PROJECT REPORT

ON
EMPLOYEE ENGAGEMENT

- HUMAN RESOURCE}
Employee{SPECIALISATION
Motivation
Initiatives
IN

MANAGEMENT RESEARCH PROJECT

SUBMITTED BY
AKSHI SAINI
ROLL No.115

2010-2012

CONTENT

PREFACE
ACKNOWLEDGEMENT
EXECUTIVE SUMMARY
INTRODUCTION
HISTORY

SCOPE & LIMITATIONS

DEFINING EMPLOYEE ENGAGEMENT
REVIEW OF LITERATURE
PURPOSE
COMPANY PROFILE
METHODOLOGY
DATA

ANALYSIS AND FINDING

CONCLUSION
BIBLIOGRAPHY
QUESTIONNAIRE
EXIT INTERVIEW

TABLE OF CONTENTS

PAGE NO.

PREFACE
This research is a part of my project report without which my M.B.A. is incomplete. It is an
integral part of every M.B.A. course. We cant rely merely upon the theoretical knowledge. It is
to be complimented by practical know-how for it to be fruitful. A positive and correct result of
the classroom learning needs realities of practical situation.
The management research enables the management students to themselves see the various
insights of the organizations and understand their working. It gives them real feel of the
corporate world, which helps them to better equip themselves with the required skills.
I got the opportunity to do the project on Bharti airtel. I was lucky enough to be part of the study
and I was assigned to do some research on employee engagement . It has been a great learning
experience for me.

ACKNOWLEDGEMENT
Behind every successful work there are always other hands that enable to work hard and make
people to be winner. So the successful Completion of this project is team work. Though this
project was an individual project but I got many hands which helped me a lot in successful
completion and without their help I cant think to cross this milestone.
I also want to thank all the employees of Bharti Airtel who spared their valuable time for
providing me information, my neighbors who have helped me in this project.
Secondly, I am thankful to Gian Jyoti Institute of Management and Technology for
providing me an opportunity for this internship on a topic of my own interest. I am thankful
for all the services including I.T., library that I availed and the faculty who helped me
directly or indirectly during my research work. I also express my sincere gratitude to
Dr.Babita dosajh, My Project Guide and Coordinator for her guidance and support in
enabling me undertake and complete my Research project Report.
Last but not least, I would like to express my heart-felt gratitude to my parents and my best
friends for all their help and encouragement during the course of this project work.

EXECUTIVE SUMMARY
My research project was conducted in BHARTI AIRTEL and the topic chosen by me was
EMPLOYEE ENGAGEMENT
What is employee engagement exactly? AlphaMeasure defines employee engagement as the
level of commitment and involvement an employee has towards their organization and its values.
Bharti Airtel, formerly known as Bharti Tele-Ventures Limited (BTVL) is among India's largest
mobile phone and Fixed Network operators. With more than 50 million subscriptions as of 1st
October 2007, the company is one of the world's fastest growing telecom companies.
Many smart organizations work to develop and nurture engagement. An organizations capacity
to manage employee engagement is closely related to its ability to achieve high performance
levels and superior business results. Engaged employees also normally perform better and are
more motivated.
How will you know to what degree your employees are engaged? The first step is to determine
the current level of employee engagement. Customizable employee surveys will provide you
with a starting point towards your efforts to optimize employee engagement. Nothing is more
discouraging to employees than to be asked for their feedback and see no movement toward
resolution of their issues. When leaders listen, employees respond by becoming more engaged.
Conditions that prevent employee engagement seldom alleviate themselves. They should be
assessed and addressed as soon as possible. Listen to your employees and remember that this is a
continuous process.
In the current business scenario securing employee commitment is being recognized as the
critical consideration, if an organization is to make the most of its investment in people. But this
is not the price that is one easily, and in order to embed and sustain engagement commitment , a
different approach design need to be adopted .

The question well survey, gallups 12 questions assessment of employee engagement level
provide a bench mark to measure to an organizations level of employee engagement.
There are strong co-relations between compensations, benefits, plans and employee commitment.
The project throws light on measuring employee engagement, the tools used and the elements of
engagement. It elucidates the evolution of engagement, the goal and characteristic tools used for
measuring employee engagement for the prediction of organizational success as general index
for HR effectiveness in an organization, for benchmarking the work climate, need analysis etc.
Using a questionnaire (which has been inserted at the end of the report), I tried to measure the
current employee engagement level in Airtel by collecting primary data on it. Then, with the help
of some softwares like SPSS and excel I analyzed the different aspects relating to employee
engagement with the use of statistical tools for example computation of frequencies, mode, bar
charts, and graphs etc., and on the basis of which I have given my conclusion that the company is
doing well except in 1 or 2 areas which can be worked upon. Some suggestions which can be
applied in business came through for improving the employee satisfaction related to extra
curricular activities were treats, going out for movies etc.

CHAPTER INTRODUCTION

INTRODUCTION TO THE PROBLEM

Employee engagement is the latest buzzword in human resource management. An organization

capacity to manage employee engagement is closely related to its ability to achieve high
performance level and superior business results. Employee engagement is the level of
commitment and involvement employee has toward their organization and its values engaged
workers provide the company to increase the productivity, higher financial return , lower attrition
, greater talent pool , higher moral and create emotional engagement and loyal customers . The
degree to which employee are engaged can have a tremendous impact on the success of an
organization. The feeling or attitude the employee has towords their jobs and the organization
can be measured through a set of employees survey items.
Organizations that constantly keep themselves aware of their employees means with the half of
employees satisfaction surveys will have a competitive advantage over those who dont.
My role as a HUMAN RESOURCE trainee in AIRTEL was to measure the current employee
engagement level and suggest ways to improve it.

RATIONALE OF THE STUDY

The real success in business lies in recognizing and practicing the culture based on willingness of
the company to capitalize on the linkage between employee engagement and profitability. The
companies should take appropriate measures to ensure that their employees are passionate and
proud about their work. The examples of global companies like HSBC, ABN Amro exhibit high
levels of employee engagement. A focus on employee engagement will facilitate comprehension
of the connection between leadership ability and behaviour and employee performance.
If one wants to get beyond mere retention and loyalty, one must be a truly caring manager with
effective management practices. The project advocates that ownership of the employee
engagement process must move from corporate HR to managers and employee and explains the

way to make it happen. It explains the barriers in measuring and managing employee
engagement.
Organization should effectively recruit and select employees who are more likely to be engaged
and also on performance management techniques to help maintain and improve the engagement
level of current employees. If one concentrates on some of the core and basic HR practices, one
will end up with engaged and high performing employees as a by-product.

HISTORY

HISTORY
BHARTI AIRTEL
Telecom giant Bharti Airtel is the flagship company of Bharti Enterprises. The Bharti Group, has
a diverse business portfolio and has created global brands in the telecommunication sector.
Bharti has recently forayed into retail business as Bharti Retail Pvt. Ltd. under a MoU with WalMart for the cash & carry business. It has successfully launched an international venture with EL
Rothschild Group to export fresh agri products exclusively to markets in Europe and USA and
has launched Bharti AXA Life Insurance Company Ltd under a joint venture with AXA, world
leader in financial protection and wealth management.

Airtel comes to you from Bharti Airtel Limited, Indias largest integrated and the first private
telecom services provider with a footprint in all the 23 telecom circles. Bharti Airtel since its
inception has been at the forefront of technology and has steered the course of the telecom sector
in the country with its world class products and services. The businesses at Bharti Airtel have
been structured into three individual strategic business units (SBUs) - Mobile Services, Airtel
Telemedia Services & Enterprise Services. The mobile business provides mobile & fixed
wireless services using GSM technology across 23 telecom circles while the Airtel Telemedia
Services business offers broadband & telephone services in 94 cities. The Enterprise services
provide end-to-end telecom solutions to corporate customers and national & international long
distance services to carriers. All these services are provided under the Airtel brand

BUSINESS DIVISIONS

Bharti Airtel offers GSM mobile services in all the 23-telecom circles of India and is the largest
mobile service provider in the country, based on the number of customers.

