Submitted by
KALEELUR RAHMAN M J
(Register No: 711400324)
DR.A.VARADARAJ
BONAFIDE CERTIFICATE
This is to certify that the project report titled A STUDY ON EMPLOYEE ENGAGEMENT
FOR C.A.R.S INDIA IN CHENNAI submitted by MR.KALEELUR RAHMAN.M.J
(REGISTER NO: 711400324) in partial fulfillment of the requirements of the Post Graduate
Degree Course in Masters of Business Administration (M.B.A) for the year 2015-2016 is the
original work of the above candidate.
DR.A.VARADARAJ
PROJECT GUIDE
DIRECTOR
DECLARATION
IN
Administration (M.B.A) final year degree course from the University of Madras. The report was
prepared by own Effort and it has not been submitted earlier, either to this university or to any
university/ Institution for the award of any degree or diploma.
Place: Chennai-14
Date:
Signature
KALEELUR RAHMAN.M.J
ACKNOWLEDGMENT
First and the foremost wishes, I would like to thank the ALMIGHTY for the blessings to complete
this project successfully.
I owe my sincere thanks to Director DR.D.NISAR AHAMED, for his advice and support.
I would like to express my deepest sense of gratitude to my family members and my best friends, who
remain constant source of encouragement and inspiration throughout my life and academic career.
KALEELUR RAHMAN.M.J
TABLE OF CONTENTS
S.
CONTENT
PAGE
NO
1.1
INTRODUCTION
1.2
1.3
10
1.4
11
1.5
12
1.6
INDUSTRY PROFILE
13
1.7
COMPANY PROFILE
18
2.1
REVIEW OF LITERATURE
20
3.1
RESEARCH METHODOLOGY
22
26
5.1
FINDINGS
48
5.2
SUGGESTIONS
49
5.3
CONCLUSION
50
ANNEXURE
51
BIBLIOGRAPHY
57
NO
LIST OF TABLES
Table No.
TABLE NAME
Page No.
4.1
Gender
26
4.2
Age
27
Employees Qualification
4.3
28
Employees opinion on the approachability of the HR
29
4.4
Employees opinion on employee engagement activities
4.5
30
31
4.8
4.9
32
33
34
35
4.11
36
4.12
37
4.13
38
C.A.R.S INDIA
4.15
39
4.17
4.18
43
4.20
42
4.19
41
44
45
LIST OF CHARTS
Chart No.
CHART NAME
Page No.
4.1
Gender
26
4.2
Age
27
4.3
Employees Qualification
28
29
4.4
Employees opinion on employee engagement activities
4.5
30
job preview
31
32
4.8
33
agencies
Employees ratings for the external agencies presentation skills
4.9
34
35
4.11
36
4.12
37
4.13
38
C.A.R.S INDIA
4.15
39
4.17
4.18
43
4.20
42
4.19
41
44
45
ABSTRACT
1. INTRODUCTION
Employee engagement is a property of the relationship between an organization and its
employees. An "engaged employee" is one who is fully absorbed by and enthusiastic about
their work and so takes positive action to further the organization's reputation and interests.
An organization with 'high' employee engagement might therefore be expected to outperform
those with 'low' employee engagement, all else being equal. There are, however, a range of
definitions that have emerged around concepts relating to employee engagement. Research
has looked at the involvement, commitment and productivity of employees. Organizations
have often had a focus on how to generate engagement, rather than seeking objective ways to
measure it. Care must therefore be taken when looking at some of the statistics presented
around engagement.
Measuring of Employee Engagement
The concept of employee engagement is a
employees are with their
their
benefit to any organization, as actively engaged workers are more productive and stay loyal
to the company. Organizations with high employee engagement levels are more productive
and more profitable than those organizations with low levels of employee engagement.
