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A Comprehensive Project Report On

Submitted ToShayona Institute Of Business Management

In Partial Fulfillment Of The Requirements For Summer Internship Programme For The Award Of The Degree Of

Master Of Business Administration

In

A STUDY ON EMPLOYEE ENGAGEMENT IN IT INDUSTRY

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Gujarat Technological UniversityUnder The Guidance OfFaculty Guide:Prof. Jui YagnikProf. Prashanti KothariSubmitted By:

Kinjal Patel (Enrollment No: 118200592065)

Jinkal Patel (Enrollment No: 118200592037)Mba Programme 2011 – 2013 (Semester Iii/Iv)

Index

No. Particular Page No

1. History Of IT Industry 2

Overview Of IT 5

2 Literature review 8

Definition Of Employee Engagement 8

Process Of Employee Engagement 9

Advantages Of Employee Engagement 10

Dimension Of Employee Engagement 12

Phases Of Employee Engagement 13

Characteristics of Employee Engagement 16

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Strategies of Employee Engagement 17

Drivers of Employee Engagement 19

Role in Change Management 27

3 Research Problem 29

4 Research Objective 29

5 Sampling Method 30

6 Bibliography 31

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1. History of IT Sector

* The Information Technology (IT) Sector has been one of the hotshots of Indian

economy. Remarkable transformation and growth of the economy has created

opportunities both in exporting software and services and in the domestic market.

* The Indian IT & ITES Sector has grown considerably over the last decade to

contribute over 6% of the country’s GDP.

* Growth in Indian information technology in the world market is primarily dominated by

IT software and services, including system integration, IT consulting, application

management, custom applications, infrastructure management, software testing and

web development.

* Competitive factors such as skilled workers, adequate telecommunication networks,

and an improving policy and regulatory environment have enabled both domestic and

foreign firms to rapidly expand in the internationally competitive IT services sector.

* Though the United States & United Kingdom still remains the dominant market,

accounting for about 79%, for the Indian IT-BPO industry, the Continental Europe and

Asian markets are catching up as they witness higher growth in demand.

* In contrast, the IT hardware segment has lagged and has focused very largely on the

domestic market, which remains heavily dependent on imports of components and

finished IT goods.

* Government is actively pursuing measures to stimulate the growth of Electronics

Hardware Manufacturing Industry in the country.

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* India is regarded as the premier destination for the global sourcing of IT-ITeS,

accounting for almost 51% of the global sourcing market size of $94 billion .

* India now has a 62% share of the global technology services market (IT Services,

Engineering Services and R&D) of about $58 billion and a 32% share of the Global

Business Outsourcing Market of about $37 billion.

* With the BPO going strong for the past few years, the Knowledge Process

Outsourcing (KPO), which may be called the highest level of the BPO, is still at a

nascent stage of development in the country.

* It is expected that emergence of the KPO market will offer high-value services in off

shoring and help the Indian ITeS Industry to climb the global value and knowledge

chain.

* The team at Ventures Middle East has brought a report a report on the Information

Technology Industry in India , which provides a comprehensive understanding of the

entire market dynamics of the Information technology sector to assist players interested

in assessing the market opportunities in this robust and dynamic market.

* Besides providing detailed analysis of the Indian Electronics & IT hardware and

Software & Services Sectors, the report also conducts a scrutiny of the various political,

economic, social, technological, legislative and environmental trends impacting the

sector.

* It provides a complete technology road map on how the Indian IT sector has evolved

over the years and detailed information about the policies and events.

* The key highlight of the report is that it presents a complete and coherent competitive

overview of the Indian Information Technology.

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* Along with a detailed profile of top players in the industry, the report further details

various business models adopted by the leading players in the sector.

* This study is a critical guide to understanding the forces that produce the changes in

the IT/ITeS Market and in making informed decisions on the industry.

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IT Overview

The IT Department components include hardware and software support, training,

networking, system installation and repair, technology research and daily computer

operations.

At the broadest level, managing IT is the practice of overseeing and running a

company's information technology (IT) investments and systems.

The highest level IT person in a company is usually the chief information officer (CIO),

who participates in strategic planning with senior managers to determine how IT can

help the company achieve its business objectives.

These objectives might include getting to market faster with a new product or reducing

the amount of inventory it carries.

At companies of all sizes, IT spending is one of the biggest line items in the budget.

