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PROJECT REPORT On EMPLOYEE ENGAGEMENT AT INDIA YAMAHA MOTORS PVT.LTD.
Session-2011-2012
Batch-2010-2012
Submitted in the partial fulfillment for the award of the degree of Master of Business Administration (MBA) To
GLA Institute of Business Management, Mathura FACULTY GUIDE Mr.Kushagere Kulshrestha Designation: - Assistant Professor GLAIBM – Mathura
CORPORATE GUIDE Ms.Surbhi Dixit Designation –HR Manager India Yamaha Motors Pvt. Ltd
SUBMITTEB BY Guru Pratap Giri
University Roll No: 1025170061
GLA Institute of Business Management, Mathura
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CERTIFICATE This is to certify that the dissertation entitled “EMPLOYEE ENGAGEMENT AT INDIA YAMAHA MOTORS Pvt. Ltd.’’ submitted by Guru Pratap Giri ,is an original and independent work done by her under my supervision, in the partial fulfillment for the award of Degree of Master of Business Administration (MBA) Session 2011-12, Batch 2010-12 of Mahamaya Technical University, Noida.
Place: Mathura Date: Mr.Kushagere Kulshrestha GLA Institute of Business Management 17th K.M Milestone, NH # 2 Mathura (U.P.) - 281406
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UNDERTAKING I, Guru Pratap Giri student of MBA 3rd semester, GLA Institute of Business Management , Mathura, do hereby solemnly declare that the Research Project Report on “EMPLOYEE SATISFACTION AT INDIA YAMAHA MOTORS Pvt. Ltd.’’ is the outcome of my own efforts and submitted by me in the partial fulfillment for the award of Degree of Master of Business Administration (MBA) Session 2011-12, Batch 2010-12 of Mahamaya Technical University, Noida. The same has not been submitted to any other university or institute for the award of any degree or diploma. Place: Date:
Guru Pratap Giri
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ACKNOWLEDGEMENT First & foremost I offer my Gratitude’s to the almighty who gave me strength, courage and blessing to carry out a successful study. I am extremely thankful to Director of GLAIBM for such a magnanimous support by way of extending exemplary infrastructure facilities at the Institute. I am also thankful to my project guide Mr.Kushagere Kulshrestha for helping me to formulate this project and guiding me in its analysis and implementation.Equal thanks also goes to all Faculty & Staff members of the Institute for extending open support. I convey my sincere gratitude to my parents and friends for their encouragement and support.
Guru Pratap Giri
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CONTENTS Executive Summary…………………………………………………………..….5 Chapter 1 -Introduction to Yamaha motors……………………………..........9-15 o Corporate Profile and Facts about Yamaha Motors o Corporate Philosophy Of Yamaha Motor
-Introduction to India Yamaha Motors Pvt. Ltd…………………..16-18 o o o o
Core Competencies Vision Mission Manufacturing Process
Chapter 2 Introduction to Employee Engagement……................................19-23. Chapter 3 – Objectives and Rationale…………………………………….........24-25 Chapter 4- Review of Literature………………………………………………..26-45 Chapter 5 – Research Methodology……………………………………...…46-63 4.1 Research Design……………………………………..………47 4.2 Sample Design………………………………………...……..47 4.3 Action Plan for Data Collection………………………….…48 4.4 Data Analysis……………………………………………..…50 Chapter 6 – Research Findings ……………………………………………...64-66 Chapter 7 – Conclusion and Suggestions………………………………...….67-69 Chapter 8 - Bibliography……………………………………………………70-75 Annexure………………………………………………………………………………………...73
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EXECUTIVE SUMMARY Employee engagement is associated with many desirable outcomes such as job satisfaction, intention to stay and job performance. Companies with a greater number of engaged employees typically have lower operating costs, higher customer satisfaction and higher profits. There is a tangible monetary benefit to companies investing time and resources in fostering higher engagement within their employees. The task of precisely defining employee engagement is still ongoing, but it is most often defined in terms of behaviors exhibited in the workplace. Engaged employees are prepared to go the extra mile in pursuit of workplace excellence. They are ambassadors for their organizations, who will speak highly of the company and its people, even when they are not in a work setting. An engaged employee is identifiable by workplace behaviors such as losing track of time as they are so absorbed in the task at hand. This is distinct from excessive overtime in order to give the impression of ‘hard work.’ Both look the same, but one is productive for the employer-employee relationship and one is not! Academics would say that not enough is understood about what drives employee engagement as most research in the area has tended to focus on business outcomes without investigating underlying causes. As the impact of engagement on business has been positive and has been linked with higher profitability, practice has raced ahead of the underpinning research in pursuit of creating a more engaged and hence profitable workforce. The objective of performing an employee satisfaction survey is to identify the key areas which are hindering work, reducing effectiveness and which might generate unexpected costs in the near future. The idea is not to simply perform an academic exercise, but to critically examine them to see where the company and its employees might be finely tuned to generate higher levels of performance. The results would be extremely valuable from the point of view of the organization in streamlining its efforts towards certain areas, which need more attention than the others. The overall results as well as the category wise results of each question would give us an insight to the problem areas to bring under focus.
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PROJECT REPORT ON EMPLOYEE SATISFACTION AT INDIA YAMAHA MOTORS Pvt. Ltd.
AT India Yamaha Motors Pvt. Ltd. (Gr. Noida Plant)
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THE MORE HEARTS YOU REACH, THE MORE HEARTS YOU TOUCH
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Chapter -1 Introduction of the company
COMPANY’S PROFILE
Corporate profile and facts about Yamaha Motor Founded
July 1, 1955
Capital
85,666 million yen (as of March 31, 2011)
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President
Hiroyuki Yanagi
Employees
52,184 (as of December 31, 2010)
(Consolidated)
Parent :10,302 (as of December 31, 2010)
Sales
1,294,131 million yen
(Consolidated)
(from January 1, 2010 to December 31, 2010) Parent: 470,134 million yen (from January 1, 2010 to December 31, 2010)
Sales
Sales (%) by product category (consolidated)
Profile
Sales (%) by region (consolidated)
Lines of
Manufacture and sales of
Businesses
motorcycles, scooters, electrically power assisted bicycles, boats, sail boats, personal watercrafts, pools, utility boats, fishing boats, outboard motors, diesel engines, 4-wheel ATVs, side-by-side vehicles, racing
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kart engines, golf cars, multi-purpose engines, generators, water pumps, snowmobiles, small-sized snow throwers, automobile engines, intelligent machinery, industrial-use unmanned helicopters, electrical power units for wheelchairs, helmets. Import and sales of various types of products, development of tourist businesses and management of leisure, recreational facilities and related services.
Headquarters
2500 Shingai, Iwata-shi, Shizuokaken, Japan
Group
Consolidated subsidiaries: 106
Companies
Non-consolidated subsidiaries: 6 (by the equity method) Affiliates: 26 (by the equity method) (as of March 31, 2011)
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Corporate Philosophy Creating kando with products and services that exceed your expectations
For over 50 years, Yamaha Motor group has endeavored to create diverse value through products and services since its founding. We have worked based on three ideas which constitute our “Corporate Philosophy”. One is our “Corporate Mission”, that is our core identity, values, purpose and visionary goals. The second is “Management Principles” - the guiding management principles for achieving our corporate mission. The third is “Action Guidelines”, the guidelines each individual should follow to realize our corporate mission. Being the “Kando* creating company” is our goal to “offer new excitement and a more fulfilling life for people all over the world”. We strive to use our ingenuity and passion to realize peoples' dreams and always be the ones they look up to for “the next Kando*.”
