Beruflich Dokumente
Kultur Dokumente
2012
A PROJECT REPORT ON
EMPLOYEE ENGAGAEMENT
AT
TAJ
SUBMITTED
BY:
ASHITA NEGI
MBA-HR
DECLARATION
I hereby declare that this project report titled Employee Engagement has been successfully
completed at TAJ, CHANDIGARH towards the partial fulfillment of the requirement for the award of
the degree Master of Business Administration (Human Resources)from University Business School
affiliated to Panjab University. This is an original manuscript developed by me and has not been
furnished from any source thereof, has not formed the basis for the award of any degree, diploma or any
such titles by the institution or any other universities.
DATE:
LOCATION:
ACKNOWLEDGEMENT
It is my proud privilege to express my deepest gratitude to a number of helping hands for their
indefatigable cooperation that enabled me to shape my study. Indeed this page of acknowledgement shall
never be able to touch the horizon of generosity of those, who rendered help to me.
Its my utmost pleasure to extend my sincere gratitude to Taj, Chandigarh for offering me an
opportunity to undergo summer internship programme in this esteemed organization.
I offer my earnest regards to Mr.Surender Ahlawat(H.R Manager),Mr.Vijay Kumar(HR
Executive),Mr.Madan Lal(HR Assistant)and special thanks to Ms. Jeetika Nanra(HR Executive), my
corporate guide for her scholarly guidance & kind cooperation. Her keen interest and encouraging words
at every step were a source of inspiration that enabled me to broaden my sphere of domain knowledge.
I acknowledge special thanks to all the employees and staff members of different departments in Taj
Chandigarh for their ready to help attitude and support extended during the course of programme.
This report is a reflection of the knowledge acquired by me during the internship period.
EXECUTIVE SUMMARY
The ability of the organization to attain its goals largely depends upon the effectiveness of its Employee
Engagement. Therefore it deserves great planning and care to formulate and implement Employee
Engagement strategies.
The main objective of the project is to study the existing process of employee engagement at Taj.The
project deals with the novel concept of Employee Engagement that has been measured using the Gallup
model.The project focuses on the concept of employee engagement in parallel with employee satisfaction
and drawing a relationship between them. The research helped the company realize its strengths on
which it can capitalize and also identified areas of improvement.
A questionnaire was undertaken as a tool for the extraction of the effectiveness of the Employee
Engagement. The 30 employees from Taj, Chandigarh had answered the questionnaire. The answered
questionnaire were ,then analyzed. To define in a capsule, it was more of an observation to find the
effectiveness of Employee Engagement.
The project basically helped the company realize how effective its employee engagement activities are
and suggested a few changes and recommendations. The project not only does help the company but
also the industry as a whole, giving suggestions and recommendations for the same. All this was studied
keeping in mind the basic theme of the project employee engagement.
TABLE OF CONTENTS
ACKNOWLEDGEMENT
EXECUTIVE SUMMARY
CHAPTER 1 INTRODUCTION
1.1 Introduction
12
14
2.1Company Introduction
20
2.2 Taj,Chandigarh
27
28
29
31
2.6 Hr Activities
34
36
39
24
48
4.2 Conclusion
49
REFERENCES
50
APPENDIX
54
CHAPTER 1
INTRODUCTION
Abstract
Employee engagement is the level of commitment and involvement an employee has towards their
organizations and its values. An engaged employee is aware of business context and work with
colleagues to improve performance within the job for the benefit of the organization. It is a positive
attitude held by the employees towards the organization and its values. The report focuses on how
employee engagement is an antecedent of job involvement and what should TAJ do to make the
employees engaged. It also looks at the Gallup 12 point questionnaire, twelve-question survey that
identifies strong feelings of employee engagement and the steps which shows how to drive an engaged
employee.
1.1 Introduction
On 26th November 2008, Karambir Kang, General Manager of the Taj was helping others even as his
family was stuck on the sixth floor of the Taj. He did not let personal tragedy overshadow his sense of
duty. The terrorist attacks on Mumbai took the lives of Karambirs wife Nitti and their sons, Uday Singh
and Samar Veer.
On November 26 at approximately 9.45pm, when the terrorists entered the hotel, Karambir Kang was at
the Taj Lands End in Bandra in the middle of a conference. Though he rushed back, he could not got to
his family, trapped in the sixth floor suite, as the terrorists had positioned themselves in the heritage
wing. Kang called his mother in Bahrain. She said if he could not save his family, he should save other
(IBN Live2010).Over the next 59 hours ,Kang and his staff helped evacuate guests from the hotel and
saved approximately 700 lives. His own would be changed forever .Niti, Uday and Samar, who could not
be rescued, died of asphyxiation. Once again the instances above confirm that an organization is a social
entity. An organization might aim at achieving profitable growth with the help of streamlined operations,
robust finances and aggressive marketing. However, its human resources carry out all these functions.
