PROJECT REPORT

ON

EMPLOYEE ENGAGEMENT

AT

BSNL

Submitted in the Partial Fulfillment of the requirement for the

award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION

(SESSION: 2016-17)

UNDER THE SUPERVISION OF: SUBMITTED BY:

MRS.KAVITA BATRA DIKSHA

GUEST FACULTY Roll no: 1443106

DEPARTMENT OF COMMERCE University Roll No:

GOVERNMENT COLLEGE FOR WOMEN

ROHTAK
 DECLARATION

I Diksha, a student of 6th semester, bachelor of business administration roll no 1443106 of

GOVERNMENT COLLEGE FOR WOMEN, under the MAHARSHI DAYANAND
UNIVERSITY, Rohtak declare that the project report entitled EMPLOYEE ENGAGEMENT
AT BSNL being submitted by me is an original piece of work done by me under the
supervision of Mrs.KAVITA BATRA (GUEST FACULTY)DEPARTMENT OF
COMMERCE. The matter presented has not been copied from any other existing report.
However, extracts of any literature which has been used for this report has been duly
acknowledged providing details of such literature in the reference. Also, this project has not
been submitted for the fulfillment of the requirement for the award of any other degree or
diploma to any other college.

DIKSHA

UNIVERSITY ROLL NO.

UNIVERSITY REGISTRATION NO.

DATED:

PLACE:

SIGNATURE:

MRS. KAVITA BATRA

GUEST FACULTY

DEPARTMENT OF COMMERCE

GOVT. COLLEGE FOR WOMEN (ROHTAK)

SIGNATURE AND STAMP

GOVT. COLLEGE FOR WOMEN (ROHTAK)

 CONTENTS

1. INTRODUCTION TO COMPANY
 TELECOM IN INDIA
 VISION AND MISSION
 OBJECTIVES OF COMPANY
 SERVICES OFFERED
 CHALLENGES
 SPECIAL SCHEMES

2. INTRODUCTION TO TOPIC
 EMPLOYEE ENGAGEMENT MEANING
 DEFINITION
 CATEGORIES
 BENEFITS
 FACTORS LEAD TO HIGHER EMPLOYEE ENGAGEMENT
 MAJOR HR PRACTICES TO EMPLOYEE ENGAGEMENT
 DIAGNOSTIC TOOL FOR EMPLOYEE ENGAGEMENT
 STEPS TO MEASURE EMPLOYEE ENGAGEMENT

3. RESEARCH METHODOLOGY
4. EMPLOYEE ENGAGEMENT AT BSNL
5. DATA ANALYSIS AND INTERPRETATION
6. SUGGESTIONS
7. FINDINGS
8. CONCLUSION
9. APPENDICES

BIBLIOGRAPHY
The impact of employee engagement on performance

Employee engagement and performance

Employee engagement has impact on business performance. It including customer

satisfaction, profit, productivity, turnover and safety . Since then, there has been a growing
body of research on the links between employee engagement and key business metrics.

Employee engagement and productivity

Employees who are engaged with their job and employer are more productive because they
are motivated beyond personal factors. They are more focused and more motivated than their
disengaged counterparts. This means they work more efficiently and with the success of the
organisation in mind. Research consistently shows that low levels of employee engagement
are detrimental to performance. In fact, it has been found that employees that are highly
engaged are twice as likely to be top performers. .

The impact of employee engagement on performance

Higher
engagement

More focus

Fewer mistakes

Better safety
 Outcomes

Absenteeism

Not only does high employee engagement increase focus and efficiency, it decreases rates of
absenteeism. Because engaged employees care about what they do, they recognize the
importance of their effort in contributing to the success of their employer. This means that
employees consistently turn up to work and work well while they are there .

Safety

Employees who are engaged are more likely to be highly involved and absorbed in their
work. If an employee is not engaged, they are less focused on their work and more likely to
make mistakes. This has significant implications for industries in which safety is an important
factor. There has been extensive research into the link between employee engagement and
safety outcomes.Furthermore, engaged employees are more likely to use their initiative to
suggest and implement improvements to safety systems. Their engagement gives them a
greater sense of ownership in their role, and increases the chance of them taking on the
responsibility to act on potential problems.

Research has shown that “engaged employees are motivated to work safely” and non-
engaged employees are more susceptible to “burnout”. This decreases employees focus and
motivation to do the right thing. It has been shown that employees who say they almost
always enjoy their tasks were two and a half times less likely to report a back injury than
those who said they hardly ever enjoyed their tasks . There are both human and financial
costs when safety incidents occur. While the human costs are more difficult to measure, it is
possible to put a price on safety.
 The impact of employee engagement on performance

Higher
engagement

Committed
employees

Lower
voluntary
turnover

Increased
retention

Retention

Simply stated, engaged employees are less likely to leave their job. If an employee has no
emotional commitment to their job, there is a greater chance that they will leave to pursue a
job that offers, for example, higher remuneration or more flexible work conditions .Research
confirms that engagement lowers employees’ intention to leave. Considering that replacing
an employee can cost one and a half times their salary, retention has a significant impact on
an organisation’s bottom line. Not only can the costs of replacing employees be a drain on
resources, but once new employees are in place they can take several years to generate the
same revenue.
The impact of employee engagement on performance

Increased
discretionary

Effort improved

Client service

Better customer
experience

Customer loyalty

Customer loyalty

A link between having engaged employees and increased customer loyalty and satisfaction
has been established . Giving employees the drive to enhance the customers experience is as
integral as the reputations and bottom lines of businesses that rely on the ability to inspire
customer loyalty. Customers are more likely to recommend a business to others if they have
had a positive experience and that positive experience is most often formed by interactions
with frontline staff. The attitudes of frontline staff are a product of their engagement, and to a
lesser extent, the engagement of those around them. Employees are more customer focused
when engaged as they are motivated to increase their discretionary effort to achieve the
success of the business, rather than simply for personal gain.

They believe their organization has a strong customer focus, whereas less engaged employees
“have far more misgivings about their organization in terms of these measures and are likely
to have little personal investment in a strong customer focus”. Engagement impacts on
customer loyalty in more ways than simply interactions with frontline staff. The quality of
products produced by engaged employees is better, as previously reported and more
productive staff make less mistakes that could impact on customer. Additionally, engaged
staff have a positive impact on an organization’s reputation in the wider world by being brand
ambassadors. Conversely, disengaged employees can become a public relations nightmare.

The impact of employee engagement on performance

Profitability

Employee engagement has a number of implications for an organization’s profitability. This

impact of is largely indirect. Through improving retention, customer loyalty, productivity,
and safety; organizations are able to keep their bottom line healthy while engagement
strengthens all of these factors. The more engaged employees at an organization are, the more
likely it is to exceed the industry average in one-year revenue growth. Specifically, there is a
trend showing that highly engaged employees work for organizations that had revenue
growth at least one percentage point above the average for their industry, while the
organizations of the most disengaged employees work for companies where revenue growth
falls one or two percentage points below the average . However, it should be noted that there
is probably another factor at work here, in that organizations that are performing better may
be more likely to attract more engaged people. The growing body of research into employee
engagement also yields information on how engagement impacts specific aspects of
organizations, as outlined below.
Productivity

Low engagement teams fell behind high engagement teams so much that the difference in
performance-related costs was in excess of $2,000,000 . However it is not just in sales teams
that the productivity of engaged employees can affect revenue growth. They can have a
significant indirect affect by breaking new ground in terms of innovations to boost sales, or
simply through supporting other employees. Furthermore, cost of production is lowered when
engagement is increased due to more focused and efficient workers

Safety

There are both human and financial costs of safety incidents in the workplace. The
organization at the centre of SHRM Foundation’s research saved in excess of $1,700,000 in
safety costs in one year by improving employee engagement .

