A STUDY ON EMPLOYEE ENGAGEMENT FOR OPTIMIZING

ORGANIZATIONAL PERFORMANCE AT TATA MOTORS URS

KAR SERVICE CENTER [P] LTD – MYSORE.,

A DISSERTATION SUBMITTED TO THE PG DEPARTMENT OF SOCIAL WORK JSS

COLLEGE OF ARTS, COMMERCE & SCIENCE, OOTY ROAD, MYSURU
IN PARTIAL FULFILMENT OF MSW COURSE

Submitted by

ANUSHA H.R.
[Link].JMS18001
IV SEM MSW

Research Supervisor

Dr. KUMUDINI ACHCHI

ASSISTANT PROFESSOR
PG DEPARTMENT OF SOCIAL WORK

PG DEPARTMENT OF STUDIES IN SOCIAL WORK

JSS COLLEGE OF ARTS, COMMERCE AND SCIENCE
An Autonomous College Under University of Mysore
Re-accredited by NAAC with ‘A’ Grade
Recognized by UGC Under the Scheme College with Potential for Excellence
[Link]-0821-2548379/2548236 Email:jssautonomous@[Link], Website:[Link]

APRIL 2020
 DECLARATION
I hereby declare that this dissertation entitled “A STUDY ON EMPLOYEE
ENGAGEMENT FOR OPTIMIZATING ORGANAZATIONAL
PERFORMANCE AT TATA MOTORS URS KAR SERVICE CENTER (P)
Ltd MYSORE.,” is the result of investigation for the fulfillment of Master Social
Work. The entire work was carried out by me under the guidance and supervision
of Dr. Kumudini Achchi Assistant Professor of the PG Department of Social
Work, JSS College of Arts Commerce And Science, Ooty Road, Mysuru.

Further I declare that this dissertation either in full or part has not been previously
submitted for the award of any degree or diploma or such other similar title to any
university or institution.

(Dr. Kumudini Achchi) (Anusha H.R)

Signature of the Supervisor Signature of the Student

HEAD OF THE DEPARTMENT

PRINCIPAL
 ACKNOWLEDGEMENT
The study will be incomplete without acknowledgement of my sincere gratitude to all those have
contributed to the study.

I would like to express my sincere gratitude to [Link] JSS college

of Arts, Commerce and Science Ooty Road, Mysuru, for having been a constant
source of inspiration.
First and foremost I would like to express my sincere gratitude to Prof. M MAHADEVAPPA
PRINCIPAL, JSS COLLEGE OF ARTS, COMMERCE AND SCIENCE OOTY ROAD
MYSURU, for having been a constant source of inspiration.

I express my profound and sincere gratitude to HOD PG-Department of Social Work Dr. M P
SOMASHEKAR, for his support.

I express my heartfelt gratitude to our beloved guide Dr. KUMUDININ ACHCHI,

ASSISTANT PROFESSOR, PG Department of Social Work, for her valuable and timely
guidance and suggestions throughout my study.

I thank Mis. AMOOLYA NUTHAN, HR MANAGER, TATA Motors URS Kar Service
Centre (P) Ltd ., for giving permission and encouragement for successful completion of my
dissertation.

My special thank to Mr. NIHIN .N , HR-EXECUTIVE, TATA Motors Urs Kar Service
Centre (P) Ltd., for his genuine help.

I thank all the HR department staff members and all the employees of TATA Motors Urs Kar
Service Centre (P) Ltd.,

I also thank my parents and friends who have been a source of inspiration and support in the
pursuance of the study.

Date:
Place: Mysuru ANUSHA H.R
 CONTENTS
CHAPTER TITLE PAGE
NO NO

I Introduction 1-06

II Review of Literature 7-18

III
Company Profile 19-33

IV Research Methodology 34-37

V Analysis Results & 38-57

Discussion

VI Summary of Findings, Suggestions & 58-60

Conclusion

Bibliography 61
VII

Appendix 62-66
 CHAPTER-1
INTRODUCTION
 Chapter-I
Introduction
Employee engagement is an emerging topic and one which has stimulated much debate among
HR consulting practitioners in recent years . It has become one of the most leading priorities of
human resource practitioners and senior managers in the corporate world . In a world that is
changing both in terms of global nature of work and diversity of the workforce, engaged
employees may be a key to competitive advantage for organizations . Employee engagement is
the key focus of both business entrepreneurs and academic researchers and is an issue of modern
business environment . The organization which understands the conditions that enhance
employee engagement will have accomplished something that competitors will find very difficult
to imitate. Human resources are important assets of every organization and key aspect of
organization is concerned with making the best use of all of its man power resources. It is about
maximizing organization assets in order to gain competitive advantage in the marketplace . In
this global competitive world, each and every organization desires to gain the competitive
advantage over others and employee engagement is the best technique to achieve that advantage
In the present business scenario, employee engagement is considered as an important HR
practice that organizations can use in order to cope with the uncertainty of organizational
conditions and play a central role in improving its efficiency.

Employee engagement is the level of commitment and involvement of an employee towards their
organization and its values. In engagement, employees will express themselves physically,
cognitively, and emotionally during role performances. An engaged employee is aware of
business context, and works with colleagues to improve performance within the job for the
benefit of the organization. The organization must work to develop and nurture engagement,
which requires a two-way relationship between employer and employee.’ Thus Employee
engagement is a barometer that determines the association of a person with the organization.
Engagement is most closely associated with the existing construction of job involvement. Job
involvement is defined as the degree to which the job situation is central to the person and his
other identity. Job involvement results form a cognitive judgment about the needs satisfying
abilities of the job. Jobs in this view are tied to one’s self image. Engagement is concerned more
with how the individual employees his/her self during the performance of his / her job.

DEFINITION

1. “The emotional commitment the employee has to the organization and its goals.” Kevin
Kruse, Forbes Contributor and NY Times Best Selling Author
2. “The art of getting people to believe what you want them to believe.” Jim Whitehurst, CEO
of Red Hat
3. “Emotional connection an employee feels toward his or her employment organization, which
tends to influence his or her behaviors and level of effort in work-related activities.” Business
Dictionary
4. “A business management concept that describes the level of enthusiasm and dedication a
worker feels toward his/her job. Engaged employees care about their work and about the
performance of the company, and feel that their efforts make a difference.” Investopedia
5. ” Employee engagement is the emotional attachment employees feel towards their place of
work, job role, position within the company, colleagues and culture and the affect this
attachment has on wellbeing and Productivity . ‘HR ZONE’
6. An emergent and working condition as a positive cognitive, emotional, and behavioral state
directed toward organizational outcomes. Michel shuck and Karen wallard .

Categories of Employee Engagement

According to the global the Consulting organization there are three different types of people:-

Engaged:-
Engaged employees are builders. They want to know the desired expectations for 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 an comes 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.

Actively Disengaged:-
The actively disengaged employees are the cave dwellers." They are Consistently against
Virtually Everything." They are not just unhappy at work; they're busy acting out their
unhappiness. 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.

Importance of Engagement

Engagement is important for managers to cultivate the disengagement or alienation is central to

the problem of workers’ lack of commitment and motivation (Aktouf). Meaningless work is
often associated with apathy and detachment from one works (Thomas and Velthouse). In such
conditions, individuals are thought to be estranged from their selves (Seeman, 1972) .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 (Harter, Schnidt & Hayes, 2002).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 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.
➢ 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 employees’ trust in the organization
➢ Creates a sense of loyalty in a competitive environment
➢ Provides a high-energy working environment
➢ Boosts business growth
➢ Makes the employees effective brand ambassadors for the company
A highly engaged employee will consistently deliver beyond expectations. In the workplace
research on employee engagement (Harter, Schmidt & Hayes, 2002) have repeatedly asked
employees ‘whether they have the opportunity to do what they do best everyday’. While one in
five employees strongly agree with this statement. Those work units scoring higher on this
perception have substantially higher performance .Thus employee engagement is critical to any
organization that seeks to retain value employees. The Watson Wyatt consulting companies has
been proved that there is an intrinsic link between employee engagement, customer loyalty, and
profitability. As organizations globalize and become more dependent on technology in a virtual
working environment, there is a greater need to connect and engage with employees to provide
them with an organizational ‘identity.’