Large enterprises typically spend between one percent and 10 percent of revenues on

IT, depending on the industry. A large company's major IT systems

typically include:

Enterprise resource planning (ERP) :-Manufacturing companies use ERP to run the business, tracking and entering

orders, transferring them to the factory for production and then out through the

supply chain for distribution to the ultimate customer.

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Customer relationship management (CRM) :-This system collects data directly from the customer (such as demographic data,

product preferences and future buying intentions) and uses this data to plan

marketing campaigns, improve customer service, and design better products.

Internetworking :-The corporate local area network (LAN) connects employees to databases and

applications and lets them share data. The network may be based on wired

(traditional) or wireless LAN technology. Corporate offices are connected via a

wide area network.

(WAN).

ECommerce platform :-In the age of the Internet, virtually all companies sell their goods and services to

their market (whether consumer or business) via Web sites. ECommerce

platforms run the gamut from high-profile retailers' Internet shopping sites to

business-to-business(b2b) sites that a company's customers and suppliers can

use for self-service functions such as order tracking.

In past years, millions of companies all over the world spent

Enormous sums of money on technology without realizing a return on Investment (ROI).

As a result, senior management demanded better oversight of technology

purchases with more emphasis on justifying the proposed project before

allocating the funds.

An alternate form of justification, called total cost of ownership (TCO)analysis,

has gained popularity.

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This involves analyzing not only the initial cost of the hardware and software to

determine project costs but also the cost to train employees as well as maintain

and run the system over its entire lifecycle.

Outsourcing IT is an outgrowth of the focus on achieving value for money spent

on IT.

The theory behind IT outsourcing is that an expert third party can handle IT

functions most efficiently and less expensively than the company itself.

Companies increasingly desire to stick to their "core competencies," the functions

that provide them competitive advantage in the marketplace.

Though a related phenomenon, offshore outsourcing has gained prominence

recently, companies have off-loaded IT functions including help desk IT

infrastructure and data warehouse to outside providers for decades.

Another related approach is the application service provider (ASP) model through

which companies "rent" software applications or equipment from the provider for

a monthly fee.

When companies outsource IT functions to outsourcers or ASPs, service level

agreements(SLAs) define every aspect of the arrangement between customer

and provider, outlining the level of service to be provided (such as 99.9 percent

network availability)and the consequences if that level is not met (such as a

schedule of fee refunds).

Tech Target provides enterprise IT professionals with the information they need

to perform their jobs - from developing strategy, to making cost-effective IT

purchase decisions and managing their organizations' IT projects - with its

network of technology-specific Web sites, events and magazines.

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2. Literature Review

Employee Engagement:

The individual’s involvement and satisfaction with as well as enthusiasm for work’

OR

A positive, fulfilling, work-related state of mind that is characterized by dedication, and

absorption

Process of E_Engagment:-

The success of any organisation is the higher involvement, engagement and dedication

of employees towards their jobs and their continuous performance to attain more, it is

necessary to keep their spirits high, motivate them to perform their best always and

generate a breed of satisfied and dedicated employees.

Employee Engagement is not a one time process that can quickly bring results; rather

it is an ending process that will go on till the existence of an organisation.

As it is an established fact that there is a clear link between organisational performance

and employee engagement, every organisation seeking sustenance and growth in the

ever changing world of work quickly respond to the needs of employees along with

designing and implementing a customised process to increase the levels of employee

engagement.

The following are a few basic steps in this process based on the best industry practices.

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1. Prepare and Design: The first step in the process is about discovering the

specific requirements of your organisation and deciding the priorities. After that a

customised design of carrying the whole process can be designed.

2. Employee Engagement Survey: Design the questions of the employee

engagement survey with the help of an appropriate media. It can be either in

printed form or set online depending upon the comfort level of the employees and

your questionnaire evaluation process.

3. Result Analysis: It is the most important step in the entire process. It is time

when reports are to be analysed to find out what exactly motivates employees to

perform their best and what actually disengages them and finally compels them

to leave the organisation.

4. Action Planning: ‘How to turn the results of the survey in to an action’ is a

challenging question that organisations need to deal with the care. Coaching of

line managers as well as HR professionals is very important in order to tell them

how to take appropriate actions to engage employees. They should also be told

about do’s and don’ts so that they can successfully implement the changes.

5. Action Follow-up: Action follow up is necessary in order to find out if the action

has been taken in the right direction or not and if it is producing the desired

results.

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Communication involves plan follow-up, providing timely information and involvement of

each level of organisational hierarchy.