Retention

Retention has a twofold impact on profitability. Firstly, replacing an employee can cost one
and a half times their salary. Secondly, once an employee has been replaced, it takes the new
employee a period of time to adjust to the role and start being productive. The impact of this
on profitability is especially evident in sales, where it can take years for a new employee to
generate the same amount of revenue as an established one.

Customer loyalty

It is common sense that having loyal customers who promote a business helps grow and
maintain revenue. Cultivating the employee-customer relationship will enable any
organisation to be a low-cost provider and achieve superior results. The key to this is having
engaged employees.
Drivers of Employee Engagement

There are key drivers that lead to employee engagement which are common in most
business organizations. However, the components and the relative strength of each driver
are likely to alter depending on the type of organization, sector and demographic
variations in the country or region.

Leadership was found to be a significant antecedent of engagement. This

factor comprised indicators of effective leadership behavior and perceived supervisor
support (PSS). Effective leadership behavior that supports engagement reflected
self-awareness, communication of information, transparency, and respectful
treatment of employees and organization’s standards of ethical behavior . Leadership
according to engagement literature embraces also inspirational motivation, by which
leaders provide meaning and challenge to assigned employees' work; also, intellectual
stimulation, whereby leaders support employees' adaptively and creativity in a blame free
context .

As a result, employees develop trust in their leaders and management, and accordingly
reciprocate by attempting to fulfill their obligations to the organization by becoming
more engaged .Trust in the leader, support from the leader, and creating a blame - free
environment are components of psychological safety which enable employee
engagement . Further, adaptively and proactively, as encouraged via intellectual stimulation,
are elements of engagement . Therefore, hypothesis one was developed as follows-:

H1: Leadership will be positively related to employee engagement

Organisational justice is a term coined by Wendell French in 1964 and is applied by

organizational psychologists to refer to the just, fair and ethical manner in which
organizations treat their employees. It is also based on fairness perceptions. If employees
perceive an organization is fair and just to them, they will reciprocate by putting more to
work and by increasing their engagement, in accordance to the exchange ideology . The
feeling of safety presented by reference is influenced by the predictability and consistency of
the fairness in assigning rewards, resources or even inflicting punishment at work.
Organizational justice is concerned with the ways in which employees determine if they
have been treated fairly in their jobs and the ways in which those determinations
influence other work-related variables . It influences employees' attitude and
behavior and consequently their performance and the organization’s success . Various
contemporary theorists have argued that justice may range from a single holistic construct to
a four-tiered one . These multiple dimensions of organizational justice construct include:
distributive justice that refers to the fairness of outcomes or final decisions in comparison
to what others receive; procedural justice refers to perceived fairness of
procedures; and interactional justice refers to the interpersonal treatment
employee receive when procedure are implemented. Greenberg’s four- factor model of justice
proposed that interactional justice might actually be subdivided into two factors. The first
factor is employees are treated by their supervisors whilst executing procedures or
determining outcomes.

The second factor, labeled informational justice, focuses on the information provided to
employees about why procedures are implemented in a certain way or why outcomes
are distributed in a certain pattern .

This study used organizational justice as a multi-dimensional construct comprising

Greenberg’s four components of organizational justice (distributive justice, procedural
justice and the two classes of interactional justice, i.e. interpersonal and informational
justice) .

Therefore, hypothesis two was developed as follows-:

H2: Organisational justice will be positively related to employee engagement

Compensation and benefits is another indispensable antecedent to employee

engagement. It involves both financial rewards, and non- financial benefits such as
recognition and other perks exemplified by: on-site day care, employee assistance
programs, subsidized cafeterias, travel discounts, extra holidays and others. The level of an
employees’ engagement depends on employee's attractiveness of received compensation
and benefits. According to SET, employees after receipt of said rewards and
recognition feel obliged to respond with higher levels of engagement . Top performing
employees prefer to be distinctively rewarded and recognized for the outstanding work
they do, especially when pay is related to performance . A study demonstrated that
the level of rewards and recognition may be an important part of work experience and a
strong predicator of engagement when performance related pay culture prevails at work.
On the other hand, lack of sufficient remuneration package can lead employees to a
state of job burnout . In support with the literature, the factor of rewards and
recognition remains a significant predictor of engagement. Therefore, hypothesis three was
developed as follows-:

H3: Compensation will be positively related to employee engagement.

Work policies and procedures encompass both HR policies and procedures and perceived
organisational support (POS). HR policies and procedures include hiring practices, flextime,
work-life balance policies, performance management and safety issues . To create a
culture of engagement at workplace, HR systems need to work hand in hand with other
managerial practices when dealing with employees. The hiring process involves dealing with
employees starting from the selection process to the end of the contract, by maximizing the
person-job fit which is important for further employee engagement . Work Life
Balance in its broadest sense is defined as a satisfactory level of involvement or
‘fit’ between the multiple roles in a person’s life. Whilst flextime permits the employees
to vary their start and finish times provided a certain number of hours are worked. There
exists a positive correlation between flextime and work-life balance and employee
engagement. Performance management that sets meaningful goals and builds
employer-employee trust acts as a holistic measure that enhances employee engagement
. Also, encouraging employee health and safety programs can maximize employees'
wellbeing physically and mentally, which accordingly reinforces employee
engagement. Said programs include employee assistance programs for alcohol and
drug addiction, wellness screenings, stress management training, counseling and safety
training. Perceived organizational support (POS) refers to the employees’ beliefs that
an organization values their contributions and cares about their well-being , which was
empirically proven to have a positive influence on job and organization engagement. The
amount of support and care employees’ perceive to receive from organization influences their
psychological safety, and enables them to employ their selves without fear of negative
consequences . POS makes employees feel obligated to care about their workplace
welfare and to help their organization reach its objectives . This confirms the principles
of SET theory of employee – employer pay back. Therefore, hypothesis four was developed
as follows-:

H4: Work policies and procedures will be positively related to employee engagement

Training and development is another influential antecedent of engagement. This driver is

consistent with the scope of job resources as proposed in Job Demands - Resources (JD-R)
model. It bears dual importance to ambitious employees. Training, development and
learning can be looked at as an intrinsic motivator that supports employees' growth
and enhances individual development plans by fulfilling basic human needs such as
needs for autonomy, relatedness, and competence. It can also be perceived as an
extrinsic motivator, because it provides employees with tools and resources, as
knowledge, skills and competencies that are applied on the job and are imperative for
employees' goal achievement and career growth opportunities. For instance, job
resources such as encouragement from team members, informative comments and
supportive actions from the leader/supervisor may aid employees to reduce their
physiological and psychological costs at work, which assist them accordingly to complete
their job smoothly.

Furthermore, these job resources motivate them to dedicate more energy and
time in their work . Therefore, hypothesis five was developed as follows:-

H5: Training and development will be positively related to employee engagement

4. Consequences of Employee Engagement

Job Performance

The overarching purpose of this study is to provide insight into the role that engagement
plays in relationships with both job performance and organizational commitment. Here we
define job performance as the aggregated financial or non- financial added value by the
employees in contribution to the fulfillment both directly and indirectly to the
targeted organizational goals. Studies have shown that employee engagement has a
positive influence on organizational performance indicators such as:employee satisfaction,
productivity, employee turnover, organizational commitment, and safety . However, not
all researchers totally agreed with the idea that employee engagement motivates business
success. For example, reference suggested that the link between employee
engagement and organizational performance is insignificant. Alternatively they
supposed that there is a reverse connection between organizational performance and
employees' attitudes; thus, when the organizational performance indexes are high it
evokes positive attitudes among workers. engagement is an individual-level construct
that needs to impact the employee at first, and then follows by affecting the
organization at large. In similar vein, job performance and not organizational performance
was tested as a direct consequence of employee engagement.

