PROJECT REPORT ON

A Comparative Analysis of Employee Engagement Initiatives in Different Telecom Companies in Shimla

Submitted In Partial Fulfillment Of The Degree Of

Masters of Business Administration

By
KIRANDEEP KAUR ( 19-MBA-10 ) MBA (2010 12) THE BUSINESS SCHOOL

Acknowledgement
1

I would like to express my gratitude to the management of Tata Tele Limited, Jammu for giving me the opportunity to undertake my summer internship program in the company which gave me an insight into the working of the company and the telecom sector as a whole. During the training I had the privilege to work under the guidance of Mr. Ajay Sharma who assigned and guided me on this project and provided me the wonderful opportunity to work with him in the employee engagement activities and helped me with the relevant material, assistance and support required for this project during the course of the internship program. Further I would like to thank Ms. Aarushi Sadhotra for guiding me on the project and providing insight on the relevance and importance of employee engagement initiatives in the organization. I would also like to extend my gratitude to all the employees for giving me their valuable time and helping me in getting an insight about the working of various departments at Tata Tele Limited. Besides I would like to thank all the respondents who helped me complete my survey. Last but not the least, I would also like to thank my institute The Business School, University Of Jammu, J&K for inculcating in me the management knowledge and skills and then providing me with the best opportunity to apply and update my knowledge and skills through the internship program in such an esteemed organization. The learning from this experience has been immense and would be cherished throughout life.

DECLARATION

I hereby declare that the project report on the topic A COMPARATIVE ANALYSIS OF EMPLOYEE ENGAGEMENT INITIATIVES IN DIFFERENT TELECOM COMPANIES IN JAMMU completed during industrial training in TATA TELE LIMITED and submitted under the guidance and supervision of Mr. Ajay Sharma (HR, Circle Head, J&K) is my original work and not copied from any source. The preparation of the project report is based on my personal research findings, several visits to different telecom organizations, interactions with the officials and employees and from secondary sources.

_________________ KIRANDEEP KAUR

CONTENTS
CHAPTERS PAGES 6 16 27 48 50 53 63 66 69 70

1. Meaning of employee engagement initiatives Industry profile Company profile 2. Objectives of study 3. Research methodology 4. Data analysis 5. Research findings 6. Suggestions, conclusions, and limitations Bibliography Annexure

Chapter 1
Meaning of Employee Satisfaction Industry profile Company profile

Meaning of Employee Engagement

Employee Engagement:

Employee engagement is the level of commitment and involvement an employee has towards its organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. Employee engagement refers to the extent to which an employee believes in the mission, purpose and values of an organization and demonstrates that commitment through his/her actions as an employee and his/her attitude towards the employer and customers. Also called work engagement or worker engagement, it is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers his organization's interests. He/she is aware of the business context, and works with colleagues to improve performance within the job for the benefit of the organization. Thus, employee engagement may be viewed as a positive attitude held by the employee towards the organization and its values. It requires a two-way relationship between the employer and the employee.

Features of Employee Engagement:

Understanding of business context and the bigger picture Respectful of, and helpful to, colleagues Willingness to go the extra mile Belief in the organization Desire to work to make things better Keeping up to date with developments in the field

Aspects:
There are three basic aspects of employee engagement: The employees and their own unique psychological make-up and experience The employers and their ability to create the conditions that promote employee engagement Interaction between employees at all levels. 1

Categories of Employee Engagement:

According to the Gallup the Consulting organization there are different types of people: Engaged Employees Not Engaged Employees Disengaged Employees

Engaged Employees:

Are builders Want to know the desired expectations for their role so they can meet and exceed them Are naturally curious about their company and their place in it Perform at consistently high levels Want to use their talents and strengths at work every day Work with passion and they drive innovation and move their organization forward

Not-Engaged Employees:

Tend to concentrate on tasks rather than the goals and outcomes they are expected to accomplish Want to be told what to do just so they can do it and say they have finished Tend to feel their contributions are being overlooked and their potential is not being tapped 1

Generally dont have productive relationships with their managers or with their coworkers.

Actively Disengaged Employees:

Are the cave dwellers Consistently against virtually everything Sow seeds of negativity at every opportunity Undermine what their engaged coworkers accomplish

Diagnostic Tools
Training and development Performance management Communication Equal opportunity Fair treatment Pay and benefits Health and safety Cooperation Family friendliness Job satisfaction Immediate management 1

Engagement Approaches:
Employee engagement approaches for new employees:
Best practice recommends starting right at the selection or recruitment stage with: The right person and giving them a realistic job preview A strong induction and orientation programme Rigorous training and development, from technical to soft skills to leadership development programmes. Regular technical/soft-skill updates Certification programmes to drive people towards excellent performance

Employee engagement approaches for all employees:

Beyond initial recruitment and induction, employee engagement activities can be broken into a number of groups. These include:

 Communication activities: Communication forums; In-house magazines; Online communications, including discussion boards and blogs by company personnel; Monthly updates on corporate goals and directions; Regular employee opinion and satisfaction surveys; Active soliciting of employee feedback, including opinions and pet peeves etc. Reward schemes: Compensation and benefit programmes; Stock ownership and profit sharing; Recognition programmes; Idea collection schemes linked to rewards for idea generation; Long service and good performance awards. Activities to build the culture of the organization: Clear and humane HR policies; Pro-social corporate objectives; Corporate Social Responsibility; Equal opportunities policies and practices; Initiatives to maintain the quality of work-life and a balance between personal/professional lives; Developing a safe, clean and inspiring work environment; Demonstrating a commitment to employees well being. Team building activities: Small team recreational activities, such as trips to the cinema; Social activities, such as family gatherings; Community outreach activities such as volunteering and fund-raising. Leadership

development

activities:

Effective

Leadership;

Effective

Performance Management; Fair evaluation of performance; Empowerment through effective delegation; Coaching and mentoring activities to give honest feedback by supervisors and peers; An open and transparent culture to empower people and develop entrepreneurs.

10 C's of Employee Engagement:

Connect: Leaders must show that they value employees. Employee

engagement is a direct reflection of how employees feel about their relationship with the immediate boss.

Career: Leaders should provide challenging and meaningful work with

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

Clarity: Leaders must communicate a clear vision. Success in life and

organizations is, to a great extent, determined by how clear individuals are about their goals and what they really want to achieve .

Convey: Leaders clarify their expectations about employees and provide

feedback on their functioning in the organization.

Congratulate: Exceptional leaders give recognition, and they do so a lot; they

coach and convey.

Contribute: People want to know that their input matters and that they are
contributing to the organization's success in a meaningful way.

Control: Employees value control over the flow and pace of their jobs and
leaders can create opportunities for employees to exercise this control.

