Employee Engagement

9 September 2016

This is an original manuscript developed by me and has not been furnished from any source thereof, has not formed the basis for the award of any degree, diploma or any such titles by this institute or any other universities. DATE: LOCATION: Nagpur ACKNOWLEDGEMENT It gives me great pleasure to express my boundless sense of gratitude to each and every person who directly or indirectly helped me with hand and hand in completing this humble piece of work. First, of all I would like to thank Ms. Supriya Chatterjee under whose supervision and guidance this report was completed.

I convey my special thanks to, Mr. Lalit Khullar, Director at   Tirpude DMSR College affiliated to Nagpur University for rendering valuable support. I am also very grateful to the management of my college where I have been studying, for allowing me to do the course and project. I specially remember and extend my humble words of thanks to my internal guide Ms. Shruti Dhabale for her guidance. I am also thankful to my parents, classmates and friends who were in some or the other way helpful to me in successfully completing this research study. CONTENTS Chapter – 1 1. Introduction to the topic 1. 2  Literature Review Chapter – 2 2. 1 Introduction to the Industry 2. 2 Company Profile Chapter -3 (Internship topic) in (company) Chapter – 4 Research Methodology 4. 1 Objectives of project /study 4. 2 Scope of Study 4. 3 Hypothesis 4. 4 Sources of Data 4. 5 Data collection methods 4. 6 Analysis of Data 4. 7 Limitations of the study 4. 8 Findings- (Interpretation of Hypothesis) Chapter – 5 Recommendations / Suggestions Chapter- 6 6. 1Conclusions 6. 2Bibliography Introduction Topic INTRODUCTION How do you think an organization runs?

Employee Engagement Essay Example

With the help of people who contribute in their own way to accomplish tasks and achieve goals of the organization. The individuals who spend their maximum part of the day at the workplace, striving hard to reach to a conclusion benefiting them as well as the organization are called as employees. In a layman’s language employees are the lifeline of an organization. A human being would die if there is no blood in his body, similarly an organization can’t survive without employees. Employees are the main assets of the organization and it is really important for them to prioritize their tasks at the workplace.

They should think about their company more than anything else. To extract the best out of each team member, it is important that they enjoy their work and feel attached to the organization. An employee must be committed towards his organization for him to deliver his best and remain motivated. The employees must be engaged in productive and challenging tasks so that they do not lose their focus and avoid conflicts and unnecessary disputes. An employee must be engaged in his work for maximum output. Employee engagement refers to a condition where the employees are fully ngrossed in their work and are emotionally attached to their organization. One can’t achieve anything unless and until one is serious about it. An employee must be dedicated towards his work and should take it as a challenge. Work should never get monotonous as it would then be a burden for the individual. In this project survey was done at PERSISTENT SYSTEM LTD office NAGPUR. The no. of responses came were 15(existing employees). Interviews of all the officer level employees were taken for the project. EX-employees were not included in this survey.

Descriptive research methodology was used to do this project. Though this project we came to know that the employees are satisfied with the work culture and environment. Literature Review EMPLOYEE ENGAGEMENT Employee Engagement may be defined as the ability to influence the employees – their heads, hearts & souls to instill in them an intrinsic desire and passion to succeed and excel. Engaged employees develop a sense of oneness with their organization and want their organization to succeed wholeheartedly because they feel connected emotionally and socially to its mission, vision and purpose.

According to the global studies three basic aspects of employee engagement are: * The employees and their own unique psychological makeup and experience * The employers and their ability to create the conditions that promote employee engagement * Interaction between employees at all levels People are different and hence they differ in their perceptions, thoughts, and values, physical and cognitive skills. They differ in their psychological makeup. Their needs and want differ and hence the same kind of motivation does not apply to them. Also, the interaction between employees may also influence each other.

The employers in such case need to be very conscious of factors that promote employee engagement and are able to secure full commitment of employees for the work and the organization. Engagement at work was conceptualized by Kahn, (1990) as the ‘harnessing of organizational members’ selves to their work roles. In engagement, people employ and express themselves physically, cognitively, and emotionally during role performances. The second related construct to engagement in organizational behavior is the notion of flow advanced by Csikszentmihalyi (1975, 1990).

Csikzentmihalyi (1975) defines flow as the ‘holistic sensation’ that, people feel when they act with total involvement. Flow is the state in which there is little distinction between the self and environment. When individuals are in Flow State little conscious control is necessary for their actions. Employee engagement is the thus the level of commitment and involvement an employee has towards their organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization.

The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee. Thus Employee engagement is a barometer that determines the association of a person with the organization Engagement is most closely associated with the existing construction of job involvement (Brown 1996) and flow (Csikszentmihalyi, 1990). Job involvement is defined as ‘the degree to which the job situation is central to the person and his or her identity (Lawler & Hall, 1970).

Kanungo (1982) maintained that job involvement is a ‘Cognitive or belief state of Psychological identification. Job involvement is thought to depend on both need saliency and the potential of a job to satisfy these needs. Thus job involvement results form a cognitive judgment about the needs satisfying abilities of the job. Jobs in this view are tied to one’s self image. Engagement differs from job in as it is concerned more with how the individual employees his/her self during the performance of his / her job.

Furthermore engagement entails the active use of emotions. Finally engagement may be thought of as an antecedent to job involvement in that individuals who experience deep engagement in their roles should come to identify with their jobs. When Kahn talked about employee engagement he has given important to all three aspects physically, cognitively and emotionally. Whereas in job satisfaction importance has been more given to cognitive side. HR practitioners believe that the engagement challenge has a lot to do ith how employee feels about the about work experience and how he or she is treated in the organization. It has a lot to do with emotions which are fundamentally related to drive bottom line success in a company. There will always be people who never give their best efforts no matter how hard HR and line managers try to engage them. “But for the most part employees want to commit to companies because doing so satisfies a powerful and a basic need in connect with and contribute to something significant”. Aspects of Employee Engagement

Three basic aspects of employee engagement according to the global studies are:- * The employees and their own unique psychological make up and experience * The employers and their ability to create the conditions that promote employee engagement * Interaction between employees at all levels. Thus it is largely the organization’s responsibility to create an environment and culture conducive to this partnership, and a win-win equation. Categories of Employee Engagement According to the Gallup the Consulting organization there are there are different types of people:- Engaged–“Engaged” employees are builders.

They want to know the desired expectations for their role so they can meet and exceed them. They’re naturally curious about their company and their place in it. They perform at consistently high levels. They want to use their talents and strengths at work every day. They work with passion and they drive innovation and move their organization forward Not Engaged—Not-engaged employees tend to concentrate on tasks rather than the goals and outcomes they are expected to accomplish. They want to be told what to do just so they can do it and say they have finished. They focus on accomplishing tasks vs. achieving an outcome.