Organisational Commitment

The performance benefits accrued from increased employee commitment have been
widely demonstrated in the academic literature. To list but a few, these include:
increased job satisfaction increased job performance decreased employee turnover
decreased absenteeism . Organizational commitment embraces a strong belief and acceptance
of the goals and values of the organization; a willingness to exert considerable efforts on
behalf of the organization; and a strong desire to continue working with the organization .
Commitment exists as a multidimensional construct that encompasses three types of
organizational commitment. First type is affective commitment which is employees'
emotional attachment towards their organization; second type is continuance commitment
that is the recognition of costs associated with leaving the organization; and the third
type is normative commitment which is the moral obligation to remain with the
organization .

Employee commitment and engagement have developed as a vital constructs in the

organizational research on account of their positive relation with employees' behaviors,
which promote organizational retention as well as performance. Nevertheless,
affective commitment remains the most potential benefit for an organization, as it directly
influences how employees perform their jobs and reciprocate with engagement in
supportive working environment .
INTRODUCTION TO COMPANY

Bharat Sanchar Nigam Limited (BSNL) formed in October, 2000 is An Indian state-owned
telecommunications company headquartered in New Delhi, India. It is the largest provider
of fixed telephony and fourth largest mobile telephony provider in India, and is also a
provider of broadband services. It is the World's seventh largest Telecommunications
Company providing comprehensive range of telecom services in India. However, in
recent years the company's revenue and market share plunged into heavy losses due
to intense competition in Indian telecommunications sector. The BSNL is India's
oldest and largest communication service provider (CSP). It had a customer base of 98
million as of June 2016. It has footprints throughout India except for the metropolitan
cities of Mumbai and New Delhi, which are managed by Mahanagar Telephone Nigam
(MTNL).

The BSNL then known as the Department of Tele communications had been a near
monopoly during the socialist period of the Indian economy. During this period, DoT
was the only telecom service provider in the country. MTNL was present only in Mumbai
and New Delhi. During this period the DoT operated as a typical state-run
organization, inefficient, slow, bureaucratic, and heavily unionised. As a result subs
cribers had to wait for as long as five years to get a telephone connection the
corporation tasted competition for the first time after the liberalisation of Indian economy
in 1991. Faced with stiff competition from the private telecom service providers, it
has subsequently tried toin crease efficiencies itself. The DoT veterans, however, put the
onus forthe sorry state of affairs on the Government policies, wherein all state-owned
service providers were required to function as mediums for achieving egalitarian growth
across all segments of the society. The DoT ,however, failed to achieve this and India
languished among the most poorly connected countries in the world. So, the BSNL was
born in 2000after the corporatisation of DoT. The corporatisation of BSNL was
undertaken by an external international consulting team consisting of a consortium of
A.F.Ferguson& Co, JB Dadachanji and NM Rothschild - and was probably the most
complex corporatisation exercise of its kind ever attempted anywhere because of the
quantum of assets (said to be worth USD 50 Billion interms of breakup value) and
over half a million directly and indirectly employed staff. Satish Mehta, who led the team
later, confessed that one big mistake made by the consortium was to recommend the
continuation of the state and circle based geographical units which may have killed the
synergies across regions and may have actually made the organisation less efficient than had
it been a seamless national organization. Vinod Vaish, then Chairman of the Telecom
Commission made a very bold decision to promote younger talent from within the
organization to take up a leadership role and promoted the older leaders to a role in
licensing rather than in managing the operations of BSNL. The efficiency of the company has
since improved; however, the performance level is nowhere near the private players. The
corporation remains heavily unionized and is comparatively slow in decision making and
its implementation, which largely acts at the instances of unions without bothering about
outcome. Management has been reactive to the schemes of private telecom players. Though
it offers services at lowest tariffs, the private players continue to notch up better numbers in
all areas, years after year. BSNL has been providing connections in both urban and
rural areas. Pre-activated Mobile connections are available at many places across
India.

BSNL has also unveiled cost-effective broadband internet access plans (Data
One)targeted at homes and small businesses. At present BSNL enjoys around57% of market
share of ISP services. On 20 March 2014 the BSNL advertised the launch of Black Berry
services across its Telecom circles in India. The corporation has also launched 3G
services in select cities across the country. Presently, the BSNL and MTNL are the
only players to provide 3G services, as the Government of India has completed
auction of 3G services for private players. The BSNL shall get 3G bandwidth at lowest
bidder prices of Rs.18,500 crore, which includes Rs. 10,186 crore for 3G and Rs.
8313crorefor BWA.

As of December 2015, many other private operators have start drolling out their 3rd
Generation (3G) services alongside and are enjoying some success in their campaigns to
get market share. While The BSNL still maintains its connectivity standard and
expands many more areas including rural areas with their 3G services. Also the
network infrastructure has been upgraded from to provide 3.6 Mbit/s to 7.2MBits/sec.
It is enjoying a slow but somewhat steady success in gaining market share in this regard. The
introduction of MNP(Mobile Number Portability) which is a service that lets the
consumer change wireless service providers while retaining their actual mobile number,
BSNL has seen many customer sopting for this service to move away from the services to
other operator.
 TELECOM IN INDIA

Telecom in India was started by private persons in 1851 as “Public Utility Service”.
Subsequently it was taken over by Govt. of India in 1943 as department of
Telecommunication, it functions under the communication ministry headed by a Cabinet
Minister. The office is situated at New Delhi, having circle offices in all states in India. The
circle office is located at the capital city of the every district of all states under
supervision of General Manager. It is world’s 7th largest company and India’s No.1
Telecom Company.

The BSNL is formed on 1stOctober 2000. The BSNL is the largest public sector, serving
more than 35 million customers and with a work force of 4,50,000 offices and employees, for
its maintenance and operation. With the successful launch of BSNL’s WLL, Mobile and
Broadband services all over the country. It has the responsibilities to improve already
quality of telecom services expansion of telecom network, taking telecom services in all the
villages and instilling confidence amongst its customers.

The company with a sound financial base is ready to face the impact of the upcoming
competition. BSNL has received an overwhelming response to its simultaneous launch of
cellular mobile Telephone Services (CMTS) across the country.. The introduction of DSL
technology in the access network will be another solution to meet the demand for high
bandwidth considerably. Other technological innovations in the form of Managed Leased
Line Networks (MLLN),LMDs DLCs AND RLC in the access network are in
different phases of implementation. Commissioning of DWDM in the main routes
through “Sanchar Sagar Project “ has laid the foundation for the formation of National
Information Super Highway. Introduction of Internet Telephony (“WEBPHONE”) has
proved our commitment towards “Providing World-class Telecom Services at a very
affordable price to its valued customers.

To day in Warangal, BSNL have a strong network of 100% digitalized exchanges

interconnected by 100% reliable transmission media. They serve 1,05,989 landline
customers through 117 exchanges. BSNL commissioned a state of the art Digital
Trunk Automatic Exchange of 12,000 lines capacity exclusively for long distance
traffic, introduced Intelligent.
Network Services (India Telephone Cards, Free Phone Services, Tele voting, etc.,)
recognize digital exchanges of latest technology in the trinity so as to offer Contrex facility
all over the city.

VISION

To become the largest telecom Service Provider in Asia.

MISSION

i. To provide world class State-of-art technology telecom services to its customers on

demand at competitive prices.

ii. To provide world class telecom infrastructure in its area of operation and to contribute to

the growth of the country's economy.

OBJECTIVES OF COMPANY

 To be the Lead Telecom Services Provider.

 To provide quality and reliable fixed telecom service to our customer and there by
increase customer's confidence.
 To provide mobile telephone service of high quality and become no. 1 GSM operator
in its area of operation.
 To provide point of interconnection to other service provider as per their requirement
promptly.
 To facilitate R & D activity in the country.

Contribute towards:

i. National Plan Target of 500 million-subscriber bases for India.

ii. Broadband customers base of 20 million in India by 2020 as per Broadband Policy.

iii. Providing telephone connection in villages as per government policy.

iv. Implementation of Triple play as a regular commercial proposition.

