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CHAPTER 1: INTRODUCTION

Over the past 20 years, business leaders and human resource professionals have inconsistently applied the term engagement when referring to attitudes, perceptions and behavior of employees at work. An example of these inconsistencies can be illustrated by the fact that we frequently hear business leaders discuss the level of engagement of their workforce, using this term to convey a perceived sense of satisfaction, trust, commitment or other employee attitude. Further, many organizations today use a variety of engagement surveys that have little to do with engagement and instead measure employee perceptions of specific elements of their work environment, benefits or compensation.Employee engagement is derived from early studies in the 1920s on morale or a groups willingness to accomplish organizational objectives. The concept was matured by US Army researchers during World War II to predict unity of effort and attitudinal battle readiness before a strike. Again, post war mass production society needed unity of effort in execution for speed & quality, where morale was considered to be the most important indicator. In the modern day perspective with the advent of knowledge worker, stress was given on individual talent management. Thus a term was required to describe an individuals emotional attachment to the organization, to his fellow colleagues and to the job. Thus came the term employee engagement, which is an individual emotional phenomenon whereas morale is a group emotional phenomenon.A successful employee engagement strategy helps create a community at the workplace and not just a workforce. When employees are effectively and positively engaged with their organization, they form an emotional connection with the company. This affects their attitude towards both their colleagues and the companys clients and improves customer satisfaction and service levels.Employee engagement is a workplace approach designed to ensure that employees are committed to the business goals and values. By involving them in the business, they will be motivated to contribute to the business success and at the same time improve their sense of well-being. Employee engagementwas described in the academic literature by Schmidt et al. (1993). A modernized version of job satisfaction, Schmidt et al.'s influential definition of engagement was "an employee's involvement with, commitment to, and satisfaction with work. Employee engagement is a part of employee retention." This integrates the classic constructs of job satisfaction (Smith et al., 1969), and organizational commitment (Meyer & Allen, 1991)."Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization which profoundly influences their willingness to learn and perform at work". Thus engagement is distinctively different from employee satisfaction, motivation and organizational culture.Managing employees behavior, work schedules, performance reports, employees training, motivational activities, right person at the right place, hiring and firing are common practices by the department of human resource management of any developed organizations. All over the globe organizations have realized that skilled labor and technocrat people exploit the organization for better pay incentives at least amount of workload because they know human resource is a big competitive advantage for the organizations. In developing countries skilled labor and technocrat people are psychologically and economically kidnapped from their competitors with two plus two packages to compete the market and many times they succeeded to harness the organizations with the stakeholders. Such practices encourage the employees to get better employment opportunities. The objective of this study is to analyze the impact of job satisfaction, job involvement, job stress and organizational commitment on employees turnover intention.Global studies suggest that there are three basic aspects of employee engagement:1. The employees and their own unique psychological makeup and experience.2. The employers and their ability to create the conditions that promote employee engagement.3. Interaction between employees at all levels.

Key drivers of employee engagementThe Conference Board published an article Employee Engagement A review of current research and its implication on the basis of 12 major studies conducted by research firms. It came out that 4 of the studies mentioned 8 key drivers of employee engagement out of a total of 26 key drivers collectively. These are:1. Trust & integrity managers should communicate well and go by their words.2. Nature of the job employees should find their job challenging enough to motivate themselves.3. Line of sight between employee performance and company performance employee should have clear understanding as to how they contribute to the companys performance.4. Career growth opportunities employees should have clear career path and growth.5. Pride about the company employees should feel esteemed by being associated with the organization.6. Coworkers / team members relationship with colleagues significantly increase employee engagement level.7. Employee development the organization should take necessary steps for developing the knowledge, skills and attitude of the employees.8. Relationship with manager the employee should be comfortable with his manager and value the relationship.

There are few more drivers which contribute in increasing employee engagement such as:1. A culture of respect where good job is appreciated.2. Feedback, counseling and mentoring3. Fair reward, recognition and incentive scheme4. Effective leadership5. Clear job expectations6. Adequate tools to perform work responsibility

What Produces an Environment Conducive to Employee Engagement?Employees are more likely to become truly engaged and involved in their work if the workplace provides these factors. Employee engagement must be abusiness strategy that focuses onfinding engaged employeesand then, keeping the employee engaged throughout the whole employment relationship. Employee engagement must focus on business results. Employees are most engaged when they are accountable and can see and measure the outcomes of their performance. Employee engagement occurs when the goals of the business are aligned with the employees goals and how the employee spends his or her time. The glue that holds the strategic goals of the employee and the business together is frequent, effective communication that reaches and informs the employee at the level and practice of his or her job. Engaged employees have the information that they need to understand exactly and precisely how what they do at work every day affects the company's business goals and priorities. (Thesegoals and measurementsrelate to the Human Resources department, but every department should have its own set of metrics.)

Purpose of the Study

Although research exists demonstrating that some employee attitudes called engagement are related to organizational outcomes like turnover and productivity these employee attitudes do not conceptually reflect the notion of engagement. Thus, further development of the construct and its measurement requires attention.The purpose of this study has been to determine whether the employee engagement has any impact on employee productivity and employee satisfaction. Also helps in determining whether the employee engagement helps in increasing companys profitability.So this research is focused on the effectiveness of employee engagement practices followed in organization & hence its impact on productivity and satisfaction is studied which will be useful for strengthening of Humanresourceof organization.