Defining Engagement
One of the first challenges presented by the literature is the lack of a universal
definition of employee engagement and it defines employee engagement as the harnessing
of organization members serves to their work roles; in engagement, people employ and
express themselves physically, cognitively, and emotionally during role performances. The
cognitive aspect of employee engagement concerns employees beliefs about the
organisation, its leaders and working conditions. The emotional aspect concerns how
employees feel about each of those three factors and whether they have positive or negative
attitudes toward the organisation and its leaders. The physical aspect of employee
engagement concerns the physical energies exerted by individuals to accomplish their roles.
has the appearance of being yet another trend, or what some might
Most often employee engagement has been defined as emotional and intellectual commitment
to the organisation (Baumruk 2004, Richman 2006 and Shaw 2005) or the amount of
discretionary effort exhibited by employees in their job (Frank et al 2004). Although it is
acknowledged and accepted that employee engagement is a multi-faceted construct, as
previously suggested by Kahn (1990), Truss et al (2006) define employee engagement simply
as passion for work, a psychological state which is seen to encompass the three dimensions
of engagement discussed by Kahn (1990), and captures the common theme running through
all these definitions. The existence of different definitions makes the state of knowledge of
employee engagement difficult to determine as each study examines employee engagement
under a different protocol. In addition, unless employee engagement can be universally
defined and measured, it cannot be managed, nor can it be known if efforts to improve it are
working (Ferguson 2007). This highlights the problems of comparability caused by
differences in definition. Furthermore, whilst it is acknowledged that employee engagement
has been defined in many different ways, it is also argued the definitions often sound similar
to other better known and Established constructs such as organisational commitment and
organisational citizenship behaviour (OCB) (Robinson et al 2004). Thus Robinson et al
(2004) defined engagement as one step up from commitment.
Studies
Engaged employees care about the future of the company and are willing to invest the
discretionary effort.
Engaged employees feel a strong emotional bond to the organization that employs
them.
It suggests that people are motivated by intrinsic factors (e.g. personal growth,
working to a common purpose, being part of a larger process) rather than simply
focusing on extrinsic factors (e.g., pay/reward).
A Matter of Partnership
Global studies suggest that there are three basic aspects of employee engagement:
The employees and their own unique psychological makeup and experience
The employers and their ability to create the conditions that promote employee
engagement
Enhance leadership.
Leadership by example
A willingness to listen
Engaged employees also normally perform better and are more motivated.
Not only to retain valued employees, but also increase its level of performance.
Insist upon increased engagement at the managerial level and create and deploy a
customized employee satisfaction survey from alpha measure to assess your current
level of employee engagement.
Identify problem areas, make a plan and take action towards improvement.
Rigorous training and development, from technical to soft skills to leadership development programs.
To keep up the morale of people and drive them towards excellent performance, through various
incentives such as recognition letters, profit sharing schemes, long performance awards, building assets
like own home.
Communication forums like the in-house magazine, In touch, an e-forum to develop entrepreneurship,
and regular surveys and conferences
To maintain the quality of work-life and a balance between personal/professional lives, there are
recreational activities like festivities, get-togethers, sports, etc
An open and transparent culture to empower its people and develop entrepreneurs.
Attracts more people like existing employees Increases employees trust in the
organization
Productivity is down
Morale is low
Absenteeism is up
Punctuality is a problem
Theft is a problem
Remedies
Host a meeting where you listen to feedback and ideas. Promise to implement at
least one of the recommendations the one that is chosen as the most critical and
there is a clear, reasonable solution that can be implemented without putting a
high demand on resources.
Meet daily for very short meetings (10 minutes maximum) and share daily
priorities and news. Keep the agenda the same every day 5-6 items.
Create a code of conduct and a set of values as a team and reward staff for
demonstrating the code or the values.
Keep the pressure to perform and achieve more with less realistic
Engagement Challenges
Engagement levels decline as employees get older until they reach the oldest
group (60 plus), where levels suddenly rise, and show this oldest group to be the
most engaged of all
Minority ethnic respondents have higher engagement levels than their white
colleagues
Managers and professionals tend to have higher engagement levels than their
colleagues in supporting roles, although people in the latter group appear to owe
greater loyalty to their profession than to the organization in which they practice
their craft
Employees who have a personal development plan, and who have received a
formal performance appraisal within the past year, have significantly higher
engagement levels than those who have not.
Engagement Activities
Learning and Development Opportunities
Technical Training
Behavioural Training
Performance Management
Awards
Work Life
Fun at workplace
Birthday Celebration
Primary Objective
Secondary Objectives
To understand & identify the problematic areas and make a plan and take action
towards improvement.
This study helps not only to retain valued employees, but also to increase its level of
performance.
The project throws light on the need for Learning Employee Engagement for successfully
sustaining the associates in the organization.
The project was developed to check the effectiveness of the employee engagement
activities.
It will be helpful for the Management to identify the needs and wants of the associates to
get relaxed from their work tension through engagement activities.