Services Offered

The BSNL provides almost every telecom service in India. Following are the main
telecom services provided by The BSNL:

Universal Telecom Services : Fixed wire line services and landline in local loop (WLL)
using CDMA Technology called 'b fone' and Tarang respectively. As of June 30, 2010,
BSNL had 75% market share of fixed lines.

Cellular mobile telephone services

The BSNL is major provider of Cellular Mobile Telephone services using GSM
platform under the brand name Cell one & Excel (BSNL Mobile).As of June 30, 2010 BSNL
has 13.50% share of mobile telephony in the country.

WLL-CDMA Telephone Services: BSNL's WLL (Wireless in Local Loop) service is a

service giving both fixed line telephony &Mobile telephony.

Internet: The BSNL provides Internet access services through dial-up connection (as
Sancharnet through 2009) as Prepaid, Net One as Postpaid and ADSL broadband as BSNL
Broadband BSNL held 55.76% of the market share with reported subscriber base of9.19
million Internet subscribers with 7.79% of growth at the end of March 2010. Top 12 Dial-
up Service providers, based on the subscriber base, It Also Provides Online Games via its
Games on Demand (GOD)

Intelligent Network (IN): The BSNL offers value-added services, such as Free Phone
Service (FPH), India Telephone Card (Prepaid card), Account Card Calling (ACC),
Virtual Private Network(VPN), Tele-voting, Premium Rae Service (PRM),
Universal Access Number (UAN).

3G: The BSNL offers the '3G' or the'3rd Generation' services which includes facilities
like video calling, mobile broadband, live TV, 3G Video portal, streaming services like
online full length movies and video on demand etc.

IPTV: The BSNL also offers the 'Internet Protocol Television' facility which enables
watch television through internet.

FTTH: Fibre To The Home facility that offers a higher band width for data transfer. This
idea was proposed on post-December 2009
Helpdesk: The BSNL's Helpdesk (Helpdesk) provide help desk support to their
customers for their services.

VVoIP: The BSNL, along with Sai Info system - an Information and Communication
Technologies (ICTs) provider - has launched Voice and Video Over Internet Protocol
(VVoIP). This will allow to make audio as well as video calls to any landline, mobile, or
IPphone anywhere in the world, provided that the requisite video phone equipment is
available at both ends.

WiMax: The BSNL has introduced India's first 4th Generation High-Speed Wireless
Broadband Access Technology with the minimum speed of 256kbit/s. The focus of this
service is main lyrural customer where the wired broadband facility is not available.

Board of Directors and Human Resources

The corporate structure of BSNL Board consists of CMD and five full time Directors.
Human Resources Planning and Development, new services, operations, financial,
commercial and marketing who manage the entire gamut of BSNL. There are two
government nominees on the time Board of directors of the BSNL.

Chairman and M.D. Mr. Gopal Das

Director (Finance) Mr. Gopal Das

Director (HRD) Mr. Gopal Das

With a corporate philosophy that human resources as the most prized assets of the
organization. It’s natural for BSNL to continually to plan, recruit, train, develop and apprise
of the organization have build up a strong base for the conducting the business
activities. In that order BSNL believes in the following:

 BSNL has a vast reservoir of highly skilled and expertise work force about
4,50,000 personnel.
 BSNL believe that their staff is one of the best trained man owed in the telecom sector
is the biggest asset of the organization.
  The organization believes that their future depends on our staff that provides
service to valued customers and says to touch with them.
 To meet the technological challenges, employees are trained for technology up
gradation, modernization, computerization etc. in BSNL’s training centers spread
across country. These centers are properly equipped with the requisite infra
structure facilities such as lecture rooms, modern audio visual aids, libraries,
hostels etc.
 Different curriculum run in these centers to import technology based training for
additional change, basic education and skill development programmes etc.

HIERARCHY OF BSNL TELECOM

The hierarchy of the Baharath Sanchar Nigam Limited, at Warangal district can be
explained as in the following manner

 The General Manager will look after all the activities of BSNL at Warangal
SSA. Under GM, there are two DGMs and one SDE.
 The Deputy General Manager of planning and rural look after the planning and rural
telecom network maintenance. Planning the future activities.
 Sub Divisional Engineer, DOTSOFT is in charge of telecom software.
 Commercial Officer is responsible for commercial activities such as new phone
connections, phone services etc.
 The Divisional Engineers will look after the Administration activities, Finances etc.
 Administrative Officer, Telephone-Revenue (TR) will see the issues regarding
Telephone Bills, collecting Revenues etc.

Administrative units

The BSNL is divided into a number of administrative units tremendous telecom circles, metro
districts, project circles and specialized units. Ithas 24 telecom circles, 2 metro districts, 6
project circles, 4 maintenance regions, 5 telecom factories, 3 training institutions and 4
specialized telecom units.
ORGANISATIONAL CHART OF BSNL
Challenges

During the financial year 2014–15 (from April 1, 2008 to March31, 2009) The BSNL
has added 9.1 million new customers in various telephone services taking its customer
base to 75.9 million. BSNL's nearest competitor Bharti Airtel is standing at a
customer base of 62.3million. However, despite impressive growth shown by BSNL in
recent times, the Fixed line customer base of The BSNL is declining. In order towoo back
its fixed-line customers The BSNL has brought down long distance calling rate under
One India plan, however, the success of the scheme is not known. However, BSNL
faces bleak fiscal 2014–15 as users flee.

Presently there is an intense competition in Indian Telecom sector and various Telcom
companies are rolling out attractive schemes and are providing good customer services. In
coming time the BSNL will be third largest operator (Service) and No 1 access
operator among country. As TRAI Report 2015-16, the BSNL became most trust worthy
brand due to its loyalty towards customers and its rule. Access Deficit Charges (ADC, a
levy being paid by the private operators to The BSNL for provide service in non-
lucrative areas especially rural areas) has been slashed by 20% by TRAI, w.e.f. April 1,2009.
The reduction in ADC may hit the bottom lines of the BSNL. The BSNL has started 3G
services in 290 cities and acquired more than 6 lakh customers. It has planned to roll out 3G
services in 760 cities across the country in 2015-16. According to users and big sources
the BSNL's 3G data speed is much higher than other operator and also it is competitively
cheap.

BSNL - MTNL Merger Plans

On February 23, 2014, The Department of Telecommunications (DoT) said it wanted to

revive a proposal for the merger of state-owned operators the BSNL and MTNL. In its
draft plan, the department while showing concern over the deteriorating performance of
the BSNL and MTNL said that the BSNL and MTNL should be merged as they have
complimentary operations and can combine their strengths for synergies .DoT said the
government should set up a multi-stakeholder committee to develop a restructuring plan for
both firms. The committee should have members from public enterprises, the DoT,
department of IT and ministry of finance. However the BSNL's staff unions are opposing
this merger tooth and nail realizing that MTNL is in dire state and need help of its big
brother, BSNL, to alleviate itself from getting into red balance sheet. MTNL, in spite of
having its operations in two big metro cities viz. New Delhi & Mumbai is realizing cascading
fall in revenue and profits for the past 10 successive years. The telecommunication
operators should focus on enterprise business, services to government and the public
sector, value-added services and technologies like 3G, the department recommends.

3G

While it did not participate in the 3G auction, the BSNL paid the Indian government Rs.
10,187 crores for 3G spectrum in all 20 circles it operates in. State-owned MTNL provides
3G services in the other 2circles - Delhi and Mumbai. Both these state-owned operators
were given a head start by the government in the 3G space by allotting the required3G
spectrum, on the condition that each will have to pay an amount which will be equivalent to
the highest bid in the respective service areas as and when the 3G auctions take place.
The BSNL recently launched a 3Gwireless pocket router named Wink net Mf50 for 5800/-
Indian rupees. Itwas released in collaboration with another telecom service provider
Shyam networks. Winknet Mf50 enables you to connect multiple devices to the internet using
a single sim card.

