Nikita Report Part2

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CHAPTER 1: INTRODUCTION ON EMPLOYEE ENGAGEMENT AND RETENTION

The Zinger model defines Employee Engagement as the art and science of

engaging people in authentic and recognized connections to strategy, roles, performance,

organization, community, relationship, customers, development, energy, and well-being

as we leverage, sustain, and transform our work connections into results. It is basically

about how people behave at work and experience work. On a basic level, we can say that

it is the difference between someone just turning up and doing their work with minimum

effort, and an employee giving their utmost, using their initiative and striving to perform

better.

Engagement these days is very important to the organizations because of the

following reasons:

Productivity and profitability increases

Staffs are less likely to leave which ultimately leads to talent retention

Customer service is better

Organizational costs are reduced

Innovation is more likely

Good news spreads

NHS London defines employee engagement as involvement of people at all levels

in positive two way dialogue and action to deliver the highest quality patient care and

create great places to work- where people find their work meaningful and are willing to

work together for their colleagues and future success of their organization.

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Building Blocks of Employee Engagement

Figure 1.1: Building blocks of employee engagement

Leadership Development: It is to build the capability to communicate the vision

to the vision and mission of the organization to the employees so that they have a

clear set of mind as to why are they present in their company, what is their role

and responsibility towards the organization.

Partnership Building: This is to build constructive relationships, to respond to

the system wide changes and to have a better understanding in between the high

level management and the employees.

Leadership Development

Partnership building

Communictions

Line management Development

Bottom-up service

development

Knowledge-base

Measurement

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Communications: To support understanding of what and why and to bring it

alive and provide channels for feedback.

Line Management Development: It is in order to support the staff, empower

terms, set standards and implement HR policies.

Bottom-up Service Development: To encourage problem solving and innovation

starting with the front line involvement.

Knowledge-Base: To recognize good practice and promote knowledge sharing

opportunities.

Measurement: It includes staff surveys so as to understand engagement, listening

to staff and following the feedback they get by taking some actions.

Employee Retention

According to Get Les Mckeown’s employee retention is defined as a systematic

effort by employees to create and foster an environment that encourages current

employees to remain employed by having policies and practices in place that divers

needs. Therefore Employee retention takes into account the various measures taken so

that an individual stays in the organization for maximum period of time.

Most of the employees leave the organization out of frustration and constant

friction with the superiors or other team members. In some cases low salary, lack of

growth prospects and motivation compel an employee to look for a change.

Today there is a high demand in the public and private sectors for workers in

critical areas such as health care, information technology, engineering, accounting, and

auditing. The supply of qualified workers is limited and good workforce planning

requires a twofold approach of aggressive recruitment and innovative retention strategies.

Retention policies need to focus on elimination of unwanted turnover.

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The costs to employer can include

Separation Costs

Exit Interviews

Administrative and paperwork costs

Disbursement of benefits to separating employees

Diminished productivity of remaining personnel

Replacement Costs

Job Advertisements

Recruiting activities

Administrative processing

Entrance interviews

Applicant selection

Testing

Employee Retention can be increased by inculcating the following practices:

Figure 1.2: Practices of employee retention

Pay Recognition

Opportunity Benefits

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Open Communication: Culture of open communication enforces loyalty among

employees. Open communication tends to keep employees informed on key

issues. Most importantly, they need to know that their opinions matter and that

management is interested in their input.

Employee Reward Programme: A positive recognition for work boosts the

motivational levels of employees. Recognition can be made explicit by providing

awards like best employee of the month or punctuality award. Project based

recognition also has great significance. The award can be in terms of gifts or

money.

Career Development program: As every individual is worried about his/her

career, he is always keen to know his career path in the company. Organizations

can offer various technical certification courses which will help employee in

enhancing his knowledge.

Performance based bonus: A provision of performance linked bonus can be

made wherein an employee is able to relate his performance with the company

profits and hence will work hard. This bonus should strictly be productivity based.

Recreation Facilities: Recreational facilities help in keeping employees away

from stress factors. Various recreational programs should be arranged which may

include taking employees to trips annually or bi-annually, celebrating

anniversaries, sports activities and more.

Gift at some Occasions: Giving out some gifts at the time of one or two festivals

to the employees makes them feel good and they understand that the management

is concerned about them.

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History

Tata Group Industry Profile

Figure 1.3: Tata Group

The Tata Group is today India’s largest conglomerate with revenues of $83.3 bn

in the financial year ending March 31, 2011. The Group companies had 424,365 people

on their rolls on March 31, 2011. Its 31 publicly listed companies have a combined

market capitalization which is one of the highest among all business houses in India and a

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shareholder base of over 3.6 million. Group companies export products and services to

over 85 countries and have operations in over 80 countries.

The Tata Group comprises operating companies in seven business sectors:

Materials, Engineering, Information Technology and communications, Energy, Services,

Consumer Products and Chemicals. The Group was founded in the last quarter of the

19th century in India when the country had just set out on the road to gaining

independence from British rule. Consequently, the founders of the Group aligned

business opportunities with nation building. This approach remains ingrained into the

Group’s ethos even today even as it spreads its operations to other geographies.

The Tata companies share a set of five core values derived from the Group’s early

beliefs which even today drive all business decisions. These values are: Integrity,

Understanding, Excellence, Unity and Responsibility. The Group and its companies have

been distinctive in their adherence to business ethics and their commitment to corporate

social responsibility. This legacy has earned the trust of the Group’s stakeholders in a

measure few business houses can match.

The Tata Group comprises operating companies in seven business sectors:

Materials, Engineering, Information Technology and Communications, Energy, Services,

Consumer Products and Chemicals. The Group was founded in the last quarter of the

19th century in India when the country had just set out on the road to gaining

independence from British rule.

Group history

1868: Jamsetji Nusserwanji Tata starts a private trading firm laying the

foundation of the Tata Group.

1874: The Central India Spinning, Weaving and Manufacturing Company are set

up marking the group’s entry into Textiles.

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1902: The Indian Hotels Company is incorporated to set up the Taj Mahal Palace

and Tower, India’s first luxury hotel, which opened in 1903.

1907: The Tata Iron and Steel Company is established to set up India’s first iron

and steel plant in Jamshedpur, which started production in 1912.

1910: The first of the three Tata Electric Companies, the Tata Hydro-Electric

Power Supply Company, is set up to generate electricity.

1911: The Indian Institute of Science is established in Bengaluru to serve as a

centre for advanced learning.

1912: Tata Steel introduces eight-hour working days, well before such a system

was implemented by law even in most western countries.

1917: The Tata’s enter the consumer goods segment as the Tata Oil Mills

Company is established to make soaps, detergents and cooking oils.

1932: Tata Airlines, a division of Tata Sons, is established, opening up the

aviation sector in India.

1939: Tata Chemicals was established.

1945: Tata Engineering and Locomotive Company (renamed Tata Motors in

2003) is established to manufacture locomotive and engineering products. The

company began manufacturing commercial vehicles in 1954 in a JV with Daimler

Benz.

1952: Pandit Jawaharlal Nehru, India’s first Prime Minister, requests the Group to

manufacture cosmetics in India; and Lakme is established.

1968: Tata Consultancy Services (TCS), India’s first software services company,

is established as a division of Tata Sons.

1984: Titan Industries —a joint venture between the Tata Group and the Tamil

Nadu Industrial Development Corporation (TIDCO) — is set up to manufacture

watches.

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1996: Tata Teleservices Limited (TTSL) is established to spearhead the Group’s

foray into the telecom sector.

1998: Tata Indica — India’s first indigenously designed, developed and

manufactured car —is launched by Tata Motors, spearheading the Group’s entry

into passenger cars.

2000: Tata Tea (since named as Tata Global Beverages) acquires the Tetley

Group, UK, in the first major acquisition of an international brand by an Indian

group.

2001: Tata-AIG — a joint venture between the Tata Group and American

International Group Inc (AIG) —marks the Group’s re-entry into insurance. The

Group’s insurance company, New India Assurance, was nationalized in 1956.

2002: The Tata Group acquires a controlling stake in Videsh Sanchar Nigam

Limited (now Tata Communications) — India’s leading international

telecommunications service provider.

2004: Tata Consultancy Services goes public in India's private sector's largest

initial public offer.

2007: Tata Steel acquires Corus, the UK-based steel company, for $ 12.1 bn, then

the biggest overseas acquisition by an Indian company. Currently Tata Steel is

among top 10 global steel companies with crude steel production capacity of over

28 million tons per annum.

2008: Tata Motors acquired the Jaguar Land Rover businesses from Ford Motor

Company and unveils the Tata Nano, among the world’s cheapest cars. The Nano

went on sale in 2009.

Company Profile

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Communication is among the TATA group’s larger investments with over $7.5

billion already committed. The group’s objective is to provide end to end

communications solutions for business and residential customers across the nation and

internationally. The Group’s communication activities are currently spread over four

companies – Tata Teleservices Limited, its associate Tata Teleservices (Maharashtra)

Limited, Tata Communications and Tata Sky. Together these companies cover the full

range of communications services, including:

Telephony Services: Fixed and Mobile

Media and Entertainment Services: Satellite TV

Data Services: Leased lines, Managed Data Networks, IP/MPLS VPN, Dial-up

Internet, Wi-Fi and broadband.