This study would be a base for the researchers who are carrying survey in the similar
topic elsewhere.
The study also helps the concern for the further enhancement for their engagement
activities by elaborating the current survey.
The study is based on employees side only. It does not explore on the side of employers.
The study has been done mainly for academic purpose and duration of the data collection
period is a major constraint.
integrated plants. While the three plants have a total installed capacity of 350,000 cars per
year, several productivity improvements or shop floor Kaizens over the years have enabled
the company to manufacture nearly 700,000 cars/ annum at the Gurgaon facilities.
The Manesar facility - Its Manesar facility has been made to suit Suzuki Motor Corporation
(SMC) and Maruti Suzuki India Limited's (MSIL) global ambitions. The plant was
inaugurated in February 2007. At present the plant rolls out World Strategic Models Swift,
A-star & SX4 and DZire. The plant has several in-built systems and mechanisms.
Diesel Engine Plant- Suzuki Powertrain India Limited - Suzuki Powertrain India Limited the
diesel engine plant at Manesar is SMC's & Maruti's first and perhaps the only plant designed
to produce world class diesel engine and transmissions for cars. The plant is under a joint
venture company, called Suzuki Powertrain India Limited (SPIL) in which SMC holds 70 per
cent equity the rest is held by MSIL. This facility has an initial capacity to manufacture
100,000 diesel engines a year. This will be scaled up to 300,000 engines/annum by 2010.
In 2012 Senior management members were injured as workers resort to violence at Maruti
Suzukis Manesar plant.
Product range of the company includes:
It offer full range of cars- from entry level Maruti 800 & Alto to stylish hatchback Ritz, A
star, Swift, Wagon R, Estillo and sedans DZire, SX4 and Sports Utility vehicle Grand Vitara.
Maruti Alto 800
Omni
Gypsy
Zen Estilo
Wagon R
Versa
Star
Ritz
SX4
Dzire
Grand Vitara
Ertiga
Celerio
Baleno
Milestones :
2014: Maruti Suzuki announces global debut of Celerio with revolutionary Auto Gear
Shift.
2013: Maruti Suzuki introduces stylish Stingray.
2012 : India's favourite car Maruti Suzuki swift crosses the 20Lakhs sales mark.
2011: Maruti Suzuki India unveiled its much awaited sportier and stylish car, the all new
'Swift'.
2011: On march 15, Maruti Suzuki India rolled out its 1Crore (ten millionth) car. The
historic 1Crore car, a Metallic Breeze Blue coloured WagonR VXi (Chassis No 243899)
rolled out from the Company's Gurgaon plant.
2010: Maruti Suzuki has been ranked India's most Trusted Brand in Automobile Sector by
India's leading Business newspaper The Economic Times.
2009 - MSIL adopts voluntary fuel disclosure. First shipment of A-star leaves Mundra Port10th jan. A-star bags, Zigwheels car of the year award A-star rated best small car of the
year-autocar-UTVi.
2008 - World Premiere of concept A-star at 9th Auto Expo, New Delhi.
2007 - Swift diesel launched. New car plant and the diesel engine facility commence
operations during 2006-07 at manesar, Haryana. SX4-Luxury Sedan Launched with the tag
line Men are black. Maruti launches Grand Vitara.
2006 -J.D.Power Survey award for the sixth year. MSIL has changed its EMS from ISO
14001:1996 version to ISO 14001:2004 version w.e.f.1st July
2005 - MSIL was re-certified in 2005 as per ISO 14001:2004 standards.
2004 - A new esteem launched second successful facelift by Maruti engineers.
2003 - Maruti gets listed on BSE and NSE. IPO (issue oversubscribed 11.2 times) New Zen
launched-first facelift by Maruti engineers.
2002 - Divestment Suzuki Motor Corporation (SMC) acquires majority stake in MUL.
Maruti Finance & Insurance launched.
2001 - Turn around with profits Rs104.5crore. Four new business-True value, Insurance,
Finance. Maruti Versa launched. Maruti True Value launched.
2000 - Maruti alto launched. First car company in India to launch call centre. IDTR launched
jointly with the Delhi government to promote safe driving habits.
Achievements/ recognition:
The company takes great pride in sharing that customers have rated Maruti Suzuki first once
again in Customer Satisfaction Survey conducted by independent body, J.D.Power Asia
Pacific. It is 9th time in a row.