Hence, if any business enterprise wants to truly maintain its stronghold in the market, it must nurture and
develop its human capital. A happy and committed workforce can steer an organization to success, while
demoralized and demotivated employees can paralyze the enterprises growth.
9
1.3 EMPLOYEE ENGAGEMENT
Employee engagement, also called work engagement or worker engagement, 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 their organization's interests. "Employee Engagement
is a measurable degree of an employee's positive or negative emotional attachment to their job,
colleagues and organization which profoundly influences their willingness to learn & perform at work".
Thus engagement is distinctively different from satisfaction, motivation, culture, climate and opinion and
very difficult to measure.
Employee Engagement is the extent to which workforce commitment, both emotional and intellectual,
exists relative to accomplishing the work, mission, and vision of the organization. Engagement can be
seen as a heightened level of ownership where each employee wants to do whatever they can for the
benefit of their internal and external customers, and for the success of the organization as a whole.
10
IMPORTANCE OF ENGAGEMENT
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 organizations capacity to manage
employee engagement is closely related to its ability to achieve high performance levels and superior
business results.
Organizations with high levels of engagement provide employees with opportunities to develop their
abilities, learn new skills, acquire new knowledge and realise their potential. When companies plan for
the career paths of their employees and invest in them in this way their people invest in them.
11
Career development influences engagement for employees and retaining the most talented employees
and providing opportunities for personal development.
Employees need to feel that the core values for which their companies stand are unambiguous and clear.
Successful organizations show respect for each employees qualities and contribution regardless of their
job level.
Empowerment
Employees want to be involved in decisions that affect their work. The leaders of high engagement
workplaces create a trustful and challenging environment, in which employees are encouraged to
dissent from the prevailing orthodoxy and to input and innovate to move the organization forward.
Image
How much employees are prepared to endorse the products and services which their company
provides its customers depends largely on their perceptions of the quality of those goods and
services. High levels of employee engagement are inextricably linked with high levels of customer
engagement.
Other factors
The employee engagement levels would be high if their bosses (superiors) provide equal
opportunities for growth and advancement to all the employees.
Performance appraisal
Fair evaluation of an employees performance is an important criterion for determining the level of
employee engagement. The company which follows an appropriate performance appraisal technique
(which is transparent and not biased) will have high levels of employee engagement.
12
The company should have a proper pay system so that the employees are motivated to work in the
organization. In order to boost his engagement levels the employees should also be provided with certain
benefits and compensations.
Research indicates that the engagement levels are low if the employee does not feel secure while
working. Therefore every organization should adopt appropriate methods and systems for the health and
safety of their employees.
Job Satisfaction
Only a satisfied employee can become an engaged employee. Therefore it is very essential for an
organization to see to it that the job given to the employee matches his career goals which will make him
enjoy his work and he would ultimately be satisfied with his job.
Communication
The company should follow the open door policy. There should be both upward and downward
communication with the use of appropriate communication channels in the organization. If the employee
is given a say in the decision making and has the right to be heard by his boss than the engagement levels
are likely to be high.
Family Friendliness
A persons family life influences his wok life. When an employee realizes that the organization is
considering his familys benefits also, he will have an emotional attachment with the organization which
leads to engagement
Co-operation
If the entire organization works together by helping each other i.e. all the employees as well as the
supervisors co-ordinate well than the employees will be engaged.
13
Chapter 2
COMPANY PROFILE
14
15
16
Taj Safaris are wildlife lodges that allow travelers to experience the unparalleled beauty of the Indian
jungle amidst luxurious surroundings. They offer India's first and only wildlife luxury lodge circuit. Taj
Safaris provide guests with the ultimate, interpretive, wild life experience based on a proven sustainable
ecotourism model.
Vivanta by Taj Hotels & Resorts span options for the work-hard-play-hard travelers across
metropolitan cities, other commercially important centers as well as some of the best-loved vacation
spots. Stylish & sophisticated, Vivanta by Taj delivers premium hotel experiences with imagination,
energy & efficiency. It's the flavor of contemporary luxury, laced with cool informality and the charming
Taj hospitality. Created for the cosmopolitan global traveler and bon vivant, Vivanta by Taj Hotels &
Resorts create experiences that will amuse, invigorate & inspire you. Vivanta revels in a spirit that
presents the normal with an unexpected twist. Experiences which make you pause & appreciate the
hidden beauty in life! It challenges your expectations of a hotel and unfolds multiple layers of delight.
Innovative cuisine concepts, the smart use of technology & the challenge to constantly engage, energize
and relax you all add up to make Vivanta by Taj the new signature in hospitality.