Value-Added Services: Mobile and Broadband Content/Applications, Calling

Cards, Net Telephony and Managed Services.

TATA TELESERVICES Limited (TTL) spearheads the Tata Group’s presence in

the telecom sector. Incorporated in 1996, TTL is the pioneer of the CDMA 1x technology

platform in India and embarked on a growth path after the acquisition of Hughes Telecom

(India) Limited (renamed Tata Teleservices (Maharashtra) Limited) by the Tata Group in

2002. It launched mobile operations in January 2005 and today enjoys a pan-India

presence through existing operations in all of India’s 22 Telecom Circles. The company

is also the market leader in the fixed wireless telephony market and also enjoys a

leadership position in the enterprise space.

VISION: To empower every Indian to connect with the world effectively.

MISSION: Trusted service to 100 million happy customers

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Tata Teleservices has established a significant presence in the GSM space, despite

having entered the market less than three years ago in a joint venture with NTT

DOCOMO of Japan, and offers differentiated products and services under the TATA

DOCOMO brand name. Tata Docomo arises out of the Tata Group’s strategic alliance

with Japanese telecom major NTT Docomo in November 2008. Tata Docomo has a Pan

India license to operate GSM telecom services-and also has been allotted spectrum in 18

telecom circles. The company rolled out GSM services in all the 18 telecom circles in the

quick span of just over a year and is today one of India’s best-recalled private telecom

operator brands.

Tata DOCOMO marks a significant milestone in the Indian telecom landscape,

and has already redefined the very face of telecoms in India, being the first to pioneer the

per-second tariff option—part of its ‘Pay for What You Use’ pricing paradigm. Tokyo-

based NTT DOCOMO is one of the world’s leading mobile operators—in the Japanese

market, the company is the clear market leader, used by nearly 55 per cent of the

country’s mobile phone users.

Tata Teleservices Limited was also the first Indian private telecom operator to

launch 3G services in India under the brand name Tata DOCOMO, with its 3G launch in

all the nine telecom Circles where it bagged the 3G license in November 2010. In

association with its NTT DOCOMO, the Company finds itself favorably positioned to

leverage this first-mover advantage.

TTL also has a strategic partnership agreement with retail giant Future Group to

offer mobile telephony services under the brand name—T24—on the GSM platform. The

exciting new brand was unveiled last year and the company first launched GSM

operations in the city of Hyderabad. It has since launched T24 GSM services in all 18

Circles where TTL has a GSM license.

In December 2008, TTL announced a unique reverse equity swap strategic

agreement between its telecom towers subsidiary, Wireless TT Info-Services Limited,

and Quippo Telecom Infrastructure Limited—with the combined entity kicking off

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operations with 18,000 towers, thereby becoming the largest independent entity in this

space—with the highest tenancy ratios in the industry. Today, the combined entity—

which has been re-christened as VIOM Networks— has a portfolio of nearly 40,000

towers. Tata Teleservices Limited, along with Tata Teleservices (Maharashtra) Limited,

serves over 85 million customers in more than 450,000 towns and villages across the

country, with a bouquet of telephony services encompassing Mobile Services, Wireless

Desktop Phones, Public Booth Telephony and Wireline Services across one unified and

integrated brand – TATA DOCOMO.

Context of the study

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Employee Engagement has been the focus of growing interest in recent years.

Establishing an engaged workforce is now a high priority for many organizations in both

the private and public sectors. Many employers feel that engaged employees outperform

others by showing heightened interest in their work and being prepared to go to extra

mile for their organization. Employees also benefit, as some studies have shown that

engaged employees see their work as more meaningful and fulfilling. With the rewards

for strong engagement being mutually shared between employer and employee, it’s the

reason so many organizations are interested in raising the engagement level of their

workforce.

The study here is done in done in order to find the engagement levels of the

employees at Tata Teleservices and to a comparative study of the survey results with the

engagement level of another telecom industry Aircel.

The Employee engagement survey is done so that the management can know its

employee’s viewpoints and attitude towards the company in a better manner, so that it

can build a strong relationship with its employees and see to it whether the employees in

the organization are happy and engaged or not. Engagement is one of the main factors

which contribute to employee retention. It is very necessary for an organization to check

upon the engagement levels of the employees and take necessary steps to increase it if

required. Employee engagement leads to a positive relationship between the employer

and employee and accounts to benefits of both the parties. An engaged employee is

always contended with the given work and does each work with energy and enthusiasm

which leads to higher productivity in the organization and which ultimately results in the

benefits of both the organization as well as its employees.

Significance of Study

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Figure 1.4: Likelihood of employees leaving

According to a study conducted the likelihood of employees leaving the

organization are-

3% of the employees are always looking elsewhere, 8% of the employees are

content to stay, 33% of the employees think they might leave and 55% think they will

definitely leave. The top reason why employees leave an organization is that there is no

room for advancement.

There are certain steps which a manager can take in order to retain its employees

and make them happy and satisfied with their jobs like the manager can increase the pay

performance, can try job redesigning, and can set the goals for all the employees as it

increases the performance of the employees in the organization. Employee engagement

and Retention practices help a manager to know its employees more and help them to

adjust in their office environment. This helps a manager to know about what all problems

an employee is facing in the organization and what all necessary steps can be taken in

order to make the employee satisfied and retain him in the organization.

According to a survey conducted by the National Sleep Foundation, almost 30%

of the employees fall asleep or become extremely fatigued during a work month. They

spend more than half a billion year playing online games at work, an average employee

3%

8%

33%56%

Likelihood of Employees leaving

Looking ElsewhereContent to stayMight LeaveDefenitely Leave

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spends a 4.5 hours a week engaging in water cooler gossip which is equivalent to six

week paid vacations and on average employees who smoke are away from their stations

50% more often than their non smoking co-workers. If an employer wants to fire an

employee who is unproductive it will cost an employer 10-30% of an employee’s gross

income to replace him/her. Therefore it is necessary to engage the employees with their

work and to retain them in the organization which is possible only when everyone in the

company is given a slice of the responsibility pie.

Employee Engagement is necessary to build trust among the workforce so that

their messages will not be lost or twisted, to have better communication with the

employees, to build a culture that fuels high performance and engagement, to achieve the

organizational as well as the personal goals and to make an employee understand his/her

own individual values, interests, talents and aspirations, and find a way to use them to

benefit the company.

Therefore some of the advantages of engaged employees are:

Engaged employees’ stays with the company and acts as an advocate of the

company, its products and services, and contribute to bottom line business

success.

They normally perform better and are more motivated.

They form an emotional connection with the company which in turn impacts their

attitude towards the company’s clients and thereby improves customer

satisfaction and service levels.

Creates a sense of loyalty in the competitive environment and provides a high

energy working environment.

Boosts the business growth.

Theoretical Framework

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Human Resource executives in India continue to struggle with talent management

issues, particularly retention. The quest to find the best way to retain employees has taken

HR managers through concepts such as employee review, employee satisfaction and

employee delights. The latest idea is Employee Engagement; a concept that holds, that, it

is a degree to which an employee is emotionally bonded to his organization and

passionate about the work that really matters.

Engagement is about motivating employees to do their best. An engaged

employee gives his company his hundred percent. The quality of output and competitive

advantage of a company depends upon the quality of its people. It has been proved that

there is an intrinsic link between employee engagement, customer loyalty and

profitability. When employees are effectively and positively engaged with their

organization 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.

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 bonded with the organization, feels passionately about

the goals and is committed towards its values. He goes an extra mile towards 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. A successful employee engagement helps create a community at the workplace

and not just a workforce. As organizations globalize and become more dependent on

technology in a virtual work environment, there is a greater need to connect and engage

with employees to provide them with an organizational identity.

Aspects of Employee Engagement

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Three basic aspects of employee engagement according to the global studies 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.

Thus it is largely the organization’s responsibility to create an environment and

culture conducive to this partnership, and a win-win equation.

There are three different types of people:

Engaged: Engaged employers are builders. They want to know the desired

expectations for their role so they can meet and exceed them. They are naturally

curious about their company and their place in it. They perform at consistently

high levels and want to use their talents and strengths at work every day. They

work with passion and drive innovation and move their organization forward.

Not Engaged: These 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.

They focus on accomplishing tasks v/s achieving an outcome. Employees who are

not engaged tend to feel their contributions are overlooked and not tapped. They

often feel this way because they don’t have productive relationships with their

managers and coworkers.

Actively Disengaged: These employees are cave dwellers. They are not just

unhappy at work; they are busy acting out their unhappiness. They sow seeds of

negativity at every opportunity. 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.

Employee Engagement is derived from the studies of morale or a group’s

willingness to achieve organizational objectives which began in the 1920’s. The value of

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morale of organization was matured by US army researchers during WWII to predict

unity of effort and attitudinal battle readiness before combat. In the postwar mass

production society that required unity of effort in execution, morale scores were used as

predictors of speed, quality and maintenance.

With the advent of knowledge worker and emphasis on individual talent

management, a term was needed to describe an individual’s emotional attachment to the

organization, fellow associates and the job. Thus the term Employee Engagement came

into existence.

Most recently employee engagement has become an area of focus within

organizations for the purpose of retention as a means of avoiding expensive employee

replacement costs resulting from staffs who voluntarily quit their jobs.