Maruti Suzuki wins 'Golden Peacock Eco-Innovation Award'.
Maruti Suzuki Ranks Highest in Automotive Customer Satisfaction in India For Ninth
Consecutive Year.
Maruti Suzuki becomes the first Indian car company to export half a million cars
Other Accolades.
During 2009-10, the company, its products and services received reputed awards and
accolades instituted by independent expert groups, media houses and research agencies.
These Include
Rated as No. 1 in J D Power Sales Satisfaction Index.
Hatchback of the year - Ritz by Autocar.
Car of the year - Ritz by Business Motoring.
Manufacturer of the year by CNBC Overdrive.
Ranked third amongst global car companies in the World's Most Reputed Company Survey
2009.
National Award for Excellence in Corporate Governance by ICSI.
COMPETITORS
Mahindra
Hindustan motors
To make your experience memorable and hassle free, we provide the following facilities
Maruti Genuine Accessories (MGA)
This initiative is to offer you high quality accessories at competitive prices. These are
products of high class engineering and design process ensuring utmost aesthetics appeal and
utility. Some are imported from Suzuki Corporation, Japan. The uniqueness of these products
is perfect mechanical and electrical compatibility and unmatched performance.
Maruti True Value (MTV)
When it comes to exchanging or selling your old car, the immediate concern is the credibility
of the entity to which you sell your car. With Maruti true value you can be rest assured that
you are dealing directly with Indias most trusted car company. We assure you of providing
Quality, Reliability, Transparency and Convenience all under one roof. We not only sell cars
to you but also ensure that your old car is in the right hand ensuring zero legal hassle and
complete peace of mind.
Maruti Insurance (MI)
MI ensures that you get the advantage of one stop shop for all your insurance needs. Under
MI you get the best deal without sacrificing anything in return. From quick policy issuance to
cash free claim settlement, you name it; you would find it in MI.
Maruti Finance (MF)
We bring the competitive funding options for your car from a consortium of Banks and
NBFCs. We ensure that you get your dream car that does not pinch your pocket. Our funding
options include new car loan, used car loans and refinance on your car.
Maruti Driving School (MDS)
This Corporate Social Responsibility (CSR) initiative of our Company ensure driving lessons
both theory and on-road driving with state of art equipment and highly trained manpower.
You get the real time driving experience even before you hit the road. Our Driving Simulator
ensures that you perfect the driving skills and hit the road with confidence. This initiative
makes you learn the way you should and not the way you think.
CHAPTER 2
REVIEW OF LITERATURE
According to, Wilson (2004) remarked that feelings connect us with our realities and
provide internal feedback on how we are doing, what we want and what we might do
next. Being in organizations involves us in worry, envy, hurt, sadness, boredom, excitement
and other emotions.
May-et-al (2004) engagement is most closely associated with the constructs of job
involvement and flow. Job involvement is defined as a cognitive or belief state of
psychological identification. This differs from engagement in that it is concerned more with
how the individual employees he /she during the performance of his/her job. Furthermore,
whilst the focus of job involvement is on cognitions, engagement, according to most
definitions, also encompasses emotions and behaviours.
Moore (2004) & Crabtree (2005) found that family stress and work-related stress may be
interlinked.
Robinson (2006) recommended that there is considerable evidence that many employees are
greatly underutilized in the workplace through the lack of involvement in work-based
decisions.
Lawler and Worley (2006) for a high-involvement work practice to be effective and for it to
have a positive impact on employee engagement, employees must be given power.
Beardwell and Claydon (2007) found that Employee involvement is seen as a central
principle of soft HRM, where the focus is upon capturing the ideas of employees and
securing their commitment. Critics have argued that employee involvement has management
firmly in control and very limited real influence is given to employees.
Simpson (2009) discussed that the current state of knowledge about engagement at work
through a review of the literature. This review highlighted the four lines of engagement
research and focuses on the determinants and consequences of engagement at work.
Robertson-Smith and Markwick (2009) throw light on what engagement is and reveals that it
is an important yet complex challenge, and there remains a great deal of scope for
discussing the various approaches.
Bhatla (2011) focused on the need for such employees and how their presence can improve
the progress and work efficiency of the organization as a whole. Also focused on the
challenges faced by the HR managers to improve employee engagement for an organizations
survival.