Factors Leading to Employee Engagement

Studies have shown that there are some critical factors which lead to Employee Engagement.

Career Development- Opportunities for Personal Development

Organizations with high levels of engagement provide employees with opportunities to develop
their abilities, learn new skills, acquire new knowledge and realize their en companies plan for
the career paths of their employees and invest in them in this way their people invest in them.

Career Development – Effective Management of Talent

Career development influences engagement for employees and retaining the most talented
employees and providing opportunities for personal development
Employees need to feel that the core values for which their companies stand are
Unambiguous and clear.

Leadership – Respectful Treatment of Employees

Successful organizations show respect for each employee’s qualities and contribution –regardless
of their job level.

Leadership – Company’s Standards of Ethical Behavior

A company’s ethical standards also lead to engagement of an individual.

Empowerment
Employees want to be involved in decisions that affect their work. The leaders of high
engagement workplaces create a trustful and challenging environment, in which employees are
encouraged to dissent from the prevailing orthodoxy and to input and innovate to move the
organization forward.

Image
How much employees are prepared to endorse the products and services which their company
provides its customers depends largely on their perceptions of the quality of those goods and
services. High levels of employee engagement are inextricably linked with high levels of
customer engagement The employee engagement levels would be high if their bosses (superiors)
provide equal opportunities for growth and advancement to all the employees

Health and Safety

Research indicates that the engagement levels are low if the employee does not feel secure while
working. Therefore every organization should adopt appropriate methods and systems for the
health and safety of their employees.

Job Satisfaction
Only a satisfied employee can become an engaged employee. Therefore it is very essential for an
organization to see to it that the job given to the employee matches his career goals which will
make him enjoy his work and he would ultimately be satisfied with his job.

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

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

Co-operation
If the entire organization works together by helping each other i.e. all the employees as well.

Aspects of Employee Engagement

Three basic aspects of employee engagement according to the global studies are:-
• The employees and their own unique psychological makeup and experience
• The employers and their ability to create the conditions that promote employee
• Engagement.
• Interaction between employees at all levels.
• Thus it is largely the organization’s responsibility to create an environment and culture
conducive to this partnership, and a win-win equation.
 CHAPTER-2
REVIEW OF LITERATURE
 Chapter-II
Review of Literature
In the previous chapter , the research has discussed about the introduction and statement of
problem . Research objectives, purpose , importence , aims and types of the study have been
discussed in the previous chapter . The chapter ends with significance and limitations of the
study followed by the structure of the research .

The present chapter based upon review of literature on the subject matter of employee
engagement from various aspects within the constraints of limited data and research materials .
This chapter provides a conceptual understanding of employee engagement, its importance and
impact on organizational performance . The following literature review consists of research
papers , articles , governmental and institutional report , books , magazine , newsletters and
newspapers etc .

One of the first challenges presented by the literature is the lack of a universal definition of
organization members’ selves to their work roles; in engagement, people employ and express
themselves physically, cognitively, and emotionally during role performances”. The cognitive
Aspects of employee engagement concerns employees’ beliefs about the organization, its leaders
and working conditions. The emotional aspect concerns how employees feel about each of those
three factors and whether they have positive or negative attitudes toward the organization and its
leaders. The physical aspect of employee engagement concerns the physical energies exerted by
individuals to accomplish their roles. Thus, According to Kahn (1990), engagement means to be
psychologically as well as physically present when occupying and performing an organizational
role. Most often employee engagement has been defined as emotional and intellectual
commitment to the organization (Baumruk 2004, Richman 2006 and Shaw 2005) or the amount
of discretionary effort exhibited by employees in their job (Frank et al 2004). Although it is
acknowledged and accepted that employee engagement is a multi-faceted construct, as
previously suggested by Kahn (1990), Truss et al (2006) define employee engagement simply as
‘passion for work’, a psychological state which is seen to encompass the three dimensions of
engagement discussed by Kahn (1990), and captures the common theme running through all
these definitions. The existence of different definitions makes the state of knowledge of
employee engagement difficult to determine as each study examines employee engagement
under a different protocol. In addition, unless employee engagement can be universally defined
and measured, it cannot be managed, nor can it be known if efforts to improve it are
working(Ferguson 2007). This highlights the problems of comparability caused by differences in
definition discussed by Kahn (1990), and captures the common theme running through all these
definitions. The existence of different definitions makes the state of knowledge of employee
engagement difficult to determine as each study examines employee engagement under a
different protocol. In addition, unless employee engagement can be universally defined and
measured, it cannot be managed, nor can it be known if efforts to improve it are
working(Ferguson 2007). This highlights the problems of comparability caused by differences in
definition.
Furthermore, whilst it is acknowledged that employee engagement has been defined in many
different ways, it is also argued the definitions often sound similar to other better known and
established constructs such as ‘organizational commitment’ and ‘organizational citizenship
behavior’ (OCB) (Robinson et al 2004). Thus Robinson et al (2004) defined engagement as ‘one
step up from commitment’. As a result, employee engagement has the appearance of being yet
another trend, or what some might call “old wine in a new bottle”.

Aswathappa (2005) said that engagement is a way through which employees working together
are helped and motivated to achieve and develop their technical, managerial and behavioural
knowledge, skills and abilities in achieving the organizational objectives and goals. In his study,
Saks (2006) defines ‘employee engagement’ as the extent to which an individual is attentive and
absorbed in their role of performance. It is the positive feeling that employees have towards their
jobs and also the motivation and effort that they put into it. ‘Employee engagement’ is a
technique for the successful functioning and improvement in organizational performance. It is
about developing opportunities for the workers to connect with colleagues, manager and
organization. Konard (2006) has found that engagement is reflected when employees express
themselves physically, cognitively and emotionally with their work and organization.

Business to Business International (n.d.) has defined that employee engagement is a mixture of
commitment with the organization, its value, ability and willingness to help the employees of the
organization. An engaged employee is one who has a strong desire towards his/her job and fully
devoted to contribute to the organizational goals and objectives. Dicke, Holwerda, and Kontakos
(2007) have highlighted that employee engagement is a way through which an organization
increases commitment and efficiency of its employees to achieve the organizational goals.

Oliver and Rothmann, (2007) have found that engagement of the employee is a situation in
which the employee is dedicated to his or her best possible performance at work and is confident
of his or her effectiveness. Vazirani (2007) has discussed that employee engagement is
concerned with the involvement and motivation of the employees towards the organization. A
well motivated employee will perform his/her duty in a proper manner and complete his/her
work timely. Bakkar and Scheufeli, (2008) have defined the term employee engagement that “it
is a psychological state where employees feel a vested interest in the organization’s success and
perform to a high standard that may exceed the stated requirements of the job.” Cook (2008) has
said that employee engagement is more of a psychological contract than a physical one. Engaged
employee get inspired by his/her work. Therefore it is the responsibility of the top management
to encourage and engage the employees towards their job.

Wilson (2009) has written that the employee engagement is a new term and is ‘more than’ simple
job satisfaction and high retention rate. An engaged employee is one who is fully energetic,
emotionally connected with the organization in achieving its goals and objectives. Zinger (2010)
defines that “employee engagement is the art and science of engaging people in authentic and
recognized his /her work and also cares about the future of the organization (Mani, 2011;
Sundaray, 2011). connections to strategy, roles, performance, organization, community,
relationship, customers, development, energy and transform the work connections into final
results.” Baig (2010) explained further that employee engagement is concerned with the
individual contribution under healthy working conditions and it promotes individual
development, encourages mutual confidence and understanding between the employer and the
employee and among the employees themselves.