Context of the Study

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 factorsfrom workplace culture, organizational communication and managerial styles to trust and respect, leadership and company reputation. For todays 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.This project is based on the effectiveness of the employee engagement practices. This facilitates the organization to know how much impact employee engagement has on employee productivity and satisfaction. Based upon the results, the organization can manipulate their policies to enhance employee productivity and boost their satisfaction level.

Introduction about the company

HCL Infosystems Ltd., a listed subsidiary of HCL, is an India-based hardware and systems integrator with a focus onemerging markets. It has a presence in 170 cities and 505 points of presence reaching 4000 towns throughout India and operations in emerging markets including South Asia, Middle East & Africa. Its manufacturing facilities are based in Chennai,PondicherryandUttarakhand. It is headquartered atNoida.HCL Infosystems is a Public IT services Industry. Its founders were Mr. Shiv Nadar and Mr. Ajai Chowdhary. From June 2010-June 2011 its Revenue was 11,024.14crore, Operating income was 256.58crore and Net income was 177.23crore. Total employees currently working in the company are 88, 000.

HistoryHCL Infosystems Ltd was founded on 11th August 1976. HCL Peripherals, a sub-unit founded in 1983, is a manufacturer of computer peripherals in India of Display Products, Thin Client solutions, Information and Interactive Kiosks and Networking products & Solutions. The company has been given ISO: 27001 certifications.HCLERC (Enterprise Response Center) was started to give support to customers, at Pondicherry, in 2007.The company operates under three primary segments: Computer Systems and related products and services: Comprise of manufacturing of computer hardware systems, providing comprehensive Systems Integration, Roll out and Infrastructure Management solutions in different industry verticals, providing IT services including maintenance & facility management and ICT training. Telecommunication & Office Automation: Comprise of distribution of telecommunication and other digital lifestyle products, office automation products and related comprehensive maintenance and allied services. The subsidiary HCL security Limited and HCL Investment Pvt. Limited, with its joint venture Techmart Telecom Distribution FZCO, Dubai form part of Telecommunication & Office Automation segment. Internet and Related Services: Provides Internet related services through the company's wholly owned subsidiary HCL Infinet Limited to business enterprises. The offerings include Internet access services, virtual private network and other connectivity services.

Awards: Ranked #1 in IDC-DataQuest Customer Satisfaction Survey 2011, third year in a row DQ-IDC ranks the company #2 Domestic ICT Company. It has been selected as Business Super brands of India by the Super Brands Council The company regained the second spot for the Greenest companies as per the Greenpeace Survey - Guide to Greener Electronics, November 2011 HCL Learning was awarded eIndia Jury Choice Award for its Xcelerate program in the Best Open and Distance Learning Practices in Higher Education category The company has been awarded with the CMMi (Capability Maturity Model Integration) Maturity Level 5 certification for its Jaipur Development centre in 2011 The companys Pondicherry plant won an award in the large scale category at the FICCI Quality System Excellence Awards 2011.

Significance of the Study

Employers recognize that business success depends on the human capital that drives and supports company objectives. But what happens when the individuals who comprise the human capital employees arent meaningfully engaged in their work?Research studies in the last decade show that only about one in every five workers is highly engaged. These findings mean that 80 percent of workers are not bringing their best effort to the job. According to a survey conducted a decade ago of over 600 CEOs from countries around the world, engaging employees is one of the top five most important challenges facing managementThe concept of employee work engagement describes the extent to which workers are involved with, committed to, and passionate about their work.The engagement practices are important strategies that must be implemented in the company so as to achieve the following benefits:1. Greater productivity; 2. Increased passion for and commitment to the organizations vision, strategy and goals3. Greater alignment with the organizations values;4. A high- energy working environment;5. A greater sense of team;6. High- levels of creativity and innovation;7. A great sense of loyalty to the organization;8. High staff retention, lowered attrition rate;10. Higher talent retention;11. Employees being better brand ambassadors;12. Attractive reputation;13. Improved customer experience and customer loyalty;14. Boosted business growth;15. Greater value creation;16. Sustained, long-term success.This study would help in fulfilling the above benefits and moreover it is also been carried out in order to learn the HR Employee Engagement and to know what practices are being implied and how far they are effective. This study would help in knowing the impact of HR employee engagement on employee productivity and satisfaction in HCL Infosystems limited by analyzing the relationship between engagement and productivity and engagement and satisfaction.

Theoretical Framework

Employee engagementis 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.

Factors Leading to Employee Engagement-Studies have shown that there are some critical factors which lead to Employee Engagement. Some of them identified are: Career Development- Opportunities for Personal DevelopmentOrganizations with high levels of engagement provide employees with opportunities to develop their abilities, learn new skills, acquire new knowledge and realize their potential. When companies plan for the career paths of their employees and invest in them in this way their people invest in them. Career Development Effective Management of TalentCareer development influences engagement for employees and retaining the most talented employees and providing opportunities for personal development. Leadership- Clarity of Company ValuesEmployees need to feel that the core values for which their companies stand are unambiguous and clear. Leadership Respectful Treatment of EmployeesSuccessful organizations show respect for each employees qualities and contribution regardless of their job level. Leadership Companys Standards of Ethical Behavior A companys ethical standards also lead to engagement of an individual EmpowermentEmployees want to be involved in decisions that affect their work. The leaders of high engagement workplaces create a trustful and challenging environment, in which employees are encouraged to dissent from the prevailing orthodoxy and to input and innovate to move the organization forward. ImageHow much employees are prepared to endorse the products and services which their company provides its customers depends largely on their perceptions of the quality of those goods and services. High levels of employee engagement are inextricably linked with high levels of customer engagement.