3G Coverage

The BSNL has the largest 3G network in India. Additionally, BSNL 3G services usually
cover not only the main town/city but also the adjoining suburbs and rural areas as well. As
of now BSNL has 3Gservices in 826 cities across India. The following is a list of
BSNL 3Genabled towns/cities. This list covers only BSNL 3G services provided
through HSDPA/HSUPA and HSPA+ for GSM subscribers and not EVDO for CDMA
subscribers. This list may not be complete as newtowns /cities are added regularly.

Recognitions

The Brand Trust Report published by Trust Research Advisory ranked BSNL in the 65th
position of the list of Most Trusted brands.

Competitors

The BSNL competes with 14 other mobile operators throughout India. They are Aircel,
Airtel, Idea, Loop Mobile, MTNL, MTS, Reliance Communications, Tata DoCoMo, Uninor,
Videocon, Virgin Mobile and Vodafone.
Quality of Service

The BSNL goes by the motto "Connecting India, faster" and displays the same at
their homepage. The service quality of BSNL Customer service has been severely
criticized as very poor. The mobile services provided by BSNL in almost every part of the
country were and still are criticized for network outages and frequent call drops. Despite the
criticism there is very negligible or no amount of work being carried out by the authorities to
improve the performance and quality of the network. BSNL claims to offer seamless
coverage in almost all forests of India in collaboration with state forest department.

PROFILE OF LANDLINE CONNECTION OF THE BSNL

In India landline service is firstly run by BSNL/MTNL and after there are several
other private players too, such as Airtel, Reliance Info comm, Tata Teleservices and
Touchtel. Landlines are facing stiff competition from mobile telephones. The competition
has forced the landline services to become more efficient. The landline network quality has
improved and landline connections are now usually available on demand, even in high
density urban areas.

FLPP (Fixed Line Pre-Paid Telephone)

FLPP (Fixed Line Pre-Paid) Service enables a subscriber to make calls from a prepaid
account linked to his telephone number. Unlike the prepaid card 'ITC' service, where
the authentication is done every time through a 16-digit PIN the authentication of
FLPP is linked to hostile phone line & the user is not required to dial the Account number/
PIN for authentication making it simpler to use. Fixed Line Prepaid service offers the
following features:

 Conversion of fixed line to Pre Paid and get rid of telephone bills
 Easy de-linking from telephone line when prepaid is not required on any number
 No need to dial Account number/ PIN every time you make a call.
 STD/ISD Facility On Line balance enquiry' Follow on feature' on no reply, busy and
called party release to dial another number for subscribers other than PCO.
 Easy recharge and no problem of bills
 Free Level 1 service like 100, 101, 102 etc. available.
  Free Level 1 IN services which are free to end-customers like Free
 Phone etc. are available.
 There can be four types of FLPP accounts namely
 PCO FLPP Account,
 PCO Local FLPP Account,
 General FLPP Prepaid Account and
 General FLPP Prepaid + Post paid Account

New Telephone Connections

The BSNL offers telephone connections in the following main categories to its subscribers:

Permanent Connections

Permanent connections are available in the following categories to suit different subscribers,

Temporary Connections

Temporary connections are provided for short period for emergency requirements of
purely temporary nature. The temporary connections are to be provided for a maximum
period of 3 months at a time in the case of private individuals and 6 months at a time in the
case of Government Offices. The charges for the entire period along with security
deposit, installation charges and rentals will be collected in advance. No waiting list is
maintained for this category.

Casual Connections

Casual connections are provided to applicants for social/religious functions, marriages, and
exhibitions etc., for a period not exceeding 30days.

PROCEDURE FOR REGISTRATION

The standard application form prescribed for new telephone connection can be
obtained free of cost from any of the designated offices of the BSNL or the Customer
Service Centers located anywhere in the country. Photocopies of these forms as well as
downloaded copies from the Internet are also accepted. The completed application along
with the demand draft may be given by hand in the office of the GM/TDM/TDE/SDE
for registration. The completed application form may also be sent by registered post along
with demand draft for requisite amount towards registration fee drawn in the name of
designated authority, in the office of GM/TDM / TDE /SDE under whose jurisdiction
the telephone connection is required. In areas where telephone is available 'on demand' the
form for New Telephone Connection (NTC) may be deposited without demand draft. In
such cases, after receipt of form for NTC, Demand Note for payment of applicable
installation charges shall be issued. On receipt of payment against Demand Note, the OB for
installation of telephone connection shall be issued immediately. A Bona-fide Verification
for new connection/shift of telephone connection is done by the Department before a
new telephone connection is sanctioned or an existing phone is shifted to a new address.

SPECIAL SCHEMES ON LANDLINE

Rent Free Landline Connection Scheme:

One landline (‘b-fone’) connection would be offered at free of cost(No rental but usage
charges will be there) to the CICs/Corporate/General Customer of ‘b-fone’ having average
monthly bill of Rs.500 and more(average of last six months).

Important Features

 Fixed Monthly Rental: Nil 2. Free Calls: Nil 3. Call Charges:Rs.1.20 per MCU
 The connection will be provided to the individual or organization in the same
premises where b fone is working.
 Initially connection will be provided without STD.
 For STD facility subscriber has to give request with applicable security deposit.

New Telephone Connections to Government Department without

Security Deposit:

New telephone connections (‘b-fone’) except temporary connection may be provided without
security deposit (ARD) to the State government departments, Central government
departments, Central PSUs, Local/Municipal bodies etc. No refund/adjustment
of existing ARD/Security deposit is permitted under any circumstances.

Telephone Concessions

The BSNL offers different types of connections to different groups of subscribers to retain
them. The BSNL tries to retain its landline customers against the surrenders of the
landline connection. The company makes its concentration on three groups viz.

 Ex subscribers (the customers who surrendered the landline connection. The

BSNL offers concessions generally in the form of not demanding deposit amount for
the reconnection.
 Present Subscribers – the BSNL offers 12 month service at 10month rent to
them to retain the customers.
 New Subscribers – The BSNL tries to attract the new customers forints landline
service by offering confessional tariff packages.

Voluntary Deposit Scheme

Under this scheme, the customers can deposit their money voluntary for paying of telephone
bill. This scheme is called voluntary deposit scheme. The customers earn 9% interest per
annum on his deposit demount. They need not to go the BSNL office for bill payment. And,
there is no fear of disconnection of late payment. Telephone bill of every month will be
deducted from the deposited amount. Minimum amount of Voluntary Deposit qualifying
for interest under the scheme should not be less than the average bill amount per month
of previous six months multiply by 6. Maximum amount of voluntary deposit qualifying
for interest under the scheme should not be more than the average bill amount per month of
previous six months multiplies by 12

Security Deposit

Security deposit is collected from the customers at the time of granting new landline
connection to them. It is an initial payment to be paid for the connection and it is one of the
revenues to the BSNL. This amount is collected from the instrument supplied by the BSNL.
The deposit amount collected by the BSNL varies for different options .

Installation Charges
Installation Charges are the next revenue to the BSNL and the expense incurs to set
up the new connection.

Monthly Fixed Charges

Monthly fixed charges (commonly known as monthly rent) are of different for various
package plans. The package plans for the landline are of the following four categories:

1. Standard Package – for rural only

2. General Package – for rural and urban areas

3. Alternative package - for rural only

4. Alternative package - for both rural and urban

Free Calls

Extent of free calls is another attractive offer that is made by the BSNL for different plans .

Unit Call Charges

Unit call charge (popularly known as call rate) is a crucial one that determines the
bill amount of the landline. The Table 3.8 shows the details of call rate for four types of
package (Standard Package for rural only, General Package, Alternative package for rural
only and Alternative package for both rural and urban).