Bhatla (2011) has connected engagement with a psychological state and stated that it is all about
having a psychological commitment towards the assigned task, which is clearly reflected in
his/her dedication towards the work. Mani (2011) elucidates that an engaged employee is fully
aware with the business environment and works with the help of other employees to improve the
performance within the job for the benefit of the organization. Engaged employee put all efforts
and enthusiasm towards his/her performance .

Rashid, Asad, and Ashraf (2011) have highlighted that engagement is the capacity of the
employees to work with honesty, obligation and aspiration. Robertson (2012) has discussed that
employee engagement is an innovative thought that enhances positive attitudes among the
employees towards their job.

Kruse (2012) has discussed that employee engagement is the emotional commitment of an
employee that he/she has towards the organization and its goals. These efforts motivate and
engage the employees in an organization, hence the productivity and profitability of the
organization increases. Lupfer (2012) has highlighted that employee engagement is concerned
with the employees who positively engage not only the customers, but also with everything
about the business where they are employed. Swarnalatha and Prasanna, (2012) have discussed
that engagement is the positive behaviour performed by the employees towards their
organization and its morale value. It is a continuous learning process, improvement over
improvement, measurement and action.

Swarnalatha and Sureshkrishna, (2013) say that employee engagement is the extent to which
employees think, feel and act in ways that represent high levels of involvement to their
organization. Engaged employees are motivated to contribute to their knowledge, skills and
abilities to help their organization succeed. Cattermole and Johnson, (2014) have defined that
“employee engagement is a workplace approach designed to ensure that employees are
committed to their organization’s goals and values, motivated to contribute to organizational
success and are able to enhance their own sense of wellbeing.” According to Chandhok and
Bhavet, (2014) engagement is about passion, commitment and the willingness to devote oneself
and expand one’s discretionary efforts to contribute towards achieving the goals and objectives
of the organization as a whole.

Employee engagement is very important for smooth functioning and survival of the business.
The organizations which fail to make their employees engaged cannot get competitive
advantage. As opined by Bhatla (2011) employee engagement has become one of the most
leading priorities of human resource practitioners and senior managers in the organization today.
According to Gopalakrishnan (2009) there has been rapid development in recent times all over
the world. Management has the capability to engage with the workforce and also to implement
the policies humanely in the organization for achieving goals and objectives.

Kang (2014) has elucidated that engaged employees strengthen the organization’s competitive
advantage and generate favourable business environment. Therefore it is a challenging task for
HR managers to create and maintain a healthy work environment that motivates the employees in
their work and enable selection of the right employee at right place. Employee engagement is a
technique to increase employee’s productivity and reduce his/her intention to leave the
organization. Haid and Sims, (2008) have reported that engaged employees understand the value
of ensuring a positive customer experience and are more likely to demonstrate their commitment
by delivering high quality products and services. Organizations need to not only understand their
current level of employee engagement, but also to have confidence that the measures used to
evaluate engagement are reliable and valid. Wharton (2012) has said that a strong focus on
employee engagement is crucial for HR managers to know what is in the minds employees. A
high level of engagement between executives and employees is essential for hotel industry
because employees have direct exposure to customers at every stage.

According to Ference (2009) engaged employees work with passion and enthusiasm for
performing their jobs properly. Mani (2011) has described that engaged employees put their all
efforts and enthusiasm about their work and also care about the future of the organization. Larkin
(2009) has stated that employee engagement has emerged as an important issue in recent years. It
is termed as an umbrella concept. Engaged employees are not only happy in their job, but they
also translate that satisfaction into higher productivity and profitability of the organization.
Engaged employees think that their work can play an active role in making the organization a
successful.

According to Aon Hewitt (2013) employees are important assets of every organization and their
engagement works as a catalyst for smooth functioning of the organization. Ariani (2013) has
stated that employee engagement is positively related with organizational performance. Engaged
employees are likely to perform extra role behaviours perhaps because they are able to
accomplish goals and to perform their tasks efficiently. In the view of Biro (2014) employee
engagement is centre stage in HR. Engaged employees are more committed to the organization,
achieve better business outcomes and superior customer satisfaction. They are not motivated by
money, status or power but by shared values, trust, mission and purpose. Furthermore Webster
(n.d.) has pointed out that employee engagement improves job satisfaction and organizational
performance. Employees as well as the employer both are benefited by developing engagement
level of the employees. An engaged employee suffers fewer stress related illness, lesser
absenteeism and turnover. Robertson (2012) has discussed that employee engagement is an
innovative thought that enhances positive attitudes among the employees towards their job. If
employee engagement is high, definitely organizational performance is improved. Managers as
well as the organization should develop a kind of environment by which employees need to feel
that their organization is interested in them.

Rashid, Asad, and Ashraf (2011) have thrown light on the global competitive world and said that
each and every organization desires to gain the competitive advantage over others and employee
engagement is the best technique to achieve that advantage. There are significant relationships
among the employee engagement, decision making, coordination, individual employee
performance evaluation and employee involvement. Baig (2010) has discussed that engagement
and motivation of the employees is the top priority of every manager in this competitive business
scenario. Business can survive and grow only by implementing new strategies and policies for
human resource management both for managerial and non-managerial staff .

Heaney (2010) has further discussed that every business wants to make the best use of all of its
available manpower resources. It is concerned about maximum utilization of organizational
assets in order to gain competitive advantage in the market. Most of the companies still regard
and manage their employees as costs and fail to recognize that employees are major source of
long-term competitive advantage. Utilizing highest level of employees’ capabilities should be the
top priority of every organization. He further said that motivating and engaging the employees
helps in achieving an organization’s objectives and managers will be most successful if they
engage their employee toward his/her job. In a study, Purcell (2010) has reported that employee
engagement has positive benefits for the organization as well as the employees themselves. De
Lacy (2009) points out that employee engagement plays an important role in improving the
organizational efficiency. Full involvement, passion and enthusiasm at work are important for
the engagement of employees. It is concerned with the magnitude of effort made by the
employee towards his/her job. Southard (2009) say that each and every organization requires
engaged employees who are full of energy and enthusiasm and are willing to work more than the
expectations of the employer. He further said that when the employee is engaged and motivated,
he/she can work more effectively that results in production and development of the organization .

Cook (2008) has highlighted that in this era of globalization, each and every organization wants
to attract and retain talented employees for the success of the organization. An engaged
employee is more productive, ensures greater level of customer satisfaction, has loyalty towards
the organization that leads to the success of the business. While Kular, Gatenby, Rees, Soane, &
Truss (2008) have emphasized that an engaged employee is almost three times more sincere
toward his/her work in comparison to those employees who are actively disengaged. An
individual’s intention to leave the organization is generally regarded as an important measure of
how they feel about their work as well as their organization. Engaged employees are likely to
have a greater level of attachment with their organization. Sinha and Sinha, (2008) stated that a
talented employee possesses the potential and skills to bring change in the organization. Every
organization has various types of resources and each resource plays an important role in the
development of the organization, but, human resource, is the crucial one. Engagement of HR is
an effective way to carry the organization in the right direction because engaged employees have
the ability to perform better work, as according to Dicke, Holwerda, and Kontakos (2007)
employee engagement is a way through which an organization increases commitment and
efficiency of its employees to achieve the organizational goals.