The group focuses on delivering telecommunications services as an integrated offering including

mobile, broadband & telephone, national and international long distance and data connectivity
services to corporate, small and medium scale enterprises.

The group offers high speed broadband internet with a best in class network. With Landline
services in 94 cities we help you stay in touch with your friends & family and the world.

The Company compliments its mobile and broadband & telephone services with national and
international long distance services. It has over 35,016 route kilometers of optic fibre on its
national long distance network. For international connectivity to east, it has a submarine cable
landing station at. For international connectivity to the west, the Company is a member of the
South East Asia-Middle East-Western Europe 4 (SEA-ME-WE-4) consortium along with 15
other global telecom operators.

SCOPE & LIMITATIONS

SCOPE
The scope is limited to the employees of BHARTI AIRTEL because the survey was conducted to
find out their current employee engagement level and suggest ways to improve it.

LIMITATIONS
There were a few limitations like
1. Time was a major constraint.
2. The fact that most of the employees did not understand English.
3. Very importantly they were hesitant to answer the questions freely.
4. Lastly, money was also a constraint.
5. The sample size of 45 employees may not be a true representative of the organization.

DEFINING EMPLOYEE
ENGAGEMENT

DEFINING EMPLOYEE ENGAGEMENT

What is employee engagement exactly? AlphaMeasure defines employee engagement as the
level of commitment and involvement an employee has towards their organization and its values.
The primary behaviors of engaged employees are speaking positively about the organization to
coworkers, potential employees and customers, having a strong desire to be a member of the
organization, and exerting extra effort to contribute to the organizations success. Many smart
organizations work to develop and nurture engagement. It is important to note, the employee
engagement process does require a two-way relationship between employer and employee.

Why is Employment Engagement so important?

An organizations capacity to manage employee engagement is closely related to its ability to
achieve high performance levels and superior business results.
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. Engaged employees also normally
perform better and are more motivated. There is a significant link between employee engagement
and profitability. Employee engagement is critical to any organization that seeks not only to
retain valued employees, but also increase its level of performance.

Factors of Engagement
Many organizational factors influence employee engagement and retention such as:

A culture of respect where outstanding work is valued

Availability of constructive feedback and mentoring

Opportunity for advancement and professional development

Fair and appropriate reward, recognition and incentive systems

Availability of effective leadership

Clear job expectations

Adequate tools to complete work responsibilities

High levels of motivation

Many other factors exist that might apply to your particular business and the importance of these
factors will also vary within your organization.

Engagement Essentials
How will you know to what degree your employees are engaged? The first step is to determine
the current level of employee engagement. The best tool to determine this base line is a
comprehensive employee satisfaction survey. A well administered satisfaction survey will let you
know at what level of engagement your employees are operating. Customizable employee
surveys will provide you with a starting point towards your efforts to optimize employee
engagement.
The key to successful employee satisfaction surveys is to pay close attention to the feedback
from your staff. This is the only way to identify their specific concerns. When leaders listen,
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.
Listening to employee ideas, acting on employee contributions and actively involving employees
in decision making are essential to employee engagement.

Taking Action to Improve Employee Engagement

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 your staff know that their input is valued. Feeling valued will boost morale, motivate and
encourage future input.
Taking action starts with listening to employee feedback. Then the data needs to be analyzed.
Next, a definitive action plan will need to be put in place and finally, change will be
implemented. 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.

What is the Alternative to Employee Engagement?

Conditions that prevent employee engagement seldom alleviate themselves. They should be
assessed and addressed as soon as possible. Left to multiply, negative employee satisfaction
issues can result in:

Higher employee turnover - Employees leave, taking their reservoir of knowledge and
experience to another workplace

Diminished performance - Competency of the workforce is reduced, at least short term,

until new employees are trained

Lost training dollars - Time and money invested in training and development programs
for departing workers is wasted

Lower morale - Remaining employees can be overburdened with new duties, in addition
the unresolved issues that already prevent their full engagement

How Can You Attain Employee Engagement?

Listen to your employees and remember that this is a continuous process. The information your
employees supply will provide direction. Insist upon increased engagement at the managerial
level, and create and deploy a customized employee satisfaction survey from AlphaMeasure to
assess your current level of employee engagement. Identify problem areas, make a plan and take
action towards improvement.

CHAPTERREVIEW OF LITERATURE

Maslow's hierarchy of needs

Maslow's hierarchy of needs is a theory in psychology, proposed by Abraham Maslow in his
1943 paper A Theory of Human Motivation, which he subsequently extended to include his
observations of humans' innate curiosity.
Maslow studied exemplary people such as Albert Einstein, Jane Addams, Eleanor Roosevelt, and
Frederick Douglass rather than mentally ill or neurotic people, writing that "the study of
crippled, stunted, immature, and unhealthy specimens can yield only a cripple psychology and a
cripple philosophy." Maslow also studied the healthiest one percent of the college student
population. In his book, The Farther Reaches of Human Nature, Maslow writes, "By ordinary
standards of laboratory research...this simply was not research at all. My generalizations grew
out of my selection of certain kinds of people. Obviously, other judges are needed."

This diagram shows Maslow's hierarchy of needs, represented as a pyramid with the more
primitive needs at the bottom.

Maslow's hierarchy of needs is often depicted as a pyramid consisting of five levels: the four
lower levels are grouped together as being associated with Physiological needs, while the top
level is termed growth needs associated with psychological needs. Deficiency needs must be met
first. Once these are met, seeking to satisfy growth needs drives personal growth. The higher
needs in this hierarchy only come into focus when the lower needs in the pyramid are satisfied.
Once an individual has moved upwards to the next level, needs in the lower level will no longer
be prioritized. If a lower set of needs is no longer being met, the individual will temporarily reprioritize those needs by focusing attention on the unfulfilled needs, but will not permanently
regress to the lower level . For instance, a businessman at the esteem level who is diagnosed with
cancer will spend a great deal of time concentrating on his health (physiological needs), but will
continue to value his work performance (esteem needs) and will likely return to work during
periods of remission.
Deficiency needs
The first four layers of the pyramid are what Maslow called "deficiency needs" or "D-needs": if
they are not met, the body gives no indication of it physically, but the individual feels anxious
and tense. The deficiency needs are: survival needs, safety and security, love and belonging, and
esteem.
Physiological needs
These are the basic human needs for such things as food, warmth, water, and other bodily needs.
If a person is hungry or thirsty or their body is chemically unbalanced, all of their energies turn
toward remedying these deficiencies and other needs remain inactive. Maslow explains that,
"Anyone who attempts to make an emergency picture into a typical one and who will measure all
of man's goals and desires by his[her] behavior during extreme physiological deprivation, is
certainly blind to many things. It is quite true that man [people] live(s) by bread alone when
there is no bread".
The physiological needs of the organism (those enabling homeostasis) take first precedence.
These consist mainly of (in order of importance):

Breathing
Drinking
Eating
Excretion
If some needs are not fulfilled, a person's physiological needs take the highest priority.
Physiological needs can control thoughts and behaviors and can cause people to feel sickness,
pain and discomfort.
Safety needs
With their physical needs relatively satisfied, the individual's safety needs take over and
dominate their behavior. These needs have to do with people's yearning for a predictable, orderly
world in which injustice and inconsistency are under control, the familiar frequent and the
unfamiliar rare. In the world of work, these safety needs manifest themselves in such things as a
preference for job security, grievance procedures for protecting the individual from unilateral
authority, savings accounts, insurance policies and the like.
For the most part physiological and safety needs are reasonably well satisfied in the first world.
The obvious exceptions, of course, are people outside the mainstream the poor and the
disadvantaged. If frustration has not led to apathy and weakness, such people still struggle to
satisfy the basic physiological and safety needs. They are primarily concerned with survival:
obtaining adequate food, clothing, shelter, and seeking justice from the dominant societal groups.
Safety and Security needs include:
Personal security from crime
Financial security
Health and well-being
Safety net against accidents/illness and the adverse impacts
Social needs

