CHAPTER:1

INTRODUCTION
Industry Profile:
Cotton Industry Profile in India:

Cotton plays an important role in the Indian economy as the country's textile
industry is predominantly cotton based. India is one of the largest producers as well
as exporters of cotton yarn. The Indian textile industry contributes around 5 per cent
to country’s gross domestic product (GDP), 14 per cent to industrial production and
11 per cent to total exports earnings. The industry is also the second-largest
employer in the country after agriculture, providing employment to over 51 million
people directly and 68 million people indirectly, including unskilled women. The
textile industry is also expected to reach US$ 223 billion by the year 2021.

The states of Gujarat, Maharashtra, Telangana, Andhra Pradesh, Karnataka, Madhya

Pradesh, Haryana, Rajasthan, and Punjab are the major cotton producers in India.

Export Highlights

 Cotton yarn and fabrics exports accounts for about 23 per cent of India’s total
textiles and apparel exports.
 In 2018-19, India’s cotton production was 28.70 million bales of 170 Kg each.

 During 2018-19, total textile and clothing exports stood at US$ 36.62 billion.

 During 2018-19 exports of cotton yarn, cotton fabrics and cotton made-ups
reached to US$ US$ 3.90 billion and US$ 5.95 billion, respectively.

Cotton Textile Export Promotion Council

The Cotton Textile Export Promotion Council (TEXPROCIL) takes part in national
and international events to enhance the visibility of Indian products, advertises and
promotes Indian products in various media vehicles such as fashion magazines,
event-related pull-outs, India reports and leading trade magazines, and organises
buyer-seller meets (BSM) and trade delegation visits.
Cotton production in India 
One of mankind’s great discoveries, cotton is one commodity that is available
virtually everywhere testifying both to its utility, as well as the awe-inspiring impact
capitalism, has had on human production and consumption. Cotton production in
India has focused on textiles for over thousands of years, generating significant
employment for both skilled and unskilled labour - thus helping strengthen the
country’s economy. 

The cotton sector in India is considered the second most developed sector in the
textile industry (after man-made fibres). At 18% of the global total, India is the
world’s largest producer of cotton. It also has the largest area under cotton
cultivation in the world, representing about 25% of the world’s area under
cultivation. The states of Gujarat, Maharashtra, Rajasthan, Karnataka and Tamil
Nadu are the major cotton producing areas in India.

Cotton Manufacturing
In the early years, the cotton material industry might have been focused in the cotton
developing cinch of Maharashtra and Gujarat. Accessibility of crude materials,
market, transport, labour, damp atmosphere What's more different Components
helped localization. In the initial twentieth century, this business assumed an
immense part over Bombay's economy Be that as quickly declined following
freedom same time turning keeps on being brought together Previously,
Maharashtra, Gujarat and Tamil Nadu, weaving will be exceptionally decentralized.
Concerning illustration about 30 September 2013, there need aid 1962 cotton
material factories done India, about which around 80% need aid in the private
division and the rest in the government funded and helpful division. Separated
starting with these, there need aid a few thousand little industrial facilities with four
on ten looms India fares yarn with Japan, United States, United Kingdom, Russia,
France, Nepal, Singapore, Sri Lanka and different nations. India needs the second-
biggest introduced limit from claiming spindles in the world, with 43.13 million
spindles (30 Walk2011) following China. In spite of the fact that India need an
extensive imparts done globe trade of cotton yarn, its exchange garments is just 4%
of the world's aggregate.
 This may be because of that incompetency for neighborhood turning and weaving
plants on methodology yarn. There exist some extensive factories, yet all the
majority of the generation will be divided in little units, which cook of the
neighborhood business sector. This befuddle will be a major detriment for the
industry. As a result, a number of the spinners fare yarn same time clothing and
article of clothing Makers must import fabric. Those control supply will be flighty
and hardware is old fashioned, Furthermore necessities to make upgraded. Different
issues incorporate low yield from claiming labor and firm rivalry for the
manufactured fiber industry. Cotton is the world’s most imperative customary fiber.
In the year 2007, those overall
Yields were 25 million tons from 35 million hectares growled over more than 50
nations.
There are 5 phases:
 Cultivating & Harvesting
 Preparatory forms
 Spinning- giving yarn
 Weaving- giving textures
 Finishing- giving materials.

