ABSTRACT

The core objective of the project report is to fulfill the requirement of MBA program as
prescribed by the University. As a final year student, I had to prepare a report based on my field
of interest and get some knowledge and understanding on the field and provide the findings
accordingly.
The title of my project is "Employee Engagement “.
Employee Engagement is the level of commitment and involvement an employee has towards
their organization and its value. An engaged employee is aware of their job and their roles. It is a
positive attitude held by the employees towards the organization and its value.

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 Chapter: 1
INTRODUCTION
1. INTRODUCTION
Most organizations today realize that a ‘satisfied’ employee is not necessarily the ‘best’
employee in terms of loyalty and productivity. It is only an ‘Engaged employee’ who is
intellectually and emotionally bound with the organization, feels passionate about its goals and is
committed towards its values who can be termed thus. He goes the extra mile beyond the basic
job responsibility and is associated with the actions that drive the business. The fact that it has a
strong impact on the bottom-line adds to its significance. Engagement is about motivating
employees to do their best. The quality of output and competitive advantage of a company
depends on the quality of its people.
Engaged - Engaged employees work with passion and they feel a profound connection to their
company. They drive innovation and move the organization forward.” Engaged employees are
more likely to stay with the organization, perform 20 per cent better than their colleagues and act
as advocates of the business. Engagement can enhance bottom-line profit and enable
organizational agility and improved efficiency in driving change initiatives. Engaged individuals
invest themselves fully in their work, with increased self‐efficacy and a positive impact upon
health and well‐being, which in turn evokes increased employee support for the organization
Non- Engaged - “Non - Engaged employees are essentially ‘checked out’; they are sleepwalking
through their day, putting time – but not energy and passion- into their work. “These employees
who attend and participate at work but are timeserving and put no passion or energy into their
work. 2
Disengaged – employees who are unhappy at work and who act out their Unhappiness at work.
According to Meere (2005), these employees undermine the Work of their engaged colleagues
daily.
1.1. SUPERVISOR IMPACT ON ENGAGEMENT
A supervisor's management style can have a crucial impact on employee engagement. As
referenced in the Front-Line module "Motivating and Engaging Employees,” managers who fail
to engage their employees by creating positive relationships can lead to an exodus of top talent.
This means that the actions of an employee's direct supervisor can make or break an employee's
level of engagement. If employees perceive that their manager is too controlling or
micromanages their work, they are much more likely to disengage. But by fostering a style that is
more participative and facilitative, supervisors empower their employees to "get on with the job"
rather than bogging them down with too much direction. According to a 25-year study by the
Gallup organization, the relationship with a manager largely determines the length of an
employee’s stay. In addition, roughly 50-70% of an employee’s perception of their environment

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can be traced to the actions of one person: their leader. More than anyone else, the boss creates
conditions that determine people’s ability to work well.
1.2. HOW TO INCREASE ENGAGEMENT
How do managers know who is engaged? The steps for improving engagement aren’t complex,
but they must be prioritized. By utilizing the following steps, engagement becomes a core
function of the manager’s role.
1.2.1. Put everyone in the right role: Get the right people on the bus and make sure they are
in the right roles. This means that all talent acquisition and retention strategies must
be aligned with company goals.
1.2.2. Train them right: Providing the proper training and development will allow
employees to engage with you, ask questions, offer ideas, and voice concerns.
1.2.3. Task meaningful work: Engaged employees do meaningful work and have a clear
understanding of how they contribute to the company’s mission, purpose, and
strategic objectives.
1.2.4. Check in on employee development: Today’s workforce craves regular feedback,
which leads to faster course correction. Use both formal and informal check-in
strategies and use them often.
1.2.5. Don't Micromanage: Employees can’t be engaged if they don’t have freedom in how
to do their jobs. Leave the details up to your employees, and you’ll end up with
workers happy to put their own methods and ideas into action.
1.3 THE BOTTOM LINE
It is a common understanding that employees are a company’s most important asset.
But that is only true when most of the workforce is fully engaged in their work. If not,
they are either adding minimal value or actively working against the organization.
1.4 ELEMENTS OF EMPLOYEE ENGAGEMENT
Four things are important when we talk about employee engagement: commitment,
motivation, loyalty and trust. Their level determines the quality of engagement of an
employee. Each one is briefly discussed in the coming paragraphs.
Commitment: Commitment means the degree to which individuals associate
themselves with the job, the responsibilities and the organizational objectives.
Engaged employees are those who are fascinated by their work and committed to face
every challenge to attain their goals. They are dependable and highly productive and
therefore accountable for what they do.
Motivation: Up till recently it was believed that the biggest motivation is
achievement. The reverse is also true, which means achievement results in more
motivation. If employees put in their 100 percent efforts to take their organization to
the next level, this attained status motivates them more than anything. Proper rewards
and recognition can further motivate them to achieve more and more for their

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organisation. Motivation and achievement go hand in hand and act as the burning fuel
for the success of any organisation.
Loyalty: Employees who are actively engaged in their work show more loyalty
towards the organisation. The best part is that they need less focus and attention from
managers to perform their task as they themselves feel accountable for their job
responsibilities and results attained. However, it doesn’t take much time for actively
engaged employees to turn into disengaged employees if the organisation doesn’t
have a well-established reward system. Recognition is a necessity for individuals to
remain steered up towards their job.
Trust: High levels of employee engagement can be fostered only when trust prevails
in the organisation from both sides. As they share a strong emotional bond with the
organisation, the latter should also show trust in their abilities. Employees must be
given autonomy to perform their tasks their way. They should not be restricted to
specific rules and regulations and therefore should be motivated to experiment to
perform their task in a different and innovative manner.
All these elements play a vital role in determining the fate of an organisation. Besides
this, two-way communication to discuss challenges, potential consequences, vision
and values and organisation’s future should be established. In fact, communication is
the backbone of any organisation without which it can’t survive for long. Having an
open conversation with employees can solve the problems that they are facing in
executing their job.
Apart from this, organisational culture, a well-established and duly followed reward
system including compensation, benefits, stock exchange options and recognition and
personal growth and satisfaction of employees are also important factors in improving
the levels of employee engagement.