Other factors Equal Opportunities and Fair TreatmentThe employee engagement levels would be high if their bosses (superiors) provide equal opportunities for growth and advancement to all the employees Performance appraisalFair evaluation of an employees performance is an important criterion for determining the level of employee engagement. The company which follows an appropriate performance appraisal technique (which is transparent and not biased) will have high levels of employee engagement. Pay and BenefitsThe company should have a proper pay system so that the employees are motivated to work in the organization. In order to boost his engagement levels the employees should also be provided with certain benefits and compensations. Health and SafetyResearch indicates that the engagement levels are low if the employee does not feel secure while working. Therefore every organization should adopt appropriate methods and systems for the health and safety of their employees. Job SatisfactionOnly a satisfied employee can become an engaged employee. Therefore it is very essential for an organization to see to it that the job given to the employee matches his career goals which will make him enjoy his work and he would ultimately be satisfied with his job. CommunicationThe company should follow the open door policy. There should be both upward and downward communication with the use of appropriate communication channels in the organization. If the employee is given a say in the decision making and has the right to be heard by his boss than the engagement levels are likely to be high. Family FriendlinessA persons family life influences his wok life. When an employee realizes that the organization is considering his familys benefits also, he will have an emotional attachment with the organization which leads to engagement Co-operationIf the entire organization works together by helping each other i.e. all the employees as well as the supervisors co-ordinate well than the employees will be engaged.

MODELS OF EMPLOYEE ENGAGEMENT:

The Zinger Employee Engagement Model

Figure1.1: Zinger Model For Employee Engagement

The 14 Employee Engagement Elements And Symbols For Each ElementAchieve results. Employee Engagement is directed towards achieving results. The first key of the model is on the far right hand side and 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?Craft strategy. From the far right hand side of the model, move back through the model to the far left hand side of the model. To achieve results we need to craft a strategy to get there. How will we get those results and does everyone know the organizations intentions and plans? Is our strategy engaging and will we have high enough employee engagement to fulfill the strategy?Connect. A central key of employee engagement is connection. In some ways connection is synonymous with engagement. How well are employees connected to the other elements of engagement ranging from their organization to genuine happiness? Connect starts the central keys ofCAREembedded in the employee engagement model.Authentic. Authenticity is the theAof CARE. Employee engagement must be authentic. Employees and customers can spot phony from a mile away or even in a moment of time. We must transcend superficial relationships, community or happiness towards engagement that is heartfelt. Powerful engagement is real and robust.Recognition: TheRin the core ofCAREis recognition. Potent employee engagement requires powerful recognition. We are talking about a lot more than long service awards or pens. Are employees fully seen and acknowledged? Do employees see the importance of what they are doing and how their work connects to results?Engage.CAREends with theEof engage. We so often talk about engagement and substitute the verb of working (engage)for a static noun (engagement). Engage focuses on the actions of engagement. 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 roles. We have various roles that we must fulfill to fully engage. A role is a set of behaviors, rights and obligations at work. We must guard against too many roles or role overload while also fully being in the roles that contribute to results, relationships, and engagement. Sometimes leaders and managers are almost impervious to their role as employee too.Maximize performance. Engagement for results can contribute to effective performance management. Performance demonstrates our engagement while engagement can help us excel at performance. Good employee engagement should foster star performers. We want to help each employee become a star performer to benefit customers, the organization, and themselves.Esteem organization. How aligned is the employee with the organization? Is there a mesh between the organizational and individual brand? Do employees feel that they are a part of the organization or apart from the organization? Are they proud to work for their organization and equally proud to recommend their organization and be constant ambassadors for the organization?Foster community. A strong key of employee engagement is our connection to relationships and community. These relationships and community can be personal and social media. Do we build relationships and results? 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. We want employees to serve the organizations customers and there are very strong relationships between employee engagement and customer engagement. Does the employee feel served by the organization and management so much so that they in turn offer the same level of service to the external and internal customers.Develop career. Work should offer benefits back toemployees. Employees should experience both personal and professional development through work ranging from courses and learning to develop their own strengths, value, visibility, and engagement. We spend so much time at work and work should help us become all we are capable of becoming.Leverage energies. The raw material of engagement is energy. Do we have the energy to fully engage? Do we offer the organization an energy gain or do we deplete the energy of our peers? Powerful engagement involves mastery of physical, mental, emotional, spiritual, and organizational energy. Energy not time is the vital resource for engaged working.Experience Well-Being. Ultimately work should contribute to employee well-being. Employees need to both engage in and experience healthy well being. An organizations results are dependent upon the health and productivity of individual employees.

Katz and Kahn Model (1978)

W. D. Kahn (1990) is credited with conceptualizing the major components of employee engagement. His model proposes that engagement differs from basic job involvement, in that it focuses not on worker skills but, rather, on how one commits him/herself during the performance of the job. Engagement entails the active use of emotions in addition to the simple use of cognition while completing work tasks.The major propositions of the model are that people express themselves cognitively, physically, and emotionally while performing their work roles. The model proposes that, in order for individuals to fully engage with their job, three psychological conditions must be met in the work environment: 1. Meaningfulness (workers feeling that their job tasks are worthwhile), 2. safety (feeling as though the work environment is one of trust and supportiveness), and 3. Availability (workers having the physical, emotional, and psychological means to engage in their job tasks at any given moment).

