A Study of Employee Engagement Programme at Aircel in Lucknow Region

8/10/2019 A Study of Employee Engagement Programme at Aircel in Lucknow Region

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SHRI RAMSWAROOP MEMORIAL GROUP

OF PROFESSIONAL COLLEGES

LUCKNOW

PROJECT REPORT

ON

A STUDY OF EMPLOYEE

ENGAGEMENT PROGRAMME ATAIRCEL IN LUCKNOW REGIONSUBMITED IN PARTIAL FULFILLMENT OF REQUIRMENT FOR

THE AWARD OF DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

TO

UTTAR PRADESH TECHNICAL UNIVERSITY, LUCKNOW

FOR THE SESSION

20141!

Under the Guidance o SU!MITTE" !#$

Mr% Shu&auddin Ni'a(i !hu)i&a Gu*ta

"e*art)ent o Mana+e)ent Ro,, No%$ -.-//011

SRMGPC2 LUCKNOW M!A IIIrd Se)%


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Certiicate

ii


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"ECLERATION

iii


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ACKNOWLE"GEMENT

I take immense pleasure in completing this project and submitting the

fnal project report.This project work is combined efort o many hearts,

hands & brain.The last one and hal months with AIRCEL hae been ull

o learning and sense o contribution towards the organi!ation. I would

like to thank AIRCEL or giing me this opportunit" or learning and

contributing. I take this opportunit" to thank all those people who made

this e#perience a memorable one.

I would also like to thank and e#press m" gratitude towards

Mr% Shu&auddin Ni'a(i or his kind assistance and guidance.

In the end $last but not the least$ I e#tend m" personal thanks to m"

parents and riends who hae stood b" m" side in all m" endeaours.

"B#$%&'( G$)*(+

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PREFACE

A nation%s prosperit" can be judged b" the progress it has made in the

business sector. This industrial sector is run b" management and

workers$ thus there is need to hae better scientifc selection o the

management and workers to enable e&cient running o the business

sector.

'uman resource is a most aluable asset in the (rgani!ation.

)roftabilit" o the (rgani!ation depends on its utili!ation At AIRCEL

Emplo"ee Engagement is o considerable importance which proides

emplo"ees an enironment o care$ comort and learning and utili!es

the potential and skills o the emplo"ees to the ma#imum.

Emplo"ee Engagement is a core practice o 'R *hich lowers turnoer

risk$ emplo"eeretention$ boostsproductiit"$ enhances emplo"ee

competenc".

+" topic is Employee Engagement at Aircel, to stud" its

e,ectieness$ anal"sis o di,erent actiities$ stud"ing the wa"s o

emplo"ee retention$ lowering turnoer risk and its impact in an

(rganisation as a whole.


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TA!LE OF CONTENT

1. Certificate ii

2. Declaration iii

3. Acknowledgement iv

4. Preface v

5. Introduction

6. Compan Profile

!. "e#earc$ %et$odolog

&. Data Anal#i#

'. (inding#

1). "ecommendation#

11. Conclu#ion

12. *imitation

13. +i,liograp$

14. Anne-ure

i


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-

INTRO"UCTION


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INTRO"UCTION

mploee engagement i# apsychological commitment / to take owner#$ip for

one0# work and to go t$e e-tra mile.

ngaged emploee# learn more grow fa#ter and #$ow more initiative t$an

emploee# w$o are not. $e are committed to finding #olution# #olve pro,lem#

and improve ,u#ine## proce##e#.

$erefore e)*,o'ee en+a+e)ent i3 3tron+,' ,in4ed to 5u3ine33 *eror)ance

E)*,o'ee en+a+e)ent al#o called 6or4er

en+a+e)ent2i# a ,u#ine## management concept. An engaged emploee i# one

w$o i# full involved in and ent$u#ia#tic a,out t$eirwork and t$u# will act in a

wa t$at furt$er# t$eir organiation# intere#t#. According to carlett urve#

mploee ngagement i# a mea#ura,le degree of an emploee# po#itive or

negative emotional attac$ment to t$eir 7o, colleague# and organiation w$ic$

profoundl influence# t$eir willingne## to learn and perform at work

mploee ngagement i# t$e e-tent to w$ic$ emploee commitment ,ot$

emotional and intellectual e-i#t# relative to accompli#$ing t$e work mi##ion and

vi#ion of t$e organi#ation. ngagement can ,e #een a# a $eig$tened level of

owner#$ip w$ere eac$ emploee want# to do w$atever t$e can for t$e ,enefit of

t$eir internal and e-ternal cu#tomer# and for t$e #ucce## of t$e organiation a# a

w$ole.

mploee engagement de#cri,e# emploee#0 emotional and intellectual

commitment to t$eir organi#ation and it# #ucce##. ngaged emploee# e-perience a

compelling purpo#e and meaning in t$eir work and give of t$eir di#crete effort to

advance t$e organi#ation0# o,7ective#. mploee engagement de#cri,e# t$e ##tem

t$roug$ w$ic$ an worker develop# po#itive #ocial and emotional tie# to an

emploer. mploee engagement program# operate under t$e a##umption t$at

engaged emploee# will ,e more productive and will t$erefore generate more

profit for t$e ,u#ine##. If t$e worker work# for a non8profit , t$e #ame

a##umption engaged emploee# will ,e more committed to furt$ering t$e goal# of

t$e non8profit.
http://en.wikipedia.org/wiki/Wage_labourhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Wage_labourhttp://en.wikipedia.org/wiki/Organization


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VALUE ADDED TO THE COMPANY

Increa3ed *roducti7it'8 emploee# return refre#$ed and in#pired. *ine

manager# report greater productivit in returning emploee#.

I)*ro7ed e)*,o'ee co)*entenc'8 t$e e-perience can ,uild #oft #kill#

t$at #impl cannot ,e taug$t in a training room environment. Participant#

report an increa#e in confidence acro## all a#pect# of t$eir live# making

t$em more effective at t$eir 7o,#. Improvement# are common in area# #uc$

a# team ,uilding communication analtical t$inking leader#$ip

diplomac fle-i,ilit conflict re#olution c$ange8readine## pro,lem

#olving and li#tening.

Recruit)ent 8 re#earc$ indicate# t$at if faced wit$ a deci#ion ,etween two

e9ual companie# $ig$l 9ualified #taff will opt for t$e one wit$ t$e ,etter

environmental performance:#tance. $e programme form# part of value

propo#ition to graduate recruit# ;CPI $ell "e#earc$ 2))5


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Employee Engagement

E)*,o'ee en+a+e)ent i3 the e8tent to 6hich e)*,o'ee3 thin42 ee,2 and act in

6a'3 that re*re3ent hi+h ,e7e,3 o co))it)ent to their or+ani(ation%

En+a+ed e)*,o'ee3 are )oti7ated to contri5ute -119 o their

4no6,ed+e2

34i,,32 and a5i,itie3 to he,* their or+ani(ation 3ucceed% The' care dee*,' a5out

their co)*an'2 6ant to contri5ute to it3 3ucce332 and re+u,ar,' ha7e *ea4 e8*e

rience3 at 6or4

IMPORTANCE OF EMPLOYEE ENGAGEMENT

ngagement repre#ent# t$e motivational capital t$at e-i#t# wit$in an individual a u

nit or an organiation. It i# a valua,le re#ource t$at can ,oo#t compan performan

ce. >ur re#earc$ #$ow# t$at engagement i# linked to a num,er of important ,u#ine#

# outcome#.

(or e-ample we $ave found t$e following?

ngaged emploee# offer #ignificantl $ig$er level# of #ervice to cu#tomer#

ngaged manager# are more likel to create a work environment t$at

i#

colla,orative creative and #timulating

ngaged work team# tend to $ave fewer accident# and in7urie#

Factor3 o3terin+ E)*,o'ee En+a+e)ent

Ac$ievement? $e va#t ma7orit of emploee# want to

ac$ieve #omet$ing important and meaningful at work. $e want to grow

and develop t$eir #kill# and capa,ilitie# and t$e want to ,e rewarded and r

ecognied for t$eir effort#.

Camaraderie? @e are #ocial ,eing#. mploee# en7o working productivel wit$ ot$er# w$ile developing $ealt$ interper#onal relation#$ip#.

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=ow manager# interact wit$ t$eir team# i# e#peciall important in motivatin

g emploee# to go a,ove and ,eond.

9uit? mploee# want to ,e treated fairl w$en it come# to pa and ,ene

fit# da1to1da treatment and p#c$ological and p$#ical #afet.

$i# repre#ent# our $ree (actor $eor of =uman %otivation in t$e @orkplace.

@$en

t$e#e need# are met emploee# are $ig$l engagedeven ent$u#ia#ticat work.

mploee engagement can ,e defined a# an emploee putting fort$ e-tra

di#cretionar effort a# well a# t$e likeli$ood of t$e emploee ,eing loal and

remaining wit$ t$e organiation over t$e long $aul. "e#earc$ #$ow# t$at engaged

emploee#? perform ,etter put in e-tra effort# to $elp get t$e 7o, done #$ow a

#trong level of commitment to t$e organiation and are more motivated and

optimi#tic a,out t$eir work goal#. mploer# wit$ engaged emploee# tend to

e-perience low emploee turnover and more impre##ive ,u#ine## outcome#.

mploee engagement i# more t$an 7u#t t$e current =" ,uwordB it i# essential.

In order for organiation# to meet and #urpa## organiational o,7ective# emploee#

mu#t ,e engaged. "e#earc$ $a# proven t$at w$oll engaged emploee# e-$i,it

=ig$er #elf8motivation.

Confidence to e-pre## new idea#.

=ig$er productivit.

=ig$er level# of cu#tomer approval and #ervice 9ualit.

"elia,ilit.

>rganiational loaltB le## emploee turnover.

*ower a,#enteei#m.

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mploee engagement i# t$e level of commitment and involvement an emploee

$a# toward# t$eir organiation and it# value#. An engaged emploee i# aware of

,u#ine## conte-t and work# wit$ colleague# to improve performance wit$in t$e

7o, for t$e ,enefit of t$e organiation. It i# a po#itive attitude $eld , t$e

emploee# toward# t$e organiation and it# value#.

$e organiation mu#t work to develop and nurture engagement w$ic$ re9uire# a

two8wa relation#$ip ,etween emploer and emploee.0 $u# mploee

engagement i# a ,arometer t$at determine# t$e a##ociation of a per#on wit$ t$e

organiation.