The Gateway Hotel (upscale/mid-market full service hotels and resorts) is a pan-India network of hotels
and resorts that offers business and leisure travelers a hotel designed, keeping the modern nomad in
mind. At the Gateway Hotel, we believe in keeping things simple. This is why; hotels are divided into 7
simple zones- Stay, Hangout, Meet, Work, Workout, Unwind and Explore.
As travel often means more hassle than harmony, more stress than satisfaction, modern travelers are
looking for smarter choices. Driven by the passion for perfection, Taj welcome its customers to a
refreshingly enjoyable and hassle-free experience, anytime, everywhere. Offering the highest consistency
in quality, service and style they set new standards and take the unwanted surprises out of traveling. The
warm welcomes make the guests feel at home, away from home and the crisp and courteous service
empowers them to get more done with greater effectiveness and control. And through the unrivalled
network they provide service that is effortless, simple, never overwhelming, and always warm.
Ginger (economy hotels) is IHCL's revolutionary concept in hospitality for the value segment.
Intelligently designed facilities, consistency and affordability are hallmarks of this brand targeted at
travelers who value simplicity and self-service.
17
TAJ Vision
Embrace Talent and Harness Expertise to leverage standards of excellence in the art of hospitality to
grow our international presence, increase domestic dominance and create value for all stakeholders.
Taj Values
People Diversity, Integrity And Respect
Taj Promises
At the Taj Group, the commitment to service excellence is rooted in two
guiding principles called the Four Steps of Service and the Taj People
Philosophy. One of the key priorities is to empower people to deliver on
legacy of impeccable service.
Four Steps of Service:
1. A warm and sincere welcome. Use the guest name, whenever possible.
2. Fulfill guest needs and provide anticipatory service.
3. Defect free products and services.
4. Fond farewell using the guest name, whenever possible.
18
19
as food production, housekeeping and laundry to develop and train raw people to enable their earning a
livelihood. For example partnering with NGOs to train underprivileged women housewives in
hospitality, self-grooming and housekeeping.
Globally, the Taj is synonymous to the culture and heritage of India and our Building Livelihoods
theme is extended to the artisans and craftsmen of India. The Taj, in association with Paramparik
Karigar identifies the artisans and craftsmen across India, in areas close in and around the location of
our hotels and assigns projects to trainees who identify projects that the hotel can take forward. The
project provides trainees with exposure to the unique arts and crafts of India. It gives trainees a unique
opportunity to live within the community and broaden their own outlook. The project has a strong, longterm impact and creates a strong platform for volunteering. The Taj is a brand that combines a rich
legacy of carefully nurtured values steeped in a culture of excellence with opportunities for participating
in new vistas of the Company growth. The main success factor for the Companys growth, are the Taj
employees and talent selected for this exciting journey. The Taj considers its employees among its most
important stakeholders in taking it to new pinnacles of service standards and guest delight. At the Taj,
every employee is an ambassador of the culture and spirit of the Taj. The Taj magic is all about passion in
what one is doing, the pursuit of excellence, feeling included, warmth and the highest levels of service
standards with a relentless and untiring obsession about delighting the guest. This spirit that rings
through the heart of every Taj employee makes the difference between a job in any hospitality company
and career with the Taj.
A career in the hospitality industry offers an opportunity to sharpen the saw of ones own emotional
quotient. The Taj compounds this advantage because of the diversity of its products, properties and
people. The Taj nurtures a service mentality that demands an attitude of being quick and agile in terms of
response time, attention to detail, operational excellence, postponing gratification to ensure that the guest
is delighted at all times and developing ones social radar through networking skills. The Taj provides its
employees space and elbow room for exploring opportunities to emerge as career leaders in a supportive
environment through a high potential program in which every executive has a chance to participate. The
safe environment of the Taj encourages its employees to be outspoken, to grow in self-confidence and
this self-development journey which accompanies a career in the Taj become a self-fulfilling prophecy
for success and excellence. Taj has an internal mobility process which allows employees to move freely
between functions, hotels and disciplines, and develop their skills as well rounded professionals in an
employee self-discovery environment. Opportunities for career choices are multiple and there are
possibilities of moving across to other Tata companies for talented professionals. Tajs growth plan
which includes expanding its footprint in the global arena as well as growing in domestic dominance
provides opportunities for a large number of roles and careers unfolding. This perhaps is the most
attractive proposition while exploring a career with the Taj.
Taj Website reads: People are our greatest asset and the key to our success. We respect diversity of
people, ideas and cultures and honor the value of individuals in a team. We believe in perfection to
achieve excellence. We continuously improve processes to surpass global benchmarks. We succeed by
exceeding expectations of all stakeholders and protecting the interest of our shareholders and playing by
the rules. We encourage innovation, embrace change and support growth through knowledge and
learning. We accept responsibility and deliver on promises with a sense of urgency and agility.