Collaborate: 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.

Credibility: Leaders should strive to maintain a companys reputation and

demonstrate high ethical standards.

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

exemplars of high ethical and performance standards .

IMPORTANCE OF ENGAGEMENT
1

An organizations capacity to manage employee engagement is closely related to its ability to achieve high level performance levels and superior business results.

Advantages:
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. Will normally perform better and are more motivated. There is a significant link between employee engagement and profitability. It builds passion, commitment and alignment with the organizations strategies and goals Increases employees trust in the organization Creates a sense of loyalty in a competitive environment Provides a high-energy working environment Boosts business growth Makes the employees effective brand ambassadors for the company Employees form an emotional connection with the company. This impacts their attitude towards the companys clients, and thereby improves customer satisfaction and service levels.

Outcomes of Engagement:
Staff is able to get involved in the organization and feel that it is genuinely participating and contributing to its performance Staff has a pride in its organization and endorses it as a place to work and do business with people outside the organization. Staff demonstrates real commitment to its job and the organization and is prepared to go the extra mile.

EMPLOYEE ENGAGEMENT FRAMEWORK OF TTSL

1

The employee engagement framework at TTSL known by the name DARPAN includes the following main areas: 1. ALIGNMENT It includes:

Purpose, mission, vision, values Senior leadership as role model Sharing of companys plans & targets
2. ASSIGNMENT It covers:

Effective & right role Stretched targets Providing resources Regular feedback on performance progress.
3. ENGAGEMENT It includes:

Good work environment Hygiene factors Work- life balance Reward & recognition Fairness
4. EMPOWERMENT It covers:

Clear responsibility & autonomy Views considered at workplace

1

 Learning & development Opportunity to innovate

5. PRIDE It includes:

Ethical company Caring organisation Feeling proud of organisation Sharing conviction in living the brand

INDUSTRY PROFILE
Telecommunication
The word telecommunication was adapted from the French word telecommunication. It is a compound of the Greek prefix tele-, meaning 'far off' , and the Latin communicare, meaning 'to share'. Telecommunication is the transmission of signals over a distance for the purpose of communication. In modern times, this process almost always involves the sending of electromagnetic waves by electronic transmitters but in earlier years it may have involved the use of smoke signals, drums or semaphore. Today, telecommunication is widespread and devices that assist the process, such as the television, radio and telephone, are common in many parts of the world. There is also a vast array of networks that connect these devices, including computer networks, public telephone networks, radio networks and television networks. Computer communication across the Internet, such as e-mail and instant messaging, is just one of many examples of telecommunication.

The basic elements of a telecommunication system are:

a transmitter that takes information and converts it to a signalfor transmission a transmission medium over which the signal is transmitted a receiver that receives and converts the signal back into usable information

Telecom Industry in India

1. INDUSTRY OVERVIEW 1.1 Background

Telecom in the real sense means the transfer of information between two
distant points in space. The popular meaning of telecom always involves

electrical signals and as a result, people often exclude postal or

any other raw

telecommunication methods from its meaning.

Therefore, the history of Indian telecom can be started with the introduction of telegraph. The Indian Telecommunications network is the third largest in the world and the second largest among the emerging economies of Asia. Today, it is the fastest growing market in the world with 826.93 million mobile phone subscribers as of April 2011. The telecommunication sector continued to register significant success during the year and has emerged as one of the key sectors responsible for Indias resurgent Indias economic growth.

HISTORY
History of Indian Telecommunications started in 1851 when the first operational land lines were laid by the government near Calcutta (seat of British power). Telephone services were introduced in India in 1881. In 1883 telephone services were merged 1

with the postal system. Indian Radio Telegraph Company (IRT) was formed in 1923. After independence in 1947, all the foreign telecommunication companies were nationalized to form the Posts, Telephone and Telegraph (PTT), a monopoly run by the government's Ministry of Communications. Telecom sector was considered as a strategic service and the government considered it best to bring under state's control.

Growth
This rapid growth has been possible due to various proactive and positive decisions of the Government and contribution of both by the public and the private sector. The rapid strides in the telecom sector have been facilitated by liberal policies of the Government that provide easy market access for telecom equipment and a fair regulatory framework for offering telecom services to the Indian consumers at affordable prices .

2. COMPETITION OVERVIEW 2.1 Major Players

There are three types of players in telecom services: State owned companies (BSNL and MTNL) Private Indian owned companies (Reliance Infocomm, Tata Teleservices,) Foreign invested companies (Hutchison-Essar, Bharti Tele-Ventures, Idea Cellular, BPL Mobile, Spice Communications)

Bharat Sanchar Nigam Limited (BSNL)

Name: Bharat Sanchar Nigam Limited (BSNL) Year of Establishment: 2000 Company Profile: Bharat Sanchar Nigam Limited is World's 7 th largest
Telecommunications Company providing comprehensive range of telecom services in India: Wireline, CDMA mobile, GSM Mobile, Internet, Broadband, Carrier service, 1

MPLS-VPN, VSAT, VoIP services, IN Services etc. Within a span of five years it has become one of the largest public sector units in India.

Mahanagar Telephone Nigam Limited (MTNL)

Name: Mahanagar Telephone Nigam Limited (MTNL) Year of Establishment: 1986 Company Profile: MTNL was set up by the Government of India to upgrade the
quality of telecom services, expand the telecom network, and introduce new services and to raise revenue for telecom development needs of Indias key metros. MTNL with a market share of about 13% of the National telecom Network has a customer base of 5.92 million. The Govt. of India currently holds 56.25% stake in the company.

Videsh Sanchar Nigam Limited (VSNL)

Name: Videsh Sanchar Nigam Limited (VSNL) Year of Establishment: 1986 Company Profile: The Videsh Sanchar Nigam Limited (VSNL) a wholly
Government owned corporation. The company operates a network of earth stations, switches, submarine cable systems, and value added service nodes to provide a range of basic and value added services and has a dedicated work force of about 2000 employees. VSNL's main gateway centers are located at Mumbai, New Delhi, Kolkata and Chennai.

Bharti Airtel
Company Profile: Bharti Tele-Ventures Limited was incorporated on July 7, 1995 for
promoting investments in telecommunications services. Its subsidiaries operate telecom services across India. Bhartis operations are broadly handled by two companies: the Mobility group and the Infotel group.

Reliance Communication
1

Name: Reliance Communications Year of Establishment: 1999 Company Profile: Reliance Telecom's cellular services are available in 340 towns
within its eight-circle footprint. Reliance Infocomm also offered for the first time in India, mobile data services through its RWorld mobile portal. This portal leverages the data capability of the CDMA 1X network. Reliance Infocomm offers a complete range of telecom services covering mobile and fixed line telephony including broadband, national and international long distance services, data services and a wide range of value added services and applications aimed at enhancing productivity of enterprises and individuals.