A3*ect3 o E)*,o'ee En+a+e)ent

$ree ,a#ic a#pect# of emploee engagement according to t$e glo,al #tudie# are?8

$e emploee# and t$eir own uni9ue p#c$ological make up and

e-perience

$e emploer# and t$eir a,ilit to create t$e condition# t$at promote

emploee engagement

Interaction ,etween emploee# at all level#.

$u# it i# largel t$e organiation0# re#pon#i,ilit to create an environment and

culture conducive to t$i# partner#$ip and a win8win e9uation.

Employee engagement is seen as te o!t"ome o# $ %imensions&'

!a3ic need3? Clarit work material# and e9uipment

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Standard3 environment for emploee#

Jo5 "e3cri*tion3/ o, de#cription# are ,a#ic =" management tool# t$at can

$elp to increa#e individual and organiational effectivene##/ A well8written 7o, de#cription #et# an emploee up for

#ucce## , outlining t$eir re#pon#i,ilitie# and t$eparameter# of t$eir po#ition o, de#cription# al#o #$ow $owan emploee# po#ition contri,ute# to t$e mi##ion goal# ando,7ective# of t$e organiation

Peror)ance

Mana+e)ent

/ Performance management i# an ongoing proce## w$eret$e manager:#upervi#or and emploee work toget$er to

plan monitor and review an emploee# work o,7ective#or goal# and overall contri,ution to t$e organiation.

/ %otivate# emploee# to do t$eir ,e#t #ta,li#$e# clearcommunication ,etween t$e manager and t$e emploee

a,out w$at #:$e i# e-pected to accompli#$ Provide# on8going con#tructive feed,ack on performance./ #ta,li#$e# plan# for improving performance a#

nece##ar/ Identifie# t$e #kill# and a,ilitie# of eac$ emploee #o

t$at work a##ignment# ,uild on and reflect anemploee# #trengt$#.

/ Identifie# individual emploee# for more c$allengingwork.

/ A##i#t# and #upport# #taff in ac$ieving t$eir work andcareer goal# , identifing training need# and

development opportunitie#./ Contri,ute# to #ucce##ion management plan #o t$at

emploee #kill# are developed and emploer# developt$e #kill# t$e need to fill an potential =" gap in t$efuture.

Learnin+2

Trainin+ and

"e7e,o*)ent

/ Inve#ting in training program# $elp# emploee# developper#onall and profe##ionall

Wor4*,ace

"i7er3it'

/ Creating an environment w$ere people feel welcome

and #afe from $ara##ment and di#crimination motive##taff to perform A,#enteei#m and performance pro,lem#decrea#e w$ile productivit morale and emploeeretention increa#e#

Wor4 Tea)3

and Grou*

"'na)ic3

/ @$en ou develop and #upport effective team# ouen$ance t$e power and feeling of #ati#faction ofindividual# working on t$e team. @$en a team work#well it mean# t$at #taff tru#t# one anot$er and t$at lead#to ,etter #$aring of knowledge and under#tanding.

Con,ict

Re3o,ution

/ In a $ealt$ workplace t$ere will ,e conflict. =aving aconflict re#olution polic and a proce## will mean t$at

conflict i# con#tructive and not de#tructive

5
http://hrcouncil.ca/hr-toolkit/policies-employment-legislation.cfmhttp://hrcouncil.ca/hr-toolkit/right-people-job-descriptions.cfmhttp://hrcouncil.ca/hr-toolkit/keeping-people-performance-management.cfmhttp://hrcouncil.ca/hr-toolkit/keeping-people-performance-management.cfmhttp://hrcouncil.ca/hr-toolkit/learning-overview.cfmhttp://hrcouncil.ca/hr-toolkit/learning-overview.cfmhttp://hrcouncil.ca/hr-toolkit/learning-overview.cfmhttp://hrcouncil.ca/hr-toolkit/diversity-at-work.cfmhttp://hrcouncil.ca/hr-toolkit/diversity-at-work.cfmhttp://hrcouncil.ca/hr-toolkit/workplaces-team-work.cfmhttp://hrcouncil.ca/hr-toolkit/workplaces-team-work.cfmhttp://hrcouncil.ca/hr-toolkit/workplaces-team-work.cfmhttp://hrcouncil.ca/hr-toolkit/workplaces-team-work.cfm#_secA3.cfmhttp://hrcouncil.ca/hr-toolkit/workplaces-team-work.cfm#_secA3.cfmhttp://hrcouncil.ca/hr-toolkit/policies-employment-legislation.cfmhttp://hrcouncil.ca/hr-toolkit/policies-employment-legislation.cfmhttp://hrcouncil.ca/hr-toolkit/right-people-job-descriptions.cfmhttp://hrcouncil.ca/hr-toolkit/keeping-people-performance-management.cfmhttp://hrcouncil.ca/hr-toolkit/keeping-people-performance-management.cfmhttp://hrcouncil.ca/hr-toolkit/learning-overview.cfmhttp://hrcouncil.ca/hr-toolkit/learning-overview.cfmhttp://hrcouncil.ca/hr-toolkit/learning-overview.cfmhttp://hrcouncil.ca/hr-toolkit/diversity-at-work.cfmhttp://hrcouncil.ca/hr-toolkit/diversity-at-work.cfmhttp://hrcouncil.ca/hr-toolkit/workplaces-team-work.cfmhttp://hrcouncil.ca/hr-toolkit/workplaces-team-work.cfmhttp://hrcouncil.ca/hr-toolkit/workplaces-team-work.cfmhttp://hrcouncil.ca/hr-toolkit/workplaces-team-work.cfm#_secA3.cfmhttp://hrcouncil.ca/hr-toolkit/workplaces-team-work.cfm#_secA3.cfm


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Wor4*,ace

We,,ne33

Initiati7e3

/ A $ealt$ workplace mean# more t$an 7u#t warding offcold# and t$e flu.

/ It i# more $oli#tic and take# into con#ideration t$ep$#ical #piritual environmental intellectualemotional occupational and mental $ealt$ of

emploee#. @ellne## promotion doe#nt 7u#t ,enefit t$eemploee ,ecau#e an organiation filled wit$ $ealt$

,alanced and fulfilled emploee# i# a productiveworkplace t$at retain# it# emploee#

E)*,o'ee

Reco+nition

/ Eiving emploee# a #en#e of #$ared value# and purpo#e, creating a relation#$ip wit$ t$em i# important

/ @$en ou t$ank emploee# ou value t$em and t$at inturn i# motivating

An engaged emploee i# a per#on w$o i# full involved inF ent$u#ia#tic

a,out $i#:$er work. ngaged emploee care a,out t$e future of t$e compan F are willing to

inve#t t$e di#cretionar effort8e-ceeding dut0# call8to #ee t$at t$e

organiation #ucceed#.

ngaged emploee# are more productive t$an t$eir di#engaged

counterpart#.

6
http://hrcouncil.ca/hr-toolkit/workplaces-health-safety.cfmhttp://hrcouncil.ca/hr-toolkit/workplaces-health-safety.cfmhttp://hrcouncil.ca/hr-toolkit/workplaces-health-safety.cfmhttp://hrcouncil.ca/hr-toolkit/keeping-people-employee-recognition.cfmhttp://hrcouncil.ca/hr-toolkit/keeping-people-employee-recognition.cfmhttp://hrcouncil.ca/hr-toolkit/workplaces-health-safety.cfmhttp://hrcouncil.ca/hr-toolkit/workplaces-health-safety.cfmhttp://hrcouncil.ca/hr-toolkit/workplaces-health-safety.cfmhttp://hrcouncil.ca/hr-toolkit/keeping-people-employee-recognition.cfmhttp://hrcouncil.ca/hr-toolkit/keeping-people-employee-recognition.cfm


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ngaged emploee# ,elieve t$at t$e can make a difference in t$e

organiation t$e work for. %an emploee# go t$roug$ t$eir grind mec$anicall ,ut do not ,ring

pa##ion into t$eir work.

$e#e people em,od w$at 7ack @elc$ #aid #everal ear# ago?G Hever

mi#take activit8for accompli#$ment.G mploee ngagement $a# relativel little to do wit$ macro8economic

condition# In#tead it i# t$e uni9ue element# of t$e work e-perience t$at are mo#t

likel to influence engagement..

-1 C:S OF EMPLO#EE ENGAGEMENT

C>HHC C>HJ C>H"I+K

C>H">*

C>HE"AK*A

C*A"IJ CA""

C>H(IDHC C>**A+>"A C"DI+I*IJ

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CLA((IFICATION OF EMPLOYEE(&

1. (ull ngaged emploee# 2. Pa##ivel engaged emploee#

3. Di#engaged emploee# 4. Activel Di#engaged

ACTI;EL#

ENGAGE"

PASSI;EL#

ENGAGE"

"ISENGAGE" ACTI;EL#

"ISENGAGE"

Do our ver

,e#t

Do a# ou are

told

>ften feel

underutilied

+ored and fru#trated at

work

Con#tantllearning F

taking

calculated

ri#k#.

Do trictlw$at0# re9uired

pend time at worktaking care of

per#onal need#

Hegative or #arca#ticattitude a,out work

(eel #tretc$ed

,eond

comfort one

tick to w$at

ou know and

take few ri#k#.

Pa i# a ,ig rea#on

w$ #ta

Critical of leader# or

peer#.

ake per#onal

#ati#faction in

t$e 9ualit of

work

ee man

,arrier# to

,etter re#ult#

out#ide of

per#onal

control

Do 7u#t enoug$ to

get , and not get in

trou,le

*ook for wa# to find

,lame.

@ork can ,e

#tre##ful ,ut

al#o rewarding

and fun.

"arel

#tretc$ed ,

new

a##ignment#

peak Poorl a,out

t$e compan

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DRIVER( OF ENGAGEMENT

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DELIGHT&

$i# tpe of engagement activit deal# wit$ t$e atmo#p$ere at t$e work place

=" management e-pert# ,elieve t$at t$e work atmo#p$ere i# mainl c$iefl

important for t$e emploee engagement e-tent in an organiation.