After physiological and safety needs are fulfilled, the third layer of human needs is social. This
psychological aspect of Maslow's hierarchy involves emotionally-based relationships in general,
such as:
friendship
Having a supportive and communicative family
Humans need to feel a sense of belonging and acceptance, whether it comes from a large social
group (such as clubs, office culture, religious groups, professional organizations, sports teams,
gangs, ("Safety in numbers") or small social connections (family members, intimate partners,
mentors, close colleagues, confidants). They need to love and be loved (sexually and nonsexually) by others. In the absence of these elements, many people become susceptible to
loneliness, social anxiety, and depression. This need for belonging can often overcome the
physiological and security needs, depending on the strength of the peer pressure. E.g. an anorexic
ignores the need to eat and the security of health for a feeling of control and belonging.
Esteem needs
All humans have a need to be respected, to have self-esteem, self-respect, and to respect others.
People need to engage themselves to gain recognition and have an activity or activities that give
the person a sense of contribution, to feel accepted and self-valued, be it in a profession or
hobby. Imbalances at this level can result in low self-esteem, inferiority complexes. People with
low self-esteem need respect from others. They may seek fame or glory, which again depends on
others. However confidence, competence and achievement only need one person and everyone
else is inconsequential to one's own success. It may be noted, however, that many people with
low self-esteem will not be able to improve their view of themselves simply by receiving fame,
respect, and glory externally, but must first accept themselves internally. Psychological
imbalances such as depression can also prevent one from obtaining self-esteem on both levels.

Growth needs

Though the deficiency needs may be seen as "basic", and can be met and neutralized (i.e. they
stop being motivators in one's life), self-actualization and transcendence are "being" or "growth
needs" (also termed "B-needs"), i.e. they are enduring motivations or drivers of behavior.

Cognitive needs
Maslow believed that humans have the need to increase their intelligence and thereby chase
knowledge. Cognitive needs are the expression of the natural human need to learn, explore,
discover and create to get a better understanding of the world around them.
Aesthetic needs
Based on Maslow's beliefs, it is stated in the hierarchy that humans need beautiful imagery or
something new and aesthetically pleasing to continue up towards Self-Actualization. Humans
need to refresh themselves in the presence and beauty of nature while carefully absorbing and
observing their surroundings to extract the beauty that the world has to offer.
Self-actualization
Self-actualization a concept Maslow attributed to Kurt Goldstein, one of his mentors is the
instinctual need of humans to make the most of their abilities and to strive to be the best they
can. Working toward fulfilling our potential, toward becoming all that we are capable of
becoming.
In Maslow's scheme, the final stage of psychological development comes when the individual
feels assured that their physiological, security, affiliation and affection, self-respect and
recognition needs have been satisfied. As these become dormant, they become filled with a
desire to realize all of their potential for being an effective, creative, mature human being. "What
a man can be, he must be", is the way Maslow expresses it.
Maslow's need hierarchy is set forth as a general proposition and does not imply that everyone's
needs follow the same rigid pattern. For some people, self-esteem seems to be a stronger
motivation than love. Mussolini, for example, alienated his closest friends by undertaking
reckless military adventures to achieve status as a conqueror. (This example can also be used to

illustrate the means-to-an-end dilemma of human motivation. That is, Mussolini may have
reached for status as a means to gaining the affection of Adolf Hitler. More will be said about
this problem later.) For some people, the need to create is often a stronger motivation than the
need for food and safety. Thus, the artist living in poverty is a classic example of reversing the
standard hierarchy of needs. Similarly, persons who have suffered hunger or some other
deprivation for protracted periods may live happily for the rest of their lives if only they can get
enough of what they lacked. In this case, the level of aspiration may have become permanently
lowered and the higher-order, less proponent needs may never become active. There are also
cases of people's martyring themselves for causes and suffering all kinds of deprivations,
particularly in the physiological, safety, and sometimes social categories, to achieve their goals.
Maslow writes the following of self-actualizing people:
They embrace the facts and realities of the world (including themselves) rather than denying or
avoiding them.
They are spontaneous in their ideas and actions.
They are creative.
They are interested in solving problems; this often includes the problems of others. Solving these
problems is often a key focus in their lives.
They feel a closeness to other people, and generally appreciate life.
They have a system of morality that is fully internalized and independent of external authority.
They have discernment and are able to view all things in an objective manner.
To further confound the problem of understanding motivation, Maslow points out that motives
are not always conscious. In the average person, he believes, they are more often unconscious
than conscious showing the influence on his thinking of Freudian psychologists who have
long been concerned with the hidden causes of human behavior.
In Maslow's theory, then, human needs are arranged in a hierarchy of importance. Needs emerge
only when higher-priority needs have been satisfied. By the same token, satisfied needs no
longer influence behavior. This point seems worth stressing to managers and administrators, who
often mistakenly assume that money and other tangible incentives are the only cures for morale
and productivity problems. It may be, however, that the need to participate, to be recognized, to

be creative, and to experience a sense of worth are better motivators in an affluent society, where
many have already achieved an acceptable measure of freedom from hunger and threats to
security and personal safety, and are now driven by higher-order psychological needs.
In short, self-actualization is reaching one's fullest potential. However, to further clarify There
are certain conditions which are immediate prerequisites for the basic need satisfactions. Such
conditions as freedom to speak, freedom to do what one wishes so long as no harm is done to
others, freedom to express one's self, freedom to investigate and seek for information, freedom to
defend one's self, justice, fairness, honesty, orderliness in the group are examples of such
preconditions for basic need satisfactions.
According to Maslow, the tendencies of self-actualizing people are as follows:
1. Awareness
efficient perception of reality
freshness of appreciation
peak experiences
ethical awareness
2. Honesty
philosophical sense of humour
social interest
deep interpersonal relationships
democratic character structure
3. Freedom
need for solitude
autonomous, independent
creativity, originality
spontaneous
4. Trust
problem centered
acceptance of self, others, nature
resistance to enculturation - identity with humanity

Maslow discovered that healthy individuals are motivated toward what he termed selfactualization, and noted that Self-actualizing people had strikingly similar characteristics. He
described self-actualization as:
an episode or spurt in which the powers of the person come together in a particularly and
intensely enjoyable way and in which they are more integrated and less split, more open for
experience, more idiosyncratic, more perfectly expressive or spontaneous, or fully functioning,
more creative, more humorous, more ego-transcending, more independent of their lower needs,
etc. They become in these episodes more truly themselves, more perfectly actualising their
potentialities, closer to the core of their being, more fully human. Not only are these their
happiest and most thrilling moments but they are also moments of greatest maturity,
individuation, fulfilment - in a word, their healthiest moments.
The higher needs in this hierarchy only come into focus when the lower needs in the pyramid are
satisfied. Once an individual has moved upwards to the next level, needs in the lower level will
no longer be prioritized. This is very true like even in Airtel those who earned low income
preferred financial incentives like bonus, etc. over non-financial incentives .

