A STUDY ON IMPACT OF EMPLOYEE ENGAGEMENT IN

RENAULT NISSAN AUTOMOTIVE INDIA PRIVATE LIMITED

Submitted in partial fulfillment of the requirements for the award of

Master of Business Administration

by

JESINTHA MARY. R
Register No. 39410079

SCHOOL OF BUSINESS ADMINISTRATION

SATHYABAMA
INSTITUTE OF SCIENCE AND TECHNOLOGY
(DEEMED TO BE UNIVERSITY)
Accredited with Grade “A” by NAAC I 12B Status by UGC I Approved by AICTE
Jeppiaar Nagar, RAJIV GANDHI SALAI, CHENNAI - 600 119

April - 2021
 SATHYABAMA
INSTITUTE OF SCIENCE AND TECHNOLOGY
(DEEMED TO BE UNIVERSITY)
Accreditedwith “A” grade by NAAC I 12B Status by UGC I Approved by AICTE
Jeppiaar Nagar, Rajiv Gandhi Salai, Chennai – 600 119
[Link]

SCHOOL OF BUSINESS ADMINISTRATION

BONAFIDE CERTIFICATE

This is to certify that this Project Report is the bonafide work of Jesintha Mary.R Register

No. 39410079 who have done the Project work entitled “A Study on impact of

employee engagement in Renault Nissan Automotive India Private Limited” under

our supervision from January 2021 to March 2021.

Dr. M. JOHN BRITTO Mr. RAFI ABBAS

Internal Guide External Guide

Dr. BHUVANESWARI G.
Dean – School of Business Administration

Submitted for Viva voce Examination held on _______________.

Internal Examiner External Examiner

 TO WHOMEVER IT MAY CONCERN

This is to certify that Ms. JESINTHA MARY. R studying MBA in HR & Finance from
SATHYABAMA INSTITUTE OF SCIENCE AND TECHNOLOGY has successfully
completed her Internship & Project on “A STUDY ON IMPACT OF EMPLOYEE
ENGAGEMENT IN RENAULT NISSAN AUTOMOTIVE INDIA PRIVATE LIMITED” from
25-01-2021 to 31-03-2021 under the guidance of Mr. RAFI ABBAS.

We wish Ms. JESINTHA MARY. R all the best in her future endeavors.

For Renault Nissan Automotive India Private Ltd

Jaljith Narayanan
Human Resources
 DECLARATION

I JESINTHA MARY.R Register No. 39410079 hereby declare that the Project Report

entitled “A Study on impact of employee engagement in Renault Nissan Automotive

India Private Limited” done by me under the guidance of Dr. M. John Britto, and Mr. Rafi

Abbas at Renault Nissan Automotive India Private Limited, Oragadam is submitted in

partial fulfillment of the requirements for the award of Master of Business Administration

degree.

DATE:

PLACE: JESINTHA MARY R

 ACKNOWLEDGEMENT

I am pleased to acknowledge my sincere thanks to Board of Management of

SATHYABAMA for their kind encouragement in doing this project and for completing

it successfully. I am grateful to them.

I convey my sincere thanks to Dr. BHUVANESWARI G., Dean, School of Business

Administration and Dr. PALANI A., Head, School of Business Administration for

providing me necessary support and details at the right time during the progressive

reviews.

I would like to express my sincere and deep sense of gratitude to my Project Guide

Dr. M. JOHN BRITTO, for his valuable guidance, suggestions and constant

encouragement paved way for the successful completion of my project work.

I wish to express my sincere thanks to Mr. Rafi Abbas, Senior Manager and Mrs.

Indira Ayyasamy Assistant Manager at Renaut Nissan Automotive India Pvt Ltd for

their constant support and endorsement.

I wish to express my thanks to all Teaching and Non-teaching staff members of the

School of Business Administration who were helpful in many ways for the completion

of the project.

JESINTHA MARY R
 ABSTRACT

Employee engagement is that the extent of commitment and involvement an

employee has towards their organization and its values. An engaged employee is
conscious of business context and works with colleagues to strengthen performance
within the work for the advantage of the organization. It's a positive attitude held by
the workers towards the organization and its values. The project specializes in how
employee engagement is an antecedent i.e. the preceding factor of job involvement
and what should company do to form the workers engaged and also involves the
steps which shows the way to drive an engaged employee.

The project also includes study of the worker Engagement policies of the corporate
and the way they will be improved or modified so on increase the extent of Employee
Engagement within the organization. “More the worker engagement better is that
the performance of the organization". The major objective of the project is to seek
out the worker Engagement status in RNAIPL, Chennai and therefore the
Improvements required for improving the already implemented Policies. Basically,
Employee engagement may be a concept that's generally viewed as managing
discretionary effort, that is, when employees have choices, they're going to act
during a way that furthers enhances their organization's interests. Also, another
objective is to research the feedbacks received and supported the analysis
suggesting solutions and providing recommendations in order to enhance the
worker engagement level.

Basically, engaged employees feel a robust emotional bond to the organization that
employs them. The metrology used for the research is categorized as Exploratory
Research with Descriptive type because it involved individual analysis with results
supported intuitions and judgments, it would be my great pleasure, if this project can
help the organization to realize its goal higher.

i
 TABLE OF CONTENT

CHAPTER NO. TITLE PAGE NO

ABSTRACT i
LIST OF TABLES iii
LIST OF CHARTS v
1 INTRODUCTION
1.1 Introduction 1
1.2 Industry Profile 4
1.3 Company Profile 10
1.4 Need for the Study 21
1.5 Scope and Significance of Study 21
1.6 Objectives of the Study 21
1.7 Limitations of the Study 21
2 REVIEW OF LITERATURE 22
3 RESEARCH METHODOLOGY
3.1 Research Design 34
3.2 Sampling Technique 34
3.3 Sources of Data 34
3.4 Structure of Questionnaire 35
3.5 Sample Size 35
3.6 Period of Study 35
3.7 Hypothesis/ Analytical Tools 35
4 DATA ANALYSIS AND INTERPRETATION
4.1 Percentage Analysis – I 36
4.2 Chi Square – II 66
5 FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 Findings of the Study 68
5.2 Suggestions 70
5.3 Conclusion 71
REFERENCES 72
APPENDIX – I (Questionnaire) 76
APPENDIX – II (Article) 79

ii
LIST OF TABLES

TABLE NO PARTICULARS PAGE NO

4.1.1 Age of the respondents 36

4.1.2 Gender of the respondents 37

4.1.3 Designation status of the respondents 38

4.1.4 Marital status of the respondent 39
4.1.5 Education qualification of the respondent 40
4.1.6 Experience status of the respondent 41
4.1.7 Employee feels proud to be part of the company 42
4.1.8 Period of working in the company 43
4.1.9 Best friend at work 44
4.1.10 Employee motivation for good work 45
4.1.11 Organization support for healthy work-life balance 46
4.1.12 Employees control to do their job 47
4.1.13 Frequency of conduct employee engagement 48
activity
4.1.14 Time to participate the program conducted by 49
your organization
4.1.15 Mode of communication followed in organization 50

4.1.16 Types of engagement activities 51

4.1.17 Type of games are conducted in your company 52

4.1.18 Type of cultural events are happening in your 53
company
4.1.19 Type of reward schemes are followed in your 54
organization
4.1.20 Effectiveness of reward system 55
4.1.21 Type of training program 56
4.1.22 Participation of employee engagement activity 57
4.1.23 Employee feel about employee engagement 58
4.1.24 Relationship between worker and co-worker 59
4.1.25 The people you work with help each other when 60
needed.
4.1.26 The employee engagement is helpful for 61
improving your work

iii
4.1.27 Opportunities to learn and grow in the 62
organization
4.1.28 Facilities the company provide for healthy work 63
life balance
4.1.29 Effectiveness of employee engagement 64
4.1.30 Overall rating of employee engagement 65

iv
LIST OF CHARTS

CHART NO PARTICULARS PAGE NO

4.1.1 Age of the respondents 36

4.1.2 Gender of the respondents 37

4.1.3 Designation status of the respondents 38

4.1.4 Marital status of the respondent 39
4.1.5 Education qualification of the respondent 40
4.1.6 Experience status of the respondent 41
4.1.7 Employee feels proud to be part of the company 42
4.1.8 Period of working in the company 43
4.1.9 Best friend at work 44
4.1.10 Employee motivation for good work 45
4.1.11 Organization support for healthy work-life 46
balance
4.1.12 Employees control to do their job 47
4.1.13 Frequency of conduct employee engagement 48
activity
4.1.14 Time to participate the program conducted by 49
your organization

4.1.15 Mode of communication followed in organization 50

4.1.16 Types of engagement activities 51

4.1.17 Type of games are conducted in your company 52

4.1.18 Type of cultural events are happening in your 53
company
4.1.19 Type of reward schemes are followed in your 54
organization
4.1.20 Effectiveness of reward system 55
4.1.21 Type of training program 56
4.1.22 Participation of employee engagement activity 57
4.1.23 Employee feel about employee engagement 58
4.1.24 Relationship between worker and co-worker 59

v
4.1.25 The people you work with help each other when 60
needed.
4.1.26 The employee engagement is helpful for 61
improving your work
4.1.27 Opportunities to learn and grow in the 62
organization
4.1.28 Facilities the company provide for healthy work 63
life balance
4.1.29 Effectiveness of employee engagement 64
4.1.30 Overall rating of employee engagement 65

vi
 CHAPTER 1
1.1 INTRODUCTION
Employee engagement is the strength of the mental and emotional
connection employees feel toward the work they do, their team, and their
organization. Employee engagement describes the process of
encouraging a positive attitude amongst employees in order to maximize
their performance. Unlike performance-related pay, for example,
initiatives to improve employee engagement are not written in an
employee’s contract. They instead aim to create an environment
where employees can see the overall aim of the business, feel valued by
their employers, and feel comfortable to express their own views.

Nurturing this environment is an important task for senior management

and HR departments, as a positive attitude amongst staff can increase
levels of effort, output, innovation, and positivity, among many other
things. However, it is not simply up to them to create this atmosphere,
the employees must also be willing to engage with this environment.
Employee engagement is one of the powerful tools in the organization.
Employee engagement is the level of commitment, involvement,
satisfaction & enthusiasm, an employee has towards their work,
organization, and its values. An engaged employee is aware of business
context and works with colleagues to improve performance within the job
for the benefit of the organization by utilizing their natural talents.
1.1.1 FACTORS LEADING TO EMPLOYEE ENGAGEMENT
Previous study shows that there are some important factors which acts
as a base for Employee Engagement process they are
• Career Development- Opportunities for personal development
• Career Development – Effective Management of talent
• Leadership- Clarity of company values
• Leadership – Respectful treatment of employees
• Leadership – Company’s standards of ethical behavior

1
• Empowerment
• Image
• Equal opportunities & fair treatment
• Performance Appraisal
• Pay & benefits
• Health & Safety
• Job Satisfaction
• Communication
• Family friendliness
• Co-operation

Opportunities for
personal
development Effective
Co-operation Management of
talent

Family Clarity of
Friendliness company values

Respectful
Communication treatment of
employees

Engaged
Job Satisfaction
Employee Company’s
standards of
ethical behaviour

Health & Safety Empowerment

Pay & benefits Image

Equal
Performance opportunities &
Appraisal
fair treatment

Figure 1.1 Factors leading to Employee Engagement

2
1.1.3 CATEGORIES OF EMPLOYEE ENGAGEMENT
There are three different type of people in organization based on their
level of commitment, involvement & satisfaction.
Actively Engaged
"Engaged" employees are builders. They want to know the desired
expectations for their role so they can meet and exceed them. They're
naturally curious about their company and their place in it. They work with
passion and they drive innovation and move their organization forward
by performing at high levels.
Partially engaged
“Partially-engaged” employees tend to concentrate on tasks rather than
the goals and outcomes they are expected to accomplish. They want to
be told what to do just so they can do it and say they have finished. They
focus on accomplishing tasks versus achieving an outcome.
Actively disengaged
"Actively disengaged" employees are the "cave dwellers." They're
"consistently against virtually everything." they're not just unhappy at
work; they’re busy acting out their unhappiness. They sow seeds of
negativity at every Opportunity.