A good work force doe# not mean t$at t$e work place #$ould ,e clean and

Mgood to work at0. It mean# t$at t$e work place #$ould al#o ,e a fun place apart

from ,eing clean neat and $gienic. $e fun initiative i# t$e ke driver of

engagement t$e#e da#. oda t$e indu#tr work# from '?))A% to H> P%. At

#uc$ working timing# and condition# t$e emploee# need to $ave fun at work

place al#o. In t$e lack of t$i# fun initiative t$e emploee lo#e# $i# intere#t in

work a# t$ere i# no activit to act a# refre#$ment in $i# da to da work#.

(or e.g. follow a delig$t engagement practice named (KH CA*HDA". $i# i# a

mont$l calendar c$aracteried , event# w$ic$ are followed ever da. ac$ da

i# given a name and t$at da i# cele,rated. >ne da i# alwa# fi-ed wit$

N+I"=DAJ F AHHI"A"J C*+"AI>HG da w$en t$e ,irt$da# and

anniver#arie# w$ic$ occurred during t$e mont$ are cele,rated. $ere are al#o ot$er

da# like Per#pective #$aring da.

$i# i# t$e time of performance evaluation of an emploee. At t$i# point of time

t$e performance of all t$e emploee# are evaluated on certain paramete#

t$roug$out $i# life ccle.

$e performance calculation i# ,a#ed on t$e Le Performance Indicator# #et , t$e

emploee#. $e LPI include# all t$e target# w$ic$ an emploee i# #uppo#ed to

meet at a particular given time. An emploee i# rated er good Eood Averaeg

poor F ver poor ,a#ed on t$ LPI #et , $im and t$e target completed at t$e end of

t$e time period.

$e engagement activitie# carried out at P% level include# t$e finaliation of LPI

wit$in 15 da# for new 7oinee# w$ic$ i# dul agreed upon , t$e #enior manager

and t$en uploaded online and followed , t$e individual#. Apart from t$e LPI

#etting t$e ta#k of Mperformance di#cu##ion wit$ t$e #upervi#or0 i# al#o carried out.

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>nce t$e target time duration i# completed t$e di#cu##ion regarding t$e

performance #$own a# per LPI# i# carried out wit$ t$e #upervi#or.

$e level of engagement at t$i# level i# mea#ured , t$e online uploaded LPI F

t$e progre## review# taken , t$e =" department. $e fre9uenc of t$e a,ove

mentioned emploee engagement i# annual w$ere t$e online uploading i#

concerned F w$en t$e review# are concerned t$e fre9uenc i# $alf8earl.

Performance Review Ratings at Aircel:

Aircel $ave a 5 point rating ##tem?

5 8 u,#tantiall -ceeding -pectation#

4 8 -ceeding -pectation

3 8 %eeting -pectation.

2 8 Partiall %eeting -pectation

1 8 Hot %eeting -pectation#

$e new LPI ##tem at Aircel aim# at?O Defining a #ingle and ro,u#t performance driven culture acro## t$e Countr.O +ringing a,out a feeling of tran#parenc inclu#ivene## and involvement in

defining performance o,7ective# and #tandard#.O Increa#e in t$e o,7ectivit and accurac of mea#urement of performance.O Increa#e in t$e alignment ,etween individual eam functional and

organiational goal#.O *inking directl to t$e P*I program of t$e organiation.

)PI Cy"le at Ai*"el&

O @e follow t$e Calendar ear for Apprai#al. A##e##ment Period #$all ,e

anuar to Decem,er ever ear. A##e##ment# #$all ,e conducted in t$e

mont$ of anuar.

+, (el# De-elopment Plan'

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t$eir function. $e target emploee# covered under t$i# engagement

practi#e are onl 2) of t$e entire work force.

/8 (t*!"t!*e% Comm!ni"ation'

$i# engagement activit include# communication wit$ variou#

department# in t$e organiation. $i# i# carried out at 4 level#?

a. (1ip Le-el Meeting- t$i# i# a #tructured communication w$erein

ever per#on get# to interact wit$ a per#on w$o i# 2 level# over $im.

=e can communicate $i# pro,lem# to t$e ,o## of $i# ,o## i.e $e can

#kip a level. $i# i# mea#ured t$roug$ min 5 meeting# per mont$ for

C+= F minimum 2 meeting# per reviewer per mont$. It# fre9uenc

i# , rotation and t$i# i# an ongoing proce## and t$e per#onre#pon#i,le for t$i# engagement activit i# t$e reviewer:=". $e

target emploee# covered under t$i# engagement activit are all t$e

grade 5 F 6 emploee# a,ove t$e reviewer.

,. Open Ho!se2To/n all' t$i# i# an occa#ion w$en t$e circle ="

$ead goe# to variou# one# know t$e pro,lem# and grievance# of t$e

emploee#. It i# mea#ured , t$e 9uarterl #e##ion# planned v#.

actual #e##ion#. It# fre9uenc i# 9uarterl and t$i# i# an ongoing

proce##. $e per#on re#pon#i,le for t$i# engagement activit i# t$e

functional $ead ,u#ine## $ead or =". $e target per#on# covered

under t$i# engagement activit are 1)) emploee#.

c. One to One8 t$i# i# t$e activit w$ere in t$e communication i# face

to face wit$ t$e =" $ead. It# i# mea#ured , min 5 meeting# per

mont$ for =" F min 2 meeting# per reviewer per mont$.It#fre9uenc i# mont$l and i# an ongoing proce##. $e per#on

re#pon#i,le for t$i# activit i# t$e =" $ead and target emploee# are

t$e no. of people participated in open $ou#e.

d. People Inte*a"tions at 3ones't$i# action i# mea#ured , Qonal

vi#it# , C+=:=" and t$e fre9uenc i# +i8mont$l t$i# i# an

ongoing proce## and t$e per#on re#pon#i,le for t$i# engagement

activit are t$e C+= and ="

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(epa*ation'

$i# i# t$e time of full n final #ettllement wit$ t$e organiation. $i# t$e point

w$en t$e emploee leave# t$e organiation and goe#. $e action taken at t$i# time

i# t$e $andover and en#uring of apprai#al# of all reportee# of #eperating people. It

i# a #igned document recd. @it$ $r for all ,ill# wit$ minimum one mont$# tenure.

It i# an ongoing proce##. $e per#on re#pon#i,le for t$i# i# t$e receiving F

relieving #upe target i# #aid to ,e completed after t$e clo#ureof apprai#al of t$e

direct reportee# ofElements o# F!n

Per#onal en7oment? verone wi#$e# t$eir 7o,# to ,e #omet$ing t$e en7o

and fun add# an element t$at create# t$at feeling of en7oment. If t$e

workplace i# fun ou will ultimatel like our work more and put moreeffort into it and ,e $appier wit$ t$e 7o,. A good 7o, $elp# make a per#on

$app and can add a lot of fulfillment and per#onal en7oment to a per#on0#

life. park# creativit and imagination ? (un in t$e workplace can come in man

form# and man of t$o#e #uc$ a# $umor# game# 7oke# competition#

intere#ting c$allenge# or ##tem# wit$ prie# re9uire new wa# of t$inking

wit or cleverne## teamwork or c$allenge and ot$er activitie# t$at trigger

new idea# t$inking and creative work. %an people #impl con#ider

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ant$ing creative to ,e fun ;I0m one of t$o#e people< #o ta#k# t$at involve

t$e#e element# are often clo#e a##ociated or even #parking new creativit

innovation and imagination among t$o#e involved.

Can ,e a #trong c$ange proponent?fun will trigger people to t$ink a,out

$ave more fun often improving ##tem# and proce##e# or ta#k# along t$e

wa to make t$em ,ot$ effective and fun in t$e proce##. $i# creativit i# a

wonderful partner to fun w$en it trigger# idea# and rall0# #upport for

c$ange. C$ange i# #car to man people and #o making c$ange part of

#omet$ing t$at i# en7oa,le take# t$e fear out of it and it $elp# to #upport

t$e c$ange in#tead of add fear to it. $e idea# t$at come from fun program#

t$en often encourage or reinforce even more c$ange and it can continue tofeed on it#elf if t$e ##tem# are dnamic enoug$ to let fun #teer #ome of t$e

work ta#k# and proce##e#.

ngage# team# and cro## functional team# more ea#il? %o#t t$ing# t$at are

fun in t$e workplace will onl ,e #ucce##ful if t$e are done wit$ multiple

people and w$en people $ave a c$ance to work toget$er or compete wit$

one anot$er doing it. %an of t$e ##tem# and program# I0ve #een t$at are

fun are w$en multiple department# or team# come toget$er. $i# can ,e

ant$ing from team ,uilding e-erci#e# or 7o, #$aring to competition# or

#ocial event#. Activitie# t$at ,ring people toget$er from multiple area# t$at

do not generall work toget$er are more #ocial and even if t$e activitie#

are entirel work focu#ed t$e new #ocial a#pect i# fun and engage# people

more t$an wit$out t$e#e activitie# in place. And it0# t$i# engagement

,etween team# t$en t$at reall #tart# to ,enefit t$e organiation a# t$e

compan work# more and more integrated among it# people in#tead of in#ilo# or #eparate area#.

+uild# per#onal relation#$ip# fa#ter for more effective teamwork?$e

engagement ,etween team# 7u#t a,ove o,viou#l $appen# wit$in team# a#

well and t$e advantage of t$i# i# t$at per#onal relation#$ip# are ,uild fa#ter

among team# w$en t$e are $aving more fun in t$eir work. People interact

more and communicate muc$ more fre9uentl during fun activitie# and

ultimatel w$en t$e know eac$ ot$er ,etter. People wit$ clo#er

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relation#$ip# under#tand one anot$er well and can ,e muc$ more effective

a# a team t$an people w$o do not know eac$ ot$er well. $i# i# t$e ca#e in

all area# of life and it work# well in t$e workplace a# well. (un in t$e

workplace i# #impl an element t$at can encourage t$i# to $app and

provide# t$e environment needed to allow effective teamwork.

Increa#e# emploee loalt and lengt$en# emploee #ervice time? People

w$o are $app doing #omet$ing tend to do more of it or to do it longer and

#o t$i# i# certainl true w$en it come# to work. If ou like our 7o, and

work ,ecau#e ou $ave a lot of fun doing it ou are more likel to #ta.

People w$o are more likel to #ta will provide more value to an

organiation t$roug$ gained e-perti#e #trong relation#$ip# and teamworkwit$ colleague# and , reducing overall training time and learn curve ratio#

compared to t$eir delivered re#ult#.

