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A PROJECT REPORT ON

Employee Engagement

AT

REID &TAYLOR,NANJANGUD,MYSORE

By

MBA (HR)

KARNATAKA STATE OPEN UNIVERSITY


MUKTHA GANAGOTHRI,MYSORE
2014-15

DECLARATION

hereby declare that this project report titled Employee

Engagement has been successfully completed at REID & TAYLOR, towards the
partial fulfillment of the requirement for the award of the degree Master of
Business Administration from Institute of Information & Management Science,
affiliated to Rajasthan Technical University. This is an original manuscript
developed by me and has not been furnished from any source thereof, has not formed
the basis for the award of any degree, diploma or any such titles by this institute or
any other universities.

DATE:

LOCATION

ACKNOWLEDGEMENT

It gives me great pleasure to express my boundless sense of gratitude to


each and every person who directly or indirectly helped me with hand and hand in
completing this humble piece of work.

First, of all I would like to thank Kaustubh Barooah (HR- Assistant Manager)
& Khusbhoo Singh (HR-Manager) under whose supervision and guidance this report
was completed.

I specially remember and extend my humble words of thanks to my


internal guide Dr.Bhargav.S.V.Ramachandra for her guidance.
I am also thankful to my parents and friends who were in some or the other
way helpful to me in successfully completing this research study.

Executive summary.

The ability of the organization to attain its goals largely depends upon the
effectiveness of its Employee Engagement Programme. Therefore it deserves great
planning and care to formulate and implement Employee Engagement strategies.

The main objectives of the project is to study the existing process of


Employee Engagement in an well reputed MNC , to explore the current trends in the
industry in Employee Engagement practices.

A detailed and exhaustive exploratory research is done over the net through
relevant websites to delineate appropriate Employee Engagement methods to
understand the current trends in the Industry and to know the company profile.

A questionnaire was undertaken as a tool for the extraction of the


effectiveness of the Employee Engagement. The 15 candidates from Reid&Taylor
had answered the questionnaires. The answered questionnaires were, then analyzed.
To define in a capsule, it was more of an observation to find the effectiveness of
Employee Engagement.

CONTENTS

Chapter 1 : Introduction

Chapter 2 : Industry Profile & Company

Chapter 3 : Employee Engagement at Reid & Taylor

Chapter 4 : Research Methodology

Chapter 5 : Analysis, Diagrammatical Representation

Chapter 6 : Conclusion

ANNEXURE
o Reid & Taylor
o Questionnaire

BIBLIOGRAPHY

Abstract
Employee engagement is the level of commitment and involvement an employee has
towards their organization and its values. An engaged employee is aware of business
context, and works with colleagues to improve performance within the job for the benefit
of the organization. It is a positive attitude held by the employees towards the
organization and its values. The paper focuses on how employee engagement is an
antecedent of job involvement and what should company do to make the employees
engaged. The paper also looks at the Gallup 12 point questionnaire, twelve-question
survey that identifies strong feelings of employee engagement and the steps which shows
how to drive an engaged employee.

Introduction
Engagement at work was conceptualized by Kahn, (1990) as the Harnessing of
Organizational Members selves to their work roles, In engagement, people employ
and express themselves physically, cognitively, and emotionally during role
performances.
The second related construct to engagement in organizational behavior is the notion of
flow advanced by Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975) defines flow as
the Holistic Sensation that, people feel when they act with total involvement. Flow is
the state in which there is little distinction between the self and environment. When
individuals are in Flow State little conscious control is necessary for their actions.
Employee engagement is the thus the level of commitment and involvement an employee
has towards their organization and its values. An engaged employee is aware of business
context, and works with colleagues to improve performance within the job for the benefit
of the organization. The organization must work to develop and nurture engagement,
which requires a two-way relationship between employer and employee. Thus Employee
engagement is a barometer that determines the association of a person with the
organization
Engagement is most closely associated with the existing construction of job involvement
(Brown 1996) and flow (Csikszentmihalyi, 1990). Job involvement is defined as The

degree to which the job situation is central to the person and his or her identity (Lawler &
Hall, 1970). Kanungo (1982) maintained that job involvement is a Cognitive or belief
state of Psychological identification. Job involvement is thought to depend on both need
saliency and the potential of a job to satisfy these needs. Thus job involvement results
form a cognitive judgment about the needs satisfying abilities of the job. Jobs in this view
are tied to ones self image. Engagement differs from job in as it is concerned more with
how the individual employees his/her self during the performance of his / her job.
Furthermore engagement entails the active use of emotions. Finally engagement may be
thought of as an antecedent to job involvement in that individuals who experience deep
engagement in their roles should come to identify with their jobs.

When Kahn talked about employee engagement he has given important to all three
aspects physically, cognitively and emotionally. Where as in job satisfaction importance
has been given more to cognitive side.
HR practitioners believe that the engagement challenge has a lot to do with how
Employee feels about the about work experience and how he or she is treated in the
organization. It has a lot to do with emotions which are fundamentally related to drive
bottom line success in a company. There will always be people who never give their best
efforts no matter how hard HR and line managers try to engage them. But for the most
part employees want to commit to companies because doing so satisfies a powerful and a
basic need in connect with and contribute to something significant.

Aspects of Employee Engagement

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

The employees and their own unique psychological make up and experience

The employers and their ability to create the conditions that promote employee
engagement

Interaction between employees at all levels.

Thus it is largely the organizations responsibility to create an environment and culture


conducive to this partnership, and a win-win equation.