Robinson (2006) has pointed out that engagement of the human resource is effective for smooth
running of the organizations. Those organizations that fail to manage their employees, cannot
survive for a longer period of time. In a study, Aswathappa (2005) has made an attempt to
explain various section of human resource management. These sections are nature of human
resource, employee hiring, employee and executive remuneration, employee engagement and
motivation employee retention and their relationship with other employees within the
organization and employers also. Human resource development is also important for engaging
the employees because it provides learning experience so that they become capable of moving
towards new direction. He further says that engagement is a way through which employees
working together are helped and motivated to achieve and develop their technical, managerial
and behavioural knowledge, skills and abilities in achieving the organizational goals and
objectives. An engaged employee has strong desire towards the job and gives full devotion to
contribute to the success of the business. (Swarnalatha & Sureshkrishna, 2013). Kahn (1992) has
reported that an engaged employee is attached with the organization in all aspects such as
physically, cognitively, emotionally, and gives complete loyalty towards the job as well as
organization also, which results in the success of the organization.

In the current business scenario, employee engagement is considered as one of the top priorities
of HR practitioners and senior managers in any organization. Saks (2006) has suggested that
organizations that wish to increase the level of employee engagement should focus on employees
perceptions of the support they receive from their supervisor as well as organization. Recent
researches indicate that job satisfaction and employee commitment are important parts and
predictors of employee engagement. It clearly reflects the two way exchange of effort between
employees and employers of the organization (Markos & Sridevi, 2010). Saks (2006) stated that
employee engagement could be a strong factor for organizational performance and success, as it
seems to have a significant potential to affect employee retention, their loyalty and productivity,
customer satisfaction, organizational reputation and overall stakeholder value. Employees who
are provided with adequate development (training, skills and learning) are more likely to be more
engaged in their job role and organization roles and would repay with greater organizational
engagement.

Lawler (n.d.) has stated that employee engagement increases when employees understand their
organization’s strategy and understand how their work contributes to success of the organization.
Engaged employees make greater contributions to financial goals and guest satisfaction for any
organization. Anwar (as cited in Bhatia, 2011) has explained that well defined job description at
the time of recruitment is very important for the engagement of the employees. If there is no
assigned goal and track achievements periodically, managers can not differentiate between the
performers and non-performers and reward them appropriately. Robinson, Perryman, and
Hayday (2004) have highlighted that leadership plays an important role in increasing the level of
employee engagement. It can be said that engagement, which has a positive effect on the
employees behaviour and attitude, can be derived from a strong mutual relationship between the
co-employees, their employer and the organization as a whole. It is also important to remember
that employees’ resources and their recovery play an important role in the employees ability to
engage (Sakovska, 2012). In their study Sreekanth and Aryasri, (2012) have explained that
employee engagement is closely related with employee behaviour and commitment towards the
organization. The factors like performance appraisal, job profile, financial and non financial
incentives and working environment lead to greater employee engagement in hospitality
industry.

Garber (2007) has aptly said that engagement is just like a muscle that continuously requires
exercise to grow and develop. Engaging the employees will keep them motivated and skilled in
their work. If the organizations do not make their employees engaged their skills will be
underutilised. Therefore to enhance engagement among the employees, human resource
managers should create positive relationship among the employees and clear, honest and reliable
communication within the organization. Zajkowska (2012) candidly argued that the manager
should encourage meaningful relationship with the employees and internal communication
within the organization. Effective internal communication engages the employees towards the
work and finally increases productivity, retention and profit of the organization.

Lochhead and Stephens, (2004) say that communication is very important for retention and
engagement of the employees. Without proper communication, employee retention is far away
from complete. Open, responsive, two way communication and employee participation in
decision making play vital role in retention of good employees. They further describe that good
working culture, compensation and benefits, rewards and recognition, job design and team work
are important factors in retention and engagement of the employees within the organization for
longer period of time. In his study, Ranjan (2014) said that a relationship between an employee
and employer can only grow and remain strong if there is continuous flow of communication
from both sides. Internal communications plays an effective role in the engagement of
employees. Understanding the modes of capturing employee feedback and analysing them to act
on engagement drivers are important steps in enhancing employee engagement. He further
described that an organization cannot afford to neglect internal communication as a critical area,
if it wants to grow and keep its customers and employees engaged and happy.
Markos and Sridevi, (2010) have reported that feeling valued by management, job satisfaction,
two way communication between management and employees, management interest in
employees well-being and giving more opportunities for employees to grow are the top drivers of
employee engagement. Managers should enhance two way communication, ensure that
employees have all the resources they need to do their job, give appropriate training to increase
their knowledge and skill, establish reward mechanisms in which good job is rewarded through
various financial and non-financial incentives, build a distinctive corporate culture that
encourages hard work and keeps success stories alive. As opined by Biro (2014) employees are
not motivated by money, status or power but by shared values, trust, mission and purpose.

Chanania (2012) said that employee engagement is the top priority for every organization. HR
managers are constantly developing innovative and effective ways to engage their employees in
a better way. A new strategy has been developed by the organizations about reaching out to the
employees’ families. HR managers efforts to involve employees families creates a feeling of
belonging and goodwill for the organization. Such kind of strategies help in increasing
motivation, commitment and satisfaction that finally leads to employee engagement. While
Gopalakrishnan (2012) has discussed interview conducted by him with HR managers about their
initiatives regarding development of employee relation and employee engagement, the managers
replied that growth and culture are important factors for engagement of the employees. The
organization provides opportunities to all employees to work on exciting projects for their
growth and also gives room for innovation. Hence the employees are motivated and engaged
towards the job.

Rasheed, Khan, and Ramzan (2013) have highlighted that organizations should provide their
employees more monetary and non-monetary incentives so that employee engagement level
becomes high. Thomas (2009) has explained that intrinsic rewards are relatively healthy and
sustainable source of motivation for the employees of the organization. The workers with high
level of rewards experience more positive feeling and fewer negative ones on the job and plays
an effective contribution in the employee engagement. According to Business to Business
International (n.d.) there are various factors which engage the employees such as opportunity to
express their views, what happens within the organization should be informed among the
employees. While Lupfer (2012) has discussed that engagement can vary from time to time
depending upon different factors such as employee role, organization, individual satisfaction and
personal happiness. Rajan (2012) has explained that the managers of the organization play
important role in engagement and retention of the employees. The motivating factors for the
employee retention and engagement are compensation, value of the employees, favourable
organizational culture.

De Lacy (2009) has reported that employee engagement and retention are current focus of many
developed countries. The business experts have realised that recruitment and retention of
valuable and talented employees is deciding factors for smooth functioning of the organization
and will be a key point for future of the business. She further described that those organization
which do not pay attention on these things suffer a lot that results employee turnover, inability to
expand production, low productivity and falling profitability.

Sengupta and Basu, (2012) have described that the public sector banks are altering their talent
strategies to focus on performance and engagement of the employees. They further describe that
the banks are also lining up incentives such as paid holidays abroad, leadership and training
programmes in order to engage their employees towards the job. In their study, Singh and
Shukla, (2012) have written that as the competition increases in the business, the employers
realize the significance of talented employees and retain them in the organization. Raising the
engagement level of the employees and maintaining that engagement level takes time, effort,
commitment and investment. They suggested that organization must work to develop and nurture
engagement, which requires a two way relationship between employer and employee.
Engagement level increases when the employee participates in the opportunities for growth and
feels that they have contributed in the development of the organization .

Behera, Sahoo, and Sundaray (2011) have explained that the primary responsibility of the
employers is related with the retention of their best employees and this is only possible if the
employees are engaged and motivated. Job satisfaction is directly related to retention. If an
employee is satisfied definitely, he/she will be engaged towards the job and will stay in the
organization. Supervisors or line managers should develop and encourage such a kind of
environment that facilitates employee engagement. Fair and unbiased performance appraisal
must be done and on the basis of that performance, compensation, benefits, promotion and
rewards should be provided to the employees that result the engagement and retention of the
employees. While Kumar and Swetha, (2011) have reported that employee engagement is
affected by the organizational environment, communication and managerial style, trust and
respect and also with reputation of the organization. The top management should implement
effective working policies and practices that will help to attract and retain talented employees for
growth and sustainable development of the organization.