Jute textiles

India may be that biggest producer from claiming crude jute furthermore jute
products and the second biggest exporter then afterward Bangladesh. There were
over 80 jute factories clinched alongside India clinched alongside 2010-11,
practically of which need aid placed to West Bengal, basically along the banks of the
Hooghly River, in a limited cinch (98 km long Furthermore 3 km wide). Elements
answerable for their area in the Hooghly bowl are: modest water transport, beneficial
system of railways, roadways furthermore waterways to encourage development
from claiming crude material on mills, abundant water supply, Shabby work from
neighboring states.
Done 2010-2011 the jute industry might have been supporting 0. 37 million
specialists straightforwardly What's more another 400,000 little Also minor farmers
who were locked in the development of jute. Tests faced by those business
incorporate firm rival in the universal business sector starting with engineered
substitutes and starting with different nations for example, such that Bangladesh,
Brazil, Philippines, Egypt furthermore Thailand. However, those internal request
need been on the ascent because of administration arrangement of compulsory
utilization of jute bundling. Will animate demand, those items necessity should be
differentiated. Previously, 2005, the national jute Policy might have been figured
with the goal from claiming moving forward quality, Expanding benefit an
upgrading the yield of the crop.
Those principle business sectors to jute are those United States, Canada, Russia,
United Kingdom and Australia.

Synthetic fibres
Through expelling a Polymer, over a spinneret into methods where it solidifies, by
this counterfeit fibre are prepared. Wet spinning utilizes a coagulating medium. Idry
spinning, the Polymer is contained in a dissolvable that disappears in the warmed
leave chamber. In liquefy spinning the expelled Polymer is cooled in gas or air and
afterwards sets. Every one of these strands will be of incredible length, regularly
kilometers long.

Natural fibres
Natural fibres are moreover from creatures (sheep, goat, rabbit, silk -worm) mineral
(asbestos) or from plants (cotton, flax, sisal). These vegetable strands can originate
from the seed, stem or the leaf. Without concession, many procedures are required
before a clean even staple is gotten each with a particular name. Expect for silk, each
of these strands is short being just centimeters long, and each has an unpleasant
surface that empowers it to bond with comparative staples.

Market size
The Indian textiles industry, right now expected at around US$ 223 billion by
2021.It contributes approx. 5 % to India’s GDP, and 14% to general Index of
Industrial Production (IIP). The Indian material industry can possibly achieve US$
500 billion in size as per a review by Wazir Advisors and PCI Xylems &Polyester.
The development infers residential deals to rise to US$ 315 billion from now US$
68billion. In the meantime, exports are implied to increase to US$ 185 billion from
approx. US$ 41 billion as of now.
Growth
Development alongside the investment for an industry relies vigorously on the
financial wellbeing of the nation over. Indian economy grew quickly throughout the
monetary year 2006-2007 presenting a Growth rate from claiming 9. 4% p. An. Not
main this, India need been performing fundamentally in the last three a considerable
length of time the place its Normal yearly rate of development need been assessed
with be 8%. The fruits of monetary development need trickled down should kin of
the state which might be prove starting with those climbing for every capita wage for
India. Detail uncovers that Throughout 2001-2007 (up with Walk 2007) the for
every capita wage about India need expanded Eventually Tom's perusing sixty two
percent What's more need arrived at the level about Rs 25,778 alternately US$ 581.
37 for every annum.
A standout amongst that mossy cup oak advantageous class for this monetary
development adventure need been the working salary segment of the pop culture.
Those aggregate quality for this population clinched alongside outright terms need
been discovered out to be 216 million which will be normal with Ascent with
351million eventually Tom's perusing 2010. The major interest that is being
produced will be Toward another population for people starting with those blasting
IT-BPO segment who are at present during their prime ageists Furthermore need aid
ostensibly design smart. This need produced immense interest for popular dresses
which need thus prompted the rise from claiming portion globe population Indian
designers for their most recent design apparels.