Another major proposition of the engagement model is that these three key psychological conditions are, to some degree, within the control of agency management.Employee engagement is also something that is changeable, and can vary widely from one workplace to another. Studies indicate that workers are, to some extent, a reflection of the administrators of an agency. Low or conversely high engagement scores have been traced back to the organizations leadership, from top to bottom. Therefore, the results of engagement studies should have considerable applicability to the social work field. For instance, leaders in human service agencies could utilize data from engagement studies to create and implement strategies that would increase staff engagement, thereby decreasing the potential for burnout and maximizing successful outcomes for the agency and for the clients they serve.Basically Katz and Kahn identified three levels:

1. Joining and staying in the organization. This includes recruitment into the company, low absenteeism and low turnover.2. Dependable behavior.These indicators relate to meeting or exceeding standards of job performance.3. Innovative Behavior.This level goes beyond individual roles to how people collaborate with colleagues, make suggestions to improve the organization, and work to improve the organizations standing in the external environment.

Gallup Q12 Employee Engagement

Gallup began creating a measurement and feedback system for employers that would identify elements of employee engagement closely linked to the bottom line. Factors such as: Retention Customer loyalty Profitability Productivity and SafetyAfter extensive research including hundreds of focus groups and thousands of interviews with employees in a variety of industries Gallup came up with the Q12, a 12-question survey that identifies strong feelings of employee engagement. Results from the survey appear to show a strong correlation between high scores and superior job performance.The Three Types of Employees identified by Gallup are: Engaged--"Engaged" employees are builders. They want to know the desired expectations for their role so they can meet and exceed them. They're naturally curious about their company and their place in it. They perform at consistently high levels. They want to use their talents and strengths at work every day. They work with passion and they drive innovation and move their organization forward Not Engaged---Not-engaged employees tend to concentrate on tasks rather than the goals and outcomes they are expected to accomplish. They want to be told what to do just so they can do it and say they have finished. They focus on accomplishing tasks vs. achieving an outcome. Employees who are not-engaged tend to feel their contributions are being overlooked, and their potential is not being tapped. They often feel this way because they don't have productive relationships with their managers or with their coworkers. Actively Disengaged--The "actively disengaged" employees are the "cave dwellers."They're "Consistently against Virtually Everything." They're not just unhappy at work they're busy acting out their unhappiness .They sow seeds of negativity at every opportunity. Every day, actively disengaged workers undermine what their engaged coworkers accomplish. As workers increasingly rely on each other to generate products and services, the problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization's functioning.

The Q12 Index1) Do you know what is expected of you at work? 2) Do you have the materials and equipment to do your work right? 3) At work, do you have the opportunity to do what you do best every day? 4) In the last seven days, have you received recognition or praise for doing good work? 5) Does your supervisor, or someone at work, seem to care about you as a person? 6) Is there someone at work who encourages your development? 7) At work, do your opinions seem to count? 8) Does the mission/purpose of your company make you feel your job is important? 9) Are your associates (fellow employees) committed to doing quality work? 10) Do you have a best friend at work? 11) In the last six months, has someone at work talked to you about your progress? 12) In the last year, have you had opportunities to learn and grow?

Employee engagement model followed by HCL Infosystems Ltd.

ACTReduce the gap in number of employee targeted vs. actually engaged.Enhancing effectiveness of programs.Streamlining Process for Improving Effectiveness of employee engagement

PLANEmployee Engagement Calendar to engage all employeesTheme based employee engagement calendar for the yearImproving the effectiveness of the engagement process.

DOEmployee Engagement Process- Process Flow Establishing PAT (People Advisory Teams)

CHECKReview of activities organized.Monthly assessment of the engagement targets.Assessing the effectiveness of process through parameters like absenteeism, attrition rate etc. Employee engagement survey once a year.

Figure 1.2: HCL Infosystems Ltd. Employee Engagement Model

EMPLOYEE ENGAGEMENT PROCESSPlanDoCheckAct

Definitions

For the purposes of this study, the following words and phrases are defined as follows:

Employee Engagement: Engagement is more than simple job satisfaction. It can best be described as a harnessing of ones self to his or her roles at work. In engagement, people express themselves cognitively, physically, and emotionally while performing their work roles. Disengagement: In disengagement, people withdraw and defend themselves physically, cognitively, or emotionally while performing their work roles. Engaged: employees work with passion. Because they feel a strong connection to the organization, they work hard to innovate and improve. Not Engaged: employees do the work expected of them, but do not put in extra effort. Actively Disengaged: Employees arent just unhappy, but are spreading their unhappiness to other staff. Drivers of employee engagement: Drivers mean that levers that can be pulled to maximize the impact on engagement. These levers or key drivers are seen as significantly to employee engagement. Employee Communication: employee communication can support employee engagement by simply ask employees how they feel and this principle can be applied to one-on-one relationships to build trust and to foster personal relationships with ones employees. It can also apply to organizations through the use well-designed communications tools and techniques. The key in any communication is to remain consistent, to make employee communication a regular routine, and to honestly respond to what one hears from employees. Management needs to demonstrably value employee feedback where employees are listened to without fear of reprisal.