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Offering new excitement and a more fulfilling life for people all over the world Yamaha Motor strives to realize peoples' dreams with ingenuity and passion, and to always be a company people look to for the next exciting product or concept that provides exceptional value and deep satisfaction.
1. Creating value that surpasses customer expectations To continue to produce value that moves people, we must remain keenly aware of the customer's evolving needs. We must strive to find success by always surpassing customer expectations with safe, high-quality products and services. 2. Establishing a corporate environment that fosters selfesteem We must build a corporate culture that encourages enterprise and enhances corporate vitality. The focus will be on nurturing the creativity and ability of our employees, with an equitable system of evaluation and rewards. 3. Fulfilling social responsibilities globally As a good corporate citizen, we act from a worldwide
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perspective and in accordance with global standards. We must conduct our corporate activities with concern for the environment and communities and fulfill our social responsibility with honesty and sincerity.
“Acting with Speed” Meeting change with swift and informed action “Spirit of Challenge” Courage to set higher goals without fear of failure “Persistence” Working with tenacity to achieve desired results, and then evaluating them *Kando is a Japanese word for the simultaneous feelings of deep satisfaction and intense excitement that we experience when we encounter something of exceptional value
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About India Yamaha Motor Pvt. Ltd.
Yamaha made its initial foray into India in 1985. Subsequently, it entered into a 50:50 joint-venture with the Escorts Group in 1996. However, in August 2001, Yamaha acquired its remaining stake becoming a 100% subsidiary of Yamaha Motor Co., Ltd, Japan (YMC). In 2008, Mitsui & Co., Ltd. entered into an agreement with YMC to become a joint-investor in the motorcycle manufacturing company "India Yamaha Motor Private Limited (IYM)". IYM operates from its state-of-the-art manufacturing units at Surajpur in Uttar Pradesh and Faridabad in Haryana and produces motorcycles for both domestic and export markets. With a strong workforce of more than 2,000 employees, IYM is highly customer-driven and has a countrywide network of over 400 dealers. Presently, its product portfolio includes VMAX (1,679cc), MT01 (1,670cc), YZF-R1 (998cc), FZ1(998cc), YZF-R15 (150cc), Fazer (153cc), FZ-S (153cc), FZ16 (153cc), SZ-R(153cc), SZ & SZ-X (153cc), SS125 (123cc), YBR 125 (123cc), YBR 110 (106cc) and Crux (106cc).
Vision We will establish YAMAHA as the "exclusive & trusted brand" of customers by "creating Kando" (touching their hearts) - the first time and every time with world class products & services delivered by people having "passion for customers".
Mission We are committed to:
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Be the Exclusive & Trusted Brand renowned for marketing and manufacturing of YAMAHA products, focusing on serving our customer where we can build long term relationships by raising their lifestyle through performance excellence, proactive design & innovative technology. Our innovative solutions will always exceed the changing needs of our customers and provide value added vehicles. Build the Winning Team with capabilities for success, thriving in a climate for action and delivering results. Our employees are the most valuable assets and we intend to develop them to achieve international level of professionalism with progressive career development. As a good corporate citizen, we will conduct our business ethically and socially in a responsible manner with concerns for the environment. Grow through continuously innovating our business processes for creating value and knowledge across our customers thereby earning the loyalty of our partners & increasing our stakeholder value.
Core Competencies Customer #1 We put customers first in everything we do. We take decisions keeping the customer in mind.
Challenging Spirit We strive for excellence in everything we do and in the quality of goods & services we provide. We work hard to achieve what we commit & achieve results faster than our competitors and we never give up.
Team-work We work cohesively with our colleagues as a multi-cultural team built on trust, respect, understanding & mutual co-operation. Everyone's contribution is equally important for our success.
Frank & Fair OrganizationWe are honest, sincere, open minded, fair & transparent in our dealings. We actively listen to others and participate in healthy & frank discussions to achieve the organization's goals.
India Yamaha Motor inaugurated New Plant at Surajpur (Greater Noida)
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The new Surajpur plant has been inaugurated by Mr. T.Kazikawa C.E.O & MD Yamaha Global on 6th July 2009, which have capacity to produce 6 lakh motorcycles annually including Fazer followed by FZ-16, FZ-S, YZF-R15 and other models. The plant capacity can be augmented up to 1 million units. This fully integrated assembly plant is built on the lines of Yamaha’s globally tried, tested and successfully implemented standards and meets the global quality benchmarks. At the core are the 5-S and TPM activities that fuel its Manufacturing Processes. The plant has 3 vehicle assembly lines and 4 engine assembly lines including one dedicated for export engines. The engine and vehicle assembly lines are synchronized and incorporate concepts of Unit Assurance i.e. Complete Product Assurance, Parts Assurance through 100% kit supply on lines and synchronization of parts storage, supply and production. The innovative production processes along with high tech final assurance processes are aimed to achieve Zero Claims at our dealers and thus, a highly satisfied customer base.
Manufacturing Process IYM's Manufacturing facilities comprises of 2 state-of-the-art Plants at - Faridabad (Haryana) and Surajpur (Uttar Pradesh). Currently 10 models roll out of the two Yamaha Plants. The infrastructure at both the plants supports production of motorcycles and it's parts for the domestic as well as oversees market. At the core are the 5-S and TPM activities that fuel our agile Manufacturing Processes. We have In-house facility for Machining, Welding processes as well as finishing processes of Electroplating and Painting till the assembly line. The stringent Quality Assurance norms ensure that our motorcycles meet the reputed International standards of excellence in every sphere. As an Environmentally sensitive organization we have the concept of "Environmentfriendly technology" ingrained in our Corporate Philosophy. The Company boasts of effluent Treatment plant, Rain water - Harvesting mechanism, a motivated forestation drive. The IS0-14001 certification is on the anvil - early next year. All our endeavors give us reason to believe that sustainable development for Yamaha will not remain merely an idea in pipeline. We believe in taking care of not only Your Motoring Needs but also the needs of Future Generations to co
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CHAPTER- 2 INTRODUCTION TO EMPLOYEE ENGAGEMENT
EMPLOYEE ENGAGEMENT Employee engagement is the level of commitment and involvement an employee has towards their organization and its values. An engaged employee is aware of business context, and works with
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colleagues to improve performance within the job for the benefit of the organization. The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee.’ Thus Employee engagement is a barometer that determines the association of a person with the organization. Engagement is most closely associated with the existing construction of job involvement (Brown 1996) and flow (Csikszentmihalyi, 1990). Job involvement is defined as ‘the degree to which the job situation is central to the person and his or her identity (Lawler & Hall, 1970). Kanungo (1982) maintained that job involvement is a ‘Cognitive or belief state of Psychological identification. Job involvement is thought to depend on both need saliency and the potential of a job to satisfy these needs. Thus job involvement results form a cognitive judgment about the needs satisfying abilities of the job. Jobs in this view are tied to one’s self image. Engagement differs from job in as it is concerned more with how the individual employees his/herself during the performance of his / her job. Furthermore engagement entails the active use of emotions. Finally engagement may be thought of as an antecedent to job involvement in that individuals who experience deep engagement in their roles should come to identify with their jobs. Employee engagement is about the employee’s experience of work. It is about the combination of factors that make the individual feel involved and willing to behave in ways that go beyond the day to day minimum and to work towards the longer term objectives of the organisation. HR practitioners believe that the engagement challenge has a lot to do with how employee feels about the about work experience and how he or she is treated in the organization. It has a lot to do with emotions which are fundamentally related to drive bottom line success in a company. There will always be people who never give their best efforts no matter how hard HR and line managers try to engage them. “But for the most part employees want to commit to companies because doing so satisfies a powerful and a basic need in connect with and contribute to something significant”.