Equity theory
Equity Theory, also known as attempts to explain relational satisfaction in terms of perceptions
of fair/unfair distributions of resources within interpersonal relationships. It was first developed
in 1963 by John Stacy Adams, a workplace and behavioral psychologist, who asserted that
employees seek to maintain equity between the inputs that they bring to a job and the
outcomes that they receive from it against the perceived inputs and outcomes of others.
Background
Equity theory proposes that individuals who perceive themselves as either under-rewarded or
over-rewarded will experience distress, and that this distress leads to efforts to restore equity
within the relationship. It focuses on determining whether the distribution of resources is fair to
both relational partners. Equity is measured by comparing the ratios of contributions and benefits

of each person within the relationship. Partners do not have to receive equal benefits (such as
receiving the same amount of love, care, and financial security) or make equal contributions
(such as investing the same amount of effort, time, and financial resources), as long as the ratio
between these benefits and contributions is similar. Much like other prevalent theories of
motivation, such as Maslows hierarchy of needs, Equity Theory acknowledges that subtle and
variable individual factors affect each persons assessment and perception of their relationship
with their relational partners.
Definition of equity
An individual will consider that he is treated fairly if he perceives the ratio of his inputs to his
outcomes to be equivalent to those around him. Thus, all else being equal, it would be acceptable
for a more senior colleague to receive higher compensation, since the value of his experience (an
input) is higher.
Inputs and outcomes
Inputs
Inputs are defined as each participants contributions to the relational exchange and are viewed
as entitling him/her to rewards or costs. The inputs that a participant contributes to a relationship
can be either assets entitling him/her to rewards or liabilities - entitling him/her to costs. The
entitlement to rewards or costs ascribed to each input vary depending on the relational setting. In
industrial settings, assets such as capital and manual labor are seen as "relevant inputs" inputs
that legitimately entitle the contributor to rewards. In social settings, assets such as physical
beauty and kindness are generally seen as assets entitling the possessor to social rewards.
Individual traits such as boorishness and cruelty are seen as liabilities entitling the possessor to
costs
Inputs typically include any of the following:

Time
Effort
Loyalty
Hard Work
Commitment
Ability
Adaptability
Flexibility
Tolerance
Determination
Enthusiasm
Personal sacrifice

Outcomes
Outputs are defined as the positive and negative consequences that an individual perceives a
participant has incurred as a consequence of his/her relationship with another. Outputs can be
both tangible and intangible (Walster, Traupmann & Walster, 1978). Typical outcomes include
any of the following:
Love
Intimacy
Security
Esteem
Salary
Employee benefit
Expenses
Recognition
Reputation
Responsibility
Sense of achievement

Praise
Thanks
This theory also stands true.

PURPOSE

PURPOSE
As part of our curriculum, every 2 nd year student is required to submit a management research
project. It aims at one of the following objectives1. Application of knowledge and techniques learnt in the course so far to test out and enrich
ones understanding, knowledge and skills.
2. Understanding an organization and its realities.
In order to achieve the above mentioned objectives of my management research project report
conducted on BHARTI AIRTEL and the topic chosen by me was EMPLOYEE
ENGAGEMENT.
Now what is employee engagement? AlphaMeasure defines employee engagement as the level of
commitment and involvement an employee has towards their organization and its values.
My role as a HUMAN RESOURCE student was to measure the current employee
engagement level and suggest ways to improve it. For which I conducted a survey. The
company is keen on to find out that if any gap exist in its policies for this it conducts time to time
surveys to find out what the employees expects from their organization.

CHAPTERCOMPANY PROFILE

COMPANY PROFILE
Telecommunication Industry
Bharti Enterprises (Airtel)
Founded
Headquarters
Key people
Industry
Products
Revenue
Slogan
Website

1985
New Delhi, India
Sunil Mittal
Telecom
Mobile and Fixed-Line Telecommunication
operator
USD 33.66 billion
Express Yourself
Bharti Group Airtel

Bharti Airtel, formerly known as Bharti Tele-Ventures Limited (BTVL) is among India's largest
mobile phone and Fixed Network operators. With more than 50 million subscriptions as of 1st
October 2007, the company is one of the world's fastest growing telecom companies. It offers its
mobile services under the Airtel brand and is headed by Sunil Mittal, India's sixth richest man
with a total worth of US$27 billion. The company is the only GSM operator to provide mobile
services in all the 23 circles in India. The company also provides telephone services and Internet
access over DSL in 14 circles. The company complements its mobile, broadband & telephone
services with national and international long distance services. The company also has a
submarine cable landing station at Chennai, which connects the submarine cable connecting
Chennai and Singapore. The company provides reliable end-to-end data and enterprise services
to the corporate customers by leveraging its nationwide fiber optic backbone, last mile
connectivity in fixed-line and mobile circles, VSATs, ISP and international bandwidth access
through the gateways and landing station.
Although Bharti Airtel is the largest mobile service provider, BSNL, the state run mobile and
wireline service provider is the market leader as of 31 December 2006 customer's base.

Airtel
Airtel is a brand of telecommunication services in India operated by Bharti Airtel.
Airtel is the largest cellular service provider in India in terms of number of subscribers. Bharti
Airtel owns the Airtel brand and provides the following services under the brand name Airtel:
Mobile Services (using GSM Technology), Broadband & Telephone Services (Fixed line,
Internet Connectivity(DSL) and Leased Line), Long Distance Services and Enterprise Services
(Telecommunications Consulting for corporates).
Leading international telecommunication companies such as Vodafone and SingTel hold partial
stakes in Bharti Airtel.
In April 2006 Bharti Global Limited was awarded a telecommunications licence in Jersey in the
Channel Islands by the local telecommunications regulator the JCRA. In September 2006 the
Office of Utility Regulation in Guernsey awarded Guernsey Airtel with a mobile
telecommunications licence. In May 2007 Jersey Airtel and Guernsey Airtel announced the
launch of a relationship with Vodafone for island mobile subscribers. In July 2007, Bharti Airtel
signed an MoU with Nokia-Siemens for a 900 million dollar expansion of its mobile and fixed
network. In August 2007, the company announced it will be launching a customized version of
Google search engine that will provide an 'array of services' to its broadband customers.
Touchtel
Until September 18, 2004, Bharti provided fixed-line telephony and broadband services under
the Touchtel brand. Bharti now provides all telecom services including fixed-line services under
a common brand "Airtel"
BlackBerry
On 19th October 2004 Airtel announced the launch of the innovative BlackBerry Wireless
Solution in India. The launch is a result of an exclusive tie-up between Bharti Tele-Ventures
Limited, Indias leading telecom conglomerate and Research In Motion (RIM). The initiative, a

first in India provides the business consumer with a secure and integrated, innovative wireless
access solution-Blackberry Airtel customers will be the first to access the advantages of Pushbased and Always-on connectivity.
Forbes Global 2000 Ranking - 2007
The Forbes Global 2000 list for the year 2007 ranked Bharti at 1149.
Awards and recognition
Wireless service provider of the year 2005 at the Frost and Sulivan Asia-Pacific ICT awards.
Competitive service provider of the year 2005 at the Frost and Sulivan Asia-Pacific ICT
awards
In News
Recently Sunil Bharti's Airtel launched its calling card in America specially for the NRI (Nonresident Indians) and people calling from America to India at a cheaper rate as compared to the
tariff offered by other providers.
On February 12, 2007 Vodafone sold its 5.6% stake in AirTel back to AirTel for US $1.6 billion;
and purchased a controlling stake in rival Hutchison Essar.
In its monthly press release, following statistics have been presented for end of April 2007.
Bharti Airtel added the highest ever net addition of 5.3 million customers in a single quarter (Q4FY0607) and also the highest ever net addition of 18 million total subscribers in 2006-07
The company will invest up to $3.5 billion this fiscal (07-08) in network expansion.
It has an installed base of 40,000 cellsites and 59% population coverage
After the proposed network expansion, an additional 30,000 towers will result in the company
achieving 70% population coverage
Bharti has over 39 million users as on March 31, 2007

It has set a target of 125 million subscribers by 2010

Prepaid customers account for 88.5% of Bhartis total subscriber base, an increase from 82.7% a
year ago

ARPU has dropped to Rs 406

Non-voice revenues, (SMS, voice mail, call management, hello tunes and Airtel Live) constituted
10% of total revenues during Q4, lower than 10.7% in the Q4 of the previous year
Blended monthly minutes of usage per customer in Q4 was at 475 minutes
Has completed 100% verification of its subscribers and in the process disconnected three lakh
subscribers.