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 Chapter: 2
Industry Profile
[Link]
Shiva Pharmachem, headquartered at Vadodara, Gujarat (India), is the largest manufacturer
of acid and alkyl chlorides, by volume, in CY 2022 in India and a key player globally. We are
an ISO 9001:2015, ISO 14001:2015 and ISO 45001:2018 certified company. We have been
audited and certified by EcoVadis for Corporate Social Responsibility and audited and
awarded with a score of 76 for Luna manufacturing facility and 80 for Dahej manufacturing
facility for TFS (Together for Sustainability).
Since initiating production in 2001, we have maintained a strong focus on quality and
customer satisfaction. This has resulted in our steady growth, and we have now expanded to
three manufacturing locations, where we handle complex chemistries with a diversified
portfolio. Today, we have a manufacturing capacity of Annual MT as below:

Vision
To be the leading global manufacturer of multifunctional intermediates with a focus on
Sustainability (Environmental, Social and Governance), total quality management and total
customer satisfaction.
Mission
To Achieve following keeping Sustainability at the core of the organization:
 Expand our existing product portfolio.
 Expand our markets and increase wallet share with existing customers.
 Expand our existing manufacturing capacities.
 Further develop our R&D capabilities
 Continue to focus on the reduction of our operating expenses through asset upgrades
Our Values
At Shiva Pharmachem, health, safety and environment Compliance are embedded into our
products and processes. We strive to ensure that all our offerings are safe to use, stand the test
of quality norms and make the least possible impact on the environment.
 Implementation of HSE practices as per our Responsible Care Charter
 Software based HSE legal compliance management
 Dedicated investment to continuously upgrade EHS infrastructure and systems

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 2.1. NEED FOR STUDY
The results of this study will provide insight and information for I.T. professionals and
researchers about Employee Engagement in the field of Human services. As the level of
Employee Engagement was measured, Team leaders can develop and implement strategies
that would actually improve Engagement in their organizations, thereby potentially increasing
the overall effectiveness of the organization, and possibly decreasing level of burnout,
absenteeism and attrition.

2.2. SCOPE OF STUDY

In this research an attempt is made to carry out the study of Employee Engagement in IT
industry and its causative factors and linkages, impact of demographic profile of the
employees on Engagement, influence of organizational outputs on Employee Engagement.

2.3. OBJECTIVES OF THE STUDY

2.3.1. PRIMARY OBJECTIVE

To identify the factors affecting the level of employee engagement in the
workplace
2.3.2. SECONDARY OBJECTIVE
To assess employee satisfaction in the workplace.
To examine the impact of employee engagement on organizational effectiveness.
To identify the challenges on employee engagement.
To identify the influence of organizational input on employee engagement.

2.4. Limitation
The secondary data collected from the reliable and authenticated sources were sometimes
not very specific and this leads to making fair assumptions by the researcher, which may
not be 100% valid all the time. However, to overcome the limitations and maintain the
effectiveness of research work sincere efforts were put into the study. of the Study.

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 Chapter: 3
Literature Review
3. Literature Review
James Harter (2000) states that this research reviews and explores relationships between
managerial talent, employee engagement, and business-unit level performance. Findings from
the research shows, the several data sets highlight two critical areas in the context of many
external factors that, it is argued, can substantially improve the probability of business-unit level
success.
Ferguson and Carstairs (2005) states that the concept of ‘employee engagement’ is rapidly
gaining popularity and use in the workplace. Researchers struggle to catch up with its wave of
popularity in the corporate world as employee engagement is also increasingly being examined
in the literature. There is more interest and confusion in employee engagement. Despite this
confusion in the literature, many companies and research firms see engagement as a powerful
source of competitive advantage. This research attempts to clarify what is meant by employee
engagement and to analyze the relationship between that construct and other constructs such as
organizational commitment and job satisfaction.
Mehrzi and Sanjay Kumar (2006) states that the purpose of this paper is to provide a
framework through which to understand predict and control factors affecting employee
engagement in the public sector.
Alan Saks (2006) states that employee engagement has become a popular topic in recent years
among consulting firms and business press. But employee engagement has been studied rarely in
the academic literature and relatively little is known about its antecedents and consequences.
This study has been made for the purpose of testing a model of antecedents and consequences of
job and organization engagement based on social exchange theory.
Nancy and Eleannai (2008) states that the purpose of this study is to identify similarities and
differences between the leadership practices of managing entrepreneurs and professional CEOs
and to investigate how these impact on their immediate subordinates’ satisfaction, commitment,
motivation, and effectiveness.
Macey, Schneider (2008) states that the meaning of employee engagement is ambiguous among
both academic researchers and among practitioners who use it in conversations with clients. The
research offers a series of propositions about (a) psychological state engagement; (b) behavioral
engagement; and (c) trait engagement. The study concludes with thoughts about the
measurement of the 3 facets of engagement and potential antecedents, especially measurement
via employee surveys.

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Robertson, Cary Cooper (2010) states this research aims to propose that employee engagement
is more likely to be sustainable when employee well-being is also high.
Solomon Markos (2010) state that employee engagement is vast as it touches almost all facets
of human resource management. If every part of human resource management is not addressed
employees fails to fully engage themselves in their job in response to the kind of
mismanagement. Earlier employee engagement is build on concepts like job satisfaction,
employee commitment and organizational citizenship behavior. Employee engagement is broader
in scope though they are related to these concepts. Employee engagement is the stronger
predictor of positive organizational performance showing two way relationship between
employer and employee compared to the three earlier constructs: Job satisfaction, Employee
commitment and Organizational Citizenship behavior. The employees who are engaged in their
work are emotionally attached to the organization and they do their job with more involvement
and great enthusiasm for the success of their employer.
Bruce Louis Rich, Jeffrey Lepine Et al (2010) states that they theorize engagement,
conceptualized as the investment of an individual’s complete self into a role, provides a more
comprehensive explanation of relationships with performance than do well-known concepts that
reflect narrower aspects of the individual’s self. Results of a study shows that engagement
mediates relationships between value congruence, perceived organizational support, and core
self-evaluations, and two job performance dimensions: task performance and organizational
citizenship behavior.
Padmakumar, Prabhakar (2011) states that employee engagement has become a popular topic
among consulting firms and business press. In this study we investigate about the antecedents
and consequences of employee engagement of Jordanian industry.
Arnold Bakker (2011) states that the employees who are engaged in their work are fully
committed to their work role. They are the one who got the energy, dedication and they are
immersed in their work activities. This research studies the overview of concept of work
engagement and discusses the antecedents and consequences of engagement.
Arnold Bakker, Simon Albrecht Et al (2011) states that the article discusses the concept of
work engagement and the research is summarized on its most important antecedents. 10 key
questions is formulated to shape a research agenda for engagement. In addition to conceptual
work and measurement of enduring work engagement, the importance of state work engagement
is also discussed. They further argue that social context is crucial and it may set a stage for
climate for engagement with an important role for the management. Engaged employees use the
job crafting process to conserve their own engagement. The article closes with a discussion of
organizational interventions to increase work engagement, after discussing the possible dark
sides of engagement and the relationship between engagement and health.