Categories of Employee Engagement

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

Engaged--"Engaged" employees are builders. They want to know the desired


Expectations for their role so they can meet and exceed them. They're naturally curious
about their company and their place in it. They perform at consistently high levels. They
want to use their talents and strengths at work every day. They work with passion and
they drive innovation and move their organization forward

Not Engaged---Not-engaged employees tend to concentrate on tasks rather than the goals
and outcomes they are expected to accomplish. They want to be told what to do just so
they can do it and say they have finished. They focus on accomplishing tasks vs.
achieving an outcome. Employees who are not-engaged tend to feel their contributions
are being overlooked, and their potential is not being tapped. They often feel this way
because they don't have productive relationships with their managers or with their
coworkers.
Actively Disengaged--The "actively disengaged" employees are the "cave dwellers."
They're "Consistently against Virtually Everything." They're not just unhappy at work;
they're busy acting out their unhappiness .They sow seeds of negativity at every
opportunity. Every day, actively disengaged workers undermine what their engaged
coworkers accomplish. As workers increasingly rely on each other to generate products
and services, the problems and tensions that are fostered by actively disengaged workers
can cause great damage to an organization's functioning.

10

Importance of Engagement
Engagement is important for managers to cultivate given that disengagement or
alienation is central to the problem of workers lack of commitment and motivation
(Aktouf). Meaningless work is often associated with apathy and detachment from ones
works (Thomas and Velthouse). In such conditions, individuals are thought to be
estranged from their selves (Seeman, 1972) .Other Research using a different resource of
engagement (involvement and enthusiasm) has linked it to such variables as employee
turnover, customer satisfaction loyalty, safety and to a lesser degree, productivity and
profitability criteria (Harter, Schmidt & Hayes, 2002).
An organizations capacity to manage employee engagement is closely related to its
ability to achieve high performance levels and superior business results. Some of the
advantages of Engaged employees are

Engaged employees will stay with the company, be an advocate of the company
and its products and services, and contribute to bottom line business success.

They will normally perform better and are more motivated.

There is a significant link between employee engagement and profitability.

They form an emotional connection with the company. This impacts their attitude
towards the companys clients, and thereby improves customer satisfaction and
service levels

It builds passion, commitment and alignment with the organizations strategies


and goals

Increases employees trust in the organization

Creates a sense of loyalty in a competitive environment

Provides a high-energy working environment

Boosts business growth

Makes the employees effective brand ambassadors for the company

A highly engaged employee will consistently deliver beyond expectations. In the


workplace research on employee engagement (Harter, Schmidt & Hayes, 2002) have
repeatedly asked employees whether they have the opportunity to do what they do best

11

everyday. While one in five employees strongly agree with this statement. Those work
units scoring higher on this perception have substantially higher performance.
Thus employee engagement is critical to any organization that seeks to retain valued
employees. The Watson Wyatt consulting companies has been proved that there is an
intrinsic link between employee engagement, customer loyalty, and profitability. As
organizations globalize and become more dependent on technology in a virtual working
environment, there is a greater need to connect and engage with employees to provide
them with an organizational identity.

Factors Leading to Employee EngagementStudies have shown that there are some critical factors which lead to Employee
engagement. Some of them identified are

Career Development- Opportunities for Personal Development

Organizations with high levels of engagement provide employees with opportunities to


develop their abilities, learn new skills, acquire new knowledge and realize their
Potential. When companies plan for the career paths of their employees and invest in
them in this way their people invest in them.

Career Development Effective Management of Talent

Career development influences engagement for employees and retaining the most
talented employees and providing opportunities for personal development.
Feeling Valued & Involved
Career Development- Opportunities for personal development

12

Career Development Effective Management of talent


Leadership- Clarity of company Values
Leadership Respectful treatment of employees
Leadership Companys standards of ethical behavior
Empowerment Image
Equal opportunities & fair treatment
Performance Appraisal
Pay & benefits
Health & Safety
Job satisfaction
Communication
Family friendliness
Co-operation

Leadership- Clarity of Company Values

Employees need to feel that the core values for which their companies stand are
unambiguous and clear.

13

Leadership Respectful Treatment of Employees


Successful organizations show respect for each employees qualities and contribution
regardless of their job level.

Leadership Companys Standards of Ethical Behavior


A companys ethical standards also lead to engagement of an individual

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

Image
How much employees are prepared to endorse the products and services which their
company provides its customers depends largely on their perceptions of the quality of
those goods and services. High levels of employee engagement are inextricably linked
with high levels of customer engagement.

Other factors

Equal Opportunities and Fair Treatment


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

14

Performance appraisal
Fair evaluation of an employees performance is an important criterion for determining
the level of employee engagement. The company which follows an appropriate
performance appraisal technique (which is transparent and not biased) will have high
levels of employee engagement.

Pay and Benefits


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

Health and Safety

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

Job Satisfaction

Only a satisfied employee can become an engaged employee. Therefore it is very


essential for an organization to see to it that the job given to the employee matches his
career goals which will make him enjoy his work and he would ultimately be satisfied
with his job.

Communication

15

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

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

Co-operation

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

How to measure Employee Engagement?

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

16

Step I: Listen

The employer must listen to his employees and remember that this is a continuous
process. The information employees supply will provide direction. This is the only way
to identify their specific concerns. When leaders listen, employees respond by becoming
more engaged. This results in increased productivity and employee retention. Engaged
employees are much more likely to be satisfied in their positions, remain with the
company, be promoted, and strive for higher levels of performance.

Step II: Measure current level of employee engagement

Employee engagement needs to be measured at regular intervals in order to track its


contribution to the success of the organization.
But measuring the engagement (feedback through surveys) without planning how to
handle the result can lead employees to disengage. It is therefore not enough to feel the
pulsethe action plan is just as essential.
Knowing the Degree in which Employees Are Engaged?
Employee engagement satisfaction surveys determine the current level of employee
engagement. A well-administered satisfaction survey will let us know at what level of
engagement the employees are operating. Customizable employee surveys will provide
with a starting point towards the efforts to optimize employee engagement.
The key to successful employee satisfaction surveys is to pay close attention to the
feedback from the staff. It is important that employee engagement is not viewed as a one
time action. Employee engagement should be a continuous process of measuring,
analyzing, defining and implementing.
The employee survey is a diagnostic tool of choice in the battle for the hearts of
employees. Studies of Gallup, Mercer, Hewitt and Watson Wyatt (consulting companies)
asked workers number of questions relating to their job satisfaction. Gallup being one of
oldest the consulting organization {in conducting engagement survey} creates a feedback
system for employers that would identify and measure elements of worker engagement
most tide to the bottom line. Things such as sales, growth, productivity and customer

