Executive Summary
The ability of the organization to attain its goals largely depends upon the effectiveness of its
Employee Engagement Programme. Therefore it deserves great planning and care to formulate
and implement Employee Engagement strategies.
The main objectives of the project is to study the existing process of Employee Engagement in
an well reputed firm , to explore the current trends in the industry in Employee Engagement
practices.
A detailed and exhaustive exploratory research is done over the net through relevant websites to
delineate appropriate Employee Engagement methods to understand the current trends in the
Industry and to know the company profile.
A questionnaire was undertaken as a tool for the extraction of the effectiveness of the Employee
Engagement. The answered questionnaires were, then analyzed. To define in a capsule, it was
more of an observation to find the effectiveness of Employee Engagement.
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.
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CHAPTER 1
2
1.1 INTRODUCTION
Employee engagement is a fundamental concept in the effort to understand and describe, both
qualitatively and quantitatively, the nature of the relationship between an organization and
its employees. An "engaged employee" is defined as 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 engaged employee has a positive attitude towards the organization and its
values. In contrast, a disengaged employee may range from someone doing the bare minimum at
work (aka 'coasting'), up to an employee who is actively damaging the company's work output
and reputation.
An organization with "high" employee engagement might therefore be expected to outperform
those with "low" employee engagement.
Employee engagement first appeared as a concept in management theory in the 1990s, becoming
widespread in management practice in the 2000s, but it remains contested. It stands in an
unspecified relationship to earlier construct such as morale and job satisfaction. Despite
academic critiques, employee engagement practices are well established in the management
of human resources and of internal communications.
Employee engagement today has become synonymous with terms like 'employee experience' and
'employee satisfaction'. The relevance is much more due to the vast majority of new generation
professionals in the workforce who have a higher propensity to be 'distracted' and 'disengaged' at
work. A recent survey by StaffConnect suggests that an overwhelming number of enterprise
organizations today (74.24%) were planning to improve employee experience in 2018.
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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.
Employee engagement is the emotional commitment the employee has to the organization and its
goals. (Forbes.com)
When a good manager recognises a committed employee, they have to find ways of keeping
them involved. The company needs to practice more employee engagement in order for the
employees not to feel as though no one cares about them and their duties.
Management needs to remember that engaged employees lead to productivity in the workplace
and this creates a higher customer satisfaction and definitely an increase in sales and profit in the
company.
The trust and communication between both employees and management are also important as it
shows the employee their abilities and how their own work has contributed to the overall
company performance. This union between the company and the employee is a necessity as both
are able to excel in performance.
1.2 Objectives
I have undertaken the research “Employee Engagement in International Women Polytechnic” in
order to study the :
Understand the attitude of your employees.
Employee motivation.
Improve workplace conditions that drive engagement.
Employee productivity.
1.3 Scope of the Study
The employees are working in Janak Puri , Delhi . They communicate effectively and work
closely with the clients . As we have seen that employee engagement is nothing but emotionally
and positively attached of an employee towards the organization , so with the help of this project
we will be able to know the degree of engagement of the employees at IWP .
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CHAPTER 2
5
2.1 COMPANY PROFILE
Established in 1998 in New Delhi, India, International Women Polytechnic (IWP) under the
aegis of KLGR Educational Society registered with Govt. of NCT Delhi. has been dedicated to
Women Empowerment through Skill based Education and is among the leading educational
institutions in the country focussing on skill development.
We are known for our tireless effort towards addressing diversity and inclusiveness, in sync with
the policy makers of the nation to not just raise the standards of Women in the country through
making them better skilled. Today the Society under the able leadership of Shri Vishal Nijhawan,
President KLGR Educational Society and Managing Director International Women Polytechnic
is spanning its wings to serve the Nation and Society at large on a broader platform.
KLGR Educational Society is proud to be associated with National Skill Development
Corporation (NSDC), India as an approved Training Partner and becoming a part of fulfilling
NSDC’s mission of skilling 150 million people in India by the Year 2022.
On Successful Completion of their study program at international women polytechnic (IWP)
Students recieve professional Diploma.Our fashion Designing, Dress Designing, Beauty Hair &
makeup, Retail management is NSDC approved.