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Vijaya Mani (2011) states that employee engagement has the potential to affect employee
retention, productivity and loyalty. The study attempts to investigate the level of Employee
Engagement and its predictors among the Executive level employees.
Sundaray (2011) states that employee engagement has emerged as a popular organizational
concept in recent years. It is the level of commitment and involvement of an employee towards
the organization and its values. An engaged employee knows about the business context. An
engaged employee also works with his colleagues to improve performance within the job for the
benefit of the organization. Employee engagement develops positive attitude among the
employees towards the organization. This research focuses on various factors which lead to
employee engagement and what should company do to make the employees engaged.
Malavika Desai, Bishakha Majumdar Et al (2011) states that employee engagement is the
level of commitment and involvement an employee has towards his organization and its values.
Employee engagement has a direct impact on employee’s productivity. This paper aims at
finding the employee engagement across manufacturing organizations and IT organizations and
compares the underlying reasons indicating high or low employee engagement.
Andrew, Sofian (2012) states that employee engagement is emerging as a critical organizational
issue especially as businesses are recovering from the trauma of the global recession. Employee
engagement had received a greater recognition among consulting firms as it has been an area of
interest among many researchers. This study was conducted with the purpose ascertaining the
uncertainty about the influence of individual factors of employee engagement on work outcomes
using the measures of employee engagement as the mediating variables and the social exchange
theory as the theoretical underpinning.
Madhura Bedakar, Deepika Pandita (2013) states that employee engagement is the concept
gaining significance in the past 10 years. Today organization use engaged employees as a tool for
partnering in their business. Now employee engagement has gained even more importance as
many drivers have been identified which impact employee performance and well being at
workplace. The study explore the concept of employee engagement by analyzing key drivers
namely communication, work life balance and leadership. The study will also analyze how these
drivers impact the level of employee performance and well being at work places
Harminder Kaur, Isha Jain (2013) states that employee engagement refers to employee’s
involvement in work and his commitment to the vision, mission and goals of the organization.
The current research proposes to identify the determinants and outcomes of employee
engagement in Information Technology sector. On the basis of secondary research, five
determinants - job role, organizational support, rewards & recognition, training & development
and leadership & planning, and three outcomes - organizational commitment, organizational
citizenship behavior and employee satisfaction have been taken as variables of employee
engagement in the study.

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Sonal Pandey, Shine David (2013) states that employee engagement refers to a condition in
which the employees are fully engrossed in their work and emotionally attached to their
organization. An engaged employee is enthusiastic about his work and will act in a way that
furthers his organization interest, this study is about what job characteristics lead to high
employee engagement.
Dharmendra Mehta, Naveen Mehta (2013) states that motivated and engaged employees tend
to contribute more in terms of organizational productivity and they support in maintaining a
higher commitment level leading to the higher customer satisfaction. The revenue, corporate
goodwill, brand image are at stake when employee engagement permeates across the employee-
customer boundary. This research makes an attempt to study the different dimensions of
employee engagement with the help of review of literature. This can be used to provide an
overview and references on some of the conceptual and practical work undertaken in the area of
the employee engagement practices.
Ruswahida Ibnu Ruslan and Aminul Islam (2014) states that there have been a great deal of
interest on research in employee engagement over the years and it has become a popular term.
But there is no one universally acceptable definition for employee engagement until now.
Despite the current interest in the topic among academicians and practitioners all over the world
this research tries to revisit the gaps that exist in the conceptual definition of employee
engagement.
Lailah Imandin, Christo Bisschoff Et al (2014) states the objective of this research is to
develop a model to measure employee engagement. Firstly we develop a theoretical model by
identifying employee engagement constructs from the literature. Secondly, identifying measuring
criteria of these constructs from the literature, and thirdly, to validate the theoretical model to
measure employee engagement.
Jabeen, Lalitha Balakrishnan (2014) states that employee engagement is a complex concept,
with many issues influencing engagement levels. Highly engaged employees display high levels
of performance, creativity, job satisfaction and loyalty. Employee engagement is viewed as the
edifice on which job design, job flow and job enrichment are built.
Ambar Khalid, Saba Khalid (2015) states the relationship between organizational commitment,
career satisfaction and employee engagement. The purpose of the study is to create awareness
among employees about career satisfaction and employee engagement by analyzing how it is
related to organizational commitment.
Ng Kim-Soon (2015) states that there is a deepening disengagement among employees. Engaged
employee with full workforce can make differences of survival or success of business
organization during economic downturn. The construct and dimensions to measure employee
engagement are unclear. In other words, researchers and reviewers do not use the same
components and dimensions to describe employee engagement. The research aims to determine

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the components and dimensions of employee engagement, and investigate its effect on job
satisfaction.
Gantasala Prabhakar, Swetha Reddy (2016) states that it was aimed at assessing the employee
engagement levels at IT industry in India, factors contribute to employee engagement and means
to improve employee engagement levels in industry being researched. The research also
identifies the impact of demographic factors in employee engagement.
Ashita Chadha, Ritu Sharma (2016) states that the focus is largely on the role that employees
perform in bringing a competitive advantage. Lot of impetus has placed on increasing
productivity of employees by engaging them. The research suggests that the financial bottom-
line of organizations benefit immensely as a consequence of engaged employees. This empirical
paper focuses on various dimensions that effect employee engagement of professionals in IT
companies
Manjunath, Chandni (2018) states that IT industry in India is confronting with a multitude of
challenges ranging from talent crunch & its effective management, growing insecurity among
employees & the apprehensions raised by automation. Employees want to know what drives the
company they are working for, what its long-term goals are and how they will be involved in
achieving these objectives. This study throws light into the various challenges that come on the
way of effective engagement mechanisms in the IT sector & also provides a brief overview of
the engagement trends in vogue. The study also suggests a model that can be used for engaging
employees in a more effective way in organizations by satisfying both the career aspirations of
employees as well as the organizational goals.
Chanchai Bunchapattanasakda (2019) states that employee engagement is an important issue
in management theory and practice. There is still no authoritative standard when it comes to
major differences in the concept, theory, influencing factors and outcomes of employee
engagement. The purpose of this paper is to review and summarize the research results of
previous papers on employee engagement.
Rayton (2012) states the role of work engagement in the relationship between employee affect
and subsequent supervisor-rated job performance and self-reported intention to quit using a
cross-lagged survey design. The structural model of the research places affects as an antecedent
rather than an outcome of engagement.

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 Chapter :4
Research & Methodology
4. Research & Methodology:
4.1 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.
4.2 DESCRIPTIVE RESEARCH
Descriptive research was adopted for this study. The reason for choosing descriptive
research was that it helps in generalization to a greater extent. Descriptive research is a
study designed to depict the participants in an accurate way.
More simply put, descriptive research is all about describing people who take part in
the study.
4.3 SAMPLING TECHNIQUE
4.3.1 CONVENIENCE SAMPLING METHOD
A convenience sample is one of the main types of non-probability sampling methods.
A convenience sample is made up of people who are easy to reach.
4.4 SOURCES OF DATA
4.4.1 PRIMARY DATA: Primary data is collected through a well-framed and structured
questionnaire to elicit the well-considered opinions of the respondents.
4.4.2 SECONDARY DATA: Secondary data refers to data that was collected by someone other
than the user. Common sources of secondary data for Journal, Books, Websites,
organizational records and data that was originally collected for other research purposes
19
4.5 STRUCTURE OF QUESTIONNAIRE
There are two broad types of questions open ended or open questions and closed ended or
closed questions. Open questions enable respondents to answer as they wish. Closed
questions provide respondents with a list of options from which they choose.
4.6 SAMPLE SIZE: The sampling method used in this research is convenient sampling
technique. The sample size is 120.