20
We commit to improve the quality of life of the communities we serve and our concern for the
environment by returning to society what we earn. We recognize and respect each other in all interactions
and set the example for our guests, business associates and colleagues. We encourage a fair environment
that supports equal opportunity to attract, develop and retain the best talent and endeavor to have fun too.
21
Address:
Block
Chandigarh
No.
Sector
9,
17-A
-160017
India
Tel:
Fax:
(91-172)6613000
(91-172) 6614000
Email: taj.chandigarh@tajhotels.com
Location: Chandigarh, the capital of the states of the Punjab and Haryana set at the foothills of the
majestic Himalayas, was planned by the French architect Le Corbusier after Indias independence. The
young-at-heart, fast-growing and progressive city is striking for its urban planning, impressive buildings.
Taj Chandigarh celebrates the dynamic spirit of Chandigarh in its sophisticated architecture and interiors.
Taj, located in Sector 17, the citys prime business and shopping area, is a comfortable 30-minutes drive
from
the
airport
and
a
15-minutesdrive
from
the
railway
station.
Taj Chandigarh is the citys finest hotel and is well suited to both business and leisure travelers to
Chandigarh.
22
From
the glass windows of the grand apartments in the hotel you will be able to watch the gorgeous sight of
the Shivalik ranges. Only a few minutes from hotel are the famous artificial Rock Garden. Way back in
1970s this garden was erected and comprises of sculptures that were made of scraps. Other nearby
attractions includes the Sukhna Lake and the Zakir Rose garden. This makes the location of the Taj
Chandigarh Hotel in Chandigarh really worth all the praise that it deserves.
Distance from Airport 12.00 km
Distance from Station 7.00 km
Distance from Bus Stand: 01 km
The Taj Chandigarh is one of the best hotels in Chandigarh and offers utmost luxury and more value for
money. The Taj has been serving its guests for over years now, with its exemplary service and luxury.
The official website http://www.tajhotels.com/business/taj%20chandigarh,chandigarh/default.htm
Mentions Taj Chandigarh and further:
Explore the space that's right in the heart of Chandigarhs business and entertainment areas. Just 12 km
from the airport and 7 km from the nearest railway station. Customer will see how they mean business in
a quiet efficient way from the moment step in. The new and expanded lobby features a dramatic atrium
space with a full height glass wall opening to the exterior, a new lobby bar and a lounge. The five storey
glass curtain wall offers views to the pool and adds a sculptural element to the lobby while flooding the
new interiors with natural light. This arrival zone sets the tone for guestrooms and banquet facilities that
deliver the ultimate in urban relaxation. Get set to be delighted with small surprises from the moment
you enter. Discover the most happening restaurants which open to the lobby or the pool to create an
enticing food zone offering the best in world cuisine. Technology is woven through it all. Taj
Chandigarh has all the entertainment and connectivity options today's traveler requires. Become a part of
our world. Feel the pulse of an international business and conferencing destination.
Hotel Facilities
General
Restaurant, Bar, 24-Hour Front Desk, Newspapers, Terrace, Non-Smoking Rooms, Rooms/Facilities for
Disabled Guests, Elevator, Safety Deposit Box, Luggage Storage, Shops in Hotel, Air Conditioning,
Designated Smoking Area, Restaurant ( la carte), Restaurant (buffet), Sun Terrace
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Activities
Fitness Centre, Golf Course (within 3 km), Spa & Wellness Centre, Massage, Hot Tub, Library, Outdoor
Swimming Pool, Outdoor Swimming Pool (all year)
Services
Room Service, Meeting/Banquet Facilities, Business Centre, Laundry, Dry Cleaning, Barber/Beauty
Shop, VIP Room Facilities, Ironing Service, Currency Exchange, Packed Lunches, Car Hire, Tour Desk,
Fax/Photocopying, Ticket Service, Concierge Service, Shuttle Service (surcharge), Special Diet Menus
(on request)
Internet
Wi-fi is available in the hotel rooms and charges are applicable.
Parking
Free public parking is possible on site (reservation is not needed).
Hotel Policies
Check-in
From 14:00 hours
Check-out
Until 12:00 hours
Cancellation / Prepayment
Cancellation and prepayment policies vary by room type.
Children and extra beds
All children under 12 years stay free of charge when using existing beds. One child under 2 years stays
free of charge in a baby cot. One older child or adult is charged INR 1000 per night and person in an
extra bed.Maximum capacity of extra beds/baby cots in a room is 1.
24
Pets
Pets are not allowed.
Accepted credit cards
American Express, Visa, Euro/MasterCard, Diners Club, Maestro
The hotel reserves the right to pre-authorize credit cards prior to arrival.