Irshad (2011) has rightly emphasized that the high salary and designation are not enough for
engagement and retention of the employees. The other factors which help in engagement and
retention of the employees are career development, leave policy of the organization, leadership
style, work environment, remuneration and rewards. Employee engagement, satisfaction and
retention are keys to the success of any organization. Mani (2011) said that employee welfare,
empowerment, growth and interpersonal relationship play an important role in the engagement of
employees .
In a study, Mortimer (2010) has explained that there are various factors that makes employees
engaged and motivated towards their job like leadership quality, employers support, rewards and
job security. The employer of the organization wants the employees who do their work with
loyalty and dedication. A positive and effective working environment increases the satisfaction
of the employees and makes them engaged in the organizational work. Robinson (2006) is also
of the same opinion and advocated that employee engagement can take place through the
development of good organizational environment where positive emotions such as involvement
of the employee and their morale are encouraged, that results improved organizational
performance, lower employee turnover and better health. According to De Lacy (2009) full
involvement, passion and enthusiasm for the work are important for the engagement of the
employees. Gopalakrishnan (2009) has explained that implementation of effective HR policies is
very essential for the employee engagement. Therefore it is responsibility of top level of
management to provide best management practices and latest techniques to their employees
through training and workshop for their effective engagement (Stroud, 2009).

In his study, Thompson (2009) has found that it is quite difficult for the human resource
managers to recruit the talented employees and put them at right place according to their
knowledge, skills and engage them towards their job. The employees need to be creatively
involved in how their work gets done. Positive thinking, good organizational culture, individual
behaviour and positive approach to organizational life make the employee engaged towards their
work. Dicke, Holwerda, and Kontakos (2007) have reported that engagement affects the
organization at micro and macro level from different direction. In order to achieve favourable
results, a manager must know about the strength and weakness that are related with the
organization and must take remedial measures to minimize that weakness. Oliver and Rothmann,
(2007) have explained that engagement of the employees is a position in which the employee
dedicates his or her best possible performance at work and is confident of his or her
effectiveness. There is an effect of psychological condition on the work engagement, availability
and safety on employee engagement.

Saks (2006) has argued that employee involvement with the organization is directly related with
the resources they receive from their organization. Compensation and other meaningful
employment decisions are key factors of engagement of the employees. He further explained the
antecedents of employee engagement. Antecedents of employee engagement includes job
characteristics, rewards and recognition, perceived organizational and supervisor support and
procedural justice. Robinson, Perryman, and Hayday (2004) have discussed about the key
behaviour which helps in motivation and engagement of the employees. These behaviours
includes belief in the organization, ability and willingness to work, making things better,
understanding the business scenario, cooperation and coordination with the other employees of
the organization. They further described that effective leadership by the top management, two
way communication among the workers of the organization, well designed human resource
policies, organizational development of employees are the key drivers of employee engagement.
Perrin (2003) opines that employee engagement is a never ending process that enriches work
experience. The pays and benefits which are provided to the employees are not about making
them happy but for attracting and retaining the talented employees. The fundamental elements
which are required for engagement of the employee are strong leadership, accountability,
autonomy, ability to control the business environment and opportunity for the development.
There is no substitute of these elements. Emotional factors are related with the individual
employee satisfaction and the sense of inspiration which the employees get from the organization
where they are working. In his study, Kahn (1992) has highlighted that fully engaged employees
leads to the success of the organization. There are many dimensions which makes the employees
engaged towards their job . Some of them are continuity in the organization, connection with
other staff members and integration in their job. Kahn (1990) has reported that the ideas of each
and every employee differs from each other and every employee should be given freedom to
express their views and thought. This kind of activity enhances the morale of employees, hence
the employees are engaged towards their work and increases the productivity of the organization.
He further described that lack of connection with the organization, emotional absence, passive
and incomplete role causes disengagement among the workers. While Verma and Roa, (1989)
have discussed the methods of development of human resource, employee potential and
engagement for the organizational growth and development. It involves the performance
appraisal, potential development, engagement, performance analysis, performance feedback,
career development and intervention. They further described that knowledge, interest motives
and values of the employees are dominant factors which play a key role in engagement and
satisfaction of the employees within the organization for a longe term in performance .

Impact of Employee Engagement on Organizational Performance Larkin (2009) has stated that
engaged employees are not only happy with their job, but also translate that satisfaction into
higher productivity and profitability of the organization. They think that their work can play an
active role in making the organization a successful one. According to Robinson, Perryman, and
Hayday (2004) engaged employees are more satisfied with their job and are more committed to
the organization. Engaged employees do not hold back, they not only have more energy, but they
also enthusiastically apply their energy at work. Kang (2014) is of the opinion that engaged
employees strengthen the organization’s competitive advantage and generate favourable business
environment. The firms or organizations that deal with the man power resources have made it
clear that by improving the level of employee engagement, the companies can increase their
productivity and profitability .

Employee Engagement in Context

It is worth considering how employee engagement levels vary across occupations, industries and
globally. Much of the available international evidence comes from Gallup, which has conducted
Employee Engagement Index surveys in many countries. We would argue that cross-national
comparisons of levels of employee engagement should be treated with some caution due to
cultural and definitional differences. However, it is interesting to explore some of the findings of
Gallup’s surveys. In 2005, a survey conducted in Thailand revealed only 12 per cent of
Thailand’s employee population are ‘engaged’, 82 per cent are ‘actively disengaged’ and 6 per
cent disengaged.
Similar Gallup studies have found the levels of engagement in Australia, China, Japan, New
Zealand and Singapore to be 18 per cent, 12 per cent, 9 per cent, 17 per cent and 9 per cent
respectively (Gallup 2004).
The study of employee engagement at a global level is worthwhile given the increasing number
of multi-national organizations and use of outsourcing. It is important to consider whether or not
the same engagement techniques work for employees in countries with different economies and
cultures. In 2004, International Survey Research (ISR), the international research consultancy,
completed a major survey into the nature and causes of employee engagement and how
companies can improve engagement to enhance business performance. The survey was
conducted across ten of the world’s largest economies Australia, Brazil, Canada, France,
Germany, Hong Kong, the Netherlands, Singapore, the UK and the USA, involving nearly
160,000 employees from across a broad spectrum of industries. The survey highlights large
variations among the 10 countries in terms of employees’ overall commitment to, and
involvement with their employers. For example, in Brazil and in the US, 75 per cent of
employees were found to be engaged with their companies, whilst only 59 percent of French
employees were engaged. The research demonstrates that one size does not fit all when it comes
to motivating employees to engage with their company and work. For example, in Australia,
Singapore, and Hong Kong, the extent to which company management is respected emerged as
an influential determinant of engagement. In the UK and US, on the other hand, a more
important factor was the degree to which organizations provide long-term employment and
career opportunities.

Evidence from the USA (Johnson 2004) indicates roughly half of all Americans in the workforce
are not fully engaged or they are disengaged. Furthermore,
A Global Workforce Survey conducted in 2005 by consultancy firm Towers Perrin found
disconcerting findings, again in the USA (Seijts and Crim 2006). The survey involved about
85,000 people who worked full-time for large and mid-sized firms; it found only 14 per cent of
all employees worldwide were highly engaged in their job. The survey also indicated that on a
country-by country basis, the percentages of highly engaged, moderately engaged, and actively
disengaged employees varied considerably. Moreover, the results showed some interesting,
perhaps counter-intuitive, findings. For example, Mexico and Brazil have the highest percentages
of engaged employees, while Japan and Italy have the largest percentages of disengaged
employees.