Advantages of Employee engagement:

-They will perform better and are more motivated

-There is a significant link between employee engagement and profitability

-Engaged employees will stay with the company, be an advocate of the company and

its products and services, and contribute to bottom line business success.

-Creates a sense of loyalty in a competitive environment.

-Provides a high energy working environment.-Engaged employees serve as a brand ambassador of the organisation.

Element of E_Engagement

A commonly agreed upon definition would be physical, psychological or emotional

involvement of the employee while at work.Four things are important when we talk

about employee engagement; commitment, motivation, loyalty and trust..

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1. Commitment: Commitment means the degree to which individuals associate

themselves with the job, the responsibilities and the organisational objectives.

Engaged employees are those who are fascinated by their work and committed

to face every challenge to attain their goals. They are dependable and highly

productive and therefore, are accountable for what they do.

2. Motivation: Up till recently it was believed that the biggest motivation is

achievement. The reverse is also true, which means achievement results in more

motivation. If employees put in their 100 percent efforts to take their organisation

to the next level, this attained status motivates them more than anything. Proper

rewards and recognitions can further motivate them to achieve more and more

for their organization.

3. Loyalty: Employees who are actively engaged in their work show more loyalty

towards the organisation. The best part is that they need less focus and attention

of managers to perform their task as they themselves feel accountable for their

job responsibilities and results attained.

4. Trust: High levels of employee engagement can be fostered only when trust

prevails in the organisation from both the sides. As they share strong emotional

bond with the organisation, the latter should also show trust in their abilities.

Employees must be given autonomy to perform their tasks their way. They

should not be restricted to a specific rules and regulations and therefore, should

be motivated to experiment to perform their task in a different and innovative

manner.

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Apart from this, organisational culture, a well established and duly followed reward

system including compensation, benefits, stock exchange options and recognition and

personal growth and satisfaction of employees are also important factors in improving

the levels of employee engagement.

Dimensions of Employee Engagement

There are different dimensions of employee engagement that make productive

organisations stand apart from the rest and determine their destiny.

Things like what employees get in exchange for the efforts they put to perform the

delegated tasks, if employees are able to perform their best, if they are treated as an

important asset or just a means to perform the job and how they can grow if they stick to

their organisation are of great importance.

What Do I Get: Employee engagement to an extent depends upon what people get in

exchange for performing the job. This includes basic compensation, benefits,

organisational culture and working environment. These are basic elements that motivate

them to join the organisation and perform the given task with complete dedication.

What Do I Give: This helps employees to understand what exactly they are expected to

give the organisation. This includes defining their job responsibilities that they need to

fulfil and tasks that they need to perform. The human resource team and immediate

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supervisors or managers need to tell them clearly what they are expected to do. It

creates more meaningful relationships among seniors and subordinates and

workgroups.

Do I Belong to the Organisation: Even employees would like to stay with the organisation

that treats them as their integral part and not just the means to get the job done. Their Opinion

gives them satisfaction and motivates them to put their best to meet organisational goals.

How Can I Grow: Continuous growth including promotions, salary , rewards and

recognition are most essential tools to retain employees in the organisation. New

challenges and opportunities to learn keep them motivated towards their work life and

encourage them to give their best even during crisis.

Phases of E_Engagement

Employee engagement is a concept that has begun to grab the attention of the

corporate world for past few years. When put simply higher levels of employee

engagement mean higher profitability of the organisation.

Employee engagement is critical. It makes sense to engage employees and make them

find a meaning in what they do.

Those employees who do not understand what they contribute towards the success of

their organisation will not stick to it for long. They would rather consider leaving in a few

months or years as and when they are offered a high-paying job.

Employee engagement is a long term process and goes through various phases

describing the level of the engagement, involvement, attachment and belongingness

between employee and employer. These phases of employee engagement make a

continuous cycle that each organisation aiming to achieve increased profitability must

undertake.

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1. Attract

The first phase of the employee engagement cycle is attracting the best talent

from the industry. This phase involves creating a positive impression about the

work culture and employee career as a potential employer. It is all about carefully

creating an authentic, genuine and crafted image as an employer. The first phase

is the most important phase of the employee engagement cycle.

Another aspect spreading the reputation of an organisation is its employees.

Their job and career satisfaction speaks about their workplace. Besides attracting

the talent from the outside, it is important to keep the existing employees

attracted towards the organisation.