METHODOLOGY

METHODOLOGY
RESEARCH DESIGN

On the basis of character of data this

research can be

classified into qualitative research design.

QUALITATIVE RESEARCH PROCEDURE

__________________________________
DATA SOURCES Primary sources have been used for gathering information.
PRIMARY DATA - Consists of original information gathered for the specific
purpose at hand through various instruments like structured
interviews and questionnaires. It is the data collected first hand
relating to specific queries and problems.

SOURCES OF COLLECTING PRIMARY DATA - The primary data is

collected using questionnaires and face-to-face interviews using structured questionnaire.

INTERVIEWS Were the basic tools used during the process.

COLLECTION OF INFORMATION The respondents were chosen

SAMPLE SIZE - 45

randomly.

BASIC SCALES
Q1. FOR HOW LONG HAVE YOU BEEN IN AIRTEL?
A. 0-2 MONTHS
B. 2-6 MONTHS
C. 6-1 YEAR
D. MORE THAN 1 YEAR
In this question, interval scale has been used.

Q2. Q6. Nominal scale has been used.

Q7. Q9. & Q12. likert scale has been used.
Q10. IF YES WHAT KIND OF EXTRA CURRICULAR ACTIVITIES ARE YOU
INVOLVED IN? IF NO WHAT KIND OF EXTRA CURRICULAR ACTIVITIES
WOULD YOU LIKE TO BE INVOLVED IN?

This is an Open ended question

Q11. RANK THE FOLLOWING ACTIVITIES IN THE ORDER OF YOUR
PREFERENCE.
A. OUTINGS (PICNICS/ TOURS )
B. GIFTS/DISCOUNT COUPONS

C. PARTIES (LUNCH/DINNER)
D. BIRTHDAY/ANNIVERSARY CELEBRATIONS
E. SPORT ACTIVITIES
F. STRESS BUSTER PROGRAMMES
G. COMPETITIONS
Q11. - Ordinal scale or Rank Order Scale has been used.

Name has been kept optional.

DATA

INDEX:
VAR 1

FOR HOW LONG HAVE YOU BEEN AIRTEL?

VAR 2

AT WORK, DO YOUR OPINIONS SEEM TO COUNT?

VAR 3

DO YOU RECEIVE RECOGNITION OR PRAISE FOR

DOING GOOD WORK?

VAR 4

DO YOU FIND OPPORTUNITY FOR

INTERACTION AT YOUR WORK PLACE?

VAR 5

DO YOU HAVE FRIENDS AT WORK?

VAR 6

ARE YOU HAPPY WITH THE EMPLYEE ENTITLEMENTS

YOU GET?

VAR 7

MY COMPANY ACTIVELY LOOKS AFTER THE WELLBEING OF ALL ITS EMPLOYEES.

VAR 8

I GET MOTIVATED TO WORK BETTER AND BETTER.

VAR 9

I GET ENOUGH OPPORTUNITY FOR SELF GROWTH

AND ADVANCEMENT.

VAR 10

ARE YOU ABLE TO BALANCE YOUR PROFESSIONAL

AND PERSONAL LIFE.

EMPLOYEE

VAR
1
4
4
4
3
4
4
4
4
4
3
1
4
1
3
4
1
4
2
3
4
3
1
3
3
3
3
3
3
3
3
4
4
4
3
4
3
4
4
3
4
4
4
4
3
4

VAR
2
1
1
1
3
1
1
1
1
1
3
3
3
3
1
3
3
3
3
3
3
1
1
1
1
1
3
3
3
3
2
3
1
1
1
1
3
3
1
1
3
1
3
3
1
1

VAR
3
1
1
1
1
1
1
1
3
1
3
3
3
1
3
2
2
1
3
1
3
3
1
3
1
1
3
3
2
3
1
1
3
1
1
1
3
2
3
1
1
1
1
3
1
3

VAR
4
1
1
3
1
2
1
1
2
3
1
1
1
1
1
1
1
1
2
1
1
2
1
1
1
1
1
1
1
2
1
1
1
1
1
1
3
1
3
1
3
1
2
2
1
1

VAR
5
1
1
1
1
2
1
1
1
1
1
2
1
1
2
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
2
1
1
1
1
1
1

VAR
6
1
1
1
2
1
3
1
2
3
3
1
3
3
1
3
1
1
3
1
2
1
1
1
1
1
1
3
2
3
1
1
1
3
2
1
3
2
3
1
2
1
2
1
2
3

VAR
7
4
2
2
1
2
2
2
1
3
3
2
3
4
2
2
2
2
3
2
2
2
2
2
2
4
2
2
2
3
4
2
2
2
2
1
3
4
3
2
3
2
3
3
3
2

VAR
8
4
1
4
2
1
4
2
3
2
5
2
2
1
1
2
2
2
2
2
2
1
2
1
2
1
2
2
4
4
5
2
4
1
2
1
3
2
4
1
2
4
2
3
4
2

VAR
9
2
5
2
4
5
1
4
3
3
2
3
4
5
4
4
5
4
4
2
3
4
5
4
4
5
4
3
2
1
1
4
2
4
4
5
4
2
2
4
2
1
2
3
3
2

VAR
10
5
4
4
2
5
5
4
3
2
3
3
5
5
4
4
2
5
3
3
2
5
4
5
2
1
5
4
4
3
1
5
1
3
2
4
3
4
4
3
1
1
4
4
2
3

VAR
11
2
2
3
1
3
3
3
1
3
2
3
1
3
3
2
2
4
4
3
1
3
3
3
3
1
2
2
1
1
1
4
3
3
2
3
2
1
1
3
1
2
2
1
3
4

VAR
12
3
3
4
3
3
3
3
2
3
3
4
3
3
1
3
3
3
3
3
3
3
4
3
3
4
3
3
3
3
3
3
3
4
2
4
3
2
2
3
2
4
3
3
2
3

VAR
13
1
1
1
1
1
2
2
2
1
1
2
1
1
1
1
2
1
2
1
1
2
2
1
1
1
2
1
1
2
1
1
1
1
1
1
2
1
2
1
1
1
2
1
1
1

VAR
14
31
40
25
24
23
29
26
24
30
26
27
23
25
25
27
22
26
24
25
27
23
22
36
29
27
21
21
28
26
25
26
21
28
30
31
25
26
24
27
29
25
27
31
29
29

OUTINGS
(PICNICS/
TOURS)

GIFTS/
DISCOUNT
COUPONS

PARTIES
(LUNCH/
DINNER)

BIRTHDAY/
ANNIVERSARY
CELEBRATIONS

SPORT
ACTIVITIES

STRESS
BUSTER
ROGRAMMES

COMPETITION
S

2
2
5
3
3
4
4
1
4
1
4
6
6
4
4
7
5
1
6
6
2
7
4
1
7
6
3
4
7
3
5
1
5
3
1
3
2
4
1
4
3
6
1
5
6

3
3
4
1
2
2
2
7
2
5
3
4
5
2
6
4
4
2
1
2
5
2
5
2
6
7
4
6
2
1
4
4
2
5
3
1
1
1
6
3
1
7
4
3
2

4
4
2
2
1
7
3
2
6
7
1
5
3
6
5
5
7
4
3
3
7
6
1
5
3
5
1
5
1
7
3
2
4
6
7
2
3
2
7
7
2
5
2
2
7

5
1
6
7
6
3
7
3
5
6
5
7
7
7
7
3
3
5
2
1
3
5
2
4
5
3
5
1
3
2
2
3
3
4
4
4
5
6
2
6
5
4
7
1
3

1
6
7
4
5
1
5
5
7
3
6
2
2
3
1
6
6
3
7
5
1
4
3
3
4
4
7
3
6
4
1
7
7
1
2
5
4
7
3
2
7
2
3
6
5

6
7
1
6
4
6
6
6
1
2
2
3
4
1
3
2
1
7
4
4
6
1
7
6
2
2
2
7
5
5
6
5
1
7
5
6
6
3
4
1
6
3
6
7
1

7
5
3
5
7
5
1
4
3
4
7
1
1
5
2
1
2
6
5
7
4
3
6
7
1
1
6
2
4
6
7
6
6
2
6
7
7
5
5
5
4
1
5
4
4

ANALYSIS
&

FINDINGS

STATISTICS
FREQUENCIES
Q1.FOR HOW LONG HAVE YOU BEEN IN AIRTEL?
N
Valid
Mode
Std. Deviation
Variance

45
4
.900
.810

FOR HOW LONG HAVE YOU BEEN IN AIRTEL?