3
1.2 INDUSTRY PROFILE
The car business incorporates an extensive variety of organizations and
associations required in the outline, advancement, and fabricate,
promoting and offering of engine vehicles. It is one of the world most vital
financial parts by income. The car business does exclude ventures
committed to the support of cars taking after conveyance to the end
client.

The Indian automobile industry is one of the biggest on the planet with a
yearly creation of 4.125 million traveler and business vehicles and 18.5
Million bikes delivered FY 2015. It is the 6th biggest car producing nation
on the planet after China, USA, Japan, Germany, and South Korea. The
vehicles business represents 7.1 for each penny of the nation assembling
total national output (GDP). As of FY 2014-15, around 31 for each penny
of little autos sold comprehensively are made in India. An extending
white-collar class, a youthful populace, and an expanding enthusiasm of
the organizations in investigating the country markets have made the
bikes portion (with 80 for each penny piece of the overall industry) the
pioneer of the Indian car market.

At 7.64% development, India quickest developing traveler auto market at

present. The car business in India is relied upon to be the world third
biggest before the end of 2016, with the nation at present the world
second biggest bike maker. Bike generation is anticipated to ascend from
16.9 million in FY15 to 28.8 million by FY21. Moreover, traveler vehicle
creation is required to increment to 10 million in FY21 from 4.1 million in
FY15. Solid development sought after because of rising pay, developing
white collar class, and a youthful populace has moved India among the
world main five automobile producers by 2015. In April-March 2015,
general vehicles send out developed by 14.89 percent over the same
time frame a year ago. Traveler Vehicles, Commercial Vehicles, Three
Wheelers and Two Wheelers developed by 4.42 percent, 11.33 percent,
15.44 percent and 17.93percent individually amid April-March 2015 over
the same time frame a year ago.

4
The administration plans to create India as a worldwide assembling and
in addition an innovative work center point. It has set up National
Automotive Testing and Infrastructure Project (NATRIP) focus and a
National Automotive Board to go about as facilitator between the
administration and the business. Elective fuel can possibly accommodate
the nation vitality request in the auto division as the CNG conveyance
system in India is relied upon to ascend to 250 urban communities in
2018. Additionally, the extravagance auto business sector could enlist
high development and is required to achieve 150,000 units by 2020. India
is additionally a generous auto exporter, with strong fare development
desires for the not so distant future. Different activities by the Government
of India and the real car players in the Indian business sector is relied
upon to make India a pioneer in the Two-Wheeler and Four-Wheeler
market on the planet by 2020.

1.2.1 GROWTH OF AUTOMOBILE INDUSTRY DURING RECENT

DECADES

Just three decades back, Indian auto purchasers had only two models to
browse. Both were nearby propagations of European models that had
vanished from the western markets not long after World War II.
Regardless of business sector request, fabricating limit was confined
through government licenses, and purchasers needed to hold up a while
in the wake of paying money in advance to get conveyance. Imports were
debilitated through high obligations, which stay high even now, and
outside made autos were prized belonging of just the most well-off.

The presentation of a little hatchback in 1983 by Maruti Suzuki, together

advanced by the Indian government and Japanese little auto maker
Suzuki was from numerous points of view a vital crossroads in the
improvement of the Indian vehicles industry. In spite of the fact that little,
the Maruti 800, as it was called, was present day and significantly more
dependable than its rivals. After a generally moderate begin, the auto
charmed itself to the developing Indian white-collar class and remained
the smash hit for the following two decades. Up to this point, it was the

5
most modestly created auto on the planet, and today stays well known in
the semi-urban and country markets of India.

More altogether, Maruti Suzuki presented more proficient assembling

rehearses and built up various nearby part suppliers. This mechanical
eco-framework with tremendously enhanced capacities facilitated the
section of a few remote auto makers, after modern permitting was
surrendered in the 1990s. The development of part suppliers additionally
empowered select residential car firms, with no related knowledge in auto
assembling, to add traveler vehicles to their item extend. Although few
outside producers have attempted to extend a dependable balance, the
developing acquiring force of the white-collar class keeps on drawing in
new contestants to the Indian traveler auto market.

This story basically rehashed itself in different sections of the Indian car
market, including business vehicles and bikes. These fragments too have
advanced from duopolistic dormancy to vivacious rivalry. Set up of
obsolete items, purchasers now have a surfeit of vehicle models to look
over. The trigger for change has regularly been the presentation of
remote innovation and rivalry. Be that as it may, rather than being
overpowered, the household producers have risen as business sector
pioneers, adjusting admirably through organizations together with
outside firms for innovation. However, pulling back prohibitive
mechanical permitting and permitting the section of outside firms would
not have guaranteed maintained development for the Indian car industry.
For interest development to persevere through, the legislature would
likewise need to empower the improvement of the nation street arrange
and decrease movement blockage in its urban communities.

The National Highway Development Program dispatched in 2000 is

comparative in idea, however littler in scale, to the National Highway
System in the U.S. The primary leg of the undertaking connected the four
major Indian urban communities of Delhi, Kolkata, Chennai, and Mumbai
with a four-path thruway, named the Golden Quadrilateral. The ensuing

6
periods of the project built up the North-South and East-West parkway
hallways and access streets to real seaports. Since its dispatch, more
than 20,000 miles of parkways have been updated or are right now being
created under the project. Throughout the following decade, the
legislature is wanting to redesign another 20,000 miles of parkways
separated from building more than 10,000 miles of roads. A large portion
of these tasks are being actualized through private division interest, with
the legislature retaining part of the expenses for sections where toll
accumulations are unrealistic to make the undertaking economically
reasonable. Most Indian urban areas have developed without even
fundamental arranging of the street system and other foundation. As the
quantity of auto proprietors began rising, streets in many urban
communities got to be obstructed and contamination levels expanded.
Enlarging of internal city streets and development of lifted streets over
occupied convergences and level intersections have helped the urban
areas to retain the noteworthy increment in vehicle populace in the
course of the most recent decade. The central government gives an
extensive part of the financing for such undertakings, under projects like
the National Urban Renewal Mission.

1.2.2 GOVERNMENT INITIATIVES

The Government of India energizes remote interest in the vehicles

segment and permits 100 for every penny FDI under the programmed
course. Extract obligation on little autos, bikes, bikes and business
vehicles was decreased in February a year ago to 8 for every penny from
12 for every penny to help the 'Make in India' activity of the Indian
government.

7
 Strength Weakness
•Investments by Foreign car Manufacturers •Low quality compared to other countries
•Increase the export Levels •Low labor productivity
•Low cost and cheap Labor •High interest rate and overhead level
•Rise in the working and middle class income •Production cost is higher the some other
•Large pool of engineers Asian states like china.
•Low investments in R&D

Indian
Automobile
Industry

Opportunities Threats
•Growing population in the country •Less skilled labor
•Rising Living Standards. •Lack of technologies to Indian companies
•Increase in income level •Increase in the import tariff and technology
•Better car technology is demanded cost
•Rising rural demand •Increased congestion in urban area
•Smaller player that do not fulfill
international standards

Figure 1.2 SWOT Analysis of the Indian Automobile Industry

A portion of the real activities taken by the Government of India are

• Under the Union spending plan of 2016-17, the Government has declared
to give credit of Rs 850,000 to ranchers, which is relied upon to support
the tractors portion. The administration is adjusting to guarantee that no
less than one relative is monetarily solid to bolster the family. This is
required to enhance the conclusions of passage level bikes.

• The Government arrangements to advance eco-accommodating autos in

the nation i.e. CNG based vehicle, half, and half vehicle,

• The government has figured a Scheme for Faster Adoption and

Manufacturing of Electric and Hybrid Vehicles in India, under the National
Electric Mobility Mission 2020 to energize the dynamic actuation of
dependable, reasonable, and effective electric and cross breed vehicles
in the nation.

8
• The Automobile Mission Plan for the period 2006–2016, composed by
the administration is gone for quickening and supporting development in
this division. Additionally, the settled Regulatory Framework under the
Ministry of Shipping, Road Transport and Highways, has influence in
giving a help to this segment.
1.2.3 KEY AUTOMOBILE MANUFACTURES IN INDIA
• Maruti Udyog
• General Motors
• Ford India Limited
• Eicher Motors
• Bajaj Auto
• Daewoo Motors India
• Hero Motors
• Hindustan Motors
• Hyundai Motors India Limited
• Telco
• TVS Motors
• DC Designs
• Swaraj Mazda Limited
• Daimler India Commercial Vehicles Pvt. Ltd
• Renault Nissan Automotive India Private Limited
• BMW India Pvt Ltd

Figure 1.3 Advantage India

9
1.3 COMPANY PROFILE
“RENAULT NISSAN AUTOMOTIVE INDIA PRIVATE LIMITED”
The first joint Renault-Nissan Alliance plant for global markets, the plant
at Chennai in India has a production capacity of 400,000 units.
Opened in March 2010, the plant represents an investment of 45 billion
rupees ($990 million) and employs 1,500 people. The first Renault
vehicles designed for the Indian market to roll off the production lines
were Oleos and Fluence.
The Chennai plant is the first Alliance site to implement a production
system based on sharing both companies’ knowledge and best practices.
The new manufacturing process allows the plant to produce Renault and
Nissan vehicles on the same line.
1.3.1 VISION
To be a customer – focused and sustainable Alliance manufacturing
company that delivers excellence for the global market
1.3.2 MISSION
Guided by relentless focus on creating value for our customers, we will
constantly strive to implement the critical initiatives required to achieve
our vision.

Customers Build high quality, affordable and safe

cars for everyone

Finance Build high quality, affordable and safe

cars for everyone

People Provide a safe learning environment

with focus on employee
development
Process Provide a high degree of structure and
sustenance through Alliance
production way

10
 1.3.3 RENAULT – NISSAN ALLIANCE
Signed on March 27 1999, the Renault-Nissan alliance has built a unique
business model that has created significant value for both the companies.
For over 15 years, employees at Renault and Nissan have worked as
partners with an attitude of mutual respect and company pride while
keeping brands and corporate identities.
1.3.4 PRINCIPLES OF THE ALLIANCE
The Alliance is based on trust and mutual respect. Its organization is
transparent.
It Ensures
• Clear decision-making for speed, accountability and a high level of
performance
• Maximum efficiency by combining the strengths of both the companies
and developing synergies through common organizations, Cross-
Competency Teams and shared platforms and components
The alliance attracts and retains the best talents, provides good working
conditions and challenging opportunities. It grows people to have a global
and entrepreneurial mindset. It generates attractive returns for the
shareholders of each company and implements the best-established
standards of corporate governance. It contributes to global sustainable
development.

1.3.5 STRUCTURE OF THE ALLIANCE

Renault holds a 43.4% stake in Nissan, While Nissan possesses 15% of
Renault shares. Every organization has an immediate enthusiasm for the
consequences of the accomplice.

Renault-Nissan B.V, the regular vital administration structure of the

Renault-Nissan gathering, was established on walk 28,2002. Joined
under Dutch law, Renault-Nissan B.V is similarly possessed by Renault
and Nissan. Renault-Nissan B.V is the enlisted office of the Alliance
board, which meets frequently in Paris and Tokyo.

11
Renault–Nissan Alliance is a vital Franco-Japanese organization
between vehicles producers Renault, situated in Paris, France, and
Nissan, situated in Yokohama, Japan, which together offer more than one
in 10 autos around the world. The key organization amongst Renault and
Nissan is not a merger or a securing. The two organizations are joined
together through a cross-shareholding understanding. In July 2013,
Renault-Nissan CEO Carlos Ghosn affirmed the improvement of an all-
new auto stage in India to meet the requests of new auto purchasers in
the quickest developing economies of the world. The stage, code named
CMF-A (Common Module Family - Affordable), is being outlined and built
in India, and it is the main all-new vehicle stage composed together from
the beginning by both Renault and Nissan groups. The principal autos on
the stage was taken off in 2015.