Summary

Employees who are engaged in their work and committed to their organizations give companies crucial competitive advantages - including higher productivity and lower employee turnover. In addition, engaged employees may be more likely to commit to staying with their current organization. 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 factorsfrom workplace culture, organizational communication and managerial styles to trust and respect, leadership and company reputation.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.The project is regarding one of the most imperative topics in HR today Employee Engagement. Retaining quality employees is a tough task for many HR professionals in todays aggressive job scenario. With the job market opening up slowly, the challenge now is to retain the best by offering incentives that ensure employee engagement.An organizations effectiveness is measured not in terms of employee satisfaction but in terms of employee engagement. Employees are said to be engaged when they show positive attitude towards the organization and express a commitment to remain with the organization. It is the level of commitment an employee has towards the organization and its value.For Measuring the Engagement level in HCL Infosystems Ltd., a questionnaire was distributed and the survey was conducted with 81 samples. On the basis of the results of the surveys a conclusion has been drawn and recommendations have been made.

CHAPTER 2: REVIEW OF LITERATURE

William H. Macey, Benjamin Schneider, 2008, Industrial and Organizational Psychology, the Meaning of Employee Engagement: The meaning of employee engagement is ambiguous among both academic researchers and among practitioners who use it in conversations with clients. This paper shows that the term is used at different times to refer to psychological states, traits, and behaviors as well as their antecedents and outcomes. Drawing on diverse relevant literatures, it offers a series of propositions about (a) psychological state engagement; (b) behavioral engagement; and (c) trait engagement. In addition, it offers propositions regarding the effects of job attributes and leadership as main effects on state and behavioral engagement and as moderators of the relationships among the 3 facets of engagement. It concludes with thoughts about the measurement of the 3 facets of engagement and potential antecedents, especially measurement via employee surveys.Saks Alan M., 2006, Journal of Managerial Psychology, Antecedents and consequences of employee engagement: Employee engagement has become a hot topic in recent years among consulting firms and in the popular business press. However, employee engagement has rarely been studied in the academic literature and relatively little is known about its antecedents and consequences. The purpose of this study was to test a model of the antecedents and consequences of job and organization engagements based on social exchange theory. The survey included measures of job and organization engagement as well as the antecedents and consequences of engagement. Results indicate that there is a meaningful difference between job and organization engagements and that perceived organizational support predicts both job and organization engagement; job characteristics predicts job engagement; and procedural justice predicts organization engagement. In addition, job and organization engagement mediated the relationships between the antecedents and job satisfaction, organizational commitment, intentions to quit, and organizational citizenship behavior. This is the first study to make a distinction between job and organization engagement and to measure a variety of antecedents and consequences of job and organization engagement. As a result, this study addresses concerns about that lack of academic research on employee engagement and speculation that it might just be the latest management fad.Kumar Pradeep D and Swetha G, 2011, International Journal of Trade, Economics and Finance, A Prognostic Examination of Employee Engagement from its Historical Roots: In a world that is changing both in terms of the global nature of work and the diversity of the workforce, engaged employees may be a key to competitive advantage. Companies that understand the conditions that enhance employee engagement will have accomplished something that competitors will find very difficult to imitate. This article throws light on the following objectives: - 1. Define Employee Engagement 2. To differentiate Employee Engagement from other constructs 3. To study Antecedents and Consequences of Employee Engagement 4. To analyze the Measurement issues of Employee Engagement 5.To present an overview on researching Employee Engagement 6. Conclude and recommend for better Employee Engagement in organizations.Siddhanta Abhijit, Roy Debalina, 2010, Asian journal of management research, Employee engagement Engaging the 21st century workforce: For past several years, 'Employee Engagement' has been a hot topic in the corporate circles. It is a buzz word that employers think they understand, but face difficulties and challenges while practicing. Many organizations copy 'Employee Engagement' activities from the best practices, looking at the benefits enjoyed by their competitors However, most lose track after a few strides ahead. 'Employee Engagement' cannot be a cosmetic intervention in enhancing commitment towards job, motivation or productivity. Corporate culture has an important role in enduring positive impact of such engagement programs. This article throws light on how 'Employee Engagement' can be increased. This work also tries to identify the key drivers of 'Employee Engagement', its different attributes together with the ways to measure it, how to handle disengaged employees and modern 'Employee Engagement' practices in corporate. Findings from various researches and surveys are used in the present work to measure the effect of 'Employee Engagement' which includes issues like productivity, profitability , focus on customer and various other related matters. In this article, Literature Review method coupled with secondary data collection from various research findings and corporate practices are employed using a descriptive study technique. This article explores implications for theory, further research and practices by synthesizing modern 'Employee Engagement' activities being practiced by the corporate with the review of findings from previous researches / surveys.Markos Solomon, Sridevi Sandhya M, 2010, International Journal of Business and Management, Employee Engagement: The Key to Improving Performance: Employee engagement is a vast construct that touches almost