Vijaya Kumar Sundaray (2011) focused on various factors which lead to employee
engagement and what should organisation do to make the employees engaged. Proper
attention on engagement strategies will increase the organizational effectiveness in terms of
higher productivity, profits, quality, customer satisfaction, employee retention and increased
adaptability.
Susi & Jawaharrani (2011) examined some of the literature on Employee engagement,
explore work-place culture & work-life balance policies & practices followed in industries in
order to promote employee engagement in their organizations to increase their employees
productivity and retain them. Work-life balance is key driver of employees satisfaction.
Siddhanta & Roy (2012) explored implications for theory, further research and practices by
synthesizing modern 'Employee Engagement' activities being practiced by the corporate
with the review of findings from previous researches / surveys and tried to find out what
variables are significant to create an engaged workforce. The study was exploratory in nature
and the data has been collected from a tin manufacturing organization.
CHAPTER-3
RESEARCH METHODOLOGY
3.1 Research:
Research is a process in which the researcher wishes to find out the end result for a
given problem and thus the solution helps in future course of action. The research has been
defined as A careful investigation or enquiry especially through search for new facts in any
branch of knowledge.
The descriptive methods have certain limitations; one is that the research may make
description itself an end itself. Research is essentially creative and demands the
discovery of facts on order to lead a solution of the problem. A second limitation is
associated whether the statistical technique dominates. The desire to over emphasis
central tendencies and to fact in terms of AVERAGE, correlation, means and dispersion
may not always be either welcome. This limitation arises because statistics, which is
partly a descriptive tool of analysis, can aid but not always explain casual relations.
Percentage Method
Chi-Square Test
There is low cost even when the universe is large and is widely spread geographically.
ii.
It is free from the bias of the interviewer; answers are in respondents own words.
iii.
Respondents, who are not easily approachable, can also be reached conveniently.
iv.
Large samples can be made use of and thus the results can be made more dependable
and reliable.
v.
Low rate of return of the duly filled in questionnaires; bias due to no-response is often
determinate.
ii.
iii.
iv.
v.
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
Table 4.1
Gender
S.No
Gender
Male
47
58.75
Female
33
41.25
Total
80
100
Inference:
58% of the employees are male respondents and 41.25% are female respondents.
Chart No. 4.1
Gender
Table 4.2
Age of the Employees
S.No
Age
No. of Respondents
Percentage
18-29
46
57.5
30-39
15
18.75
40-49
12
15
50 above
8.75
Total
80
100
Inference:
57.5% are 18-29 in between years and 18.75% respondents are 30-39 years while
15% respondents are 40-49 years and 8.75% respondents are above 50 years.
Chart No. 4.2
Age of the Employees
Table 4.3
Employees Qualification
S.No
Education
No. of Respondents
Percentage
Diploma
10
Under Graduate
43
53.75
Post Graduate
29
36.25
Total
80
100
Inference:
10% of the respondents are studied diploma while 53.75% are from under graduate
respondents and 36.25% are post graduates.
Chart 4.3
Employees Qualification
Ratings
No. of
Percentage
Respondents
1
Strongly Agree
53
66.25
Agree
11
13.75
No Comments
6.25
Disagree
11
13.75
Strongly Disagree
Total
80
100
Inference:
66.25% of the employees strongly agree that the HR is approachable and 13.75% of
the employees agree while 6.25% have no comments and also 13.75% employees are
disagree.
Chart No: 4.4
Employees opinion on the approachability of the HR
Ratings
No. of Respondents
Percentage
Strongly Agree
20
25
Agree
38
47.5
No Comments
2.5
Disagree
12
15
Strongly Disagree
10
Total
80
100
Inference:
25% of the employees strongly agree that the employee engagement activities boost
up their morale, 38% of the employees agree and 2.5 % have no comments and 12% are
disagree while 10% are strongly disagree.
Chart No: 4.5
Employees opinion on employee engagement activities boosting up their morale
Ratings
No. of Respondents
Percentage
Strongly Agree
31
38.75
Agree
12
15
No Comments
17
21.25
Disagree
19
23.75
Strongly Disagree
1.25
Total
80
100
Inference:
38.75% of the employees strongly agree that they have been given a realistic job preview and
15% of the employees agree while 21.25% are no comments while 23.75% are disagree when
1.25% employees are strongly disagree.