Employees who are not-engaged tend to feel their contributions are being overlooked, and their potential is not being tapped. They often feel this way because they don’t have productive relationships with their managers or with their coworkers. Actively Disengaged–The “actively disengaged” employees are the “cave dwellers. ” They’re “Consistently against Virtually Everything. ” They’re not just happy at work; they’re busy acting out their unhappiness. They sow seeds of negativity at every opportunity. Every day, actively disengaged workers undermine what their engaged coworkers accomplish.

As workers increasingly rely on each other to generate products and services, the problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization’s functioning. Factors Leading to Employee Engagement Studies have shown that there are some critical factors which lead to Employee engagement. Some of them identified are: Career Development- Opportunities for Personal Development Organizations with high levels of engagement provide employees with opportunities to develop their abilities, learn new skills, acquire new knowledge and realize their potential.

When companies plan for the career paths of their employees and invest in them in this way their people invest in them. Career Development – Effective Management of Talent Career development influences engagement for employees and retaining the most talented employees and providing opportunities for personal development. Leadership- Clarity of Company Values Employees need to feel that the core values for which their companies stand are unambiguous and clear. Leadership – Respectful Treatment of Employees

Successful organizations show respect for each employee’s qualities and contribution –regardless of their job level. Leadership – Company’s Standards of Ethical Behavior A company’s ethical standards also lead to engagement of an individual Empowerment Employees want to be involved in decisions that affect their work. The leaders of high engagement workplaces create a trustful and challenging environment, in which employees are encouraged to dissent from the prevailing orthodoxy and to input and innovate to move the organization forward.

Image How much employees are prepared to endorse the products and services which their company provides its customers depends largely on their perceptions of the quality of those goods and services. High levels of employee engagement are inextricably linked with high levels of customer engagement. Other factors: Equal Opportunities and Fair Treatment The employee engagement levels would be high if their bosses (superiors) provide equal opportunities for growth and advancement to all the employees Performance appraisal

Fair evaluation of an employee’s performance is an important criterion for determining the level of employee engagement. The company which follows an appropriate performance appraisal technique (which is transparent and not biased) will have high levels of employee engagement. Pay and Benefits The company should have a proper pay system so that the employees are motivated to work in the organization. In order to boost his engagement levels the employees should also be provided with certain benefits and compensations. Health and Safety

Research indicates that the engagement levels are low if the employee does not feel secure while working. Therefore every organization should adopt appropriate methods and systems for the health and safety of their employees. Job Satisfaction Only a satisfied employee can become an engaged employee. Therefore it is very essential for an organization to see to it that the job given to the employee matches his career goals which will make him enjoy his work and he would ultimately be satisfied with his job. Communication The company should follow the open door policy.

There should be both upward and downward communication with the use of appropriate communication channels in the organization. If the employee is given a say in the decision making and has the right to be heard by his boss than the engagement levels are likely to be high. Family Friendliness A person’s family life influences his wok life. When an employee realizes that the organization is considering his family’s benefits also, he will have an emotional attachment with the organization which leads to engagement Co-operation If the entire organization works together by helping each other i. e. ll the employees as well as the supervisors co-ordinate well than the employees will be engaged. Importance of Engagement Engagement is important for managers to cultivate given that disengagement or alienation is central to the problem of workers’ lack of commitment and motivation. Some of the advantages of Engaged employees are * Engaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom line business success. * They will normally perform better and are more motivated. * There is a significant link between employee engagement and profitability. They form an emotional connection with the company. This impacts their attitude towards the company’s clients, and thereby improves customer satisfaction and service levels * It builds passion, commitment and alignment with the organization’s strategies and goals * Increases employees’ trust in the organization * Creates a sense of loyalty in a competitive environment * Provides a high-energy working environment * Boosts business growth * Makes the employees effective brand ambassadors for the company A highly engaged employee will consistently deliver beyond expectations.

In the workplace research on employee engagement (Harter, Schmidt & Hayes, 2002) have repeatedly asked employees ‘whether they have the opportunity to do what they do best everyday’. While one in five employees strongly agree with this statement. Those work units scoring higher on this perception have substantially higher performance. Thus employee engagement is critical to any organization that seeks to retain valued employees. The Watson Wyatt consulting companies has been proved that there is an intrinsic link between employee engagement, customer loyalty, and profitability.

As organizations globalize and become more dependent on technology in a virtual working environment, there is a greater need to connect and engage with employees to provide them with an organizational ‘identity. ’ How to measure Employee Engagement? Gallup research consistently confirms that engaged work places compared with least engaged are much more likely to have lower employee turnover, higher than average customer loyalty, above average productivity and earnings. These are all good things that prove that engaging and involving employees make good business sense and building shareholder value.

Negative workplace relationships may be a big part of why so many employees are not engaged with their jobs. Step I: Listen The employer must listen to his employees and remember that this is a continuous process. The information employee’s supply will provide direction. This is the only way to identify their specific concerns. When leaders listen, employees respond by becoming more engaged. This results in increased productivity and employee retention. Engaged employees are much more likely to be satisfied in their positions, remain with the company, be promoted, and strive for higher levels of performance.

Step II: Measure current level of employee engagement Employee engagement needs to be measured at regular intervals in order to track its contribution to the success of the organization. But measuring the engagement (feedback through surveys) without planning how to handle the result can lead employees to disengage. It is therefore not enough to feel the pulse—the action plan is just as essential. Knowing the Degree in which Employees Are Engaged? Employee engagement satisfaction surveys determine the current level of employee engagement.

A well-administered satisfaction survey will let us know at what level of engagement the employees are operating. Customizable employee surveys will provide with a starting point towards the efforts to optimize employee engagement. The key to successful employee satisfaction surveys is to pay close attention to the feedback from the staff. It is important that employee engagement is not viewed as a one-time action. Employee engagement should be a continuous process of measuring, analyzing, defining and implementing. The employee survey is a diagnostic tool of choice in the battle for the hearts of employees.