25
Lava-Trendy Bar
Lava Bar the multi-level retro themed bar, designed with lava lights, a trendy dcor and chic furniture,
exudes verve and style. The trendy bar serves a selection of exotic cocktails, international wines and fine
liquors complemented with a choice of delicious Asian snacks. A DJ and a live band, on select days, set
the mood for a relaxed and fun evening.
Attire: Casual Hours: 11:00 am 12 midnight
26
DERA
Dera, the elegant Indian restaurant, presents an inviting ambience with its split level design, warm
lighting, show kitchen and interactive counter. The menu showcases an array of traditional delicacies
from the Punjab with specialties from Amritsar, Lahore and Peshawar yet with a contemporary touch as
they are cooked in virgin olive oil. Mobile trolleys serving fresh phulkas (Indian breads), as well as
delicious dal-tadka (tempered pulses), add to the enjoyable dining experience. Open only for dinner.
27
Cafe 17-Restaurant
Caf 17, the all day dining restaurant at the lobby level, exudes style with its smart futuristic design.The
contemporary restaurant serves an array of multi-cuisine specialties including Mediterranean delights
with Asian overtones and a selection of local favorites from Delhi and Mumbai. With two large screen
projectors presenting the latest in entertainment, the fragrance of flowers wafting from Asias largest rose
garden and soothing views of the Infinity Pool, Caf 17 is a wonderful place to relax and enjoy a meal at
any time.
28
2.3
Organisation Structure:
GENERAL MANAGER
MARKETING
FRONT OFFICE
PURCHASE
FINANCE
HOUSE KEEPING
ENGINEERING
PRODUCTION
F&B SERVICES
HUMAN
RESOURCES
TRAINING
SECURITY
INFORMATION
TECHNOLOGY
ASST
MANAGER/SUPERVI
SOR
EXECUTIVE/CAPTAI
NS
ASSOCIATES/TR
AINEE
TRAINEES
29
2.4 TAJ
HR DEPARTMENT STRUCTURE
GENERAL MANAGER
HUMAN RESOURCE
MANAGER
HR EXECUTIVES(2)
HR Vision
Be a proactive business partner in building a culture of competence, diversity & performance and
creating a climate for Talent to seek and pursue rewarding careers to deliver a sustainable competitive
advantage.
TAJ HR Priorities
1. Lead Workforce Planning & Business Transformation
2. Drive People & Leadership Development
3. Increased Associate Engagement
4. Sustain High Performance Work Environment
30
31
7) Grievance and Employee issues: HR department deals with the grievances or complaints of the
employees and efforts are made to resolve grievances upto the employees satisfaction in no time. The
department by its culture and people had made itself approachable by its employees.
8) Exit/ Separation: Exit or employees separation is an important function of HR. HR department also
measures and take proactive measures to avoid non voluntary separation of employees. Exit interviews
are conducted by HR manager.
9) Corporate social responsibility: HR department has various initiatives of CSR with employees
involvement for e.g. Joy of giving week, tie ups with NGO for training hospitality skills.
10) Employee Records: HR department maintains records of employees and personnel file. They also
have software to maintain these records.
11) Liasoning with Corporate Office: HR department has to do reporting to
corporate office in Mumbai for various issues and records.
12) Liasoning with government offices: Any legal employees related issues are dealt with HR
department at local levels. Returns related to labour legislations are dealt with HR department.
13) Benchmarking best practices : Being a TATA group company TAJ keeps benchmarking its
management practices to other organizations best practices. Some best practices of TAJ acknowledge for
entire TATA are 30days meeting, Memory Wall, Safety Board etc.
32
Monitoring Attendance
Maintained of leave Record
Monthly Attendance Report
Daily Updating of record with leave, C-Offs, Attendance.
Joining Activities
resignation
Updates
on
Employees
33
Lockers Register
Collect Icard/ Swipe Card/ Name Badge/ ESIC Card/ Debit card
Lockers Supervision
Maintenance of Locker Records
Attendance
Lockers
Swipe Card
Name Badge
Medicines
34
CHAPTER 3
RESEARCH
METHODOLOGY
35
The research method of the study explains the systematic way of findings to the
predetermined objectives. Moreover this provides the clean path to accomplish and achieve clear solution
for the problem stated. The following are the stages through which the research has passed to obtain the
conclusions.
1. Define the research problem
2. Review the literature
3. Design research
4. Collection Of data
5. Analyze data
6. Interpret data
7. Report the data
3.1 Statement Of The Problem
The Indian Hotels Company Limited (IHCL) and its subsidiaries are collectively known as Taj Hotels
Resorts and Palaces and are recognized as one of Asias largest and finest hotel company. Incorporated
by the founder of the Tata Group,Mr. Jamsetji N. Tata, the company opened its first property, The Taj
Mahal Palace Hotel, Bombay in 1903. The Taj, a symbol of Indian hospitality, completed its centenary
year in 2003 .