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4.7 PERIOD OF STUDY: The period of study is from January 2021 to March 2021 which is
three months of study.
4.8 ANALYTICAL TOOLS
4.8.1 Software Used
SPSS software was used to analyze data. SPSS is a widely used program for statistical
analysis in social science It is also used by market researchers, health researchers, survey
companies, government, education researchers, marketing organizations, data miners, and
others. The original SPSS manual (Nie, Bent & Hull, 1970) has been described as one of
"sociology's most influential books" for allowing ordinary researchers to do their own
statistical analysis. In addition to statistical analysis, data management (case selection,
file reshaping, creating derived data) and data documentation (a metadata dictionary is
stored in the data file) are features. of the base software. IBM SPSS was employed to
analyze data from the survey.
4.9 TESTS USED
4.9.1 PERCENTAGE ANALYSIS
Simple Percentage Analysis refers to a special kind of rates, percentage are used in making
comparison between two or more series of data. A percentage is used to determine the
relationship between the series. 20
Percentage = No of respondents * 100
120 (Total respondents)
4.9.2 ONE WAY ANOVA
Analysis of variance, or ANOVA, is a statistical method that separates observed variance data
into different components to use for additional tests. A oneway ANOVA is used for three or more
groups of data, to gain information about the relationship between the dependent and
independent variables.
The ANOVA test allows a comparison of more than two groups at the same time to determine
whether a relationship exists between them. The result of the ANOVA formula, the F statistic
(also called the F-ratio), allows for the analysis of multiple groups of data to determine the
variability between samples and within samples.
The hypotheses of interest in an ANOVA are as follows:
H0: μ1= μ2= μ3... = μk
H1: Means are not all equal.
4.9.3 CORRELATION ANALYSIS
Correlation analysis is a statistical method used to evaluate the strength of relationship between
two quantitative variables. A high correlation means that two or more variables have a strong

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relationship with each other, while a weak correlation means that the variables are hardly related.
In other words, it is the process of studying the strength of that relationship with available
statistical data.
Sample correlation coefficient, more specifically the Pearson Product Moment correlation
coefficient. The sample correlation coefficient, denoted r, ranges between -1 and +1 and
quantifies the direction and strength of the linear association between the two variables. The
correlation between two variables can be positive (i.e., higher levels of one variable are
associated with higher levels of the other) or negative (i.e., higher levels of one variable are
associated with lower levels of the other).
The sign of the correlation coefficient indicates the direction of the association. The magnitude
of the correlation coefficient indicates the strength of the association. 21
4.9.4 CHI-SQUARE ANALYSIS
A chi-square test for independence compares two variables in a contingency table to see if they
are related. In a more general sense, it tests to see whether distributions of categorical variables
differ from each other.
4.10 RESEARCH HYPOTHESIS
Hypothesis 1: H1 is accepted and there is a significant difference in employee engagement
among different age groups.
Hypothesis 2: H1 is accepted and there is a significant difference in employee engagement
among different income groups.
Hypothesis 3: H0 is accepted and there is no significant relationship between career development
and work relationship.
Hypothesis 4: H1 is accepted and there is a significant association between work challenge and
age.

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 Chapter: 5
DATA ANALYSIS AND INTERPRETATION
5. Percentage Analysis

Table 5.1: Age of the respondents

Particulars No of Respondents Percentage of Respondents

20-25 years 74 61.7
26-30 year 20 16.7
31-35 years 12 10
36-40 years 7 5.8
Above 40 years 7 5.8
Total 120 100

Chart 5.1 Age of the respondents

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 Chart Title

61.7
65.0

55.0

45.0

35.0

25.0 16.7
10.0
15.0 5.8 5.8

5.0

20-25 years 26-30 year 31-35 years 36-40 years Above 40

years
Series1 61.7 16.7 10.0 5.8 5.8

Interpretation:
61.7% are in the age group of 18-25 years, 16.7% are in the age group of 26-30 years, 10% are in
the age group of 31-35 years and 5.8% are in the age group of 36-40 years and above 40 years
respectively.

Table 5.2 Gender of the respondents

Particulars No of Percentage of Respondents

Respondents
Male 72 60
Female 48 40
Total 120 100

Chart 5.2 Gender of the respondents

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 Chart Title

60

55
40
45

35

25

15

Male Female
Series1 60 40

Interpretation:
60% of the respondents are male and 40% of the respondents are female.

Table 5.3 Experience of the respondents

Particulars No of Respondents Percentage of Respondents

0-5 years 78 65
6-10 years 26 21.7
11-15 years 10 8.3
16-20 years 2 1.7
Above 20 years 4 3.3
Total 120 100

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Chart 5.3 Experience of the respondents

Chart Title
65.0
65

55

45

35
21.7
25

15 8.3
1.7 3.3
5

0-5 years 6-10 years 11-15 years 16-20 years Above 20

years
Series1 65.0 21.7 8.3 1.7 3.3

Interpretation:
65% of the respondents have work experience of 0-5 years, 21.7% of the respondents have work
experience of 6-10 years, 8.3% of the respondents have work experience of 11-15 years, 1.7% of
the respondents have work experience of 16-20 years and 3.3% of the respondents have work
experience of above 20 years.

Table 5.4 Salary of the respondents

Particulars No of Respondents Percentage of Respondents

10000-15000 Rs 25 20.8
15000-20000 Rs 33 27.5
20000-30000 Rs 29 24.2
30000-40000 Rs 13 10.8
Above 40000 Rs 20 16.7

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 Total 120 100

Chart 5.4 Salary of the respondents

Chart Title

27.5
27.5 24.2
20.8
22.5
16.7
17.5
10.8
12.5

7.5

2.5

10000-15000 15000-20000 20000-30000 30000-40000 Above 40000

Rs Rs Rs Rs Rs
Series1 20.8 27.5 24.2 10.8 16.7

Interpretation:
20.8% of the respondents get a salary around 10000 to 15000Rs, 27.5% of the respondents get a
salary around 15000 to 20000Rs, 24.2% of the respondents get a salary around 20000 to
30000Rs, 10.8% of the respondents get a salary around 30000 to 40000Rs, 16.7% of the
respondents get a salary above 40000Rs.