Tata Teleservices Ltd.

Name: Tata Teleservices Year of Establishment: 1996 Company Profile: Tata Teleservices is a part of the $12 billion Tata Group, which
has 93 companies, over 200,000 employees and more than 2.3 million shareholders. Tata Teleservices bouquet of telephony services includes Mobile services, Wireless Desktop Phones, Public Booth Telephony and Wireline services. Other services include value added services like voice portal, roaming, post-paid Internet services, 3-way conferencing, group calling, Wi-Fi Internet, USB Modem, data cards, calling card services and enterprise services.

Vodafone
Name: Vodafone Year of Establishment: Acquired majority stake in Hutch Essar in India, by buying
out complete stake of Hutch in 2007, Essar is still minority stakeholder in company.

Company Profile: Vodafone Essar in India is a subsidiary of Vodafone Group Plc

and commenced operations in 1994 when its predecessor Hutchison Telecom acquired the cellular license for Mumbai. Vodafone Essar now has operations in 16 circles covering 86% of India's mobile customer base, with over 45.78 million customers. 1

Vodafone Essar, under the Hutch brand, has been named the 'Most Respected Telecom Company', the 'Best Mobile Service in the country' and the 'Most Creative and Most Effective Advertiser of the Year'.

Idea
Name: Idea Year of Establishment: 1995 Company Profile: Idea Cellular is part of the Aditya Birla Group, which is India's first
truly multinational corporation. Aditya Birla Nuvo Ltd. holds 35.7 per cent, Birla TMT Holdings Ltd. 44.9 per cent, Grasim 7.5 per cent, and Hindalco 10.1 per cent in Idea.

BASIC STRUCTURE OF TELECOM IN INDIA

REVENUE AND GROWTH

1

The contribution of Indian telecom sector to the growth of Indias economy is immense. It is directly contributing more than 1.5% GDP of the country. The total revenue in the telecom service sector was Rs. 86,720 crore in 2005-06 as against Rs. 71, 674 crore in 2004-2005, registering a growth of 21%. The total investment in the telecom services sector reached Rs. 200,660 crore in 2005-06, up from Rs. 178,831 crore in the previous fiscal year. Telecommunication is the lifeline of the rapidly growing Information Technology industry. Internet subscriber base has risen to 6.94 million in 2005- 2006. Out of this 1.35 million were broadband connections. More than a billion people use the internet globally. Under the Bharat Nirman Programme, the Government of India will ensure that 66,822 revenue villages in the country, which have not yet been provided with a Village Public Telephone (VPT), will be connected. It is difficult to ascertain fully the employment potential of the telecom sector but the enormity of the opportunities can be gauged from the fact that there were 3.7 million Public Call Offices in December 2005 up from 2.3 million in December 2004. The value added services (VAS) market within the mobile industry in India has the potential to grow from $500 million in 2006 to a whopping $10 billion by 2010.

Telephone
On landlines, intra circle calls are considered local calls while inter circle are considered long distance calls. Currently Government is working to integrate the whole country in one telecom circle. Until recently, only the PSUs BSNL and MTNL were allowed to provide Basic Phone Service through copper wires in India. MTNL is operating in Delhi and Mumbai only and 1

all other parts are covered by BSNL. However private operators have now entered the fray, although their focus is largely on the cellular business which is growing rapidly.

Telephony Subscribers (Wireless and Landline): 861.48 million (Apr. 2011) Cell phones: 826.93 million (Apr. 2011) Land Lines: 34.55 million (Apr. 2011) Broad Band Subscription: 7.83 million (Dec 2009) Monthly Cell phone Addition: 15.34 million (Apr. 2011) Teledensity: 72.08 % (Apr. 2011) Projected teledensity: 1 billion, 84% of population by 2012
Mobile telephones
With a subscriber base of more than 811 million the Mobile telecommunications system in India is the second largest in the world and it was thrown open to private players in the 1990s. The country is divided into multiple zones, called circles (roughly along state boundaries). Government and several private players run local and long distance telephone services. Competition has caused prices to drop and calls across India are one of the cheapest in the world. The rates are supposed to go down further with new measures to be taken by the Information Ministry . In September 2004, the number of mobile phone connections crossed the number of fixed-line connections and presently dwarfs the wireline segment by a ratio of around 20:1. The mobile subscriber base has 1

grown by a factor of over a hundred and thirty, from 5 million subscribers in 2001 to over 826 million subscribers as of Apr 2011 (a period of 10 years). India primarily follows the GSM mobile system, in the 900 MHz band. Recent operators also operate in the 1800 MHz band. The dominant players are

Airtel, Reliance
few states.

Infocomm, Vodafone, Idea cellular and BSNL/ players, International with operations in

MTNL.
only

There are many smaller a

roaming agreements exist between most operators and many

foreign carriers. A list of states (including the metros Mumbai, Kolkata and Chennai in their respective states and excluding National Capital Territory Delhi) with the largest subscriber base as of Mar 03rd 2011 is given below:
State Uttar Pradesh Maharashtra Tamil Nadu West Bengal Bihar Karnataka Gujarat Rajasthan Delhi Kerala Punjab India Subscriber base 112,193,095 98,469,453 70,872,739 63,538,180 54,742,871 50,157,913 47,995,018 43,731,458 39,957,798 31,817,137 29,096,660 826,930,916 Population (01/03/2011) 199,581,477 112,372,972 72,138,958 84,665,533 91,347,736 103,804,637 61,130,704 60,383,628 68,621,012 72,597,565 16,753,235 33,387,677 27,704,236 1,210,193,422 Mobile phones per 1000 population 562 876 982 730 696 527 821 795 637 644 2,385 953 1,050 692

Andhra Pradesh 61,826,969

Madhya Pradesh 46,767,687

Internet
1

India has the world's third largest Internet users with over 100 million users (of whom 40 million use the Internet via mobile phones) as of December 2010. Internet penetration in India is one of the lowest in the world which is 8.4% of the population, compared to other nations like United States, Japan or South Korea where Internet penetration is significantly higher than in India.

Broadband
The current definition of Broadband in India is a speed of 256 Kbit/s. TRAI on July 2009 has recommended raising this limit to 2 Mbps. As of November 2009, India has 7.57 million broadband users. In the fixed line arena, BSNL and MTNL are

the incumbents in their respective areas of operation and continue to enjoy the dominant service provider status in the domain of fixed line services. For example BSNL controls 79% of fixed line share in the country. On the other hand, in the mobile telephony space, Airtel controls 21.4% subscriber base followed by Reliance with 20.3%, BSNL with 18.6%, Vodafone with 14.7% subscriber base (as per June 2005 data). Airtel and BSNL have launched 8 Mbit/s & Reliance Communication offers 10 Mb/s broadband internet services in selected areas recently. For home users, the maximum speed for unlimited downloads is 2 Mbit/s, available for USD 60 (roughly, without taxes) per month.