It is argued that global research will help employers gauge their employees’ level of engagement
against the norm for their own country (ISR 2004). Previous research (Hofstede1997) has shown
that organizations must adapt to different cultural values and norms when it comes to attracting,
motivating and retaining staff. ISR’s (2004) study identified four issues as global factors in
managing engagement; career development, leadership, empowerment, and image (which refers
to the company’s image to customers and the public). Career development was found to
influence engagement for employees in each of the ten countries studied, with the key message
being organizations with high levels of engagement provide employees with opportunities to
develop their abilities, learn new skills, acquire new knowledge and realize their potential. The
logic behind this is that when companies invest in their people in this way, their people invest in
them. The research also identified the need for empowerment; employees want to be involved in
decisions that affect their work. It was found that leaders of high-engagement workplaces do not
create fear or blame cultures, where employees are reluctant to express their ideas or exercise
theirinitiative. Instead, they create a trusting and challenging environment, in which employees
are encouraged to input and innovate to move the organization forward.

A useful comparison between a range of demographic segments, from job level (senior
executive, director/manager, supervisor/foreman, specialist/professional, non-management
salaried and non-management hourly) to industry category (non-profit, high tech, heavy
manufacturing, insurance, pharmaceuticals, hospital and finance/banking) was carried out by
researchers at Towers Perrin (2003), who found a pattern across the segments. Each group had
only a small group of highly engaged respondents, a slightly larger disengaged group, with the
majority in the ‘moderately engaged group’.

However, in each case there was one exception to the pattern that is worth noting; senior
executives were found to be more highly engaged than any other group and were less likely to be
disengaged. Cynics might suggest this may be linked to income level and, while this certainly
emerged as important in this study, it was not the only contributory factor. More important were
role characteristics, such as challenge, authority, autonomy, stimulation, access to information,
resources and growth opportunities, that research has shown linked to high levels of
engagement. The lowest levels of engagement have been found among hourly workers, who
arguably have the least control or influence over their jobs and work experience. Across
industries, engagement is substantially higher in the non-profit sector than in every other sector
looked at by Towers Perrin (2003). This would appear logical, given that people tend to be
drawn to this sector through a sense of mission, rather than from any prospect of high pay or
wealth accumulation. This finding is also consistent with the numerous definitions and views
surrounding engagement, which identifies a ‘passion for work’ as being key component factor
(Truss et al 2006, Brim 2002 and Holbeche and Springett 2003). Indeed, the fact that the sector
is traditionally not a high-paying one, relative to the others studied, emphasizes the fact that it is
not possible to ‘buy’ engagement in the conventional sense by offering better than average
monetary awards. Conversely, in another study comparing the public and private sectors, Truss
et al (2006) found that group in the public sector had a nonnegative experience of work, they
reported more bullying and harassment than those in the private sector, and were less satisfied
with the opportunities they had to use their abilities.

This reinforces the findings of previous studies and underlines the scale of the challenge facing
public sector managers in particular, and the negative impact that bullying and harassment have
on employees and their levels of engagement (Emmott 2006).
 CHAPTER-3
COMPANY PROFILE
 Chapter III
COMPANY PROFILE

Urs Kar Service Centre (P) Ltd was established in 1997 by Urs [Link] M.L. The
Company had the Daewoo Motors dealership from 1997 till 2002. In 2003 Urs Kar got the
TATA MOTORS (Passenger Car Business Unit) dealership for Mysore.

Urs Kar operates in the territory of Mysore, Mandya, Chamarajnagar and Coorg districts. Urs
Kar has a 3S (Sales, Service, Spares) facility at Lakshmipuram, Mysore. It is spread Out in about
35000 sq ft area. It has a spacious Show Room spread in 2500 sq ft with ample parking space. It
has a state of the art workshop with latest servicing gadgets like Wheel Aligner. Wheel Balance,
Two Post Hoists, Engine Scanner, and Gas Analyzer. It has a spare parts warehouse located
inside the premises with adequately stocked genuine TATA MOTORS spare.

Urs Kar has a separate body repair and paint shop at Hebbal industrial area spread out in about
40000 sq ft area. It has the latest technology Paint Mixer, which gives 100% colour matching.
Paint booth and collision repair equipments like Data bench chassis aligner, Mig welding unit,
dry sanding etc. It is associated with ‘STANDOX’ the world leader in paint coating. With its
universal tinting system, the ‘STANDOX’ paint system used by us can produce about 80000
color shades. Likewise, the refinish standards set by STANDOX has been meticulously adapted
to provide value for money to our customers and to differentiate the work of Urs Kar from B &
C grade Workshops. Urs Kar offers high customer satisfaction level. It is a one-stop shop for all
the customers need. A separate team is there to take care of finances for the new car purchase,
accessories and used cars. All the TATA Branded accessories are available at a very competitive
[Link] is associated with all the leading banks and NBFC’s for the finance facilities. It has tied
up with Tata Motor Finance, ICICI Bank, HDFC Bank, Kotak Mahindra Prime Ltd, SBI &
[Link] also offers exchange facility for used cars. It offers the best price for the cars compared
to the rates prevailing in the [Link] strive for us is to be a winner for as our customer, all the
way. This whole ambition to move ahead is to make our customers have a reliable retail
experience, where focus is customer satisfaction and ‘Relationship Building’.
It also has Hero Honda dealership in the name & style of Dyuthi Motors (P) Ltd, which also
came in to existence in 2003.

In Mysore they are having three branches they are as following :

1)Hebbal Service & Used Car Showroom

Urs Kar Service Centre Pvt Ltd
# 440 , G&H , Opposite To J K Tyre Radical
Plant , Ring Road , Hebbal Mysore - 17
Ph : 0821 4281999 , 4265544

2)Lakshmipuram Service Branch

Urs Kar Service Centre Pvt Ltd
#CH47 , Dewan ’ S Road ,
Lakshmipuram , Near Double Tank ,
Mysore – 570004
Ph : 0821 – 4009300

3)Body & Paint Shop Hebbal

Urs Kar Service Centre Pvt Ltd
Survey NO . 36/37 , JK Radial Plant Road ,
Hebbal Industrial Area ,
Kasaba Hobli , Mysore – 570017
Ph : 0821 – 4281999

Vision
By the 2024 , TATA Motors will become the most Aspirational Indian auto brand , consistently
winning by

• Delivering superior Financial Returns .

• Driving Sustainable Mobility Solution .

• Exceeding Customer Expectation and Creating a highly engaged work force .