2. Acquire

The acquire image involves more than one thing. It includes (1) the way the

potential candidates are interacted while advertising a position; (2) keeping the

promises that were made while hiring them and (3) providing the new joiners a

right kind of work culture.

When an organisation advertises a position, interested candidates apply. The

way their applications are created, the reaction of the organisation and the

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manner in which they are approached speak a lot about the image and work

culture of an organisation.

Hiring the best talent not only serves the purpose. During their (Some Holidays)

initial period with the organisation, the company must try to keep all the promises

that were made during the selection process.

Besides this, they should feel happy and satisfied when their expectations are

tested against the reality. Providing the right kind of culture also plays an

important role in keeping them engaged.

The whole idea is to prepare them to perform their best by giving them

challenging tasks right from the beginning.

3. Advance

It not only involves promoting the employees to a higher designation along with

salary increments but also growing them in other tangible and intangible ways.

Job rotation can help them grow in experience, responsibility and belongingness

but only when it is done right. Advancing the employees in every aspect, be it

monetary or non-monetary, is the key to retain people and develop their overall

personality.

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Characteristics of an employee engagement

Mutual Trust: Trust is the base of any organisation. Letting people do their work

without telling them how to perform it is one of the best ways to engage staff.

Employees welcome each other’s opinions and find out a wide variety of ways to

accomplish a particular task.

Job and Career Satisfaction: Job satisfaction is one of the main characteristics of an

engaged workforce. The individual who is satisfied with their career and the way their

career graph is raising prefers to stick to the organisation for a very long period of time.

Switching the organisations frequently is not a characteristic of satisfied employee.

Credible Leadership: As mentioned earlier, an engaged workforce doesn’t need

directions for performing a specific job from time to time. Employees know how to do it

in the best possible manner. They not only exhibit credible leadership qualities in routine

tasks but also come up with innovative ways to deal with crisis or emergencies.

Focused and Keen to Take up Challenges: An engaged workforce is entirely focused

and knows what to do and when. They are always keen to take up new challenges in

order to solve the existing problems in the organisation as well as acquire new skills.

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Better Performance: Employee engagement is directly related to better performance.

Employee performance is the only way to measure the engagement, involvement and

dedication of employees towards their jobs.

Problem Solving Attitude: Engaged workforce not only delivers its job responsibilities

but also keeps a problem solving attitude always. A highly engaged employee displays

a sense of belongingness towards the organisation and makes every effort to solve the

problems that pose a hindrance in the organisation’s way of success.

The above mentioned are the essential characteristics of an engaged workforce. However, mutual respect, commitment, enthusiasm, optimism and discretionary efforts to serve customers better are add-on characteristics that an engaged employee generally exhibits.

Employee Engagement Strategies

The employee engagement cannot be improved only by designing and implementing

effective human resource strategies but their involvement and quality of output produced

by them also depends on their relationships with their subordinates and seniors.

It is a basic need of human beings to belong and to be belonged. Such collaborations

can be a major contributor to the success of a company.

Until recently, solutions facilitating two-way communication including top-to-bottom and

bottom-to-top were given much important but nothing has been done to foster the open

communication and collaborations among employees.

The way they interact with each other determines the health of any organisation. A

perfect balance of respect, care and competitiveness should be prevailed in the

organisation to keep them actively engaged in their jobs. Mutual support and healthy

relationships contribute majorly to the organisation’s success.

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1. Unify the Experiences: Conduct an employee engagement survey in order to

find the factors responsible for engaging and disengaging employees. Unify the

common experiences and problems and design employee engagement

strategies accordingly. Sharing of feedback in written is one way of

communicating the experiences and problems.

2. Evolving Through Open Communication: Open communication or face to face

communication in the form of discussions can really help in bringing the various

issues and identifying the main problems in the organisation. It is very essential

to establish a proper communication where everyone can put their views and

suggest a solution too. Most of the top organisations ask for suggestions and

new ideas from their employees and then offer rewards on giving the best

proposal.

3. Providing Proper Communication Channels: Some employees are

comfortable with open face-to-face communication styles whereas there are

some who want to give feedbacks and suggestions in written. Discovering the

best channel of communication and establishing a proper route to share

feedbacks and views plays a vital role.

4. Enabling Conversation Fluidity: Whichever way of communication you choose,

ensure that it has required fluidity. There should not be any hindrance in the

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established method of communication. Not being able to provide feedback or

share problems and experiences can lead to frustration and distress among

employees. Therefore, ensure that there are no barriers to communication. This

can also result in disengaging the engaged employees.