Employee engagement – why is it important?
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Engagement is important for managers to cultivate given that disengagement or alienation is central to the problem of workers’ lack of commitment and motivation. Meaningless work is often associated with apathy and detachment from ones works. In such conditions, individuals are thought to be estranged from their selves .Other Research using a different resource of engagement (involvement and enthusiasm) has linked it to such variables as employee turnover, customer satisfaction – loyalty, safety and to a lesser degree, productivity and profitability criteria . An organization’s capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. High levels of employee engagement have been shown to have a number of positive outcomes: •
Higher productivity and organisational performance
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Increased operating and net profit
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Improved customer focus
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Lower levels of absenteeism and
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Higher levels of staff retention.
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Engaged employees will stay with the company, be an advocate of the company and its Products and services, and contribute to bottom line business success.
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They will normally perform better and are more motivated.
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There is a significant link between employee engagement and profitability.
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They form an emotional connection with the company. This impacts their attitude towards the Company’s clients, and thereby improves customer satisfaction and service levels
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It builds passion, commitment and alignment with the organization’s strategies and goals
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Increases employees’ trust in the organization
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Creates a sense of loyalty in a competitive environment
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Provides a high-energy working environment
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Boosts business growth
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Makes the employees effective brand ambassadors for the company
A highly engaged employee will consistently deliver beyond expectations. In the
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Workplace research on employee engagement (Harter, Schmidt & Hayes, 2002) has repeatedly asked employees ‘whether they have the opportunity to do what they do best everyday’. Thus employee engagement is critical to any organization that seeks to retain valued employees. The Watson Wyatt consulting companies has been proved that there is an intrinsic link between employee engagement, customer loyalty, and profitability. As Organizations globalize and become more dependent on technology in a virtual working Environment, there is a greater need to connect and engage with employees to provide them with an organizational ‘identity.’
Aspects of Employee Engagement Three basic aspects of employee engagement according to the global studies are:•
The employees and their own unique psychological makeup and experience
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The employers and their ability to create the conditions that promote employee engagement
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Interaction between employees at all levels.
Thus it is largely the organization’s responsibility to create an environment and culture conducive to this partnership, and a win-win equation.
How to measure Employee Engagement? It is consistently confirmed through researches that engaged work places compared with least engaged are much more likely to have lower employee turnover, higher than average customer loyalty, above average productivity and earnings. These are all good things that prove that engaging and involving employees make good business sense and building shareholder value. Negative workplace relationships may be a big part of why so many employees are not engaged with their jobs.
Step I: Listen The employer must listen to his employees and remember that this is a continuous process. The information employee’s supply will provide direction. This is the only way to identify their specific concerns. When leaders listen, employees respond by becoming more engaged. This results in increased productivity and employee retention. Engaged employees are much more likely to be satisfied in their positions, remain with the company, be promoted, and strive for higher levels of performance.
Step II: Measure current level of employee engagement
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Employee engagement needs to be measured at regular intervals in order to track its contribution to the success of the organization. But measuring the engagement (feedback through surveys) without planning how to handle the result can lead employees to disengage. It is therefore not enough to feel the pulse—the action plan is just as essential.
Knowing the Degree in which Employees Are Engaged? Employee engagement satisfaction surveys determine the current level of employee engagement. A well-administered satisfaction survey will let us know at what level of engagement the employees are operating. Customizable employee surveys will provide with a starting point towards the efforts to optimize employee engagement. The key to successful employee satisfaction surveys is to pay close attention to the feedback from the staff. It is important that employee engagement is not viewed as a one-time action. Employee engagement should be a continuous process of measuring, analyzing, defining and implementing.
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Chapter- 3 Objectives and Rationale
OBJECTIVE OF THE PROJECT Primary Objective 1. Identify some of the key drivers of employee satisfaction. 2. Examine the relationship between these drivers and their relationship with the employee’s attitude
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towards the organization. 3. Identifying organizational strengths and areas for improvement.
Secondary objective In addition to the collection and analysis of survey data, this initiative also serves a number of essential functions, which include the following: •
Providing leaders and managers with information that will facilitate ongoing planning and Policy development activities.
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Providing employees with the opportunity to share their attitudes and opinions regarding the Workplace.
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To identify the key areas of focus in the Organization to generate higher levels of Performance.
RATIONALE OF THE PROJECT This project helps in finding out the problem areas in the employee satisfaction of the organisation and it also highlights the area they need to focus on in order to increase employee performance and satisfaction. The research has been conducted to identify the key areas which are hindering work, reducing effectiveness and which might generate unexpected costs in the near future.
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Chapter – 4 LITERATURE REVIEW
CRITICAL REVIEW OF LITERATURE An engaged employee is a person who is fully involved in, and enthusiastic about, his or her work. In the book, Getting Engaged: The New Workplace Loyalty, author Tim Rutledge explains that truly engaged employees are attracted to, and inspired by, their work (“I want to do this”), committed (“I
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am dedicated to the success of what I am doing”), and fascinated (“I love what I am doing”).Engaged employees care about the future of the company and are willing to invest the discretionary effort – exceeding duty’s call – to see that the organization succeeds. In his book, Rutledge urged managers to implement retention plans so that they could keep their top talent. The need to do so is supported by a 1998 McKinsey & Co. study entitled The War for Talent that reported that a shortage of skilled employees was an emerging trend. Today, there is widespread agreement among academics and practitioners that engaged employees are those who are emotionally connected to the organization and cognitively vigilant. How employees feel about their jobs, their supervisors, their peers, top management, and many other factors affects their individual productivity, and collectively the ability of the organization to achieve its objectives. Without a formal process, finding out about employee attitudes usually relies on the manager's instincts or the employee's own willingness to communicate upward. But managerial instinct rarely provides the kind of hard data needed for decision-making. And most employees are hesitant to communicate anything but positive information to their supervisors.
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DIMENSIONS OF EMPLOYEE ENGAGEMENT
The following processes are suggested as the dimensions of employee engagement for the survey:
ROLE CLARITY: Most organizations have very weak role clarity. It is usually not clear for whom employees are really working and what their job duties and accountabilities really are. Without clarity of roles, people's thinking, actions, and accountabilities are much led.
MORALE
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Morale is an intangible term used for the capacity of people to maintain belief in an institution or a goal, or even in oneself and others Morale will improve through employees being led and managed well, given regular performance feedback and recognition, a pleasant work environment, customer focus and a clear direction for their organization.
DIRECTION/STRATEGY Business strategy is one of the most important things for a company. Some companies have a vision statement, a mission statement, followed by strategies to achieve the mission and implemental tactics to meet the strategy. The basic premise is that people understand what they are working towards and why. Focus and clarity are the keys.
CAREER DEVELOPMENT Employees are provided with adequate training/development opportunities to improve their professional skills. The emergence of "career plateau" phenomenon, along with the flattening of the enterprise hierarchy, correlates with the idea and mechanism of career development. It's the effective way of preventing and solving the problem of "career plateau" to construct the three-dimensional (3D) model of career development, to choose the rational career management target and management center, to design width, length and frequent nests of career ladder.