Table 5.5 Designation of the respondents

Particulars No of Respondents Percentage of Respondents

Top Level Management 15 12.5
Middle Level Management 55 45.8
Lower-Level Management 50 41.7
Total 120 100

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Chart 5.5 Designation of the respondents

Chart Title

45.8
47.5 41.7
42.5
37.5
32.5
27.5
22.5
12.5
17.5
12.5
7.5
2.5
Top Level Management Middle Level Manage- Lower Level Manage-
ment ment
Series1 12.5 45.8 41.7

Interpretation:
12.5% of the respondents are from top level management, 45.8% of the respondents are from
middle level management and 41.7% of the respondents are from lower-level management.

Table 5.6 I feel completely involved in my work

Particulars No of Respondents Percentage of Respondents

Strongly Agree 18 15
Agree 66 55
Neither Agree nor 17 14.2
Disagree
Disagree 15 12.5
Strongly Disagree 4 3.3

Page 20 of 45
 Total 120 100

Chart 5.6 I feel completely involved in my work

Chart Title

55
55

45

35

25
15 14 13
15
3
5

Strongly Agree Neither Agree Disagree Strongly Dis-

Agree nor agree
Disagree
Series1 15 55 14 13 3

Interpretation:
15% of the respondents strongly agree on their involvement in work, 55% of the respondents
agree on their involvement in work, 14.2% of the respondents neither agree nor disagree on their
involvement in work, 12.5% of the respondents disagree on their involvement in work and 3.3%
of the respondents strongly disagree on their involvement in work.

Table 5.7 Does your work challenge you and aid your development

Particulars No of Respondents Percentage of Respondents

Always 33 27.5
Often 42 35
Sometimes 30 25
Rarely 12 10
Never 3 2.5

Page 21 of 45
 Total 120 100

Chart 5.7 Does your work challenge you and aid your development

Chart Title
35

32.5
28
25
27.5

22.5

17.5
10
12.5

7.5
3
2.5

Always Often Sometimes Rarely Never

Series1 28 35 25 10 3

Interpretation:
27.5% of the respondents always have work challenges that aid their development, 35% of the
respondents often have work challenges that aid their development, 25% of the respondents
sometimes have work challenges that aid their development, 10% of the respondents rarely have
work challenges that aid their development and 2.5% of the respondents never have work
challenges that aid their development.

Table 5.8 Are you determined to make the best effort at work each day

Particulars No of Respondents Percentage of Respondents

Always 27 22.5
Often 36 30
Sometimes 33 27.5
Rarely 18 15
Never 6 5

Page 22 of 45
 Total 120 100

Chart 5.8 Are you determined to give the best effort at work each day

Chart Title
30
28
27.5
23
22.5

17.5 15

12.5

7.5 5

2.5

Always Often Sometimes Rarely Never

Series1 23 30 28 15 5

Interpretation:
22.5% of the respondents are always determined to give best effort at work each day, 30% of the
respondents are often determined to give best effort at work each day, 27.5% of the respondents
are sometimes determined to give best effort at work each day, 15% of the respondents are rarely
determined to give best effort at work each day and 5% of the respondents are never determined
to give the best effort to work each day.

Table 5.9 Are you inspired to meet your goals at work

Particulars No of Respondents Percentage of Respondents

Always 36 30
Often 31 25.8
Sometimes 25 20.8
Rarely 21 17.5
Never 7 5.8

Page 23 of 45
 Total 120 100

Chart 5.9 Are you inspired to meet goals at work

Chart Title
30.0

25.8
28

20.8
23
17.5
18

13

5.8
8

Always Often Sometimes Rarely Never

Series1 30.0 25.8 20.8 17.5 5.8

Interpretation:
30% of respondents are always inspired to meet goals at work, 25.8% of the respondents are
often inspired to meet goals at work, 20.8% of the respondents are sometimes inspired to meet
goals at work, 17.5% are rarely inspired to meet goals at work and 5.8% of the respondents are
never inspired to meet goals at work.

Table 5.10 Are you given new challenges at work

Particulars No of Respondents Percentage of Respondents

Always 32 26.7
Often 23 19.2
Sometimes 27 22.5
Rarely 24 20
Never 14 11.7

Page 24 of 45
 Total 120 100

Chart 5.10 Are you given new challenges at work

Chart Title

26.7
27.5
22.5
22.5 19.2 20.0

17.5
11.7
12.5

7.5

2.5

Always Often Sometimes Rarely Never

Series1 26.7 19.2 22.5 20.0 11.7

Interpretation
26.7% of the respondents are always given new challenges at work, 19.2% of the respondents are
often given new challenges at work, 22.5% of the respondents are sometimes given new
challenges at work, 20% of the respondents are rarely given new challenges at work and 11.7%
of the respondents are never given new challenges at work.

Table 5.11 I can see myself growing and developing my career in this company

Particulars No of Respondents Percentage of Respondents

Strongly Agree 31 25.8
Agree 45 37.5
Neither Agree 22 18.3
nor
Disagree

Page 25 of 45
 Disagree 15 12.5
Strongly 7 5.8
Disagree
Total 120 100

Chart 5.11 I can see myself growing and developing my career in this company

Chart Title
37.5
37.5
32.5
25.8
27.5
22.5 18.3

17.5 12.5
12.5
5.8
7.5
2.5
Strongly Agree Neither Agree Disagree Strongly Dis-
Agree nor agree
Disagree
Series1 25.8 37.5 18.3 12.5 5.8

Interpretation
25.8% of the respondents strongly agree that they can grow and develop a career in their
company, 37.5% of the respondents agree that they can grow and develop a career in their
company, 18.3% of the respondents neither agree nor disagree that they can grow and develop a
career in their company, 12.5% of the respondents disagree that they can grow and develop a
career in their company and 5.8% of the respondents strongly disagree that they can grow and
develop a career in their company.

Table 5.12 There is adequate company support for my skill development

Particulars No of Respondents Percentage of Respondents

Strongly Agree 34 28.3
Agree 47 39.2
Neither Agree 22 18.3
nor

Page 26 of 45
 Disagree
Disagree 13 10.8
Strongly 4 3.3
Disagree
Total 120 100

Chart 5.12 There is adequate company support for my skill development

Chart Title
39.2

37.5
32.5 28.3

27.5
22.5 18.3

17.5
10.8
12.5
7.5 3.3

2.5
Strongly Agree Neither Agree Disagree Strongly Dis-
Agree nor agree
Disagree
Series1 28.3 39.2 18.3 10.8 3.3

Interpretation
28.3% of the respondents strongly agree that they get adequate company support for their skill
development, 39.2% of the respondents agree that they get adequate company support for their
skill development, 18.3% of the respondents neither agree nor disagree that they get adequate
company support for their skill development, 10.8% of the respondents disagree that they get
adequate company support for their skill development and 3.3% of the respondents strongly
disagree that they get adequate company support for their skill development.