Cotton production over the past few years was unpredictable

 In India the production of raw cotton grew from 28 million bales in FY 15
&further improved to 35.2 million bales in FY16.
 Of the overall amount of raw cotton produced in the country, with domestic
consumption totalling to 30 million bales, during FY16.Production of man-made
fibre has been growing
 There was an upward trend in the production of man-made fibre.
 With the figure highlighting a recovery from 2009 levels, the production stood at
1.34 million tonnes in FY15.
 The production mounted at 0.77 million tonnes during FY16.
 Investments
In the last 5 years the textile industry has experienced a spurt in investments. The
industry attracted FDI worth US$ 2.41 billion during April 2000 to December
2016.According to M. Senthil Kumar, chairman of Southern India Mills’
Association; the Indian textile industry is expected to attract Rs 1 lakhs crore
investments in technical textiles by 2025. The technology mission launched in 2010
with an outlay of Rs. 200crore was extended till the end of this FY with an
additional outlay of Rs. 55.2 crore.

Government Initiatives
A number of export promotion policies were introduced by the Indian government
for the textiles sector. 100% FDI was allowed by the government in the Indian
textiles sector under the automatic route. The key activities announced in the Union
Budget 2017-18 to improve the textiles
Sector is listed below:
 Encourage new entrepreneurs to invest in sectors such knitwear by increasing
allocation of funds to Mudra Bank from Rs 136000crore to Rs 244000 crore.
 Allocation of Rs 2200 crore for up gradation of labour skills.

Company Profile:
Sri Anjaneya Cotton Mills Limited is a Public incorporated on 31 December 1962. It
is classified as non-govt company and is registered at Registrar of Companies,
Bangalore. Its authorized share capital is Rs. 300,000,000 and its paid-up capital is
Rs. 150,000,000. It is involved in Spinning, weaving and finishing of textiles.

Sri Anjaneya Cotton Mills Limited's Annual General Meeting (AGM) was last held
on 21 September 2019 and as per records from Ministry of Corporate Affairs
(MCA), its balance sheet was last filed on 31 March 2019.

Directors of Sri Anjaneya Cotton Mills Limited are Athani Veeranna

Shanthaveerappa, Prasad Athani Veeranna, Andanur Channappa Kotrappa,
Rajashekarappa Manjunath, Shivakumar Halayya Budhihalmath,
 Sri Anjaneya Cotton Mills Limited's Corporate Identification Number is (CIN)
U17111KA1962PLC001479 and its registration number is 1479.Its Email address is
[email protected] and its registered address is Bamboo Bazar RMC Link
Road Davangere KA 577001 IN.

Promoters of the Company:

1. ATHANI VEERANNA SHANTHAVEERAPPA.
2. ANDANUR CHANNAPPA KOTRAPPA.
3. RAJASHEKARAPPA MANJUNATH.
4. SHIVAKUMAR HALAYYA BUDHIHALMATH.

Vision and Mission Statements:

Vision
To achieve excellence in all sectors of the textile industry, from fibre to finished
product ,constantly striving to be at the forefront of our industry and to generate
highest possible value for all stakeholders.

Mission:

 To manufacture international quality yarn, fabric and ultimately the finished textile
garments with the highest level of competitiveness on all parameters.
 To be an ethically responsible organization in all aspects of the business.

 To effectively harness and integrate all available technology across various elements
of the textile chain.

 To cater to product innovation by mastering value added areas like processing and
finishing.

Products & Services of Sri Anjaneya Cotton Mills Limited:

 Cotton Fabric
 Cotton Saree
 Cotton Yarn
 Cotton Bed Sheet
 Cotton Kurtis
 Cotton Dobby Fabric

Areas of Operation:

Davangere

Athani Complex, Bamboo Bazaar, RMC Link Road,

Davangere, KARNATAKA 577001, IN

Infrastructure Facility:

 Parking Facility
 Drinking Water Facility
 Security
 CC Surveillance

Competitors Information:

 B S Chanabasappa and Sons

 Max
 Vishal
 Reliance

Strengths

 Strong QoQ EPS Growth in recent results

 Growth in Net Profit with increasing Profit Margin (QoQ)
 Company with Low Debt
 Increasing Revenue every quarter for the past 2 quarters

Weakness:
 Companies with growing costs YoY for long term projects
 Inefficient use of shareholder funds - ROE declining in the last 2 years
 Inefficient use of assets to generate profits - ROA declining in the last 2 years
 Degrowth in Revenue and Profit

Opportunities:

 Rising Delivery Percentage Compared to Privy Day

 Profit making Companies with High ROCE and Low PE
 Companies with 10% increase in share price over three months, with rising net profit
growth
 Expert Stock Screener: Benjamin Graham Value Screen

Threats:

 Increasing Trend in Non-Core Income

 CHATER 2

THEORETICAL BACKGROUND AND LITERATURE

REVIEW
Employee engagement Meaning:

Employee engagement is a human resources (HR) concept that describes the level of
enthusiasm and dedication a worker feels toward their job. Engaged employees care
about their work and about the performance of the company, and feel that their
efforts make a difference.

Definition of employee engagement

According to Sanchez (2007), employee engagement is defined as “an outcome of

how employees perceive their work, leadership of their organizations, the
recognition and rewards they receive, and the communication ethos of the
organization”.

It is a concept that is generally viewed as managing discretionary effort, that is,

when employees have choices, they will act in a way that furthers their
organization’s interests. An engaged employee is a person who is fully involved in,
and enthusiastic about, his or her work Most organizations today realize that a
‘satisfied’ employee is not necessarily the ‘best’ employee in terms of loyalty and
productivity. It is only an ‘engaged employee’ who is intellectually and emotionally
bound with the organization, feels passionate about its goals and is committed
towards its values who can be termed thus. He goes the extra mile beyond the basic
job responsibility and is associated with the actions that drive the business.
Moreover, in times of diminishing loyalty, employee engagement is a powerful
retention strategy. The fact that it has a strong impact on the bottom-line adds to its
significance.
 “Employee engagement is a barometer that determines the association of a person
with the organization.”

Employee engagement strategy:

Employee engagement is about how to achieve a company’s strategic goals by

creating the conditions for human resources to thrive and, for each staff member,
manager and executive to be fully switched on in their jobs so as to deliver their best
efforts in the best interest of the business.

The theory of employee engagement, when stated simply, looks like common sense.
According to the theory, leaders of an organization must ensure that all their staff
members are fully engaged, that they are fully switched on at their jobs. The ideal is
that the staff is fully committed, in the same way entrepreneurs care for their
businesses or people in general look after their own household. Being engaged
simply means that you are fully involved and interested in the work so that it really
holds your attention and inspires you to do your best.

LITERATURE REVIEW:

1. Alok Kumar Goel (2016) This paper aims to examine the key drivers for employee
engagement within an organisation. It seeks to answer the question: what are the
keys for improving the level of employee engagement? This study first examines the
theoretical understanding of employee engagement followed by an empirical
investigation. The case study illustrates the strategy for employee engagement in
Honda Siel Car India Ltd. (HSCI), which is based on research on the key drivers of
engagement. Qualitative and quantitative studies on work engagement are reviewed
to uncover the manifestations of engagement and reveal its antecedents and
consequences. This paper presents practical lessons of employee engagement from
HSCI – a leading manufacturer of premium cars in India. This paper ascertains some
of the key drivers of employee engagement as illustrated by the case study. This
practitioner-oriented paper builds upon a case study, which explores the employee
engagement in an automobile industry and integrates the findings with contemporary
knowledge on human resource management. The findings of this case study can be
used to develop the strategy for employee engagement in today’s workplace.
 Alok Kumar Goel (2016) Measuring the level of employee engagement: a study
from Indian automobile sector  Volume 6, Issue 1 .

2. J Anitha (2016) today’s dominant and vibrant workforce is shaped by globalization,

outsourcing, digital technologies, drastic shift in social, cultural, economic and
political events, pampering nature of parents, quick win-win attitude and fun at
work. This study explores the importance of various enablers namely, mentoring,
career development, work environment, job autonomy, nature of working style and
team work and their contribution towards engagement of millennials. This paper is
empirical in nature. A total of 200 respondents were identified by systematic random
sampling in automobile companies in Coimbatore city. The respondents were junior,
middle and senior level of management focused on Gen Y employees respectively.