The main vehicle to be delivered was the Nissan Micra. Beginning in

2011, the plant started constructing the Renault Koleos and Fluence. The
manufacturing plant is situated in the Oragadam Expansion Scheme and
speaks to a venture of about €800 million more than eight years from
February 2008 to 2016. The plant – which has full stamping, body, paint,
plastic, trim, and suspension shops with` two test tracks—will have the
ability to create 400,000 vehicles a year at full increase (40 autos every
hour approx.).

The plant can create four separate stages and eight body styles in
irregular generation request. Both sub-get together and parts supply to
the line are absolutely adaptable. Productivity is enhanced by having
guard and plastic moldings created nearby while the sequential
construction system brags a very proficient logistics design with a 100%
pack supply framework to the line-side which spares administrators
picking parts from more than one spot diminishing the need to stroll to
gather parts. This is an advancement of what Nissan does at its Oppama,
Japan and Sunderland, UK offices. The Renault group underpins power-
train advancement, vehicle engineering, information systems, as well as

12
styling and special project support for Renault's Mumbai-based design
studio.
1.3.6 HOW RENAULT-NISSAN OPERATES
Our objective is to develop synergies worth at least €4.3 billion by 2016.
To achieve this goal, a convergence plan was undertaken in April 2014
in four key areas for the Alliance: engineering, manufacturing and
logistics, purchasing, and human resources.

Figure 1.4 Renault-Nissan operates

These four functions are managed jointly for Renault and Nissan, with
each under the responsibility of an Alliance Executive VP.
The role of these Executive VPs is to strengthen the integration process
in each of the converged functions.
Under the leadership of Arnaud Deboeuf, Alliance Executive Vice
President for Renault-Nissan BV and the Alliance CEO Office, a team of
Alliance Global VPs and Directors assigned to specific areas is aiming to
increase and accelerate synergies.
The Global VP Directors of a global function in the Alliance manage and
steer the function. They are in charge of both partners’ operations.

13
The Global Directors coordinate collaborative work between the two
companies and see that their operations will help to strengthen synergies.
The Steering Committees choose the priority issues and give the working
groups support in implementing the Alliance’s projects.
These bodies work with the network of joint teams set up by the two
companies (Cross Company Teams and Functional Task Teams) to
identify opportunities for synergies
1.3.7 OUR SYNERGIES IN THE ALLIANCE
Strategic partnerships: Daimler, AVTOVAZ and Mitsubishi
The Renault-Nissan Alliance has entered into numerous strategic
partnerships since its creation.

On April 7, 2010, the Alliance concluded a long-term cooperation

agreement with the German group Daimler AG. The cooperation is being
pursued mainly in projects already under way and in the joint
development of vehicle platforms and powertrain components.

14
1.3.8 OVERVIEW OF RNAIPL:

5600
EMPLOYEES BY
2021

250 ACRES OF
SUPPLIER PARK
WITH 1000 CR
6700 CRORES INVESTMENT
INVESTMENT
RNAIPL

CAPACITY OF
640 ACRES OF PRODUCTION
LAND FOR 4,00,000 CARS
RNAIPL P.A

Figure 1.5 Overview of RNAIPL

15
1.3.9 PLANT LAYOUT

STAMPING SHOP

BODY SHOP

PAINT SHOP

TRIM & CHASSIS

POWERTRAIN
SHOP

SUPPLIERS
PARK

Figure 1.6 Plant Layout

16
1.3.10 PRODUCTION OVERVIEW

VEHICLE PRODUCTION

STAMPING SHOP BODY SHOP

TRIM & CHASSIS PAINT SHOP

POWER TRAIN
ASSEMBLY MACHINING CASTING

Figure 1.7 Production Overview

17
 1.3.11 RNAIPL Plant structure

RNAIPL

VEHICLE VEHICLE
PLANT
PRODUCTION POWER TRAIN 2ASDU PRODUCTION PCSCM QA
ENGINEERING
PLANT ENGINEERING

ENGINE ENGINE PRODUCTION

STAMPING STAMPING MAINTENANCE IHQA
ASSEMBLY ASSEMBLY CONTROL

SUPPLY CHAIN
BODY SHOP MACHINING MACHINING BODY SHOP UTILITY VQA
MANAGEMENT

PAINT SHOP CASTING CASTING PAINT SHOP CIVIL PQA

PLASTIC SHOP PLASTIC SHOP

TRIM & TRIM &

CHASSIS CHASSIS

RNAIPL plant consists of “7” production departments and several shop

floors in each department

Table 1.8 – RNAIPL Plant Structure

Department Main Shop floors

VPP 5 – Stamping, Body shop, Paint shop, Plastic shop, Trim & Chassis.
PT 3 – Engine Assembly, Machining, Casting.
2ASDU 3 – Engine Assembly, Machining, Casting.
VPE 5 – Stamping, Body shop, Paint shop, Plastic shop, Trim & Chassis.
PE 3 – Maintenance, Utility, Civil.
PCSCM 2 – Production Control, Supply chain Management
QA 3 – IHQA, VQA, PQA.

18
1.3.12 RNAIPL DESIGNATION HIERARCHY
The hierarchy of designation is given below see

MANAGING
DIRECTOR

DEPUTY
MANAGING
DIRECTOR

VICE PRESIDENT

GENERAL
MANAGER

DEPUTY
GENERAL
MANAGER

SENIOR
MANAGER

MANAGER

DEPUTY
MANAGER

ASSISTANT
MANAGER

SENIOR
SENIOR OFFICER
ENGINEER

ENGINEER OFFICER

ASSISTANT ASSISTANT
ENGINEER OFFICER

JUNIOR
JUNIOR OFFICER
ENGINEER

Figure 1.9 – RNAIPL Employee Hierarchy

19
1.3.13 VEHICLES PRODUCTION

20
1.4 NEED FOR STUDY
• To ensure that current employee engagement in the organization is
effectively motivating the employees or not.
• To find out what motivates its employees so that it can plan a suitable
employee engagement and gain better results.
1.5 SCOPE OF THE STUDY
The study was confined to identify the level of engagement in the company. The
study covered different departments in the company they were selected based
on convenient sampling. The employee surveys are carried out for finding the
level of engagement.
1.6 OBJECTIVE OF THE STUDY
1.6.1 Primary objective
• To understand the impact of employee engagement in Renault Nissan
Automotive India Private Limited.
1.6.2 Secondary objectives
• To study the major factors influencing the employee engagement.
• To study the perception of employee toward employee engagement.
• To study the steps adopted by the organization to increase employee
engagement.
• To study the effectiveness of employee engagement.
• To offer suggestion for employees based on the study.
1.7 Limitations of the Study
• The period of project study is limited to the time span of Jan 2021 to
March 2021. Hence all the data collected, and the temporal context would
be limited to the above period only.
• The study is limited to employees of RNAIPL only.
• This is limited to the extent of data generation available through that
method.
• Some of the respondents were reluctant in giving information.
• The analysis has been done based on the collected data figures only.

21
 CHAPTER II

2. REVIEW OF LITERATURE

Neha Gupta, Vandana Sharma (2016),

Due to Globalization of organization there is a drastic change in job
description as well as in work force diversity. So now, Employee
engagement has emerged as an important management-focused activity
in order to compete and perform in a dynamic and competitive
environment that create a linkage with the organization’s goals and
objectives. This article aims to provide an exploratory study on employee
engagement, with its concepts and definitions, factors or drivers affecting
it, also finds the measures to enhance it and importance for better
business outcomes. The methodology used for this study includes
selected literature reviews on employee engagement. As a result,
Employee engagement is found to be a continuous process and its must
for an organization. According to this study employee engagement is
found to be an integration of varied behavioral components, like
commitment, involvement, attachment, discretionary effort, energy,
positive attitude and psychological presence that leads the worker
potential into employee performance which is positively linked with
organization success.

22
Sapna Popli, Irfan A. Rizvi (2016),

The primary objective of this research article is to review the drivers of

employee engagement especially the influence of leadership style. So
they used a multi-cross-sectional descriptive design i.e., Multi-factor
Leadership Questionnaire (MLQ-5X Short Rater Form) for leadership
style and E3 (Development Dimensions International [DDI]) to capture
employee engagement. The empirical study is predicated on the info
collected from 340 front-line employees from five organizations across
the service sector within the Delhi. This study highlights the importance
and the significant role of employee engagement and the role played by
leadership styles in developing a culture of engagement. The results from
this study reveal significant relationships between leadership styles and
employee engagement. A moderating influence aged and education was
also found within the relationship between leadership styles and
employee engagement. Hence, it suggests ensuring an appropriate
leadership styles and human resource (HR) practices to drive
engagement that leads to performance.

23
V. Kumar and anita pansari 2015,

It’s documented that employees’ attitudes toward the organization have

a big effect on how they approach their jobs and the way they treat
customers. But recent research also suggests that prime levels of
employee engagement are related to higher rates of profitability growth.
This research focuses on the most common and a very lead question that
every company has, “Why should companies care about employee
engagement?” the below are its findings that provide answer for the entire
study. (1) Measuring employee engagement can reveal areas of
employee development that need attention. (2) Employees personify the
company’s service philosophy. (3) Having highly engaged employees is
associated with higher profit growth.

Karanges et al (2015)

Internal communication is an important concept for internal public relation

to create a positive organizational environment that leads to employee
engagement. This paper is made to understand the relationship between
internal communication and employee engagement empirically. So,
surveys and regression analysis were used to complete this study. After
analyzing the data obtained through Surveys(online) and results gained
from regression analysis the following three results were found. (1) The
internal supervisor communication and internal organizational
communication and the need to support these functions are strategically
contributes to the overall internal communication function. (2) The
research contributes to social exchange theory by providing evidence
that internal communication facilitates interactions between an
organization, supervisors, and employees which create workplace
relationships. (3) This study acknowledges the importance of internal
communication to express values and goals, that pave the way for
favorable organization employee relationship. To put altogether in a
simple way, the internal organizational communication and internal
supervisor communication support workplace relationships and have a
significant part to play in developing and maintaining optimal employee
engagement.

24
ManiamKaliannan, Samuel NarhAdjovu(2015),

Employee engagement is considered as an “engine” in talent

management that drives its gain from effectiveness of various
environmental factors that are both internal and external to the
organization. Employee engagement done by implementing various
strategies. It supports organizational branding and reputation among
employees. This paper explores the strengths and weakness of
employee engagement strategies implemented by a telecommunications
organization in Ghana. To Do this research Quantitative research
approach was adopted and 137 responses were recorded. The findings
of this research reveal that the engagement strategies implemented by
the organization has achieved a great level of satisfactory.

Valentin, M.,Valentin, [Link] Nafukho, F. (2015),

The main purpose of this paper is to explore implications of motivational

potential that are highly correlated to the self-determination theory (SDT)
(intrinsic motivating factors), in reference to corporate social
responsibility (CSR). This paper specifies key antecedents of
engagement within the theoretical framework of the self-determination
theory because it relates to employee engagement and CSR. The
methods used for the aim of this paper include a review of the relevant
literature utilizing the descriptors of employee engagement, SDT and
CSR. Alternative descriptors weren't questioned here. supported this
research findings, a conceptual model was formulated and put forth for
research and practice. it's demonstrated within the paper that employee
engagement features a good selection of benefits for all involved and
focuses on key antecedents of engagement created through CSR
initiatives and intrinsic motivating factors as acknowledged from SDT,
which may serve to provide a comprehensive representation of the likely
influences of intrinsic motivating drivers on employee engagement. the
most limitations of this paper is that it's conceptual in nature because it
was designed to empirically test the conceptual model developed during
this research.

25
Sowath Rana(2015),

The purpose of this paper is to seem at the relationships between high

involvement work practices (HIWPs) and employee engagement. HIWPs
contains four main attributes: they're , (a) power – employees have the
facility to form decisions and/or to participate in decision-making; (b)
information – information is shared among employees; (c) reward –
employees are rewarded for his or her good performance; (d) knowledge
– employees are given the required training to try to do their work. This
paper investigates the connections between engagement and each of
these practices and proposes a conceptual model that links these
relationships. As a result, it's found that the high involvement work
practices (HIWPs)has high influence and impact on employee
engagement.