According to SHRM (Society of Human Resources Management) the cost of

replacing a $8 per hour employee can exceed $3500, which gives companies a strong

financial incentive to maintain their existing staff members through strong employee

engagement practices. Therefore depending on the studies in past years, it is found that

employees seek three fundamental things from work:

Achievement: The vast majority of employees want to achieve something

important and meaningful at work. They want to grow and develop their skills and

capabilities and they want to be rewarded and recognized for their efforts.

Camaraderie: Employees enjoy working productively with others while

developing healthy interpersonal relationships. How managers interact with their

team is especially important in motivating employees to go above and beyond.

Equity: Employees want to be treated fairly when it comes to pay and benefits,

day to day treatment, and psychological and physical safety.

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The Zinger Employee Engagement Model

Figure 1.5: The Zinger model

At the end of 2011 and the start of 2012 a new model for employee engagement

was developed through 10 years of study in the field and connections with over 4600

people involved in employee engagement. The pyramid of engagement is built on 10

blocks that offer the structure for great engagement.

The 14 elements of the Zinger Model are as follows:

Achieve results: Employee engagement is directed towards achieving results.

The first key of the model begins with the results the organization, department,

team, or individual wants to achieve. The key question for this part of the model

is: What do you want achieve and how will you know when you achieve it?

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Craft Strategy: To achieve results we need to craft a strategy to get there. The

key question for this part of the model is how will we get those results and does

everyone knows the organizations intentions and plans?

Connect: Connection is a central key of employee engagement. It is necessary to

know how well are employees are connected to other elements of engagement

ranging from their organization to genuine happiness. Connect starts the central

key of CARE embedded in the employee engagement model.

Authentic: Authenticity is the A of CARE. Employee engagement must be

authentic. Superficial relationships, community of happiness towards engagement

that is heartfelt must be transcended.

Recognition: It is the R of CARE. Potent employee engagement requires

powerful recognition. It should be seen to it whether the employees are fully seen

and acknowledged, do they see the importance of what they are doing and does

their work connects to the results they achieve.

Engage: CARE ends with E of Engage. It sees to it that engagement is not a

onetime survey measure or a steady state. To engage is to fully experience and

contribute to the dynamic elements of work.

Enliven Work roles: A role is a set of behaviors, rights and obligations at work.

In order to be engaged various roles must be fulfilled. There should be role

overload but role should be such that it contributes to results, relationships and

engagement.

Excel at performance: Engagement for results contributes to effective

performance management. Good employee engagement should foster star

performers and each employee should be helped in order to become a star

performer to benefit themselves, the customers and the organization.

Esteem organization: This part of the model sees to it that how aligned an

employee is with the organization. Whether the employees feel that they are a part

of the organization and do they feel proud to work for their organization and

would equally recommend their organization.

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Foster Community: The essence of work is relationships and community.

Organizations that do not transform themselves into communities are in danger of

becoming obsolete or ignored.

Serve customers: There is a very strong relationship between employee

engagement and customer satisfaction. If the employees are well served by the

organization and the management they would in turn offer same level of services

to the customers.

Develop career: The employees should experience both personal and

professional development through work ranging from courses and learning to

develop their own strengths, value, visibility and engagement.

Leverage energies: The raw material of engagement is energy. Powerful

engagement involves mastery of physical, mental, emotional, spiritual and

organizational energy.

Experience well being: The work been done should contribute to employee well

being. Employees need to both engage in and experience healthy well being as an

organization’s results are dependent on health and productivity of individual

employees.

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The Ten C’s of Employee Engagement

Connect: Leaders must show they value employees. Employee focused initiatives

such as profit sharing and implementing work life balance initiatives are

important.

If an employee’s relationship with the manager is not right, then no

amount of perks persuades employees to perform at top levels. Employee

engagement is a direct reflection of how employees feel about their relationship

with the top management. Employees look at whether organizations and their

leaders walk the talk when they proclaim that employees are the most valuable

assets.

Career: Leaders should provide challenging and meaningful work with

opportunities for career advancement. Most people want to do new things in their

jobs. The good leaders challenge the employees but at the same time, they must

instill confidence that the challenges can be met.

Clarity: Leaders must communicate a clear vision. People want to understand the

vision that the top management has for the organization, and the goals that leaders

or department heads have for the division, unit or team. Success in life and

organization is, to a great extent, determined by how clear individuals are about

their goals and what they really want to achieve.

Convey: Leaders clarify their expectations from the employees and provide

feedback on their functioning in the organization. Good leaders establish

processes and procedures that help the employee’s master tasks and facilitate goal

achievement.

Congratulate: Surveys indicate that employees feel that they receive immediate

feedback when their performance is poor, or below expectations, but that praise

for strong performance is, unfortunately, less common. Exceptional leaders give

recognition, and they do so a lot.

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Contribute: People want to know that their input matters and that they're

contributing to the organization in a meaningful way. Good leader’s help people

see and feel how they're contributing to the organization's success and future.

Control: A feeling of "being in on things" and of being given opportunities to

participate in decision-making often reduces stress; it also creates trust and a

culture where people want to take ownership of problems and their solutions. The

leaders should consult the employees regarding their needs and should be flexible

and attuned to the needs of employees as well as organization.

Collaborate: When employees work in teams and have the trust and co-operation

of their team members, they outperform individuals and teams that lack good

relationships. Great leaders are team-builders; they create an environment that

fosters trust and collaboration. Being cared about by colleagues is also a strong

predictor of employee engagement.

Credibility: Leaders should strive to maintain a company's reputation and

demonstrate high ethical standards.

Confidence: Good leaders help create confidence in a company by being

exemplars of high ethical and performance standards.

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Concept of Employee Engagement in Tata Teleservices

The people are most important assets and through their capabilities and use of

knowledge, Tata Teleservices has been able to maintain leadership position in market.

The Human resource department of Tata Teleservices experiments and conducts

surveys to develop new concepts related to employee well being, satisfaction and

organizational behaviors for the development of the employees in the organization.

Engagement of an employee is an important factor for consideration for every

organization for the prosperity and integrity of the organization. If an employee is not

satisfied in any of the factors which are basic, prior and unavoidable like good and

secured job, working environment, salary, proper and effective communication among all

the levels of organization, scope of development, reward and appraisal system, they will

feel de motivated to the work and the organization will not get the desired output even

from the best employees working in it. Therefore the human resource management

conducts a survey on the employee engagement, every year, which helps them to find out

whether the employees are satisfied or not.

Basically there are four types of activities Tata Teleservices deal with in order to

keep the employees engaged. They are as follows:

CSR (Corporate social responsibility): The CSR policy functions as a built-in,

self-regulating mechanism whereby a business monitors and ensures its active

compliance with the spirit of the law, ethical standards, and international norms.

The goal of CSR is to embrace responsibility for the company's actions and

encourage a positive impact through its activities on the environment, consumers,

employees, communities.

The purpose of this is to improve the quality of life of the communities

they serve. Their heritage of returning to the society what they earn evokes trust

among the consumers, employees, shareholders and community.

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Their main goals are to eradicate poverty and hunger, to achieve personal

primary education for which they have adopted the Sahyog School, they sponsor

various events related to reducing child mortality and improving maternal health,

promoting gender equality and empowering women, combating HIV/AIDS,

malaria and other diseases and ensuring environmental stability.

They are partner and network with various development agencies and

NGO’s to implement appropriate community development programs.

Employee Communication: Employee communication is considered to be one of

the most important factors for an employee to be engaged and to retain an

employee. They have divided employee communication into four activities:

Town Hall: This is a forum which can be called as an open house. In this

all the employees are allowed to ask questions from the top management,

address any problems they are facing and ask for any kind of

improvements they need.

Coffee with Boss: This is a forum where an employer can have informal

discussion with the employees. It is an easy way to interact with the

employees and develop strong relationships which can be fruitful for the

organization as well.

Skip Level: In this the immediate boss is skipped. This makes an

employee to freely communicate about any discrepancies he is having

with the immediate boss and makes an employee feel more engaged and

satisfied.

Zonal Visits: During these the top management officials visit the zonal

offices which help them to interact with all the employees and know about

the working conditions in the other offices as well.

R&R: Reward and Recognition programs honor both individuals and teams who

go the extra mile to service their departments. They have various award programs:

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Spotlight Award: This is awarded to the employees who excel at their

work and go an extra mile and perform their best. They are given a

certificate and a gift for the same.

Star of the month: This is awarded to the employee who performs very

well during the whole month, better than the other employees and meets

all the targets which were expected out of him.

Superstar award: This is awarded to the employee who performs very

well throughout the quarter.

WOW award: This is awarded to the employees who do something

exceptionally well at work and which helps in the growth of the employee

as well as the organization.

Fun Activity: Various fun and recreational activities are been performed at Tata

Teleservices. Things like potluck, family functions, fun activities for the children

of the employees, outing and picnics are planned in order to keep the employees

happy.

27

Purpose of the Study

The study in done in order to know what practices are been followed by various

telecom companies, to do a study of what Tata Teleservices is currently doing for

Employee Engagement as in today’s corporate world it is considered one of the most

important factor through with an organization can increase employee loyalty and can

retain its employees. Through this study we get to know the importance given by the

employees to their work and the effect of work culture and environment on the

employees. Further a comparative study has been performed on the engagement levels of

the employees of Tata Telservices and Aircel in order to analyze the engagement levels at

Tata Teleservices in a much better manner.