Studies of Gallup, Mercer, Hewitt and Watson Wyatt (consulting companies) asked workers number of questions relating to their job satisfaction. Gallup being one of oldest the consulting organization {in conducting engagement survey} creates a feedback system for employers that would identify and measure elements of worker engagement most tide to the bottom line. Things such as sales, growth, productivity and customer loyalty are all accessed. After Hundreds of focus group and thousands of interviews with employees in a variety of industries, Gallup came up with Q. 2, a twelve-question survey that identifies strong feelings of employee engagement. They have identified 12 questions that most effectively measure the links (the Gallup Q12). 1. Do you know what is expected of you at work? 2. Do you have the materials and equipment you need to do your work right? 3. At work, do you have the opportunity to do what you do best every day? 4. In the last seven days, have you received recognition or praise for doing good work? 5. Does your supervisor, or someone at work, seems to care about you as a person? 6. Is there someone at work who encourages your development? . At work, do your opinions seem to count? 8. Does the mission/purpose of your company make you feel your job is important? 9. Are your associates (fellow employees) committed to doing quality work? 10. Do you have a best friend at work? 11. In the last six months, has someone at work talked to you about your progress? 12. In the last year, have you had opportunities at work to learn and grow? Step III: – Identify the problem areas Identify the problem areas to see which are the exact areas, which lead to disengaged employees Step IV: Taking action to improve employee engagement y acting upon the problem areas Nothing is more discouraging to employees than to be asked for their feedback and see no movement toward resolution of their issues. Even the smallest actions taken to address concerns will let the staff know how their input is valued. Feeling valued will boost morale, motivate and encourage future input. Taking action starts with listening to employee feedback and a definitive action plan will need to be put in place finally. 5 Ways to Boost Employee Engagement Engaged employees voluntarily invest extra time, effort and initiative to contribute to business success.

They feel a sense of purpose toward their role, and bring enthusiasm, passion and energy to the work they do. As well as being more motivated, committed and loyal, engaged workers are typically higher performers and produce better results for both the customer and the company. For employee engagement initiatives to be successful, they must be tailored to the unique needs and motivations of each individual. Here are five key ways that managers can help boost the engagement of their employees: * Inspiring Leadership: Competent, passionate and hands-on leadership is critical to employee engagement.

Showing a genuine interest in your employees and investing time in understanding their needs and aspirations will help send the message that their contribution is valued. Check-in with them regularly to find out how their experience in the workplace can be improved. Find out what motivates them and how they define success so you can create a rewarding environment in which they can thrive. * Growth and Opportunity: Engaged employees are given the opportunity to adequately use their skills, and are encouraged to stretch those skills in order to progress. Talk to your employees about their career plan.

Does their current role make full use of their strengths and abilities? Is their career moving in the direction they desire? Are there new or interesting projects they can work on to expand their skill set? Discuss the training and development opportunities that can help them advance within the company, and provide clear and consistent feedback on how they can improve their performance. * Meaningful Work: Engaged employees believe that the work they are doing is important and has value. They believe they are contributing to something meaningful and take pride in the results of their efforts.

As a manager, it is crucial to frequently reinforce the importance of your employees’ roles. Help them to see the direct connection between their activities and company success. Set goals and challenge your employees to meet them to promote a sense of purpose. Grant them the autonomy to improve the way things are done, and involve them in decisions to help them feel a sense of ownership over the direction of the company. * Recognition and Rewards: For employees to be motivated to give their best, they need to know their efforts will be recognized and rewarded.

Regularly thanking them for their efforts demonstrates your awareness of their hard work and provides encouragement for them to boost their performance. Make the time to celebrate accomplishments, rewarding and recognizing employees in ways that are meaningful to them. Whilst competitive pay and good benefits are key motivating factors, providing incentives for higher performance gives employees something extra to strive for. * People-Focused Culture: Companies that reap the benefits of an engaged workforce understand that people are their greatest asset.

Find out the responsibilities of your employees and consider initiatives that enable them to balance work and home life more easily. Encourage employees to balance hard work with socialising and fun. Promote the sharing of ideas, suggestions and improvements. A work environment in which people feel valued, heard and a sense of camaraderie is critical to employee engagement. 5 Reasons why Employee Engagement fails Engagement is not just a buzzword in corporate world alone, it’s everywhere; engage your customers in the business world, readers and viewers in the media world.

Engaging a community has become far more obvious with the emergence of social media tools like Facebook and twitter and with people effectively utilizing it. People are connected with a click of a button however distant they might be. But why are we not able to connect or engage our own employees who we interact with everyday? Employees or human capital is an important component of any organization’s sustainability and engaging them is often difficult. Most of the time this involves costs but we do not see the necessary impact with the money spent.

Yes, I am talking about the employee engagement programs!! Well, one of my readers who work in HR was sharing her experience in designing an employee engagement program with limited budget and after implementing she found it to be a miserable failure. In discussing with her we found out about possible reasons. * Employees feel forced to engage Sometimes employees will not get their ass off their chair unless someone from HR shows up. Are they waiting to see their manager make the first move? Obviously! Few employees participated because they found that there is a lack of senior management’s involvement.

So naturally they did not feel secure enough taking time out from their work and even if they participated they possibly would not enjoy it. * “That’s what HR is here for” attitude If the management feels that engaging employee is only HR’s responsibility alone then the whole effort would be of no use. All leaders from the top management to the front line managers should play a role in engaging the employees. Most of the time employees quit not the company but their managers. In fact front line managers should be accountable to the senior management for the way they treat their team members. Balloons and ribbons won’t work Often we heard of and practiced fun and games at work programs and activities. But this might not seem to be interesting for certain people say for e. g. for the baby boomers. Not all employees are same and the same thing does not motivate all of the employees in an organization. There you might have to redesign your tactics and get them involved. Create an opportunity to connect with what is important to people, understand what are the values that can hold them to close your organization and encourage it in a way that will keep them engaged. No Exceptions Employee engagement efforts are not only for sales and marketing team because they generate revenue. This can discourage employees from other departments that don’t directly contribute to the revenue and thus can make them disengaged. Engagement is needed in all areas of your organization. * Frequency of the Engagement programs There can be a flurry of engagement activities planned for few months and then followed by a big silence. So employees are not aware about what’s happening and those who look forward to such activities can eventually get uninterested.

DRIVERS OF EMPLOYEE ENGAGEMENT * Work/Job Role Employees must see a link between their role and the larger organization goal. Understanding this linkage provides an intrinsic motivation and increased engagement. Most employees will come to work on time without possessing a sense of belonging and will try and complete assigned tasks even without possessing that sense achievement on completion of task. However, an employee that sees a clear linkage on how his/her role contributes to the organization will go the extra mile and help create organization wealth. Work Environment/Organization Culture The bond between an employee and the organization is cemented when the employee identifies with the culture of the organization. An employee is engaged and motivated to stretch beyond the call of duty if he/she finds the work environment enabling and supportive. * Rewards and Recognition The bottom line is that people work to earn which helps fulfill ambitions. Equitable pay coupled with rewards and recognition programs enhances motivation and leads to commitment and engagement. * Learning and Training Opportunities

As Lawyer (2006) put it – “People Enjoy Learning. ” This is especially true in the case of today’s millennial workforce that constantly looks at enhancing knowledge and skill. Skill and Knowledge enhancement is not just important for the employees but providing a learning culture is essential for organizations to remain relevant in the constantly changing business landscape. * Performance Management An effective performance management system contributes positively to employee engagement. Goal setting lies at the root of any performance management system.