S Biswas, J Bhatnagar 2013,

The purpose of this paper is to seek the display of multi-dimensionality of
individual affect and attitude that captures the cognitive, emotional, and
behavioral components of work-related roles. Employee engagement is
found to be one such variable. Also, this paper contributes to theory
building in the employee engagement and organizational commitment
domains. This paper analyses the mediating role of employee
engagement between perceived organizational support (POS)and
person-organization support (P-O fit) as the antecedents and
organizational commitment and job satisfaction as the consequences.
And it also attempts to establish a validity between employee
engagement and organizational commitment. It is done by choosing six
Indian Organization and a sample of 246 Indian Managers. The findings
show that P-O fit and POS has direct effect on employee engagement,
that leads to the change in organizational commitment and job
satisfaction. It suggests that when individuals perceive positive levels of
organizational collaboration then they are ultimately encouraged towards
giving higher level of effort.

26
Merrill et al (2013),
The main purpose of this study is to raise understand the combined
influence of employee engagement, health behavior, and physical health
on job performance and absenteeism. in order that they have used an
analysis that's through with the responses recorded from 20,114
employees (n=20,114). All those employees were from three
geographically dispersed area of us, all have completed the Heathway’s
Well-Being Assessment from 2008 to 2010. As a result, it's found that
employee engagement, health behavior, and physical health indices
were simultaneously significantly associated with job performance and
also with absenteeism. Employee engagement had a greater association
with job performance than did the health behavior or physical health
indices, whereas the physical health index was more strongly related to
absenteeism. therefore, the findings of the study suggest, Efforts taken
to enhance worker productivity should be of a holistic approach that
results in employee health improvement and engagement strategies.

Keith Townsend, Adrian Wilkinson &John Burgess (2013),

The contradictory objectives of consent and control within the
employment relationship means there's no single best way of managing
and furthermore, all managerial strategies are ‘routes to partial failure’.
This paper examines ‘managerial strategies’ toward employment
relations in three organizations attentively on the ‘success’ aspect of
Hyman's partial failure notion. The respective management teams of
every case study are involved in management strategies to lift the quality
of how they engage with employees. While the indeterminacy of labor
ensures that managerial strategies will never be complete. This paper
seeks to raised understand how collaborative approaches to employment
relations, as an example partnership, can co-exist, complement, or
contradict within organizations with more individualized approaches to
managing people, for instance, employee engagement.
Paul Fairlie(2011),

27
This study addresses the controversial problem of modern and past
research, i.e., “Do the meaningful work create an impact on employee
engagement or not”. This is done by demonstrating the value of
meaningful work in human resource development (HRD) practices
involving employee engagement. To complete this study a web-based
survey with the sample size of (n = 574) was conducted among North
American employees. Meaningful work characteristics were compared to
other work characteristics such as employee engagement, burnout, job
satisfaction, organizational commitment, and turnover cognitions by
using regression and correlation analysis. The result shows that the
Meaningful work characteristics had the strongest relationship with
multiple employee outcomes, and it has its own influence on employee
engagement. Hence the past researches findings were proven right. Of
course, the meaningful work has its impact on employee engagement.

Jamie A. Gruman, Alan M. Saks (2011),

Many organizations are putting a great deal of efforts to emphasis their

Performance Management System with the aim of generating higher
levels of job performance. This study suggests that producing
performance increments may be best achieved by orienting the
performance management system to promote employee engagement.
They also provide a new approach to the performance management
process that includes employee engagement and the key drivers of
employee engagement such as coaching, training, performance
management, feedback, engagement appraisal, leadership etc. at each
stage. This paper also exhibits a model of engagement management that
incorporates the main ideas of this paper and suggests a new perspective
for thinking about how to predict and manage employee engagement to
realize high levels of job performance. As a result, it is found that effective
performance management will help the organization to create and
sustain high level of employee engagement which will lead to higher
levels of performance.

28
Karen Kelly Wollard, Brad Shuck (2011),

Employee engagement is emerging concept in the HRD literature, with

demonstrated organizational benefits; yet little is known about its
antecedents. This article purpose is to explore conceptual and empirically
driven antecedents as well as differentiate the two perspectives. Result
of a structured literature review method, 42 antecedents were grouped
by application at the individual and organizational level.

WilmarSchaufeli & Marisa Salanova (2011),

This paper focus on five conceptual issues in order to better catch the
exact concept of work engagement: (1) “What's in the name” of
engagement? It uses an operational rather than a conceptual definition
of engagement and thus it did not make clear ‘‘what’s in the name’’ of
work engagement, for instance as distinguished from employee
engagement; (2)What is its relationship with burnout? Rather than two
sides of the same coin, work engagement and burnout are two different
coins (3) How to differentiate work engagement from task engagement?
An additional differentiation between work engagement and task
engagement seems feasible (4) How to distinguish between collective
and individual work engagement? Collective work engagement is more
than the sum of individual work engagement (5) What are the dark sides
of work engagement? Burnout and not workaholism is the dark side of
work engagement This paper has contributed to a better
conceptualization of work engagement, not only that it also provides idea
and guidelines for other research work.

29
Eean R. Crawford, Jeffery and Bruce Louis Rich (2010),

The general purpose of this research is to understand how working

conditions function as antecedents of engagement and burnout by using
the job demands–resources model as theoretical basis. It is done by
considering four below hypothesis. Hypothesis 1: Job demands, whether
challenges or hindrances, are positively related to burnout. Hypothesis 2:
Job resources are negatively related to burnout. Hypothesis 3: Job
resources are positively related to engagement. Hypothesis 4: The
relationship between job demands and engagement depends on the type
of the demand. As a result, the fourth hypothesis is proven to be correct
that is the negative relationship of hindrance demands with engagement
is robust across the specific types of hindrance demands. The specific
sorts of hindrance demand generally don't exhibit differential
relationships with engagement.

Sharma Baldev R. & Raina Anupama, 2010,”

Employee engagement has emerged together of the foremost important
topics within the sphere of human resource management. It stands for
the extent to which the workers are committed to the vision, mission and
goals of the organization and involved the work they are doing. This
paper seeks to ascertain the level of employee engagement and the
determinants thereof among the sales executives of a private sector
organization. Sample for the study consists of 51 sales executives of a
producing organization located within the capital Region. Data were
collected with the assistance of an 80-item “structured” questionnaire and
analyzed using the SPSS package. The findings show low rating on all
14 parameters of the study. Multiple regression analysis revealed that
four out of the 12 potential predictors, all of which belong to the situation
within which the employees are working, are the critical determinants of
employee engagement.

30
Karen Kelly Wollard, Brad Shuck (2009),

The employee engagement has gained considerable attention in the 20th

century yet it remains inconsistently defined and conceptualized. This
gap has resulted in a disjointed approach to understand and develop
strategies around employee engagement within organizations. This
paper explores the development of employee engagement through a
historical view using the literature review. Employee engagement is a
working definition is proposed and implications for theory, scholarship
and organizational practice are discussed. Therefore, the gap in
knowledge between the needs of organizations and the ability for
professionals to respond effectively is problematic for HRD scholars,
researchers, and practitioners as well as for the organizations. So, the
Organizations look for HRD professionals who have effective, and
meaningful approaches to create, build, and maintain employee
engagement. As a result of the research it is found that the Organizations
should appreciate the potential of their engaged employees by
implementing Strategies, using tools and techniques in order to get
productive and passionate contribution from the work force that leads to
the success of their organizations.

31
Drea Zingami et al (2009),

The purpose of this text is to reply to the shortage of consistency within

the academic and practitioner literature regarding the construct of
employee engagement and to supply a platform for the research and use
of a refined construct called employee work passion. This article analyses
the differences between the concepts of engagement of two group of
writers and proposes a new definition and framework based on social
cognitive theory. As a result, below three recommendations are made for
human resource development researchers and practitioners who seek to
improve both the data and the strategies used in constructing
engagement or work passion surveys. Engagement or passion surveys
should, (a) specifically assess the affective components of the appraisal
process (b) Differentiate descriptive cognitions and intentions (c)
Separate and collaborate intentions from behaviors.

Sakes and Rotman, 2006,

This study explores how corporate leadership influences the

effectiveness of internal public relations by linking CEO credibility,
employee evaluation of the organizational reputation and employee
engagement. To find that an online survey of 157 employees from 500
company were chosen. The findings resulted that CEO credibility is
positively associated with organizational reputation and employee
engagement. i.e., organizational reputation significantly and positively
affects employee engagement. Employee perception of organizational
reputation fully connected to CEO credibility that impact on employee
engagement.

32
Susan Cartwright, Nicola Holmes (2006),

Changes in the workplace lead to increase the demands on employees

significantly, often that may result in affecting their health and personal
life. As organizations have expected more from their workforce and have
provided little in return other than simply a job or employability, leads to
increase in employee cynicism and mistrust. According to a recent survey
over 80% of the workforce are currently lacking any real commitment in
their jobs. As individuals become increasingly disenchanted and
disillusioned with work and fatigued by the constant demand to vary and
to be flexible in response to organizational needs, employers now need
to actively restore the balance, recognize the meaning and emotional
aspects of labor and move towards creating a more energized, fulfilled
and engaged workforce. This means not only maintaining a way of
balance between needs and values concerning work but also ensuring a
wider work-life balance. This article cares with redressing the balance
and therefore the organizational got to recognize the meaning and
emotional aspects of labor. To put the findings of this study in words, it
forms a beautiful quote .i.e., “Work is about a search for daily meaning
as well as daily bread, for recognition also as cash, for astonishment
instead of torpor, briefly for a kind of life instead of a Monday to Friday
kind of dying”.

33
 CHAPTER III

3. RESEARCH METHODOLOGY

3.1 RESEARCH DESIGN

A research design is considered as the framework or plan for a study that
guides as well as helps the data collection and analysis of data.
3.1.1 Sampling method
The sampling design used for the study by the employees in Convenient
sampling. Its convenience sampling most often used during the
exploratory phase of the research project and is perhaps the best way of
gathering some basic information quickly and efficiently.

3.2 SAMPLING TECHNIQUE

3.2.1 Descriptive Research Design
Descriptive Research studies are mainly concerned with description of
characteristic of a particular individual (or) a group. Studies concerned
with specific predictions with narration of facts and characteristics
concerning individual, group (or) situation are all examples of Descriptive
research studies. This research includes surveys and fact-finding
enquires of different kind. The major purpose of descriptive research is
description of the situation, as it exists at present.

3.3 SOURCES OF DATA

3.3.1 Primary Data
Mapping can be collected using questionnaires. To assess the
competency of the employees, questionnaire will be distributed to the
employees in the organization. The research instrument used in study is
a questionnaire. The questionnaire is divided into 2 parts. The first part
consists of demographic detail, the second part consists of questions
which are used to find the impact of employee engagement.

34
 3.3.2 Secondary Data
Secondary data is one type of quantitative data.

3.4 STRUCTURE OF QUESTIONNAIRE

There are two type of questions closed ended and closed questions.
Closed questions provide respondents with a list of options which they
choose.
3.5 SAMPLING SIZE
It refers to the number of elements to be included in the study. Sample
size in complex and involves several qualitative and quantitative
considerations. Sample size is 146 taken in Renault Nissan Automotive
India Pvt Ltd.
3.5.1 Sampling area
Renault Nissan Automotive India Private Limited
3.6 PERIOD OF STUDY
The period of the study is from January 2021 to March 2021.
3.7 Analytical Tools
1. Percentage analysis
2. Chi-square

35
 CHAPTER - 4
DATA ANALYSIS AND INTERPRETATION
4.1 PERCENTAGE ANALYSIS
Table 4.1.1 Age of the respondents

Age of the Valid Cumulative

Frequency Percent
respondents Percent Percent

20 to 25 years 18 12.3 12.3 12.3

26 to 35 years 62 42.5 42.5 54.8

36 to 45 years 40 27.4 27.4 82.2

46 to 55 years 26 17.8 17.8 100

Total 146 100 100

Age of the respondents

18% 12%
20 to 25
26 to 35
36 to 45
27% 43% 46 to 55

Chart 4.1.1 Age of the respondents

INTERPRETATION
From the above table interpreted that the 43% of the respondents are
between the age of 26 to 35 years, and 27% of the respondents are
between the age of 36 to 45 years, 18% of them are between the age of
46 to 55 years and 12.3% of respondents are between the age 20 – 25
years.
INFERENCE
Majority (43%) of the respondents fall in the age category of 26 to 35
years.