Table 5.13 This organization really inspires the very best in me when it comes to job
performance

Particulars No of Respondents Percentage of Respondents

Strongly Agree 16 13.3
Agree 42 35
Page 27 of 45
 Neither Agree nor 30 25
Disagree
Disagree 22 18.3
Strongly Disagree 10 8.3
Total 120 100

Chart 5.13 This organization really inspires the very best in me when it comes to job
performance

Chart Title
35

32.5
25
27.5

22.5 18

17.5 13

12.5 8

7.5

2.5
Strongly Agree Neither Agree Disagree Strongly Dis-
Agree nor agree
Disagree
Series1 13 35 25 18 8

Interpretation
13.3% of the respondents strongly agree that the organization inspires the best when it comes to
job performance, 35% of the respondents agree that the organization inspires the best when it
comes to job performance, 25% of the respondents neither agree nor disagree that the
organization inspires the best when it comes to job performance, 18.3% of the respondents
disagree that the organization inspires the best when it comes to job performance and 8.3% of the
respondents strongly disagree that the organization inspires the best when it comes to job
performance.

Table 5.14 I learn a lot from my co-workers

Particulars No of Respondents Percentage of Respondents

Strongly Agree 21 17.5
Agree 48 40
Page 28 of 45
 Neither Agree 15 12.5
nor
Disagree
Disagree 23 19.2
Strongly 13 10.8
Disagree
Total 120 100

Chart 5.14 I learn a lot from my co-workers

Chart Title
40

37.5
32.5
27.5
19
22.5 18
17.5 13
11
12.5
7.5
2.5
Strongly Agree Neither Agree Disagree Strongly Dis-
Agree nor agree
Disagree
Series1 18 40 13 19 11

Interpretation
17.5% of the respondents Strongly Agree that they learn a lot from Co-Workers, 40% of the
respondents Agree that they learn a lot from Co-Workers, 12.5% of the respondents Neither
Agree nor Disagree that they learn a lot from Co-Workers, 19.2% of respondents Disagree that
they learn a lot from Co-Workers and 10.8% of the respondents Strongly Disagree that they learn
a lot from Co-Workers.

Table 5.15 My supervisor seems to care about me

Particulars No of Respondents Percentage of Respondents

Page 29 of 45
 Strongly Agree 25 20.8
Agree 26 21.7
Neither Agree 36 30
nor
Disagree
Disagree 15 12.5
Strongly 18 15
Disagree
Total 120 100

Chart 5.15 My supervisor seems to care about me

Chart Title
30.0

27.5
20.8 21.7
22.5
15.0
17.5
12.5
12.5

7.5

2.5

Strongly Agree Neither Agree Disagree Strongly Dis-

Agree nor agree
Disagree
Series1 20.8 21.7 30.0 12.5 15.0

Interpretation
20.8% of the respondents strongly agree that the supervisor cares about them, 21.7% of the
respondents agree that the supervisor cares about them, 30% of the respondents neither agree nor
disagree that the supervisor cares about them, 12.5% of the respondents disagree that the
supervisor cares about them and 15% of the respondents strongly disagree that the supervisor
cares about them.

Page 30 of 45
Table 5.16 My department is consistently given all the information we need to execute our
objectives

Particulars No of Respondents Percentage of Respondents

Strongly Agree 26 21.7
Agree 50 41.7
Neither Agree 20 16.7
nor
Disagree
Disagree 16 13.3
Strongly 8 6.7
Disagree
Total 120 100

Chart 5.16 My department is consistently given all the information we need to execute our
objectives

Chart Title
41.7
42.5
37.5
32.5
27.5 21.7
22.5 16.7
17.5 13.3

12.5 6.7
7.5
2.5
Strongly Agree Neither Agree Disagree Strongly Dis-
Agree nor agree
Disagree
Series1 21.7 41.7 16.7 13.3 6.7

Interpretation
21.7% of the respondents strongly agree that their department provide information to execute
objectives, 41.7% of the respondents agree that their department provide information to execute
objectives, 16.7% of the respondents neither agree nor disagree that their department provide
information to execute objectives, 13.3% of the respondents disagree that their department
provide information to execute objectives and 6.7% of the respondents strongly disagree that
their department provide information to execute objectives.

Page 31 of 45
Table 5.17 My manager demonstrates an interest in my well-being

Particulars No of Respondents Percentage of Respondents

Strongly Agree 19 15.8
Agree 28 23.3
Neither Agree nor 38 31.7
Disagree
Disagree 15 12.5
Strongly Disagree 20 16.7
Total 120 100

Chart 5.17 My manager demonstrates an interest in my well-being

Chart Title

31.7
32.5

27.5 23.3

22.5
15.8 16.7
17.5 12.5
12.5

7.5

2.5
Strongly Agree Neither Agree Disagree Strongly Dis-
Agree nor agree
Disagree
Series1 15.8 23.3 31.7 12.5 16.7

Interpretation
15.8% of the respondents strongly agree that the manager demonstrates interest in their
wellbeing, 23.3% of the respondents agree that the manager demonstrates interest in their
wellbeing, 31.7% of the respondents neither agree nor disagree that the manager demonstrates
interest in their wellbeing, 12.5% of the respondents disagree that the manager demonstrates
interest in their wellbeing and 16.7% of the respondents strongly disagree that the manager
demonstrates interest in their wellbeing.

Page 32 of 45
Table 5.18 My manager sets clear expectations for my performance

Particulars No of Respondents Percentage of Respondents

Strongly Agree 31 25.8
Agree 48 40
Neither Agree nor 21 17.5
Disagree
Disagree 12 10
Strongly Disagree 8 6.7
Total 120 100

Chart 5.18 My manager sets clear expectations for my performance

Chart Title
40

37.5
32.5
26
27.5
22.5 18
17.5
10
12.5 7
7.5
2.5
Strongly Agree Neither Agree Disagree Strongly Dis-
Agree nor agree
Disagree
Series1 26 40 18 10 7

Interpretation
25.8% of the respondents strongly agree that manager sets clear expectation on their
performance, 40% of the respondents agree that the manager sets clear expectation on their
performance, 17.5% of the respondents neither agree nor disagree that the manager sets clear
expectation on their performance, 10% of the respondents disagree that the manager sets clear
expectation on their performance and 6.7% of the respondents strongly disagree that the manager
sets clear expectation on their performance.