Clearly articulated goals, a fair and just means to judge performance and timely, rational feedback are critical elements in creating a bond between the employee and his/her organization. * Leadership It is a well recorded fact that most resignations happen because the employee is not satisfied with his/her ‘boss. ’ An organization that spends time and effort in grooming leaders who are aligned to its goals, culture and people invests well. New age industries have a young and dynamic workforce that looks for autonomy in decision making, increased responsibility and accountabilities. Other Factors Clear and open communication, quality of interaction with peers, collaboration, organization policy, organization performance are all contributing factors to employee engagement. Industry Introduction INTRODUCTION Information, meaning processed form of raw data, is something to be valued with your life in today’s world. A person possessing right kind of information and using it at the right time, can surely work wonders. From the credit card numbers which we use for shopping, to the confidential bank account details, everything is stored in the form of binary digits in computers.

With the help of information technology and increasingly reliable digital resources, our life has become far easier. What is Information Technology? The term ‘information technology’ evolved in the 1970s and if we consider a medium or large company providing goods or services, its information technology department will be responsible for storing, protecting, processing, retrieving and transmitting the information. Information Technology (IT) is a wide and varied sector, and is represented in some form in almost all the industries.

It is a blend of computers and communication technology where IT professionals perform variety of duties, ranging from development and installation of applications to designing complex computer networks and databases. The information technology industry consists of computers, communication mediums, peripherals, electronics-related organizations, software’s and services. Usage of information technology for the completion of tasks in any organization, speeds up the processing and information mobility, and also improves the reliability and integrity of information.

Components of Information Technology * Computers Computers are very important in order to store and process data. Depending on the size, cost and processing ability, computers are divided into four categories. They are mainframes, supercomputer, minicomputers and micro computers (desktops or personal computers). * Servers A server is a combination of hardware and software, and is used to provide services to the client computers. These services generally include storage and retrieval of information. A standalone computer can also act as a server, provided it’s running on server operating system. Database Management Systems (DBMS) Database Management System is basically a set of software programs which manages the storage and retrieval and organizes the information in a computer. This information is in the form of a database and is managed with the help of software’s. * Networking A computer network is a collection of computers and peripherals connected to each other through different modes. These modes can be wired or wireless. The network allows computers to communicate with each other (share information and resources like printers, scanners, etc. ). * Network Security

Network security is one of the most important aspects of information technology. It consists of all the provisions made in an underlying computer network, in order to prevent unauthorized usage of information. It also includes implementing the policies adopted by the government and the applicable cyber laws. It is also helpful in providing protection from computer hacking at the cyber boundaries of an organization. History of IT Industry in India The initial stage of IT Industry in India began when in 1968; the Tata Consultancy Services was established in Mumbai by the Tata Group.

The first software export zone SEEPZ (Santacruz Electronics Export Processing Zone) was set up in Mumbai in 1973. The National Informatics Centre was established in March 1975. The inception of The Computer Maintenance Company (CMC) followed in October 1976. Between 1977-1980 various Information Technology companies like Tata Infotech, Patni Computer Systems and Wipro came into picture. The microchip revolution’ of the 1980s had convinced both Indira Gandhi and her successor Rajiv Gandhi that electronics and telecommunications were vital to India’s growth and development.

MTNL underwent technological improvements. Between 1986-1987, the Indian government embarked upon the creation of three wide-area computer networking schemes: INDONET (intended to serve the IBM mainframes in India), NICNET (the network for India’s National Informatics Centre), and the academic research oriented Education and Research Network (ERNET). Videsh Sanchar Nigam Limited (VSNL) introduced Gateway Electronic Mail Servicein 1991, the 64 kbit/s leased line service in 1992, and commercial Internet access on a visible scale in 1992.

After the economic reforms from 1991 onwards, development of IT Industry was given priority by the government; hence it has become one of the major sectors in India today. IT in India: Current Status The Indian Information Technology industry accounts for a 5. 19% of the country’s GDP and export earnings as of 2009, while providing employment to a significant number of its tertiary sector workforce. More than 2. 3 million people are employed in the sector either directly or indirectly, making it one of the biggest job creators in India and a mainstay of the national economy.

In March 2009, annual revenues from outsourcing operations in India amounted toUS$50 billion and this is expected to increase to US$225 billion by 2020. The most prominent IT hub is IT capital Bangalore. Current Trends and Technology in Information Technology Sector * Cloud Computing Cloud computing is a style of computing that characterizes a model in which providers deliver a variety of IT-enabled capabilities to consumers. Cloud-based services can be exploited in a variety of ways to develop an application or a solution. Using cloud resources does not eliminate the costs of IT solutions, but does re-arrange some and reduce others.

In addition, consuming cloud services enterprises will increasingly act as cloud providers and deliver application, information or business process services to customers and business partners. * Artificial Intelligence The branch of computer science concerned with making computers behave like humans. * Games playing Programming computers to play games such as chess and checkers. * Expert systems Programming computers to make decisions in real-life situations (for example, some expert systems help doctors diagnose diseases based on symptoms) Natural language Programming computers to understand natural human languages * Neural networks Systems that simulate intelligence by attempting to reproduce the types of physical connections that occur in animal brains * Robotics Programming computers to see and hear and react to other sensory stimuli * Advanced Analytics Optimization and simulation is using analytical tools and models to maximize business process and decision effectiveness by examining alternative out comes and scenarios, before, during and after process implementation and execution.

This can be viewed as a third step in supporting operational business decisions. Fixed rules and prepared policies gave way to more informed decisions powered by the right information delivered at the right time, whether through customer relationship management (CRM) or enterprise resource planning (ERP) or other applications. The new step is to provide imulation, prediction, optimization and other analytics, not simply information, to empower even more decision flexibility at the time and place of every business process action.