36
 Table 4.1.2 Gender of The Respondents

Gender of the Valid Cumulative

Frequency Percent
respondents Percent Percent

Male 92 63 63 63

Female 54 37 37 100

Total 146 100 100

Gender of the respondents

37, 37%
Male
Female
63, 63%

Chart 4.1.2 Gender of The Respondents

INTERPRETATION
From the above table it is interpreted that 63% of the respondents are
male and 37% of the respondents are female.

INFERENCE
Majority (63%) of the respondents are male.

37
Table 4.1.3 Designation Status of The Respondents
Cumulative
Designation Frequency Percent
Percent
Officer 47 32.2 53.4
Senior officer 42 28.8 83.6
Superior 24 16.4 100
Assistant Manager 15 10.3 10.3

Deputy Manager 3 2.1 12.3

Manager 13 8.9 21.2
Senior Manager 2 1.4 54.8
Total 146 100

Designation

Officer
9% 2%
2% Senior officer
10% 32% Superior
Assistant Manager
16% Deputy Manager
Manager
29%
Senior Manager

Chart 4.1.3 Designation of The Respondents

INTERPRETATION
From the above table it is interpreted that 32.2% of the respondents are
Officers and 1.4% of the respondents are Senior Manager.
INFERENCE
Majority (32.2%) of the respondents are officers.

38
Table 4.1.4 MARITAL STATUS OF THE RESPONDENT

Valid Cumulative
Marital Status Frequency Percent
Percent Percent
Married 116 79.5 79.5 79.5
Unmarried 30 20.5 20.5 100

Total 146 100 100

Marital Status

21%

Married
Unmarried

79%

Chart 4.1.4 Marital Status of The Respondents

INTERPRETATION
From the above table it is interpreted that 79.5% of the respondents are
married and 20.5% of the respondents are unmarried.
INFERENCE
Majority (79.5%) of the respondents are married.

39
TABLE 4.1.5 EDUCATION QUALIFICATIOPN OF THE RESPONDENT

Education Valid Cumulative

Frequency Percent
Qualification Percent Percent
IT/Diploma 21 14.4 14.4 14.4
Undergraduate 54 37 37 100

Postgraduate 65 44.5 44.5 63

Others 6 4.1 4.1 18.5

Total 146 100 100

Education Qualification

4% 14%
IT/Diploma
Undergraduate
45% Postgraduate
37% Others

Chart 4.1.5 Education Qualification of The Respondent

INTERPRETATION
From the above table it is interpreted that the number of 45% of the
respondents are post graduate, 37% is undergraduate, 14% is
IT/Diploma and 4.1% is others.
INFERENCE
Majority 45% of the respondents are Post graduate.

40
Table 4.1.6 EXPERIENCE STATUS OF THE RESPONDENT

Experience of Valid Cumulative

Frequency Percent
the respondents Percent Percent
Up to 2 Years 10 6.8 6.8 8.2
3 to 6Years 34 23.3 23.3 31.5
7 to 10 years 49 33.6 33.6 65.1
11 to 15 years 51 34.9 34.9 100
Above 15 years 2 1.4 1.4 1.4
Total 146 100 100

Experience of the respondents

1%

7%
Up to 2 Years

35% 23% 3 to 6Years

7 to 10 years
11 to 15 years
Above 15 years
34%

Chart 4.1.6 Experience Status of The Respondent

INTERPRETATION
From the above table it is interpreted that 35% of the respondents are
between the year of 11 to 15 years, 34% is 7 to 10 years, 23% is 3 to 6
years and 7% is up to 2 years and 1% of the respondents are between
the years of above 15 years.
INFERENCE
Majority (35%) of the respondents are between the year of 11 to 15 years.

41
Table 4.1.7 EMPLOYEES FEELS PRODUCT TO BE PART OF THE
COMPANY

Valid Cumulative
Frequency Percent
Percent Percent
Strongly
25 17.1 17.1 80.8
Agree
Agree 93 63.7 63.7 63.7
Neither
14 9.6 9.6 90.4
Agree
Disagree 11 7.5 7.5 97.9
Strongly
3 2.1 2.1 100
Disagree
Total 146 100 100

Employee feels proud to be part of the company

70.0 63.7
60.0
50.0
40.0
30.0
17.1
20.0
9.6 7.5
10.0 2.1
0.0
Strongly Agree Agree Neither Agree Disagree Strongly
Disagree

Chart 4.1.7 Employee Feels Product to Be Part of The Company

INTERPRETATION
From the above table it is interpreted that 63.7% of the respondents says
agree, 17.1% says strongly agree, 9.6% says neither agree, 7.5% says
disagree and 2.1% says strongly disagree.
INFERENCE
Majority (63.7%) of the respondents says agree for feel product to be part
of the company.

42
Table 4.1.8 Period of Working in The Company

Valid Cumulative
Frequency Percent
Percent Percent
1 to 3 years 34 23.3 23.3 23.3
4 to 6 years 45 30.8 30.8 76.7
7 to 9 years 34 23.3 23.3 100
10 to 12
33 22.6 22.6 45.9
years
Total 146 100 100

Period of working in the company

35
30.8
30

25 23.3 23.3 22.6

20

15

10

0
1 to 3 years 4 to 6 years 7 to 9 years 10 to 12 years

Chart 4.1.8 Period of working in the company

INTERPRETATION
From the above table it is interpreted that 30.8% of the respondent says
4 to 6 years and 22.6% is 10 to 12 years and 23.3% is 1 to 3 years and
7 to 9 years.
INFERENCE
Majority (30.8%) of the respondents are between 4 to 6 years.

43
TABLE 4.1.9 BEST FRIEND AT WORK

Valid Cumulative
Frequency Percent
Percent Percent
Yes 136 93.2 93.2 93.2
No 10 6.8 6.8 100
Total 146 100 100

Best friend at work

100 93.2
90
80
70
60
50
40
30
20
10 6.8

0
Yes No

Chart 4.1.9 Best friend at work

INTERPRETATION
From the above table it is interpreted that 93.2% of the respondents are
say that they have best friend at work and 6.8% of the respondents say
that they don’t have friends at work.
INFERENCE
Majority (93.2%) of the employees agreed that they have best friend at
work.

44
TABLE 4.1.10 EMPLOYEE MOTIVATION FOR GOOD WORK

Valid Cumulative
Frequency Percent
Percent Percent
Extremely
21 14.4 14.4 61
motivated
very
68 46.6 46.6 46.6
motivated
somewhat
42 28.8 28.8 100
motivated
Slightly
10 6.8 6.8 71.2
Motivated
Not at all
5 3.4 3.4 64.4
motivated
Total 146 100 100

EMPLOYEE MOTIVATION FOR GOOD WORK

50 46.6
45
40
35
28.8
30
25
20
14.4
15
10 6.8
3.4
5
0
Extremely very motivated somewhat Slightly Not at all
motivated motivated Motivated motivated

Chart 4.1.10 Employee motivation for good work

INTERPRETATION
From the above table it is interpreted that 47% of the respondents says
that they are really motivated for their good work and 3.4% of the
respondents says that they are not motivated for their good work.
INFERENCE
Majority 47% of the respondents says yes that they are motivated for
good work.

45
TABLE 4.1.11 ORGANIZATION SUPPORT FOR HEALTHY WORK-
LIFE BALANCE

Valid Cumulative
Frequency Percent
Percent Percent
Strongly
25 17.1 17.1 80.8
Agree
Agree 93 63.7 63.7 63.7
Neither
14 9.6 9.6 90.4
Agree
Disagree 11 7.5 7.5 97.9

Strongly
3 2.1 2.1 100
Disagree
Total 146 100 100

Organization support for healthy work-life

balance
70.0 63.7
60.0
50.0
Percent

40.0
30.0
17.1
20.0 9.6 7.5
10.0 2.1
0.0
Strongly Agree Agree Neither Agree Disagree Strongly
Disagree
Organization Support For Healthy Work-life Balance

Chart 4.1.11 Organization support for healthy work-life balance

INTERPRETATION
From the above table it is interpreted that 63.7% of the respondents says
agree, 17.1% says strongly agree, 9.6% says neither agree, 7.5% says
disagree and 2.1% says strongly disagree.
INFERENCE
Majority 63.7% of the respondents agree that organization is support for
healthy work-life balance.

46
 TABLE 4.1.12 EMPLOYEES CONTROL TO DO THEIR JOB
Valid Cumulative
Frequency Percent
Percent Percent
A Great
deal of 55 37.7 37.7 91.1
control
A fair
amount of 78 53.4 53.4 53.4
control
Not much
7 4.8 4.8 100
control
Just a
little 3 2.1 2.1 93.2
control
No control 3 2.1 2.1 95.2
Total 146 100 100

Employees control to do their job

60
53.4
50

40 37.7

30

20

10 4.8
2.1 2.1
0
A Great deal of A fair amount of Not much control Just a little No control
control control control

Chart 4.1.12 Employees control to do their job

INTERPRETATION
From the above table it is interpreted that 53.4% of the respondents have
fair amount of control to do their job, 37.7% is a great deal of control,
4.8% is not much control and 2.1% of the respondents are just have little
control and no control to do their job.
INFERENCE
Majority 53.4% of the respondents says that they have fair amount of
control to do their job.

47
TABLE 4.1.13 FREQUENCY OF CONDUCTING EMPLOYEE
ENGAGEMENT ACTIVITY

Valid Cumulative
Frequency Percent
Percent Percent
Weekly 6 4.1 4.1 79.5
Monthly 32 21.9 21.9 54.1
Quarterly 31 21.2 21.2 75.3
Half Yearly 22 15.1 15.1 32.2
Yearly 30 20.5 20.5 100
All the
25 17.1 17.1 17.1
above
Total 146 100 100

Frequency of conduct employee engagement

activity
25 21.9 21.2 20.5
20 17.1
15.1
15
10
4.1
5
0
Weekly Monthly Quarterly Half Yearly Yearly All the above

Chart 4.1.13 Frequency of Conducting Employee Engagement

Activity
INTERPRETATION
From the above table it is interpreted that 21.9% of the respondents are
says that organization is conducting employee engagement activity in
monthly once, 21% is quarterly, 20% is yearly, 17.1% says all the above
and 15.1% says half yearly, 4.1% of the respondents are says that
organization is conducting employee engagement activity in weekly
once.
INFERENCE
Majority 21.9% of the respondents says that organization is conducting
employee engagement activity monthly once

48
TABLE 4.1.14 TIME TO PARTICIPATE THE ENGAGEMENT
PROGRAM CONDUCTED BY THE ORGANIZATION
Valid Cumulative
Frequency Percent
Percent Percent
After
working 42 28.8 28.8 28.8
hours
Before work
11 7.5 7.5 36.3
starts
During
68 46.6 46.6 82.9
break
Weekends 16 11 11 100
Others 9 6.2 6.2 89
Total 146 100 100

Time to participate the program conducted by

your organization
50 46.6
45
40
35
28.8
30
25
20
15 11
10 7.5 6.2
5
0
After working Before work During break Weekends Others
hours starts

Chart 4.1.14 Time to Participate the Engagement Program Conducted by

The Organization
INTERPRETATION
From the above table it is interpreted that 46.6% of the respondents says
that they can participate the program during the break time, 28.8% is after
working hours, 11% is weekends, 7.5% is before work starts and 6.2% of
the respondents says others.
INFERENCE
Majority 46.6% of the respondents says that they can participate the
program during the break time.