17

loyalty are all accessed. After Hundreds of focus group and thousands of interviews with
employees in a variety of industries, Gallup came up with Q. 12, a twelve-question
survey that identifies strong feelings of employee engagement. They have identified 12
questions that most effectively measure the links (the Gallup Q12).
1. Do you know what is expected of you at work?
2. Do you have the materials and equipment you need to do your work right?
3. At work, do you have the opportunity to do what you do best every day?
4. In the last seven days, have you received recognition or praise for doing good
work?
5. Does your supervisor, or someone at work, seems to care about you as a person?
6. Is there someone at work who encourages your development?
7. At work, do your opinions seem to count?
8. Does the mission/purpose of your company make you feel your job is important?
9. Are your associates (fellow employees) committed to doing quality work?
10. Do you have a best friend at work?
11. In the last six months, has someone at work talked to you about your progress?
12. In the last year, have you had opportunities at work to learn and grow?

The interpretation of the questionnaire and one of the companies engagement level is
summarized in the table below.
Some of the discussions which come from Gallups questions are: Know what is expected of me at work- employees should know exactly what is
expected of them. If expectations are unclear, employees will inevitably face frustration,
and will be open for other opportunities where they do know what's expected of them,
and where their contributions are measured and recognized.
Materials and equipment- Employees need the right tools and equipment to support
their skills, experience and talents & perform their jobs at an optimum level.

Do what I do best every day - Are your employees cast in the right roles? Knowing the
critical demands for every role is a key to ensuring that talents fit those demands.

18

Supervisor/Someone at work cares -Managers must spend most of their time with their
most productive talent. Many managers give their greatest degree of attention to
employees who are falling behind. Talented, productive people crave time and attention
from their managers, and will leave your company if they have a weak relationship (or no
relationship) with their manager or supervisor.
Co-workers committed to quality -Many companies arbitrarily put teams together
without considering that employees only psychologically commit to teams if they
perceive their team members will support their high level of commitment and
performance. Talented employees set high standards and depend upon those around them
to support their growth
towards excellence.
Opportunities to learn and grow- The Company should create an environment that
encourages employees to drive towards innovation or to create better systems for more
productive results. Great managers always ask what skills and knowledge need to
accompany talent to result in the greatest outcome for each employee.
As discussed the Gallup study Q12 is based on positive Psychology and emotions.
Having a best friend at work or receiving recognition every week makes you feel cared
for and proud respectively. If you want to keep recreating those positive emotions, then
you keep coming back to work.
So the Q. 12 measures engagement, and engagement is a positive emotional connection
to the work. Thus the mechanism of the broaden- and build theories and the action
tendencies of positive emotions help in understanding why the Q. 12 has been so
powerful for Gallup in terms of predicting outcomes. Borden and Build theory is
about evolutionary significance of positive emotions. Positive emotions are better
observed over the long haul. Their effects accumulate and compound overtime and the
adaptive benefits are evident from later, when people face new challenges. The Gallup
research
has thus made a contribution in adding an additional P to the 4 Ps of marketing i.e.
product, price, and promotion place and now people to the mix. In the combination of
engaged employees, Gallup brings engaged customers to form the concept of human
sigma. These include customer engagement, loyalty and emotional attachment. Customer

19

engagement hierarchy, customer engagement scores and developing the culture of


engagement and customer focus. The Gallup Organization decided to initiate a multi-year
research project to try and define a great workplace - a great workplace was one where
employees were satisfied with their jobs and this thus helps to produce positive business
outcomes.
According to the study of Watson Wyatt, the service profit chain establishes
relationship between profitability, customer loyalty and employee satisfaction, loyalty
and productivity. The links in the chain (which should be regarded as propositions) are a
follows: profit and growth are stimulated primarily by customer loyalty. Loyalty is a
direct result of customers satisfaction. Satisfaction is largely influenced by the services
provided to customers. Satisfied, loyal and productive employees create value.
Employees satisfaction in turn results primarily from high quality support services and
policies that enable employees to deliver results to customers. While many organizations
are beginning to measure relationship between individual links in the service only a few
have related the links in the meaningful ways that can lead to comprehensive strategies
for achieving lasting competitive advantage of building employee engagement. In a study
of its seven telephone customer service centers (MCI found that there is a clear
relationship between employees perceptions of the quality of services and employee
engagement).
Step III: - Identify the problem areas

Identify the problem areas to see which are the exact areas, which lead to disengaged
employees

Step IV: Taking action to improve employee engagement by acting upon the
problem areas
Nothing is more discouraging to employees than to be asked for their feedback and see
no movement toward resolution of their issues. Even the smallest actions taken to address
concerns will let the staff know how their input is valued. Feeling valued will boost
morale, motivate and encourage future input. Taking action starts with listening to
employee feedback and a definitive action plan will need to be put in place finally.

20

21

22

The Textile industry in India traditionally, after agriculture,is the only industry that has
generated huge employment for both skilled and unskilled labor in textiles. The textile
industry continues to be the second largest employment generating sector in India. It offers
direct employment to over 35 million in the country.[1] The share of textiles in total exports
was 11.04% during AprilJuly 2010, as per the Ministry of Textiles. During 2009-2010, Indian
textiles industry was pegged at US$55 billion, 64% of which services domestic demand.[1] In
2010, there were 2,500 textile weaving factories and 4,135 textile finishing factories in all of
India.
History[edit]

The archaeological surveys and studies have found that the people of Harrapan
Civilization[3] knew weaving and the spinning of cotton four thousand years ago. Reference to
weaving and spinning materials is found in the Vedic Literature also.
There was textile trade in India during the early centuries.A block printed and resist-dyed
fabrics, whose origin is from Gujarat is found in tombs of Fostat, Egypt.[3] This proves that
Indian export of cotton textiles to the Egypt or the Nile Civilization in medieval times were to
a large extent.Large quantity of north Indian silk were traded through the silk route in
China[4] to the western countries. The Indian silk were often exchanged with the western
countries for their spices in the barter system. During the late 17th and 18th century there
were large export of the Indian cotton to the western countries to meet the need of the
European industries during industrial revolution. Consequently there was development of
nationalist movement like the famous Swadeshi movement which was headed by the
Aurobindo Ghosh.
There was also export of Indian silk, Muslin cloth of Bengal, Bihar and Orissa to other
countries by the East Indian company. Bhilwara is known as textile city.
Production in decentralised sector[edit]

India is the second largest producer of fibre in the world and the major fibre produced
is cotton. Other fibres produced in India include silk, jute, wool, and man-made fibers. 60% of
the

Indian

textile

Industry

is

cotton

based.