The new step looks into the future, predicting what can or will happen. * Client Computing Virtualization is bringing new ways of packaging client computing applications and capabilities. As a result, the choice of a particular PC hardware platform, and eventually the OS platform, becomes less critical. Enterprises should proactively build a five to eight year strategic client computing roadmap outlining an approach to device standards, ownership and support; operating system and application selection, deployment and update; and management and security plans to manage diversity. IT for Green IT can enable many green initiatives. The use of IT, particularly among the white collar staff, can greatly enhance enterprises green credentials. Common green initiatives include the use of e-documents, reducing travel and tele-working. IT can also provide the analytic tools that others in the enterprise may use to reduce energy consumption in the transportation of goods or other carbon management activities. * Reshaping the Data Centre: In the past, design principles for data centers were simple:

Figure out what you have, estimate growth for 15 to 20 years, and then build to suit. Newly- built data centers often opened with huge areas of white floor space, fully powered and backed by a uninterruptible power supply (UPS), water-and air-cooled and mostly empty. However, costs are actually lower if enterprises adopt a pod-based approach to data centre construction and expansion. If 9,000 square feet is expected to be needed during the life of a data centre, then design the site to support it, but only build what is needed for five to seven years.

Cutting operating expenses, which are a nontrivial part of the overall IT spend for most clients, frees up money to apply to other projects or investments either in IT or in the business itself. * Social Computing Workers do not want two distinct environments to support their work one for their own work products (whether personal or group) and another foraccessing external information. Enterprises must focus both on use of social software and social media in the enterprise and participation and integration with externally facing enterprise-sponsored and public communities.

Do not ignore the role of the social profile to bring communities together. * Security Activity Monitoring Traditionally, security has focused on putting up a perimeter fence to keep others out, but it has evolved to monitoring activities and identifying patterns that would have been missed before. Information security professionals face the challenge of detecting malicious activity in a constant stream of discrete events that are usually associated with an authorized user and are generated from multiple network, system and application sources.

At the same time, security departments are facing increasing demands for ever-greater log analysis and reporting to support audit requirements. A variety of complimentary (and sometimes overlapping) monitoring and analysis tools help enterprises better detect and investigate suspicious activity often with real-time alerting or transaction intervention. By understanding the strengths and weaknesses of these tools, enterprises can better understand how to use them to defend the enterprise and meet audit requirements. * Flash Memory

Flash memory is not new, but it is moving up to a new tier in the storage echelon. Flash memory is a semiconductor memory device, familiar from its use in USB memory sticks and digital camera cards. It is much faster than rotating disk, but considerably more expensive, however this differential is shrinking. At the rate of price declines, the technology will enjoy more than a 100 percent compound annual growth rate during the new few years and become strategic in many IT areas including consumer devices, entertainment equipment and other embedded IT systems.

In addition, it offers a new layer of the storage hierarchy in servers and client computers that has key advantages including space, heat, performance and ruggedness. * Virtualization for Availability Virtualization has been on the list of top strategic technologies in previous years live migration for availability that have longer term implications. Live migration is the movement of a running virtual machine (VM), while its operating system and other software continue to execute as if they remained on the original physical server.

This takes place by replicating the state of physical memory between the source and destination VMs, then, at some instant in time, one instruction finishes execution on the source machine and the next instruction begins on the destination machine. However, if replication of memory continues indefinitely, but execution of instructions remains on the source VM, and then the source VM fails the next instruction would now place on the destination machine.

If the destination VM were to fail, just pick a new destination to start the in definite migration, thus making very high availability possible. * Mobile Applications By year-end 2010, 1. 2 billion people will carry handsets capable of rich, mobile commerce providing a rich environment for the convergence of mobility and the Web. There are already many thousands of applications for platforms such as the Apple iPhone, inspite of the limited market and need for unique coding.

It may take a newer version that is designed to flexibly operate on both full PC and miniature systems, but if the operating system interface and processor architecture were identical, that enabling factor would create a huge turn upwards in mobile application availability. Company Profile OVERVIEW Persistent is a global company specializing in software product and technology innovation. For more than two decades, we have partnered closely with pioneering start-ups, innovative enterprises and the world’s largest technology brands.

We have utilized our fine-tuned product engineering processes to develop best-in-class solutions for customers in technology, telecommunication, life science, healthcare, banking, and consumer products sectors across North America, Europe, and Asia. Persistent’s customers benefit from our deep knowledge of next-generation Cloud, BI &Analytics, Collaboration as well as Mobility-based computing platforms. By leveraging our strategic technology partnerships, IP-based accelerators, and agile development processes companies can successfully navigate increasing time-to-market pressures and deliver the highest quality olutions, faster and more cost effectively. Persistent’s global team is made up of the industry’s best and brightest software engineers and technology consultants whose expertise spans from niche technologies, to the latest technologies and built-to-scale enterprise applications. That is why Persistent customers continue to partner with us across companies, careers and technology changes, and why in our third decade, we are still innovating with the market leaders we once helped launch. * Persistent is one of the market leaders in outsourced software product development services. It is an OPD (Outsourced software product development) specialty company. * Over the past five years, Persistent has contributed to more than 3,000 product releases for its customers. * It has invested and plans to continuously invest in new technologies and frameworks in the areas of cloud computing, analytics, enterprise collaboration and enterprise mobility. * Persistent has been recognized as one of the leading technology companies in the Deloitte Touche Tohmatsu Technology Fast 500 Asia Pacific 2009. HISTORY

Our Company was incorporated as Persistent Systems Private Limited on May 30, 1990. Our Company was subsequently converted into a public limited company on September 17, 2007 with the name Persistent Systems Limited and a new certificate of incorporation was issued on September 28, 2007 by the RoC. Key events and milestones 1990-91 Incorporated on May 30, 1990 1998-99 Started operations at ‘Panini’ new owned premises at Pune, India 1999-00 Introduced employees stock options scheme 2000-01 Investment by Intel 64 LLC 2001-02 Set up Persistent Systems, Inc. our wholly owned subsidiary in U. S. A. 2001-02 Started operations at ‘Bhageerath’ new state-of-the-art owned premises at Pune, India 2003-04 Set up a branch office at Edinburgh, Scotland, UK 2003-04 Development center at Nagpur, India became operational 2004-05 Joined Microsoft RFID partners council 2004-05 Set up a branch office at Tokyo, Japan 2005-06 Acquired Goa based ControlNet (India) Private Limited 2005-06 Started operations at ‘Pingala-Aryabhata’, new owned premises at Pune, India 2005-06 Joint investment by Norwest and Gabriel 2005-06 Investment by Intel Mauritius 006-07 Became a ‘Search Appliance Partner’ for Google Inc. 2007-08 Converted into a public limited company by a special resolution passed at the EGM held on September 17, 2007. The fresh certificate of incorporation consequent on conversion was issued to our Company on September 28, 2007 by the RoC 2007-08 Signed an asset purchase and sale agreement with Metrikus (India) Private Limited, Hyderabad, India and accordingly set up Hyderabad branch office 2007-08 Opened a branch office at Rotterdam, The Netherlands 2007-08 Formed a wholly owned subsidiary, Persistent Systems Pte.