"e#earc$ tell# u# t$at fun and laug$terR

1. %ake ou feel good

2. Promote optimi#m

3. "educe #tre##4. a#e ,oredom

5. =elp u# cope wit$ pro,lem#

6. +uild relation#$ip#

!. +reak down ,arrier#

&. *ig$ten up #eriou# or ten#e #ituation#

'. Promote creativit and pro,lem #olving

1). Create 7o among people

E4amples o# F!n in te 5o*1pla"e

ncouraging and allowing people to per#onalie t$eir work#pace wit$

per#onal item# #ign# po#ter# favourite team 7er#e# flag# o,7ect# gadget#

or an ot$er #impl item#.

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Diver#e per#onalit tpe# i# advantageou# for man rea#on# ,ut e#peciall

for adding fun #ince ou get more variet in t$e tpe of people working

toget$er w$en ou $ave a mi- of per#onalit or ,e$aviour tpe#.

oke# and $umorou# #torie# #$ould ,e regularl availa,le , po#ting#

new#letter# and in #c$eduled meeting#.

Create and #upport an active #ocial clu, to organie event# game# and

#port# for all to participate in out#ide of work.

ncourage #imple $armle## practical 7oke# around t$e office

K#e team name# and nick name# for people ,a#ed on t$eir work or area# of

e-perti#e

"otate 7o, function# wit$in team# to e-perience varing #tle# and

per#onalitie# in repetitive ta#k#

Ris1s /it F!n in te 5o*1pla"e&

$ere are of cour#e #ome ri#k# wit$ adding more fun in t$e workplace and w$ile

t$e #$ould not ,e ignored t$e can ea#il ,e mitigated and controlled. $e mo#t

ea#il occurring ri#k could ,e t$at 7oke# and practical 7oke# get out of $and or

unprofe##ional. It i# ver important to know t$at an $umour mu#t ,e clean and

clean from an pre7udice raci#m or #e-i#m. If t$i# i# monitored and correctl

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9uickl w$en it i# vi#i,le at an level t$e $umour can ,e kept profe##ional and fun

wit$out t$e ri#k of $urting feeling# or attacking anone0# c$aracter.

BELIEFS ABO! E"PLO#EE E$%A%E"E$!

$e approac$ to ,uilding $ig$er level# of engagement i# ,a#ed on a num,er of

fundamental ,elief# man of w$ic$ were formed , our more t$an t$ree decade#

of re#earc$ and e-perience.

1. En+a+e)ent i3 the *ri)ar' ena5,er o 3ucce33u, e8ecution o an' 5u3ine33

3trate+'% An engaged workforce i# our onl true competitive advantage. It i#

almo#t impo##i,le to cop and wit$out it e-ecution of mo#t corporate initiative#

,ecome# difficult if not impo##i,le.

2. En+a+e)ent i3 not a 3hort Certain

people $ave a #et of c$aracteri#tic# or attri,ute# t$at increa#e t$eir propen#it for

engagement;for e-ample #ome emploee# are more likel to $ave $ig$er level# of

engagement t$an ot$er# regardle## of t$e 7o,# t$e c$oo#e or a##ignment#t$e

receive


30/94

&' Engagement is all a6o!t #it7People are more likel to ,e engaged if t$eir 7o,#

and t$e culture of t$e organiation matc$ ,ot$ t$eir a,ilitie# and #kill# and t$eir

motivation and value#. %o#t organiation# $ire or promote onl for t$e a,ilit and

#kill matc$ ignoring t$e motivation and value matc$.

('No one impa"ts te state o# engagement mo*e tan an employee8s imme%iate

lea%e*% @$ile t$i# mig$t ,e a #lig$t e-aggeration we ,elieve mo#t people do not

leave t$eir 7o,#B t$e leave t$eir ,o##e#. $ow u# a $ig$l engaged team and

t$ere0# a #trong likeli$ood we can #$ow ou a leader w$o i# coac$ing for #ucce##

#etting clear goal# empowering ot$er# providing open and $one#t feed,ack and

making t$e winner# feel valued.

)'Meas!*ing engagement an% %emonst*ating its 6!siness impa"t is "*!"ial9 6!t

it8s only a small pa*t o# /inning te 6attle7 (ar too man organiation# pour

$undred# of t$ou#and# of dollar# into mea#uring and mea#uring engagement

leaving little energ or ,udget for actuall improving engagement level#. Leep

our engagement mea#ure# #imple and co#t8effective. In#tead #pend our

re#ource# and energ moving t$e needle in t$e rig$t directionS

*' Engagement means *ea"ing te ea*t7=ig$l engaged emploee# give t$at

e-tra effort,ecau#e in#ide t$e care. And t$e care ,ecau#et$e feel #omeone i#

caring for t$em. A vice pre#ident for cu#tomer #ervice at Progre## nerg for

e-ample in#i#t# t$at $i# manager# reall get to know t$e individual# on t$eir team#

a# people not 7u#t emploee#. =e want# toknow a,out t$eir a#piration# intere#t#

and familie#. $e recognition of t$e Nw$ole per#onG #end# a powerful me##age to

emploee# t$at t$e organiation under#tand# and appreciate# t$at t$e $ave a life

out#ide work.

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ome of t$e factor# w$ic$ definitel are cau#e of HEAE%HF

"HI>H of emploee# are em,odied ,elow?

:*an% Name:

%an of t$e emploee# con#ider t$e ,rand name of t$e organiation for taking up

a##ignment#. mploee# feel pre#tige of t$e in#titution a# t$eir per#onal to run wit$

t$e organiation. @orking in a famou# compan or organiation generall make#

people to adore wit$ commitment. Dignit of t$e in#titution i# one of t$e ma7or

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factor# for attac$ment of t$e emploee# all along wit$out an fear for future. It

give# ma-imum #ati#faction to t$e emploee# and diver#ification of t$eir idea#

toward# t$e In#titutional Development. mploee# naturall inclined to generate

t$eir future plan# and pro#pect# wit$ t$e e-i#ting organiation and tend toward#

t$eir #u#taina,ilit and regularit in t$eir firm. $i# will lead to t$e mploee#

retention more. mploee# ma not t$ink to leave t$e organiation ,ecau#e of it#

,rand name and familiarit in t$e pu,ic ee and wanted to #ta wit$ t$e

>rganiation for ever not onl for t$e #ake of t$e Compan ,ut al#o for t$eir future

pro#pect#.

5age Poli"y&

$e wage polic of t$e an organiation definitel attract# t$e emploee# a lot.

%an emploee# look forward for monetar ,enefit# and ocial #ecurit mea#ure#

adopted , t$e organiation or firm. Adoption of a regular time #cale of pa wit$

proper fficienc +ar# including adoption of Erade Pa #tem for variou#

categorie# of po#t# e-i#ted in an organiation from top to ,ottom i# muc$ more

importance for t$e retention of emploee#. mploee# naturall o,#erve t$e #alar

#tructure of eac$ categor of po#t and fringe ,enefit# e-tended , t$e organiation

or compan. A ##tematic wage polic revi#ion of pa #cale# in t$e convenienceinterval# provi#ion# for additional allowance# reward# for e-tra8ordinar work of

t$e emploee# from time to time will definitel catc$ t$e emploee# and more

retention i# po##i,le.

Ca*ee* A%-an"ement ("emes&

Career Advancement c$eme i# one of it# kind# to introduce for t$e regular

promotion# profe##ional growt$ and development of an emploee in an firm.

ver emploee e-pect# advancement in $i# career , wa of promotion# grade#

and relocation to ne-t $ig$er categor or grade for furt$erance of $i# intere#t#. A

lucrative polic on Career Advancement# of emploee# i# muc$ more t$an enoug$

for retention of emploee# in a firm. Automatic Advancement of t$e Career i# al#o

to ,e t$oug$t of , t$e firm# for t$e ,enefit of it# emploee#. (or ever 5:1):15

ear# of #ervice of an emploee automaticall t$e emploee #$ould ,e placed in

t$e ne-t $ig$er categor or #cale of pa or Erade wit$ monetar ,enefit# #o t$at t$e

mploee# would ,e in a greater #ati#factor mood to work for t$e promotion of

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34/94

$i# will #trengt$en t$e emploee#0 cali,re and dedicated emploee# will ,e

formed in an in#titution wit$out fear and favour leading to muc$ retention in t$e

concern#.

Con%!"t R!les &

It i# al#o nece##ar to frame certain Conduct "ule# for t$e intere#t of t$e

In#titution. $e conduct rule# mu#t #pecif t$e attitude ,e$aviour and conduct of

eac$ and ever emploee w$ile di#c$arging t$eir dutie#. mploee# tend to

di#c$arge t$eir dutie# utmo#t care and devotion. iolation of conduct rule# attract#

t$e provi#ion# of t$e Di#ciplinar rule#. =ence mploee# regularit and #incerit

will ,e developed and #u#tained. $i# can ,e termed a# one of t$e cau#e# for

retention of emploee#.

O*ganirganiational culture grow#

over time. People are comforta,le wit$ t$e current organiational culture. $e

need #trategic c$ange# to #uit to t$e pre#ent da need#. People in ever work place

talk a,out organiational culture. $e need to e-pect #ome #ort of convenient

organiational culture. Culture i# t$e environment t$at #urround# u# at work all of

t$e time. Culture i# a powerful element t$at #$ape# our work en7oment

relation#$ip# and work proce##e#. A congenial >rganiational Culture make#

people $app and retain for ever. It lead# to definitel mploee# retention.

Te*minal 6ene#its&

Providing terminal ,enefit# at t$e end of t$e #ervice of an emploee will ,e a

added advantage now a da# for future #ecure. ac$ and ever emploee mu#t

e-pect #ome 9uantum of mone at t$e end of $i# #ervice to lead a peaceful life

after retirement. =owever t$ere are #tatutor o,ligation# on t$e part of t$e

organiation# to provide P( Eratuit etc. Apart from t$at >rganiation# mu#t

plan for creation of furt$er monetar ,enefit# a# a retirement plan# for t$e welfare

of it# emploee#. $i# will give muc$ relief to it# emploee# to retain in an

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organiation till t$e end of $i# #ervice. $i# ma al#o cau#e for retention of

emploee#.

$ere are 3 categorie# of emploee#?

A? @$o will leave t$eir current emploer in 3 ear# of t$eir emploment.

+? @$o $ave a pro,a,ilit of leaving t$eir current emploer in ne-t 3 ear#.