J Anitha (2016) Enablers of Employee Engagement of Gen Y at the Workplace with

reference to Automobile Sector (Received: 01/09/2015; Accepted: 01/02/2016).

3. Hadi Teimouri 2016 The aim this study is to investigate the relationship between
employee engagement and organisational effectiveness. Two questionnaires in
relation to employee engagement and organisational effectiveness using Parsons
model were designed and distributed among 184 experts and managers of Damavand
Power Generation Management located in Damavand, Iran. The participants were
selected using a stratified sampling method. The finding proves that there is a
meaningful relationship between each of the six dimensions of internal marketing,
including organisational justice, rewarding, training, employee participation,
information sharing, job security and organizational effectiveness. The data analysis
shows that performance of employee engagement programs in organisational justice,
offering rewards, training, employee involvement, job security, and information
sharing affect absorption and retention of employees and increases of their job
satisfaction.

Hadi Teimouri 2016 Study of the relationship between employee engagement and
organisational effectiveness Published online 8 July 2016

4. Ashutosh muduli (2017) The research aims at examining the relevance of “high-
performance work system” in Indian context. Further, influenced by the concept of
“black box,” the mediating role of employee engagement has also been tested.
 Agreeing with the universalistic perspective, the study result proves the relevance of
high-performance work system to India. Consistent with ability-motivation-
opportunity theory, the result also proved that high-performance work system
aligned with employee engagement can significantly improve organizational
performance.

Ashutosh muduli (2017) high Performance Work System in India: Examining the
Role of Employee Engagement Pages 130-150 | Published online: 04 May 2016.

5. Sapna Popli (2015) The aim of this paper is to explore the relationship between

leadership, employee engagement and service orientation, specific to the private
service sector organizations in India. The paper also explores the ability of
leadership style and engagement to predict service orientation in the given cross
section.

Sapna Popli  (2015) ISSN: 0887-6045 Publication date: 9 February 2015 exploring

the relationship between service orientation, employee engagement and perceived
leadership style

6. Yogendra Bhattacharya (2014) Industries across the world have been battling the
effects of the global economic slowdown, adopting strategies to remain competitive
and viable. It has been realized that sustainable competitive advantage can only be
created through the workforce, the people who are the organization. In order to get
the best from employees so that they go the extra mile for the organization, they
must be “engaged.” Employee engagement as a construct has become very popular
in recent times as it has shown correlations with productivity, profitability, employee
turnover, safety, absenteeism, etc.

Yogendra Bhattacharya (2014) Employee engagement in the shipping industry: a

study of engagement vol2015 123

7. Naman Sharma (2017) This study aims to explore the contribution of psychological
contract and psychological empowerment towards employee engagement with in
Indian IT sector. Research hypotheses were evaluated using multiple regression
analysis. Findings indicated that both the variables i.e. psychological contract and
psychological empowerment are crucial drivers for employee engagement in IT
sector with employees feeling more connected with the organization when drawing a
 positive psychological contract from it and believed to be empowered from it and its
members. In the end, managerial implications for fostering psychological contract
and psychological empowerment are provided and suitable avenues for future
research are suggested.

Naman Sharma (2017) Psychological Contract and Psychological Empowerment as

Employee Engagement Drivers in Indian IT Sector Vol. 15, No. 1, 2017 28, 2017.

8. Manish Gupta  (2015) Contrary to the theory and research on employee engagement
in the western countries, less consideration has been given to the importance of
employee engagement in Asian countries wherein its need is felt more. As more and
more companies in Asia realize the importance of a productive workforce, this
research examines the mediating role of employee engagement in the relationships
of corporate social responsibility (CSR), employee–company identification (E–C)
and organizational commitment (OC). Structural analysis of 290 online responses of
employees working for various Indian and foreign information technology enabled
services (ITES) companies in India, confirms the presence of partial mediation by
employee engagement in between its antecedents (CSR and E–C) and its
consequence (OC). 