Ltd. in Singapore 2007-08 Set up branch offices at Ottawa and Vancouver, Canada 2007-08 Received an ISO27001:2005 Certification for Pune (except Hinjawadi), Nagpur and Goa 2008-09 Set up a branch office at Quebec, Canada 2008-09 Formed a wholly owned Subsidiary, Persistent Systems and Solutions Limited in Pune, India 2008-09 Formed a public charitable institute, Persistent Foundation to institutionalise our Corporate Social Responsibility initiative 2009-10 Acquired certain assets of Paxonix, Inc. a subsidiary of MeadWestvaco Corporation through the wholly owned subsidiary of our Company viz. Persistent Systems, Inc. 2009-10 Received DIN EN ISO 9001:2008 certification for the software design, development, testing, support, enhancement services for the ChemLMS Product 2009-10 Recommended for ISO 9001:2008 Certification for software product design, development, testing, enhancement and support including enabling functions. AWARDS AND RECOGNITION 2012 Recognized in the 2012 Global Services 100 List; also named leading global outsourced product development vendor and specialty application development management vendor * Named as a leading player in the Software/ISV R&D and Consumer Software Segments by Zinnov Management Consulting 2012 * Recognized as “One of the best leaders in research & development services” by IAOP (International Association of Outsourcing Professionals) * Ranked amongst the Top Ten Companies for Investor Relations and Vivek Sadhale, Head of Investor Relations; ranked sixth as the ‘Best Investor Relations Professional in India’ by – Thomson Reuters Extel Survey Awards * Rajesh Ghonasgi, CFO, Persistent Systems awarded the ‘CFO100 Roll of Honour’, category – ‘Winning Edge’ in Corporate Governance/Financial Control – Revenues below Rs 1000 cr. 2011 Awarded the Maharashtra Information Technology Award – 2011 in the category – IT Software, by the Government of Maharashtra * Wins the Institute of Company Secretaries of India (ICSI) Excellence in Corporate Governance Award 2011: Ranked amongst Top 5 Companies in India * Wins the Institute of Chartered Accountants of India (ICAI), Silver Shield Award for Excellence in Financial Reporting * Wins the Asset – Gold Award for Social Responsibility and Investor Relations 2011. Ranked amongst the top eight international companies that follow ‘social responsibility and investor relations practices’ * Awarded the Indian IT Company of the Year by Bloomberg UTV * Awarded SAFA Best Presented Accounts Award 2010 Ranked amongst the Best Following Corporate Governance Practices in India by IR Global Rankings (IRGR) * Recognized in the 2011 Global Services 100 List; also ranked amongst Top Product Engineering Companies * Ranked among the Top 2 players in Cloud Computing and Top 3 in Software/ ISV R&D Segments by Zinnov Management Consulting * Rajesh Ghonasgi, CFO, Persistent Systems awarded the ‘CFO100 Roll of Honour’, category – Winning Edge’ in Raising Capital / Capital Restructuring * Wins the Indira Excellence Award in the category ‘Employer of the Year’ for Creating Employment for the Youth * Awarded Asia’s Best Employer Brand Award 2010-11 in the Western Region (India) in the Category Managing Health at Workplace * Ranked fifth in PwC Global Software 100 Leaders 2011 List (India Region) 2010 Wins Titanium Award at the Asset Triple A Corporate Awards 2010 for Excellence in Corporate Governance, Social Responsibility and Investor Relations * Wins the Institute of Company Secretaries of India (ICSI) Excellence in Corporate Governance Award 2010 * Wins the Institute of Chartered Accountants of India (ICAI) Award for Excellence in Financial Reporting for the year 2009-2010 * Annual Report Wins League of American Comm. Professionals (LACP) 2010 Platinum Award in Print Category. * Annual Report Wins League of American Comm. Professionals (LACP) 2010 Gold – Debut Award. * Annual Report ranked 9th in the top 100 communication and designs for the year 2009-10 by LACP. * Wins the coveted Bloomberg UTV’s ‘CXO Awards 2010 – The IT Chapter’, in ‘India’s Emerging Software Company of the Year’ category. Won Samsung India Software Operations (SISO) as ‘Most Preferred Outsourcing Business Partner’ award for the year 2009. * Won the Institute of Chartered Accountants of India (ICAI) ‘Award for excellence in financial reporting’ for the Annual Report 2008-09. * Persistent’s PaxPro Packaging Solution awarded the ‘Consumer Goods Technology Reader’s Choice Survey’ award the fourth consecutive year. MANAGEMENT TEAM * Dr. AnandDeshpande :Chairman, Managing Director & CEO Anand Deshpande is the Founder, Chairman and Managing Director of Persistent Systems (BSE & NSE: PERSISTENT), a Company that he founded in 1990. Anand has a B. Tech (1984) in Computer Science and Engineering from IIT Kharagpur, a Masters (1986) and a Ph. D. 1989) in Computer Science from Indiana University, Bloomington (USA). At Persistent, he is responsible for overall leadership and management of the company and drives the sales and technology efforts. * Hari Haran: President, Persistent Systems Inc. As the President of Persistent Systems Inc. , Hari is responsible for Persistent’s Global Sales, Marketing and Business Development efforts and continue to position Persistent as a leader in Outsourced Product Development. He also heads up the operations of the Persistent USA subsidiary. * Nitin Kulkarni: Executive Director and Chief Operating OfficerKnowledge of formulation and implementation of operational strategies in the area of IT is one of Nitin’s key forte.

He is a strong operations person and has repeatedly demonstrated operational excellence in his various roles. OTHER DIRECTORS OF THE TEAM ARE: * Dr. Srikanth Sundararajan * Ranganath Puranik * T M Vijayaraman * Rohit Kamat * Mike Kerr * Dr. Hemant Pande * Dr. R. Venkateswaran * Vivek Sadhale * Sameer Bendre | | | Internship Topic | | | LIFE AT PERSISTENT Abundant opportunities, pleasant work culture and a remarkable group of people are some of the things that truly exemplify Persistent. * Culture * Equal Opportunity Employer * Employee Empowerment * Role Based Organization * Robust Reward Program * Long Services Award * Benefits * Higher Education Encouragement * Facilities * Talent Appreciation

Culture “People are our greatest asset” is much more than an adage for us. “People come first” is an emotion experienced by every Persistentian. We make working at Persistent an enjoyable experience by providing a correct balance between work and fun. Informal wear and vibrant weekends mixed with a sense of teamwork are inculcated from the very beginning. Our initiatives such as skip levels, one–on-one’s or HR meetings with employees encourage feedback at all levels. The feedback received is then converted into an actionable, ensuring employee satisfaction. Our open-minded approach in all our endeavors is aimed at bringing out the best in you.