Regulatory Authority in India

TRAIs mission is to create and nurture conditions for growth of telecom in the country in a manner and at a pace which will enable India to play a leading role in emerging global information society. 1

One of the main objectives of TRAI is to provide a fair and transparent policy environment which promotes a level playing field and facilitates fair competition. In pursuance of above objective TRAI has issued from time to time a large number of regulations, orders and directives to deal with issues coming before it and provided the required direction to the evolution of Indian telecom market from a Government owned monopoly to a multi-operator multi-service open competitive market. The directions, orders and regulations issued cover a wide range of subjects including tariff, interconnection and quality of service as well as governance of the Authority.

Telecom in J&K
As far as telecommunication facilities in J&K state are concerned, there are over 16000 STD booths/PCOs, 366 telephone exchanges and 9 telegraph offices (CTOs/DTOs) regulating the services. The number of telephone connections has gone beyond 9 lakhs including phones of mobile segment. When this is compared with the phone level of 2001-02, it is interesting to note that there has been an addition of almost 7 lakh connections between 2001-02 and 2005-06. The mobile phones have contributed 67% to this growth. With mobile services launched only in August 2003, J&K state has been a late entrant into the telecom sector. Nonetheless, the teledensity (the number of phones per 100 of population) an important indicator adopted for measuring the performance of telecom sector has risen from a mere 2.08 in 2001-2002 to 7.76 in 2005-06 in J&K. However it is interesting to note that the average revenue per user (ARPU) for J&K at Rs.440.56 is much higher than the national average of Rs.339.49. This means that growth of telecom sector in J&K State is not likely to be hampered by demand side constraints. Falling cost of handsets and accessories coupled with innovative tariff plans has made initial entry cost affordable and this factor is largely contributing to the growing demand of phone connections. 1

Mobile phones are vital in a state like J&K. They have the capacity to revolutionize even small and tiny businesses and the people associated with these businesses can improve their earnings at a faster rate. Its efficient use can save time and money and provide quicker access to information. Its no longer just something that only the rich can afford. Now, its a basic means of communication. If such type of telecom facilities is made cost effective, it can help in fuelling rapid growth in the state.

COMPANY PROFILE

Type Industry Founded Founder(s) Headquarters Key people

Private Telecommunications 1996 Ratan Tata Mumbai, India Mr. Ratan N. Tata (Chairman) Srinath Narasimhan (MD) Wireless Telephone Internet Television 1

Products

Parent Divisions

Tata Group Tata Indicom (CDMA) Tata DoCoMo (GSM) Virgin Mobile India (CDMA/GSM) Tatateleservices.com

Website

TATA GROUP
The Tata group comprises over 90 operating companies in seven business sectors: communications and information technology, engineering, materials, services, energy, consumer products and chemicals. The group has operations in more than 80 countries across six continents, and its companies export products and services to 85 countries. The total revenue of Tata companies, taken together, was $83.3 billion (around Rs379, 675 crore) in 2010-11, with 58 per cent of this coming from business outside India. Tata companies employ over 425,000 people worldwide. The Tata name has been respected in India for 140 years for its adherence to strong values and business ethics. Every Tata company or enterprise operates independently. Each of these companies has its own board of directors and shareholders, to whom it is answerable. There are 1

28 publicly listed Tata enterprises and they have a combined market capitalisation of about $81.98 billion (as on October 26, 2011), and a shareholder base of 4.3 million. The major Tata companies are Tata Steel, Tata Motors, Tata Consultancy Services (TCS), Tata Power, Tata Chemicals, Tata Global Beverages, Indian Hotels and Tata Communications. In tandem with the increasing international footprint of its companies, the Group is also gaining international recognition. Brand Finance, a UK-based consultancy firm, recently valued the Tata brand at $11.4 billion and ranked it 57th amongst the Top 100 brands in the world. Business week ranked the Group sixth amongst the "World's Most Innovative Companies" and the Reputation Institute, USA, recently rated it as the "World's Sixth Most Reputed Firm." Founded by Jamsetji Tata in 1868, the Tata Companies' early years were inspired by the spirit of nationalism. The Group pioneered several industries of national importance in India: steel, power, hospitality and airlines. In more recent times, the Tata Companies' pioneering spirit has been showcased by companies like Tata Consultancy Services, India's first software company, which pioneered the international delivery model, and Tata Motors, which made India's first indigenously developed car, the Indica, in 1998 and recently unveiled the world's lowest-cost car, the Tata Nano, for commercial launch by end of 2008. The Tata Companies has always believed in returning wealth to the society it serves. Two-thirds of the equity of Tata Sons, the Tata Companies' promoter company, is held by philanthropic trusts which have created national institutions in science and technology, medical research, social studies and the performing arts. The trusts also provide aid and assistance to NGOs in the areas of education, healthcare and livelihoods. Tata companies also extend social welfare activities to communities around their industrial units. The combined development-related expenditure of the Trusts and the companies amounts to around 4 per cent of the Group's net profits.

Going forward, the Group is focusing on new technologies and innovation to drive its business in India and internationally. The Nano car is one example, as is the Eka supercomputer (developed by another Tata company), which in 2008 is ranked the world's fourth fastest. The Group aims to build a series of world class, world scale businesses in select sectors. Anchored in India and wedded to its traditional values and strong ethics, the Group is building a multinational business which will achieve growth through excellence and innovation, while balancing the interests of its shareholders, its employees and wider society.

C0MPANY BACKGROUND
Tata Teleservices Limited spearheads the Tata Group's presence in the telecom sector. The Tata Group includes over 90 companies, over 395,000 employees worldwide and more than 3.5 million shareholders. Incorporated in 1996, Tata Teleservices is the pioneer of the CDMA 1x technology platform in India. It has embarked on a growth path since the acquisition of Hughes Tele.com (India) Ltd [renamed Tata Teleservices (Maharashtra) Limited] by the Tata Group in 2002. It launched mobile operations in January 2005 and today enjoys a panIndia presence through existing operations in all of Indias 22 telecom Circles. The company is also the market leader in the fixed wireless telephony market. The companys network has been rated as the Least Congested in India for last four consecutive quarters by the Telecom Regulatory Authority of India through independent surveys. Tata Teleservices Limited has also become the first Indian private telecom operator to launch 3G services in India under the brand name Tata DOCOMO, with its recent launch in all the nine telecom Circles where it bagged the 3G license. In association with its partner NTT DOCOMO, the Company finds itself favorably positioned to leverage this first-mover advantage. With 3G, Tata DOCOMO stands to redefine the very face of telecoms in India. Tokyo-based NTT DOCOMO is one of the world's 1