49
TABLE 4.1.15 MODE OF COMMUNICATION FOLLOWED IN
ORGANIZATION

Valid Cumulative
Frequency Percent
Percent Percent
e-mail 81 55.5 55.5 100
Display
6 4.1 4.1 6.2
board
Meeting 12 8.2 8.2 14.4
Mobile
13 8.9 8.9 23.3
App
SMS 3 2.1 2.1 2.1
All the
31 21.2 21.2 44.5
above
Total 146 100 100

MODE OF COMMUNICATION FOLLOWED IN

ORGANIZATION
60 55.5

50

40

30
21.2
20

8.2 8.9
10
4.1
2.1
0
e-mail Display board Meeting Mobile App SMS All the above

Chart 4.1.15 mode of communication followed in organization

INTERPRETATION
From the above table it is interpreted that 55.5% of the respondents says
e-mail, 21.2% is all the above, 8.9% is mobile app, 8.2% is meeting, 4.1%
is display board and 2.1% of the respondents says that they are receiving
the communication throw SMS.
INFERENCE
Majority 55.5% of the respondents says that they are receiving the
communication throw e-mail.

50
TABLE 4.1.16 TYPES OF ENGAGEMENT ACTIVITES
Valid Cumulative
Frequency Percent
Percent Percent
Games 18 12.3 12.3 49.3
Cultural Events 15 10.3 10.3 25.3
Show casing
8 5.5 5.5 8.9
special talent
Communication
9 6.2 6.2 15.1
activities
Team building
17 11.6 11.6 37
activities
Reward schemes 22 15.1 15.1 64.4
Motivational talk 5 3.4 3.4 3.4
All the above 52 35.6 35.6 100
Total 146 100 100

TYPES OF ENGAGEMENT ACTIVITES

40 35.6
35
30
25
20 15.1
15 12.3 10.3 11.6
10 5.5 6.2
3.4
5
0

Chart 4.1.16 types of engagement activities

INTERPRETATION
From the above table it is interpreted that 35.6% of the respondents says
all the above and 3.4% of the respondents says that organization is
conducting motivational talk alone.
INFERENCE
Majority 35.6% of the respondents are saying that organization is
conducting all the above employee engagement activities.

51
TABLE 4.1.17 TYPES OF GAMES CONDUCTED

Valid Cumulative
Frequency Percent
Percent Percent
Cricket 62 42.5 42.5 68.5
volleyball 9 6.2 6.2 100
Others 37 25.3 25.3 93.8
All the
38 26 26 26
above
Total 146 100 100

Type of games are conducted in your company

45 42.5

40
35
30
25.3 26
25
20
15
10 6.2
5
0
Cricket volleyball Others All the above

Chart 4.1.17 Types of Games Conducted

INTERPRETATION
From the above table it is interpreted that 42.5% of the respondents say
that organization is conduct cricket, 26% is all the above, 25.3% is others
and 6.2% of the respondents say that organization is conduct volleyball.
INFERENCE
Majority 42.5% of the respondents say that organization is conduct
cricket.

52
TABLE 4.1.18 TYPE OF CULTURAL EVENTS HAPPENING IN THE
COMPANY

Valid Cumulative
Frequency Percent
Percent Percent
Talent
33 22.6 22.6 100
show
Comedy
3 2.1 2.1 60.3
show
Dance 9 6.2 6.2 66.4
Singing 16 11 11 77.4
All the
85 58.2 58.2 58.2
above
Total 146 100 100

Type of cultural events are happening in your

company
70
58.2
60
50
40
30 22.6
20 11
6.2
10 2.1
0
Talent show Comedy show Dance Singing All the above

Chart 4.1.18 type of cultural events happening in the organization

INTERPRETATION
From the above table it is interpreted that 58.2% of the respondents says
all the above, 22.6% is talent show, 11% is singing, 6.2% is dance and
2.1% of the respondents say that comedy show.

INFERENCE
Majority 58.2% of the respondents says that organization is conducting
all the above cultural events.

53
TABLE 4.1.19 TYPE OF REWARD SCHEMES FOLLOWED IN THE
ORGANIZATION

Valid Cumulative
Frequency Percent
Percent Percent
Compensation
38 26 26 47.9
benefit
Recognition
73 50 50 97.9
program
Profit Sharing 3 2.1 2.1 100
All the Above 32 21.9 21.9 21.9
Total 146 100 100

Type of reward schemes are followed in your

organization
60
50
50

40

30 26
21.9
20

10
2.1
0
Compensation Recognition Profit Saring All the Above
benefit programmes

Chart 4.1.19 type of reward schemes followed in the organization

INTERPRETATION
From the above table it is interpreted that 50% of the respondents says
recognition program, 26% is compensation, 21.9% is all the above and
2.1% of the respondent says profit Sharing.
INFERENCE
Majority 50% of the respondents says organization is conducting
recognition program.

54
TABLE 4.1.20 EFFECTIVENESS OF REWARD SYSTEM
Valid Cumulative
Frequency Percent
Percent Percent
Highly
21 14.4 14.4 61
effective
Effective 68 46.6 46.6 46.6
Moderate 42 28.8 28.8 100
Ineffective 10 6.8 6.8 71.2
Highly
5 3.4 3.4 64.4
Ineffective
Total 146 100 100

EFFECTIVENESS OF REWARD SYSTEM

50 46.6
45
40
35
28.8
30
25
20 14.4
15
10 6.8
3.4
5
0
Highly effective Effective Moderate Ineffective Highly Ineffective

Chart 4.1.20 effectiveness of reward system

INTERPRETATION
From the above table it is interpreted that 46.6% of the respondents says
that reward system is effective, 28.8% is moderate, 14.4% is highly
effective, 6.8% is ineffective and 3.4% of the respondent says that reward
system is highly ineffective.

INFERENCE
Majority 46.6% of the respondents says that reward system is effective
in the organization.

55
TABLE 4.1.21 TYPE OF TRAINING PROGRAM

Valid Cumulative
Frequency Percent
Percent Percent
Soft skill
11 7.5 7.5 92.5
Training
Technical
11 7.5 7.5 100
Training
Safety
10 6.8 6.8 84.9
Training
Motivation
8 5.5 5.5 78.1
Training
All the
106 72.6 72.6 72.6
above
Total 146 100 100

TYPE OF TRAINING PROGRAM

80 72.6
70

60

50

40

30

20
7.5 7.5 6.8 5.5
10

0
Soft skill Training Technical Safety Training Motivation All the above
Training Training

Chart 4.1.21type of training program

INTERPRETATION
From the above table it is interpreted that 72.6% of the respondents says
all the above, 7.5% is soft skill training and technical training, 6.8% is
safety training and 5.5% of the respondent says motivation training.
INFERENCE
Majority 72.6% of the respondents say that organization is conducting all
the above training programs.

56
TABLE 4.1.22 PARTICIPATION OF EMPLOYEE ENGAGEMENT
ACTIVITY

Valid Cumulative
Frequency Percent
Percent Percent
Always 12 8.2 8.2 8.2
Very Often 23 15.8 15.8 100
Sometimes 90 61.6 61.6 84.2
Rarely 5 3.4 3.4 22.6
Never 16 11 11 19.2
Total 146 100 100

PARTICIPATION OF EMPLOYEE ENGAGEMENT

ACTIVITY
70 61.6
60
50
40
30
20 15.8
8.2 11
10 3.4
0
Always Very Often Sometimes Rarely Never

Chart 4.1.22 participation of employee engagement activity

INTERPRETATION
From the above table it is interpreted that 61.6% of the respondents says
that participate the engagement activity sometimes, 15.8% is very often,
11.0% is never 8.2% is always and 3.4% is rarely participate in
engagement activity.

INFERENCE
Majority 61.6% of the respondents says that sometimes they participate
the engagement activity.

57
TABLE 4.1.23 EMPLOYEE FEEL ABOUT EMPLOYEE ENGAGEMENT

Valid Cumulative
Frequency Percent
Percent Percent
Very good 12 8.2 8.2 100
Good 67 45.9 45.9 45.9
Satisfactory 60 41.1 41.1 91.8
Poor 7 4.8 4.8 50.7
Total 146 100 100

EMPLOYEE FEEL ABOUT EMPLOYEE

ENGAGEMENT
50 45.9
41.1
40

30

20
8.2
10 4.8

0
Very good Good Satisfactory Poor

Chart 4.1.23 employee feel about employee engagement

INTERPRETATION
From the above table it is interpreted that 45.9% of the respondents says
they feel good about engagement, 41.1% is satisfactory, 8.2% is very
good, and 4.8% of the respondent says employee engagement is poor.

INFERENCE
Majority 45.9% of the respondents says that they feel good about
employee engagement.

58
TABLE 4.1.24 RELATIONSHIP BETWEEN WORKER AND CO-
WORKER

Valid Cumulative
Frequency Percent
Percent Percent
Very fair 77 52.7 52.7 100
Somewhat fair 55 37.7 37.7 45.2
Neither fair
11 7.5 7.5 7.5
nor unfair
Somewhat
3 2.1 2.1 47.3
unfair
Total 146 100 100

Relationship with you and your co-worker

60
52.7
50
37.7
40

30

20

10 7.5
2.1
0
Very fair Somewhat fair Neither fair nor unfair Somewhat unfair

Chart 4.1.24 relationship between worker and co-worker

INTERPRETATION
From the above table it is interpreted 52.7% of the respondents says
relationship with co-worker is very fair, 37.7% is somewhat fair, 7.55 is
neither fair nor unfair and 2.1% of the respondent says relationship with
co-worker is somewhat unfair.

INFERENCE
Majority 52.7% of the respondent says the relationship with co-worker is
very fair.

59
 TABLE 4.1.25 EMPLOYEE HELP EACH OTHER WHEN NEEDED

Valid Cumulative
Frequency Percent
Percent Percent
Strongly
52 35.6 35.6 100
Agree
Agree 81 55.5 55.5 57.5
Neither
10 6.8 6.8 64.4
Agree
Disagree 3 2.1 2.1 2.1
Total 146 100 100

The people you work with help each other when

needed.
60 55.5

50

40 35.6

30

20

10 6.8
2.1
0
Strongly Agree Agree Neither Agree Disagree

Chart 4.1.25 employee help each other when needed

INTERPRETATION
From the above table it is interpreted 55.5% of the respondents agree,
35.6% is strongly agree, 6.8% is neither agree and 2.1% of the
respondent disagree that people they work with is not helping each other.

INFERENCE
Majority 55.5% of the respondents agree that people they work with is
helping each other whenever they needed.

60
 TABLE 4.1.26 EMPLOYEE ENGAGEMENT IS IMPROVING YOUR
WORK

Valid Cumulative
Frequency Percent
Percent Percent
Strongly
25 17.1 17.1 97.9
Agree
Agree 92 63 63 63
Neither
22 15.1 15.1 80.8
Agree
Disagree 4 2.7 2.7 65.8
Strongly
3 2.1 2.1 100
Disagree
Total 146 100 100

Employee engagement is helpful for improving

your work
70 63
60
50
40
30
17.1 15.1
20
10 2.7 2.1
0
Strongly Agree Agree Neither Agree Disagree Strongly Disagree

Chart 4.1.26 employee engagement is improving your work

INTERPRETATION
From the above table it is interpreted 63.0% of the respondents agree
that engagement is helpful for improving your work, 17.1% is strongly
agree, 15.15% is neither agree, 2.7% is disagree and 2.7% of the
respondent disagree.
INFERENCE
Majority 63% of the respondent agree that employee engagement is
helpful to improving the employee work.

61
TABLE 4.1.27 OPPORTUNITIES TO LEARN AND GROW IN THE
ORGANIZATION

Valid Cumulative
Frequency Percent
Percent Percent
Always 45 30.8 30.8 30.8
Very Often 60 41.1 41.1 100
Sometimes 28 19.2 19.2 58.9
Rarely 7 4.8 4.8 39.7
Never 6 4.1 4.1 34.9
Total 146 100 100

OPPORTUNITIES TO LEARN AND GROW IN THE

ORGANIZATION
50
41.1
40
30.8
30
19.2
20

10 4.8 4.1
0
Always Very Often Sometimes Rarely Never

Chart 4.1.27 opportunities to learn and grow in the organization

INTERPRETATION
From the above table it is interpreted 41.1% of the respondents says very
often, 30.8% is always, 19.2% is sometimes, 4.8% is rarely and 4.1% of
the respondent says never.