The strong domestic demand and the revival of the Economic markets by 2009 has led to
huge growth of the Indian textile industry. In December 2010, the domestic cotton price was
up by 50% as compared to the December 2009 prices. The causes behind high cotton price
are due to the floods in Pakistan and China.India projected a high production of textile (325

23

lakh bales for 2010 -11).[5] There has been increase in India's share of global textile trading to
seven percent in five years.[5] The rising prices are the major concern of the domestic
producers of the country.

Man Made Fibers: These includes manufacturing of clothes using fiber or filament
synthetic yarns. It is produced in the large power loom factories. They account for the
largest sector of the textile production in India.This sector has a share of 62% of the
India's total production and provides employment to about 4.8 million people.[6]

The Cotton Sector: It is the second most developed sector in the Indian Textile
industries. It provides employment to huge amount of people but its productions and
employment is seasonal depending upon the seasonal nature of the production.

The Handloom Sector: It is well developed and is mainly dependent on the SHGs for
their funds. Its market share is 13%.[6] of the total cloth produced in India.

The Woolen Sector: India is the 7th largest producer.[6] of the wool in the world. India
also produces 1.8% of the world's total wool.

The Jute Sector: The jute or the golden fiber in India is mainly produced in the Eastern
states of India like Assam and West Bengal. India is the largest producer of jute in the
world.

The Sericulture and Silk Sector: India is the 2nd largest producer of silk in the world.
India produces 18% of the world's total silk. Mulberry, Eri, Tasar, and Muga are the main
types of silk produced in the country. It is a labor-intensive sector.

Indian Textile Policy[edit]

Government of India passed the National Textile Policy in 2000


Textile Organisation[edit]

The Indian Textile industries is mainly dominated by some government, semi government
and

private

institutions.

The major functions of the ministry of Textile are:

Bhilwara Textiles Industry

Textile Policy & Coordination

Man-made Fiber Industry

Cotton Textile Industry

Jute Industry

24

Silk and sericulture Industry

Wool Industry

Decentralized Powerloom Sector

Export Promotion

Planning & Economic Analysis

Finance Matters

Information Technology(IT)

The advisory boards include:

All India Handlooms Board

All India Handicrafts Board

All India Power looms Board

Advisory Committee under Handlooms Reservation of Articles for Production

Co-ordination Council of Textiles Research Association

MM cotton industry

The major export promoting councils include:

Apparel Export Promotion Council, New Delhi

Carpet Export Promotion Council, New Delhi

Cotton Textiles Export Promotion Council, Mumbai

The major PSU or Public Sector Undertaking are:

National Textile Corporation Ltd. (NTC)

British India Corporation Ltd. (BIC)

Cotton Corporation of India Ltd. (CCI)

Jute Corporation of India Ltd. (JCI)

National Jute Manufacturers Corporation (NJMC)

Handicrafts and Handlooms Export Corporation (HHEC)

National Handloom Development Corporation (NHDC)

Export Promotion Council for Handicrafts, New Delhi

Handloom Export Promotion Council, Chennai

Indian Silk Export Promotion Council, Mumbai

Power loom Development & Export Promotion Council, Mumbai

25

Synthetic & Rayon Textiles Export Promotion Council, Mumbai

Wool & Woolen Export Promotion Council, New Delhi

Other autonomous bodies in this industry are:

Central Wool Development Board, Jodhpur

National Institute of Fashion Technology, New Delhi

National Centre for Jute Diversification

The textile Research Associations are:

South India Textiles Research Association (SITRA), Coimbatore

Ahmedabad Textiles Industrys Research Association

Bombay Textiles Research Association, Mumbai

Indian Jute Industries Research association, Kolkata

Man-made Textiles Research Association, Surat

Synthetic and art silk Mills Research Association, Mumbai

Wool Research Association, Thane

Northern India Textiles Research Association (NITRA), Ghaziabad

Organized sector[edit]

According to Kearneys Retail Apparel Index India ranked as the fourth most promising
market for apparel retailers in 2009.[7]
There is large scope of improvement in the textile industry of India as there is a huge
increase in personal disposable income among the Indians after the 1991 liberalisation.
There is also a large growth of the organised sector in the Indian textile industries.The
foreign brands along with the collaboration of the Indian companies established business in
India. Some of these are Puma, Armani, Benetton, Esprit, Levi Strauss, Hugo Boss, Liz
Claiborne, Crocs etc.
The major Indian Industries include Bombay Dyeing, Fabindia, Grasim Industries, JCT
Limited, Lakshmi Machine Works, Lakshmi Mills and Mysore Silk Factory.

26

COMPANY PROFILE

ABOUT REID AND


TAYLOR

27

The S. Kumars Group is an Indian conglomerate with interests in textiles, apparels,


energy, e-commerce, ITES, leisure and retailing sectors. The flagship company of the
group, S.