Page 33 of 45
Table 5.19 I feel comfortable giving feedback to my manager

Particulars No of Respondents Percentage of Respondents

Strongly Agree 22 18.3
Agree 52 43.3
Neither Agree 14 11.7
nor
Disagree
Disagree 20 16.7
Strongly 12 10
Disagree
Total 120 100

Chart 5.19 I feel comfortable giving feedback to my manager

Chart Title
43.3

42.5
37.5
32.5
27.5
18.3
22.5 16.7
17.5 11.7
10.0
12.5
7.5
2.5
Strongly Agree Neither Agree Disagree Strongly Dis-
Agree nor agree
Disagree
Series1 18.3 43.3 11.7 16.7 10.0

Interpretation
18.3% of the respondents strongly agree that the feel comfortable giving feedback to the
manager, 43.3% of the respondents agree that the feel comfortable giving feedback to the
manager, 11.7% of the respondents neither agree nor disagree that the feel comfortable giving
feedback to the manager, 16.7% of the respondents disagree that the feel comfortable giving
feedback to the manager and 10% of the respondents strongly disagree that the feel comfortable
giving feedback to the manager.

Page 34 of 45
Table 5.20 I feel comfortable asking for help if I do not have the skills required to meet my
goals

Particulars No of Respondents Percentage of Respondents

Strongly Agree 23 19.2
Agree 48 40
Neither Agree 21 17.5
nor
Disagree
Disagree 18 15
Strongly 10 8.3
Disagree
Total 120 100

Chart 5.20 I feel comfortable asking for help if I do not have the skills required to meet my
goals

Chart Title
40

37.5
32.5
27.5
19
22.5 18
15
17.5
12.5 8

7.5
2.5
Strongly Agree Neither Agree Disagree Strongly Dis-
Agree nor agree
Disagree
Series1 19 40 18 15 8

Interpretation
19.2% of the respondents strongly agree that the feel comfortable asking for help to meet their
goals at work, 40% of the respondents agree that the feel comfortable asking for help to meet
their goals at work, 17.5% of the respondents neither agree nor disagree that the feel comfortable
asking for help to meet their goals at work, 15% of the respondents disagree that the feel

Page 35 of 45
comfortable asking for help to meet their goals at work and 8.3% of the respondents strongly
disagree that the feel comfortable asking for help to meet their goals at work.

Table 5.21 I find that my values and the organization's values are similar

Particulars No of Respondents Percentage of Respondents

Strongly Agree 13 10.8
Agree 35 29.2
Neither Agree 31 25.8
nor
Disagree
Disagree 22 18.3
Strongly 19 15.8
Disagree
Total 120 100

Chart 5.21 I find that my values and the organization's values are similar

Chart Title
29.2
25.8
27.5

22.5 18.3
15.8
17.5
10.8
12.5

7.5

2.5

Strongly Agree Neither Agree Disagree Strongly Dis-

Agree nor agree
Disagree
Series1 10.8 29.2 25.8 18.3 15.8

Interpretation
10.8% of the respondents strongly agree that their values and organization values are similar,
29.2% of the respondents agree that their values and organization values are similar, 25.8% of
the respondents neither agree nor disagree that their values and organization values are similar,
18.3% of the respondents disagree that their values and organization values are similar and
15.8% of the respondents strongly disagree that their values and organization values are similar.

Page 36 of 45
Table 5.22 I see a clear tie between the company's mission and my individual job.

Particulars No of Respondents Percentage of Respondents

Strongly Agree 17 14.2
Agree 54 45
Neither Agree 24 20
nor
Disagree
Disagree 11 9.2
Strongly 14 11.7
Disagree
Total 120 100

Chart 5.22 I see a clear tie between the company's mission, and my individual job

Chart Title
45

42.5
37.5
32.5
27.5
20
22.5
14
17.5 12
9
12.5
7.5
2.5
Strongly Agree Neither Agree Disagree Strongly Dis-
Agree nor agree
Disagree
Series1 14 45 20 9 12

Interpretation
14.2% of the respondents strongly agree that the see a clear tie between the company’s mission
and their individual job, 45% of the respondents agree that the see a clear tie between the
company’s mission and their individual job, 20% of the respondents neither agree nor disagree

Page 37 of 45
that the see a clear tie between the company’s mission and their individual job, 9.2% of the
respondents disagree that the see a clear tie between the company’s mission and their individual
job and 11.7% of the respondents strongly disagree that the see a clear tie between the company’s
mission and their individual job.

Table 5.23 The organization's mission consistently inspires me to do my best work

Particulars No of Respondents Percentage of Respondents

Strongly Agree 16 13.3
Agree 49 40.8
Neither Agree nor 29 24.2
Disagree
Disagree 19 15.8
Strongly Disagree 7 5.8
Total 120 100

Chart 5.23 The organization's mission consistently inspires me to do my best work

Chart Title

40.8
42.5
37.5
32.5
24.2
27.5
22.5 15.8
13.3
17.5
12.5 5.8
7.5
2.5
Strongly Agree Neither Agree Disagree Strongly Dis-
Agree nor agree
Disagree
Series1 13.3 40.8 24.2 15.8 5.8

Interpretation
13.3% of the respondents strongly agree that organization’s mission inspires them to do the best
work, 40.8% of the respondents agree that the organization’s mission inspires them to do the best
work, 24.2% of the respondents neither agree nor disagree that the organization’s mission
inspires them to do the best work, 15.8% of the respondents disagree that the organization’s
Page 38 of 45
mission inspires them to do the best work and 5.8% of the respondents strongly disagree that the
organization’s mission inspires them to do the best work.

Table 5.24 I believe that generally, my workload is reasonable for my role.

Particulars No of Respondents Percentage of Respondents

Strongly Agree 9 7.5
Agree 30 25
Neither Agree 29 24.2
nor
Disagree
Disagree 25 20.8
Strongly 27 22.5
Disagree
Total 120 100

Table 5.24 I believe that generally, my workload is reasonable for my role.

Chart Title
25 24
23
21
22.5

17.5

12.5
8
7.5

2.5

Strongly Agree Neither Agree Disagree Strongly Dis-

Agree nor agree
Disagree
Series1 8 25 24 21 23

Interpretation
7.5% of the respondents strongly agree that their workload is reasonable for their role, 25% of
the respondents agree that their workload is reasonable for their role, 24.2% of the respondents

Page 39 of 45
neither agree nor disagree that their workload is reasonable for their role, 20.8% of the
respondents disagree that their workload is reasonable for their role and 22.5% of the
respondents strongly disagree that their workload is reasonable for their role.

Table 5.25 I am proud to be an employee at my company.

Particulars No of Respondents Percentage of Respondents

Strongly Agree 19 15.8
Agree 52 43.3
Neither Agree nor 22 18.3
Disagree
Disagree 14 11.7
Strongly Disagree 13 10.8
Total 120 100

Chart 5.25 I am proud to be an employee at my company.