INFERENCE
Majority 41.1% of the respondent says very often they get opportunities
to learn and grow in the organization.

62
 TABLE 4.1.28 FACILITIES THE ORGANIZATION PROVIDE FOR
HEALTHY WORK LIFE BALANCE

Valid Cumulative
Frequency Percent
Percent Percent
Canteen
16 11 11 75.3
Facility
Transport
20 13.7 13.7 100
Facility
Synergy Club
2 1.4 1.4 86.3
Facility
Medical
14 9.6 9.6 84.9
Facility
Bunker
3 2.1 2.1 64.4
Facility
All the above 91 62.3 62.3 62.3
Total 146 100 100

Facilities the organization provide for

Healthy work life balance
70 62.3
60
50
40
30
20 11 13.7
9.6
10 1.4 2.1
0
Canteen Transport Synergy Club Medical Bunker Facility All the above
Facility Facility Facility Facility

Chart 4.1.28 facilities the Organization provide for healthy work life
balance
INTERPRETATION
From the above table it is interpreted 62.3% of the respondents says all
the above, 13.7% is transport facility, 9.6% is medical facility and 2.1%
of the respondent says bunker facility, 1.4% is synergy club facility.
INFERENCE
Majority 62.3% of the respondent says that organization is providing all
the facilities.

63
 TABLE 4.1.29 EFFECTIVENESS OF EMPLOYEE ENGAGEMENT

Valid Cumulative
Frequency Percent
Percent Percent
Highly
20 13.7 13.7 67.1
effective
Effective 78 53.4 53.4 53.4

Moderate 43 29.5 29.5 100

Highly
5 3.4 3.4 70.5
Ineffective
Total 146 100 100

Effectiveness of employee engagement

60
53.4

50

40

29.5
30

20
13.7

10
3.4

0
Highly effective Effective Moderate Highly Ineffective

Chart 4.1.29 Effectiveness of Employee Engagement

INTERPRETATION
From the above table it is interpreted 53.4% of the respondents says that
employee engagement is effective, 29.5% is moderate, 13.7% is highly
effective and 3.4% of the respondent says that highly ineffective.
INFERENCE
Majority 53.4% of the respondent says employee engagement is
effective.

64
TABLE 4.1.30 OVERALL RATING OF EMPLOYEE ENGAGEMENT

Valid Cumulative
Frequency Percent
Percent Percent
Very good 25 17.1 17.1 100
Good 87 59.6 59.6 59.6
Satisfactory 26 17.8 17.8 82.9
Not good 3 2.1 2.1 61.6
Poor 5 3.4 3.4 65.1
Total 146 100 100

Overall rating of employee engagement in the

company
70.0
59.6
60.0
50.0
40.0
30.0
17.1 17.8
20.0
10.0 3.4
2.1
0.0
Very good Good Satisfactory Not good Poor

Chart 4.1.30 Overall Rating of Employee Engagement

INTERPRETATION
From the above table it is interpreted 59.6% of the respondents says
employee engagement is good, 17.8% is satisfactory, 17.1% is very
good, 3.4% is poor and 2.1% of the respondent says that employee
engagement is not good.
INFERENCE
Majority 59.6% of the respondent says employee engagement is good.

65
 4.2 CHI- SQUARE TEST
Null Hypothesis:
There is no significant different between experience and improvement in
work
Alternative Hypothesis:
There is significant different between experience and improvement in
work

Experience of the respondents* The employee engagement is helpful in

improving your work Crosstabulation
Count
The employee engagement is improving your work Total
Strongly
Neither Strongly Disagre
Agree Disagree Agree Agree e
Experience 11 to 15 31 0 9 11 0 51
of the years
respondent 3 to 6Years 20 2 6 5 1 34
7 to 10 years 33 2 5 7 2 49
Above 15 2 0 0 0 0 2
years
Up to 2 6 0 2 2 0 10
Years
Total 92 4 22 25 3 146

Chi-Square Tests
Asymptotic
Value df Significance (2-sided)
a
Pearson Chi-Square 9.341 16 .899
Likelihood Ratio 12.390 16 .717
N of Valid Cases 146
a. 15 cells (60.0%) have expected count less than 5. The minimum expected count is
.04.

INTERPRETATION
Since the significant value is less than 0.05. Hence, we accept the
alternative hypothesis. Therefore, there is the significance different
between experience and employee engagement is helpful in improving
employee work.

66
4.3 CHI- SQUARE TEST
Null Hypothesis:
There is no significant different between age and effectiveness of
employee engagement.
Alternative Hypothesis:
There is significant different between age and effectiveness of employee
engagement.

Age of the respondents * effectiveness of employee engagement

Crosstabulation
Count
effectiveness of employee engagement
Highly Highly
Effective effective Ineffective Moderate Total
Age of the 20 to 25 12 2 3 1 18
respondents 26 to 35 34 9 0 19 62
36 to 45 22 4 2 12 40
46 to 55 10 5 0 11 26
Total 78 20 5 43 146

Chi-Square Tests

Asymptotic Significance
Value df (2-sided)
a
Pearson Chi-Square 20.324 9 .016
Likelihood Ratio 20.470 9 .015
N of Valid Cases 146
a. 6 cells (37.5%) have expected count less than 5. The minimum expected count is .62.

INTERPRETATION
Since the significant value is less than 0.05. Hence, we accept the
alternative hypothesis. Therefore, there is the significance different
between age and age and effectiveness of employee engagement.

67
 CHAPTER - 5
5.1 FINDINGS
1. Majority of the respondents falls under the age group of 26 to 35 years
with the highest percentage of 42.5%.
2. Majority sixty-three percentage (63%) of the respondents are Male in
the organization.
3. Majority (32.2%) of the respondents in the designation are officers.
4. Majority (79.5%) of the respondence are Married.
5. Majority (44.5%) of the respondents are with educational qualification
of postgraduate
6. Respondence with the experience of 11 to 15 years are highest
participants in the survey with 34.9%.
7. Sixty- three percentage (63.7%) of the respondents are agreed that they
feel proud to be part of the company.
8. Thirty- one percentage (30.8%) of the respondents are between 4 to 6
years.
9. Ninety-three percentage (93.2%) of the respondents agreed that they
have best friend at work.
10. Forty-seven percentage (47%) of the respondents agreed that they are
really motivated for their good work.
11. Sixty- three percentage (63.7%) of the respondents agreed that
organization is supportive in healthy work-life balance.
12. Fifty-Three percentage (53.4%) of the respondents says that they have
a fair amount of control in doing their job.
13. Twenty-two percentage (22%) of the respondents says that
organization is conducting employee engagement activity in monthly
once.
14. Forty-seven percentage (47%) of the respondents says that they are
participate the employee engagement program during the break.
15. Fifty-Five percentage (55%) of the respondents are saying that e-mail
communication has been followed in the organization.
16. Thirty-six percentage (35.6%) of the respondents says that all type of
engagement activities is conducted in the organization.

68
17. Forty-three percentage (42.5%) of the respondents says that cricket
game is conducted in the organization.

18. Fifty-eight percentage (58.2%) of the respondents says that all type of
cultural events is happening in the organization.

19. Fifty percentage (50%) of the respondents says that organization is

conducting recognition program.

20. Forty- six percentage (46.6%) of the respondents says that reward
system is effective in the organization.

21. Seventy- two percentage (72.6%) of the respondents accept that all
training program are conducted in the organization.

22. Sixty-one percentage (61.6%) of the respondents agreed that they

participate the engagement activities in sometimes.

23. Fifty percentage (49.9%) of the respondents feel that employee

engagement is good.

24. Fifty- two percentage (52.7%) of the respondents says that relationship
with worker and co-worker is very fair.

25. Fifty- five percentage (55.5%) of the respondents agreed that people
they work with is help in each other when they need.

26. Sixty-three percentage (63%) of the respondents agreed that employee

engagement is helpful for improving the work.

27. Forty-one percentage (41.1%) of the respondents says that very often
they get the opportunities to learn and grow in the organization.

28. Sixty-two percentage (62.3%) of the respondents says that organization

is providing all the facilities.

29. Fifty-three percentage (53.4%) of the respondents says that employee

engagement is effective.

30. Sixty percentage (59.6%) of the respondents says that overall rating for
the employee engagement is good.

69
5.2 SUGGESTIONS
❖ Employee engagement program are good but still the organization
need to enhance it more to improve employee engagement standard.
❖ Employee need more appreciation toward their work success.
❖ Employees need to participate in various activities which is happening
in the organization.
❖ Employees need more opportunities to learn and grow in the
organization.
❖ Employee engagement should be effective.
❖ Make the employee to participate in various activities that would help
them to grow and engage better.
❖ Special focus is needed on unengaged and actively disengaged
employees to raise the engagement levels of those employees.

70
5.3 CONCLUSION
The project specializes in how employee engagement is an antecedent
i.e. the preceding factor of job involvement and what should company do
to form the workers engaged and involves the steps which shows the way
to drive an engaged employee. The project also includes study of the
worker Engagement policies of the corporate and the way they will be
improved or modified to extend the extent of Employee Engagement
within the organization. the main objective of the project is to seek out the
Impact of Employee Engagement status in RNAIPL, Chennai and
therefore the Improvements required for improving the already
implemented Policies. Employee engagement may be a concept that's
generally viewed as managing discretionary effort, that is, when
employees have choices, they're going to act during a way that furthers
enhances their organization's interests. Also, another objective is to
research the feedbacks received and supported the analysis suggesting
solutions and providing recommendations to enhance the worker
engagement level. Basically, engaged employees feel a robust emotional
bond to the organization that employs them. The metrology used for the
research is categorized as Exploratory Research with Descriptive type
because it involved individual analysis with results supported intuitions
and judgments. the priority must concentrate more on increasing the
entertainment programs & recognize. the study explores the worker
engagement activities within the company infers that the workers have
an honest will within the organization and therefore the concern has got
to specialize in the key areas where the respondent’s needs has got to
be satisfied to lower the rate of attrition , to supply a high-energy working
environment and to enhance the general organizational effectiveness.

71
 REFERENCES

1. Drea Zingami et al (2009), Beyond Engagement: Toward a

Framework and Operational Definition for Employee Work Passion,
Academy of Human Resource development review, Volume: 8 issue:
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72
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1. RePEc:mgn:journl:v:3:y:2010:i:10:a:8
2. [Link]
3. [Link]
4. doi:10.1016/[Link].2006.03.012
5. [Link]
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[Link]: 10.1097/JOM.0b013e31827b73af
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[Link]://[Link]/journal/[Link]/mjss/article/view/3757
[Link]://[Link]/abstract=2718932
[Link]://[Link]/[Link]/sajhrm/article/view/234/229

74
 QUESTIONNAIRE

Questionnaire for study on IMPACT OF EMPLOYEE ENGAGEMT in

RNAIPL

This survey is about measuring the engagement of employees in the

workplace. Employee engagement is the level of commitment,
involvement, satisfaction & enthusiasm, an employee has towards their
work, organization and its values.