all parts of human resource management facets we know hitherto. If every part of human resources is not addressed in appropriate manner, employees fail to fully engage themselves in their job in the response to such kind of mismanagement. The construct employee engagement is built on the foundation of earlier concepts like job satisfaction, employee commitment and Organizational citizenship behavior. Though it is related to and encompasses these concepts, employee engagement is broader in scope. Employee engagement is stronger predictor of positive organizational performance clearly showing the two-way relationship between employer and employee compared to the three earlier constructs: job satisfaction, employee commitment and organizational citizenship behavior. Engaged employees are emotionally attached to their organization and highly involved in their job with a great enthusiasm for the success of their employer, going extra mile beyond the employment contractual agreement.Gruman Jamie A, Saks Alan M, 2011, Human Resource Management Review, Performance management and employee engagement: Many contemporary organizations are placing a greater emphasis on their performance management systems as a means of generating higher levels of job performance. This paper suggests that producing performance increments may be best achieved by orienting the performance management system to promote employee engagement. To this end, it describes a new approach to the performance management process that includes employee engagement and the key drivers of employee engagement at each stage. This paper presents a model of engagement management that incorporates the main ideas of the paper and suggests a new perspective for thinking about how to foster and manage employee engagement to achieve high levels of job performance.Amanfu Anita Adjoa, 2011, Analysis of the effect of employee engagement on the performance of an organization: In the past, organizations had been concerned about trying to motivate their employees so they can together achieve positive results, but today, organizations have moved on from this motivation thinking to an engagement thinking whereby in addition to this motivation, they can align their employees behind their objectives and strategies in order to get back the employees discretionary effort to achieve their objectives and exceptional results. But the issue still remains as to whether such companies are only paying lip service to their employees and how much passion and commitment they are getting back from these employees. The focus of this study is to determine the employee engagement level at Guinness Ghana Breweries Ltd and its adequacy and to compare it with the business performance to determine whether there is a direct relationship and what impact the level of engagement has had on the business performance. The study revealed that the engagement level experienced by Guinness Ghana Breweries Ltd is very low and inadequate, and this level has impacted negatively on the companys performance. The study concludes that Guinness Ghana Breweries Ltd can review their actions and inactions regarding employee engagement in order to greatly increase the level of employee engagement and improve upon the past and current performance.Wefald Andrew J, Downey Ronald G, 2009, The Journal of Psychology, Construct Dimensionality of Engagement and its Relation With Satisfaction: Engagementa persistent and positive affective-motivational state of fulfillment characterized by vigor, dedication, and absorption (W. B. Schaufeli, M. Salanova, V. Gonzlez-Roma, & A. B. Bakker, 2002)has become a popular subject among academic and industry researchers. Following suggestions in the recent literature calling for further examination of the underlying factors comprising the construct of engagement, the authors investigated the factor structure of W. B. Schaufeli et al.s measure of engagement and academic engagements relation to academic satisfaction. Previous researchers found a 3-factor structure of engagement that comprises vigor, dedication, and absorption. The authors administered to a sample of university students a questionnaire on their level of engagement in academic work and various other measures. The results did not confirm the 3-factor structure. The present authors found engagement and satisfaction to be highly related constructs.Padmakumar Ram, Gantasala V. Prabhakar, 2011, Interdisciplinary Journal of Research in Business, The role of employee engagement in work-related outcomes: Engaging employees is one of the top five most important challenges for management, according to a survey of 656 chief executive officers (CEOs) from countries around the world. Employee engagement has become a hot topic in recent years among consulting firms and in the popular business press. However, employee engagement has rarely been studied in the academic literature. In this study investigation of the antecedents and consequences of employee engagement in Jordanian Industry has been done. A snowball sample of 310 respondents from the Jordanian hotel industry was interviewed using the research instrument. The sample comprised of employees from different levels of management. The results confirm the relationship between Employee Engagement and Perceived Organizational Support. The effect of Job Characteristics, Intrinsic and Extrinsic Rewards, Perceived Supervisor Support, Perceptions of Procedural Justice, Perceptions of Distributive Justice on Employee Engagement is also confirmed. The hypotheses considered in this study are supported by the evidence from data collected from a sample of respondents drawn from the hotel industry in Jordan.Iqbal Tahir, Khan Khawar, Iqbal Naveed, 2012, European Journal of Social Sciences, Job Stress & Employee Engagement: Employee engagement is the concept, gaining significant attention since last 10 years. Organizations are using their engaged employees as tool of strategic competence. But intense competition among organizations and strive to remain at the top brings more challenges, responsibilities and heavy workload for the employees of the organizations, leading towards stress. Stress is the phenomena having drastic impact on the dedication, willingness to work and enthusiasm of the employee. This study reveals the relationship between job stress and employee engagement vigor, dedication and absorption. Responses from 137 respondents were collected from different organizations. The findings (r = -0.79 & R2 = 0.63) show that there is negative and significant relationship between job stress and employee engagement. Stress should be eliminated or minimized in order to get the maximum out of employees effort.