Manish Gupta  (2015) Corporate Social Responsibility, Employee–Company

Identification, and Organizational Commitment: Mediation by Employee
Engagement 36, pages101–109(2017)

9. Nada Al Mehrzi (2016) The purpose of this paper is to provide a framework through
which to understand, predict and control factors affecting employee engagement in
the public sector in the United Arab Emirates (UAE).

Nada Al Mehrzi (2016) Competing through employee engagement: a proposed

framework Volume 65 Issue 6

10. Neha Gupta, Vandna Sharma (2016) There is an unprecedented change in the job
description as well as workforce diversity due to globalization of organizations.
Employee engagement has emerged as an important management-focused activity in
order to compete and perform in a dynamic and competitive environment, having
 linkage with the organization’s goals and objectives. This article aims to provide an
exploratory study on employee engagement, its concepts and definitions as evolved
through recent times, factors or drivers affecting it, its measures and importance for
better business outcomes. The methodology used for this study includes selected
literature reviews on employee engagement. Employee engagement is found to be a
continuous process and is highly organization specific. There is no clear and widely
accepted definition of employee engagement; however, it is found to be an
integration of different behavioural components, such as commitment, involvement,
attachment, discretionary effort, energy, positive attitude and psychological
presence, that leads the employee potential into employee performance which is
positively linked with organization success.

Neha Gupta, Vandna Sharma (2016) Exploring Employee Engagement—A Way to

Better Business Performance Vol 17, Issue 3_suppl, 2016

11. Mubarak A. Majidadi, (2015) Given the strategic relevance of employee

engagement, it has now become a phenomenon of high importance, high up on the
agenda of organizations and popular in management literature. This organizational
behavior was articulated by Professor Kahn in 1990 and since then it has become a
top organizational concern for researchers and practitioners alike. People want to
find meaningfulness at work and will employ discretionary effort in their job roles if
the conditions are right. Talent management and retention have become essential
aspect of human resources (HR) strategy and employee engagement is a viable
solution. Employee engagement has been linked to positive organizational
outcomes. Every organization seeks to retain their employee, frown at high
employee turnover and increase positive organizational outcomes. In most
organizations, HR professionals have recognized employee engagement as a
problem facing industries.

Mubarak A. Majidadi, (2015) EMPLOYEE ENGAGEMENT: THE NEW MODEL

OF LEADERSHIP Vol.– V, Issue – 2, December 2015

12. Sonia Taneja (2015) The purpose of this paper is to develop a model that identifies
the strategies that have the ability to create a culture of employee engagement for
global managers in making the tactical adaptations necessary to develop and
implement global strategy in an increasingly complex and dynamic marketplace.
 Sonia Taneja (2015) A culture of employee engagement: a strategic perspective for
global managers Volume 36 Issue 3

13. Bhavesh Jha (2016) Out of all the resources available, human resource is the most
crucial to enable an organization to compete and excel in the current competitive
marketplace. Employees play a crucial role in managing the organizational
effectiveness and portray the real picture of an environment and culture. Efficiency
and productivity of employees has become vital for businesses to run sustainably in
this modern business era. Workforce engagement in this demanding situation is of
critical significance. Engagement may be described as a two way process between
employees and an organization. It is a strategy to enhance the productivity and
performance of an employee;

Bhavesh Jha (2016) Employee Engagement: A Strategic Tool to Enhance

Performance ISSN 2348-0092 DAWN Journal for Contemporary Research in
Management July 2016

14. Poonam Jindal (2017) Research article is a study of employee engagement at a

pharma company located in Hyderabad. The main focus of this study is to
understand the factors which influence employee engagement and to find the level of
employees engaged at this pharma company located in Hyderabad. Research
indicates that companies whose level of engaged employees are higher have less
attrition rate than other companies and also is marked higher in productivity and
customer satisfaction, so this proves that result of employee engagement are
impacting the result in bottom line. For the purpose of the study a questionnaire was
prepared based on understanding various aspects of company, relationship with the
manager and the job. The questionnaire was checked for validation and reliability
and responses were collected from employees who are working at a division on this
pharma company in Hyderabad. The data analysis of the responses has resulted in
some findings on gender & flexible policies, experienced employees & interaction,
experienced employees & appreciation and level of engaged employees. If it is not
taken care on time such issues can lead to high attrition rate in company