COMMUNICATION Leaders clarify their expectations about employees and provide feedback on their functioning in the organization. Good leaders establish processes and procedures that help people master important tasks and facilitate goal achievement. There is a great anecdote about the legendary UCLA basketball coach, John Wooden. He showed how important feedback – positive and constructive – is in the pursuit of greatness. Among the secrets of his phenomenal success was that he kept detailed diaries on each of his players. He kept track of small improvements he felt the players could make and did make. At the end of each practice, he would share his thoughts with
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the players. The lesson here is that good leaders work daily to improve the skills of their people and create small wins that help the team, unit, or organization perform at its best.
FAIRNESS Engage the "middle." Pay special attention to building intrinsic motivation for people in the middle ranges — the large group that is only somewhat engaged. If you are able to move their intrinsic rewards to the high range, they will combine with the people who already highly engaged to form a large majority of highly engaged, energized people — the critical mass needed to support a culture of high engagement.
RESPECT Employee engagement also affects the mindset of people. Engaged employees believe that they can make a difference in the organizations they work for and hence demand due respect. Confidence in the knowledge, skills, and abilities that people possess in both themselves and others – is a powerful predictor of behavior and subsequent performance.
FEED BACK Leaders should strive to maintain a company’s reputation and demonstrate high ethical standards. People want to be proud of their jobs, their performance, and their organization. WestJet Airlines is among the most admired organizations in Canada. The company has achieved numerous awards. For example, in 2005, it earned the number one spot for best corporate culture in Canada. On September 26, 2005, WestJet launched the “Because We’re Owners!” campaign. Why do WestJet employees care so much about their organization? Why do over 85 percent of them own shares in the company? Employees believe so strongly in what WestJet is trying to do and are so excited about its strong performance record that they commit their own money into shares.
TEAM WORK
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Studies show that, when employees work in teams and have the trust and cooperation of their team members, they outperform individuals and teams which lack good relationships. Great leaders are team builders; they create an environment that fosters trust and collaboration. Surveys indicate that being cared about by colleagues is a strong predictor of employee engagement. Thus, a continuous challenge for leaders is to rally individuals to collaborate on organizational, departmental, and group goals, while excluding individuals pursuing their self-interest.
PERFORMANCE REWARD SYSTEM From the organization's viewpoint, our data confirm the impact of the intrinsic rewards on employee self-management. For example, people with high reward levels show greater concentration and are rated as more effective by their bosses. But the benefits extend beyond selfmanagement. The intrinsic rewards are strong predictors of retention. Note that this is the "right" kind of retention — keeping the people who are energized and self-managing rather than those who can't afford to leave. We find that employees with high levels of intrinsic rewards also become informal recruiters and marketers for their organization. They recommend the organization to friends as a place to work and recommend its products and services to potential customers. The intrinsic rewards are also a relatively healthy and sustainable source of motivation for employees. There is little chance of burnout with this form of motivation. Workers with high reward levels experience more positive feelings and fewer negative ones on the job. Their job satisfaction is higher, they report fewer stress symptoms, and are more likely to feel that they are developing professionally
PERSONAL EXPRESSION To ensure managers are effective in their role, it is essential that they themselves are engaged, that they are empowered to support their team members' professional development and that they are successful in coordinating their teams' efforts to align with their companies' objectives. People want to know that their input matters and that they are contributing to the organization’s success in a meaningful way. This might be easy to articulate in settings such as hospitals and educational institutions. But what about, say, the retail industry? Sears Roebuck & Co. started a turnaround in 1992. Part of the turnaround plan was the development of a set of measures – known as Total Performance Indicators – which gauged how well Sears was doing with its employees, customers,
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and investors. The implementation of the measurement system led to three startling conclusions. First, an employee understanding of the connection between her work – as operationalized by specific job-relevant behaviors – and the strategic objectives of the company had a positive impact on job performance. Second, an employee’s attitude towards the job and the company had the greatest impact on loyalty and customer service than all the other employee factors combined. Third, improvements in employee attitude led to improvements in job-relevant behavior; this, in turn, increased customer satisfaction and an improvement in revenue growth. In sum, good leaders help people see and feel how they are contributing to the Organization success and future.
WORK PLACE/ RESOURCES Committing to a meaningful purpose choosing the best way of fulfilling that purpose making sure that one is performing work activities competently, and making sure that one is making progress to achieving the purpose. Each of these steps requires workers to make a judgment — about the meaningfulness of their purpose, the degree of choice they have for doing things the right way, the competence of their performance, and the actual progress being made toward fulfilling the purpose. These four judgments are the key factors in workers' assessments of the value and effectiveness of their efforts — and the contribution they are making. When positive, each of these judgments is accompanied by a positive emotional charge. These positive charges are the intrinsic rewards that employees get from work, ranging in size from quiet satisfaction to an exuberant "Yes!" They are the reinforcements that keep employees actively self-managing and engaged in their work.
WORK ENVIRONMENT AND CULTURE An effective work environment is vital to the success of small businesses and large corporations alike. When problems remain unsolved and rules never get implemented, the result can be an unproductive staff and a stale work environment. Organizational culture is an idea in the field of Organizational studies and management which describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization
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Employee Engagement Report 2008 Organizations trying to build competitive advantage through more engaged employees are often stymied by the challenges of engaging an entire workforce of individuals with unique values, interests, and needs. For many, engagement remains a lofty goal instead of a core driver of market supremacy. In this report, we review key findings from 2008 State of Employee Engagement global research and share strategies for delivering on the promises of employee engagement (employee retention strategy, employee motivation strategy). We present a framework that illustrates the 5 levels of engagement, offer insights on who’s engaged (and who’s not!) around the globe, and share best practices gleaned from our interviews with HR and line leaders around the world.
Executive summary From the North American Overview Key Findings Although North America has one of the highest proportions of engaged employees worldwide, fewer than 1 in 3 employees (29%) are fully engaged and 19% are actually disengaged. Engaged employees are not just committed. They are not just passionate or proud. They have a line-ofsight on their own future and on the organization’s mission and goals. They are” enthused” and “in gear” using their talents and discretionary effort to make a difference in their employer’s quest for sustainable business success. There is a clear correlation between engagement and retention, with 85% of engaged employees indicating that they plan to stay with their employer through 2008. An effective employee retention strategy is based on an understanding of engagement. Moreover, engaged employees stay for what they give (they like their work); disengaged employees stay for what they get (favorable job conditions, growth opportunities, job security).
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The most common factors influencing job satisfaction are: ■ More opportunities to use talents ■ Career development and training. This holds true across engagement levels, intent to stay, generations, and job titles. Drivers of increased contribution vary. Employees who are aligned and already expending discretionary effort are looking for more resources. “Greater clarity about what the organization needs me to do and why” was the top response for employees who, although their level of satisfaction may vary, are at the lowest levels of contribution. Tales of bullying bosses are exaggerated, but the bad managers out there are cited as the third most common reason for leaving (trailing lack of career growth and dislike of the actual work). Three in four (75%) employees trust their immediate managers. This finding is consistent across generations, functions, and, for the most part, job titles. 44% of disengaged employees actually trust their managers. Consistent with findings from past studies, managers fall short in encouraging and rewarding their employees’ use of talents. Although two-thirds of managers overall appear to do this, employees at the lowest engagement levels clearly lack their manager’s support in leveraging their unique capabilities. Only about half (53%) of employees trust their organization’s senior leaders — the people who set the tone for organizational culture and need to inspire high-performance and commitment.
