the active use of emotions. Finally engagement

may be thought of as an antecedent to job involvement in that individuals who

experience deep engagement in their roles should come to identify with their jobs.

Employee engagement has given important to all three aspects physically,

cognitively and emotionally. In job satisfaction, importance has being more given

to cognitive side. HR practitioners believe that the engagement challenge has a lot

to do with how employee feels about the about work experience and how he or she

is treated in the organization. It has a lot to do with emotions which are

fundamentally related to drive bottom line success in a company. There will

always be people who never give their best efforts no matter how hard HR and line

managers try to engage them. “But for the most part associates want to commit to

companies because doing so satisfies a powerful and a basic need in connect with

and contribute to something significant”.

Aspects of Employee Engagement

Three basic aspects of employee engagement according to the global studies are:-

The associates and their own unique psychological makeup and experience

The employers and their ability to create the conditions that promote

employee engagement

Interaction between associates at all levels.

.Categories of Employee Engagement

In an organization there are there are different types of people:-

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Engaged--"Engaged" associates 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 associates 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. Associates 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" associates 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 workers can cause great damage to an organization's

functioning.

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Importance of Engagement

Engagement is important for managers to cultivate given that disengagement

oralienation 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 andprofitability

criteria.

An organization’s capacity to manage employee engagement is closely related to

its ability to achieve high performance levels and superior business results.

Some of the advantages of Engaged associates are:

Engaged associates 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.

They form an emotional connection with the company. This impacts their

attitude towards the company’s clients, and thereby improves customer

satisfaction and service levels

It builds passion, commitment and alignment with the organization’s

strategies and goals

Increases associates’ trust in the organization

Creates a sense of loyalty in a competitive environment

Provides a high-energy working environment

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Factors of Engagement

Many organizational factors influence employee engagement and retention such as:

A culture of respect where outstanding work is valued

Availability of constructive feedback and mentoring

Opportunity for advancement and professional development

Fair and appropriate reward, recognition and incentive systems

Availability of effective leadership

Clear job expectations

Adequate tools to complete work responsibilities

High levels of motivation

Many other factors exist that might apply to your particular business and the

importance of these factors will also vary within your organization.

Essentials of engagement

How will you know to what degree your associates are engaged? The first step is to

determine the current level of employee engagement. The best tool to determine

this base line is a comprehensive employee satisfaction survey. A well

administered satisfaction survey will let you know at what level of engagement

your associates are operating. Customizable employee surveys will provide you

with a starting point towards your efforts to optimize employee engagement.

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The key to successful employee satisfaction surveys is to pay close attention to the

feedback from your staff. This is the only way to identify their specific concerns.

When leaders listen, associates respond by becoming more engaged. This results in

increased productivity and employee retention.

Findings & suggestions

Engagements are likely be ineffective, unless several factors are present in the

organization. The following recommendations should be taken into consideration:

Good communication between the associates and the H.O.Ds and Managers.

As suggested by some of the associates monthly/quaterly interaction should

be there so that H.O.Ds and Managers can come to know about the problems

and requirements of the associates. And thus it will lead to more satisfaction

level and finally performance rate will increase.

The salary should also be taken into consideration. It should be according to

the industry benchmark.

Good training programs should be there for the associates so that they can

have good skills to handle their job.

More facilities should be provided to the associates. Medical facility should

also be provided for FTC. As suggested by the associates there should more

space in locker room and even the number of locker should be increased and

the meal timings should also be taken into consideration especially the

dinner timing with the varieties in the menu.

The HR policies should be clear and also should be practice with a bit of

flexibility.

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Some more involvement and views of the associates can be taken into

consideration while formulating the engagement programs.

There should be inter-department knowledge classes for all the associates so

that when there is the need of help no second thought has to be given.

Working hour also should be taken into consideration so that associates can

work with fresh mind and body which will result into good performance.

More stress should be given on how the employees get associated with the

organization, so that both individual and organization grow together.

Number of employees should be increased so that the stress and the load of

job will reduce and thus the associates will show more zeal and dedication

towards their work.

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Bibliography

1. Bakker, A.B., Demerouti, E. & Schaufeli, W.B. (2005) The crossover of

burnout and work engagement among working couples. Human Relations,

58, 661-689.

2. Bakker, A.B., Schaufeli, W.B., Demerouti, E. & Euwema, M.C. (2007). An

organizational and social psychological perspective on burnout and work

engagement. In M. Hewstone, H. Schut, J. de Wit, K. van den Bos & M.

Stroebe (Eds.), The scope of social psychology: Theory and applications

(pp.229-252). Andover, UK: Psychology Press.

3. Bakker, A.B., Van Emmerik, H. & Euwema, M.C. (2006). Crossover of

burnout and engagement in work teams. Work and Occupations, 33, 464-

489.

4. Demerouti, E., Bakker, A.B., Janssen, P.P.M. & Schaufeli, W.B. (2001).

Burnout and engagement at work as a function of demands and control.

Scandinavian Journal of Work, Environment & Health, 27, 279-286.

5. Durán, A., Extremera, N. & Rey, L. (2004). Engagement and burnout:

Analyzing their association patterns. Psychological Reports, 94, 1084-1050

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6. www.tajhotels.com

7. Human Rsourse Management Book by Garry Dassler and Biju Varkkey

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