CHAPTER 3: RESEARCH METHODS AND PROCEDURES

Purpose of the Study

To study the engagement practices in HCL Infosystems limited. To determine the relationship between HR Employee Engagement, satisfaction and productivity of the employees.

Research Design

A research design is a type of blueprint prepared on various types of blueprints available for the collection, measurement and analysis of data. A research design calls for developing the most efficient plan of gathering the needed information.In this study, descriptive research design is used. This is due to the reason that the problem is clearly defined and the objective is to find the whether there is a significant relationship between employee engagement, employee satisfaction and productivity or not.

Research Questions

The research questions are refined statements of the specific components of the problem. Each component of the problem may have to be broken down into subcomponents or research questions. Research questions ask what specific information is required with respect to the problem components. The formulation of the research questions should be guided not only by the problem definition, but also by the theoretical framework and the analytical model adopted.

Research questions linked with this study are as follows-1. To study in detail the practices used in the organization for HR employee engagement.2. To examine the relationship between HR employee engagement and employee productivity.3. To examine the relationship between HR employee engagement and employee satisfaction.4. To examine the relationship between employee satisfaction and employee productivity.

Participants

The participants are the people who are taken into consideration in the study. These are the employees of the organization (HCL Infosystems Ltd.) who filled the questionnaires and were analyzed to determine as to how much they are satisfied with the employee engagement practices of the organization. Data Collection

Collection of data is the first step in statistics. The data collection process follows the formulation for research design including the sample plan. The data can be secondary or primary.Collection of Primary Data during the course of the study or research is through observations or through direct communication with respondents on one form or another or through personal interviews. I have collected primary data by the means of a Questionnaire. The Questionnaire was formulated keeping in mind the objectives of the research study.The data collected from the secondary sources shaped the foundation for creating the questionnaire as well as studying the topic in detail and understanding the trends in the industry. The data collected was as follows: Various websites regarding the topic were surfed and the useful material was gathered. Research papers were consulted to know the extent of the research conducted in this area. Various surveys were consulted to understand the topic in detail.Sampling TechniquesSampling is concerned with the selection of a subset of individuals from within a population to estimate characteristics of the whole population. It is of 2 types: Probability sampling scheme is one in which every unit in the population has a chance (greater than zero) of being selected in the sample, and this probability can be accurately determined. It includes: Simple Random Sampling, Systematic Sampling, Stratified Sampling, Probability Proportional to Size Sampling, and Cluster or Multistage Sampling Non-probability sampling is any sampling method where some elements of the population have no chance of selection (these are sometimes referred to as 'out of coverage'/'under covered'), or where the probability of selection can't be accurately determined. It involves the selection of elements based on assumptions regarding the population of interest, which forms the criteria for selection. Non-probability sampling methods include accidental sampling, quota sampling and purposive samplingThe sampling technique used in this study is convenience sampling. It is non probability sampling technique that do not use chance selection procedures.I distributed 100 questionnaires among the employees but only 81 came back with complete responses hence the sample size is 81.

Instruments Used

In this study, the instrument used is questionnaire .A questionnaire is defined as a structured technique for data collection that consists of a series of questions, written or verbal, that a respondent answers. The questionnaire has been developed keeping in consideration the objective of the study. A total of 100 sets of questionnaires were distributed to respondents and 81 set of questionnaires were returned. The questionnaire consisted of 21 questions and demographic details name, age, gender, experience and marital status. Likert scale was used.There were three variables:1. Engagement2. Productivity3. SatisfactionParameters defining engagement and questions under each parameter were:1. Relationship with supervisor Your manager treats all his/her employees fairly. Your supervisor cares about you as a person. You can easily communicate with your bosses and co-worker. Teamwork is encouraged and practiced in this organization.

2. Workplace and benefits Your physical working conditions are good. You are satisfied with the organizations benefits package.

3. Personal expression and diversity People with different ideas are valued in this organization. You are given enough authority to make decisions you need to make. You are proud and happy to work for this organization.Parameters defining productivity and questions under each parameter were:1. Organizations leadership and planning Does your supervisor provide you regular information about the mission and the goals of this organization? You understand the long-term strategy of this organization. You have confidence in the leadership of this organization.

2. Training and development This organization provides as much training as you need. You have enough resources to get your job done best? You understand the importance of your role to the success of the organization. You have adequate opportunities for professional growth in this organization.

3. Feedback You receive adequate feedback from your manager. If you receive feedback, this improves your performance.

4. Work life balance You are able to satisfy both your job and family responsibilities. Your job causes unreasonable amount of stress in your life.

Question under the variable Satisfaction was: Overall, you are satisfied with this organization as an employer.

Pilot Study

The pilot study was conducted for 40 samples. The questionnaire was found to be reliable because the Cronbachs Alpha was found to be 0.835 which is more than 0.6 and for any questionnaire to be reliable its Cronbachs Alpha must me more than 0.6. Hence this reliable questionnaire was further used for the complete sample size (81).

Case Processing Summary

N%

CasesValid40100.0

Excludeda0.0

Total40100.0

a. Listwise deletion based on all variables in the procedure.

Table 3.1 Exhibit 1

Reliability Statistics

Cronbach's AlphaN of Items

.83521

Table 3.2 Exhibit 2

CHAPTER 4: DATA ANALYSIS AND FINDINGS

Data Analysis

Analysis of data is done on the basis of responses received through the questionnaires. The questionnaires were filled by all the employees of the organization according to the instructions mentioned. Then these responses are entered in SPSS for analysis.Analysis and interpretation of data contains two steps Analysis of data interpretation of the analyzed data

Research Question 1: To study in detail the practices used in the organization for HR employee engagement.The data for this research question was gathered from the HCL Infosystems Ltds manual. The objective of employee engagement for HCL Infosystems Ltd is to build a partnership with the employees such that they fully understand and are committed to achieve HCLs objectives. The engagement processes are standard across all divisions and subsidiaries of HCL Infosystems Limited.Means for Employee EngagementVarious means that are used to engage employees: Employee Contests: Contests are organised for employees (at least once in a quarter) to foster a challenging and exciting work place. The contest are organised at a time/ duration when the productivity of the employees is not affected as a result of the contest.The prizes are tied to the theme of the contest and Prizes for all contests are dispatched within 3 days of announcing the winners. Employee Get-togethers (picnics, team lunch/dinner, games etc) Celebrations at workplace (festivals etc): A festive theme is chosen to be the key theme for engagement every month. 5 main festivals are identified to be celebrated throughout all offices at the beginning of each year in consultation with the head of HR. All celebrations/ picnic activities are voluntary so as to respect individual cultural differences. The celebrations are focused on one of the HCL themes rather than a religious one. Adequate steps & provisions are taken to ensure Health & Safety of employees such as carry first aid kit, identify nearest hospital details in case of emergency, alert employees of possible health risks in advance etc. Engagement of families of employees (picnics including family members, other events hosted at office premises etc): Families are invited at workplace at least once in a year to celebrate an occasion throughout all locations. Activities/ contests/ events are organized where spouses/ children of employees can participate. One activity is organized at least once in a quarter for the spouses/ children of employees at a particular location. The engagement initiative is an online Contest. Greetings are sent to employees on their respective birthdays and anniversaries.