Key Implications and Recommendations Employee engagement is a complex equation that reflects each individual’s unique, personal relationship with work. As such, there are limits to what organizations can do with broad-brush workforce processes or communication programs. At a macro level, you need to provide resources, tools, and the overall workplace environment that supports engagement. Ultimately, at a micro level, employees, with their managers’ help, need to establish a thriving personal connection with their work and carve out a satisfying future in the organization. The most successful organizations make engagement an ongoing priority, not a once-a-year event. They take a multi-faceted approach to address problem areas and improve engagement scores organization wide.
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Those best practices include: ■ Maximize managers - they are the main connection in the employee engagement equation.. ■ Align, align, align - clarify strategy and organizational goals. ■ Redefine career - employees need line-of-sight on their future to be truly engaged. ■ Pay attention to culture - culture and employee motivation go hand-in-hand. ■ Survey less, act more - don't rely purely on an employee engagement survey to drive your strategy
The Drivers of Employee Engagement Engagement is big in the HR consultancy market, yet there is a dearth of academic research in this area. IES research suggests that engagement is more than a passing fad – it brings clear business benefits. Engagement is seen, by the UK Company that is furthest advanced in using it, as bringing real competitive advantage. However, raising engagement levels, and maintaining them, takes time, effort, commitment and investment – it is not for the half-hearted.
What is engagement? The first step in our research was to investigate what HR professionals understood or meant when they used the term ‘engagement’. A clear view of the behaviours demonstrated by the engaged employee emerged: •
belief in the organisation
•
desire to work to make things better
•
understanding of business context and the ‘bigger picture’
•
respectful of, and helpful to, colleagues
•
willingness to ‘go the extra mile’
•
Keeping up to date with developments in the field.
Engagement has clear overlaps with the more exhaustively researched concepts of commitment and organisational citizenship behavior, but there are also differences. In particular, engagement is two-way: organisations must work to engage the employee, who in turn has a choice about the level of engagement to offer the employer.
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Measuring Engagement Our analysis used data from IES’ 2003 attitude survey of over 10,000 employees in 14 organisations in the NHS. Twelve attitude statements representing engagement were tested; all were found to ‘sit together’ reliably, to comprise a single indicator of engagement. Although tested within the NHS, the statements are not NHS-specific; they can be transferred to other organisations and sectors. If attitude survey space is at a premium, and organisations feel unable to include 12 statements, an engagement subset of five statements can be used instead. This subset can be safely used, as it represents the essence of engagement and has been tested for reliability. Positive responses to the engagement statements indicate:
a positive attitude towards, and pride in, the organisation
belief in the organization’s products/services
a perception that the organisation enables the employee to perform well
a willingness to behave altruistically and be a good team player
an understanding of the bigger picture and a willingness to go beyond the Requirements of the job.
Engagement challenges Further in-depth analysis of our NHS case study data revealed that engagement levels can vary, in association with a variety of personal and job characteristics and with experiences at work. Some key findings were: •
Engagement levels decline as employees get older – until they reach the oldest group
(60 plus), where levels suddenly rise, and show this oldest group to be the most engaged of all •
Minority ethnic respondents have higher engagement levels than their white colleagues
•
Managers and professionals tend to have higher engagement levels than their colleagues
in supporting roles, although people in the latter group appear to owe greater loyalty to their profession than to the organisation in which they practise their craft
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•
Engagement levels decline as length of service increases
•
Having an accident or an injury at work, or experiencing harassment (particularly if the
manager is the source of the harassment) both have a big negative impact on engagement •
Employees who have a personal development plan, and who have received a formal
performance appraisal within the past year, have significantly higher engagement levels than those who have not. The above findings show that organisations need to work hard to prevent, and minimise the impact of, bad experiences. They also need to ensure that employees’ development needs (including the special needs of professionals) are taken seriously; pay attention to, and value the roles of, support staff; and to maintain the interest of longer-serving employees. The relatively high levels of engagement of the oldest employees, and of minority ethnic staff, suggest sources of untapped potential within some organisations.
What drives engagement? Research shows that committed employees perform better. If we accept that engagement, as many believe, is ‘one step up’ from commitment, it is clearly in the organisation’s interests to understand the drivers of engagement. Analysis of the NHS case study data indicates that opinions about, and experiences of, many aspects of working life are strongly correlated with engagement levels. However, the strongest driver of all is a sense of feeling valued and involved. This has several key components: •
Involvement in decision making
•
The extent to which employees feel able to voice their ideas, and managers listen to
these views, and value employees’ contributions •
The opportunities employees have to develop their jobs
•
The extent to which the organisation is concerned for employees’ health and wellbeing.
The line manager clearly has a very important role in fostering employees’ sense of involvement and value – an observation that is completely consistent with IES’ research in many different
43
areas of HR practice and employment, all of which point to the critical importance of the employee-manager relationship.
IES’ diagnostic tool The diagnostic tool
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Source: IES Survey, 2003 The IES engagement model illustrates the strong link between feeling valued and involved and engagement. In addition to the model, IES offers a diagnostic tool (above), which can be used to derive organisation-specific drivers from attitude survey data. Our findings suggest that many of the drivers of engagement will be common to all organisations, regardless of sector; however, some variability is likely, and the relative strength of each driver is also likely to be contingent upon the organisation being studied.
General lessons Attempts to raise engagement levels are likely to founder, unless the following ‘building blocks’ are in place: •
Good quality line management
•
Two-way communication
•
Effective internal co-operation
•
A development focus
•
Commitment to employee wellbeing
•
Clear, accessible HR policies and practices, to which managers at all levels are
committed. It looks easy, but of course it isn’t; it requires a huge amount of effort and continuing investment to ensure that all of these basics are in place and working well. Embarking on a drive to increase engagement levels should not be undertaken lightly, bearing in mind the ease with which engagement (like the psychological contract) can be shattered.
The study IES research into employee engagement was promoted by the interest and involvement of several IES Research Networks Member companies. It proved more complicated than first envisaged, due to the lack of existing research in the area. IES explored the concept of engagement with
45
member and client organisations, before embarking on original research into measuring engagement and establishing its main drivers. The database used for the research comprises 2003 attitude survey data from 14 organisations in the NHS (10,024 completed questionnaires). The full range of employee groups and job roles were represented – managerial, professional, technical and support (manual and administrative).
Employee engagement is a two-way street The purpose of this paper is to highlight the significance of creating a retention-rich organizational culture and discuss the drivers of employee engagement. The paper argues that, in today's competitive environment, companies need to acknowledge the importance of the manager in retaining employees. The paper illustrates why employee engagement is based on a two-way relationship between employer and employee
The practice of engagement: Research into current employee engagement practice Dr Richard McBain of Henley Management College’s HR Centre of Excellence discusses the findings of research into current employee engagement practice at 10 organizations and puts forward a resulting model of engagement and commitment. He argues that while employee engagement is a desirable goal, it should not become an end in itself - organizations need to keep it within a strategic context
Building a culture of high employee engagement This paper aims to examine the key drivers for employee engagement within an organization. It seeks to answer the question: what are the keys to improving the level of employee engagement? This paper ascertains some of the key drivers of employee engagement as illustrated by the case study. It demonstrates a number of practical tools HR professionals can utilize to build employee engagement within their organizations.