International Women Polytechnic is not a degree-granting institution and is not accredited by
UGC, AICTE or any other regulatory body.
Ever since its inception way back in 1998, IWP has been tirelessly working towards addressing
diversity and inclusiveness, in sync with the policy makers of the nation, to not just raise the
standards of women in the country, but to also perch them on a high pedestal. The polytechnic
has ventured into training the masses not at Metros alone , but also in rural backyard , thus
keeping in mind the social fabric, societal needs and bridging the rural urban divide. Such is the
environment and camaraderie at IWP, that not just individualistic care and ear is lent to anxious
parents during pre-counselling by our expert and ever smiling Counselors, but also in the
classrooms thus ensuring fun while imparting serious knowledge transfer.
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2.2 SWOT ANALYSIS
A SWOT analysis is a toll to provide a general or detailed snapshot of a company’s health.
In business, it is imperative that the business be its own worst critics’ SWOT analysis forces an
objective analysis of a company’s position vis-a-vis its competitors and the market place.
Simultaneously, an effective SWOT analysis will help determine in which areas a company is
succeeding, allowing it to allocate resources in such a way as to maintain any dominant positions
it may have.
STRENGTH
Establihed courses
Good communication and presentation skill
Like to work in a group
Possitive attitude
Affordable fee
WEAKNESS
Medium of instruction
Lack of technology
Poor infrastructure
OPPORTUNITIES
Increase knowledge
Digital literacy
WIdening participation
THREAT
Lack of staff training
Addiction to technology
Donation on admission process
Many competitive education institutions
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CHAPTER 3
8
3.1 LITERATURE REVIEW
1. According to the researcher employee engagement is in everyday actions and
behaviors
No longer do organizations and leaders doubt the business case for employee engagement; much
evidence makes a strong case for it. Take Gallup’s 2017 State of the American Workplace report,
which includes compelling statistics competitive advantage organizations gain when employees
are engaged, such as lower absenteeism and turnover and higher productivity, sales, customer
metrics, and profitability. Companies now view employee engagement as a business imperative
and spend significant amounts of money toward improving it. In fact, statistics cite organizations
spending upwards of a billion dollars annually on improving employee engagement.
Despite the dollars and resources companies put toward increasing engagement levels, not to
mention all the literature written on the topic, Gallup reports that only one-third of the American
workforce is engaged which means that two-thirds of the workforce is not engaged or is actively
disengaged. That shows that companies have not yet figured out how to drive a culture of
engagement.
Employee engagement needs HR, leaders, and employees
Employee engagement is often looked at in one of three organizational roles HR, leadership, or
the employee and so are the approaches to improve engagement levels. Countless articles discuss
what leaders should do to improve engagement among their employees, substantial literature
exists on what programs and initiatives HR can enact, and some publications discuss the
employee’s role.
An engaged workforce doesn’t arise from a single organizational role; rather, it’s a blend of all
three. Engagement is a choice that manifests in the individual acts, attitudes, behaviors, and
practices that occur in an organization every day. It arises from the combination of HR,
leadership, and employees choosing engagement and showing up in ways that demonstrate their
choice to engage. Engagement is not about expensive programs, grandiose gestures, or one-time
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events. In fact, it is an everyday occurrence that HR, leaders, and employees control, influence,
and promote.
2. According to the researcher emerging challenges in employee engagement.
In a recent online survey by cloud-based social talent management solutions provider SilkRoad,
781 HR professionals revealed their companies’ employee engagement practices. The survey
tested for:
• The number of companies with explicit employee engagement programs
• The organizational impact of low engagement
• The ways professionals involve the C-suite in engagement
• HR professionals’ employee engagement “pain points” and concerns
• Which generations in the workplace are perceived as being more engaged
• The methods companies use to measure employee engagement.