Kumars

Nationwide

Limited or SKNL (BSE: 700010, NSE: SKUMARSYNF), manufactures and markets the
famous Reid & Taylor brand in India. SKNL was formerly known as S. Kumars Synfabs
Ltd.History
he S. Kumars Group was established in 1948 by Abhayakumar Kasliwal and
Shambhukumar Kasliwal, who built a textile distribution network, and followed it
with textile manufacturing.[2]
On 28 September 1990, S Kumars was incorporated as a private limited
company, and became a deemed Public Company with effect from 28 February
1991. It became a Public Company on 7 July 1992.
The company then transformed to SKNL (S. kumars Nationwide Limited). SKNL
is one of Indias leading textile and apparel company with expertise in multi-fiber
manufacturing. The company has extended its presence in multiple product
categories from Fabrics to Apparels and Home Textiles.
Brands and subsidiaries
Textiles and apparel
S. Kumars has set up a texturising and twisting plant at Pithampur in Madhya
Pradesh.

In

1997,

S.

Kumars

acquired

spinning-cum-weaving

unit

near Dewas (Madhya Pradesh), from Standard Industries Limited.

28

In 1998, S. Kumars entered into a collaboration with Reid & Taylor


of Scotland for manufacturing and marketing the Reid & Taylor worsted suiting in
India. In 2006, SKNL launched "Carmichael House", a complete range of home
linen products and accessories.[3]
In 2006, SKNL launched "Belmonte", a youth menswear brand that had both
fabric and ready-to-wear garments under one label. It cliams to be India's only
youth brand to offer "Total Wardrobe Solutions" - Fabric, Apparel and
accessories.
In 2007, the prestige clothing brand Stephens Brothers was licensed to SKNL in
India. It was launched in December 2007, to introduce the English cut & style to
Indian consumer. The brand is now owned by the UK Group Austin Reed.
[edit]Other sectors
In 1988, S. Kumars established a two-wheeler tyres and tubes manufacturing
facility at Pithampur in Madhya Pradesh. It also entered into an alliance with
Apollo Tyres, for marketing and growth.
The Maheshwar Hydro Electric Project, located at Mandleshwar in Madhya
Pradesh was awarded to S. Kumars Group in 2001, on "build, own and operate"
basis. However this project is still to be completed. The project became
controversial due to non-payment on various occasions by S. Kumars.[citation needed]

29

Landmarc Leisure Corporation Limited was established as S. Kumars' leisure


and entertainment business arm. It was originally found to set up a chain of
family entertainment centers across India, the first two being launched
in Worli (Mumbai) and Indore. In 2001, S. Kumars launched S-MAART, a
department store in Landmarc Citi, Worli. In 2002, Landmarc Leisure Corporation
decided to develop its leisure brand under two entities: Landmarc (family
entertainment centers) and Mikanos (nightclubs).[4]
S. Kumars Online Ltd. (SKOL) was set up as the e-commerce arm of the S.
Kumars Group, while Induj Infotech Ltd. was set up as its ITESarm.
In 2009, Company has acquired assets of Hartmarx Corporation, a well-known
company in American and European markets.
[edit]Organization
SKNL businesses are divided into product-specific Strategic Business Units
(SBUs): Consumer Textiles, Home Textiles, Worsted Suitings, Ready to Wear
and High Value Fine Cotton (HVFC). Each of these SBUs is headed by an
Executive Director, Chief Executive Officer or a Chief Operating Officer. The
corporate activities related to finance, planning, research, publicity, marketing,
human resources etc. are centralized.
Consumer Textiles

Belmonte (Fabrics)

30

Uniformity by Belmonte (Uniform fabric)

S.Kumars (Work wear fabric)

Home Textiles

Carmichael House (Premium)

Benetton ( Super Premium)

Ready to Wear (TWS)

Belmonte (Mid-Premium)

Baruche Superfine Cottons

To be launched

[edit]Reid & Taylor (India) Limited


S. Kumars acquired rights for manufacturing and marketing the Reid & Taylor
worsted suiting in India in 1998. Reid & Taylor was originally started by a Scottish
man named Alexander Reid in the 1830s. The concern, financed by Joseph
Taylor, went on to become a notable worsted suiting brand. S. Kumars set up a
luxury suiting plant at Mysore in 1998 for Reid & Taylor (India) Ltd. The brand
has been endorsed by India's notable film actor, Amitabh Bachchan. In 2008,
24.5% stake in Reid & Taylor was acquired by an affiliate of GIC Special
Investments for Rs 900 crore.[5]
Luxury Textiles

Reid & Taylor (Luxury Suitings)

Ready to Wear

Reid & Taylor ( Premium)

31

Stephens Brothers ( Super Premium)

32

33

Reid &taylor s not only successful in being one of the top most textile
manufacturer in India, but is also grooming in respect of employee engagement &
growth.

The areas which are being focused in terms of Employee Engagement are:

Growth

Stagnation

Stress/Workload/Team Engagement

Communication

Appreciation

Employee Engagement
A positive attitude held by the employee towards the organization and its values. An
engaged employee works with colleagues to improve performance within the job for the
benefit of the organization. The organization must work to develop and nurture
engagement, which requires a two-way relationship between employer and employee.

Employee engagement is a partnership between a company and its employees

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 who feels passionate
about its goals and is committed towards its values thus he goes the extra mile beyond the
basic job. Employee engagement is a powerful retention strategy. An engaged employee
gives his company his 100 percent. When employees are effectively and positively
engaged with their organization, they form an emotional connection with the company.

34

Employee engagement is a barometer that determines the association of a person with the
organization. It is about creating the passion among associates to do things beyond what
is expected from him.

EMPLOYEE ENGEGEMENT starts right at the selection stage:

Choosing the right fit, giving a realistic job preview

Strong induction and orientation programme

To keep up the morale of people and drive them towards excellent performance
through recognition letters, profit sharing schemes, long performance awards etc.

Regular feedback to all people

Communication forums like the in-house magazine, and regular surveys and
conferences

By helping to maintain the quality of work-life and a balance between


personal/professional lives, there are recreational activities like festivities, gettogethers, sports etc.

An open and transparent culture to empower its people.