5. Manage Communication: Managing communication is the last but the most

important step in the entire process. Managers should keep a check on the entire

process in order to ensure that it is not adversely affecting the health of the

organization.

Drivers Of Employee engagement :-

1. Work/Job Role - Employees must see a link between their role and the larger

organization goal. Understanding this linkage provides an intrinsic motivation and

increased engagement. Most employees will come to work on time without

possessing a sense of belonging and will try and complete assigned tasks even

without possessing that sense achievement on completion of task. However, an

employee that sees a clear linkage on how his/her role contributes to the

organization will go the extra mile and help create organization wealth.

2. Work Environment/Organization Culture - The bond between an employee

and the organization is cemented when the employee identifies with the culture

of the organization. An employee is engaged and motivated to stretch beyond the

call of duty if he/she finds the work environment enabling and supportive.

3. Rewards and Recognition - The bottom line is that people work to earn which

helps fulfil ambitions. Equitable pay coupled with rewards and recognition

programs enhances motivation and leads to commitment and engagement.

4. Learning and Training Opportunities - As Lawyer (2006) put it - “People Enjoy

Learning.” This is especially true in the case of today’s millennial workforce that

constantly looks at enhancing knowledge and skill. Skill and Knowledge

enhancement is not just important for the employees but providing a learning

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culture is essential for organizations to remain relevant in the constantly

changing business landscape.

5. Performance Management - An effective performance management system

contributes positively to employee engagement. Goal setting lies at the root of

any performance management system. Clearly articulated goals, a fair and just

means to judge performance and timely, rational feedback are critical elements in

creating a bond between the employee and his/her organization.

6. Leadership - It is a well recorded fact that most resignations happen because

the employee is not satisfied with his/her ‘boss.’ An organization that spends time

and effort in grooming leaders who are aligned to its goals, culture and people

invests well. New age industries have a young and dynamic workforce that looks

for autonomy in decision making, increased responsibility and accountabilities.

7. Other Factors - Clear and open communication, quality of interaction with peers,

collaboration, organization policy, organization performance are all contributing

factors to employee engagement.

Job/role of employee

helps to improvement of employee engagement.

1. Clear Role Definition - Engagement begins even before the employee joins

work. Carving out a clear job description will actively engage a potential hire and

help convert him/her into an enthusiastic joiner and then engaged employee.

2. Paint the Larger Picture - During the peak of hiring activity, my team and I were

given a tough time about new joiner renege and attrition of existing employees.

Most of the time, we oscillated between bearing the brunt and/or retaliating by

throwing our hands up, buying time or throwing industry data points as reference

but never did we understand the true impact till one of the business leads sat us

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down and connected the dots for us and articulated the $(dollar) impact of each

of our activity. That day, we graduated to truly becoming business partners.

3. Job Rotation - The grass on the other side is always greener. While the revenue

generating/client facing entities believe that the support staff (like admin, human

resources, finance) has a cushy job, the support staff often complains of a

vendor like treatment at the hands of the former. An employee can contribute his

best if he/she can see how his/her role ties in with the larger organization goals

or explore linkages of his/her role with other teams in the organization. For this

purpose, tools such as job-rotation, multi team projects, best practice sharing by

teams can be leveraged effectively by organizations. Such interactions help

create an informal and seamless source of information across teams which helps

employees to perform effectively and efficiently.

4. Goal Setting - A realistic and time bound goal that clearly mentions linkage to

the organization goal is an important aspect in building an engaged workforce.

This will be dealt with in greater depth in the following chapter which deals with

Performance Management as a driver of engagement.

5. Job Loading - Organizations can effectively use both ‘vertical-loading’ i.e. job

enrichment and ‘horizontal-loading’ i.e. job enlargement to motivate employees.

Both these approaches allow an employee to explore and use their strengths and

also beat work monotony.

Zinger Model Of Employee Engagement

An expert on engagement, David Zinger is a Canadian based management consultant

whose work is designed to fostering relationships to increase the employee engagement

in your organisation. With an experience of more than 25 years in this field, he is able to

combine the current researches with practical approaches in order achieve substantial

results.Based on his extensive and thorough work on employee engagement, he has

introduced a workable model that throws light on various aspects of employee

involvement, dedication and engagement. The model is called Zinger Model on

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Employee Engagement. The model provides organisations with 12 keys that a manager

must follow to achieve significant results.