Total

Valid LESS

THAN 2
MONTHS
2
MONTHS
-6
MONTHS
6
MONTHS-1
YEAR
MORE THAN 1
YEAR

45

100.0

Frequency

Percent

Cumulative
Percent

8.9

8.9

2.2

11.1

17

37.8

48.9

23

51.1

100.0

Mode refers to the value which occurs most frequently in a distribution. So, here most of the
employees have been working in Airtel for more than 1 year, which is a good sign for the
company. It means that retention is good here.

STATISTICS

N Vali
d
Mis
sing
Std.
Deviati
on
Varianc
e

AT
WO
RK,
DO
YOU
R
OPI
NIO
NS
SEE
M
TO
COU
NT?

DO
YOU
RECEI
VE
RECO
GNITI
ON OR
PRAIS
E FOR
DOIN
G
GOOD
WORK
?

DO
YOU
FIND
OPPOR
TUNIT
Y FOR
EMPL
OYEE
INTER
ACTIO
N AT
YOUR
WORK
PLACE
?

DO
YO
U
HA
VE
FRI
EN
DS
AT
WO
RK?

45

45

45

.999
.998

N Valid
Missin
g
Std.
Deviation
Variance

ARE
YOU
HAPPY
WITH
THE
EMPLO
YEE
ENTIT
LEMEN
TS
YOU
GET?

I GET
ENOUG
I GET H
MOTI OPPOR
VATE TUNIT
D TO Y FOR
WOR SELF
K
GROW
BETT TH
ER
AND
AND ADV
BETT ANCE
ER
MENT

ARE
ANY
EXTRA
CURRIC
ULAR
ARE YOU ACTIVI
ABLE TO TIES
BALANC BEING
E YOUR HELD
PROFESS IN
IONAL
YOUR
AND
ORGAN
PERSON
ISATIO
AL LIFE
N?

I
ENJOY
WORKI
NG IN
MY
ORGAN
ISATIO
N.

45

45

45

45

45

45

45

.952

.684

.288 .876

1.173 1.246

1.300

.973

.621

.907

.468

.083 .768

1.377 1.553

1.689

.946

.386

MY
COMPANY
ACTIVELY
LOOKS
AFTER THE
WELL-BEING
OF ALL ITS
EMPLOYEES.

I GET
ENOUGH
I
GET OPPORTU
MOTIVAT NITY FOR
ED
TO SELF
WORK
GROWTH
BETTER
AND
AND
ADVANCE
BETTER
MENT

ARE YOU
ABLE TO
BALANCE
YOUR
PROFESSIO
NAL AND
PERSONAL
LIFE

ARE ANY EXTRA

CURRICULAR
ACTIVITIES
BEING HELD IN I
ENJOY
YOUR
WORKING IN MY
ORGANISATION? ORGANISATION.

45

45

45

45

45

45

.780

1.173

1.246

1.300

.973

.621

.609

1.377

1.553

1.689

.946

.386

Q.2 AT WORK, DO YOUR OPINIONS SEEM TO COUNT?

Valid

YES
NO
SOMETIMES
Total

Frequency
23
1
21
45

Percent
51.1
2.2
46.7
100.0

Valid
Percent
51.1
2.2
46.7
100.0

Cumulative
Percent
51.1
53.3
100.0

From the sample of 45, only 2% of the lot says no and 51.1% of the people say that yes their
opinions seem to count which is a very good sign that the company cares about its employees.

Q.3 DO YOU RECEIVE RECOGNITION OR PRAISE FOR DOING GOOD WORK?

Valid

YES
NO
SOMETIMES
Total

Frequency
24
4
17
45

Percent
53.3
8.9
37.8
100.0

Valid
Percent
53.3
8.9
37.8
100.0

Cumulative
Percent
53.3
62.2
100.0

Bars show counts

20
15
10
5
0

24
1.0

4
1.5

2.0

17
2.5

3.0

DO YOU RECEIVE RECOGNITION OR PRAISE FOR DOING GOOD WORK?

From the sample of 45, 53.3% of the people say that yes they receive recognition, which is
again a very good sign is in favour of the company.

Q4 DO YOU FIND OPPORTUNITY FOR EMPLOYEE INTERACTION AT YOUR

WORK PLACE?

Valid

YES
NO
SOMETIMES
Total

Frequency
33
7
5
45

Percent
73.3
15.6
11.1
100.0

Valid
Percent
73.3
15.6
11.1
100.0

Bars show counts

30

20

10
33
0

1.0

7
1.5

2.0

5
2.5

3.0

DO YOU FIND OPPORTUNITY FOR EMPLOYEE INTERACTION AT YOUR WORK PLACE?

Cumulative
Percent
73.3
88.9
100.0

Q5 DO YOU HAVE FRIENDS AT WORK?

Valid

40

YES
NO
Total

Frequency
41
4
45

Valid
Percent
91.1
8.9
100.0

Percent
91.1
8.9
100.0

Cumulative
Percent
91.1
100.0

Dot/Lines show counts

30

20

10

1.00

1.25

1.50

1.75

2.00

DO YOU HAVE FRIENDS AT WORK?

From the sample of 45, 41 have friends in the office shows that the employees enjoy while at
work also.

Q6 ARE YOU HAPPY WITH THE EMPLOYEE ENTITLEMENTS YOU GET?

Valid

YES
NO
A
BIT
Total

Frequency Percent
23
51.1
9
20.0

Valid
Percent
51.1
20.0

Cumulative
Percent
51.1
71.1

13

28.9

28.9

100.0

45

100.0

100.0

51.11%

Dot/Lines show counts

20

15

28.89%

20.00%

10

1.0

1.5

2.0

2.5

3.0

ARE YOU HAPPY WITH THE EMPLOYEE ENTITLEMENTS YOU GET?

Q7 MY COMPANY ACTIVELY LOOKS AFTER THE WELL-BEING OF ALL ITS

EMPLOYEES.

Valid

STRONGLY AGREE
AGREE
DISAGREE
STRONGLY
DISAGREE
Total

Frequency
3
26
11

Percent
6.7
57.8
24.4

Valid
Percent
6.7
57.8
24.4

Cumulative
Percent
6.7
64.4
88.9

11.1

11.1

100.0

45

100.0

100.0

n=26
Areas show counts

25
20
15
n=11
10
n=45
5

n=5

n=3

MY COMPANY ACTIVELY LOOKS AFTER THE WELL-BEING OF ALL ITS EMPLOYEES.

Q8 I GET MOTIVATED TO WORK BETTER AND BETTER

Valid

STRONGLY AGREE
AGREE
CANNOT SAY
DISAGREE
STRONGLY
DISAGREE
Total

Frequency
10
21
3
9

Percent
22.2
46.7
6.7
20.0

Valid
Percent
22.2
46.7
6.7
20.0

Cumulative
Percent
22.2
68.9
75.6
95.6

4.4

4.4

100.0

45

100.0

100.0

More than 50% of the employees agree that motivation is fine in the company.

Q9 I GET ENOUGH OPPORTUNITY FOR SELF GROWTH AND ADVANCEMENT

Valid

STRONGLY
DISAGREE
DISAGREE
CANNOT SAY
AGREE
STRONGLY AGREE
Total

Frequency Percent

Valid
Percent

Cumulative
Percent

8.9

8.9

8.9

11
7
16
7
45

24.4
15.6
35.6
15.6
100.0

24.4
15.6
35.6
15.6
100.0

33.3
48.9
84.4
100.0

Here the company needs to work because a lot of number of employees are not satisfied
with the self advancement and growth opportunities in the company.