Chart No: 4.6
Employees opinion on that they have been given a realistic job preview
S.No
Ratings
No. of Respondents
Percentage
Excellent
55
68.75
Very Good
12
15
Fair
6.25
Poor
10
Very Poor
Total
80
100
Inference:
68.75% of the employees prefer its excellent on external agencies giving
presentations/Seminar at C.A.R.S INDIA, 15% of the employees feel its very good while
6.25% of the employees are fair enough and 10% of the employees are mentioned it is poor.
Chart No: 4.7
Employees opinion on external agencies giving presentations/Seminar at C.A.R.S INDIA
Preference
No. of
Percentage
Respondents
1
Personality Development
20
25
Health Care
10
12.5
Financial Enhancements
18
22.5
Stress Management
20
25
12
15
Total
80
100
Inference:
25% of the employees prefer Personality Development, 12.5% of the employees
prefer Health Care, 22.5% prefer Financial Enhancements, 25% prefer Stress Management,
and 15% prefer Individual Social Responsibility.
Chart No: 4.8
Employees preference on topics presented by external agencies
Ratings
No. of Respondents
Percentage
Strongly Agree
16
20
Agree
39
48.75
No Comments
13
16.25
Disagree
10
12.5
Strongly Disagree
2.5
Total
80
100
Inference:
20% of the employees rates Excellent for the presentation and 48.75 % rates Very Good for
the presentation and 16.25% have no comments while 12.5% are disagree and 2.5% are
strongly disagree.
Chart No: 4.9
Employees ratings for the external agencies presentation skills & ability to hold the
interest of the audience
Preference
No. of Respondents
Percentage
Excellent
56
70
Very Good
14
17.5
Fair
10
12.5
Poor
Very Poor
Total
80
100
Inference:
70% employees prefer its excellent to increase the entertaining programs, 17.5 %
employees feel its very good while 12.5% employees mentioned it is fair to increase the
entertaining programs.
Chart No: 4.10
Employees preference if there are increases entertaining programs in the
celebrations
Ratings
No. of Respondents
Percentage
Strongly Agree
27
33.75
Agree
38
47.5
No Comments
2.5
Disagree
13
16.25
Strongly Disagree
Total
80
100
Inference:
33.75% of the employees strongly agree that the contents of the induction program
was useful to them, 47.5% agree it was useful and 2.5% have no comments while 16.25% are
disagree.
Chart No: 4.11
Employees opinion on the usefulness of the contents of the induction program.
Ratings
No. of Respondents
Percentage
Strongly Agree
65
81.25
Agree
14
17.5
No Comments
Disagree
Strongly Disagree
1.25
Total
80
100
Inference:
81.25% of the employees strongly agree that they feel their basic health & safety is
taken care within C.A.R.S INDIA and 17.5% of the employees agree and 1.25% is strongly
disagree.
Chart No: 4.12
Employees opinion on that they feel their basic health & safety is taken care within
C.A.R.S INDIA
Ratings
No. of
Percentage
Respondents
1
Strongly Agree
39
48.75
Agree
13
16.25
No Comments
17
21.25
Disagree
11
13.75
Strongly Disagree
Total
80
100
Inference:
48.75% of the employees strongly agree that the employee engagement activities has
been motivated me to work towards the organizational goals and 16.25% of the employees
agree while 21.25% have no comments and 13.75 are disagree.
Chart No: 4.13
Employees opinion on the employee engagement activities has been motivated me to
work towards the organizational goals.
Ratings
No. of Respondents
Percentage
Strongly Agree
41
51.25
Agree
30
37.5
No Comments
11.25
Disagree
Strongly Disagree
Total
80
100
Inference:
51.25% of the employees strongly agree that the major festivals are celebrated well at
C.A.R.S INDIA, 37.5% agree its well celebrated and 11.25% have no comments.
Chart No: 4.14
Employees opinion on the celebration of major festivals at
C.A.R.S INDIA
Ratings
No. of Respondents
Percentage
Strongly Agree
47
58.75
Agree
22
27.5
No Comments
11
13.75
Disagree
Strongly Disagree
Total
80
100
Inference:
58.75% of the employees strongly agree that the Sport events happen periodically at
C.A.R.S INDIA, 27.5% agree it happens periodically and 13.75% have no comments.
Chart No: 4.15
Employees opinion on the happenings of sport events periodically at C.A.R.S INDIA
Ratings
No. of Respondents
Percentage
Strongly Agree
57
71.25
Agree
23
28.75
No Comments
Disagree
Strongly Disagree
Total
80
100
Inference:
71.25% of the employees strongly agree that they have fun at work place and 28.75%
of the employees agree.