1. Achieve Results: Achieving the desired results, i.e., higher levels of employee

engagement is the ultimate aim of the Zinger model; however, the process is well

supported by various other steps. The managers need to work on self as well as

the employees of the company through well crafted strategies.

2. Craft Strategies: Crafting appropriate strategies to achieve higher levels of

employee engagement is the first and foremost task. It involves a lot of planning

and considerations of employee as well as organisational requirements.

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Managers can seek helps from professional management consultants in order to

craft effective strategies.

3. Enliven Roles: Employees will love their work when it seems interesting to them.

Managers should work on redefining their tasks and responsibilities in a manner

that eliminates the element of boredom from their job to keep them interested in

their work.

4. Excel at Work: Motivating employees to perform work certainly pays off. An

organization must have a system for recognizing and rewarding employees for

their efforts so that they remain stimulated to perform better and better.

5. Get Connected: Managers must remain connected to their subordinates so that

they can share their problems and ask for advice to perform their tasks.

Communication is the backbone of every managerial process.

6. Be Authentic: Being real and genuine is what is expected from a leader. Top

management, HR people as well as immediate managers should show genuine

concern towards the problems of employees and make dedicate efforts to help

them get rid of it.

7. Live Recognition: Recognizing the efforts of employees in front of everyone not

only boost their moral but also encourages them to stay with the organisation and

perform their best always.

8. Fully Engage: The desired results can be achieved in the fastest possible way

only if employees are fully engage. A comprehensive study about what actually

engages or disengages the employees must be conducted. Designing and

implementing appropriate strategies is the next step.

9. Identify with Organisation: Employees stay in organisation for long years if

they feel connected to their organisation. Management should understand that

they are their most important assets without which nothing can be achieved.

10.Serve Customers: Only engaged employees can serve their customers in the

best possible manner. Maintain a tradition and culture to offer the best services

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to the customers. Making employees aware of this tradition of the organisation

from time to time can help a great deal.

11.Develop Personally: Organisation should not only focus on attaining its goal but

also on the overall development of an employee. Employees who grow with the

organisation are deeply connected to their workplace and always ready to walk

that extra mile to achieve success for it.

12.Attain Happiness: Happy and satisfied employees are the most important

assets of an organisation. The secret behind the success of highly productive

businesses is their happy employees.

Hygfiene Factor and Motivation Factor :-

Employee engagement has been linked with almost every aspect of management in

some or other form. Although there are not enough evidences to support a direct

relationship between them but several factors show that they are indirectly connected

with each other. In the same way, the hygiene and motivation factors have also been

associated with employee management. In fact, they have proven to be dependable and

unswerving predictors of the level of involvement and engagement of employees

towards their jobs.

Motivation factors are intrinsic conditions that influence the level of employee engagement. They have the ability to satisfy one’s own psychological needs including

sense of achievement, personal and professional growth, proficiency and status in the

organization. The psychological fulfillment at any stage of an individual’s career plays a

vital role in determining his or her involvements and commitment towards their work as

well as the organization.

Hygienic factors, on the other hand, are considered the extrinsic conditions that motivate employees to perform their best and feel committed towards their work .

The factors such as working conditions, organizational culture, remuneration, perks and

benefits, job security and relationship with colleagues and subordinates and immediate

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supervisors play an important role and make them stay within the organization and grow

with it.

Motivation Factors Recognition: It is the prime responsibility of an organization to recognize the

efforts made by employees. Along with its HR department and a reputed

management firm, it should establish a well-defined reward and recognition

program.

Employee Empowerment: Employees should be given an autonomy to make

their work related decisions. This helps them perform the task in the best

possible manner. Moreover, this gives them a platform to be creative and

perform an assigned task in a unique manner.

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Career Progression: The talent is attracted to work with only those

organizations that can help them build up a career. Organizations must have

clear and well defined policies regarding the career progression of its employees.

Personal and Professional Growth: This is something that motivates

employees to work harder and perform their best. If they see their personal and

professional growth with the organization, they will stay and develop a feeling of

belongingness towards the organization.

Interesting and Challenging Work: Different tasks must be assigned to

employees at different times. Managers should try to assign them interesting and

challenging tasks that motivates them to do something different from their routine

job and feel a sense of achievement.

Sense of Achievement: Last, but not the least, the sense of achievement gives

psychological fulfillment to any individual at the end of the day. Organizations can

help their employees achieving this feeling by recognizing and rewarding their

efforts.