We have a fair, transparent and a straight-forward atmosphere that decides any position solitarily on grounds of merit and not on any extraneous factors. We, at Persistent, strive to provide an environment that is stimulating with high levels of motivation, empowerment and recognition, removing obstacles that hinder creativity. Ours is an energized atmosphere where we share successes while setting new standards of excellence. Equal Opportunity Employer: Persistent is an Equal Opportunity Employer. Persistent has an ongoing commitment to an affirmative action and the creation of a workplace free of discrimination and harassment. It is the policy of the company to select the best qualified people for each position in the organization.

The company recruits, hires, trains and promotes individuals in all job titles regardless of race, color, creed, religion, ancestry, sexual orientation, national origin, age, sex, physical or mental disability. At Persistent, we are committed to a fair and equitable workplace where everyone is a respected and valued member of the team. Employee Empowerment: Persistent truly believes in employee empowerment and our endeavor is to make the organization a ‘second home’, where every employee feels relaxed yet motivated to contribute and grow. Our various internal feedback mechanisms give everyone an opportunity to voice their opinion and comment. The feedback gathered is assessed and issues raised are addressed. Role Based Organization: The role based organization is expected to add value to both business and people processes.

From a business point of view it provides for an efficient and strongly interlinked team structure which if efficiently managed can result in increased productivity. Additionally, it provides a platform to enable the organization to move up the value chain of customers it services. From the people process point of view, it helps by providing role clarity and career possibilities with robust organization support systems to help enable it. A role based organization effectively provides for: * Articulation of different roles in the organization – role accountability * Consistency of role definitions across the organization * Effective talent deployment and infusion Managing individual aspirations of employees * Systematizing people processes * Fueling growth based organization effectively, therefore provides for * Building * Enabling creation of higher value business models. A role based organization is essentially one where the organization is structured according to roles required to fulfill the business requirements. Each role has certain accountabilities and these accountabilities require a unique set of competencies to fulfill them. This role and competency framework then provides the basis for the entire hiring, performance management, training, development and the career development needs of the organization.

At Persistent, we have identified and aligned the roles in a structure suiting our business needs. Depending on the career plans made by an employee and the manager, employees perform roles aligned to their capabilities, aspirations and business needs. Robust Reward Program: We encourage ‘quality’ and ‘merit’ and recognize it through our reward and recognition program. The idea is to foster individual growth, both at the personal level, as part of a team and the organizational level at large. Our unique reward program is pragmatic yet idealist as it endeavors to live up to the overall vision of the organization. Long Services Award: We, at Persistent, take pride in recognizing our long serving colleagues.

They are a major force behind our success. We recognize their contribution through a comprehensive reward program – from 5 years to 15 years of service at Persistent. Benefits: The governing theme in our organization is the well being of employees. The benefits we offer them are on par with the best available. We have a comprehensive medical assistance program that covers the entire gamut of medical expenses for the employee and employee’s family. Every employee’s growth in the company will be complemented by self-development. Our educational assistance plan offers all encouragement in pursuing the course of your interest Higher Education Encouragement:

Our leave policy includes a sabbatical to pursue higher studies related to the profession. In addition, higher education is also sponsored and leave during the period is taken as continuous employment. Upon rejoining, a fitment procedure to do justice to the acquired education is carried out. Our responsibility towards new employees doesn’t stop at salaries and compensation alone. We offer all possible help to facilitate their settling down. We provide loans mainly intended to cover housing deposit or reallocation expenses incurred. We also provide contingency loans for marriage, illness or death of a close family member. As a part of employee empowerment, we offer stock options to deserving employees.

The Persistent Employee Stock Option Plan allows us to make employees share with us the rewards of success. Monetary benefits apart, we take interest in the personal well being of our employees. We have a facility wherein your domestic chores will be taken care of through an external agency, ensuring that with us you don’t need to worry about all those boring routines like payment of bills, personal travel bookings, etc. Not to forget, we also provide shuttle services to our development centers. Large cafeterias are available where lunch and snacks are free of cost for each employee. All these are in addition to a host of deferred benefits like provident fund, gratuity and pension plan. Facilities:

Employees form the core of our organization and we take effort to provide them with the very best. At Persistent, we have a doctor, nutritionist and a wellness consultant visiting the campuses on a regular basis. Helpdesks are also arranged on bank, insurance and tax planning fore the employees. Talent Appreciation: Life here at Persistent is brimming with events where employees can pursue their interests in areas as varied as arts, culture or sports. The objective is to ensure that employees are not confined to their desks. Employees express their various skills and interests through in-house developed pool of talents and exhibit their skills through various forums provided.

Persistent Art Circle, fondly coined as PAC and Persistent Sports Committee (PSC), together provide various opportunities for employees to showcase their talents. Recreational activities are encouraged and employees burn those extra calories in the in-house gymnasium. PAC is the base organization that hosts cultural programs for Persistentians. Each event emphasizes a specific area like music, dance or a quiz. These programs are generally not competitive, but a competitive element is sometimes added to enhance enthusiasm and to bring out the best in our people. Under PAC, there are sub groups like the PAC Classical (the classical music club).

There are tie-ups with products and service companies in categories like food, clothing, accessories, health and entertainment centers and the discounts are passed on to all our employees and their family members. Life rocks at Persistent! Research Methodology RESEARCH METHODOLOGY The research is descriptive. An effort is made through the questionnaire which consists of total 14 questions covers the affecting factors of employee engagement to find out the practices prevailing in the organization. This will help in collecting the qualitative and quantitative data. The research design indicates the type of research methodology under taken to collect the information for the study.

The main objective of using descriptive research is to describe the state of affairs as it exists at present. It mainly surveys and fact finding enquiries of different kinds. The analytical research design is to analyze the existing facts from the data collected from the employees. Research instrument The structured questionnaire is used as the research instrument for the study. Questionnaire Design The 14 questionnaire framed for the research study is a structured questionnaire. The form of question is open and closed type. The questionnaire for the research was framed in a clear manner such that it enables the respondents to understand and answer the question easily.