This is one of the sensitive issues in one sense because, the call rate makes the customers
more active if they are low. At the same time, it is recurring revenue to the BSNL.

Unlimited Tariff Packages for Landline

The BSNL offers unlimited tariff package for the benefit of the landline customers
with different call rates.The unlimited tariff packages are for the utmost benefits for the
usage of landline connection. The BSNL gives the benefits in the following matters at the
maximum possible extent: Landline to landline – no tariff is levied and unlimited calls are
permitted. This facility induces the landline customers for usage of landline at the maximum
level. Another special feature of this offer is that the facility is available within as well as the
outside the circle. The same convenience is available for the usage of landline to
BSNL mobile also. This types of concession motivates the landline customers to get
another mobile phone connection from the BSNL. The beneficiaries who avail the maximum
economy and free of cost benefit are the customers who have landline connection as well
as BSNL mobile phone connection. The rural areas are given more importance in the four
types of plans in this package.

Add on Tariff Packages for Broadband Combo Plans Customers

This concessional tariff is for the benefit to the landline customers who have the broadband
internet connection from the BSNL. This is available with terms and conditions as
follows: The rates indicated are exclusive of Service Tax, which will be charged extra as per
prevailing tariff. The plans shall be made available on regular basis. All other Commercial
Terms and Conditions of the above new plans suchas Registration, Security Deposit,
Installation Charges and Billing Period etc , shall remain same as applicable to “One India
Plan”.Fixed lines mean wire line telephone or WLL Telephone having telephone number less
than or equal to 8 digits

SALEM TELECOM DISTRICT OF THE BSNL

Salem telecom district has two revenue district viz., Salem and Namakkal. The total number
of the BSNL landline customers of Salem Telecom District of is1,07,897 (as on 01.01.2011).
Salem district has 65,410 landline customers and the district has , 1corporation, 3
municipalities, 9 taluk headquarters, 20 panchyat unions, 33 town panchayts, 64 village
panchayats and 646 villages. There are 1 district head quarter, 2 municipalities, 6 taluk
headquarters, 12panchayat unions, 8 town panchayts, 36 village panchayats and 428
villages in Namakkal district. This district has 42,487 landline customers. The landline
service is offered by the BSNL irrespective of the areas.
INTRODUCTION

TO

TOPIC
Employee Engagement

Employee engagement is the level of commitment and involvement an employee has towards
their organization and its values. It refers to a positive attitude held by the employee towards
the 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. The organization must work to develop and nurture engagement, which requires
a two-way relationship between employer and employee.’ Thus Employee engagement is a
barometer that determines the association of a person with the organization.
Engagement may be thought of as an antecedent to job involvement in that individuals who
experience deep engagement in their roles should come to identify with their jobs.

Definition of Employee engagement:

 According to Kahn, (1990) Employee engagement is ‘Harnessing of Organizational

Members selves to their work roles’, In engagement, people employ and express
themselves physically, cognitively, and emotionally during role performances.
In the case of disengagement employees withdraw from role performance and try to
defend themselves physically, cognitively or emotionally. Thus, engagement means
the employees’ psychological presence at work.
 According to Maslach et al. (2001) engagement is characterized by energy,
involvement.

 Schaufeli et al. (2002), define work engagement “as a positive, fulfilling, work-
related state of mind.

 Perrin’s Global Workforce Study (Towers Perrin, 2003) defines engagement “as
employees’ willingness and ability to contribute to company success”.

 Robinson et al. (2004) defines employee engagement as “a positive attitude held by

the employee towards the organization.

 Csikzentmihalyi (1975) defines flow as the ‘Holistic Sensation’ that, people feel
when they act with total involvement.
Characteristics of Employee Engagement

Three basic aspects of employee engagement are:-

o The employees and their own unique psychological make up and experience
o The employers and their ability to create the conditions that promote employee
engagement
o Interaction between employees at all levels.

Thus it is largely the organization’s responsibility to create an environment and culture

conducive to this partnership, and a win-win equation.

Categories of Employee Engagement

EMPLOYEE
ENGAGEMENT

ENGAGED NOT ACTIVELY

ENGAGED DISENGAGED

According to the Gallup the Consulting organization there are there are different types of
people:-

Engaged--"

 Engaged" employees are builders.

 They want to know the desired Expectations for their role so they can meet and
exceed them. They're naturally curious about their company and their place in it.
 They perform at consistently high levels.
  They want to use their talents and strengths at work every day.
 They work with passion and they drive innovation and move their organization
forward.

Not Engaged---

 Not-engaged employees tend to concentrate on tasks rather than the goals and
outcomes they are expected to accomplish.
 They want to be told what to do just so they can do it and say they have
finished. They focus on accomplishing tasks vs. achieving an outcome.
 Employees who are not-engaged tend to feel their contributions being overlooked,
and their potential is not being tapped.
 They often feel this way because they don't have productive relationships with
their managers or with their coworkers.

Actively Disengaged—

 The "actively disengaged" employees are the "cave dwellers."

 Consistently against Virtually Everything.
 unhappy at work;
 they're busy acting out their unhappiness .
 They sow seeds of negativity at every opportunity.
 actively disengaged workers undermine what their engaged coworkers
accomplish.
 As workers increasingly rely on each other to generate products and services, the
problems and tensions that are fostered by actively disengaged workers can cause
great damage to an organization's functioning.

BENEFITS OF ENGAGED EMPLOYEES

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.

 They will normally perform better and are more motivated.

 There is a significant link between employee engagement and profitability.
  They form an emotional connection with the company. This impacts their attitude
towards the company’s clients, and thereby improves customer satisfaction and
service levels
 It builds passion, commitment and alignment with the organization’s 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
 A highly engaged employee will consistently deliver beyond expectations.

Employee engagement is a partnership between a company and its employees

Most organizations today realize that a satisfied employee is not necessarily the best
employee in terms of loyalty and productivity. It is only an engaged employee who is
intellectually and emotionally bound with the organization who feels passionate
about its goals and is committed towards its values thus he goes the extra mile
beyond the basic job. Employee engagement is a powerful retention strategy. An engaged
employee gives his company his 100 percent. When employees are effectively and positively
engaged with their organization, they form an emotional connection with the company.
Employee engagement is a barometer that determines the association of a person with the
organization. It is about creating the passion among associates to do things beyond what is
expected from him.

How an organization can start EMPLOYEE ENGAGEMENT

 STARTS RIGHT AT THE SELECTION STAGE:

• Choosing the right fit, giving a realistic job preview

• Strong induction and orientation programme

• Provide recognition to keep up the morale of people and drive them towards
excellent performance through letters, profit sharing schemes, long performance awards etc.
• Regular feedback to all people

• Communication forums like the in-house magazine, and regular surveys and conferences

Work-life balance by helping to maintain the quality of work-life and a balance between
personal/professional lives, there are recreational activities like festivities, get-togethers,
sports etc.

• Open and transparent culture to empower its people. The result of these practices can be
evident through the regular feedback from our employees collected through surveys,

Diagnostic tool for employee engagement

Training Fair treatment

Development Pay

Benefits
Career
Health
Performance appraisals
Safety
Performance management
Cooperation

Communication Family orientation

Equal opportunity Friendliness

Job satisfaction
Factors for Higher Employee Engagement

SUPPORT AND
JOB FIT
TOOLS Cooperate
goals

RECOGNITION

HR PRACTICES

JOB DESIGN
Factors of
employee
engagement
WORK
BALANCE
EMPLOYEE
INPUT

Clear
communication
Clear feedback
Independence
and innovation

Other factors to Employee Engagement:

• Relationship with boss/direct reports

• Learning and development opportunities

• Opportunities for advancement

• Pride in organization

• Employee involvement in decision making Workplace culture/morale

• Co-worker relationships/good team environment (enjoy colleagues)

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 organization’s capacity to manage employee
engagement is closely related to its ability to achieve high performance levels and superior
business results.