“One of the most significant findings we uncovered is that a majority (54 percent) of employers
still don’t offer formal engagement programs,” says Chris Lennon, director of product
management at SilkRoad. “While 73 percent report participating in engagement programs on
some level, only 38 percent are offering formal programs. This is problematic for a number of
reasons, but top among them is the fact that informal programs lack clear goals and
accountability.” Despite a lack of formal programs, 70 percent of respondents say their C-suite is
committed to engagement, which reveals a glaring disconnect. Additionally, employers view the
increasingly diverse and remote workforce as a barrier to employee engagement, with
generational differences reported as a top challenge. Respondents rated the engagement of each
generation on a five-point scale, with Millennia’s being least engaged at 3.23, followed by Baby
Boomers (3.62) and Generation X (3.72). The call to action for training and development
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professionals is to correlate training programs with company goals because when employees see
this connection, they are more inclined to be engaged, Lennon explains. “Training and
development practitioners need to become brokers of knowledge by providing tools and
resources that give employees an opportunity to engage,” Lennon adds. “This hits on a couple of
key points in the survey for engaging Millennia’s and remote workers two high risk audiences
for disengagement.”
CREATE A COMPELLING PURPOSE
Go beyond a typical vision and values exercise to develop an inspiring purpose for why your
firm exists. A firm vision becomes a rallying point for all team members to find their unique
contribution, enabling them to be engaged more meaningfully. Through an ongoing visioning
process that includes regularly meeting to advance its goals, Los Angeles-based Green Hasson
Janks LLP has increased its market presence in key industries and specialty service areas, such as
entertainment and media, and food and beverage. It has also developed a growing advisory and
consulting practice. Focus in these markets and other vision initiatives fulfills Green Hasson
Janks's #bemore philosophy and the firm's commitment to helping team members be the best
they can be. "Our vision is more than a destination [where] our firm is headed," said Tom Barry,
CPA, the firm's managing partner. "Our vision provides a road map for our people to see how
they can most meaningfully contribute to the firm's success and therefore experience success
themselves." Overcome these common barriers by taking actions to develop a compelling vision
all team members feel engaged in fulfilling (see the chart "Creating a Compelling Vision").
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CHAPTER 4
12
RESEARCH METHODOLOGY
Research is an art of scientific investigation. Research comprises defining and redefining
problems, formulating hypothesis or suggested solutions, collecting, organizing and evaluating
data, making deduction and reaching conclusions and at last carefully testing the conclusion to
determine whether they formulating hypothesis.
Methodology: The Study is about the employee engagement Need Analysis in an Organization.
It deals with the title of the study, need of the study, objectives & Scope of study.
Title of the Study: The study is titled as “employee engagement” at International Women
Polytechnic .
Data sources: Questionnaire
Data is collected from primary and secondary sources.
Collection of the data is of primary importance the research process. Data which is collected for
the purpose of research helps in proper analysis which is helpful to conduct research effectively.
The data source, which is very important in the collection of data, is primary data and secondary
data.
Both primary and secondary data are taken into consideration for the study of training need
analysis.
Primary Data: This consists of original information gathered for specific purpose. The normal
procedure is to interview the people individually and/ or in a group, to get the required data.
Secondary Data: This consists of the information that already exists somewhere, either in some
Annual Records or Magazines etc, having been collected for other purpose. Here the researcher
has both primary as well as secondary data.
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Survey Approach:
The questionnaire was administered through direct contact with respondents.
1. Sample Size & Sampling Technique:
The study covers a sample of employees of International Women Polytechnic
Statistical Tool: Simple percentage
Sample Size: The sampling size was 20 employees
Questionnaire Design: A structured questionnaire was designed consisting of close-ended
questions and the meeting the respondents personally to get their responses.
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CHAPTER 5
15
DATA ANALYSIS AND INTERPRETATION
My project titled Study of Employee Engagement in IWP . For this I have prepared a quetionaire
In this pie chart I have included 20 employees. Some question and its analysis are below:-
Table No 1
S No GENDER NO OF RESPONDENTS
1 Male 08
2 Female 12
Graph No 1
Male Female
40%
60%
Interpretation
This pie chart shows the number of male and female respondents for the questionnaire from the
organization.
1. Does Fun at work happen regularly?
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Table No 2
S No Choice No of Percentages
Respondants
1 Strongly Disagree 1 6
2 Disagree 3 17
3 Slightly Disagree 4 22
4 Agree 4 22
5 Strongly Agree 8 33
Graph No 2
Strongly Disagree Disagree Slightly Disagree
Agree Strongly agree
6% 17%
33%
22%
22%
Interpretation
Main purpose of asking this question was to see that fun at work activity happens regularly in the
team .Mostly people are agree .Most of the believe that it happens regularly in the team.