C? @$o will #ta wit$ t$eir current emploer in t$e ne-t 3 ear#.

Categor A? $e#e are t$e emploee# w$o lack communication wit$ t$eir

emploer#. Categor +? $e#e emploee# can ,e converted into categor C if

precaution# are taken. Categor C? $e#e are t$e emploee# w$o $ave proper well #tructured

communication wit$ t$eir emploer#

@$at i# t$e Alternative to mploee ngagement

Condition# t$at prevent emploee engagement #eldom alleviate t$em#elve#. $e

#$ould ,e a##e##ed and addre##ed a# #oon a# po##i,le. *eft to multipl negative

emploee #ati#faction i##ue# can re#ult in?

Hi+her e)*,o'ee turno7er 8 mploee# leave taking t$eir re#ervoir of

knowledge and e-perience to anot$er workplace

"i)ini3hed *eror)ance8 Competenc of t$e workforce i# reduced at

lea#t #$ort term until new emploee# are trained

Lo3t trainin+ do,,ar3 8 ime and mone inve#ted in training and

development program# for departing worker# i# wa#ted

Lo6er )ora,e8 "emaining emploee# can ,e over,urdened wit$ new dutie# in

addition t$e unre#olved i##ue# t$at alread prevent t$eir full engagement.

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6

COMPAN# PROFILE


37/94

Company Profle:

$e Aircel Eroup formed in 1''4 offer# afforda,le and out#tanding mo,ile

#ervice# to a va#t #u,#cri,er ,a#e in India. Aircel $a# a vi#ion of delig$ting it#

cu#tomer# , giving t$em t$e re#pect t$e de#erve. >ur goal i# to provide our

cu#tomer# wit$ e-emplar #ervice and per#i#tentl look for new wa# to #urpa##

t$eir e-pectation#.

Aircel commenced operation# in 1'''. In our fir#t decade of operation# we

concentrated on ,uilding our foundation# in t$e #out$ern part of t$e countr and

#oon emerged a# t$e regional market leader#. @e worked $ard and ac$ieved t$at

#ucce## , remaining focu#ed on growt$ opportunitie#. oon after our compan

,egan wit$ it# e-pan#ion in 2))5 and $a# now #et it# #ig$t on ,ecoming a pan India

operator. >ur pro7ect pipeline i# ro,u#t allowing for #u#taina,le long8term growt$.

In addition to our leader#$ip po#ition in amil Hadu Aircel met wit$ e-traordinar

#ucce## in t$e a#tern frontier circle#. @e pride our#elve# on cu#tomer #ati#faction

and managed to emerge a# t$e market leader# in A##am and Hort$ a#tern #tate#

wit$in 1& mont$# of operation#. During t$i# period our compan gained a #trong

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38/94

foot$old in 1) circle# to provide ,etter acce## to our cu#tomer#. oda Aircel

operate# in 1& telecommunication circle# and t$e compan i# read to em,ark on a

dnamic e-pan#ion plan #wiftl rolling out in new circle# in t$e near future.

Aircel recognie# t$e tremendou# growt$ in it# cu#tomer ,a#e. @e $ave al#o got an

aut$oriation from t$e Department of elecommunication# for I*D and H*D

telep$on #ervice# and are now on track to realie our dream of ,ecoming a

nationwide plaer , t$e ear 2)1).

Aircel offer# it# cu#tomer# #ervice# and product# t$at are ea# to under#tand and

u#e. All offering# are #timulating and at t$e #ame time e-tremel uni9ue a#

Aircelcontinue# to re8invent it#elf con#tantl to deliver t$e ,e#t and mo#t up8to8

date #ervice#. $e ,rand in#til# a felling of pride confidence and reliance among

all #take$older# , anticipating t$eir de#ire# and fulfilling t$e #ame efficientl.

@it$ our foundation# deepl #et on our ,rand vale# of #implicit creativit tru#t

and e-citement we will continue to deliver #uperior #ervice# to our cu#tomer# and

will do our ,e#t to live up to t$eir $ig$ e-pectation#.

VI(ION INDIA&

i#ion India taffing Pvt. *td. i# a privatel owned and operated =" #ervice

provider #ervicing world cla## companie# and partnering t$em in t$eir manpower

e-pan#ion plan#. i#ion India pla a t$ird part role in Aircel. And it provide#

e-pert and innovative #taffing #olution# to recruit t$e ,e#t talent availa,le acro##

indu#tr #ector# t$roug$ it# network of office# in ma7or citie# acro## India.

A:OUT U(&'

i#ion India taffing Pvt. *td #tarted t$e 7ourne of taffing olution# in 2))& and

$a# ,een offering innovative workforce management #olution# to t$e India0# mo#t

re#pected and growing organiation# a# well a# man multinational# operating in

India. $eir #ervice# ena,le u# to e-ceed t$e e-pectation# of our e#teemed client#.

>ur uni9ue #trengt$# and e-perience will ,enefit our ,u#ine## w$erever it

operate# around t$e nation. i#ion India taffing *td. / wit$ ou wit$ a difference

make a difference ,ecau#e of our

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trong =" #upport

trong (inancial ta,ilit

Pre#ence in multiple indu#tr #egment# t$at give u# t$e domain knowledge.

Euidance of e-pert# on legal and compliance i##ue#.

"o,u#t ec$nolog and Infra#tructure.

@e, ,a#ed portal

Company o*igin&

$e Aircel Eroup i# a 7oint venture ,etween %a-i# Communication# +er$ad of

%ala#ia and Apollo =o#pital nterpri#e *td of India wit$ %a-i#

Communication# $olding a ma7orit #take of !4 F Apollo =o#pital $olding a

#take of 26. Aircel commenced operation# in 1''' and ,ecame t$e leading

mo,ile operator in amil Hadu wit$in 1& mont$#. In Decem,er 2))3 it launc$ed

commerciall in C$ennai and 9uickl e#ta,li#$ed it#elf a# a market leader / a

po#ition it $a# $eld #ince. Aircel ,egan it# outward e-pan#ion in 2))5 and met wit$

unprecedented #ucce## in t$e a#tern frontier circle#. It emerged a market leader in

A##am and in t$e Hort$ a#tern province# wit$in 1& mont$# of operation#.

Airce,i# a mo,ile p$one #ervice provider in India. It offer# ,ot$ prepaid and po#t

paid E% cellular p$one coverage t$roug$out India. Aircel +u#ine## olution#

;A+ '))) certified compan. A+ i# a regi#tered

mem,er of @i%a- forum / ,ot$ in t$e Indian and International C$apter#. A+0

product range include# enterpri#e #olution# #uc$ a# %ulti protocol *a,el witc$ing

irtual Private Hetwork# ;%P* PH#pen ;t$e onl AP tenni# tournament in India


40/94

%a-i# Aircel# ma7orit #take $older at t$at time rai#ed "%11.2 ,illion ;KD 3.36

,illion#< for it# #$are$older# ;K+ in %ala#ia and

out$ea#t A#ia.

=G 0 :5A

>n 1' %a 2)1) t$e 3E #pectrum auction in India ended. Aircel paid 64''.46

crore# for #pectrum in 13 circle# 8 t$e lea#t co#t per circle compared to ot$er

operator#. $e circle# it will provide 3E in are And$ra Prade#$ A##am +i$ar

ammu F La#$mir Larnataka Lerala Lolkata %ad$a Prade#$FC$$atti#gar$

Hort$ a#t >ri##aPun7a, amil Hadu Kttar Prade#$ ;a#t< FKttarak$and and

@e#t +engal.

>n 11 une 2)1) t$e,road,and wirele## acce## ;+@A


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Apart from t$e amil Hadu and C$ennai circle# it en7o# market leader#$ip in t$e

Hort$ea#t and A##am circle#. In +i$ar and >ri##a too it i# among t$e top four

operator#.

>verall Aircel# growt$ $a# ,een commenda,le. (rom a #u,#cri,er ,a#e of 16

million in 2))& it reac$ed 31 million in 2))' regi#tering a '2 per cent growt$.

(rom anuar 2)1) to une 2)1) it# #u,#cri,er ,a#e grew , 26 per cent to 41.6'

million. In term# of revenue t$e compan contri,uted 4.1 per cent to t$e group#

revenue in 2))' up from 2.1 per cent in 2))&.

(t*ategy so #a*

@it$ India ,eing a #ignificant market for t$e %a-i# Eroup accounting for more

t$an $alf of it# total #u,#cri,er ,a#e Aircel continue# to pla a ma7or part in t$e

group# ,u#ine## #trateg.

In order to en#ure 9ualit and 9uick rollout of #ervice# in t$e new circle# Aircel

$a# opted for t$e out#ourcing route and $a# tied up wit$ #peciali#t# like ric##on

;for networkracle Communication# ;for #oftware


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Te *oa% aea%

Aircel# ,igge#t a##et i# it# #trong financial ,acking. It $a# earmarked a total of U1)

,illion for inve#tment# till 2)11 a# it# countrwide cape-. $e compan i# likel to

complete it# nationwide rollout #oon wit$ t$e lucrative Eu7arat circle ,eing ne-t in

9ueue.

=owever t$e fig$t for market #$are in t$e#e new circle# will ,e toug$er for Aircel.

$i# i# e#peciall true for circle# like Del$i and %um,ai. A# Dr %a$e#$ Kppal

director Com(ir#t note# N$e cream laer $a# alread ,een taken awa. $e

compan will now need to market it# product# ver aggre##ivel a# it i# ver

difficult to c$urn cu#tomer# e#peciall in India.

o an e-tent Aircel $a# managed to differentiate it#elf a# i# reflected in it#

aggre##ive marketing #trategie# and #u,#cri,er num,er#. In t$e Del$i circle alone

it $a# managed to add 1.21 million #u,#cri,er# wit$in a ear of it# #ervice launc$.

$e operator plan# to u#e t$e 3E #pectrum largel to differentiate it#elf on t$e ,a#i#

of value8added #ervice# ;A


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A/a*%s 0 Re"ognition

Aircel $a# won man award# for it# #ervice#. Aircel wa# $onored at t$e @orld

+rand Congre## 2))' wit$ t$ree award# +rand *eader#$ip in elecom %arketing

Campaign F %arketing Profe##ional of t$e Jear. Aircel wa# $onoured , C%AI

IH(>C>% Hational elecom Award 2))' for M-cellence in %arketing of Hew

elecom ervice0. Aircel $ad ,een #elected a# t$e ,e#t regional operator in 2))& ,

ele.net. Aircel wa# rated a# t$e top mid8#ie utilit compan in +u#ine## @orld0#

M*i#t of +e#t %id8ie Companie#0 in 2))!. Aircel got t$e $ig$e#t rating for overall

cu#tomer #ati#faction and network 9ualit in 2))6 , oice and Data.