leading mobile operatorsin Japan, the company is the clear market leader, used by nearly 55 per cent of the country's mobile phone users. Tata Teleservices Limited also has a significant presence in the GSM space, through its joint venture with NTT DOCOMO of Japan, and offers differentiated products and services under the Tata DOCOMO brand name. Tata DOCOMO arises out of the Tata Group's strategic alliance with Japanese telecom major NTT DOCOMO in November 2008. Tata DOCOMO has received a pan-India license to operate GSM telecom servicesand has also been allotted spectrum in 18 telecom Circles. The company has rolled out GSM services in all of these 18 telecom Circles in the quick span of just over a year. Tata DOCOMO marks a significant milestone in the Indian telecom landscape, and has already redefined the very face of telecoms in India, being the first to pioneer the persecond tariff optionpart of its 'Pay for What You Use' pricing paradigm. Tokyo-based NTT DOCOMO is one of the world's leading mobile operatorsin the Japanese market, the company is the clear market leader, used by over 50 per cent of the country's mobile phone users. The Tata Teleservices Limited bouquet comprises four other brands as well Virgin Mobile, Walky (which is the brand for fixed wireless phones), the Photon family (the company's brand that provides a variety of options for wireless mobile broadband access, and T24. TTSL recently entered into a strategic partnership agreement with Indian retail giant Future Group to offer mobile telephony services under a new brand nameT24on the GSM platform. The exciting new brand was unveiled in February and the company announced the commercial launch of GSM operations under the brand name T24 in June, starting with the city of Hyderabad. It has now launched T24 GSM services in Kolkata, Bhubaneswar, Lucknow and Ahmedabad. Today, Tata Teleservices Ltd, along with Tata Teleservices (Maharashtra) Ltd, serves over 85 million customers in more than 450,000 towns and villages across the country,

with a bouquet of telephony services encompassing Mobile Services, Wireless Desktop Phones, Public Booth Telephony and Wireline Services. In December 2008, Tata Teleservices announced a unique reverse equity swap strategic agreement between its telecom tower subsidiary, Wireless TT Info-Services Limited, and Quippo Telecom Infrastructure Limitedwith the combined entity kicking off operations with 18,000 towers, thereby becoming the largest independent entity in this spaceand with the highest tenancy ratios in the industry. Today, the combined entitywhich has been re-christened as VIOM Networkshas a portfolio of nearly 45,000 towers. TTSL's bouquet of telephony services includes mobile services, wireless desktop phones, public booth telephony, wireline services and enterprise solutions.. Tata Indicoms new campaign, Suno dil ki awaz (Follow your heart), encourages customers to follow their dreams and aspirations.

Other services include value-added services like Voice Portal, Roaming, Post-paid Internet Services, Three-way Conferencing, Group Calling, Wi-Fi Internet, USB Modem, Data Cards, Calling Card Services and Enterprise Services. Some of the other products launched by the company include Pre-paid Wireless Desktop Phones, Public Phone Booths, Mobile Handsets and Voice & Data Services such as BREW Games, Voice Portal, Picture Messaging, Polyphonic Ring Tones, and Interactive Applications like news, cricket, astrology, etc.

Over the last few months, Tata Teleservices industry-best and innovative offerings have gained industry-wide recognition and the Year 2010 saw TTL add many

notable accolades to its name. TTL was named The Best Emerging Markets Carrier by Telecom Asia, and received 8 awards at the World HRD Conference, including 5th Best Employer in India. The company also received 3 awards at the Telecom Operator Awards 2010 from Tele.net; Best Company, CEO of the Year and Best Quality of Service, and Business
Standard award for Most Innovative Brand of the Year.

TATA DOCOMO

Tata DOCOMO is Tata Teleservices Limiteds telecom service on the GSM platformarising out of the Tata Groups strategic alliance with Japanese telecom major NTT DOCOMO in November 2008. Tata Teleservices has received a license to operate GSM telecom services in 19 of Indias 22 telecom Circles-and has also been allotted spectrum in 18 telecom Circles. Of these, it has already rolled out services in 17 Circles-Tamil Nadu, Kerala, Orissa, Karnataka, Andhra Pradesh, Maharashtra, Mumbai, Madhya Pradesh-Chhattisgarh, Haryana-Punjab, Kolkata, Rest of West Bengal, Jharkhand, Bihar, UP (East), UP (West), Gujarat and Himachal Pradesh.

VIRGIN MOBILE INDIA

Virgin Mobile India Limited is a cellular telephone service provider

company

which

is

joint

venture

between Tata

TeleServices and Richard Branson's Virgin Group. Currently, the

company uses Tata's CDMA network to offer its services under the brand name Virgin Mobile, and it has also started GSM services in some states.

MARKET DATA
Tata Indicom in April, 2009, crossed the 35 million subscribers mark in the wireless category with an overall subscriber base of over 36 million. Tata Teleservices is no. 2 slot in terms of Market Share in Delhi NCR region with a subscriber base of 3 million.

NETWORK
Tata Teleservices offers multiple tariff plans in both the Post-paid and Pre-Paid category. It also offers Mobile Value Added Services to subscribers. Tata Teleservices operates primarily on the CDMA network. Tata Indicoms enterprise solutions work on the CDMA 3G-1X technology. The total tower strength of Tata Indicom is currently at 12,500 towers nationwide, which includes 10,000 for TTL and 2,500 for TTML. 1

RETAIL
The company's retail business has around 3,000 outlets nationally; comprising 600 TTL owned stores and around 2,500 stores in the Franchisee format. Tata Indicom already covers the top 700 towns in India in terms of population through Tata Indicom Exclusive Stores. Tata Indicom also maintains an online portal for its customers i-choose where the customers can buy Tata Indicom post-paid connections and prepaid recharge vouchers with an upfront commitment of activation and delivery of the handset within 72 hours.

VALUE ADDED SERVICES

Tata Teleservices, in October 2007 launched Tata Zone, an infotainment portal on Tata Indicom BREW-enabled mobile phones, in Hindi. This service has applications, pricing details, downloads and browsing instructions in Hindi. The rationale behind this was simple: - 66% of all Indians speak Hindi, while less than 5% understand English. Under its VAS bouquet, TTL offers services such as News, Games, Faith and Prayers, Ringtones, Streaming TV, Fun Shows, Video Zone, Song Download Express, Cricket, Internet Surfing, Astrology, and Mobile Office among others.

BOARD OF DIRECTORS

Mr. Ratan N. Tata Designation: Chairman Company: Tata Teleservices Ltd.