The result of these practices can be evident through the regular feedback from our
employees collected through surveys,
Diagnostic tool for employee engagement include the following

- training
- development
- career
- performance appraisals
- performance management
- communication
- equal opportunity
- fair treatment

35

- pay
- benefits
- health
- safety
- cooperation
- family orientation
- friendliness
- job satisfaction

which helps to create - feeling valued and involved which is


- ENGAGEMENT.
Factors for Higher Employee Engagement
Here is a list of some contributing factors:

Understanding of corporate goals/mission

Understanding of job and how it contributes to overall corporate goals

Clear communication of goals, expectations, directions

Job design

Job fit

Support and tools

Independence & innovation

Relationship with boss/direct reports

Clear feedback on performance

Recognition

Learning and development opportunities

Opportunities for advancement

Pride in organization

Employee input

36

Employee involvement in decision making

Work-life balance

Workplace culture/morale

Co-worker relationships/good team environment (enjoy colleagues)

Fair HR practices

Measuring the Impact of Employee Engagement

37

SOME

USEFUL

COMPANY

ENGAGEMENT

PROGRAMS

COULD

INCLUDE

A daily column, written by Directors, Chairman, on the intranet with company


announcements / programs etc.

Online real-time tracking of progress. Employees can view company progress


towards targets / goals.

Provide long term strategic vision for business growth.

Employee suggestion systems / quick responses.

Weekly blog related to serious business issues and staff to read / comments.

Questions to Measure Employee Engagement


Do you know what is expected of you at work?
Do you have the materials and equipment you need to do your work right?
At work, do you have the opportunity to do what you do best every day?
In the last seven days, have you received recognition or praise for doing good
work?
Does your supervisor, or someone at work, seem to care about you as a person?
Is there someone at work who encourages your development?
At work, do your opinions seem to count?
Does the mission/purpose of your company make you feel your job is important?
Are your associates (fellow employees) committed to doing quality work?
Do you have a best friend at work?
In the last six months, has someone at work talked to you about your progress?
In the last year, have you had opportunities at work to learn and grow?

We can also have a HR folder or an intranet for employees have you have sections like
motivation stories, quotes, Support grievances jokes, etc... Some entertainment for
employees

38

KEY

EMPLOYEE

ENGAGEMENT

EMPLOYEE

OUTCOME

METRICS

RETENTION

COMPANY

PERFORMANCE

CUSTOMER

SATISFACTION

- PROFITABILITY

39

ACTIVITIES WHICH ARE HELD IN REID & TAYLOR

1. Education @ Work
2. Redesign work place
3. Letters to Family
4. Fun @ work
5. Cross Training
6. Team Huddles
7. FLA Growth Card
8. Life Enrichment Activities
9. Job Rotation
10. Clubs/Projects
11. Active Team Leader

Education @ Work

Education @ Work Prepares employees for success by offering relevant programs


from premier institutes across the world, using multiple delivery methodologies and
making it convenient for employees to Learn while you Earn and helping to build career
and helps in contributing to the organizations growth.
Programs that are offered by Education @ work are:
1. Banking
2. Finance and Accounting
3. Language
4. Management
5. Risk Management
6. Supply Chain Management
7. Information Technology
8. Project Management\

40

9. Customer Service
10. Mortgage
11. Insurance
12. Analytics
13. Software
14. Collections

Revamping the Floor: - Action plan was made to Revamp the floor by

Following Activities:

1. Change Wall Color

Wall Painting-Beaches, Poster on work motivation is done.

1. Improving Ambience

Plants on the floor-Money Plants, Bamboos

Danglers-Mortgage Danglers

Games Area- Dart Board, Carom, Chess, Boxing Bag, Ludo, Chinese checker

Light music on the floor.

Improve Lighting on the floor-Through Lamps.

2. Redesigning Work Station

Personalizing Work Space- Individual Sections, Family Photos, Mementoes

Making work place special. Customizing it, basis imagination of employees.

41

Letters to Family: It was also part of Action plan in Mortgage.

As per this plan in reid &taylor- Personalized letters were to be sent to the families of all
employees for the following:

Birthday card with a photograph of the Bday Celebration at office.

Promotion letter informing the family about the promotion of the employee

Connect invite letters to the family members to visit reid &taylor any day of their
choice.

Fun @ Work

Fun @ Work activities are considered to be backbone in a team bounding. Every team
has a fun spoc whose responsibilities includes various games and other team building
activities with the help of which internal team bounding can be improved. At the same
time it can also be considered to provide ample of time as to relieve the stress that a
normal BPO employee has to face.

Different activities include various indoor games, Seasonal activities celebrating


festivals, Bay decoration, and Birthday celebration.

Fun at Work" might sound like an oxymoron, but it is a reality in the corporate world
today. The most successful of organizations add a healthy dose of play
into their routines because research shows that when people have fun at
work, they enjoy their jobs and this translates them into being more
creative, more productive and more committed to doing their job well.

42

Its also no secret that having fun at work can help boost morale, reduce stress, improve
staff retention, mean less sick days and increase team building and spirit.

Having true fun at work is very similar to the kind of fun one has when playing a sport or
performing. For example, the last time I played a sport in front of an
audience, I channeled all my attention and energy to the point where I was
solely focused on my performance. I remember how much fun it was
getting congratulations from my teammates and the audience! And even
though I was completely exhausted following my performance, I
remember how great I felt afterwards.

I think this is the type of fun that best fits the workplace - playful and competitive games
that generate congratulations and cheers from coworkers. Additionally,
sporting or performance types of fun fit well within the workplace where
employers generally want us to have energy, drive, talent, determination,
competitive spirit, and be goal orientated.
This kind of fun is successfully being implemented at reid &taylor. Weve already had a
Football Championship which involved a lot of employees. Emotions were
shared and the teams really had intensive fun. Now reid &taylor has its
own football team, who represents the company at the biggest football
tournament dedicated to all companies.

Cross Training :

Cross-training (Also known as conditioning) refers to training in different ways to


improve overall performance. It takes advantage of the particular effectiveness of each
training method, while at the same time attempting to neglect the shortcomings of that
method by combining it with other methods that address its weaknesses.

43

Cross-training in business operations involves training employees to engage in quality


control measures. Employees are trained in tangent job functions to increase oversight in
ways that are impossible through management interactions with workers alone.