Another purpose of this study was to see the relationship of the employees with

the managers and their communication level, so that if it is found to be less the

employees and the manager can discuss the results which can lead to increased

engagement levels, productivity and profits while reducing the turnover and costs.

The study aims at taking some corrective actions as employees need and expect

resolution and one of the best ways to do it is through action planning. After the study the

manager can discuss survey results with the employees and they can collectively select

issues to work on and improve.

28

CHAPTER 2: REVIEW OF THE LITERATURE

Many research works have been done in the area of employee engagement. The main

objectives of these researches are to find the empirical reasons why employees with an

organization and to identify the personal values which are key to engaging employees.

Gallup research has shown that engaged employees are more productive, profitable,

safer, create stronger customer relationships, and stay longer with their company than less

engaged employees. The latest research indicates that workplace engagement is also a

powerful factor in catalyzing outside the box thinking to improve management process

and business processes as well as customer service. The study also showed that engaged

workers were much more likely to react positively to creative ideas offered by fellow

team members. When asked to rate their level of agreement with the statement "I feed off

the creativity of my colleagues," roughly 6 in 10 engaged employees (61%) strongly

agreed, while only about 1 in 10 actively disengaged employees (9%) gave the same

answer. This suggests that higher levels of employee engagement not only increase the

likelihood that individual employees will generate new ideas, it also suggests that idea

generation among engaged employees can be amplified when it occurs in a team setting.

Gallup's research into the relationship between employee engagement and innovation

strongly indicates that engaged employees are far more likely to suggest or develop

creative ways to improve management or business processes. They're also far more likely

to find creative ways to solve customer problems or to involve their customers in creating

service innovations. Company leaders who want to drive growth through innovation

should first create an environment that welcomes new ideas -- and should make engaging

employees a key component of that strategy.

Robert A. Cooke has performed his research stating whether employee engagement is

really the Holy Grail of HR. According to him as the economy slowly makes its way

back in the recovery mode, and more employees are concerned with the job security,

employee engagement returns as the critical overriding factor within organizations that

drive performance. Study after study from the nation’s largest HR consulting firms point

29

out a relationship between high levels of engagement and high levels of financial

performance. Achieving overall employee engagement is viewed by many human capital

professionals as Holy Grail. He has stated that while employee engagement should be

measured as an important dimension of an organization’s human resource and social

system, truly understanding how to optimize performance in the organization requires

understanding of the culture. If the organization is encouraging or enabling passive or

defensive behavior in the workplace its culture may be negatively impacting

performance, no matter how engaged employees are. Researches show that if an

organization’s culture is more constructive it can lead to both performance and

engagement. The fact is that certain cultural attributes can make people satisfied and

committed and simultaneously make them more productive. This can eventually increase

motivation, satisfaction, intent to stay, cooperation and teamwork.

Nancy R. Lockwood states in her research that employee engagement is a key business

driver for organizational success. High levels of engagement in domestic and global firms

promote retention of talent, foster customer loyalty and improve organizational

performance and stakeholder value. A complex concept, engagement is influenced by

many factors- from workplace culture, organizational communication and managerial

styles to trust and respect, leadership and company reputation. For today’s different

generations, access to training and career opportunities, work life balance and

empowerment to make decisions are important. Thus, to foster a culture of engagement,

HR leads the way to design measure and evaluate proactive workplace policies and

practices that help attract and retain talent with skills and competencies necessary for

growth and sustainability.

Prof. Katie Truss has defined engagement as creating opportunities for employees to

connect with their colleagues, managers and wider organization. It is also about creating

an environment where employees are motivated to want to connect with their work and

really care about doing a good job. It is a concept that faces flexibility, change and

continuous improvement at the heart of what it means to be an employee and an

employer in the twenty-first century workplace. According to her a positive attitude held

by the employee towards the organization and its values. An engaged employee is aware

30

of the business context, and works with the 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.

Blessing white in its report engage the employee, 2008 states that 29% of the employees

in India who figure in the almost engaged category. It is slightly more than the global

average of 28%. China scores the highest on this count, with 32% of its employees falling

in the almost engaged category. 18% is the percentage of complete disengagement among

the female working population, compared to 12% among the men. The percentage of

female employees in the crash and burn category is also slightly more than that of the

men at 10%. Female workers are thus clearly behind in their levels of engagement. They

also concluded in its state of employee engagement report, 2008 that “engaged

employees are not just committed, they are not just passionate or proud. They have a line

of sight on their future and on the organization’s missions and goals. They are enthused

and in gear, using their talents and discretionary efforts to make a difference in their

employer’s quest for sustainable business success”.

The Ken Blanchard Company has performed a research to get a deeper understanding of

the engagement leading to employee work passion. It has been exploring the relationships

between leadership, employee satisfaction, customer satisfaction and organizational

performance. According to their findings at least eight key factors are responsible for

driving employee passion. These include meaningful work, autonomy, collaboration,

fairness, recognition, career growth, connectedness with colleagues and leader. Each of

the eight factors is interdependent on each other and must be present together in order to

maximize employee passion. Both job commitment and organizational commitment

factors play a role in the development of an individual’s work passion.

Organizations must provide: a sense of meaning beyond simply making a profit, the

autonomy and flexibility for individuals to give their all at work, opportunities for

growth, collaboration, and recognition; and connectedness, while being mindful that

processes and procedures are fairly and consistently applied to all employees. While it

may seem like a daunting task, organizations that support the development of employee

31

work passion will be rewarded by employees who are dedicated to creating devoted

customers, sustainable growth, and increased profits.

Agung Adi in his research on driving performance and retention to employee engagement

states that in order to increase performance and retention in an organization engagement

is needed. Stabilization is the key reason why the employee engagement needed to create

by the organization to face on globalization era. Unemployment is the one of the most

issue to create employee engagement in the organization. There are many performance

and retention factors in order to create employee engagement but this study limited to

some research in order to bring performance and retention into engagement. This research

has purposed to measure engagement level and driving performance and retention

variable. Second objective is to measured relationship and significance employee

engagement with driving performance and retention variable.

Rob Gross in his research explores connection between corporate social responsibility

(CSR) and employee engagement. Key findings from research and surveys that support a

business case for organizations to consider implementing a CSR program are presented.

Any effective strategy to attract and retain employees must be based on an understanding

of engagement. It therefore examines the meaning of employee engagement and its

correlation to attraction and retention. 44% of young professionals said they would

discount an employer with a bad reputation and nearly half said corporate social

responsibility policies should be compulsory. 80% of respondents would prefer working

for a company that has a good reputation for environmental responsibility. Interestingly,

respondents were more concerned about working for an environmentally responsible

company than purchasing from one. Seven out of 10 employees in organizations that are

viewed by employees as socially responsible rated senior management as having high

integrity compared with just one in five employees who were negative about their

employer’s CSR record. CSR is the third most important driver of employee engagement

overall, and an organization’s reputation for social responsibility is an important driver

for both engagement and retention.

Melcrum (a research and information company) recently surveyed 1000 and HR

professionals and conducted 40 case studies and found that many respondents credit

32

offering employee engagement with many benefits. More than 50% report improvements

in employee retention and customer satisfaction, 33% report higher productivity, 28%

report improvement in employee advocacy, 27% improved status as a great place to

work, 27% reported increased profitability and 25% report improved absenteeism. A

snapshot of the corporations showed that 74% began focusing on employee engagement

between 2000 and 2004 and report performance improvements each year. 36% have a

dedicated employee engagement program and 64% apply the philosophy to employee

engagement to their people practices.

Tower Watson in his research in a worldwide survey on 90000 employees in midsize and

large organizations found that employee engagement rises when people experience a

combination of effective and caring leadership, appealing development opportunities,

interesting work, and fulfill tangible and intangible rewards. Companies with highly

engaged employees generate more marketplace than their competitors. Towers Watson

confirmed this by analyzing three years of employee data for 40 global companies in its

normative database. Relationships between employees and direct supervisor play a key

role in the system of factors that drive engagement. Specifically, they found that

managers delivered recognition of employee performance boosts engagement.

Employee engagement research conducted by Triple creek associates in early 2007

established a clear link between mentoring and employee engagement. Employee

engagement is a consistent predictor of individual performance and organizational

results. Engagement centers on eight common themes- Having adequate resources,

having developmental opportunities, making personal connections, receiving constructive

feedback, having clear goals, making a personal contribution, understanding task

significance and feeling pride in one’s company.

William G.Castellano in his study says that in today’s fast changing environments it

becomes all the more difficult to precisely specify roles and responsibilities. To the extent

that employees are likely to be faced more frequently with unanticipated and ambiguous

decision making situations, organizations must increasingly count on employees to act in

ways that are consistent with organizational objectives. In addition, many employees are

looking for environments where they can be engaged and feel that they are contributing

33

in a positive way to something larger than themselves. An organization’s HR system is

the primary driver of employee engagement. The HR system’s staffing, training and

development practices contribute to the development of employee competencies that

enhance competitive advantage and help to ensure organization and employee fit.