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2. Are you get Feedback regularly from my supervisor for improving my performance?
Table No 3
S No Choice No of Percentages
Respondants
1 Strongly Disagree 0 0
2 Disagree 1 5
3 Slightly Disagree 8 42
4 Agree 5 27
5 Strongly Agree 6 26
Graph No 3
Strongly Disagree Disagree Slightly Disagree Agree Strongly agree
26%
5%
42%
26%
Interpretation
The purpose of asking this question was to see whether the supervisor is providing feedback to
the employees regarding his performance .Approximately half of the people strongly agree with
this statement however there are few who disagree with this statement
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3. Do you feel like coming to office regularly?
Table No 3
S No Choice No of Percentages
Respondants
1 Strongly Disagree 1 5
2 Disagree 1 5
3 Slightly Disagree 4 20
4 Agree 4 20
5 Strongly Agree 10 50
Graph No 4
Strongly Disagree Disagree Slightly Disagree Agree Strongly agree
5%
5%
20%
50%
20%
Interpretation
Purpose of asking this question was to see that how many people are interested in doing their
work.Most of the Employees want to come to office regularly except few employees.
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4. Is there any sufficient opportunities to improve my skills?
Table no 5
S No Choice No of Percentages
Respondants
1 Strongly Disagree 2 10
2 Disagree 4 20
3 Slightly Disagree 3 15
4 Agree 5 25
5 Strongly Agree 6 30
Graph no 5
Strongly Disagree Disagree Slightly Disagree Agree Strongly agree
30% 10%
20%
25% 15%
Interpretation
Purpose of asking this question was to see that how many employees think that they are given
equal opportunities to improve their skills.There is no employee who disagrees with this
statement. There are few employees who slightly disagree with this statement. Most of the
employees think that they get equal opportunities.
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5. Are you receive any recognition for my contributions in last 3 months?
Table no 6
S No Choice No of Percentages
Respondants
1 Strongly Disagree 1 5
2 Disagree 2 10
3 Slightly Disagree 3 15
4 Agree 5 25
5 Strongly Agree 9 45
Graph NO 6
Strongly Disagree Disagree Slightly Disagree
Slightly Disagree Slightly Disagree
10%
5%
45% 15%
25%
Interpretation
The purpose to ask this question was to see that how many employees think that rewards and
recognition is given to them for their work. Half of the employees think that they get rewards and
recognition and half of the employees disagrees, strongly disagree and slightly disagree with this
statement.
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6. Are my thoughts and feelings given due respect at work place?
Table No 7
S No Choice No of Percentages
Respondants
1 Strongly Disagree 3 15
2 Disagree 2 10
3 Slightly Disagree 4 20
4 Agree 3 15
5 Strongly Agree 8 40
Graph No 7
Strongly Disagree Disagree Slightly Disagree Agree Strongly agree
15%
40% 10%
20%
15%
Interpretation
Purpose of asking this question was to see that the thoughts of employees are given respect.
Employees feel that there thoughts are given respect and there thoughts are given values.
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7. Does your manager demonstrate a personal commitment to my continuous learning and
development?
Table no 8
S No Choice No of Percentages
Respondants
1 Strongly Disagree 3 15
2 Disagree 5 25
3 Slightly Disagree 3 15
4 Agree 5 25
5 Strongly Agree 4 20
Graph No 8
Strongly Disagree Disagree Slightly Disagree Agree Strongly agree
20% 15%
25%
25%
15%
Interpretation
Purpose of asking this question was to see that how much commitment is shown by the
supervisor for the development of the employee.More than half of the employees think that the
manager shows commitment towards there development
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8. Do you get encouraged to learn from my mistakes?
Table No 9
S No Choice No of Percentages
Respondants
1 Strongly Disagree 0 0
2 Disagree 1 5
3 Slightly Disagree 2 10
4 Agree 6 30
5 Strongly Agree 11 55
Graph No 9
Strongly Disagree Disagree Slightly Disagree Agree Strongly agree
10%
5%
55%
30%
Interpretation
Purpose was to see that do the employees get the opportunity to learn from there mistake.Most of
employees think that they get opportunities to learn from there mistakes.