Measuring and improving Employee Engagement Lucey J J tries to describe an action research project into the impact of a communications strategy and five step survey process on the improvement of employee engagement.
Check on Employee Engagement.
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The article presents a discussion of how to conduct a survey regarding employees' relationship with their affiliated organization, adapted from the article "Tools of Engagement: Employee Engagement Surveys Are only as Good as the Questions They're Built On," by Leigh Rivenbark
Employee Engagement The article features two companies such as Scottish Water Business Stream Ltd. and London & Quadrant Housing Trust in their effort to focus on employee engagement in Great Britain. Scottish Water acquired an engagement strategy designed to provide commercial success while making a culture of decision-making and accountability. London & Quandrant has developed an internal- engagement programme for its employees.
Pulling Together The article provides ways for credit unions to encourage employee engagement and productivity. Among the cited measures are workforce optimization to get optimal productivity from the staff, creation of a performance/talent management system to improve staff satisfaction, and competencybased trainings. It is suggested that workforce optimization and competency-based trainings are only helpful when employees help define the change process.
Driving a performance culture through the front line. Employee engagement in the UK remains stubbornly low. However, by identifying and proactively managing the key drivers of employee engagement, and creating a balanced and meaningful rewards framework, McDonald's in the UK have significantly enhanced the commitment and performance of their workforce.
Road map for Employee Engagement This article focuses on employee engagement. Once the key drivers of employee engagement are identified, a road map can be created and implemented for achieving outstanding organizational performance through the service-profit chain. A research found that a significant improvement in communication effectiveness is associated with a 29.5 per cent increase in market value and that
47
companies with the highest levels of effective communication experienced a 26 per cent total return to shareholders.
How to built business case for Engagement The article focuses on employee engagement programs. It is argued that like any successful HR initiative, employee engagement programs must have commitment from line managers. Focus on engagement began with products offered by consultancies and survey houses, but more recently some robust practitioner-led research has been undertaken, adding additional credibility to the discussion. Overall, work has focused on defining engagement, devising a measure of engagement and finding out what the key drivers of engagement are.
Economic Recovery and Employee Re- Engagement The article discusses the significance of employee re-engagement and how this practice can contribute to the economic recovery of every organization. According to a survey conducted by Career Builder, one in five employees is planning to transfer for another position in 2010. Research shows the link between job satisfaction, employee engagement and every organization's economic recovery. The author believes that the prime driver of engaging employees is progress.
Driving Performance by Building Employee Satisfaction and Engagement . The article presents the author's insights on how to develop engagement and employee satisfaction. He says that devoted and engaged talent is the key to meeting challenges for good government. He mentions of the Best Places to Wok in the Federal Government rankings that boosts employee engagement by giving a roadmap for organizations and managers. The author adds the four employee satisfaction drivers including efficient leadership, mission match and employee skills, and work/like balance.
Engage but Also Enable Your Employees. The article discusses the importance of having an engaged work force in an organization. It notes that companies that have remained focused on employee engagement during the economic downturn have achieved success in maintaining and increasing motivation levels. Such motivation is vital to
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delivering superior financial outcomes, customer satisfaction, and employee performance as revealed by a global study.
Job Satisfaction at Record Low The article presents the findings of a survey of U.S. workers from The Conference Board. It has found that less than one-half of U.S. workers are satisfied with their jobs. The survey has also revealed that satisfaction has been declining in key aspects of employee life such as interest in work and job security. Lynn Franco, director of the consumer research center at the Conference Board, relates that the decline in job satisfaction may affect employee engagement and ultimately employee productivity
Employee Engagement and Job Satisfaction in the Information Technology Industry Employee engagement has been identified as being important to employee productivity and performance. Measures of employee engagement and job satisfaction in the context of information technology (IT) were developed to explore how employee engagement affects perceived job satisfaction. In a sample of IT professionals (N = 159), controlling for age, sex, job tenure, and marital status, employee engagement had a significant and positive correlation with job satisfaction.
From Employed to Engaged The article discusses employee engagement initiatives at the Lowe's chain of home improvement stores. Statistics are cited illustrating the negative impact which disengaged employees can have on a firm. Lowe's efforts to ensure that its employee engagement levels are high are described as one of the firm's strategic objectives. The relationship between positive employee attitudes, sales figures, and customer satisfaction levels is discussed in this context. The psychological factors involved in establishing trust between the firm’s management, employees, and customers are described.
Rules of Engagement. The article focuses on First Direct, an internet banking call centre in Great Britain. It highlights its employees' engagement leading to higher job satisfaction, excellent customer service and increased brand equity for the company. It details how employee engagement is strengthened daily and how it is measured continuously.
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Engagement Ring True The article focuses on the enhancement of customer satisfaction through employee engagement in the business operation. It discusses the effort of Datacom Group Ltd. to enhance employee engagement such as action plans for employee's development. The company has integrated the result of the study on customer-employee interaction by Doctor John Fleming, chief scientist at Gallup Inc., which demonstrates that employee engagement leads to an engaged customer, who will show loyalty to the company
Driving Customer Satisfaction and Financial Success Through Employee Engagement. The article discusses the involvement that employee engagement has with customer satisfaction. The author defines employee engagement as the involvement that a person has with their work and the extent in which people believe in what they are doing in their jobs. The way in which employee engagement is measured by companies through employee surveys is mentioned. Two studies which looked at the impact that employees' feelings of engagement and their behaviors have on organizations are discussed. Studies that investigated customer-focused employee engagement and the financial benefits of employee engagement are mentioned.
Engagement The article presents a study about employee engagement in Great Britain by the Kingston Business School Employee Engagement Consortium. Findings show that recruiting and retaining talented staff and engaging them remain important in coping with difficult economic condition. High levels of engagement are found valuable in improving one's personal wellbeing, loyalty, job satisfaction, and performance. Lessons from the study include the need of managers to assess levels of engagement of their staff and value of focus on communication and management style
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CHAPTER – 5 RESEARCH METHODOLOGY
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RESEARCH METHODOLOGY 4.1 RESEARCH DESIGN EXPLORATORY RESEARCH AND DESCRIPTIVE RESEARCH
Exploratory Research We will augment our knowledge of India Yamaha Motor Pvt. Ltd. by interviewing the various executives in a focused group discussion.. Based on a thorough inventory of India Yamaha Motor Pvt. Ltd internal processes a questionnaire (Annexure 1) was developed. Descriptive Research
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The responses of the employees would be further used for statistically analysis to bring out the salient features of data and points out to the week or strong spots for further investigations.
4.2 SAMPLE DESIGN Sample size is 80 The sample population comprises of all the employees working in India Yamaha Motor Pvt. Ltd. Corporate office. Total 80 employees responded to the questionnaire, which would be further used for the analysis. The sampling would be representative sampling, where all the employees at corporate office Surajpur, are considered on a probability basis, and from which information are obtained and statistical inferences or predictions made about the entire population within India Yamaha Motor Pvt. Ltd.
4.3 DATA COLLECTION The methodology used for the collection of data has been divided into two groups: 1.Primary Data 2.Secondary Data
Primary Data In this project the primary data was collected through questionnaire method. A structured questionnaire was administered and employees were asked to fill it. A total of 80 employees responded to the questionnaire. The interview method was also considered as in it the interviewer and the interviewee can interact face to face.