Chart No: 4.16
Employees opinion on having fun at work place
S.No
Opinion
No. of Respondents
Percentage
Entertaining
51
63.75
Can be Improved
20
25
No Comments
11.25
Total
80
100
Inference:
63.75% of the employees feel the birthday celebration is entertaining, 25% of the
employees feel the celebration can be improved and another 11.25% employees have no
comments.
Chart No: 4.17
Employees personal opinion about the Birthday Celebration
Frequency
No. of Respondents
Percentage
Regularly
40
50
Sometimes
22
27.5
Never
On my Birthday
10
12.5
My friends Birthday
10
Total
80
100
Inference:
50% of the employees attend regularly the birthday celebration, 27.5% of the
employees attend sometimes, 12.5% of the employees attend on their birthdays and 10%
attend on their friends birthday.
Chart No: 4.18
Employees frequency of attending the Birthday Celebrations
Ratings
No. of Respondents
Percentage
Strongly Agree
33
41.25
Agree
29
36.25
No Comments
11
13.75
Disagree
8.75
Strongly Disagree
Total
80
100
Inference:
41.25% of the employees strongly agree to the statement and 36.25% of the
employees agree to the statement and 13.75% have no comments while 8.75% are disagree.
Chart No: 4.19
Employees opinion regarding the statement I understand what C.A.R.S INDIA as a
company, is trying to achieve
Ratings
No. of Respondents
Percentage
Strongly Agree
46
57.5
Agree
10
12.5
No Comments
Disagree
20
25
Strongly Disagree
Total
80
100
Inference:
57.5% of the employees strongly agree that they have been given equal opportunities
& fair treatment within C.A.R.S INDIA, 12.5% of the employees agree and 5% have no
comments and 25% are disagree.
Chart No: 4.20
Employees opinion on that they have been given equal opportunities & fair treatment
within C.A.R.S INDIA
Chi-Square Test - 1
Association between Gender and Seminar Presentation by External Agencies.
Null hypothesis (Ho): There is no association between Gender and Seminar Presentation by
External Agencies.
Alternate hypothesis (H1): There is association between Gender and Presentation by External
Agencies.
gender
male
Excellen
t
47
female
8
55
Total
very
good
Total
Fair
poor
47
12
12
5
5
8
8
33
80
Chi-Square Tests
Value
df
Asymp. Sig.
(2-sided)
3
.000
3
.000
Pearson Chi-Square
51.791a
Likelihood Ratio
62.819
Linear-by-Linear
38.376
1
.000
Association
N of Valid Cases
80
a. 5 cells (62.5%) have expected count less than 5. The
minimum expected count is 2.06.
Calculated value: 51.791
Level of significance: 0.05
Degree of freedom: 3
Tabulated value: 7.815
Inference:
The calculated value is greater than tabulated value. Hence null hypothesis is rejected.
So there is no association between GENDER and SEMINAR PRESENTATION BY
EXTERNAL AGENCIES.
Chi-Square Test - 2
Association between Age and Workplace.
Null hypothesis (Ho): There is no association between Age and Workplace.
Alternate hypothesis (H1): There is association between Age and Workplace.
age * workplace Cross tabulation
Count
18-29
age
workplace
strongly
agree
agree
46
0
30-39
40-49
above 50
11
0
0
57
Total
3
12
8
23
Chi-Square Tests
Value
df
Total
46
14
12
8
80
Asymp. Sig.
(2-sided)
3
.000
3
.000
Pearson Chi-Square
68.493a
Likelihood Ratio
81.435
Linear-by-Linear
61.729
1
.000
Association
N of Valid Cases
80
a. 3 cells (37.5%) have expected count less than 5. The
minimum expected count is 2.30.
Calculated value: 68.493
Level of significance: 0.05
Degree of freedom: 3
Tabulated value: 7.815
Inference:
The calculated value is greater than tabulated value. Hence null hypothesis is rejected.
So there is no association between AGE and WORKPLACE.
CHAPTER- 5
5.1 FINDINGS OF THE STUDY
From the study it was found that, almost 75% of the associates are highly engaged
with the company both intellectually & emotionally.
According to the respondents 63.75% of the associates feel the birthday celebration is
entertaining, 50% of the associates attend the birthday celebration regularly and 70%
of the associates prefer increased entertainment programs.