Measuring the Impact of Employee Engagement

some useful company engagement programs could include

daily column: written by Directors, Chairman, on the intranet with company

announcements / programs etc.

• Online real-time tracking of progress. Employees can view company progress towards
targets/ goals.

• Strategic Provide long term strategic vision for business growth.

• Suggestion Employee suggestion systems / quick responses.

• Weekly blog related to serious business issues and staff to read / comments.

Why do engaged employees perform better

Bakker and Demerouti present four reasons why engaged employees perform better than their
non-engaged counterparts. Positive emotions Some researchers describe engagement as “a
positive, fulfilling, work-related state of mind”. With this state of mind, employees more
often experience positive emotions, such as happiness, joy and enthusiasm. Happy people
may be more open to opportunities at work, more helpful to others, exert more confidence
and be generally more optimistic. According to the broaden-and-build theory, positive
emotions, such as joy, interest and contentment, can help people “build their personal
resources (ranging from physical and intellectual resources to social and psychological
resources)”. For example, joy broadens resources “by creating the urge to play … and be
creative” and interest, broadens resources by creating the desire to explore, to learn new
information and experiences .

Some researchers present an idea that engagement positively influences an employees’

health, which means that the health condition of engaged employees allows them to perform
better than non-engaged employees. In a study conducted by Hakanen , they found evidence
that work engagement is positively related to self-rated health and work ability. Schaufeli and
Bakker also found a positive connection between engagement and health. In their study
among four different service organizations, they found that engaged workers suffer less from
self-reported headaches, cardiovascular problems, and stomach aches. However, another
research did not find the evidence of the connection between engagement and physiological
indicators, one example of this can be seen through Langelaan et al. in regards to the stress
hormone

Ability to mobilize resources

Another reason why engaged employees are more productive, could be that engaged
employees are also more successful in mobilizing their job resources, as they have a better
working environment, and more pleasant colleagues to work with (Bakker and Demerouti,
and they are better at creating their own resources (Bakker and Demerouti. The Broaden-
and-build theory presented by Fredrickson , claims that the momentary experience of positive
emotions can build enduring psychological resources and, in addition, it can “trigger upward
spirals toward enhanced emotional well-being”. This means that positive emotions make
people feel good in the present, but also through their influence on broadened thinking,
positive emotions increase the possibility that people will feel good in the future .

There is also evidence for an upward spiral of work engagement and resources presented by
Xanthopoulou . Researchers showed that job and personal resources resulted in a higher level
of engagement one year later. At the same time, engagement results in an increase of personal
resources (optimism, self-efficacy and organization-based self-esteem) and job resources
(social support from colleagues, autonomy, coaching, and feedback) over time. Similar
results were presented by Llorens. They presented the “gain spiral” of resources, self-efficacy
and engagement over time. The study by Schaufeli also supports this idea. The results of this
study showed that an initial high level of engagement predicted the increase of job resources
the next year, this included: social support, autonomy, learning opportunities, and
performance feedback. So all these findings show that, compared with non-engaged
employees, engaged employees are better able to mobilize both job and personal resources,
which supports their future engagement

Transfer of engagement

Organizational performance is the result of the combined efforts of the individual employees
(Bakker and Demerouti. Therefore, it is possible to assume that the transfer of engagement
from one employee to another will increase company performance. Crossover can be defined
as the transfer of positive or negative emotions and experiences from one person to another
(Westman. Some researchers found evidence of emotional transferability, the results of these
research show that:

 A positive mood of the leader is transferred to the employees, resulting in less effort
needed to complete the task and more coordination
 A team members’ positive mood spreads among other team members and results in
more cooperation and better task performance

A similar theory was put forward by Bakker, who found that team work engagement was
related to individual team members’ engagement. Individual engaged workers spread their
optimism, positive attitudes and pro-active behaviors between their co-workers, creating a
positive team climate. All these findings suggest that engaged employees have a positive
influence on their colleagues and, as a consequence, their team performs better.

KEY EMPLOYEE ENGAGEMENT OUTCOME METRICS

- EMPLOYEE RETENTION

- COMPANY PERFORMANCE

- CUSTOMER SATISFACTION

- PROFITABILITY
Human resource practices for Employee Engagement-

 Career Development- Opportunities for Personal Development

Organizations with high levels of engagement provide employees with opportunities to

develop their abilities, learn new skills, acquire new knowledge and realize
their Potential. When companies plan for the career paths of their employees and invest in
them in this way their people invest in them.

 Career Development – Effective Management of Talent

Career development influences engagement for employees and retaining the most talented
employees and providing opportunities for personal development.

1. Feeling Valued & Involved

2. Career Development- Opportunities for personal development

3. Career Development – Effective Management of talent

4. Leadership- Clarity of company Values

5. Leadership – Respectful treatment of employees

6. Leadership – Company’s standards of ethical behavior

7. Empowerment Image

8. Equal opportunities & fair treatment

9. Performance Appraisal

10. Pay & benefits

11. Health & Safety

12. Job satisfaction

13. Communication

14. Family friendliness

15. Co-operation
Leadership- Clarity of Company Values

Employees need to feel that the core values for which their companies stand are unambiguous
and clear.

Leadership – Respectful Treatment of Employees

Successful organizations show respect for each employee’s qualities and contribution –

regardless of their job level.

Leadership – Company’s Standards of Ethical Behavior

A company’s ethical standards also lead to engagement of an individual

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

Equal Opportunities and Fair Treatment

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 employee’s 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 of
employee engagement.

Pay and Benefits

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.

Health and Safety

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 person’s family life influences his wok life. When an employee realizes that the
organization is considering his family’s 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.
Steps to measure Employee Engagement

Gallup research consistently confirms that engaged work places compared with least
engaged are much more likely to have lower employee turnover, higher than average
customer loyalty, above average productivity and earnings. These are all good things that
prove that engaging and involving employees make good business sense and building
shareholder value. Negative workplace relationships may be a big part of why so many
employees are not engaged with their jobs.

Step I: Listen

The employer must listen to his employees and remember that this is a
continuous process. The information employee’s supply will provide direction. This is the
only way to identify their specific concerns. When leaders listen, employees respond by
becoming more engaged. This results in increased productivity and employee retention.
Engaged employees are much more likely to be satisfied in their positions,
remain with the company, be promoted, and strive for higher levels of performance.

Step II: Measure current level of employee engagement

Employee engagement needs to be measured at regular intervals in order to track its

contribution to the success of the organization. But measuring the engagement (feedback
through surveys) without planning how to handle the result can lead employees to
disengage. It is therefore not enough to feel the pulse—the action plan is just as essential.

Step III: - Identify the problem areas

Identify the problem areas to see which are the exact areas, which lead to disengaged
employees

Step IV Taking action to improve employee engagement by acting upon the

problem areas

Nothing is more discouraging to employees than to be asked for their feedback and see no
movement toward resolution of their issues. Even the smallest actions taken to address
concerns will let the staff know how their input is valued. Feeling valued will boost morale,
motivate and encourage future input. Taking action starts with listening to
employee feedback and a definitive action plan will need to be put in place finally.
Knowing the Degree in which Employees Are Engaged?

Employee engagement satisfaction surveys determine the current level of

employee engagement. A well-administered satisfaction survey will let us know at what level
of engagement the employees are operating. Customizable employee surveys will provide
with a starting point towards the efforts to optimize employee engagement .The key to
successful employee satisfaction surveys is to pay close attention to the feedback from the
staff. It is important that employee engagement is not viewed as a one time action.
Employee engagement should be a continuous process of measuring, analyzing,
defining and implementing. The employee survey is a diagnostic tool of choice in the battle
for the hearts of employees. Studies of Gallup, Mercer, Hewitt and Watson Wyatt (consulting
companies) asked workers number of questions relating to their job satisfaction. Gallup being
one of oldest the consulting organization {in conducting engagement survey} creates a
feedback system for employers that would identify and measure elements of worker
engagement most tide to the bottom line. Things such as sales, growth, productivity and
customer loyalty are all accessed. After Hundreds of focus group and thousands of interviews
with employees in a variety of industries, Gallup 2006 came up with

Provide information to employee about what is expected of me at work-

employees should know exactly what is expected of them. If expectations are unclear,
employees will inevitably face frustration, and will be open for other opportunities where
they do know what's expected of them, and where their contributions are measured and
recognized.