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Questionnaire The survey was designed to measure the level of agreement employees had with respect to 39 questionnaire items with two open ended questions, which represented potential factors that influence employee’s perception about employee engagement. Based on previous research and current literature, questionnaire items were framed to capture some, but not all information with respect to the following factors: • Role Clarity • Direction • Morale • Development • Fairness • Respect • Feed Back • Team Work • Work environment and culture • Communication • Performance reward system • Personal Expression/Innovation • Work Place/ resources • Welfare programs and activities
Scale Used Likert- type Scaling technique was used for the analysis approach wherein a particular item is evaluated on the basis of how well it discriminates by adopting favorable or unfavorable attitude towards the given object. The respondent responded in any of the following ways: • Strongly Agree • Agree
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• Disagree • Strongly Disagree
Secondary Data Some data for this study was also collected from the internet (Yamaha site), written documents (magazines) that guided in taking steps further in the study. The data collected was more for reference.
Limitations Since the whole population of employees is not considered in sampling and only a segment is considered, there is a probability of biasness. The data is not a true representative of the India Yamaha Motor Pvt. Ltd. The employees have attempted to fill the questionnaires as an act of formality. All the present employees did not fill in the questionnaires.
4.4 Data Analysi DESCRIPTION OF THE SURVEY AND ITS ANALYSIS: The analysis of the information provided by the employees is done on the basis of dimensions.
Mean
Std. deviation
P1 1.95 . 679
P2 2.2 1 . 703
P3 2.1 4 . 808
P4 1.8 8 . 439
P5 1.9 0 . 466
P6 2.1 2 .512
P7 2.3 5 . 682
Morale (p1)
P8 1.9 2 . 397
P9 1.8 8 . 513
P10 2.3 8 . 806
P11 1.9 2 .578
P12 1.9 0 . 683
P13 2.59
P14 3.18
. 927
.525
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Mean Standard Deviation
1.95 .679
Valid
Valid Percent
Cumulative Percent
Strongly agree Agree
24.2
24.2
57.5
81.7
Disagree
17.1
98.8
1.3
100.0
Strongly disagree Total
100.0
Here we can see that the mean of the parameter (Morale) is 1.95. Above table is showing is that about 58% of the employees who have responded to the questionnaire agree to it that morale is high in the organisation and around 24% of the employees strongly agree to it. Employees’ morale is high to work in this organization but a few employees do not find their future with this company.
Feedback (p2)
Mean Std. Deviation
2.21 .703
Valid Percent Valid
Strongly agree
9.6
Cumulative Percent
9.6
Agree
66.3
75.8
Disagree
17.5
93.3
6.7
100.0
Strongly disagree Total
100.0
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Here we can see that mean of the parameter feedback has come out to be 2.21 which mean that most of the employees agree that feedback system of the organization is good. About 66% of the employees agree to it that they receive useful and constructive feedback that helps them improve their performance and that they receive the praise and recognition they deserve, while 17% of the employees are not satisfied with the feedback system of the organization.
Fairness (p3)
Mean
2.14
Std. Deviation
.808
Valid Percent Valid
Cumulative Percent
Strongly agree
18.8
18.8
Agree
56.3
75.0
Disagree
17.2
92.2
7.8
100.0
Strongly disagree Total
100.0
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Here we can see that the mean of the parameter fairness has come out to be 2.14 which mean that most of the employees agree to it that they are treated fairly in the organization. Around 56% of the employees agree to it that organization’s promotion policies and employee performance evaluation are fair, they are treated fairly by their superiors and there is no favoritism. Around 19% of employees strongly agree about it. Small percentage of employees feel that their manager does not treat them fairly and there is an issue of favoritism.
Teamwork (p4)
Mean
1.88
Std. Deviation
.439
Valid Percent Valid Strongly agree
Agree Disagree Total
Cumulative Percent
16.3
16.3
79.4
95.6
4.4
100.0
100.0
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Here we can see that the mean of the parameter teamwork has come out to be 1.88 and also we can see from the above table that around 79% of the employees agree to it that team work is encouraged and practiced in the organization and there is strong feeling of teamwork and cooperation in the organization.
Direction (p5)
Mean
1.90
Std. Deviation
.466
Valid Percent Valid
Strongly agree Agree Disagree Total
Cumulative Percent
16.3
16.3
77.5
93.8
6.3
100.0
100.0
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Here we can see that mean of the parameter direction has come out to be 1.90 which mean employees are well aware and have understanding of mission and goals of the organization. Around 77% of the employees agree to it and 16% of the employees strongly agree about it.
Role Clarity (p6)
Mean
2.12
Std. Deviation
.512
Valid Percent
Valid
Strongly agree
Cumulative Percent
7.5
7.5
Agree
72.5
80.0
Disagree
20.0
100.0
Total
100.0
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Here we can see that the mean of the parameter has come out to be 2.12 that mean most of the employees agree that they have clarity about there role. Around 72% of the employees agree about it while 20% disagree about it.
Performance/Reward System (p7)
Mean
2.35
Std. Deviation
.682
Valid Percent Valid
Strongly agree
Cumulative Percent
4.2
4.2
Agree
63.3
67.5
Disagree
25.0
92.5
7.5
100.0
Strongly disagree Total
100.0
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Here we can see that mean of the parameter performance/Reward system is 2.35 which mean most of the employees agree that they are paid fairly and they also find there salary competitive enough with other similar kind of job profile but many employees are unaware of their benefit plan. Around 63% of the employees agree to it while small percentage (25%) of employees disagrees about it.
Workplace/ Resources (p8)
Mean
1.92
Std. Deviation
.397
Valid Percent Valid
Cumulative Percent
Strongly agree
11.9
11.9
Agree
83.8
95.6
4.4
100.0
Disagree Total
100.0
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Here we can see that mean of the parameter workplace/ Resources has come out to be 1.92 which mean employees are satisfied with the workplace and the resources provided. Around 84% of the employees agree to it that they have the resources to do their job well and they find the work place to be very safe and comfortable.
Communication (P9)
Mean
1.88
Std. Deviation
.513
Valid Percent Valid
Strongly agree Agree Disagree Strongly disagree Total
Cumulative Percent
18.8
18.8
74.4
93.1
6.3
99.4
.6
100.0
100.0
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Mean of the parameter communication is 1.88 which means that information sharing system of the organization is strong. The managers in IYM do a good job of sharing information and most of the employees agree with it. The information system in the organization is very strong.
Development (p10)
Mean
2.38
Std. Deviation
.806
Valid Percent Valid
Cumulative Percent
Strongly agree
11.9
11.9
Agree
46.6
58.4
Disagree
32.8
91.3
Strongly disagree
8.8
100.0
Total
100.0
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Here we can see that mean of the parameter development is 2.38 which means many employees do not find their professional growth in this organization. One reason for this could be that they find their work not to be challenging and stimulating.
Work environment and culture (p11)
Mean
1.92
Std. Deviation
.578
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Here we can see that mean of the parameter work environment and culture has come out to be 1.92 which means most of the employees responses are between 1 and 2. Around 75% of the employees agree to it that the work life balance is maintained in their life and that they don’t any difficulty in satisfying both job and family responsibilities together. The company’s expectation with its employees is also reasonable according to the employees and work environment does not cause stress in their life.