Q10 ARE YOU ABLE TO BALANCE YOUR PROFESSIONAL AND PERSONAL LIFE

Valid

STRONGLY
DISAGREE
DISAGREE
CANNOT SAY
AGREE
STRONGLY AGREE
Total

Frequency Percent

Valid
Percent

Cumulative
Percent

11.1

11.1

11.1

7
10
13
10
45

15.6
22.2
28.9
22.2
100.0

15.6
22.2
28.9
22.2
100.0

26.7
48.9
77.8
100.0

GENDER

Valid

M
F
Total

Frequency
32
13
45

Percent
71.1
28.9
100.0

G
E
N
D
E
R

Valid
Percent
71.1
28.9
100.0

Cumulative
Percent
71.1
100.0

as

As shown in the graph the percentage of working female is very less as compared to the males.
This can be attributed to the fact that it is difficult to balance the personal and professional life as
shown in the frequency table.

Q11 ARE ANY EXTRA CURRICULAR ACTIVITIES BEING HELD IN YOUR

ORGANISATION?

Valid

STRONGLY
DISAGREE
DISAGREE
AGREE
STRONGLY AGREE
Total

Frequency Percent

Valid
Percent

Cumulative
Percent

12

26.7

26.7

26.7

11
18
4
45

24.4
40.0
8.9
100.0

24.4
40.0
8.9
100.0

51.1
91.1
100.0

15

18
40.00%

Dot/Lines show c ounts

12
26.67%

10

11
24.44%

4
8.89%

ARE ANY EXTRA CURRICULAR ACTIVITIES BEING HELD IN YOUR O RGANISATION?

STATISTICS
AGE
N

Valid
Missing

Mean
Mode
Range
Minimum
Maximum

45
0
26.56
25
19
21
40

AGE

Valid

Frequency
3
2
3
4
7
6
6
2
5
2
3
1
1
45

21
22
23
24
25
26
27
28
29
30
31
36
40
Total

Percent
6.7
4.4
6.7
8.9
15.6
13.3
13.3
4.4
11.1
4.4
6.7
2.2
2.2
100.0

Valid
Percent
6.7
4.4
6.7
8.9
15.6
13.3
13.3
4.4
11.1
4.4
6.7
2.2
2.2
100.0

Cumulative
Percent
6.7
11.1
17.8
26.7
42.2
55.6
68.9
73.3
84.4
88.9
95.6
97.8
100.0

OUTINGS
(PICNICS/
TOURS)

GIFTS/
DISCOUNT
COUPONS

PARTIES
(LUNCH/
DINNER)

BIRTHDAY/
ANNIVERSARY
CELEBRATIONS

SPORT
ACTIVITI
ES

STRESS
BUSTER
PROGRAM
MES

COMPET
ITIONS

Comparison of model values for different extra curricular activities.

Rank
1
2
3
4
5
6
7
Total

outings
8
4
7
10
5
7
4

gifts
7
12
6
8
5
4
3

STATISTICS

N
Mean
Mode
Range

Valid
Missin
g

OUTING
S
(PICNIC
S/
TOURS)
45

GIFTS/
DISCOUN
T
COUPONS
45

PARTI
ES
(LUNC
H
/
DINNE
R)
45

3.82
4
6

3.36
2
6

4.04
2(a)
6

BIRTHDA
Y/
ANNIVER
SARY
CELEBRA
TIONS
45

SPORT
ACTIV
ITIES
45

STRESS
BUSTER
PROGRA
MMES
45

COMP
ETITIO
NS
45

4.18
3
6

4.13
3(a)
6

4.13
6
6

4.33
5
6

Minimum
Maximum

1
7

1
7

1
7

1
7

1
7

1
7

1
7

a Multiple modes exist. The smallest value is shown

The rank 4th has got the highest nos. of frequency, when it comes to outing. But, people seem to
be more interested in gifts and parties.

FREQUENCY TABLE
OUTINGS (PICNICS/ TOURS)

Valid

1
2
3
4
5
6
7
Total

OUTINGS
(PICNICS/
TOURS)
8
4
7
10
5
7
4

Percent
17.8
8.9
15.6
22.2
11.1
15.6
8.9

Valid
Percent
17.8
8.9
15.6
22.2
11.1
15.6
8.9

45

100.0

100.0

Percent
15.6
26.7
13.3
17.8
11.1
8.9
6.7
100.0

Valid
Percent
15.6
26.7
13.3
17.8
11.1
8.9
6.7
100.0

Cumulative
Percent
17.8
26.7
42.2
64.4
75.6
91.1
100.0

GIFTS/DISCOUNT COUPONS
Frequency
Valid 1
7
2
12
3
6
4
8
5
5
6
4
7
3
Total 45

Cumulative
Percent
15.6
42.2
55.6
73.3
84.4
93.3
100.0

PARTIES
Valid

1
2
3
4
5
6
7
Total

Frequency
4
5
10
5
9
5
7
45

Percent
8.9
11.1
22.2
11.1
20.0
11.1
15.6
100.0

Valid
Percent
8.9
11.1
22.2
11.1
20.0
11.1
15.6
100.0

Cumulative
Percent
8.9
20.0
42.2
53.3
73.3
84.4
100.0

(LUNCH/DINNER)

Valid

1
2
3
4
5
6
7
Total

Frequency
5
9
7
4
7
4
9
45

Percent
11.1
20.0
15.6
8.9
15.6
8.9
20.0
100.0

Valid
Percent
11.1
20.0
15.6
8.9
15.6
8.9
20.0
100.0

BIRTHDAY/ANNIVERSARY CELEBRATIONS

Cumulative
Percent
11.1
31.1
46.7
55.6
71.1
80.0
100.0

Birthdays /anniversary celebration has got maximum number of 3rd rank

SPORT ACTIVITIES

Valid

1
2
3
4
5
6
7
Total

Frequency
6
5
8
6
6
6
8
45

Percent
13.3
11.1
17.8
13.3
13.3
13.3
17.8
100.0

Valid
Percent
13.3
11.1
17.8
13.3
13.3
13.3
17.8
100.0

STRESS BUSTER PROGRAMMES

Valid

1
2
3
4
5
6
7
Total

Frequency
8
6
4
5
4
12
6
45

Percent
17.8
13.3
8.9
11.1
8.9
26.7
13.3
100.0

Valid
Percent
17.8
13.3
8.9
11.1
8.9
26.7
13.3
100.0

Cumulative
Percent
17.8
31.1
40.0
51.1
60.0
86.7
100.0

Cumulative
Percent
13.3
24.4
42.2
55.6
68.9
82.2
100.0

The least needed is the stress buster activity which has been ranked 6 th by majority of the
employees which is a good sign but if we see carefully half of respondents has given it rank as
2nd , 3rd as well .

COMPETITIONS

Valid

1
2
3
4
5
6
7
Total

Frequency
7
4
3
7
9
7
8
45

Valid
Percent
15.6
8.9
6.7
15.6
20.0
15.6
17.8
100.0

Percent
15.6
8.9
6.7
15.6
20.0
15.6
17.8
100.0

Cumulative
Percent
15.6
24.4
31.1
46.7
66.7
82.2
100.0

I ENJOY WORKING IN MY ORGANISATION.

Valid

STRONGLY
DISAGREE
DISAGREE
AGREE
STRONGLY AGREE
Total

Frequency Percent

Valid
Percent

Cumulative
Percent

2.2

2.2

2.2

6
31
7
45

13.3
68.9
15.6
100.0

13.3
68.9
15.6
100.0

15.6
84.4
100.0

Here the company comes out to be a real winner as majority of the employees enjoys
working in Airtel.