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9. Do employee see impact and feel like they are successful in their work?
Table No 10
S No Choice No of Percentages
Respondants
1 Strongly Disagree 2 10
2 Disagree 3 15
3 Slightly Disagree 4 20
4 Agree 4 20
5 Strongly Agree 7 35
Graph No 10
Strongly Disagree Disagree Slightly Disagree Agree Strongly agree
10%
35% 15%
20%
20%
Interpretation
Purpose was to see that employees enjoy there work . Most of the employees enjoy there work.
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10. Are you aware of the career opportunities that are available to me at my company?
Table No 11
S No Choice No of Percentages
Respondants
1 Strongly Disagree 1 5
2 Disagree 0 0
3 Slightly Disagree 4 20
4 Agree 5 25
5 Strongly Agree 10 50
Graph No 11
Strongly Disagree Disagree Slightly Disagree Agree Strongly agree
5% 20%
50%
25%
Interpretation
Purpose was to see the awareness of the employees about there career opportunities.Most of the
Employees are aware of the career opportunities in IWP.
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CHAPTER 6
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6.1 FINDING
Employees are highly motivated while working in the organization.
Employees among themselves share a healthy bond with each other.
Employees are aware of what is expected from them at work.
Employees feel that they have opportunities to learn and grow in this organization.
Employees were recognizes for their quality work and accomplishments.
Employees can take decisions in their work.
Organization supports their employees to pursue further education and professional growth
programs.
Employees believe that they have career growth opportunities in the company.
Overall employees of the organization feel good.
6.2 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 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
28
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.
6.3 RECOMMENDATION
This study inferred that most of the employers and employees are satisfied with the
present process.
This study was helpful to study the sources of recruitment and selection techniques &
methods used.
HR professional is having a big responsibility to hire a best person from the available
talent pool. At the same time, one needs to be cost conscious.
The employer should judge on individual merits and set the same standards for all. In the
present scenario, “It is the biggest challenge for a HR manager to hunt for talent.
Though consultancy has already owned a good reputation, but it always need some type
of publicity as heavily cost incurred while recruiting and selecting employees through
consultancy.
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6.4 LIMITATION OF THE STUDY
Time Span: - Employee Engagement is a very vast process in any organisation. A time span
of 2 months to understand a process is difficult.
Many employees are not interested to attend this kind of programme in a regular basis.
Few employees avoid giving feedback.
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BIBLIOGRAPHY
Books referred:
Human Resource Management…………………………..Shashi. K. Gupta
Human Resource Management………………………….V.S.P.Rao
Human Resource Management………………………….Fisher Shaw
Human Resource Management………………………….Subba Rao
Research Paper
1. Title: EMPLOYEE ENGAGEMENT IS IN EVERYDAY ACTIONS AND BEHAVIORS.
Source: TD: Talent Development. May2019, Vol. 73 Issue 5.
2. Title: Emerging Challenges in Employee Engagement.
Source: T+D. Jun2013, Vol. 67 Issue 6, p16-16. 1p.
About Company:
https://www.iwpindiaonline.com
https://www.iwpindiaonline.com/theinstitute.php
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QUESTIONNAIRE
The information collected is exclusively for academic purpose and will be kept confidential.
Thanks in advance for your cooperation.
PERSONAL INFORMATION
Name : _______________________________________ (Optional)
Gender: Male Female
1 Does Fun at work happen regularly?
A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
2 Are you get Feedback regularly from my supervisor for improving my performance?
A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
3 Are you feel like coming to office regularly?
32
A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
4 Are you getting sufficient opportunities to improve my skills?
A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
5 Do you receive any recognition for my contributions in last 3 months?
A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
6 Are your thoughts and feelings given due respect at work place?
A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
7 Does your manager demonstrate a personal commitment to my continuous learning and
development?
33
A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
8 Are you get encouraged to learn from my mistakes?
A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
9 Are the employee see impact and feel like they are successful in their work?
A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
10 Are you aware of the career opportunities that are available to me at my company?
A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
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