Hygiene Factors Remuneration and Benefits: The wages and additional benefits are the first

requirement to attract a pool of talent and actively engage them in their jobs.

Job Security: Individuals want to associate themselves with only those

organizations where they can have job security. Highly productive and most

reputed private firms are far more popular than government sector companies

just because they offer good compensation, job security and excellent working

conditions.

Relationships with Peers, Subordinates and Seniors: It is the basic need of

an individual to belong and to be belonged. Cordial relationship with other

employees at the workplace creates a positive work environment. Employees do

not hesitate in offering or seeking help from others to execute an assigned task in

the best possible manner.

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HR Policies and Procedures: HR policies and procedures of a company reveal

a lot about its working. Companies with well defined HR policies attract a bigger

pool of talent as well as is successful in keeping their employees actively

engaged.

Role in Change management

Various independent and organisation based studies have revealed (Aware) that

employee engagement is the heart and soul of the change management process.

Multiple researches at highly productive and reputed organisations seeking new

competitive advantages in this ever changing business environment have exposed that

the higher level of engagement, involvement and dedication of employees is the primary

requirement to successfully implement a change initiative taken by the management.

While there is no single clear link between employee engagement and change management but various themes and interpretations can be extracted depending upon the studies and researches conducted by the organisations and change management experts.

It is believed that the greater the employees are engaged, the more likely they would

go an extra mile to deliver the best performance and adopt various changes

implemented in the organisation. Their fondness towards the organisation, their

dedication towards their work, their keenness to achieve more and their job satisfaction

support all business processes that are related to bring a change. If employees are

actively engaged in their job, they will readily support the change management initiative

taken by the management.

Employee engagement has been listed as a primary requirement to the success of a

change management process.

A proper communication channel and project management are the backbone of any

business function. But where employee engagement, involvement, dedication,

ownership and accountability are built, things become relatively easier. However, it

doesn’t mean that organisation can take it easy and assume that engaged employees

will always welcome a change initiative. The moment they feel that it is not bringing a

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positive change in their way of working, organisational culture, work environment or

their overall personality development, they will be reluctant to take it further and be a

part of it.

The organisation needs to carefully communicate it so that employees interpret in

the similar manner as it has been communicated. Until both top management and

employees are on the same side and think alike about a specific change initiative, it

is almost impossible to take it to the next level and implement it.

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3. Research Problem

More employees are looking for new opportunities outside their organization. Employees worldwide view opportunities to apply their talents, career development and training as top drivers of job satisfaction. The actions most correlated with high engagement are not always the ones that receive the most favorable ratings.

4. Research Objective

To Increase retention ratio and decrease attrition ratio in the Organization. TO

Enhance Employee Motivation and Job Satisfaction. To Increase Productivity and

Profitability. To Increase Communication level and Trust among the Employees.

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5. Sampling Methods:

Sampling Methods Are Classified As Either Probability Or Non Probability. In Probability

Samples, Each Member Of The Population Has A Known Non-Zero Probability Of Being

Selected. Probability Methods Include Random Sampling, Systematic Sampling, And Stratified

Sampling. In Non Probability Sampling, Members Are Selected From The Population In Some

Nonrandom Manner. These Include Convenience Sampling, Judgment Sampling, Quota

Sampling, And Snowball Sampling. The Advantage Of Probability Sampling Is That Sampling

Error Can Be Calculated. Sampling Error Is The Degree To Which A Sample Might Differ From

The Population. When Inferring To The Population, Results Are Reported Plus Or Minus The

Sampling Error. In Non Probability Sampling, The Degree To Which The Sample Differs From

The Population Remains Unknown.

Probability Sampling:

Random Sampling:

Systematic Sampling

Stratified Sampling

Area Sampling

Non Probability Sampling

Convenience Sampling

Judgment Sampling

Quota Sampling

Snowball Sampling

Population:

Population For The Study Comprised in IT Industry In Ahmadabad.

Sample Size:

Our Sample Size is 150 employees In IT Industry in Ahmadabad.

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6. Bibliography

http://www.deccanherald.com/content/246182/strategies-employee-engagement.html

https://worksatisfied.com/?gclid=COqmitnS5rMCFUwb6wodaB8Arg

http://informationaboutITindustry.com

http://nisharaghavan.com/5-rules-of-employee-engagement/#more-1629

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