In this study emphasis is given to know the employee opinion who is working with the Taj, and to know
how far the Employee Engagement at TAJ are useful.
3.2 Purpose and Importance of the Study
The answers from the Employees will give the true picture of the Employee Engagement. Analyzing the
employees answers will help in understanding problems from the Employees view, thus will help to
develop the current system and making it more effective.
3.3 Objectives of the Project
To what extent do male & female employees differ in their respect of engagement?
To what extent does performance of Supervisory duties impact Employees reported level of
engagement.
Impact and current state of employee engagement among executives in Taj, Chandigarh.
3.4 Methodology
A study is conducted to know the views of the Employees on the Current System. To know the
attitude of the employees data is collected through structured questionnaire. The questionnaire is
designed for employees working with Taj, Chandigarh.
36
3.5 Limitations Of The Study
There was a time restriction of 45days,so the study was conducting by selecting a sample of 30
respondents and the facts and findings may not represent a true picture of the procedure followed in Taj,
Chandigarh.
3.6 Scope Of The Study
1. Only the employee engagement is considered
2. The study is conducted at Taj, Chandigarh with a sample size of only 30 employees.
3. In order to analyze the study the questionnaire has been administered to the Employees.
Sample Selection
As the objective of the project is to study the Employee Engagement to know the perception of the
employees, sample is selected from the executive and non-executive staff at Taj, Chandigarh.
Sampling Size
A sample size of 30 is drawn, where the employees are the respondents who work for Taj as executives
and non-executives.
Source Of Data
Ms. Jeetika Nanra my respected corporate guide was the sole source of everything which was
important for my project to materialize. She guided my footsteps whenever and wherever I stumbled on
the way to my objective and not only this she was my torchbearer and gave me all the moral and material
support.
Available with me was the employees database which was a reliable and authentic source of employees
details. And from those documents maintained by HR department I used to distribute the questionnaire to
employees.
Primary Source
It consisted of the first hand source of data collected through the questionnaires from the respondents.
Data is collected through
Questionnaire
Observations
Questionnaire: Questionnaire is prepared and circulated to the employees to know their opinion.
Observations: Observations were done during the visit at TAJ.
Secondary Data
37
The data thus collected from the secondary sources shaped the foundation for creating the
questionnaire as well studying the topic in detail and understanding the trends in the industry.
The data collected was as follows
Various websites regarding the topic were surfed and the useful material was gathered.
a) Books on the topic were consulted for the understanding of the topic
b) Research papers were consulted to know the extent of the research conducted in this
arena
c) Various surveys were consulted to understand the topic in details.
d) Official surveys were taken as reference for study purpose.
QUESTIONNAIRE :
The first and foremost thing that I did was the task of formulating a well framed
questionnaire which could aptly help me in eliciting the essential information from the
respondents. This questionnaire dealt with employee engagement and its various facet .This
was constructed keeping the organization policies and procedures in mind. This questionnaire
was divided into the following sections, which were based on the different aspects of the
organization that lead to employee engagement. These were as follows:
a. Gallup Q12
b. Performance & Reward
c. Leadership
d. Facilities, Learning and Growth
e. Overall Measures
38
Gallup Q12
Gallup has developed and identified 12core elements that link powerfully to critical business outcomes.
These 12 statements emerged from Gallups pioneering research as those that best predict employee and
workgroup performance. In addition to the 12elements,Gallup recommends adding questions that
measure their strength in areas such as Leadership, Performance & Reward, facilities ,learning and
growth.
Gallup approaches employee engagement with sustainability in mind, and thus provides with tools to
help drive performance on an ongoing basis through a combination of measurement, reporting, learning,
action planning and strategic interventions. Gallups approach to employee engagement reduces the
amount of time needed to move from measurement to improvement.
Organization Of The Study
Organization of the study deals with the arrangement of the entire report. The entire report is put
according to chapter wise to facilitate easy identification of the topic.
The chapter I. gives the introduction of employee engagement. This chapter gives overall view of the
project.
The chapter II deals with Industry profile, company profile and procedures followed in organization.
The chapter III deals with Research methodology used, statement of the problem, objectives, sample
collection and statistical tools used.
The chapter IV data analysis and interpretation, which explains how data is analyzed and interpreted by
using pie-charts.
The chapter V deals with conclusions.
The end of the report consists of Bibliography which is followed by Annexure.
39
CHAPTER 4
40
4 . 1 AN A LYS I S AN D R E S U LTS
4.1(a) RESULTS OF QUESTIONNAIRE
Each of the questions has been analyzed separately and a pie chart is presented alongside for a
quantitative picture. The two questionnaires made under this category have been analyzed together under
individual facet headings.