Rewards, benefits and performance management practices help motivate employees to

behave in ways that benefit the organization. Organizational and job design help create a

work environment that is conducive to employees’ development and effective work

systems. Lastly, effective management and leadership development helps to ensure a

productive, fair and supporting working environment in which employees feel motivated

to achieve organizational objectives.

Nita Clarke in her study indicates that only the organizations that truly engage and inspire

their employee produce world class of innovations, productivity and performance.

Business and organizations functions best when they make their employees’

commitment, potential, creativity and capability central to their operation. Having enough

cash and a sensible strategy are vital. But how people behave at work makes a crucial

difference between business and operational success or failure. Engaged employees have

a sense of personal attachment to their work and organization, they are motivated to help

it succeed and from that flows a series of tangible benefits for organization and individual

alike. Engaged organizations have strong and authentic values, with clear evidence of

trust and fairness based on mutual respect, where two way promises and commitments-

between employers and staff are understood and fulfilled.

34

CHAPTER 3: RESEARCH METHODOLOGY

Research methodology is a careful investigation or enquiry especially through

search for new facts in any branch or knowledge. Research methodology is a way to

systematically solve the research problem.

Research Purpose

The research is done in order to know what practices are been followed by various

telecom companies, to do a study of what Tata Teleservices is currently doing for

Employee Engagement as in today’s corporate world it is considered one of the most

important factor through with an organization can increase employee loyalty and can

retain its employees. Through this study we get to know the importance given by the

employees to their work and the effect of work culture and environment on the

employees. Further a comparative study has been performed on the engagement levels of

the employees of Tata Telservices and Aircel in order to analyze the engagement levels at

Tata Teleservices in a much better manner.

Another purpose of this study was to see the relationship of the employees with

the managers and their communication level, so that if it is found to be less the

employees and the manager can discuss the results which can lead to increased

engagement levels, productivity and profits while reducing the turnover and costs.

The study aims at taking some corrective actions as employees need and expect

resolution and one of the best ways to do it is through action planning. After the study the

manager can discuss survey results with the employees and they can collectively select

issues to work on and improve.

35

Research Objectives

To study what practices are been followed by various telecom companies.

To do a competitive analysis with other telecom industry

To study what Tata Teleservices is currently doing for employee engagement and

what further methods can it adopt.

To study the new HR practices been adopted recently and doing a trend analysis

as to how employee engagement and retention was handled ten years back and

how it is handled now.

To examine the importance given by the employees to their work and the level of

satisfaction.

To study the effectiveness of free flow of information between the management

and the employees.

To examine the effects of Work culture and the environment on the employees.

To examine the quality of work life of the employees in Tata Teleservices.

To suggest measures for improvement.

Research Design

Research design provides glue that holds the research project together. A design is

used to structure the research, to show how all of the major parts of the research project

i.e. the samples or groups, measures, treatments or programs, and methods of assignment

that work together to try to address the central research questions. It is the framework,

which determines the course of action towards the allocation and analysis of required

data are collected accurately in the economic manner. This is done to see that the study

will lead to findings, which are valid and unambiguous and prove that the hypothesis is

true and valid

Research Approach

36

The research approach adopted is Descriptive in nature. Descriptive study is

preplanned and structured. It is necessary to ensure a complete description of the

situation, minimum bias in the collection of data and the costs are held to minimum.

Sampling Plan

Target population

Target population for this study is all the employee of Tata Teleservices Ltd. and

Aircel in Jaipur. From here the employees have been chosen as respondents.

Sample selection

It is done on the basis on non probabilistic sampling method Convenience

sampling referral method. The sample was chosen by convenience and then by referral

which means that the employees referred other employees in the organization to be the

respondent.

37

Sample Size

Sample size taken for this research is 98 employees. Sample contains all the

employees 49 from Tata Teleservices and 49 from Aircel from the offices of Jaipur.

Data Collection

Data has been collected within duration of almost two to three weeks. All the data

collected is from the employees. The data has been filled by directly going to the

employees and then marking the responses in the questionnaire.

Primary Data

Observing past data

Discussion with the human resource experts of the organization

One to one conversation for filling the questionnaire

Secondary Data

Internet

Books

Published journals and reports

CHAPTER 4: DATA INTERPRETATION AND ANALYSIS

38

1. Do you know what is expected of you at work?

Do you know what is expected of you at work? * Gender * Companies Crosstabulation

Count

Companies

Gender

TotalMale Female

Aircel Do you know what is expected of

you at work?

Yes 25 14 39

No 9 1 10

Total 34 15 49

Tata Do you know what is expected of

you at work ?

Yes 26 6 32

No 13 4 17

Total 39 10 49

Total Do you know what is expected of

you at work?

Yes 51 20 71

No 22 5 27

Total 73 25 98

Table 4.1: Do you know what is expected of you at work?

39

Figure 4.1: Do you know what is expected of you at work- Aircel

Figure 4.2: Do you know what is expected of you at work- Tata

40

2. Are you provided with supports, materials, equipments and knowledge to do your work effectively?

Are you provided with support, materials, equipments and knowledge to do your work effectively?

* Gender * Companies Crosstabulation

Count

Companies

Gender

TotalMale Female

Aircel Are you provided with support,

materials, equipments and

knowledge to do your work

effectively?

Yes 27 11 38

No 7 4 11

Total 34 15 49

Tata Are you provided with support,



effectively?

Yes 31 9 40

No 8 1 9

Total 39 10 49

Total Are you provided with support,



effectively ?

Yes 58 20 78

No 15 5 20

Total 73 25 98

Table 4.2: Crosstabulation

41

Figure 4.3: Are you provided with support, materials and knowledge to do work

effectively

Figure 4.4: Are you provided with support, materials and knowledge to do work effectively

42

3. At work, do you have the opportunity to what you do at your best every day

At Work, do you have the opportunity to do what you do at your best every day ? * Gender *

Companies Crosstabulation

Count

Companies

Gender

TotalMale Female

Aircel At Work, do you have the

opportunity to do what you do at

your best every day?

Yes 26 9 35

No 8 6 14

Total 34 15 49

Tata At Work, do you have the



Yes 33 10 43

No 6 0 6

Total 39 10 49

Total At Work, do you have the



Yes 59 19 78

No 14 6 20

Total 73 25 98


43

Figure 4.5: Do you have the opportunity to do your best every day at work: Aircel

Figure 4.6: Do you have the opportunity to do your best every day at work: Tata

44

4. Does your supervisor or someone at work, seems to care about you as a person.

Does your supervisor, or someone at work, seems to care about you as a person? * Gender *

Companies Crosstabulation

Count

Companies

Gender

TotalMale Female

Aircel Does your supervisor, or someone

at work, seems to care about you as

a person?

Yes 23 9 32

No 11 6 17

Total 34 15 49

Tata Does your supervisor, or someone


a person?

Yes 34 9 43

No 5 1 6

Total 39 10 49

Total Does your supervisor, or someone


a person?

Yes 57 18 75

No 16 7 23

Total 73 25 98


45

Figure 4.7: Does you supervisor or someone at work seems to care as person: Aircel

Figure 4.8: Does you supervisor or someone at work seems to care as person: Tata

46

5. Is there someone at work who encourages your development?

Is there someone at work who encourages your development? * Gender * Companies

Crosstabulation

Count

Companies

Gender

TotalMale Female

Aircel Is there someone at work who

encourages your development?

Yes 25 11 36

No 9 4 13

Total 34 15 49

Tata Is there someone at work who


Yes 33 10 43

No 6 0 6

Total 39 10 49

Total Is there someone at work who


Yes 58 21 79

No 15 4 19

Total 73 25 98


47

Figure 4.9: Is there someone at work who encourages your development: Aircel

Figure 4.10: Is there someone at work who encourages your development: Tata

48

6. Do you have a best friend at work?

Do you have a best friend at work? * Gender * Companies Crosstabulation

Count

Companies

Gender

TotalMale Female

Aircel Do you have a best friend at work? Yes 21 8 29

No 13 7 20

Total 34 15 49

Tata Do you have a best friend at work? Yes 29 7 36

No 10 3 13

Total 39 10 49

Total Do you have a best friend at work? Yes 50 15 65

No 23 10 33

Total 73 25 98


49

Figure 4.11: Do you have a best friend at work: Aircel

Figure 4.12: Do you have a best friend at work: Tata

50

7. In last one month, have you received recognition or praise for doing work ?

In last 1 month, have you recieved recognition or praise for doing work ? * Gender * Companies

Crosstabulation

Count

Companies

Gender

TotalMale Female

Aircel In last 1 month, have you received

recognition or praise for doing

work?

Yes 28 13 41

No 6 2 8

Total 34 15 49

Tata In last 1 month, have you received


work?

Yes 34 9 43

No 5 1 6

Total 39 10 49

Total In last 1 month, have you received


work?

Yes 62 22 84

No 11 3 14

Total 73 25 98


51

Figure 4.13: Have you received recognition or praise for doing work: Aircel

Figure 4.14: Have you received recognition or praise for doing work: Tata

52

8. Is last one month, has someone talked to you about progress?

In last 1 month, someone at work talked to you about your progess ? * Gender * Companies

Crosstabulation

Companies

Gender

TotalMale Female

Aircel In last 1 month, someone at work

talked to you about your progress ?