Mr. K. A. Chaukar Designation: Managing Director Company: Tata Industries Ltd.

Mr. Srinath Narasimhan Designation : Managing Director & CEO Company : Tata Teleservices Limited &
Tata Teleservices (Maharashtra) Limited

Mr. I. Hussain Designation: Director Company: Tata Sons Ltd.

Mr. Anuj Maheshwari Mr. N. S. Ramachandran Designation : Director, Company : Tata Teleservices Ltd. Designation : Director Company : Temasek Holdings
Advisors India Pvt Ltd., ("THAIPL")

Mr. Masatoshi Suzuki Designation : Senior Executive Vice

President and Member of Board of Directors

Mr. Kazuto Tsubouchi Designation: Executive Vice President

Chief Financial Officer

Company: NTT Docomo, INC.

Company : NTT Docomo, INC.

A.

VISION, MISSION AND VALUES OF TTSL

 Trusted service to 100 million happy customers by 2011.

To empower every Indian to connect with the world affordably.

Fairness through Meritocracy. Trust based on Accountability. Tenacity for Results. Pioneering Spirit. Excellence in Execution. Leadership with Humility.

B.

SWOT ANALYSIS OF TTSL

1

STRENGTHS:
The companys name, TATA, is the biggest strength and support behind the plan and it helps in establishing the faith of the customer. Availability of product to customer is faster than other competitor. (Hand to hand). The package offered is very attractive. If the plan is clearly conveyed to prospective customers they will most probably buy the product. No worthwhile competitor. B.S.N.L. is the main competitors but monthly rental is a big weak point for them. The market hitting is very efficient as the dealer is using personal sale technique by using local salesmen and providing services door to door.

WEAKNESSES:
There is no identity proof issued from the companys side to the salesman, so the villagers are not showing faith towards them. The phone system is battery operated and the backup is very small. Due to the frequent electricity failure, the battery is not performing well. The features of the plans are very technical and difficult for the rural customer to understand. The dealers are not showing their commitment towards the company and also the company is not providing them the sufficient support.

OPPORTUNITIES:
1

There is a major competitor for the R.H.T.P. except B.S.N.L., which is a fixed line phone. The AIRTEL and the RELIANCE are covering very small area of the villages and mainly covering the commercial connections (STD, PCO). So, there is vast area open for the RHTP if they improve and expand their network. The plan that R.H.T.P offering is very attractive and economical. If they spread their plans and communicate well with the customer, they will definitely switch to the Tatas connection. By providing on time and best service to the customer, the company can gain customer loyalty and customer satisfaction. The well-trained and motivated salesmen can prove an asset to the company and can increase sales volume and customer satisfaction. If the length of cable provided with magnetic antenna is increased, demand for PPA will be reduced. If higher denomination vouchers are introduced revenue will increase.

THREATS:
The poor service satisfaction is the biggest threat to the company. If the customer will not get on time service they will definitely switch to the other phone system and sales will fall down. The rumors are also the major threat to the business. Being illiterate, rumors affect the rural customers the most and the companys image gets affected. The weak marketing activity is also the threat to the image. The customer is not getting proper information about the plan and the dealer and the salesman are fooling them. The stock supply and the voucher availability are very poor so it affects the customers faith and satisfaction. The dealer does not give due attention to the important identity proof of a Customer, that is submitted to him and also in some cases it gets misplaced. It is also the threat as it makes the customer to suffer. 1

C.TTSL, JAMMU AND KASHMIR

Launch of mobile services from India's leading CDMA service provider, Tata Teleservices Ltd (TTSL) in the state of Jammu and Kashmir is relatively recent. The company has invested Rs. 1 billion for connectivity across various regions. Under the brand name Tata Indicom, the company provides a slew of services to both pre-paid and post-paid users. Tata Indicom also offers fixed wireless telephony (Walky Talky) services. To increase its national footprint, Tata TeleServices Limited had envisaged an investment of over Rs. 100 Crore in the J & K Circle in the first phase. Tata Indicom mobile service offers coverage in 29 towns in the state and will be expanding its presence to 36 more towns shortly. The company offers its customers a unique experience of the latest technology at affordable prices. It has assured to provide the state's people with good coverage and unmatched voice clarity. There are value added services too for the Tata Indicom subscribers. According to TTSLs managing director Atul Kansal, the launch of this mobile service has improved the connectivity of the state. At the time of the launch, Tata Indicom had offered Go Active pack for Rs.199, with an introductory tariff of 50 paise for all local calls and Re. 1 for long distance calls.

D.HUMAN RESOURCE FUNCTIONS AT TTSL

The human resource department in TTSL aims not only to be a support function to various business units/functions but to be a Strategic Partner in the Business of TTSL so as to make it an EMPLOYER OF CHOICE. They are committed to provide a conducive and open work environment to their employees. They provide an atmosphere where employees are encouraged to share their ideas and views with each other thereby breeding a culture of innovation, as they feel that there are plenty of opportunities to share knowledge and exchange ideas and grow together.

HR PHILOSOPHY
To align the Human Resource Strategy & National Operations with the Business Strategy and changing environment, hence be a strategic partner in Business to achieve results for the organization.

A.

HR PRODUCTS AND SERVICES

E-transfer process Employee Handbook Policy Manual Employee Healthcare scheme Leave Dashboard

KEY HIGHLIGHTS
Compensation Restructuring making it Tax-friendly Revamping On-boarding process Launch of Human Resource Information System Launch of Recruitment Weekly Dashboard IT enablement of Transfer Process Launch of Employee Leave Dashboard Security Awareness Session program for all new joiners. 1

B.

HR VISION, MISSION AND ROLE

HR VISION
To be a strategic partner in business, making TTSL an Employer of Choice.

HR MISSION
To provide competent and CRISP [C=Customer Focus, R=Result Orientation, I=Initiative with Speed, S=Self Confidence, P=Passion for Achievement] Human Resource in the Organization. To create innovative and flexible employee centered programs and services to attract and retain the best and the brightest talent. To create a culture of performance, this encourages team work, learning and innovation. To create a leadership pipeline based on organization values. To enrich quality of life in the communities they operate in.

HR ROLE
Aligning with Business Needs Provide products and services which supports business. Provide high quality Human Resource. Build desired skill set in People and Capability in the organization to meet future challenges. Performance Culture with differentiated Rewards and Recognition. User friendly systems and process for seamless delivery of services. High Engagement.

C.

HIERARCHY OF LEVELS IN TTSL

D. EMPLOYEE ENGAGEMENT AT TTSL, JAMMU

The employee engagement activities at TTL include celebration of festivals, regular employee meets, recognition programmes, recreation, social activities, online communication and employee opinion/satisfaction surveys.