Poonam Jindal (2017) Employee Engagement; Tool of Talent Retention: Study of a

Pharmaceutical Company DOI:10.18311/sdmimd/2017/18024 Print ISSN: 0976-
0652 Online ISSN 2320-7906.
 15. Gaelle Duthler (2018) This study examined relationships among employees’
perception of CSR, three models of internal CSR communication and employee
engagement. The findings, based on 516 valid survey responses from employees
across different sectors in the United Arab Emirates, revealed that internal
communication of CSR, both one-way and two-way symmetrical, predicted
employee perceptions of CSR, with two-way asymmetrical communication being a
negative predictor; perceptions of CSR predicted employee engagement; social and
sustainable dimensions of CSR most strongly predicted social and affective
dimensions of employee engagement; and both two-way symmetrical
communication of CSR and employee perceptions of CSR strongly predicted
employee engagement. Implications for theory and practice are discussed.

Gaelle Duthler (2018) The role of corporate social responsibility (CSR) and internal
CSR communication in predicting employee engagement: Perspectives from the
United Arab Emirates (UAE) Volume 44, Issue 4, November 2018, Pages 453-462

16. Edward P. O’Connor (2017) This conceptual paper explores the relationship
between an organization’s exclusive talent management (TM) practices, employees’
perceptions of the fairness of exclusive TM practices, and the corresponding impact
on employee engagement. We propose that in organizations pursuing exclusive TM
programs, employee perceptions of organizational justice of the exclusive TM
practices may affect their employee engagement, which may influence both
organizational and employee outcomes. Building on extant research, we present a
conceptual framework depicting the relationship between exclusive TM practices,
organizational justice and employee engagement, with social exchange theory and
equity theory as the framework’s foundation. The propositions in the framework are
each supported by the respective literature. The perceived organizational justice and
potential ramifications of exclusive TM practices for employees who are not
included in corporate talent pools is an under-researched topic.

Edward P. O’Connor (2017) Exploring the Relationship Between Exclusive Talent

Management, Perceived Organizational Justice and Employee Engagement:
Bridging the Literature4145 Accesses14 Citations.

17. Marie Carasco-Saul (2015) Leadership is one of the most studied topics in the
organization sciences, and employee engagement one of the more recent. However,
 the relationship between leadership and employee engagement has not been widely
investigated. As many organizations invest significant resources in retaining,
developing, and engaging employees, human resource development (HRD)
professionals are tasked to develop and partner with leaders to deliver those strategies
effectively. Thus, a comprehensive understanding on the relationship and mechanism
between leadership and engagement is essential to HRD professionals informing
leaders on how best to cultivate positive results in followers.
Marie Carasco-Saul(2015) Leadership and Employee Engagement: Proposing
Research Agendas Through a Review of Literature Vol 14, Issue 1,
2015https://doi.org/10.1177/1534484314560406

18. Deepika Pandita (2018) The purpose of this paper is to enhance the readers’
understanding of the domain of talent management and employee engagement, and
how the former culminates in the latter, specifically as a tool for retention of
employees. The paper also attempts to probe and aid readers in understanding of the
domain of talent management and employee engagement, specifically as a tool for
retention of employees.

Deepika Pandita (2018) Talent management and employee engagement – a meta-

analysis of their impact on talent retention Volume 50 Issue 4 ISSN: 0019-7858
Publication date: 3 April 2018

19. Kibum Kwon (2020) The purpose of the current literature review is to (a) provide a
comprehensive understanding of the relationship between employee engagement and
innovative behavior through the lens of the JD-R model; (b) identify and revisit the
guiding theories underpinning employee engagement studies; and (c) construct an
integrated conceptual framework based on empirically validated factors and their
relationships, along with relevant theories. An integrative literature review of 34
empirical studies indicates that employees perceive a mix of reasonably high
demands and high resources to be ideal for their engagement, innovative behavior is
a consequence of these delicate interactions, and engaged employees are more likely
to behave innovatively by activating coping strategies to deal with challenges. 