Apple iPone $ La!n"

Aircel launc$ed t$e Apple iP$one 4 apart from +$artiAirtel on 2!t$ %a 2)11

w$ic$ i# one of t$e mo#t popular martp$one in t$e contemporar world.

Aircel i# famou# for innovative Pocket Internet card# for (ree EP" #ervice for

1da:3da#:!da#:3)da#. Aircel ,ecome fir#t to introduce >nline #ervice to

#u,#cri,e and manage Dialer tune#. It i# fir#t in countr to introduce %

,ank:P$one +ook:"eminder:alking %.

Net/o*1 Co%es

4)41! 8@e#t +engal

4)425 8+i$ar

4)42& 8>ri##a

4)42' 8A##am

4)433 8Hort$ a#t

4)435 8=imac$al Prade#$

4)43! 8ammu F La#$mir

4)442 8amil Hadu

4)441 8C$ennai

/4
http://en.wikipedia.org/w/index.php?title=Tele.net&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Business_World&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Voice_and_Data&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Tele.net&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Business_World&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Voice_and_Data&action=edit&redlink=1


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4)4'1 8Lolkata

Competito*s

Aircel i# t$e ith ,ar+e3t carrier in India. It# competitor# are ;in order of

cu#tomer total#


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Methodo,o+' o the re*ort?

$e pro7ect work $a# ,een carried out in t$ree #tage#

A #tructured 9ue#tionnaire wit$ o,7ective# and 9ue#tion# w$ic$ were

communicated were te#ted and finalie.

$e 9ue#tionnaire wa# admini#tered to t$e workmen at veread

India *td. , contacting t$em.

$e work related to data entr compilation data anal#i# and report

writing con#tituted in t$e t$ird #tage. Interview inde- wa# al#o u#ed

at #ome place to get information on t$e pro7ect #u,7ect.

"ATA COLLECTION$pinion t$e gave and

al#o to know t$e emploee# #tate of mind.

SAMPLING TECHNIDUE?8

In #tati#tic#and #urve met$odolog 3a)*,in+ i# concerned wit$ t$e election of

a #u,#et of individual# from wit$in a #tati#ticalitem to e#timate c$aracteri#tic# of

t$e w$ole item. $e t$ree main advantage# of #ampling are t$at t$e co#t i# lower

data collection i# fa#ter and #ince t$e data #et i# #maller it i# po##i,le to en#ure

$omogeneit and to improve t$e accurac and 9ualit of t$e data.

JP >( A%P*IHE C=HIVK?8

ampling met$od# are cla##ified a# eit$er P*o6a6ilityor Hon'P*o6a6ility

P*o6a6ility (ampling&'

imple random ampling.

Clu#ter ampling.

#tematic ampling.

tratified ampling.

N o n * r o 5 a 5 i , i t ' 3 a ) * , i n + $ Certain

people $ave a #et of c$aracteri#tic# or attri,ute# t$at increa#e t$eir propen#it for

engagement;for e-ample #ome emploee# are more likel to $ave $ig$er level# of

engagement t$an ot$er# regardle## of t$e 7o,# t$e c$oo#e or a##ignment#t$e

receive


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our engagement mea#ure# #imple and co#t8effective. In#tead #pend our

re#ource# and energ moving t$e needle in t$e rig$t directionS

*' Engagement means *ea"ing te ea*t7=ig$l engaged emploee# give t$at

e-tra effort,ecau#e in#ide t$e care. And t$e care ,ecau#et$e feel #omeone i#

caring for t$em. A vice pre#ident for cu#tomer #ervice at Progre## nerg for

e-ample in#i#t# t$at $i# manager# reall get to know t$e individual# on t$eir team#

a# people not 7u#t emploee#. =e want# to know a,out t$eir a#piration# intere#t#

and familie#. $e recognition of t$e Nw$ole per#onG #end# a powerful me##age to

emploee# t$at t$e organiation under#tand# and appreciate# t$at t$e $ave a life

out#ide work.

06


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chandan3ri7a3ta7a)'3e,%co)

)ai, )e data ana,'3i3

2-
mailto:[email protected]:[email protected]


59/94

2

FINDINGS


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FINDINGS

mploee# are 9uiet $app and #ati#fied wit$ AI"C* and t$e t$ink t$at

t$e >rganiation i# caring and a comforta,le place to work .

mploee# are $app wit$ "F".4& of emploee# #a t$at "F" i#

P"(C in Aircel.

mploee# are clear a,out t$eir re#pon#i,ilitie# and work.

1)) emploee# #a# t$at get immediate $elp F#upport of t$eir #upervi#or

a# F w$en re9uired in ca#e of an pro,lem or #$ortcoming.

%o#t of t$e emploee# are in favourof o, rotation.

$e know well w$at i# e-pected out of t$eir work

$e $ave t$e opportunitie# to do t$eir work ,e#t a# per t$eir plan#.

$e receive feed,ack from t$eir +o##e#.

$e are ,een recognied for t$eir out#tanding performance# regularl.

raining #e##ion# and ot$er development programme# are provided to t$em

to improve one# at profe##ional a# well a# per#onal edge#.

$e are ver muc$ committed for doing Vualit work.

$e compan recognie# t$eir wort$ F importance Fi# ,een con#tantl

encouraged to #erve #omet$ing ,igger t$an 7u#t t$e ,ottom line re#ult#

$e $ave a #en#e of ,elongingne## wit$ t$e organi#ation.

$e emploee# are encouraged to develop t$em#elve#.

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$e find a two wa communication wit$in t$e organiation.

$ere i# an open door tran#parenc for #$aring view#.

$e emploee# are $ig$l in#pired to go e-tra mile to $elp t$e organiation

#ucceed.

mploee# #$ould ,e #upported in t$eir difficult time# ,ot$ financiall and

emotionall.

o, rotation and multi #killing #$ould ,e t$ere to avoid ,oredom.

$owing concern wit$ emploee0# $ealt$ and well ,eing.

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22

SUGGESTIONS AN"

RECOMMEN"ATIONS


63/94

SUGGESTIONS AN" RECOMMEN"ATIONS

Awarene## #$ould ,e created more among t$e emploee# to know t$e

importance of mploee ngagement. All t$e emploee# even t$e field force #$ould ,e involved in t$e activitie#

carried out at Aircel. %ore fun activitie# t$at can ,e $eld at Aircel

:i*t%ay an% Anni-e*sa*y Cele6*ation7

. ou can al#o decorate t$e ,irt$da per#on0# ca,in wit$ flower# and

card# #igned , all a##ociate# or from particular department #taff.

@$ile cele,rating t$e ,irt$da ou can keep #ome #ame game#

al#o. Eame w$ic$ are more on team develpoment

>t$er t$an t$i# ou can keep #mall game# like pulling of rope

,a#ket ,all pa##ing t$e parcel ,allon ,u#t etc.

At ,irt$da cele,ration# in#tead of pre#enting greeting card# ou

can purc$a#e a w$ite or an lig$t colour 8#$irt# a#k all t$e

#taff# : team mem,er# to #ign in t$e t8#$irt F gift it to t$e ,da

per#on after cake cutting F ,da ,um# .Al#o a#k $im to wear it F

take group p$oto#. $i# idea will definitel ,e touc$ing F it will

,e a gift F cele,ration w$ic$ will ,e at $i#:$er mind forever..

I,EAS to gift something on an employee on his Birth+ay .e++ing ?

Eive $alf of $i#:$er ,a#ic pa a# gift.

Paid leave for a week for wedding and paid leave for 1da on

,irt$da.

Painting pic of t$e couple. Eet it framed 8 $e will love it.

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Eive t$em a gift vouc$er 8 $e will en7o #$opping. Jou can do

t$e #ame for +irt$da.

Decorate $i#:$er work place and welcome $im:$er wit$ #weet# andflower#. Arrange for a #urpri#e part and it# up to ou to decide on

$ow to conduct t$e part.

Arrange for a #mall Cake cutting part for t$e couple at our

cafeteria. Pick t$e ,e#t picture and gift it to t$em in a large ,eautiful

p$otoframe. Dont forget to get everone# autograp$ on ,ack#ide of

t$e frame..

%ovie icket#

OTHER INITIATIVE(

Jou can invite people to write #$ort #torie# 7oke# poem# F #$are

t$eir intere#ting e-perience#. Pu,li#$ it on t$e notice ,oard# :

promote it online ;internalne t$ing c$ange daG8w$erein emploee# are a#ked to do one

notica,le c$ange in t$emit could ,e t$ere dre###tle etc.

A#k all emploee# or proce##:team wi#e to get one of t$eir ,a,

picture#. Pa#te all t$e#e pic# on a c$art paper wit$ out mentioning

t$e name# of t$e people. conduct a vote for t$e cute#t ,a,. once

t$e voting i# done di#pla t$e ,a, pic along wit$ t$e adult pic.

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Jou can al#o $ave a game# ,reak w$ere emploee ,ring t$eir own

game and can pla on aturda# at #ome fi-ed time

>nce in a w$ile arrange for eam lunc$

Ealler ? Po#t emploee picture# taken during tour# lunc$ team

lunc$ (e#tival# ,irt$da# etc.

Arrange for a polling #e##ion ,efore ou initiate an new proce## in

our compan. Pro,a,l t$i# will $elp ou to under#tand t$e

mind#et of our emploee#.

Eive #urpri#e#. verone like# it

Fre/0ency of the serio0s Engagement Activities nee+ to 1e increase+

mploee recognition ? pot Award# Annual Ac$ievement award#

>ut#tanding performance award +e#t mploee award etc. A

#canned cop of letter of appreciation along wit$ t$eir p$oto##$ould ,e di#plaed in t$e notice ,oard. $e letter #$ould e-cel

t$eir ac$ievement# i.e $ow different are t$e from ot$er# >n w$at

ground# were t$e nominated =ow could t$e #erve a# role model

for ot$er emploee#....

oget$er @ 8 In8$ou#e magaine ? >nce in a 9uarter t$e#e

magaine# give# a #nap#$ot a# to w$at i# $appening in t$eir

compan w$ic$ include# #$aring Compan growt$ %anagement

>,7ective# Cu#tomer #ati#faction *i#t of new cu#tomer #ign8up

ale# review Cu#tomer deliver and feed,ack Partner#$ip detail#

Kp coming pro7ect# etc. $e compan al#o print# t$e contri,ution#

given , t$e emploee# #uc$ a# %otivation #torie# Painting#

Poetr "iddle# oke# ec$nolog related article# afet and

=ealt$ related ppt Hature p$otograp$# taken , emploee# etc.