Respect (p12)
Mean
1.90
Std. Deviation
.683
Valid Percent Valid
Cumulative Percent
Strongly agree
24.6
24.6
Agree
65.0
89.6
Disagree
6.3
95.8
Strongly disagree
4.2
100.0
Total
100.0
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Here we can see that mean of the parameter Respect has come out to be 1.90 which mean most of the employees agree that they are treated with respect by their managers and co-workers in the organization. Around 65% of employees agree to it that they get respect from their colleagues adequately but few of them also have the complaint that their manager does not listen to them sometimes.
Personal Expression/Innovation (p13)
Mean
2.59
Std. Deviation
.927
Here we can see that mean of the parameter personal expression/innovation is 2.59 which mean Employees have a problem in opposing the views of their seniors. Many employees also feel that new ideas and views are not much appreciated in this company but their work and talent is valued at IYM.
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Around 36% of employees agree to it that they can freely express their views and opinions and they can disagree with their supervisor without any fear, while around 33% of the employees disagree to it.
Welfare programs and activities (p14)
Mean
3.18
Std. Deviation
.525
Here we can see that the mean of the parameter welfare programs and activities has come out to be 3.18 which mean that most of the employees are not satisfied with the welfare programs and activities conducted in the organisation. Around 70% of employees disagree to it that they are satisfied with the company’s welfare programs, recreational activities and people’s programs and around 24% of employees strongly disagree to it.
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Chapter – 6 Research Findings
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Research Findings: IYM’s employees believe they work for a great company, contrary to the fact that many don’t find their future with this company. The Company in itself generates high levels of satisfaction, is socially responsible, and is strongly aligned to personal values.
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Most of the employees have clarity about their roles. Employees are well aware of the organization’s vision & mission. Employees’ morale is high to work in this organization but a few employees do not find their future with this company. Many employees do not find their professional growth in this organization. One reason for this could be that they find their work not to be challenging and stimulating. The managers in IYM do a good job of sharing information. The information system in the organization is very strong. Employees find that the policies of the company are fair enough but there is an issue of favoritism and the actual process is not that fair enough. Employees get respect from their colleagues adequately but few of them also has the complaint that their manager does not listen to them sometimes. Many employees also feel that new ideas and views are not much appreciated in this company but their work and talent is valued at IYM. This shows that employees do not have very great views about their manager. Approx. 62% employees agree that the feedback about their performance is adequate enough while 38 % feel that they are not given adequate feedback. On the other side, 81% employees accept that whatever feedback is provided to them is constructive. Teamwork is very much encouraged in this company and that most of the employees accept this.
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Employees are very much satisfied with the salary structure of this organization and they also find it competitive enough with other similar king of job profile but many employees are unaware of their benefit plan. Employees are very much satisfied with the workplace, its environment, and security Employees accept that the work life balance is maintained in their life and that they don’t have any difficulty in satisfying both job and family responsibilities Most of the employees are not satisfied with the extra welfare programs and activities being conducted in the organization and they want it to be improved. Currently, the following activities are conducted: 1.
Lucky draws at festivals
2.
Sweets distribution
3.
Competitions like poster making competitions, diya making competitions, rangoli etc.
4.
Sports events
5.
Birthday cards via emails
6.
Training sessions like stress management training, work/life balance training etc.
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Chapter – 7 Conclusion and Suggestions
Conclusion : On the basis of analysis, we can conclude that employees at Yamaha are satisfied with the organization’s policies, workplace, resources information sharing system, work environment and culture , teamwork but there are certain dissatisfaction factors. They are:• Employees at Yamaha do not find any career advancement prospects. • Employees are not recognized for their efforts. • Employees are bored with their job
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• Employees think that they can better pay elsewhere. • Managers and subordinate have poor relationship • A culture of fairness/ equality among co-workers is not there • Employees feel that there are fewer developmental opportunities.
Suggestions The HR department can focus on improving the following: •
The company could start measuring employees' passion about work and the work
environment by issuing an employee satisfaction survey on a regular basis. •
.Identify What Employees Like -gather compliments through employee satisfaction
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surveys in addition to their concerns. •
Use Training to Increase Confidence - Managers should not cut training budgets to save
costs as they should understand that as a result the service delivery and morale could suffer. •
Help Employees See the Big Picture - Employees want to feel that they are contributing and making a difference.
•
Recognize Employee Contributions - Recognition from a supervisor of at least two ranks
above an employee makes a meaningful, engaging difference in employee morale and employee loyalty. •
Build a Supportive Environment - Employees may need help with coping skills, problem-solving skills, tactics for handling difficult situations, or expressing their personal feelings.
•
Conduct welfare activities and programs like department get together,
birthday/anniversary celebration, fun activities like quizzes etc. •
Employee Benefit Packages - A key motivator for employees to work hard and remain dedicated are good benefit programs.
Chapter – 8 BIBLIOGRAPHY
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ANNEXURE EMPLOYEE SATISFACTION SURVEY
78
Name: Age:
Experience in Yamaha: Department:
Questions MORALE Q1. I am optimistic about the future of IYM & I am proud to work for the company. Q2. I am optimistic about my future success with IYM & feel that working for the company will lead to the kind of future I want Q3.Doing my job well gives me a sense of personal satisfaction FEEDBACK Q4. I receive useful and constructive feedback that helps me improve my performance from my manager. Q5. I am given adequate feedback about my performance. Q6.. When I do a good job, I receive the praise and recognition I deserve. FAIRNESS Q7. Employee performance evaluations are fair and appropriate. Q8. My manager treats all his/her employees fairly. Q9. The organization's policies for promotion and advancement are always fair. Q10. Favoritism (special treatment) is not an issue in raises or promotions TEAMWORK Q11. Teamwork is encouraged and practiced in this organization. Q12 There is a strong feeling of teamwork and cooperation in this organization. ROLE CLARITY Q13. I have a good understanding of the mission and the goals of this organization. Q14 I understand how my work directly contributes to the overall success of the organization. Q15. I am paid fairly for the work I do. Q16. My salary is competitive with similar jobs I might find elsewhere. Q17. I understand my benefit plan. Q18. I have the resources I need to do my job well.
Strongly agree
Agree
Disagree
Strongly disagree
79
Q19. My workplace is a physically safe & comfortable place to work. Q20. Information and knowledge are shared openly within this organization. Q21. My manager does a good job of sharing information Q22. I have adequate opportunities for professional growth in this organization. Q23. I receive the training I need to do my job well. Q24. My manager encourages learning from my mistake and supports my development. Q25. My work is challenging & Stimulating. Q26. The environment in this organization supports a balance between work and personal life. Q27. I am able to satisfy both my job and family responsibilities. Q28. The pace of the work in this organization enables me to do a good job. Q29. The organization has reasonable expectations of its employees. Q30. My job does not cause unreasonable amounts of stress in my life. Q31. My manager always treats me with respect. Q32. My manager listens to what I'm saying. Q33. My co-workers care about me as a person. Q34. I can disagree with my supervisor without fear of getting in trouble. Q35. People with different ideas are valued in this organization. Q36. My ideas and opinions count at work & My talent is valued at work. Q37.I am satisfied with the company’s employee welfare programs such as rewards, incentives, insurance and health care, etc. Q38. I am satisfied with the recreational activities provided by the company, e.g. picnics and annual dinner Q39.I am satisfied with the company’s people programs, such as birthday announcements, valuable employee of the month, bulletins and newsletter, etc. Q40. What is it that you like most in your job right now?
80
Q41. What is it that you are not comfortable in your job right now and should be improved ?