Chapter 2
Objectives of study
1

2. OBJECTIVES OF THE RESEARCH

1. To evaluate existing employee engagement practices across various telecom organizations in the Jammu Region and to make suggestions regarding the best practices as to the same. 2. To study the relative importance of each of the factors influencing engagement: Salary and Monetary Benefits, Rewards and Recognition, Training and Development, Communication, Family Friendliness, Performance Management. 3. To identify the areas of improvement as regards engagement practices across different organizations and make recommendations for the same.

4. To find out the satisfaction levels of the employees with the current system.

Chapter 3

 Research methodology

3. RESEARCH METHODOLOGY
The methodology applied included the development of a questionnaire, after which the primary job was to get it filled up across various organisations in the Jammu region in order to obtain the representative views of HR executives and other employees regarding employee engagement practices followed by them. This helped us get a better understanding of the practices that exist. Information received from these questionnaire responses gave a broad picture of the general engagement measures followed across the region. It gave an overview of the existing trends which helped determine the strengths and weaknesses of the engagement practices followed at the present and pave the way for arrival to conclusions and giving of recommendations so as to help TTSL imbibe the best practice.

Data Collection Sources:

1

PRIMARY DATA:
The steps undertaken for conducting the research were as follows: Formulation of questionnaire in accordance with the desired responses. Questionnaire distribution and data collection. Data classification and arrangement. Data analysis. Interpretation and ascertainment of inferences based upon the data analysis.

SECONDARY DATA

TTSL website and other websites pertaining to human resource. Academic books based on research methodology and HR.

RESEARCH DESIGN

Questionnaire: The questionnaire consists of dichotomous, multiple choice and open

ended questions.

Sampling Technique: The sample used for study was selected according to the
Random Sampling method.

SAMPLE SIZE

Sample size of 20 employees per organization was chosen who were willing to share information and wanted to be a part of the survey. The sampling size includes male and female employees from different position and age. Here, convenient sampling technique has been adopted for collecting the primary data. Total 5 telecom organizations i.e. TTSL, VODAFONE, IDEA, AIRTEL and AIRCEL were surveyed for this study.

STATISTICAL TOOLS APPLIED

Bar graphs Averages Percentages

Chapter 4
Data analysis

4. DATA ANALYSIS
1. Is there any employee engagement programme in your organization?
20 18 16 14 12 10 8 6 4 2 0 19 15 13 YES 7 5 1 TATA AIRCEL AIRTEL 2 3 NO 18 17

IDEA

VODAFONE

Interpretation:

95% respondents of TATA agreed that there are employee engagement activities in their organization, whereas only 85% respondents from VODAFONE favoured this statement. 90% respondents of IDEA also responded in favour, whereas only 65% respondents of AIRTEL favoured this. 2. Is the flow of communication effective in your organization?

Interpretation:

An equal number of respondents both from TATA & VODAFONE agreed that the flow of communication in their organizations is effective. Only 85% people of IDEA agreed to this whereas 65% respondents of both AIRTEL & AIRCEL are not in favour of this statement. 3. Are there enough opportunities in the organization for you to be able to learn, grow and enjoy?

Interpretation:

95% respondents of VODAFONE believe that there are enough opportunities for them to learn & grow while 90% respondents of TATA & 90% respondents of IDEA agree to this. However, few people from AIRTEL & AIRCEL responded in favour of this. 4. Are there stress release programs offered by the organization?

Interpretation:

85% respondents of TATA agreed that stress release programs are offered by the organization while only 70% respondents of VODAFONE & 65% respondents of AIRCEL favoured the statement. Very few people from AIRTEL & IDEA agreed to this. 5. Are you happy with the engagement programs offered by the organization?

Interpretation:

An equal number of respondents i.e. 85% both from TATA & VODAFONE are happy with the engagement programs offered by the organization. However 60% respondents of AIRCEL are not happy with the engagement programs of their organization. 1

6. Has the employee enagagement programme made you satisfied with the work culture of the organization?

Interpretation:

80% respondents of TATA & VODAFONE responded that employee engagement programme has made them satisfied with the work culture of the organization. While very few employees from AIRCEL, AIRTEL & idea agreed in favour of this. 7. Are employee engagement activities done at regular basis?

Interpretation:

85% respondents of TATA said that employee engagement activities are done at regular basis as compared to 80% respondents of VODAFONE who answered in favour of this. In other organizations employee engagement activities are not done on regular basis. 1

8. What kind of activities are engagement programmes ?

being performed under

employee

Interpretation:

Conferences form a part of the employee engagement activities in almost all the organizations. While management games are also held in VODAFONE & IDEA and seminars are conducted in AIRTEL.

9. Do you and all the employees of your organisation participate in the

employee engagement programmes?

Interpretation:

90% respondents of TATA responded that they participate in the employee engagement activities of the organization. An equal number of respondents from IDEA & VODAFONE agreed to this statement.

10. Does these employee engagement programmes really help in job

involvement of the employee?

Interpretation:

90% respondents of TATA & 80% respondents of both IDEA & VODAFONE believe that employee engagement programmes really help them in job involvement. Whereas comparatively less percentage of people from AIRCEL & AIRTEL agree to this.

11. Does your organization give rewards to the employees who excel in the
various activities of these programmes?

Interpretation:

90% respondents of TATA agreed that their organization give rewards to the employees who excel in the various activities of these programmes. Whereas only 80% respondents of IDEA & VODAFONE agreed to this statement. 1

12. If yes, then in which of the following manner:

Interpretation:

In TATA & AIRCEL mostly gifts and financial benefits are given to employees as rewards who excel in employee engagement activities. Whereas in AIRTEL, IDEA & Vodafone mostly reward their employees by display their names on the notice board .

13. The benefits offered here are fair and reasonable:

Interpretation:

90% respondents of TATA & 85% respondents of VODAFONE agreed that the benefits offered are fair and reasonable in their organization whereas only 75% people of AIRTEL favoured this statement. 1

14. How often Employee Engagement Activities should be performed in an

organization?

Interpretation:

According to most of the respondents from all the organizations employee engagement activities should be performed monthly in an organization.

15. What should be the duration of Employee Engagement Activity?

Interpretation:

Maximum number of employees from all the organizations want the employee engagement activities to be of 1 hour. Some are also in favour of having them for 2 hours. 1

16. Which day should be considered to perform Employee related activities?

Interpretation:

Most of the respondents from all the organizations believe that employee engagement activities should be conducted on Fridays whereas very few favoured them on Thursdays. 17. What kind of activities would you suggest HR to perform for Employee Engagement?

Interpretation:

Most of the respondents in all the organizations want to have games as part of their employee engagement activities. Some also want to include outbound activities in the engagement initiatives.