Advantages:
Helps patrons/customers/clients in the long run, as employees are empowered to answer
questions about the entire organization.
Requires staff to re-evaluate the reasons and methods for accomplishing their work;
inefficient methods, outdated techniques and bureaucratic drift are
challenged, if not eliminated.
Raises an awareness of what other departments do.
Routine scheduling is enhanced with the ability to move staff about the "Operation".
Better coverage, increased flexibility and ability to cope with unexpected absences,
emergencies, illness, etc.
Can increase the "employability" of staff that has the opportunity to train in areas they
were not originally hired for.
Other advantages include

Increased flexibility and versatility,


Appreciated "intellectual capital"
Improved individual efficiency,
Increased standardization of jobs,
Heightened Morale

44

Team Huddle:

A huddle is when a team gathers together, usually in a tight circle, to strategise,


motivate, and/or celebrate. It is a popular strategy for keeping opponents insulated from
sensitive information, and acts as a form of insulation when the level of noise in the
venue is such that normal on-field communication is difficult. Commonly the leader of
the huddle is the team captain and it is the captain who will try and inspire his fellow
team members to achieve success. Similarly after an event a huddle may take place to
congratulate one another for the teams success (or commiserate a defeat). The term
"huddle" can be used as a verb as in "huddling up".

FLA Growth Card:

Goal sheets for each team member created, which is monitored on a daily basis.
The result of the goal sheet decides the cheer winner for the month. The categories on
which the FLAs are assessed are:

1. Performance Related It includes:


AES Score
Cross Training Effectiveness
Process Knowledge Score

2. Compliance: It Includes:

Process Compliance Adherence


Data Protection Act Adherence
Dress Code Policy adherence

45

3. Quality/Six Sigma: It includes

Lean ideas Filed


E2E Ideas generated

Job Rotation: Change in roles and responsibilities, like SME,QC, Dashboard, IT,
HR, Quality, Logistics.

Life Enrichment Activities: Though life enrichment activities stress and health
of the Employees can be taken care of.

It includes:

Introduction of Yoga

De-Stress Activities

Office Ergonomics

46

47

RESEARCH METHODOLOGY

The research method of the study explains the systematic way of findings to the
predetermined objectives. Moreover this provides the clean path to accomplish and
achieve clear solution for the problem stated. The following are the stages through which
the research has passed to obtain the conclusions.
1. Define the research problem
2. Review the literature
3. Design research
4. Collection of data
5. Analyze data
6. Interpret data
7. Report the data

Statement of the Problem:

reid &taylor is a well-known, established Multi National Company with rich


Heritage of GE. Having a history of about 70 years reid &taylor is carrying a great Brand
Image. Recently reid &taylor is awarded as world No 2 Best manufacturer and Best
Employer choice to Work for. As it is said People make or break organizations, a study
is done at reid &taylor to know the Employee Engagement practices at such an
organization.

In this study emphasis is given to know the Employees Opinion, who are working
with reid &taylor, and to know how far the Employee Engagement at reid &taylor are
useful.

48

Purpose and Importance of the study.


The answers from the Employees will give the true picture of the Employee
Engagement. Analyzing the candidates answers will help in understanding problems from
the Employees view, thus will help to develop the current system and making it more
effective.

Objectives of the Project:

To Study the Employee Engagement practices in a well established


MNC.

To evaluate the effectiveness of the Employee Engagement.

To find out the satisfaction levels of the Employees with the current
system.

Methodology:

A study is conducted to know the views of the Employees on the Current System.
To know the attitude of the Employees data is collected through structured questionnaire.
(Where questions are in pre-arranged order).
The questionnaire consists dichromatic, multiple choice and open ended
questions.
The questionnaire is designed for Employees working with reid &taylor; the
questionnaires were given as feed back forms to the candidates on behalf of reid &taylor.

49

LIMITATIONS OF THE STUDY

1. There was a time restriction of 45 days, so the study was conducted by selecting a
sample of 15 respondents and the facts and findings may not represent a true picture of
the procedure followed in organization

SCOPE OF THE STUDY

1. Only the Employee Engagement is considered.

2. The study is conducted at reid &taylor, nanjangud with a simple sample size of
only 15 employees.

3. In order to analyze the study the questionnaire has been administered to the
Employees.

Sample Selection: As the objective of the project is to study the Employee


Engagement to know the perception of the Employees, sample is selected based profiles.

Sampling Size: A sample size of 15 is drawn, where the respondents are the Employees.

50

Source of data:
For the purpose of the study the following sources of data are used.
Primary data: Primary data refers to the collection of first hand data.

Data is collected through

Questionnaire

Observations

Questionnaire: Questionnaire is prepared and circulated to the employees to know their


opinion.
Observations: Observations were done during the visits to the organization.

Secondary data:
Secondary data refers to the data, which is not newly generated but rather obtained
from.

Published sources.

Unpolished sources i.e., information about the performance of the company

Report on the study.

Review of literature etc.

Data Analysis: After the data have been collected it has to be analyzed; the data obtained
from the questionnaire is arranged in a serial order. A master copy with tabulation
methods has been prepared.
Tabulation is a part of technical procedure where in classified data are
put in the form of tablets. The tablets thus obtained were analyzed with statistical
techniques so that interpretation would be precise.

51

ORGANISATION OF THE STUDY

Organization of the study deals with the arrangement of the entire report. The entire work
is put according to chapter wise to facilitate easy identification of the topic.

The chapter I. gives the introduction of Employee Engagement. This


chapter gives overall view of the project.

The chapter II deals with Industry profile, company profile and


procedures followed in organization.

The chapter III deals with introduction of Employee Engagement


and Employee Engagement Practices done in reid &taylor.
.
The chapter IV deals with Research methodology used , statement of
the problem , objectives , sample collection and statistical tools used .

The Chapter V data analysis and interpretation, which explains how


data is analyzed and interpreted by using tables, graphs.

The chapter VI deals with conclusions.