Kibum Kwon (2020) An integrative literature review of employee engagement and

innovative behavior: Revisiting the JD-R model Volume 30, Issue 2, June 2020,
100704
20. Lalatendu KesariJena (2018) Both practitioners and scholars have shown a great
deal of interest to study the trust factors that compels for establishing cordial
interpersonal relations across society. However, in the context of organisation, the
study on trust stands challenged for manifold reasons: lack of clarity between trust
and productivity, lack of specificity on interventional mechanisms and the validity
between trust and its possible antecedents. Therefore, the objective of this research is
twofold: firstly, to identify the direct effect of employee engagement on
organisational trust and secondly, to investigate the indirect effect of psychological
well-being and transformational leadership on the relationship between employee
engagement and organisational trust.

Lalatendu KesariJena (2018) Pursuit of organisational trust: Role of employee

engagement, psychological well-being and transformational leadership Volume 23,
Issue 3, September 2018, Pages 227-234.
 CHAPTER:3

RESEARCH METHODOLOGY
 Statement of the problem:
“A Study On Employee Engagement At Sri Anjaneya Cotton Mills Limited,
Davangere”

Present study was aimed to bring out what exactly is human resource operations works in
an Sri Anjaneya Cotton Mills Limited and to study their relation and impact on
employee Engagement.
Need for the study:
 Studying employee engagement in an organization provides clue for the employers
to contribute to bottom line business success
 To understand & identify the problematic areas and make a plan and take action
towards improvement.
 This study helps not only to retain valued employees, but also to
 increase its level of performance

OBJECTIVES OF THE STUDY

 To identify the factors influencing Employees Engagements

 To study Employee engagement activities carried out in the organization.

 To know the results of employee engagement in the organization

 To find out the problems faced by employees in relationship with their

employers.

Scope of the study:

 The study will be handled at Sri Anjaneya cotton mills limited, Davangere.
 Study focuses employee engagement factors practiced and its benefits at Anjaneya
cotton mills limited.

 Study involves collection of information from the respondents who are the employees
of Anjaneya cotton mill limited

RESEARCH METHODOLOGY:

As established by D. Slessinger and M. Stephenson in the Encyclopedia of human

sciences represent investigate as "the control of things, thoughts or pictures to
summarize to widen, address or check data, whether or not so data helps being
developed of speculation or in the demonstration of a craftsmanship."
SAMPLING
Descriptive research design is employed for conducting the study.
SAMPLING UNIT

Sri Anjaneya Cotton Mills Limited Davangere

Sampling Design:

Sample frame: List of employees from an attendance of Sri Anjaneya Cotton Mills
Limited

Sampling unit: employees of Sri Anjaneya Cotton Mills Limited

Sample size: 100 employees

Sampling time: April 24th 2022 to may 16th 2022

Method of sampling: convenience sampling

SOURCES OF DATA

Primary data: structured questionnaires containing closed questions will be

collecting primary data.

Secondary data: Secondary data will be collected from the company annual reports,
books and further relevant material will be collected from website.

TOOLS FOR DATA COLLECTION

Questionnaires
 Personal Interview

Limitations of the study

 Limitations of using questionnaire as a source of information collection.

 Some responses of the respondents maybe biased.
 Time constraint

CHAPTER SCHEME

Chapter 1: Introduction
This chapter offers the brief details about the selected topic, Industry profile.

Chapter 2: Conceptual background and Literature review.

This chapter offers the theoretical background of the selected topic with support of
20 literatures critiques.

Chapter 3: Research Design

This chapter offers the need for study, scope of study, objectives and Research
Design and Techniques of the study.

Chapter 4: Analysis and Interpretation

This section deals with the Analysis and Interpretation of the information
gathered.

Chapter 5: Findings, Conclusion and Suggestions

This part deals with the synopsis of finding and end.

Bibliography
This chapter deals with the bibliography of gathering statistics and information
related to the study.