Themes for employee engagement All people celebrations/ contests/ get together at HCL are organized on one of the themes depicting the bonds for employee engagement.Some of the themes are: Innovation: This theme strives to promote innovation at workplace. Mindia: The theme runs to acknowledge the contribution of Great Indian Minds and to express the solidarity of all Indians in being Proud to be an Indian. Green: The theme caters to environment conservation motivating the employees to follow practices thatll lead towards maintaining the ecological balance & a greener earth. Diversity: The theme focuses on maintaining & recognizing people diversity in terms of cultures, sex, ability etc. Wellness: The theme runs to promote a healthy lifestyle amongst HCLites. Corporate Social Responsibility: The theme caters to the corporate social responsibility endeavors being undertaken by employees or HCL. The various causes addressed are: a) to act as a Responsible Corporate Citizen, b) Community Development, c) Environment. Celebrations: The topics covered include Festive greetings, birthdays, accomplishments, events to mark an occasion etc.

Research Question2: To examine the relationship between HR employee engagement and employee productivity.To achieve this objective correlation analysis on SPSS was done, in order to determine whether there are significant relationships between the variables. The scale model suggested by Davies (1971) used to describe the relationship between the variables, are as shown below:1. 0.7 and above high correlation2. 0.4 to 0.69 moderate correlation3. 0.00 to 0.49 low relationship,

Correlations

EngagementProductivity

EngagementPearson Correlation1.819**

Sig. (2-tailed).000

N8181

ProductivityPearson Correlation.819**1

Sig. (2-tailed).000

N8181

**. Correlation is significant at the 0.01 level (2-tailed).

Table 4.1 Exhibit 1

From the above table, it is depicted that employee engagement and employee productivity are highly associated with r-value (coefficient of correlation) 0.819. Since the correlation is significant at 0.01 and p value (as indicated in the table4.1) is 0.00, the result obtained is significant due to the fact that 0.00 < 0.01. Therefore, it is clear that HR Employee engagement do affect productivity of employees in the organization.

Research Question 3: To examine the relationship between HR employee engagement and employee satisfaction.

Correlations

Satisfied with this organization as an employerEngagement

Satisfied with this organization as an employerPearson Correlation1.617**

Sig. (2-tailed).000

N8181

EngagementPearson Correlation.617**1

Sig. (2-tailed).000

N8181

**. Correlation is significant at the 0.01 level (2-tailed).

Table 4.2 Exhibit 2

The above table 4.2 exhibits that there is a high correlation between HR employee engagement and employee satisfaction with r-value (coefficient of correlation) 0. 617. Since the correlation is significant at 0.01 and p-value is 0.00, the result obtained is significant due to the fact that 0.00 < 0.01. Therefore, it is clear that HR Employee engagement do affect satisfaction in employees.

Research Question 4: To examine the relationship between employee satisfaction and employee productivity.Correlations

Satisfied with this organization as an employerProductivity

Satisfied with this organization as an employerPearson Correlation1.552**

Sig. (2-tailed).000

N8181

ProductivityPearson Correlation.552**1

Sig. (2-tailed).000

N8181

**. Correlation is significant at the 0.01 level (2-tailed).

Table 4.3 Exhibit 3

From the above table 4.3, it is clear that employee satisfaction and employee productivity is correlated with r value of 0.552. There is a significant relationship between the employee satisfaction and employee productivity. This shows that if the employee is satisfied then his productivity will also be higher. Hence, I can say that to increase the productivity of employees it is required to boost the satisfaction level of the employees.

Review of Methodology

Research Design:Descriptive researchResearch Instrument:Structured QuestionnaireSampling Plani) Sample Method:Convenient Samplingii) Sample Size:81iii) Sample Unit:Employees working in the Organization

Sampling Design Used:

Convenience Sampling: It is the non probability sampling technique that attempts to obtain a sample of convenient elements. Employees of HCL Infosystems Limited who happened to assemble at a convenient time were chosen.

Source of Dataa) Primary Data: Structured Questionnaireb) Secondary Data: Journals, Research papers, Company Data, etc.

Results of Research Questions

The research questions framed were:Research Question 1: To study in detail the practices used in the organization for HR employee engagement.Research Question 2: To examine the relationship between HR employee engagement and employee productivity.Research Question 3: To examine the relationship between HR employee engagement and employee satisfaction.Research Question 4: To examine the relationship between employee satisfaction and employee productivity.

Hypothesis for Research Question 2H1: There is a significant relationship between employee engagement and employee productivity.H2: There is no relationship between employee engagement and employee productivity..

Hypothesis for Research Question 3H3: There is a significant relationship between employee engagement and employee satisfaction.H4: There is no relationship between employee engagement and employee satisfaction.

Hypothesis for Research Question 4H5: There is a significant relationship between employee satisfaction and employee productivity.H6: There is no relationship between employee satisfaction and employee productivity.

The relationship between employee engagement is tested against employee productivity. The results indicate that there is a significant relationship between the two variables (r=.819, n=81, p