The end of the report consists of Bibliography, which is followed by


Annexure.

52

53

54

1. Does Fun at work happen regularly?

7
6
5
4
Series1
3
2
1
0
Strongly
Disagree

Disagree

Slightly
Disagree

Agree

Strongly
Agree

No Opinion

Purpose: Main purpose of asking this question was to see that fun at work activity
happens regularly in the team or not.

Conclusion: Most of the believe that it happens regularly in the team.

55

2. Do I get Feedback regularly from my supervisor for improving my performance?

8
7
6
5
4

Series1

3
2
1
0
Strongly
Disagree

Disagree

Slightly
Disagree

Agree

Strongly
Agree

No opinion

Purpose: The purpose of asking this question was to see whether the supervisor is
providing feedback to the employees regarding his performance or not.

Conclusion: Approximately half of the people strongly agree with this statement however
there are few who disagree with this statement.

56

3. Do I feel like coming to office regularly?

7
6
5
4
Series1
3
2
1
0
Strongly
Disagree

Disagree

Slightly
Disagree

Agree

Strongly
Agree

No Opinion

Purpose: Purpose of asking this question was to see that how many people are interested
in doing their work.

Conclusion: Most of the Employees want to come to office regularly except few
employees.

57

4. Do I get sufficient opportunities to improve my skills?

8
7
6
5
4

Series1

3
2
1
0
Strongly
Disagree

Disagree

Slightly
Disagree

Agree

Strongly
Agree

No opinion

Purpose: Purpose of asking this question was to see that how many employees think that
they are given equal opportunities to improve their skills.

Conclusion: There is no employee who disagrees with this statement. There are few
employees who slightly disagree with this statement.

Most of the employees think that they get equal opportunities.

58

5. Do I receive any recognition for my contributions in last 3 months?

7
6
5
4
Series1
3
2
1
0
Strongly
Disagree

Disagree

Slightly
Disagree

Agree

Strongly
Agree

No opinion

Purpose: The purpose to ask this question was to see that how many employees think that
rewards and recognition is given to them for their work.

Conclusion: Half of the employees think that they get rewards and recognition and half of
the employees disagrees, strongly disagree and slightly disagree with this statement.

59

6. Are my thoughts and feelings given due respect at work place?

8
7
6
5
4

Series1

3
2
1
0
Strongly
Disagree

Disagree

Slightly
Disagree

Agree

Strongly
Agree

No Opinion

Purpose: Purpose of asking this question was to see that the thoughts of employees are
given respect or not

Conclusion: Employees feel that there thoughts are given respect and there thoughts are
given values.

60

7. Does my manager demonstrate a personal commitment to my continuous learning and


development?

6
5
4
3

Series1

2
1
0
Strongly
Disagree

Disagree

Slightly
Disagree

Agree

Strongly
Agree

No Opinion

Purpose: Purpose of asking this question was to see that how much commitment is shown
by the supervisor for the development of the employee.

Conclusion: More than half of the employees think that the manager shows commitment
towards there development.

61

8. Do I get encouraged to learn from my mistakes?

6
5
4
3

Series1

2
1
0
Strongly
Disagree

Disagree

Slightly
Disagree

Agree

Strongly
Agree

No Opinion

Purpose: Purpose was to see that do the employees get the opportunity to learn from there
mistake.

Conclusion: Most of employees think that they get opportunities to learn from there
mistakes.

62

9. Do I enjoy my work?

7
6
5
4
Series1
3
2
1
0
Strongly
Disagree

Disagree

Slightly
Disagree

Agree

Strongly
Agree

No opinion

Purpose: Purpose was to see that employees enjoy there work or not.

Conclusion: Most of the employees enjoy there work.

63

10. Am I aware of the career opportunities that are available to me at my company?

7
6
5
4
Series1
3
2
1
0
Strongly
Disagree

Disagree

Slightly
Disagree

Agree

Strongly
Agree

No opinion

Purpose: Purpose was to see the awareness of the employees about there career
opportunities.

Conclusion: Most of the Employees are aware of the career opportunities in reid &taylor.

64

65

66

CONCLUSION

Conclusion
As Per the above observations and analysis it seems that most of the Employees of GCF
Australia are Engaged and like there work and Organization except few Employees who
are Not Engaged and few who are Nearly engaged and can be changed to an Engaged
Employee by their supervisors by proper planning.
Employee Engagement is the buzz word term for employee communication. It is a
positive attitude held by the employees towards the organization and its values. It is
rapidly gaining popularity, use and importance in the workplace and impacts
Organizations in many ways.
Employee engagement emphasizes the importance of employee communication on the
success of a business. An organization should thus recognize employees, more than any
other variable, as powerful contributors to a company's competitive position. Therefore
employee engagement should be a continuous process of learning, improvement,
measurement and action.
We would hence conclude that raising and maintaining employee engagement lies in the
hands of an organization and requires a perfect blend of time, effort, commitment and
investment to craft a successful endeavor.

67

68

Questionnaire

Employee Engagement Survey

1. Does Fun at work happen regularly?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion

2. Do I get Feedback regularly from my supervisor for improving my performance?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion

3. Do I feel like coming to office regularly?

A. Strongly Disagree
B. Disagree

69

C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion

4. Do I get sufficient opportunities to improve my skills?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion

5. Do I receive any recognition for my contributions in last 3 months?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion

6. Are my thoughts and feelings given due respect at work place?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree

70

F. No Opinion

7. Does my manager demonstrate a personal commitment to my continuous learning


and development?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion

8. Do I get encouraged to learn from my mistakes?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion

9. Do I enjoy my work?

71

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion

10. Am I aware of the career opportunities that are available to me at my company?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion

72

BIBLIOGRAPHY

Books referred:
Human Resource Management..Shashi. K. Gupta
Rosy Joshi
Human Resource Management.V.S.P.Rao
Human Resource Management.Fisher Shaw
Human Resource Management.Subba Rao
.
Websites:

www.humanresources.about.com

www.hr-guide.com

www.books.google.com

73