The questionnaires were designed in such a way that the questions are short and simple and are arranged in a logical manner. Objectives OBJECTIVES Primary Objective: * To find out the level of employee engagement Secondary Objectives: * To analyze if employee engagement has an impact on Attrition. * To find out whether increase in employee engagement has an impact on Employee Satisfaction. * To find out whether employee engagement has an impact on work. Scope SCOPE * To study effectiveness of current Employee Engagement Techniques * To maintain the goodwill of the company. * It will help the organization to develop itself in different areas. Hypothesis HYPOTHESIS

A hypothesis is an answer derived from limited evidence in order to start another investigation to explain an event, phenomena, or mathematical model. It is also known as an educated guess, as there is no assumption of truth involved. A hypothesis can be a single proposition or be made up of several propositions which will trigger a set of scientific experiments to prove right or wrong. A hypothesis is vital because it helps shape the research structure intended to solve a problem or find an answer. It is important for research in any field because it limits a researcher’s view of problems, and allows them to examine certain aspects of a problem. It is also the starting point for discussing the important parts of a study.

A good hypothesis should state a prediction, meaning that the supposed answer is leaning towards an outcome. The key characteristic of any hypothesis is the fact that it is testable, and that it is also based on some previous observations. The more specific a hypothesis, the more actionable the results for the succeeding experiments. Other factors that should be taken into consideration when writing a hypothesis are its simplicity, scope, fruitfulness, and conservatism. When formulating one, a researcher must first identify what the problem is. Next, make an educated guess on the direction of the difference. Major variables involved in different outcomes must also be identified.

It should be clearly written without unnecessary fluffy words what direction exactly the following research experiments will be taking to prove a point or argument. Ideally, a well-written hypothesis also includes a cause and effect, such as the use of the word “because”. Sources of Data The collection of data beings after a research problem has been defined . While deciding about the method of data collection to be used to study, the research should keep in mind two type of data: * Primary data. * Secondary data. PRIMARY DATA The primary data are those which are collected afresh and for the first time, and thus happen to be original in character. Primary data do not exist in record and publication. The researcher has to gather primary data which is fresh for the specific study, under taken by him.

The researcher would have to decide which sort of data he would be using for his study and accordingly he will have to one or the other method of data collection. The method of collecting primary and secondary data differ since primary data are to be originally collected, data the nature of data work is merely that of compilation. The various methods to collect primary data are as follows: * Observation Method * Survey Approach * Experimental Research * Through Questionnaires * Through schedule. SECONDARY DATA The data referred to those which had gathered for some other purpose and already available in the firms initial record and commercial, trade or sources of secondary data. * Internet * Published of secondary data * Specialized libraries. Sources of Data DATA COLLECTION METHOD Primary Data:

Primary data is the new or fresh data collected from the respondents through structured scheduled questionnaire. Secondary Data: The secondary data are collected though the structured questionnaire & literature review. Sampling Plan * Sampling Frame will be all officer level employees PERSISTENT SYSTEM LTD Nagpur office. * Liker’s scale method is used for calculation * Sampling technique is Random sampling. Analysis of Data INTERPRETATION OF THE RESULT Out of 14 questions there are 7 closed ended questions. Based on that data, interpretation has done. In the scale of 1 to 4, one is the highest and four is the lowest. Q. Which factors influenced you to join Persistent System Ltd.? INTERPRETATION-

The above pie-chart clearly shows that employees are more influenced by the BRAND NAME and then the JOB PROFILE offered by the company. Q. When you do a good job, do you receive the praise and recognition you deserve? INTERPRETATION- This graph shows that approximately 80% of the employees feel that they are getting proper praise and recognition from the company. But company should also concentrate on rest of 20% employees so that they will also get the proper praise and recognition for the performance and all the employees will feel satisfied. Q. Do you have adequate opportunities for professional growth in Persistent System Ltd? INTERPRETATION-

This graph shows that approximately 80% of the employees feel that they are getting adequate opportunities for growth by the company. But still 20% feel that they do not get required growth. So company should take further steps for this. Q. Does the environment in Persistent System Ltd supports a balance between work and personal life? INTERPETATION- This graph shows that approximately 80% of the employees feel that they have a balance between work and personal life by the company. But still 20% feel that they do not have. So company should take further steps for this. Q. Are you satisfied with your manager? INTERPRETATION- This graph clearly shows that approximately 80% of the employees are satisfied with their manager.

This is a strong point of the company that is employees are satisfied with their manager because if the employee is satisfied he will give his 100% in his work. Q. Which event you like the most? INTERPRETATION- This pie-chart shows that employees like PERSISTENT ARTS CIRCLE (PAC) & PERSISTENT FOUNDATION more as compared to other events. Limitation LIMITATION * Findings cannot be generalized This research is done only at the PERSISTENT SYSTEM office of Nagpur. So it is not applicable for all other PERSISTENT SYSTEM offices. * Difficult to trace EX-employees It was very difficult to trace the EX-employees because it was a part of the project to take their interview also but it was not possible. * Some findings may not be realistic

During filling up the questionnaire respondents may have given their responses under pressure because to please the superiors or they have fill up the form just for the sake of filling. Findings FINDINGS * The employees are very cooperative. * Most of the employees feel that their superiors are trustworthy. * The employees are very happy with the quality of training provided. * They are happy with the work culture of the company. * Out of the total respondents, 8 are Female and 7 are Male. * Employees of age group 25-30 yrs. are high compared to 31-35 yrs. old. Recommendation SUGGESTIONS * The reward and recognition culture should be based on the performance and the actual weight-age of the activity. Managers must understand each individual’s talents, interests and needs and try to engage them in engagement activity, not to force them. * To create a more engaged work place – the quality of work has to be improved, career advancement opportunities have to be provided, and job training and competitive pay should be provided. * Create a transformational leadership culture, where individualsbecome well connected to the organizations purpose and overall mission through open forums. Conclusions CONCLUSION Employee Engagement is the buzz word term for employee communication. It is a positive attitude held by the employees towards the organization and its values. It is rapidly gaining popularity, use and importance in the workplace and impacts organizations in many ways.

Employee engagement emphasizes the importance of employee communication on the success of a business. An organization should thus recognize employees, more than any other variable, as powerful contributors to a company’s competitive position. Therefore employee engagement should be a continuous process of learning, improvement, measurement and action. We would hence conclude that raising and maintaining employee engagement lies in the hands of an organization and requires a perfect blend of time, effort, commitment and investment to craft a successful endeavor. Bibliography BIBLIOGRAPHY * http://www. persistentsys. com * http://www. google. com * Essentials of Human Resource Management And Industrial Relations-P. Subba Rao

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