Chapter 5
1

 Research findings

5. RESEARCH FINDINGS
95%
respondents of TATA, 85% respondents of VODAFONE and 90% respondents of IDEA agreed that there are employee engagement activities in their organization.

90%

of respondents from TATA & VODAFONE agreed that there are

communication campaigns in their organizations.

95% respondents of VODAFONE while 90% respondents of TATA believe that

there are enough opportunities for them to learn & grow.

85% respondents of TATA while only 70% respondents of VODAFONE agreed

that stress release programs are offered by the organization

 An equal number of respondents i.e.

85% both from TATA & VODAFONE are

happy with the engagement programs offered by the organization.

85%

respondents of TATA as compared to 80% respondents of VODAFONE

said that employee engagement activities are done at regular basis.

Conferences form a part of the employee engagement activities in almost all the
organizations.

90%

respondents of TATA responded that they participate in the employee

engagement activities of the organization.

90%

respondents of TATA & 80% respondents of both IDEA & VODAFONE

believe that employee engagement programmes help them in job involvement.

90%

respondents of TATA & 80% respondents from VODAFONE & IDEA

agreed that their organization give rewards to the employees who excel in the various activities of these programmes.

In TATA & AIRCEL mostly gifts and financial benefits are given to employees as
rewards who excel in employee engagement activities.

90% respondents of TATA & 85% respondents of VODAFONE agreed that the
benefits offered are fair and reasonable in their organization.

According

to most of the respondents from all the organizations employee

engagement activities should be performed monthly in an organization and that too mostly on Fridays for 1-2 hours.

 Most of the respondents in all the organizations want to have games as part of
their employee engagement activities.

Chapter 6
1

 Suggestions Conclusions Limitations

6. SUGGESTIONS ,CONCLUSIONS AND LIMITATIONS

SUGGESTIONS:
The employees surveyed have provided with the following suggestions to improve the employee engagement activities in their respective organizations: Employee engagement programmes should be filled with fun & include one to one interaction with all. These activities should be done more frequently. 1

There should be more participation & involvement from circle leadership team & other staff members. The budget for these activities should be extended. More learning & training sessions for employees should be there to enable them to grow & learn. Some of the employee activities suggested by employees are indoor & outdoor games, knowledge sharing activities, team hurdles, art competitions, birthday celebrations, life enrichment activities, picnics, redesigning the work place, etc.

CONCLUSION:
Retention of the best talent in a company requires a sound policy on employee engagement. Many companies already know that wages and benefits are important to employees, but compensation alone is not enough to keep the highly skilled, motivated and experienced workforce that a business needs to excel. It is in view of this that organisations need to work to develop and nurture engagement. An organizations capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. Engaged employees normally perform better and are more motivated. There is a significant link between employee engagement and profitability. Employee engagement 1

is critical to any organization that seeks not only to retain valued employees, but also increase its level of performance. At TTSL Jammu, a robust approach is followed when introducing means of actively engaging employees. Certain unique initiatives such as Coffee with the COO do enough to boost employee morale and render encouragement. However, there still exists immense scope for improvement. Lacunae may be identified when it comes to say, inviting participation& involvement. Cost-effectiveness of the programmes is an area needing immediate attention. According to the survey, the employee engagement initiatives taken at TATA are good & employees are satisfied with these activities, as compared to other telecom organizations in J&K. To sum up, employee engagement is the buzz word for employee communication and retention. It is rapidly gaining popularity, use and importance in the workplace and impacts organizations in many ways. Raising and maintaining employee engagement lies in the hands of an organization and requires a perfect blend of time, effort, commitment and investment to craft a successful endeavour.

LIMITATIONS OF RESEARCH
The area of the study was very vast and hence an in-depth analysis of the system and the process was not possible in the time limit of two months. Limitations of the data collection method are:

Respondents personal biasness: The respondents perceived the survey with

suspicion, cynicism and indifference. For them these processes were time consuming and ineffective. In such kind of survey it was very difficult to get 100% correct opinions and bias may exist.

 In some of the organizations, the responses could not be gathered because of

the HR operations being centralized and the unavailability of an HR department in Jammu region.

The

study is based on limited sample & not many statistical tools have been

used.

It being my first attempt to undertake such a study thus the inexperience was
also an obstacle to accomplish the project in a proper way.

The study was done in Jammu region only, so its results cannot be generalized
for state or national level.

BIBLIOGRAPHY
1. Referred Books:
HUMAN RESOURCE MANAGEMENT

- V.S.P.Rao
HUMAN RESOURCE MANAGEMENT

- Ashwathappa

2. Web Sites:
1

 www.tatateleservices.com www.google.com www.answers.com www.management-issues.com www.engagementstrategies.com www.tataindicom.com www.wikipedia.org www.citehr.com

ANNEXURE
Please take a few minutes to complete this survey. Your specific answers will be completely anonymous, but your views, in combination with those of others, are extremely important. To insure your anonymity TTL retained an independent consultant to design the survey, receive the completed questionnaires, and interpret the findings.

Personal Particulars Name: ____________________ Employee ID: ________________ Age: ______________________ Gender: __________________ Department: _____________________ Designation: ____________ Organisation:_______________________________ 1. Is there any employee engagement programme in your organization?
1

 Yes No 2. Is the flow of communication effective in your organization? Yes No 3. Are there enough opportunities in the organization for you to be able to learn, grow and enjoy? Yes No 4. Are there stress release programs offered by the organization? Yes No 5. Are you happy with the Engagement programs offered by the organization? Yes No 6. Has the employee engagement programme made you satisfied with the work culture of the organization? Yes No 7. Are employee engagement activities done at regular basis?
1

 Yes No 8. What kinds of activities are being performed under employee engagement programmes? Management games Seminars Excursions Conferences 9. Do you and all the employees of your organisation participate in the employee engagement programmes? Yes No 10. Does these employee engagement programmes really help in job involvement of the employee? Yes No 11. Does your organization give rewards to the employees who excel in the various activities of these programmes? Yes No

12. If yes; then in which of the following manner:

1

 Displaying the name on notice board Displaying the name on company website By giving them gifts and financial benefits If any other; please specify 13. The benefits offered here are fair and reasonable. Yes No 14. How Often Employee Engagement Activities should be performed in an organisation? Weekly Bi-Weekly Fortnightly Monthly 15. What should be the duration of Employee Engagement Activity? 0.5 hour 1 hour 2hour 16. Which day should be considered to perform Employee related activities? Wednesday Thursday Friday
1

17. What kind of activities would you suggest HR to perform for Employee Engagement? Online Activities Outbound activities Games Competitions 18. Any suggestions from your side, about making employee engagement programme more effective: ........................................................................................................................... ....... ........................................................................................................................... ....... .......................................................................................................................... ........