Yes 28 14 42

No 6 1 7

Total 34 15 49

Tata In last 1 month, someone at work

talked to you about your progress ?

Yes 32 7 39

No 7 3 10

Total 39 10 49

Total In last 1 month, someone at work

talked to you about your progress?

Yes 60 21 81

No 13 4 17

Total 73 25 98


53

Figure 4.15: Has someone at work talked to you about your progress: Aircel

Figure 4.16: Has someone at work talked to you about your progress: Tata

54

9. At work your opinion seems to count.

H0 – Employees of both the companies feel that their opinion seems to count.

H1- Employees of both the companies feel their opinion doesn’t count

Group Statistics

Companies N MeanStd.

DeviationStd. Error

Mean

At Work, your opinion seems to count

Aircel 49 2.00 .612 .087

Tata 49 1.80 .645 .092Table 4.9: At work your opinion seems to count

Independent Samples Test

Levene's Test for Equality

of Variances t-test for Equality of Means

F Sig. t df

Sig. (2-

tailed)

Mean Differenc

e

Std. Error

Difference

95% Confidence Interval of

the Difference

Lower

Upper

At Work, your opinion seems to count

Equal variances assumed

1.717

.193

1.606

96 .111 .204 .127 -.048 .456

Equal variances not assumed

1.606

95.745

.111 .204 .127 -.048 .456

Table 4.10: Independent Samples Tests

55

Interpretation:

Since the p-vale (.193) is greater than the level of significance (0.5), therefore we

conclude that there is not enough evidence to reject the null hypothesis in favor of the

alternate hypothesis. Thus, employees at both the companies’ i.e. Tata and Aircel feel

that their opinion seems to count at work.

10. The mission/vision of the company makes you feel your job is important

H0- Employees of both the company have the opinion that mission/vision of their

respective company makes them feel their job is important

H1- Employees of both the company have the opinion that mission/vision of their

respective company does not make them feel their job is important

Group Statistics


DeviationStd. Error

Mean

The Mission/Vision of company makes you feel your job is important

Aircel 49 2.00 .707 .101

Tata 49 1.73 .730 .104

Table 4.11: The mission/vision of company makes you feel your job is important

56



FSig

. t df

Sig. (2-

tailed)

Mean Differen

ce

Std. Error

Difference


the Difference

Lower

Upper

The Mission/Vision of company makes you feel your job is important


1.410

.238

1.828

96 .071 .265 .145 -.023 .553


1.828

95.906

.071 .265 .145 -.023 .553

Table 4.12: Independents Samples Test

Interpretation:



alternate hypothesis. Thus, employees at both the companies’ i.e Tata and Aircel are of

the opinion that the mission and vision of their respective companies make them feel their

job is important.

57

11. The leadership team shares enough information with the employees.

H0- Employees of both the companies feel that the leadership team shares enough

information with them.

H1- Employees of both the companies feel that the leadership team does not share

enough information with them.

Group Statistics


DeviationStd. Error

Mean

The leadership team shares enough information with the employees

Aircel 49 1.98 .629 .090

Tata 49 1.69 .548 .078

Table 4.13: The leadership team shares enough information with the employees

Independent Samples TestLevene's Test for Equality


F Sig. t df

Sig. (2-

tailed)

Mean Differenc

e

Std. Error

Difference


the Difference

Lower

Upper

The leadership team shares enough information with the employee


1.104

.296

2.398

96 .018 .286 .119 .049 .522


2.398

94.233

.018 .286 .119 .049 .522

Table 4.14: Independent Samples Test

58

Interpretation:



alternate hypothesis. Thus, employees at both the companies’ i.e. Tata and Aircel are of

feel that the leadership team shares enough information with them.

12. Everybody is treated fairly in the company.

H0- Employees of both the companies feel that they are treated fairly in the

company

H1- Employees at both the companies feel that they are not treated fairly in the

company

Group Statistics


DeviationStd. Error

Mean

Everybody is treated fairly in the company

Aircel 49 1.86 .612 .087

Tata 49 1.57 .540 .077

Table 4.15: Everybody is treated fairly in the company

59



of Variance

s t-test for Equality of Means

F Sig. t df

Sig. (2-

tailed)

Mean Differenc

e

Std. Error

Difference


the Difference

Lower

Upper

Everybody is treated fairly in the company


.892

.347

2.449

96 .016 .286 .117 .054 .517


2.449

94.523

.016 .286 .117 .054 .517


Interpretation:



alternate hypothesis. Thus, employees at both the companies’ i.e Tata and Aircel are of

feel that they are given a fair treatment in their company.

60

13. Employees have a clear understanding of company’s values, goals and standards.

H0- The employees in both the companies feel that they have a clear

understanding of company’s values goals and standards

H1- The employees in both the companies feel that they do not have a clear

understanding of company’s values goals and standards

Group Statistics

Companies N Mean Std. Deviation Std. Error Mean

Employees have a clear

understanding of company's

goals, values and standards

Aircel 49 1.92 .702 .100

Tata 49 1.65 .522 .075

Table 4.17: Employees have clear understanding of goals, values and standards


Levene's

Test for

Equality of

Variances t-test for Equality of Means

F Sig. t Df

Sig.

(2-

tailed)

Mean

Difference

Std. Error

Difference

95%

Confidence

Interval of the

Difference

Lower Upper

Employees

have a clear

understanding

of company's

goals, values

and standards

Equal

variances

assumed

.010 .922 2.122 96 .036 .265 .125 .017 .514

Equal

variances

not

assumed

2.122 88.673 .037 .265 .125 .017 .514


61

Interpretation:

Since the p-vale (.922) is greater than the level of significance (0.05), therefore

we conclude that there is not enough evidence to reject the null hypothesis in favor of the

alternate hypothesis. Thus, employees at both the companies’ i.e. Tata and Aircel state

that they have a clear understanding of company’s goals, values and standards.

14. The goals and expectations are clearly expressed by the manager.

H0- Employees at both the companies say that the goals and expectations are

clearly expressed to them by their manager

H1- Employees at both the companies say that the goals and expectations are not

clearly expressed to them by their manager

Group Statistics


The goals and expectations

are clearly expressed by the

manager

Aircel 49 1.88 .634 .091

Tata 49 1.65 .597 .085

Table 4.19: The goals and expectations are clearly expressed by manager

62


Levene's Test

for Equality of


F Sig. t Df

Sig.

(2-

tailed)

Mean

Difference

Std. Error

Difference

95%

Confidence

Interval of the

Difference

Lower Upper

The goals

and

expectations

are clearly

expressed

by the

manager

Equal

variances

assumed

.906 .344 1.805 96 .074 .224 .124 -.022 .471

Equal

variances

not

assumed

1.805 95.662 .074 .224 .124 -.022 .471


Interpretation:



alternate hypothesis. Thus, employees at both the companies’ i.e. Tata and Aircel state

the goals and expectations are clearly expressed by the managers to them.

63

15. The company pays fairly for the work you do.

H0- Both the companies pay fairly to their employees

H1- Both the companies do not pay fairly to their employees

Group Statistics


The company pays fairly for

the work you do

Aircel 49 1.98 .661 .094

Tata 49 1.82 .527 .075

Table 4.21: The Company pays fairly for the work you do


Levene's Test

for Equality of


F Sig. t Df

Sig.

(2-

tailed)

Mean

Difference

Std. Error

Difference

95%

Confidence

Interval of the

Difference

Lower Upper

The

company

pays fairly

for the work

you do

Equal

variances

assumed

.221 .639 1.351 96 .180 .163 .121 -.077 .403

Equal

variances

not

assumed

1.351 91.477 .180 .163 .121 -.077 .403


Interpretation:



alternate hypothesis. Therefore we can say that employees at both the companies’ i.e.

Tata and Aircel are paid fairly for their work.

16. In the last year you have had opportunities to learn and grow

64

H0- Employees of both the companies feel that in the last year they were given

the opportunity to learn and grow

H1- Employees of both the companies feel that in the last year they were not

given the opportunity to learn and grow

Group Statistics


In the last year you have had

opportunity to learn and

grow

Aircel 49 1.86 .736 .105

Tata 49 1.57 .540 .077

Table 4.23: In the last year you have had opportunities to learn and grow


Levene's

Test for

Equality of


F Sig. t Df

Sig.

(2-

tailed)

Mean

Difference

Std. Error

Difference

95%

Confidence

Interval of the

Difference

Lower Upper

In the last

year you

have had

opportunity to

learn and

grow

Equal

variances

assumed

.436 .511 2.191 96 .031 .286 .130 .027 .545

Equal

variances

not

assumed

2.191 88.073 .031 .286 .130 .027 .545

Table 4.24: Independent Samples TestInterpretation:




Tata and Aircel have had opportunities to learn and grow in the last year

65

17. Job importance is an important factor to be considered for an employee to be

engaged

H0- Employees of both the companies have the opinion that that Job Importance

is an important factor for keeping them engaged

H1- Employees of both the companies have the opinion that Job Importance is not

an important factor for keeping them engaged

Group Statistics


Do you feel that the following

factors contribute for an

employee to be engaged:

Job Importance

Aircel 49 1.88 .726 .104

Tata 49 1.59 .610 .087

Table 4.25: Job Importance


Levene's Test

for Equality of


F Sig. T Df

Sig.