FOR HOW LONG HAVE YOU BEEN IN AIRTEL? * AT WORK, DO YOUR OPINIONS
SEEM TO COUNT?

CROSSTABULATION
CASE PROCESSING SUMMARY
Cases
Valid
N
FOR HOW LONG
HAVE YOU BEEN
IN AIRTEL? * AT
45
WORK, DO YOUR
OPINIONS SEEM
TO COUNT?

Percent

Total
N

Percent

100.0%

45

100.0%

AT WORK, DO YOUR OPINIONS SEEM

Total

B
a
r
C
h
a
r
t
A
T
W
O
R
K
,
D
O
Y
U
R
O
P
I
N
S
E
M
T
O
C
U
N
T
?
1
.0
2
5
Y
E
N
O
S
M
T
I
M
E
S
7
.5
0
TO COUNT?

FOR HOW LONG

HAVE YOU BEEN
IN AIRTEL?

Total

LESS THAN 2 MONTHS

YES
1

NO
0

SOMETIMES
3

2 MONTHS -6 MONTHS

6 MONTHS-1 YEAR

17

MORE THAN 1 YEAR

14

23

23

21

45

C
o
u
n
t

.0
2
5L2F
E
S
T
H
A
N
2
M
O
N
T
H
S
6
M
O
N
T
H
S
1
M
O
R
E
T
H
A
N
M
O
N
S
6
Y
E
A
R
Y
R
R
W
L
G
A
V
E
U
B
N
IA
IL
?

This shows the relation between 2 variables 2) opinion being counted with your
2) duration in Airtel
Yes your opinion being counted is dependent upon the factor- duration in Airtel.
__ ____

CHAPTER
CONCLUSION

In my survey of EMPLOYEE ENGAGEMENT, which is a topic of human resource field, I

found that Bharti Airtel is doing fairly well but in some area it needs to workout in terms of
satisfying the employees, in order to increase its productivity and further more improve its
efficiency.
My findings are as follows:
1. Out of the sample of 45 employees, 17 employees has spent between 6 months to one
year & more than 50% that is 23 employees have been working in Airtel for more than
one year so it is a good sign showing good retention power of the company.
2. More than 50% of the employees say that their opinions seem to count which a good
indication is again.
3. More than 50% employees feel that yes, their good work is recognized in the company.
4. A good 73.3% feel that there are opportunities for interaction at their work place.
5. 41 out of 45 employees have friends at work which is a good indication.
6. Near about 50% of the employee feel satisfied with their entitlement they get. However,
this can be increased by giving few more perks.
7. 29 out of 45 employees feel that the company fairly looks after the well being of its
employees.
8. 68.9% of the employees feel that the motivational level is also fine in the company which
is a good for both the employees and the organization.
9. This is one main area where the company needs to concentrate because half of the
employees either disagree with the fact that there are opportunities for self development

in the company or are confused about it. So to increase the percentage of the people being
satisfied .the company should work out some technique and provide some value addition
in the career graph of the employees.
10. Here also the company should be careful because only around 50% of the employees are
able to balance their professional and personal life but it should be increased and as you
can relate it with number of females working in the office. Only 28.9% of the workforce
comprises of females. So if one can balance their professional and personnel life then the
number of working females can be increased.
11. As regard to extracurricular activities there are not much activities tacking place. As high
as 51.1% does not agree with the statement, that there are extracurricular activities being
conducted by the company.
12. People prefer gifts/discount coupons, parties and sport activities more.
13. Reward and recognitions also a much demanded activity.
14. The least needed is the stress buster activity which has been ranked 6 th by majority of the
employees which is a good sign but if we see carefully half of respondents has given it
rank as 2nd , 3rd as well .
15. Few suggestions to mention for extracurricular activities Games like tambola were suggested.
Quiz
Movies- Planned movie outings with team members on Saturdays. Tickets to be
booked in advance.
Celebrations of festivals
Management games can be organized once in two months
Family involvement programmes.

16. The company wants to find out what is lacking and where. So, for this it has an exit interview
(which has been included at the end of the report) as a part of the resignation procedure.
17. Lastly the company comes out to be a real winner as majority of the employees enjoys
working in Airtel.

BIBLIOGRAPHY

QUESTIONNAIRE

EXIT INTERVIEW

BIBLIOGRAPHY

From Wikipedia, the free encyclopedia

K.Ashwathapa

Google.com

Ask.com

Employee engagement - Sangeetha et al

QUESTIONAIRE

THIS SURVEY IS PURELY FOR EDUCATIONAL PURPOSES, SO PLEASE FEEL FREE TO

ANSWER ALL THE QUESTIONS WITHOUT ANY HESITATION.
Q1. FOR HOW LONG HAVE YOU BEEN IN AIRTEL?
A. LESS THAN 2 MONTHS
B. 2-6 MONTHS
C. 6 MONTHS-1 YEAR
D. MORE THAN 1 YEAR

Q2. AT WORK, DO YOUR OPINIONS SEEM TO COUNT?

A. YES
B. NO
C. SOMETIMES

Q3. DO YOU RECEIVE RECOGNITION OR PRAISE FOR DOING GOOD WORK?

A. YES
B. NO
C. SOMETIMES

Q4. DO YOU FIND OPPORTUNITY FOR EMPLOYEE INTERACTION AT YOUR

WORK PLACE?
A. YES
B. NO
C. SOMETIMES

Q5. DO YOU HAVE FRIENDS AT WORK?

A. YES
B. NO

Q6. ARE YOU HAPPY WITH THE EMPLOYEE ENTITLEMENTS YOU GET?
A. YES
B. NO
C. A BIT

Q7. MY COMPANY ACTIVELY LOOKS AFTER THE WELL-BEING OF ALL ITS

EMPLOYEES.
A. STRONGLY DISAGREE
B. DISAGREE
C. AGREE
D. STRONGLY AGREE

Q8. PLEASE GIVE YOUR RESPONSE ON A SCALE MENTIONED BELOW (TICK

MARK THE MOST APPROPRIATE OPTION)
STRONGLY DISAGREE - 5
DISAGREE - 4
CANNOT SAY - 3
AGREE 2
STRONGLY AGREE 1
(a) I get motivated to work better and better.
A. 5

B. 4

C. 3

D. 2

E. 1

(b) I get enough opportunity for self growth and advancement.

A. 5

B. 4

C. 3

D. 2

E. 1

(c) ) I get enough opportunity for self growth and advancement?

A. 5

B. 4

C. 3

D. 2

E. 1

Q9. ARE ANY EXTRA CURRICULAR ACTIVITIES BEING HELD IN YOUR

ORGANISATION?
A. STRONGLY DISAGREE
B. DISAGREE
C. AGREE
D. STRONGLY AGREE

Q10. IF YES WHAT KIND OF EXTRA CURRICULAR ACTIVITIES ARE YOU

INVOLVED IN? IF NO WHAT KIND OF EXTRA CURRICULAR ACTIVITIES WOULD
YOU LIKE TO BE INVOLVED IN?
______________________________________________________________________________
__________________________________________________________________
Q11. RANK THE FOLLOWING ACTIVITIES IN THE ORDER OF YOUR
PREFERENCE.
A. OUTINGS (PICNICS/ TOURS)
B. GIFTS/DISCOUNT COUPONS
C. PARTIES (LUNCH/DINNER)
D. BIRTHDAY/ANNIVERSARY CELEBRATIONS
E. SPORT ACTIVITIES
F. STRESS BUSTER PROGRAMMES
G. COMPETITIONS

Q12. I ENJOY WORKING IN MY ORGANISATION.

A. STRONGLY DISAGREE
B. DISAGREE
C. AGREE
D. STRONGLY AGREE

NAME (OPTIONAL)-________________________________
GENDER- M
F
AGE-_____
DEPARTMENT-___________________________
THANK YOU FOR SPARING YOUR VALUABLE TIME!