Gallup Q12
Analysis
The first question talks about that whether the employees know what is expected of them at work. The
statistics shows that only 9% of the employees know what they are expected to do. The second question
talks about that whether the employees have the materials and equipment to do the work right. The
statistics shows that only 8% of the employees have the necessary material and equipment to do their
work right. The third question talks about that whether the employees are being given enough freedom
on their work. The statistics shows that only 9% of the employees are being given enough freedom on
their work. The fourth question was asked to see that how many employees think that recognition is
given to them for their good work. The statistics shows that only 7%employees are being given
recognition for their good work. The fifth question was asked to see that whether an employee feels
connected with the organization or not i.e. someone at work cares about him. The statistics shows that
only 7% employees sees that someone at work cares about them.
41
42
employees before approaching them for further training and once the reason
known the company can take necessary steps which will motivate the employees.
Performance & Reward
Analysis
Q13 Talks about that whether an employee is clear about the criteria by which his performance is
evaluated. The statistics shows that 30% of the employees are aware about the criteria by which there
performance is evaluated.Q14 talks about the different benefits(medical, loan facilities)available to
employees. The statistics shows that 22% employees are satisfied with the benefits available to them.Q15
talks about that whether the reward & recognition programs motivate an employee or not. The statistics
shows that 22% employees are motivated by the reward & recognition program at Taj.Q16 asks whether
the pay and benefits at Taj are in-line with industry practices. The statistics shows that 26% employees
feel that the pay and benefits are in-line with industry practices.
Suggestions
It means that there is a lack of job satisfaction among the employees.This can be very well achieved only
by providing proper work environment along with flexible work arrangements.Training and other growth
opportunities,a stable,secure work environment that includes job security,flexible benefits such as child
care and exercise facilities,up-to-date technology.
43
Leadership
Analysis
Q17 talks about that whether an employee feel well informed about what is happening in Taj.The
statistics shows that 34% employees feel that thy know what is happening in Taj.Q18 talks about that
whether an employees supervisor is accessible and responsive to peoples need.The statistics shows that
33%employees feel that their supervisor is accessible to them.Q19 talks about that whether an employee
supervisor is able to establish effective working relationship with all team members.The statistics shows
that 33%employees feel that their supervisor is able to establish effective working relationship.
Suggestions
Creating a work climate that promotes a high level of teamwork, communication, problem-solving and
fulfillment for everyone. Foster a positive work environment through leadership by example and with
sincere care and concern for each employees needs. Think of Leadership as a relationship, not a title.
Facilities, Learning & Growth
44
Analysis
Q20 talks about that whether an employee is satisfied with the food provided in the caf.The statistics
shows that 50% employees are satisfied with the food available to them in caf.Q21 talks about whether
an employee is satisfied with the learning opportunities available for them. The statistics shows that only
50% employees are satisfied with the learning opportunity available to them.
Suggestions
If an employee thinks that the product or service is not the excellent he might be correct but another
reason might be that he is not motivated enough.Motivation comes only when an employee is fully
satisfied be it financially or mentally.So not only this collaboration of proper work environment along
with best incentives with recognition is the best way we can suggest to the organization facing the
problem.
Overall Measures
45
Analysis
Q22 talks about that whether an employee see himself continuing to work with Taj two years from
now.The statistics shows that 31% employees see themselves continuing to work with Taj.Q23 talks
about that whether the employees are clear about the product & service standards for their brand.The
statistics shows that 30% employees are clear about their brand standards.Q24 talks about that whether
the employees would like to recommend Taj as a place to build career .The statistics show that 39%
employees
would
like
to
recommend
to
others.
AGE:
ANALYSIS
The Age of the people working in an organization is a large factor in understanding its work culture, the
young and the restless bring in a lot new ideas to the company, and also they are energetic and prove
more efficient than the older ones. Whereas the older employees carry a bunch of experience which is
precious and priceless when it comes to handling difficult situations .The rich knowledge of their
experience cannot be substituted for anything else Although this is a never-ending debate, which is better
than the other but a good blend of both can prove valuable for the organizations.
46
ADVANTAGE
56% employees in the organisation belong to the age group of 25- 29 and 24% of these belong to the age
group 30-34 arena .These are called the beginers and are an inexperineced lot usually in their first jobs
.The new and the fresh can bring in novel and pioneering ideas to the organisation.The need is to analyze
their ideas with a mingle of experience and make the best of it for the organisation as well as the
employees.
SUGGESTIONS
Except the General Manager and a few other head officials everyone is in their youth.The problem here
that the company faces is high rates of attrition because of many employees being in the beginers
stage .As they are fresh and new,they are constantly being hunted by the other recrutiers thus it becomes
difficult to retain them.The organisation should take adequate steps in having a good combination of both
, in each department so that the attrition rates can be lowered to a certain extent as the chances of the mid
aged and the old aged, of leaving a job decreases many fold in comparison to the young ones.