Mission
TATA Motors innovate Mobility solutions with passion to enhance the quality of life .
TATA Motors Urs Kar Service Centre ( P ) Ltd., Products

TATA ALTROZ

TATA TIAGO

TATA TIGOR
 TATA NEXON

TATA HARRIER

TATA Motors Urs Kar Terms of Service and Privacy Policy

1. Terms : By accesing the website at [Link] you are agreeing
to be bound by these terms of agreeing to be bound by these terms of service , all
applicable laws and regulations , and agree that you are responsible for
compliance with any applicable local laws . If you do not agree with any of these
terms , you are prohibited from using or accessing this site . The materials
contained in this website are protected by applicablr copyright and trademark law.
2. Use License : Permission is granted to temporarily download one copy of the
materials (information or software) on UrsKar's website for personal, non-
commercial transitory viewing only. This is the grant of a license, not a transfer of
title, and under this license you may not:modify or copy the materials;use the
materials for any commercial purpose, or for any public display (commercial or
non-commercial);attempt to decompile or reverse engineer any software
 contained on UrsKar's website;remove any copyright or other proprietary
notations from the materials;or transfer the materials to another person or "mirror"
the materials on any other serve .This license shall automatically terminate if you
violate any of these restrictions and may be terminated by UrsKar any time. Upon
terminating your viewing of these materials or upon the termination of this
license, you must destroy any downloaded materials in your possession whether
in electronic or printed format .
3. Disclaimer : The materials on UrsKar's website are provided on an 'as is' basis.
UrsKar makes no warranties,expressed or implied, and hereby disclaims and
negates all other warranties including,without limitation,implied warranties or
conditions of merchantability,fitness for a particular purpose, or non-infringement
of intellectual property or other violation of rights. Further,UrsKar does not
warrant or make any representations concerning the accuracy, likely results, or
reliability of the use of the materials on its website or otherwise relating to such
materials or on any sites linked to this site.
4. Limitation : In no event shall UrsKar or its suppliers liable for any damages .
Arising out of the use or inability to use the materials in UrsKar’s website , even
if UrsKar or a UrsKar authorized representative has been notified orally or in
writing of the possibility of such damage . Because some jurisdictions do not
allow limitations of liability for consequential or incidental damages , these
limitations may not apply to you .

5. Accuracy of Materials : The material appering on UrsKar’s website could include

technical, typographical , or photographic errors . Urskar does not warrant that
any of the meterials on its website are accurate , complete or current . UrsKar may
make changes to the materials contained on its website at any tome without
notice. However UrsKar does not make any commitment to upload the materials .
6. Modificatin : UrsKar may revise these terms of service for its website at any time
without notice . By using this website you are agreeing to be bound by the then
current version of these terms of service .
7. Links : UrsKar has not reviewed all of the sites linked to its website and is not
responsible for the contents of any such linked site The inclusion of any link does
not imply endorsement by UrsKar of the site . Use of any such linked website is at
the user’s own risk .
8. Governing Law : These terms and conditions are governed by construesed in
accordance with the laws of Karnataka and you irrevocably submit to the
exclusive jurisdiction of the courts in that state or location .

Privacy Policy
It is UrsKar's policy to respect the privacy regarding any information they may collect while
operating their website. Accordingly, They have developed this privacy policy in order to
 understand they collect, use, communicate, disclose and otherwise make use of personal
information. They have outlined the privacy policy below.
They will collect personal information by lawful and fair means and, where appropriate, with the
knowledge or consent of the individual concerned.
Before or at the time of collecting personal information, they will identify the purposes for which
information is being collected.
They will collect and use personal information solely for fulfilling those purposes specified by
them and for other ancillary purposes, unless they obtain the consent of the individual concerned
or as required by law.
Personal data should be relevant to the purposes for which it is to be used, and, to the extent
necessary for those purposes, should be accurate, complete, and up-to-date.
They will protect personal information by using reasonable security safeguards against loss or
theft, as well as unauthorized access, disclosure, copying, use or modification.
They will make readily available to customers information about the policies and practices
relating to the management of personal information.
They will only retain personal information for as long as necessary for the fulfilment of those
purposes.
They are committed to conducting the business in accordance with these principles in order to
ensure that the confidentiality of personal information is protected and maintained. UrsKar may
change this privacy policy from time to time at UrsKar's sole discretion.

Awards for TATA Motors Urs Kar Service Centre Pvt Ltd.,
• Best Managed Workshop for this year 2005-2006
• Best Managed Workshop Southern Region (FY2007-2008)
• Best Managed workshop in southern Region for the year 2007-2008
• Service Marketing word cup – 2011, NJDP winner
• Tata Motors Service Marketing wordcup-2011, Best Dealer in TMI, EW, 24x7 NJDP
• Overall Excellence - 2011
• All Round Best spare parts performance FY 2011-12 Award to 1st Rank for south -1
• Spare parts off take YOY growth FY2011-12, 2nd Rank Dealer for south-1
• Spare parts off take growth ( Tier-1 High Volume Dealers) FY2011-12, Urs Kar Service , Mysore
2nd Rank Dealer for South -1
• Spare parts workshop Consumption growth FY2011-12, Urs Kar Service , Mysore 2nd Rank Dealer for
South -1
• All round Best Spare parts Performance FY -2011-12, Urs Kar Service Mysore, 1st Rank Dealer for South
-1
• Overall Exceed Award – March -2011-2012
• Excellence performance in promoting 24x7 on Road assistance 2011 to March 2012
• Spare parts workshop consumption YOY growth - FY-2011-12 awarded 2nd Rank dealer for south -1
• 1st Rank Dealer – All Round Best Spare Parts Performance FY2012-1
• Urs Kar Mysore, 2nd Rank Dealer overall spare parts Tier -2 cities in the 2012-13
• Urs Kar, Mysore, 2nd Ranked Dealer, Service Satisfaction initiatives Tier 2 cities in the 2012-13
• PCBU, Excellence Award -2012-13, Urs Kar Mysore, 2nd Ranked Dealer, Service Satisfaction Initiative –
Tier-2 City
• PCBU, Excellence Award -2012-13, Urs Kar Mysore, 2nd Ranked Dealer, Overall spare parts sales – Tier-
2 City
• All Round Best Spare parts performance, Awarded to Urs Kar Service, Mysore
• 1st Rank Dealer south -1 -2012-13
• Service Process Performance APR-2013 to Nov-2013- Best Workshop south -1

TATA Motors Urs Kar Service Centre Pvt Ltd., Finance

Benefits from this Finance
▪ Hassle free finance
▪ No third party intervention
▪ Smooth sales transaction

▪ More flexibility
TATA Motrs Urs Kar Service Centre Pvt Ltd., has Tied up with Finance Section
➢ Axis Bank
➢ Cholamandalam
➢ HDFC Bank

➢ ICICI Bank
➢ IDBI Bank
➢ Indian Overseas Bank
➢ Kotak
➢ L & T Finance
➢ MAGMA – Investing in the smallest Dream

➢ Mahindra Finance
➢ State Bank of India
➢ SHRIRAM – Mutual Fund
➢ SUNDARAM BNP PARIBAS – Home Finance
➢ Syndicate Bank

➢ TATA Motors Finance

➢ YES Bank
Therefore TATA Motors Urs Kar Service Centre Pvt Ltd., is one of the branch of TATA Motors.
Tata Motors Limited, formerly Tata Engineering and Locomotive Company (TELCO), is
an Indian multinational automotive manufacturing company headquartered
in Mumbai, Maharashtra, India. It is a part of Tata Group, an Indian conglomerate. Its products
include passenger cars, trucks, vans, coaches, buses, sports cars, construction equipment and
military vehicles.
Tata Motors has auto manufacturing and assembly plants
in Jamshedpur, Pantnagar, Lucknow, Sanand, Dharwad, and Pune in India, as well as in
Argentina, South Africa, Great Britain, and Thailand. It has research and development centres in
Pune, Jamshedpur, Lucknow, and Dharwad, India and South Korea, Great Britain, and Spain.
Tata Motors' principal subsidiaries purchased the English premium car maker Jaguar Land
Rover (the maker of Jaguar and Land Rover cars) and the South Korean commercial vehicle
manufacturer Tata Daewoo. Tata Motors has a bus-manufacturing joint venture with Marcopolo
S.A. (Tata Marcopolo), a construction-equipment manufacturing joint venture with Hitachi (Tata
Hitachi Construction Machinery), and a joint venture with Fiat Chrysler which manufactures
automotive components and Fiat Chrysler and Tata branded vehicles .
Founded in 1945 as a manufacturer of locomotives, the company manufactured its first
commercial vehicle in 1954 in a collaboration with Daimler-Benz AG, which ended in 1969.
Tata Motors entered the passenger vehicle market in 1988 with the launch of
the TataMobile followed by the Tata Sierra in 1991, becoming the first Indian manufacturer to
achieve the capability of developing a competitive indigenous automobile.[4] In 1998, Tata
launched the first fully indigenous Indian passenger car, the Indica, and in 2008 launched
the Tata Nano, the world's cheapest car. Tata Motors acquired the South Korean truck
manufacturer Daewoo Commercial Vehicles Company in 2004 and purchased Jaguar Land
Rover from Ford in 2008.
Tata Motors is listed on the (BSE) Bombay Stock Exchange, where it is a constituent of the BSE
SENSEX index, the National Stock Exchange of India, and the New York Stock Exchange. The
company is ranked 265th on the Fortune Global 500 list of the world's biggest corporations as of
2019.[5]
On 17 January 2017, Natarajan Chandrasekaran was appointed chairman of the company Tata
Group. Tata Motors increases its UV market share to over 8% in FY2019 .