Chart Title
43.3

42.5
37.5
32.5
27.5
18.3
22.5 15.8
17.5 11.7 10.8
12.5
7.5
2.5
Strongly Agree Neither Agree Disagree Strongly Dis-
Agree nor agree
Disagree
Series1 15.8 43.3 18.3 11.7 10.8

Interpretation

Page 40 of 45
15.8% of the respondents strongly agree that they are proud to be employee of the company,
43.3% of the respondents agree that they are proud to be employee of the company, 18.3% of the
respondents neither agree nor disagree that they are proud to be employee of the company, 11.7%
of the respondents disagree that they are proud to be employee of the company and 10.8% of the
respondents strongly disagree that they are proud to be employee of the company.

Table 5.26 I feel recognized for my hard work and successes at work.

Particulars No of Respondents Percentage of Respondents

Strongly Agree 12 10
Agree 40 33.3
Neither Agree 17 14.2
nor
Disagree
Disagree 31 25.8
Strongly 20 16.7
Disagree
Total 120 100

Chart 5.26 I feel recognized for my hard work and successes at work.

Chart Title
33.3

33
25.8
28

23
16.7
18 14.2
10.0
13

3
Strongly Agree Neither Agree Disagree Strongly Dis-
Agree nor agree
Disagree
Series1 10.0 33.3 14.2 25.8 16.7

Interpretation

Page 41 of 45
10% of the respondents strongly agree that the feel recognized for their hard work and success at
work, 33.3% of the respondents agree that the feel recognized for their hard work and success at
work, 14.2% of the respondents neither agree nor disagree that the feel recognized for their hard
work and success at work, 25.8% of the respondents disagree that the feel recognized for their
hard work and success at work and 16.7% of the respondents strongly disagree that the feel
recognized for their hard work and success at work.

Table 5.27 I would refer to a friend or family member of this company.

Particulars No of Respondents Percentage of Respondents

Strongly Agree 21 17.5
Agree 38 31.7
Neither Agree nor 29 24.2
Disagree
Disagree 14 11.7
Strongly Disagree 18 15
Total 120 100

Chart 5.27 I would refer to a friend or family member to this company.

Chart Title

31.7
32.5

27.5 24.2

22.5 17.5
15.0
17.5
11.7
12.5

7.5

2.5

Strongly Agree Neither Agree Disagree Strongly Dis-

Agree nor Disagree agree
Series1 17.5 31.7 24.2 11.7 15.0

Page 42 of 45
Interpretation
17.5% of the respondents strongly agree that they would refer a friend or family member to their
company, 31.7% of the respondents agree that they would refer a friend or family member to
their company, 24.2% of the respondents neither agree nor disagree that they would refer a friend
or family member to their company, 11.7% of the respondents disagree that they would refer a
friend or family member to their company and 15% of the respondents strongly disagree that
they would refer a friend or family member to their company.

FINDINGS, SUGGESTIONS & CONCLUSION

5.1. FINDINGS
1 The majority (61.7%) of the respondents falls under the age
category of 20-25 years.
2 Majority (60%) of the respondents are male.
3 Majority (65%) of the respondents have experience around 0-5 years.
4 The majority (27.5%) of the respondents have a salary around 15,000 to
20,000 Rs per month.
5 The majority (45.8%) of the respondents are from Middle Level
Management.
6 The majority (55%) of the respondents agree that they are completely
involved in their work.
7 Majority (35%) of the respondents often have a work challenge that aid
their development.
8 The majority (30%) of the respondents often has been determined to
give their best at work each day.
9 The majority (30%) of the respondents are always inspired to meet their
goals at work.
10 The majority (26.7%) of the respondents are always given new
challenges at work.
11 The majority (37.5%) of the respondents agree that they can see
themselves growing and developing a career in their company.
12 The majority (39.2%) of the respondents agree that there is adequate
company support for skill development.
13 The majority (35%) of the respondents agree that organization really
inspires the best when it comes to job performance.
14 The majority (40%) of the respondents agree that they learn a lot from
co-workers.
15 The majority (30%) of the respondents neither agree nor disagree that
their supervisor seems to care about them.
16 The majority (41.7%) of the respondents agree that their department
consistently gives information to execute their objectives.

Page 43 of 45
17 The majority (31.7%) of the respondents neither agree nor disagree that
the manager demonstrates an interest in their wellbeing.
18 The majority (40%) of the respondents agree that the manager sets a
clear expectation on 54 performances.
19 The majority (43.3%) of the respondents agree that they feel comfortable
giving feedback to the manager.
20 Majority (40%) of the respondents agree the feel comfortable asking for
help if they do not have the skills to meet their goals
21 The majority (29.2%) of the respondents agree that their values and
organization’s values are similar.
22 The majority (45%) of the respondents agree that they see a clear tie
between the company’s mission and individual job.
23 The majority (40.8%) of the respondents agree that the organization’s
mission consistently inspires them to do the best work.
24 The majority (25%) of the respondents agree that their workload is
reasonable for their role.
25 The majority (43.3%) of the respondents agree to be the proud employee
of the company.
26 The majority (33.3%) of the respondents agree that they feel recognized
for their hard work and success at work.
27 The majority (31.7%) of the respondents agree that they would refer to a
friend or family member to their company.
28 H1 is accepted for job characteristics on age. H0 is accepted for career
development, perceived supervisor support and organization fit on age.
29 H1 is accepted for job characteristics on income. H0 is accepted for
career development, perceived supervisor support and organization fit
on income.
30 H0 is accepted and there is no significant relationship between career
development and work relationship.
31 H1 is accepted and there is a significant association between work
challenge and age. 55

5.2. SUGGESTIONS
From the above data and analysis, the respondents feel comfortable in their
organization and are ready to build a career in their respective organizations, but there
are certain areas which organization can improve to engage the employees even more
and better.

The organizations can manage the workload of their employees as many of the
respondents feel their workload is more for the role given in the organization.
 The organization can also provide recognition for the work as the respondents feel
they are not given enough recognition for their work.
 The manager or supervisor must show some concern or demonstrate interest in the
wellbeing of their subordinates.
 More new challenges must be given in the work to get productivity from employees.

Page 44 of 45
 The organization must provide career growth opportunities and proper training
facilities to keep their employees engaged.
 The vision and mission of the organization must be clear and specific for the
employees to work towards the common goal.
 Retention of skilled employees is very important to keep employees engaged and
increase the productivity of the organization.
 There must be a good relationship between the superior and his immediate
subordinate for the effectiveness of the organization and engagement of the
employees.

5.3. CONCLUSION
With respect to the above study and findings, the employees are determined to give
their best at workplace and the organization sets clear objectives for them to perform to
the best of their ability and they feel comfortable giving feedback to their superior in the
organization. It also inspires them to give their best at work and grow as an individual.
The employees are willing to put the best of their efforts if they are given proper working
spaces. The employees in the proper working environment, with their roles clearly
defined and with proper guidance and communication will be engaged in their work. The
factors like job characteristics, work relationships, perceived supervisor support,
organizational fitness and career development play a key role in the engagement of an
employee in an organization.

Page 45 of 45