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"eac$ K ? It# a online forum t$at i# availa,le in intranet #ite of

t$at particular compan w$ere emploee# can po#t t$eir i##ue#

related to work work environment =" Policie# raining need#

etc. >nce in a mont$ =" $ead along wit$ t$eir e-ecutive# will $avea open meeting wit$ t$e emploee# ;wit$out mentioning t$e name

of t$e emploee< to re#olve it t$en and t$ere.

Vualit e##ion %eeting ? Department wi#e team meet will ,e

conducted , =" w$ere in w$ic$ eac$ emploee come# up wit$

new idea# and concept# to improve t$e Vualit of work al#o $ow

to deliver t$e #ame on time $ow to reac$ out for cu#tomer

#ati#faction tec$nolog growt$ #ignificance of team work

knowledge on advanced tec$nologie# etc. At t$e end of t$e meet

department $ead nominate# a emploee and gift# $im a prie for $i#

innovative and creativene##

C$at ? Internal c$at will ,e provided for emploee# / a# wa to

communicate.

An Idea ? It# an online forum in t$e intranet w$ere emploee# can

#$are t$eir idea# and view# on cele,rating Annual da function

Lick / off part (e#tival# Eet8toget$er da +irt$da# etc. (or

ever ,e#t and uni9ue idea t$ere will ,e a #urpri#ing gift.;%ovie

ticket# team out team lunc$ c$ocolate# An official da off etc.ne male and one female from eac$

team #$ould participate

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Placing a fi#$ tank in t$e main $all #uc$ t$at it# vi#i,le to all.

+eautiful flower va#e# $ere and t$ere in t$e $all : @all 8 it$er

pla#tic flower# or original one#

Cute Coffee %ug# eac$ to ever emploee 8 $e can $ave tea in

t$eir own cup# in#tead of $aving it in paper cup#.

.

!o cele1rate In+epen+ence +ay or Rep01lic +ay :

(lag =oi#ting

Eive c$ocolate# to everone.

;>"< mall gift# to all.

;>"< mall flag#

;>"< Pen to everone.

;>"< weet#

;>"< Conduct luck draw 8 $e one w$o win# will get a gift.

raditional dre## conte#t

##a competition on "epu,lic da : Independence da

Pre#entation on importance and #ignificance of "epu,lic da :

Independence da

Decorating t$eir own de#k#

De,ate on a particular topic

1minute game

inging ;>"< Dancing competition

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CONCLUSION

1. E)*,o'ee en+a+e)ent 3tart3 on da' one? ffective recruitment and orientation

program# are t$e fir#t ,uilding ,lock# to ,e laid on t$e fir#t da of t$e new

emploee. %anager# #$ould ,e careful in pooling out t$e potential talent of t$e

new emploee t$roug$ effective recruitment. $e manager $a# to en#ure role8talent

fit w$en placing an emploee in a certain po#ition. >nce $iring deci#ion i# made

t$e new emploee #$ould ,e given ,ot$ general orientation w$ic$ i# related to t$e

compan mi##ion vi#ion value# policie# and procedure# and 7o,8#pecific

orientation #uc$ a# $i#:$er 7o, dutie# and re#pon#i,ilitie# goal# and current

prioritie# of t$e department to w$ic$ t$e emploee ,elong# in order to ena,le

$im:$er to develop reali#tic 7o, e-pectation# and reduce role conflict t$at mig$t

ari#e in t$e future. (or $ig$ emploee engagement to $appen Nleader#$ip t$roug$

e-ampleG i# of a paramount importance.

2. E)*,o'ee en+a+e)ent 3tart3 ro) the to*? mploee engagement re9uire#commitment from leader#$ip t$roug$ e#ta,li#$ing clear mi##ion vi#ion and value#.

Knle## t$e people at t$e top ,elieve in it own it pa## it down to manager# and

emploee# and en$ance t$eir leader#$ip emploee engagement will never ,e

more t$an 7u#t a Ncorporate fadG or Nanot$er =" t$ingG. mploee engagement

doe# not need lip8#ervice rat$er dedicated $eart and action8oriented #ervice from

top management.

.% Enhance e)*,o'ee en+a+e)ent throu+h co))unication? %anager# #$ould

promote two8wa communication. mploee# are not #et# of pot# to w$ic$ ou

pour out our idea# wit$out giving t$em a c$ance to $ave a #a on i##ue# t$at

matter to t$eir 7o, and life. Clear and con#i#tent communication of w$at i#

e-pected of t$em pave# t$e wa for engaged workforce. Involve our people and

alwa# #$ow re#pect t$eir input. $are power wit$ our emploee# t$roug$

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participative deci#ion making #o t$at t$e would feel #en#e of ,elongingne##

t$ere, increa#ing t$eir engagement in realiing it.

% Gi7e 3ati3actor' o**ortunitie3 or de7e,o*)ent and ad7ance)ent?

ncourage independent t$inking #o t$at emploee# will $ave a c$ance to make

t$eir own freedom of c$oo#ing t$eir own ,e#t wa of doing t$eir 7o, #o long a#

t$e are producing t$e e-pected re#ult. %anage t$roug$ re#ult# rat$er t$an tring to

manage all t$e proce##e# , w$ic$ t$at re#ult i# ac$ieved.

@% En3ure that e)*,o'ee3 ha7e e7er' thin+ the' need to do their &o53?

%anager# are e-pected to make #ure t$at emploee# $ave all t$e re#ource# #uc$ a#

p$#ical or material financial and information re#ource# in order to effectivel do

t$eir 7o,.

B% Gi7e e)*,o'ee:3 a**ro*riate trainin+? =elp emploee# update t$em#elve#

increa#ing t$eir knowledge and #kill# t$roug$ giving appropriate training#.

Eenerall it i# under#tood t$at w$en emploee# get to know more a,out t$eir 7o,

t$eir confidence increa#e# t$ere , ,eing a,le to work wit$out muc$ #upervi#ion

from t$eir immediate manager# w$ic$ in turn ,uild# t$eir #elf8efficac and

commitment.

0% Ha7e 3tron+ eed5ac4 3'3te)? Companie# #$ould develop a performance

management ##tem w$ic$ $old# manager# and emploee# accounta,le for t$e

level of engagement t$e $ave #$own. Conducting regular #urve of emploee

engagement level $elp# make out factor# t$at make emploee# engaged. After

finaliing t$e #urve it i# advi#a,le to determine all t$e factor# t$at driving

engagement in t$e organiation t$en narrow down t$e li#t of factor# to focu# on

two or t$ree area#. It i# important t$at organiation# ,egin wit$ a concentration on

t$e factor# t$at will make t$e mo#t difference to t$e emploee# and put energ

around improving t$e#e area# a# it ma ,e difficult to addre## all factor# at once.

%anager# #$ould ,e ,e$ind #uc$ #urve re#ult# and develop action8oriented plan#

t$at are #pecific mea#ura,le and accounta,le and time8 ,ound.

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% Incenti7e3 ha7e a *art to *,a'? %anager# #$ould work out ,ot$ financial and

non8financial ,enefit# for emploee# w$o #$ow more engagement in t$eir 7o,#.

everal management t$eorie# $ave indicated t$at w$en emploee# get more pa

recognition and prai#e t$e tend to e-ert more effort into t$eir 7o,. $ere #$ould

,e a clear link ,etween performance and incentive# given to t$e emploee#.

% !ui,d a di3tincti7e cor*orate cu,ture? Companie# #$ould promote a #trong

work culture in w$ic$ t$e goal# and value# of manager# are aligned acro## all work

#ection#. Companie# t$at ,uild a culture of mutual re#pect , keeping #ucce##

#torie# alive will not onl keep t$eir e-i#ting emploee# engaged ,ut al#o t$e

,aptie t$e new incoming emploee# wit$ t$i# contagiou# #pirit of work culture.

-1% Focu3 on to*


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can ,e #omew$at mi#leading it i#nt nece##aril t$e num,er of emploee# an

organiation lo#e# it# t$e num,er of top8performing emploee# t$at leave t$e

compan t$at #$ould ,e of concern. (or e-ample management i# one of t$e ke

rea#on# emploee# decide to #ta or leave an organiation. If t$ere i# $ig$ turnover

among t$e management rank# emploee# ma al#o feel un#ta,le in t$i# ever8

c$anging environment. Jet on t$e ot$er $and it ma not ,e t$e ,e#t ,u#ine##

#trateg to retain a manager t$at i# di#liked , emploee#.

$e ,u#ine## #trateg of emploee retention actuall lie# wit$ emploee

engagementB retention i# an outcome of engagement. @$at mo#t organiation# fail

to realie i# t$at emploee engagement i# t$e ,igge#t retention factor t$e $ave

control over. ngaged emploee# not onl #ta longer wit$ t$e organiation t$e

are more productive more con#cientiou# make fewer error# and take ,etter care

of cu#tomer#. $e ,u#ine## #trateg of emploee retention mu#t incorporate

met$od# t$at ac$ieve a $ig$ level of emploee engagement among t$e

organiation# top performer# not nece##aril t$e entire workforce.

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LIMITATIONS OF STU"#

o

$e #ample #ie wa# confined to 25 emploee# #o t$i# #tud cannot ,eregarded a# full proof one.

oome re#pondent# $e#itated to give to give actual re#pon#e# B t$e feared t$at

it won0t ,e kept confidential F management ma take an action again#tt$em.

o(ew emploee# were not taking intere#t in filling t$e 9ue#tionnaire#.

oA# #een few of t$em do not take part in engagement activitie#.

o$e finding# and conclu#ion# are ,a#ed on knowledge and e-perience of t$e

re#pondent# #ometime ma #u,7ect to ,ia#.

Acce3388 if our #tud depend# on $aving acce## to people organiation#

or document# and for w$atever rea#on acce## i# denied or ot$erwi#e limited t$e

rea#on# for t$i# need to ,e de#cri,ed.