NAME:

AGE: 18 to 25 26 to 35 36 to 45 46 to 55
Above 55

DESIGNATION

Officer Senior Officer Superior Assistant Manager

Deputy Manager Manager Senior Manager

GENDER: Male Female

MARITAL STATUS: Married Unmarried

EDUCATION: Postgraduate Undergraduate IT/Diploma

Others

EXPERIENCE:
Up to 2 Year 3-6 Years 7-10 Years 11 to 15 Years
Above 15 Years
_________________________________________________________

1. Do you agree to the statement that Ï feel proud to be part of RNAIPL”?

Strongly Agree Agree Neither Agree Disagree
Strongly Disagree

2. How long are you working in this company?

1 to 3 years 4 to 6 years 7 to 9 years 10 to 12 years

3. You have best friend at work?

Yes No

75
4. How motivated are you with your good work?
Extremely motivated very motivated somewhat motivated
Slightly Motivated Not at all motivated

5. Do you feel your organization is supportive in healthy work-life balance?

Strongly Agree Agree Neither Agree Disagree
Strongly Disagree

6. How much control do you have to do the job in your organization?

A great deal of control A fair amount of control Not
much control Just a little control No control

7. How frequently your company conduct employee engagement activity?

Weekly Monthly Quarterly Half Yearly Yearly
All the Above

8. What is the best time for you to participate the program conducted by
your organisation?
After working hours Before work starts During break
Weekends

9. What is the mode of communication has been followed in your

organization?
e-mail Display board Meeting Mobileapp
SMS All the above

10. What are the types of engagement activities conducted in your

organization?
Games Cultural Events Show casing special talent
Communication activities Team building activities Reward
schemes Motivational talk All the above

11. What type of games are conducted in your company?

Cricket volleyball Throwball Others All the
above

12. What is the type of cultural events are happening in your organization?
Talent show Comedy show Dance singing All
the above

76
13. What type of reward schemes are followed in your organization?
Compensation benefit Recognition program Profit Sharing
All the Above

14. How effectively the reward system motivates the employees?

Highly effective Effective Moderate Ineffective
Highly Ineffective

15. What type of training program connected in this organization?

Soft skill Training Technical Training Safety Training
Motivation Training All the above

16. How often you participated the employee engagement activity in your
organization?
Always Very Often Sometimes Rarely Never

17. How do you feel about employee engagement?

Very good Good Satisfactory Not good Poor

18. How fair the relationship with you and your co-worker?
Very Fair Somewhat Fair Neither fair nor unfair
Somewhat unfair Very unfair

19. The people you work with, help each other when needed.
Strongly Agree Agree Neither Agree Disagree
Strongly Disagree

20. The employee engagement is helpful for improving your work.

Strongly Agree Agree Neither Agree Disagree
Strongly Disagree

21. How often you get opportunities to learn and grow in this organisation?
Always Very Often Sometimes Rarely
Never

22. What are the facilities the company provide you for healthy work life
balance?
Canteen Facility Transport Facility Synergy Club Facility
Medical Facility Bunker Facility All the above

23. How effective is the employee engagement in your organization?

Highly effective Effective Moderate Ineffective
Highly Ineffective

77
24. Overall rating of employee engagement in your company?
very good Good Satisfactory Not good Poor

Thank you...!!

*The details will be used only for study purpose

78
 APPENDIX – II (Article)
IMPACT OF EMPLOYEE ENGAGEMENT IN AUTOMOTIVE
INDUSTRY CHENNAI
JESINTHA MARY.R
Student, Sathayabama Institute of Science and Technology, Chennai
John Britto.M
Assistant Professor, Sathayabama Institute of Science and Technology,Chennai

ABSTRACT

Employee engagement is the involvement and commitment which the

employees having towards their organization and values. The engaged
employee is aware of business perspective. This study aims to find the
impact of employee engagement in automotive industry. Employee
engagement is one of the most important functions for organizations. This
study specializes how the employee engagement is ancestor. The
sample size is 146 with the descriptive study. The sampling design used
for the study by the employees is Convenient sampling. 25 questions was
given to the employees in the automotive industry. Study show that
facilities which the organization provides the employees is the major
factor which influencing the employees to work in the organization. The
result shows that employee engagement is effective in their organization.

I INTRODUCTION

Employee engagement is all about how the individual understand the role
in the organization, how sincerely the individual work towards that role to
achieve the organization objective and goals. Employee engagement is
engaging the employee toward the organization. Employee engagement
is the relationship between the employee and the organization to achieve
the organization goals. It is also the emotion bonding the employees have
toward the organization. Employee engagement is how the employee
 engage to the organization. How they are committed toward their work,
how involved they are toward their work, how they motivated to do their
job. There are many factors which will influence the employees to
engaged with their work. More they like the job, more they involve to their
work. Engaged employees will fully involves in their work with team to
achieve the organization goal. Engaged employee will feels provide and
loyalty to the organization.

II NEED FOR STUDY

• To make sure that current employee engagement within the organization

is effectively motivating the workers or not.
• To find out what motivates its employees so that it can plan a suitable
employee engagement and gain better results.

III OBJECTIVE OF THE STUDY

• To understand the impact of employee engagement in Automotive

Industry.
• To study the major factors influencing the employee engagement.
• To study the effectiveness of employee engagement.
• To offer suggestion for employees based on the study.

IV STATEMENT OF THE PROBLEM

The intention of the study is to find the impact of employee

engagement to determine the improvement of employee’s
performance. The study is also to find the improvement of
employee’s performance toward their job. Based on the
respondent’s perception impact of employee engagement will be
determined and implemented.
 V REVIEW OF LITERATURE

Neha Gupta, Vandana Sharma (2016),

Due to Globalization of organization there is a drastic change in job
description as well as in work force diversity. So now, Employee
engagement has emerged as an important management-focused activity
in order to compete and perform in a dynamic and competitive
environment that create a linkage with the organization’s goals and
objectives. Confidential C This article aims to provide an exploratory
study on employee engagement, with its concepts and definitions, factors
or drivers affecting it, also finds the measures to enhance it and
importance for better business outcomes. The methodology used for this
study includes selected literature reviews on employee engagement. As
a result, Employee engagement is found to be a continuous process and
its must for an organization. According to this study employee
engagement is found to be an integration of varied behavioral
components, like commitment, involvement, attachment, discretionary
effort, energy, positive attitude and psychological presence that leads the
worker potential into employee performance which is positively linked
with organization success.

Sapna Popli, Irfan A. Rizvi (2016),

The primary objective of this research article is to review the drivers of

employee engagement especially the influence of leadership style. So
they used a multi-cross-sectional descriptive design i.e., Multi-factor
Leadership Questionnaire (MLQ-5X Short Rater Form) for leadership
style and E3 (Development Dimensions International [DDI]) to capture
employee engagement. The empirical study is predicated on the info
collected from 340 front-line employees from five organizations across
the service sector within the Delhi. This study highlights the importance
and the significant role of employee engagement and the role played by
leadership styles in developing a culture of engagement. The results from
this study reveal significant relationships between leadership styles and
employee engagement. A moderating influence aged and education was
also found within the relationship between leadership styles and
employee engagement. Hence, it suggests ensuring an appropriate
leadership styles and human resource (HR) practices to drive
engagement that leads to performance.

V. Kumar and anita pansari 2015,

It’s documented that employees’ attitudes toward the organization have

a big effect on how they approach their jobs and the way they treat
customers. But recent research also suggests that prime levels of
employee engagement are related to higher rates of profitability growth.
This research focuses on the most common and a very lead question that
every company has, “Why should companies care about employee
engagement?” the below are its findings that provide answer for the entire
study. (1) Measuring employee engagement can reveal areas of
employee development that need attention. (2) Employees personify the
company’s service philosophy. (3) Having highly engaged employees is
associated with higher profit growth.

Karanges et al (2015),

Internal communication is an important concept for internal public relation

to create a positive organizational environment that leads to employee
engagement. This paper is made to Confidential C understand the
relationship between internal communication and employee engagement
empirically. So, surveys and regression analysis were used to complete
this study. After analyzing the data obtained through Surveys(online) and
results gained from regression analysis the following three results were
found. (1) The internal supervisor communication and internal
organizational communication and the need to support these functions
are strategically contributes to the overall internal communication
function. (2) The research contributes to social exchange theory by
providing evidence that internal communication facilitates interactions
between an organization, supervisors, and employees which create
workplace relationships. (3) This study acknowledges the importance of
internal communication to express values and goals, that pave the way
for favorable organization employee relationship.

ManiamKaliannan, Samuel NarhAdjovu(2015),

Employee engagement is considered as an “engine” in talent

management that drives its gain from effectiveness of various
environmental factors that are both internal and external to the
organization. Employee engagement done by implementing various
strategies. It supports organizational branding and reputation among
employees. This paper explores the strengths and weakness of
employee engagement strategies implemented by a telecommunications
organization in Ghana. To Do this research Quantitative research
approach was adopted and 137 responses were recorded. The findings
of this research reveal that the engagement strategies implemented by
the organization has achieved a great level of satisfactory.

VI Result and Discussion

Null Hypothesis:
There is no significant different between experience and improvement in
work
Alternative Hypothesis:
There is significant different between experience and improvement in
work
 Experience of the respondents* The employee engagement is helpful in improving
your work Crosstabulation

Count
The employee engagement is improving your work Total

Neither Strongly Strongly

Agree Disagree Agree Agree Disagree
Experience 11 to 15 years 31 0 9 11 0 51
of the
3 to 6Years 20 2 6 5 1 34
respondent 7 to 10 years 33 2 5 7 2 49
Above 15 2 0 0 0 0 2
years
Up to 2 Years 6 0 2 2 0 10
Total 92 4 22 25 3 146

Chi-Square Tests

Asymptotic
Value Df Significance (2-sided)
Pearson Chi-Square 9.341a 16 .899
Likelihood Ratio 12.390 16 .717

N of Valid Cases 146

a. 15 cells (60.0%) have expected count less than 5. The minimum expected count is .04.

Result
Since the significant value is less than 0.05. Hence, we accept the
alternative hypothesis. Therefore, there is the significance different
between experience and employee engagement is helpful in improving
employee work.

CHI- SQUARE TEST II

Null Hypothesis:
There is no significant different between age and effectiveness of
employee engagement.
 Alternative Hypothesis:
There is significant different between age and effectiveness of employee
engagement.

Age of the respondents * effectiveness of employee engagement

Crosstabulation

Count

effectiveness of employee engagement

Highly Highly
Effective effective Ineffective Moderate Total
Age of the
20 to 25 12 2 3 1 18
respondents
26 to 35 34 9 0 19 62

36 to 45 22 4 2 12 40

46 to 55 10 5 0 11 26

Total 78 20 5 43 146

Chi-Square Tests

Asymptotic Significance
Value Df (2-sided)

Pearson Chi-Square 20.324a 9 .016

Likelihood Ratio 20.470 9 .015

N of Valid Cases 146

a. 6 cells (37.5%) have expected count less than 5. The minimum expected count is .62.

Result
Since the significant value is less than 0.05. Hence, we accept the
alternative hypothesis. Therefore, there is the significance different
between age and age and effectiveness of employee engagement.
 VII SUGGESTIONS

➢ Employee engagement program are good but still the organizations

need to enhance it more to improve employee engagement standard.
➢ Employee need more appreciation toward their work success.
➢ Employees need to participate in various activities which is happening
in the organizations.
➢ Employees need more opportunities to learn and grow in the
organizations.
➢ Employee engagement should be effective.
➢ Make the employee to participate in various activities that would help
them to grow and engage better.
➢ Special focus is needed on unengaged and actively disengaged
employees to raise the engagement levels of those employees.

VIII CONCLUSION

The study includes the worker Engagement policies of the industry and
the way they will be improved or modified to extend the extent of
Employee Engagement within the organization. The main objective of the
study is to seek out the Impact of Employee Engagement in Chennai. The
priority must concentrate more on increasing the entertainment programs
& recognize. The study explores the worker engagement activities within
the company infers that the workers have an honest will within the
organization and therefore the concern has got to specialize in the key
areas where the respondent’s needs has got to be satisfied to lower the
rate of attrition , to supply a high-energy working environment and to
enhance the general organizational effectiveness.
 IX REFERENCES

1. Karanges et al (2015) The influence of internal communication on

employee engagement: A pilot study. Public Relations Review, 41(1),
pp. 129-131.[4]
2. ManiamKaliannan, Samuel NarhAdjovu(2015), Effective employee
engagement and organisational success(procedia-social &
behavioural science), Elsevier Ltd, 172,161- 168.[5]
3. Neha Gupta, Vandana Sharma (2016),
Exploring Employee Engagement—A Way to Better Business
Performance,
Global Business review, Volume: 17 issue: 3, page(s): 45S63S.[15]
4. Sapna Popli, Irfan A. Rizvi (2016),
Drivers of Employee Engagement: The Role of Leadership Style,
Vikalpa The Journal of Decision Makers, Volume: 17 issue: 4,
page(s): 965-979.[13]
5. V. KUMAR AND ANITA PANSARI 2015, Measuring the Benefits of
Employee Engagement, MITSloan Management Review, Vol. 56,
issue.4,67-72.[12]