The study found that 68.75% of the associates have opted excellent for the external
agencies giving a presentation/seminar at CARS INDIA, 48.75% of the associates
agree the external agencies had the ability to hold the interests of the audience.
It was found that 51.25% of the employees strongly agree with celebration of major
festivals at C.A.R.S INDIA & 66.25% of the associates strongly agree that the HR is
approachable.
According to the study 25% of the associates feel the employee engagement activities
boost their morale, 71.25% of the associates strongly agree that they have fun at work
place, 81.25% of the associates strongly agree that their basic health & safety are
taken care at C.A.R.S INDIA.
38.75% of the associates strongly agree that they have been given a realistic job
preview & have equal and fair Opportunities within C.A.R.S INDIA.
5.2 SUGGESTIONS
From the overall study it is proved that most of the associates are highly engaged with the
organization; however the associates have fewer problems with the engagement activities,
those problems can be rectified by engaging, recognising employees properly.
To have a perfect response for the birthday celebration the organization can increase
the entertainment programs with more number of games, puzzle solving, riddles &
also may distribute gifts.
Finally the organization can increase the engagement activities like hiring a teambuilding expert and arrange a one-day retreat, create an anonymous feedback
mechanism, Provide feedback and guidance every now & then, provide them with
various services to help them balance their work and family lives to understand the
associates and to engage all the employees more actively than the present level.
5.3 CONCLUSION
In todays competitive Business world, employees are expecting more and more from
the employers. With increased change in needs and expectation of the employees and the
employers need to be cautious in choosing the right fit and giving a realistic job preview and
engage the associates through their engagement activities to build passion, commitment and
alignment with the organizations strategies and goals
From the study on the employee engagement activities at C.A.R.S INDIA, it was
found that the most of the associates are highly engaged with the company both intellectually
& emotionally. Also the study interfere that the associates are more pleased about the
birthday bashes celebrations and external agencies giving presentations/seminar at C.A.R.S
INDIA, however they expect more increased entertainment programs. Therefore the concern
has to concentrate more on increasing the entertainment programs & recognize their
personally preferred topics for external agencies presentations. With regards to the
approachability of HR & meetings conducted by the HRs at C.A.R.S INDIA are convincing
for the associates.
infers that the employees have a good will within the organization and the
concern has to focus on the key areas where the associates needs has to be satisfied to
lower the attribution rate , to provide a high-energy working environment and to improve
the overall organizational effectiveness.
ANNEXURES -1
QUESTIONNAIRE
Survey Form
1. Gender
Male
Female
18-29
30-39
2. Age:
40-49
Above 50
3. Education Qualification:
Diploma
Under Graduate
Post Graduate
4. HR approachable to you?
Disagree
Strongly Disagree
Disagree
Strongly Disagree
Disagree
Strongly Disagree
Excellent
Very Good
Fair
Poor
Very Poor
Personality Development
Health Care
Financial Enhancements (e.g. Stocks, Shares, Investments etc.)
Stress Management / self Development
Individual Social Responsibility
Any other (Please Specify).
9. How would rate the external agencies presentation skills & ability to hold the
interest of the audience?
Disagree
Strongly Disagree
10. How would you prefer the celebration, if there are increased entertainment
programs?
Excellent
Very Good
Fair
Poor
Very Poor
11. The content of the induction program was really useful to me?
Disagree
Strongly Disagree
12. I feel my basic health & safety is taken care within C.A.R.S INDIA?
Disagree
Strongly Disagree
13. The Employee Engagement Activities has been motivated me to work towards
the Organizational goals?
Disagree
Strongly Disagree
Disagree
Strongly Disagree
Disagree
Strongly Disagree
Disagree
Strongly Disagree
Entertaining
Can be improved
No Comments
Disagree
Strongly Disagree
20. Your opinion on that you have been given equal opportunities & fair treatment
within C.A.R.S INDIA?
Disagree
Strongly Disagree
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
ANNEXURE-II
BIBLIOGRAPHY
Books:
1. Kothari C.R.,
2. Gupta, S.P.,
Statistical Methods,
Thirty Fourth Editions, 2005
3. Arun Monappa
Personal Management
Second Edition, 2005
4. Macey,
W.H. & Schneider, B.
WEBSITES:
www.managment.org
www.moraleinfo.com
www.hrdigest.com