Also the cost of hiring and training the new employees would reduce amd the chances of the young ones
leaving the organization would also reduce when under the guidance of such experienced people.There
will be only one time hiring cost.
47
Gender Analysis
The sample had the following composition in terms of the gender.
48
Conclusion
As per the above observations and analysis it seems that most of the employees of Taj, Chandigarh are
engaged and like there work and organization except few employees who are not engaged and few who
are nearly engaged and can be changed to an engaged employee by their supervisors by proper planning.
Employee engagement is the buzz word term for employee communication. It is a positive attitude held
by the employees towards the organization and its values. It is rapidly gaining popularity, use and
importance in the workplace and impacts organizations in many ways.
Employee Engagement emphasizes the importance of employee communication on the success of a
business. An organization should thus recognize employees, more than any other variable, as powerful
contributors to a companys competitive position. Therefore employee engagement should be a
continuous process of learning, improvement, measurement and action.
We would hence conclude that 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
endeavor.
49
REFERENCES
1. The Gallup Management Journal At http://www.govt.leader.org\article.htm
2. Kahn, W.A(1990).Psychological Conditions of personal engagement and disengagement at
work. Academy of management Journal, 33,692-724.
3. Standard Employee Engagement Survey; at www.nbri.com/survey.htm
4. What Engaging the Indian Employee in http://www.mercer_research.com
5.
Employee
Engagement:
Useful
Facts
and
Figures
in
http://www.coleysmithconsulting.com/your resources.php
6. Alan M.Saks,(2006)Antecedents and consequences of employee engagement, Journal Of
Managerial Psychology,Vol.21 Iss:7,pp 600-619
7. Bates, S (2004),Getting Engaged,HR Magazine,Vol.49 No2,pp 44-51
8. Flock,E.(2010).Forbes India:Karambir,saviour of Taj Hotel on 26/11.
9. Seijts, G.H;&Crim,D.(2006).What engages employees the most or The TEN CS OF
Employee Engagement.
10. Luthans,F.& Peterson,S.2002).Employee Engagement and manager self-efficiacy.
Journal of Management Development 21(5),376-387
11. Archie Thomas, CMA and Ann MacDi anmid-Encouraging Employee Engagement-CMA
Management,Jun/Jul 2004.
12. Steve Batts-Getting Engaged-Hr Magazine society for Human Resources Management,Feb
2004.
13. Mercer(2002).Mercer people at work survey 2002.New York,NY:Author
14.Macey,W.,& Schneider, B.(2008).The meaning of employee engagement. Industrial and
Organisational Psychology: Perspectives on Science and Practice,1(1),3-30
15.Kahn, W.A(1990),To be full there: psychological presence at
work,
Human
Relations,Vol.45,pp.321-49.
Annexure
50
Instructions:-This questionnaire is going to ask you some questions concerning your perceptions on
your working conditions .For each question you can respond by choosing one of the following :SD-Strongly Disagree D-Disagree
N-Neutral
A-Agree
SA-Strongly Agree
SD
1
D
2
SD
1
D
2
SD
3. At work, I have the opportunity to do what I do best every
day
4 .In the last seven days, I have received recognition or praise
for doing good work.
5. My supervisor, or someone at work, seems to care about
me as a person.
6. There is someone at work who encourages my
development.
7. At work, my opinions seem to count.
D
2
SD
1
D
2
SD
1
D
2
SD
D
2
SD
1
SD
N
3
N
3
N
3
N
3
N
3
N
N
3
D
2
SD
3
D
SD
1
11. In the last six months, someone at work has talked to me
about my progress.
SD
1
8.The mission or purpose of my company makes me feel my
job is important
N
3
D
2
N
3
A
4
A
4
A
4
A
4
A
4
A
4
A
4
A
4
A
4
A
4
A
SA
5
SA
5
SA
5
SA
5
SA
5
SA
5
SA
5
SA
5
SA
5
SA
5
SA
51
1
12.This last year, I have had opportunities at work to learn
and grow
SD
1
3
D
N
3
4
A
4
5
SA
5
SD
1
D
2
SD
1
N
3
D
2
SD
1
SD
15. The employee reward & recognition programs at the TAJ
motivate me.
N
3
D
2
N
3
A
4
A
4
A
4
A
4
SA
5
SA
5
SA
5
SA
5
SD
1
D
2
SD
1
3
D
SD
N
3
D
2
N
3
A
4
A
4
A
4
SA
5
SA
5
SA
5
SD
1
SD
D
2
N
3
A
4
A
SA
5
SA
52
1
SD
1
D
2
SD
1
3
D
SD
N
3
D
2
N
3
25. Gender
Male
Female
26 Age
15-19
40-44
20-24
45-49
25-29
50-54
30-34
55-59
35-39
60-64
A
4
A
4
A
4
SA
5
SA
5
SA
5
53
54
55
56