Founder of TATA Motors JRD .TATA ( Jehangir Ratanji Dadaboy TATA )

CEO and Managing Directors of TATA Motors Mr. Guenter Bustchek
Chairman and Non-Executive Director of TATA Motors Mr. Nataraj Chandrasekaram
Chairman of TATA Son Private Limited from 1991 Mr. Ratan . N . TATA
Non-Executive Independent Director of TATA Motors Mr . Nasser Munjee ( He is board of
various multinational companies and Trust )
Board Committees and their Responsibilities
❖ Audit
❖ Nomination and Remuneration

❖ Stakeholders Relationship
❖ Corporate Social Responsibility
❖ Risk Management
❖ Safety , Health and Sustainability
TATA Motors is committed to sustainable development , where business goes hand in hand with
societal wellbeing and environmental concourses they are as following
I. Arogya – Health
II. Vidyadhana – Education
III. Kaushalya – Employability or Skilling
IV. Amrutdhara – Drinking Water

V. Aadhar – Affirmative Action

VI. Seva – Volonteering
TATA Motors employee strength is 82,797 and till 2019 TATA Motors has soled 12,74,072
Vehical . It has 6,600 sales and service points . TATA Motors groups on the roads of 175
Counties .
 CHAPTER-4
RESEARCH METHODOLOGY
 Chapter-IV
Research Methodology
Introduction:
Employee engagement is the level of commitment and involvement an employee towards its
organization goal and value. Its is measurable degree of both positive and negative emotional
attachment to their job .colleagues and organization which information their willingness to
perform at the work in today s highly completive work environment such engaged employees as
act valuable assets which ultimately lead to increased in the business performance and lower
staff turnover the concept of this employee engagement measurement to know how happy the
employees are with their respective jobs organization with high employee engagement level
more profitable than those organization with the level of employee engagement managing
managing high morale among employees can be remarkable benefits to any organization actively
engaged workers are more productive and stay loyal to the company .

Meaning of Research:
Research: Emory defines research as “Any organized inquiry designed and carried out to
provide information to solving problem”. This definition is an inclusive one. But emphasize of
the problem-solving purpose only.

Problem Formulation:
In the present corporate scenario employee engagement plays an important role a very
organization are facing a problem of building of good relationship among employer and
employees . Employee Engagement is the key focus of both business entrepreneurs and academic
researchers and is an issue of modern business environment . It is going popularity in corpotarate
world across the globe . Now a days Organizations are focused on employee engagement as an
effective human resource policy to gain competitative advantage . The industry is a labour
intensive industry and provides employement to all categories of workers . Hence , employee
engagement is very essential for effective utilization of human resources . According to Saks (
2006 ) there is scarcity of literature on employee engagement in the academic community and
suggested that the concept of employee engagement needs to be expanded . Hence the research
has opted to expand the concept of employee engagement and its importance in improving
rganizational performance in the context of TATA Motors Urs Kar Services ( P ) Ltd . So as to
add knowledge related to employee engagement in academic literature and also to suggested the
organization and human resource manages to understand the importance of employee
engagement and to develop effective strategies to engage the employee . It is very important for
the organization to enhance the level of engagement among the employees in order to improve
organization performance.
My study of employee engagement states about how culture and performance affecting on
building good relationship in working areas. And its analysis how employee performance
towards job and improvement learning activity of employee in organization.
Significance of Study:

This Research study focuses on to understand the engagement and its relationship with
organizational performance and conceptual framework of employee engagement . To understand
does psychological climate of a workplace has impact on employees sincerity things is the
relationship between employee engagement and organizational performance .

Aim of the Research:

The study has made an attempt to analyze the factores which influences employee engagement in
an organization an on the other hand to prove the impact of employee engagement on
organizational performance . Therefore the research aims for following

▪ To suggest means / measure for improving employee engagement particularly at TATA

Motors Urs Kar Service ( P ) Ltd .
▪ To study the impact of employee engagement on organization performance in terms of
customer satisfaction and turnover intention .
▪ To analyze the various in the value of employee engagement .

Research Objectives:

▪ To identify the various factores that influence employee engagement .

▪ To asses the impact of identified factors on employee engagement .
▪ To strengthen organizational performance .

Purpose of Research:

The purpose of this research is employee engagement survey in order to find out the
involvement and willingness of employee to perform their jobs and contribute to success
of their organization is not a new idea . However , it has became more population than
ever . Knowing what actually can engage or disengage employees on the other hand .
Employees who do not take questions of employee engagement survey seriously and take
it like any other questionnaire are not engaged in their jobs . It can be said that either they
are unhappy with their job profile and organization or they are under the impression that
their feedback does not matter as it can’t change their present circumstances .

Hypotheses of the Study:

In order to achieve the objectives of the study, following hypotheses were formulated.
H0 : Training and Development practices have positive impact on employee engagement.

H1 : Good Boss has positive impact on employee engagement .

H3 : Growth Opportunities have positive impact on employee engagement .
H4: Good Communication and Good Relationship with co-workers has significant impact on
employee engagement .

H5: Organizational Culture has significant impact on employee engagement .

Sampling:
Employees working in TATA Motors Urs Kar Service Centre Pvt Ltd., constitute the universe
for the study .

Research Design:
Researcher has adopted Descriptive research design with survey method for the study . Primary
data is collected trough questionnaire for the employee .

Sample Size:
Number of the sampling unites selected from the population is called the size of the sampling .
To conduct the study, the researcher has considered 40 employees as respondents of the study

Sample Design:

This study is conducted by convenience random sampling methods to collect the data .

Sources of DATA:

Primary data:
The Primmary data collection through personal interview with the help of a interview scheduled
the mainly consists of multiple choice and dichotomous question .

Secondary data:
It means where the data is already existed and which is collected by other researchers for other
purpose this is already available on hand it is calld as Secondary data .

Tools used:
In this research researcher used questionnaire method for collecting data from the respondents .
Some of the steps used in the process of analysis are as follows
[Link] - Editing of data is a process of examining the collected raw data to detect errors and
omissions and to correct these. The interview schedules were checked for their correctness and
completeness soon after the completion of each interview.

B. Coding -Coding refers to the process of assigning numerals or other symbols to answers, so
that responses can be put into a limited number of categories. It helps in quantifying qualitative
data. Therefore the data collecting were coded and then subjected to classification and tabulation.

Limitations of the study:

Every research study will have certain limitations, in the same way this research study
has the following limitations:
I . The study was confined to only TATA Motors Urs Kar Service Centre ( P ) Ltd.,
II . The sampling size for the study was limited to 40respondents only.

Employee engagement carries 3 points

1. Growth
2. Recognition
3. Trust and confidence

Chapterization

➢ Introduction
➢ Review of Literature
➢ Research Methodology
➢ Results and Discussion
➢ Conclusion and Suggestions
➢ Reference