(2-

tailed)

Mean

Difference

Std. Error

Difference

95%

Confidence

Interval of the

Difference

Lower Upper

Do you feel

that the

following

factors

contribute

for an

employee to

be engaged:

Job

Importance

Equal

variances

assumed

.061 .806 2.111 96 .037 .286 .135 .017 .554

Equal

variances

not

assumed

2.111 93.231 .037 .286 .135 .017 .555


Interpretation:

66




Tata and Aircel feel that job importance is one of the important factors to be considered

for keeping an employee engaged to the company.

18. Job clarity is an important factor to be considered for an employee to be engaged

H0- Employees of both the companies have the opinion that that Job Clarity is an

important factor for keeping them engaged

H1- Employees of both the companies have the opinion that that Job Clarity is not


Group Statistics




employee to be engaged :

Job Clarity

Aircel 49 1.71 .645 .092

Tata 49 1.69 .652 .093

Table 4.27: Job Clarity

67


Levene's Test

for Equality of


F Sig. t Df

Sig.

(2-

tailed)

Mean

Difference

Std. Error

Difference

95%

Confidence

Interval of the

Difference

Lower Upper

Do you feel

that the

following

factors

contribute

for an

employee to

be

engaged :

Job Clarity

Equal

variances

assumed

.365 .547 .156 96 .877 .020 .131 -.240 .281

Equal

variances

not assumed

.156 95.990 .877 .020 .131 -.240 .281

Table 4.28: Independent Samples test

Interpretation:




Tata and Aircel feel that job clarity is one of the important factors to be considered for

keeping an employee engaged to the company.

68

19. Improvement and Reward is an important factor to be considered for an employee

to be engaged

H0- Employees of both the companies have the opinion that that Improvement

and Reward is an important factor for keeping them engaged

H1- Employees of both the companies have the opinion that that Improvement

and Reward is not an important factor for keeping them engaged

Group Statistics





Improvement and Reward

Aircel 49 1.61 .533 .076

Tata 49 1.53 .504 .072

Table 4.29: Improvements and Reward


Levene's Test

for Equality of


F Sig. t Df

Sig.

(2-

tailed)

Mean

Difference

Std. Error

Difference

95%

Confidence

Interval of the

Difference

Lower Upper

Do you feel

that the

following

factors

contribute for

an employee

to be

engaged:

Improvement

and Reward

Equal

variances

assumed

.005 .946 .779 96 .438 .082 .105 -.126 .290

Equal

variances

not

assumed

.779 95.707 .438 .082 .105 -.126 .290

Interpretation:Table 4.30: Independent Samples Test

69




Tata and Aircel feel that improvement and reward is one of the important factors to be

considered for keeping an employee engaged to the company

20. Regular feedback is an important factor to be considered for an employee to be

engaged

H0- Employees of both the companies have the opinion that Regular feedback is


H1- Employees of both the companies have the opinion that regular feedback is

not an important factor for keeping them engaged

Group Statistics





Regular Feedback

Aircel 49 1.71 .500 .071

Tata 49 1.73 .531 .076

Table 4.31: Regular Feedback

70


Levene's Test

for Equality of


F Sig. t Df

Sig.

(2-

tailed)

Mean

Difference

Std. Error

Difference

95%

Confidence

Interval of the

Difference

Lower Upper

Do you feel

that the

following

factors

contribute

for an

employee to

be engaged:

Regular

Feedback

Equal

variances

assumed

.059 .809 -.19

6

96 .845 -.020 .104 -.227 .186

Equal

variances

not

assumed

-.19

6

95.648 .845 -.020 .104 -.227 .186


Interpretation:




Tata and Aircel feel that regular feedback is one of the important factors to be considered

for keeping an employee engaged to the company

21. Good relationship is an important factor to be considered for an employee to be

engaged

71

H0- Employees of both the companies have the opinion that good relationship is


H1- Employees of both the companies have the opinion that good relatonship is


Group Statistics





Good Relationship

Aircel 49 1.76 .596 .085

Tata 49 1.73 .531 .076

Table 4.33: Good Relationship


Levene's Test

for Equality of


F Sig. t Df

Sig.

(2-

tailed)

Mean

Difference

Std. Error

Difference

95%

Confidence

Interval of the

Difference

Lower Upper

Do you feel

that the

following

factors

contribute

for an

employee to

be engaged:

Good

Relationship

Equal

variances

assumed

.502 .480 .179 96 .858 .020 .114 -.206 .247

Equal

variances

not assumed

.179 94.754 .858 .020 .114 -.206 .247

Table 4.34: Independent Samples TestInterpretation:

72




Tata and Aircel feel that good relationship is one of the important factors to be

considered for keeping an employee engaged to the company

22. Clear values is an important factor to be considered for an employee to be

engaged

H0- Employees of both the companies have the opinion that clear values is an


H1- Employees of both the companies have the opinion that clear values is not an


Group Statistics





Clear Values

Aircel 49 1.80 .539 .077

Tata 49 1.82 .486 .069

Table 4.35: Clear Values

73


Levene's Test

for Equality of


F Sig. t Df

Sig.

(2-

tailed)

Mean

Difference

Std. Error

Difference

95%

Confidence

Interval of the

Difference

Lower Upper

Do you feel

that the

following

factors

contribute

for an

employee to

be engaged:

Clear

Values

Equal

variances

assumed

.734 .394 -.19

7

96 .844 -.020 .104 -.226 .185

Equal

variances

not assumed

-.19

7

94.988 .844 -.020 .104 -.226 .186


Interpretation:




Tata and Aircel feel that clear values is one of the important factors to be considered for

keeping an employee engaged to the company.

74

23. Good communication is an important factor to be considered for an employee to

be engaged

H0- Employees of both the companies have the opinion that good communication

is an important factor for keeping them engaged

H1- Employees of both the companies have the opinion that good communication

is not an important factor for keeping them engaged

Group Statistics





Good Communication

Aircel 49 1.67 .555 .079

Tata 49 1.69 .508 .073

Table 4.37: Good Communication


Levene's

Test for

Equality of


F Sig. t Df

Sig.

(2-

tailed)

Mean

Difference

Std. Error

Difference

95%

Confidence

Interval of the

Difference

Lower Upper

Do you feel that

the following

factors

contribute for

an employee to

be engaged:

Good

Communication

Equal

variances

assumed

.796 .375 -.19

0

96 .850 -.020 .108 -.234 .193

Equal

variances

not

assumed

-.19

0

95.277 .850 -.020 .108 -.234 .193

Interpretation: Table 4.38: Independent Samples Test

75




Tata and Aircel feel that good communication is one of the important factors to be

considered for keeping an employee engaged to the company.

24. Work environment is an important factor to be considered for an employee to be

engaged

H0- Employees of both the companies have the opinion that work environment is


H1- Employees of both the companies have the opinion that work environment is


Group Statistics





Work Enviornment

Aircel 49 1.43 .500 .071

Tata 49 1.45 .503 .072

Table 4.39: Work Environment

76


Levene's Test

for Equality of


F Sig. t Df

Sig.

(2-

tailed)

Mean

Difference

Std. Error

Difference

95%

Confidence

Interval of the

Difference

Lower Upper

Do you feel

that the

following

factors

contribute

for an

employee to

be engaged:

Work

Enviornment

Equal

variances

assumed

.158 .692 -.20

2

96 .841 -.020 .101 -.221 .181

Equal

variances

not assumed

-.20

2

95.998 .841 -.020 .101 -.221 .181


Interpretation:




Tata and Aircel feel that good communication is one of the important factors to be

considered for keeping an employee engaged to the company.

77

25. The decision made at different levels in the organization satisfy them as an

employee

H0- Employees of both the companies feel that the decisions made at different

levels in the organization satisfy them as an employee

H1- Employees of both the companies feel that the decisions made at different

levels in the organization satisfy them as an employee

Group Statistics


The decisions made at

different levels in your

organization satisfy you as

an employee

Aircel 49 2.06 .429 .061

Tata 49 1.90 .368 .053

Table 4.41: Satisfaction as an employee


Levene's Test

for Equality of


F Sig. t Df

Sig.

(2-

tailed)

Mean

Difference

Std. Error

Difference

95%

Confidence

Interval of the

Difference

Lower Upper

The

decisions

made at

different

levels in

your

organization

satisfy you

as an

employee

Equal

variances

assumed

.023 .881 2.024 96 .046 .163 .081 .003 .323

Equal

variances

not

assumed

2.024 93.832 .046 .163 .081 .003 .323


78

Interpretation:




Tata and Aircel have the opinion that the decisions made at different levels in the

organization satisfy them as an employee.

79

CHAPTER 5: CONCLUSIONS & RECOMMENDATIONS

Summary of Findings

Based on this data collected from the field the analysis has been done with the

help of SPSS software. The summary of all the findings can be given through the help of

the different tests has been conducted on the data.

The employees of Tata Teleservices and Aircel have clarity of expectation which

is perhaps the most basic of employee needs in the workplace and is critical to

performance. Knowing what’s expected is more than a job description, its detailed

understanding of how a person is supposed to do fit in with what everyone else is

supposed to do and how these expectations change with the circumstances. Groups that

have high scores on this item are more profitable, more productive and creative.