Lon+itudina, eect3 88 unlike our profe##or w$o can literall devote

ear# Weven a lifetimeX to #tuding a #ingle re#earc$ pro,lem t$e time availa,le to

inve#tigate a re#earc$ pro,lem and to mea#ure c$ange or #ta,ilit wit$in a #ample

i# con#trained , t$e due date of our a##ignment. +e #ure to c$oo#e a topic t$at

doe# not re9uire an e-ce##ive amount of time to complete t$e literature review

appl t$e met$odolog and gat$er and interpret t$e re#ult#. If oure un#ure talk to

our profe##or.

Cu,tura, and other t'*e o 5ia3 88 we all $ave ,ia#e# w$et$er we are

con#cience of t$em or not. +ia# i# w$en a per#on place or t$ing i# viewed or

#$own in a con#i#tentl inaccurate wa. It i# u#uall negative t$oug$ one can $ave

a po#itive ,ia# a# well. @$en proof8reading our paper ,e e#peciall critical in

47


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reviewing $ow ou $ave #tated a pro,lem #elected t$e data to ,e #tudied w$at

ma $ave ,een omitted t$e manner in w$ic$ ou $ave ordered event# people or

place# and $ow ou $ave c$o#en to repre#ent a per#on place or t$ing to name a

p$enomenon or to u#e po##i,le word# wit$ a po#itive or negative connotation.

Hote t$at if ou detect ,ia# in prior re#earc$ it mu#t ,e acknowledged and ou

#$ould e-plain w$at mea#ure# were taken to avoid perpetuating ,ia#.

F,uenc' in a ,an+ua+e88 if our re#earc$ focu#e# on mea#uring t$e

perceived value of after8#c$ool tutoring among %e-ican8American * Wngli#$

a# a econd *anguageX #tudent# for e-ample and ou are not fluent in pani#$

ou are limited in ,eing a,le to read and interpret pani#$ language re#earc$

#tudie# on t$e topic. $i# deficienc #$ould ,e acknowledged.

Sa)*,e 3i(e88 t$e num,er of t$e unit# of anal#i# ou u#e in our #tud i#

dictated , t$e tpe of re#earc$ pro,lem ou are inve#tigating. Hote t$at if our

#ample #ie i# too #mall it will ,e difficult to find #ignificant relation#$ip# from t$e

data a# #tati#tical te#t# normall re9uire a larger #ample #ie to en#ure a

repre#entative di#tri,ution of t$e population and to ,e con#idered repre#entative of

group# of people to w$om re#ult# will ,e generalied or tran#ferred.

Lac4 o a7ai,a5,e andor re,ia5,e data88 a lack of data or of relia,le data

will likel re9uire ou to limit t$e #cope of our anal#i# t$e #ie of our #ample

or it can ,e a #ignificant o,#tacle in finding a trend and a meaningful relation#$ip.

Jou need to not onl de#cri,e t$e#e limitation# ,ut to offer rea#on# w$ ou

,elieve data i# mi##ing or i# unrelia,le. =owever don0t 7u#t t$row up our $and# in

fru#trationB u#e t$i# a# an opportunit to de#cri,e t$e need for future re#earc$.

4-


79/94

Lac4 o *rior re3earch 3tudie3 on the to*ic88 citing prior re#earc$ #tudie#

form# t$e ,a#i# of our literature review and $elp# la a foundation for

under#tanding t$e re#earc$ pro,lem ou are inve#tigating. Depending on t$e

currenc or #cope of our re#earc$ topic t$ere ma ,e little if an prior re#earc$

on our topic. !eore a33u)in+ thi3 to 5e true2 con3u,t 6ith a ,i5rarian>In ca#e#

w$en a li,rarian $a# confirmed t$at t$ere i# a lack of prior re#earc$ ou ma ,e

re9uired to develop an entirel new re#earc$ tpolog Wfor e-ample u#ing an

e-plorator rat$er t$an an e-planator re#earc$ de#ignX. Hote t$at t$i# limitation

can #erve a# an important opportunit to de#cri,e t$e need for furt$er re#earc$.

Mea3ure u3ed to co,,ect the data 88 #ometime# it i# t$e ca#e t$at after

completing our interpretation of t$e finding# ou di#cover t$at t$e wa in w$ic$

ou gat$ered data in$i,ited our a,ilit to conduct a t$oroug$ anal#i# of t$e

re#ult#. (or e-ample ou regret not including a #pecific 9ue#tion in a #urve t$at

in retro#pect could $ave $elped addre## a particular i##ue t$at emerged later in t$e

#tud. Acknowledge t$e deficienc , #tating a need in future re#earc$ to revi#e t$e

#pecific met$od for gat$ering data.

Se,


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4/

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!I!LIOGRAPH#

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In#titute for Citien8Centred ervice#. ;2))!ffice of t$e Auditor Eeneral of Al,erta. ;2))!


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Colum,ia +C tat# we,#ite? $ttp?::www. ,c#tat#. gov. ,c.

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86/94

46

ANNEURE


87/94

ANNEURE

Dear "e#pondent

A# part of t$e partial fulfillment of t$e re9uirement for awarding t$e

Degree of Po#t graduation in %+A a #tud i# ,een carried out on t$e topicNmploee engagement at AI"C*G. o in t$at concern I need our kind co8

operation and #upport wit$ our valua,le view# on t$e topic to accompli#$ t$e

work. I a##ure ou t$at all t$e information given , ou will ,e kept #ecret and will

,e u#ed onl for re#earc$ purpo#e and not for an ot$er matter. I #$all ,e $ig$l

o,liged if ou do t$e needful in t$i# regard.

>ccupation:De#ignation?8YYYYYYYYYYYYYYYYYYYYYYYYY

Department?8YYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYY

ducational 9ualification?8YYYYYYYYYYYYYYYYYYYYYYYY

Age?YYYYYYYYYYYYY e-? a< %ale ,< (emale

@ork e-perience?YYYYYYYYYYYYYYYYYYYYY

Hote / Plea#e tick t$e appropriate option

3ES!IO$$AIRE

1.=ow do ou rate AI"* a# an >rgani#ation

Caring Comforta,le workplace

*earning place

57


88/94

2.=ow do u find fun and #eriou# engagement activitie# e9uili,rium at AI"*

-cellent

Average

Eood

ati#factor

3.=ow long ou are wit$ AI"*

. ..........

RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR

RRRRRRRRRRRRRRRRRRRRRRRRRRR

4. =ow do ou feel i# " F " at AI"*

Perfect..

Average

ati#factor

An #ugge#tion

RRRRRRRRRRRRRRRRRRRRRRRRRRRRR

RRRRRRRRRRRRRRRRRRRRRRRR....................

RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR

RRRRRRRRRRRRRRRRRRRRRRRR..

5.Are ou clear a,out our role# and re#pon#i,ilitie#

Je#

Kpdated

Aware

Ho

5-


89/94

6.=ow do ou rate ngagement activitie# at AI"* out of 1)

!.w$at #$ould ,e t$e fre9uenc of evaluation of our performance

3 mont$#

6 mont$#

' mont$#

1 ear

&. =ave our ,o## ever appreciated ouif e# w$at i# t$e fre9uencif no w$

RRRRRRRRRRRRRRRRRRRRRRRRRRRRRR

RRRRRRRRRRRRRRRRRRRRRRRRRRRRR..

'.If ou $ave an #$ortcoming or pro,lem$ow man time# our immediate

#upervi#or $elped ou

RRRRRRRRRRRRRRRRRRRRRRRRRRRRR

RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR

1).@$at are t$e mo#t popular engagement activitie# at AI"*

kip8level meeting

>ne and one

Coffee wit$ C+=

Coffee wit$ ="%

own8$all

11. Career pat$ and developing plan $a# ever ,een di#cu##ed

RRRRRRRRRRRRRRRRRRRRRRRRRRRR

RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR

5


90/94


91/94

16.@$at all tec$ni9ue# of o, enric$ment i# mo#t #uita,le and re#ult

oriented according to ou

C$ange in nature of work

C$ange in department of work

%ore work wit$ le## manpower

>t$er

1!.@$at i# our overall feed,ack a,out AI"*at t$e end of t$e da

-cellent

Eood Average

1&.Doe# (un at work $appen regularl

A. trongl Di#agree

+. Di#agree

C. lig$tl Di#agree

D. Agree

. trongl Agree

(. Ho >pinion

1'.Do I get (eed,ack regularl from m #upervi#or for improving m

performance

A. trongl Di#agree

+. Di#agree

C. lig$tl Di#agree

D. Agree

. trongl Agree

(. Ho >pinion

50


92/94

2).Do I feel like coming to office regularl

A. trongl Di#agree

+. Di#agree

C. lig$tl Di#agree

D. Agree

. trongl Agree

(. Ho >pinion

21.Do I get #ufficient opportunitie# to improve m #kill#

A. trongl Di#agree

+. Di#agree

C. lig$tl Di#agreeD. Agree

. trongl Agree

(. Ho >pinion

22.Do I receive an recognition for m contri,ution# in la#t 3 mont$#

A. trongl Di#agree

+. Di#agree

C. lig$tl Di#agree

D. Agree

. trongl Agree

(. Ho >pinion

23.Are m t$oug$t# and feeling# given due re#pect at work place

52


93/94

A. trongl Di#agree

+. Di#agree

C. lig$tl Di#agree

D. Agree

. trongl Agree

(. Ho >pinion

24.Doe# m manager demon#trate a per#onal commitment to m continuou#

learning and development

A. trongl Di#agree

+. Di#agree

C. lig$tl Di#agree

D. Agree

. trongl Agree

(. Ho >pinion

25.Do I get encouraged to learn from m mi#take#

A. trongl Di#agree

+. Di#agree

C. lig$tl Di#agree

D. Agree

. trongl Agree

(. Ho >pinion

53


94/94

26.Do I en7o m work

A. trongl Di#agree

+. Di#agree

C. lig$tl Di#agree

D. Agree

. trongl Agree

(. Ho >pinion

2!.Am I aware of t$e career opportunitie# t$at are availa,le to me at m

compan

A. trongl Di#agree

+. Di#agree

C. lig$tl Di#agree

D. Agree

. trongl Agree(. Ho >pinion

Documents

A Study of Employee Engagement Programme at Aircel in Lucknow Region