They agree to the fact that when the manager asks them to accomplish a goal they

are provided with the necessary resources. It is one the strongest predictors of employee

engagement and this element also predicts employee retention, safety and productivity.

The employees at Tata accept that the manager allows them to use the best of

their natural selves, their talents as well as the skills and knowledge in order to build and

apply strengths.

The employees are been individually recognized or are at least told that they have

done a good job or that they have set a record.

Caring means setting each person up for success. The employees at Tata agree

that that they have a productive workplace in which they feel safe enough to experiment,

to challenge and share information, to support each other.

Tata Teleservices helps its employees to finds roles or positions that fit their

unique combination of skills, knowledge and talents. For them each employee in the

80

workplace is a unique individual and they always encourage the employees for their

development.

The employees at Tata believe in what they do. They identify themselves with the

company’s mission and purpose. This element focuses on maximizing individual and

group contribution.

Workplaces in which employees report to have best friend are more efficient than

workplaces with fewer best friends. Most of the employees at Tata have a best friend at

work which helps them in optimizing group contributions by enhancing the quality of

relationship between employees in workplace, in turn nurturing trust and emotional

loyalty.

Employees at both the organizations consider many factors like job importance,

job clarity, improvement, regular feedback, good communication, clear values, good

communication and work environment as some important factors for keeping them

engaged.

The employee engagement levels at both Tata Teleservices Ltd. and Aircel are almost the

same according to the test performed.

81

Conclusion

Employee engagement is not a big challenge for both the organization Tata

Telservices and Aircel. Employees in both the organizations find themselves engaged

with their organization.

When employees are engaged they demonstrate higher levels of performance and

commitment, and improved work relationships. The employees in both the organizations

would generally like to work there for a long time. Although both the organizations

should focus on increasing engagement levels as in today’s developing world, employees

always look for more engagement and satisfaction from their organization. They should

provide people with greater control over how they do their work, they should give the

employees opportunities to use their skills, build better communication and relationships

between management and staff.

Driving engagement requires adjusting work environments and processes.

Increasing engagement is a multifaceted challenge but there are certain ways of driving

engagement levels among the employees in an organization. Some of them are:

Build positive work relationships

Ensure a good fit between people’s skills and their job requirements.

Provide regular feedback on performance.

Give opportunities to learn new skills

Give employees greater control over their work.

Celebrate progress and recognize employees’ accomplishments.

Share information; communicate the direction and strategy of the organization.

Give employees the opportunity to share their ideas.

82

Limitations

In most of the cases the employees were not willing to fill the questionnaire due

to unknown reasons.

It was very difficult at times to convince them to cooperate with the research.

Time constraint was also there.

The respondents may, at times have given frivolous answers due to lack of time.

The survey was limited to particular regional offices in Jaipur.

83

REFERENCES

Azka Ghafoor & Tahir Masood Qureshi (2011). Transformational leadership,

employee engagement and performance: mediating effect of psychological

ownership. African Journal of Business Management, Vol. 5(17), 7391-7394

Robert J.Vance (2006). Employee engagement and commitment – a guide to

understanding, measuring and increasing engagement in your organization.

Effective Practice Guidelines- Employee engagement and Commitment, Vol.

50(2), 49-52.

Sirota Survey Intelligence (2007). Engaging employees through social

responsibility, retrieved July 3, 2012, from

http://www.sirota.com/pdfs/Engaging_Employees_through_Social_Responsibility.pdf

Ipsos Mori (2005). Engaging employees through corporate social responsibility-

employee relationship management. Retrieved June 14, from http://www.ipsos-

mori.com/DownloadPublication/1380_loyalty-erm-engaging-employees-through-

corporate-responsibility.pdf

Hay Group (2002). Engaged employees and Boost performance. Retrieved June

14, from

http://web.archive.org/web/20061123123100/http://haygroup.ca/pdf/knowledge_eng

aged_performance_working_paper.pdf

Konrad, Alison M. (2006). Engaging Employees through High-Involvement Work

practices. Ivey Business Journal. Retrieved June 16, from

http://www.iveybusinessjournal.com/topics/the-workplace/engaging-employees-

through-high-involvement-work-practices

Seijts, Gerard H. and Dan Crim (2006). The Ten C’s of Employee Engagement.

Ivey Business Journal. Retrieved June 16, from

http://www.iveybusinessjournal.com/topics/the-workplace/what-engages-employees-

the-most-or-the-ten-cs-of-employee-engagement

http://www.iveybusinessjournal.com/topics/the-workplace/what-engages-employees-the-most-or-the-ten-cs-of-employee-engagement

http://www.iveybusinessjournal.com/topics/the-workplace/what-engages-employees-the-most-or-the-ten-cs-of-employee-engagement

http://www.iveybusinessjournal.com/topics/the-workplace/engaging-employees-through-high-involvement-work-practices

http://www.iveybusinessjournal.com/topics/the-workplace/engaging-employees-through-high-involvement-work-practices

http://web.archive.org/web/20061123123100/http:/haygroup.ca/pdf/knowledge_engaged_performance_working_paper.pdf

http://web.archive.org/web/20061123123100/http:/haygroup.ca/pdf/knowledge_engaged_performance_working_paper.pdf

http://www.ipsos-mori.com/DownloadPublication/1380_loyalty-erm-engaging-employees-through-corporate-responsibility.pdf



http://www.sirota.com/pdfs/Engaging_Employees_through_Social_Responsibility.pdf

84

Robinson, Dilys & Sue Hayday (2003). Employee Engagement. In Brief (129).

Retrieved June 17, from http://www.employment-studies.co.uk/news/129theme.php

Robinson D & Perryman S (2004). The Drivers of Employee Engagement.

Institute of Employment studies. Retrieved June 17, from http://www.employment-

studies.co.uk/summary/summary.php?id=408

Mary Starke (2011). Research on Employee Retention: So many studies, so many

remaining Questions. Journal of Management, 200, 305-434

Robert A. Cooke (2010). Employee Engagement: Is it really “The Holy Grail” of

HR. Human Synergistics International. Retrieved June 10, from

http://www.humsyn.be/EmployeeEngagement.pdf

Nikandrou, I., Papalexandris, N., & Borates, D. (2000). Gaining employee trust

after acquisition: Implications for managerial action. Employee Relations, 22,

334-355.

Blessing White (2011). Employee Engagement report: A practical approach for

individuals, managers and executives. Retrieved June 12, from

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Louis R. Forbringer (2002). Overview of the Gallup Organization’s Q-12 Survey.

Retrieved June 16, from http://www.gallup.com

David Zinger (2010). The Zinger Employee Engagement model. Retrieved June

20, from http://www.davidzinger.com/zinger-model/

APPENDIX

http://www.davidzinger.com/zinger-model/

http://www.gallup.com/

http://www.blessingwhite.com/eee__report.asp

http://www.employment-studies.co.uk/summary/summary.php?id=408

http://www.employment-studies.co.uk/summary/summary.php?id=408

http://www.employment-studies.co.uk/news/129theme.php

85

EMPLOYEE ENGAGEMENT and RETENTION - A SURVEY

This questionnaire is designed with the purpose of better understanding the behavior, attitudes and opinions of employees towards their organization TATA Teleservices and with the view of coming up with the solutions to any kind of problems the employee face in the organization.

YES NO

1. Do you know what is expected of you at work?

2. Are you provided with support, materials, equipments and knowledge to do your work effectively?

3. At work, do you have the opportunity to do what you do best every day?

4. Does your supervisor, or someone at work, seems to care about you as a person?

5. Is there someone at work who encourages your development?

6. Do you have a best friend at work?

7. In past 1 month have you received recognition or praise for doing good work?

8. In past 1 month has someone talked to you about your progress ?

For the following statements mentioned below, please state your level of agreement.

1 2 3 4 5

STRONGLY AGREE

AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

86

9. At Work, your opinion seems to count

10. The Mission/Vision of the company makes you feel your job is important

11. The Leadership team shares enough information with the employees.

12. Everybody is treated fairly in the company

13. Employees have a clear understanding of company’s goals, values and standards

14. The goals and expectations are clearly expressed by the manager

15. The company pays fairly for the work you do

16. In the last you have had opportunities at work to learn and grow

17. Do you feel that the following factors contribute for an employee to be engaged?

Strongly Agree

Agree Neutral Disagree Strongly Disagree

Job importance

Job Clarity

Improvement and RewardRegular Feedback

Good Relationship

Clear Values

Good Communication

Work Environment

18. The decisions made at different levels in your organization satisfy you as an employee.

Strongly Agree Agree Neutral Disagree Strongly Disagree

87

DEMOGRAPHIC PROFILE

Gender: (a) Male (b) Female

Marital Status: (a) Married (b) Widowed (c) Separated (d) Divorced (e) Unmarried

Age (in years): (a) Below 30 (b) 30-35 (c) 35-40 (d) 40-45

(e) 45-50 (f) Above 50

Number of Family Members:

(a) Below 3 (b) 3-5 (c) 5-8 (d) Above 8

Education Level:

(a) Graduate (b) PG (c) Higher Secondary (d) Senior Secondary

(e) Diploma

Nikita Report Part2

Documents

Transcript of Nikita Report Part2