Provide Materials and equipment to employee - Employees need the right tools and
equipment to support their skills, experience and talents & perform their jobs at an optimum
level.

Supervisor should cares of employee at work -Managers must spend most of their time
with their most productive talent. Many managers give their greatest degree of
attention to employees who are falling behind. Talented, productive people crave time and
attention from their managers, and will leave your company if they have a weak relationship
(or no relationship) with their manager or supervisor.

Provide Opportunities to employee to learn and grow- The Company should create an
environment that encourages employees to drive towards innovation or to create better
systems for more productive results. Great managers always ask what skills and
knowledge need to accompany talent to result in the greatest outcome for each employee.

So it measures engagement, and engagement is a positive emotional connection to the work.

Thus the mechanism of the broaden- and – build theories and the action tendencies of
positive emotions help in understanding why the Q. 12 has been so powerful for
Gallup in terms of predicting outcomes. Borden – and Build theory is about evolutionary
significance of positive emotions. Positive emotions are better observed over the
long haul. Their effects accumulate and compound overtime and the adaptive benefits are
evident from later, when people face new challenges. The Gallup research has thus made a
contribution in adding an additional ‘P’ to the 4 P’s of marketing i.e. product, price, and
promotion place and now people to the mix. In the combination of engaged employees,
Gallup brings engaged customers to form the concept of human sigma. These include
customer engagement, loyalty and emotional attachment. Customer engagement hierarchy,
customer engagement scores and developing the culture of engagement and
customer focus. The Gallup Organization decided to initiate a multi-year research project to
try and define a great workplace - a great workplace was one where employees were satisfied
with their jobs and this thus helps to produce positive business outcomes.

According to the study of Watson Wyatt, the service – profit chain establishes relationship
between profitability, customer loyalty and employee satisfaction, loyalty and productivity.
The links in the chain (which should be regarded as propositions) are a follows: profit and
growth are stimulated primarily by customer loyalty. Loyalty is a direct result of customer’s
satisfaction. Satisfaction is largely influenced by the services provided to customers.
Satisfied, loyal and productive employees create value. Employee’s satisfaction in turn
results primarily from high quality support services and that enable employees to deliver
results to customers. While many organizations are beginning to measure relationship
between individual links in the service only a few have related the links in the meaningful
ways that can lead to comprehensive strategies for achieving lasting competitive advantage of
building employee engagement. In a study of its seven telephone customer service
centers (MCI found that there is a clear relationship between employee’s perceptions
of the quality of services and employee engagement).
 RESEARCH METHODOLOGY

In the preparation of this report, the researcher the data from different sources. The sources
of data as follows:

Source of Data Collection

Primary data: This data is gathered from first hand information sources by the
researcher, this data collection from employees, managers, clerks etc., by administrating the
questionnaire having face to face interaction with employees.

Secondary data: This will give the theoretical basis required for the report presentation
which can be available from various sources such as magazines, office files, inter office
manual and web site.

DATA ANALYSING

Data, which is gathered by administering questionnaires, was processed in simple

manner to determine the level of satisfaction among employees. Every response was
assigned some score based on this overall satisfaction level was determined.

Data collected is carefully tabulated and analyzed by using satisfaction methods and also
various graphs are used.

OBJECTIVES OF THE STUDY

The main aim of the study is to analyze and examine level of job satisfaction among the
BSNL employees and to know the problems faced by the employees of the various
categories.

The specific objectives are as follows:

o To present a profile of BSNL and organizational structure etc.,

o To observe the level of engagement among of employees relating to the nature of the job
and other factors.

o To identify the extent of job engagement in the BSNL employees and its impact on the
job performance of the employees.

o To evaluate the working environment in BSNL.

o To examine satisfaction regarding the salary and other benefits of its employees.

o To suggest suitable measures to improve the overall engagement of the employees

in the organization.
 LIMITATIONS OF STUDY

 A small sample size of 100 employee is taken, so we cannot draw inferences about all
employees of Bsnl from this sample size.
 Time period is short and resource constraints.
 The scope of the project is limited to BSNL Bahadurgarh branch. So, we cannot say
that the same response will exist in all branches throughout India.
 This study is based on the prevailing employee satisfaction. But the level of employee
engagement mat change due to change according in working condition, salary,
employer relation etc.
 A further limitation is that the study findings may not be applicable across
India due to different social settings and cultures.
 The responses are from different types of employees. Though some of the
employees of BSNL participated in the survey enthusiastically, some others
were indifferent. Because they think that the survey bring no change in the
practices of BSNL.
EMPLOYEE ENGAGEMENT
AT
BSNL
DATA ANALYSIS AND INTERPRETATION

1. Do you have fun at work regularly?

STATEMENTS Respondents %
YES 80 80
NO 20 20

Interpretation: 80 percent of the employees feels that the they have fun at work regularly.
Only 20% employees did not find fun at work.
 2. Do you get Feedback regularly from your supervisor for improving your
performance?

STATEMENTS Respondents %
YES 70 70
NO 30 30

Interpretation: 70% of employees get feedback regularly from the supervisor for improving
their performance. But 30% are not getting feedback regularly from the supervisor for
improving their performance.
 3 Do you like coming to office regularly?

STATEMENTS Respondents %
YES 90 90
NO 10 10

Interpretation: 90% the employees are likely to come office regularly. Only10 employees not
like to come office.
 4. Do you get sufficient opportunities to improve your skills?

STATEMENTS Respondents %
Yes 70 70
No 30 30

Interpretation: 70% of the employees feel that the management provides opportunities to
improve their skills, 30% of the employees feel that the management does not provide
opportunities to improve their skills.
 5. Do you receive any recognition for your contributions in last 3 months?

STATEMENTS Respondents %
Yes 90 90
No 10 10

Interpretation: 70% of the employees feel that the employees have received recognition in
last 3 months except 30% of the employees.
 6 Are your thoughts and feelings given due respect at work place?

STATEMENTS Respondents %
Yes 70 70
No 30 30

Interpretation: 70% of the employees feel that their thoughts and feelings are given due
respect at work place and management has a good relation with the workers and only
20% of them feel that their thoughts and feelings are not given due respect and the
management should improve their relation with the workers.
7. Does your manager demonstrate a personal commitment to continuous learning and
development?

STATEMENTS Respondents %
Yes 60 60
No 40 40

Interpretation: 60% of the employees feel that the managerdemonstrate the personal
commitment to continuous learning. 40% of them feel that manager do not demonstrate a
personal commitment to continuous learning and development.
 8. Do you get encouraged to learn from your mistakes?

STATEMENTS Respondents %
Yes 50 50
No 50 50

Interpretation: Only 50% of the employees feels that they are encouraged to learn from their
mistakes and the other 50% is not encouraged and feel that there should be change in the
setup.
 9. Do you enjoy your work?

STATEMENTS Respondents %
Yes 60 60
No 40 40

Interpretation: 60% of the employees feel that they enjoy the company work but remaining
40% feels that do not enjoy it.
 10. Are you aware of the career opportunities that are available to you at company?

STATEMENTS Respondents %
Yes 80 80
No 20 20

Interpretation: Almost 80 percent of the employees feels that they are aware of the career
opportunities that are available for them and rest 20 percent feels that they are not aware.
 SUGGESTIONS

1. Organization should increase the awareness about employee engagement program.

2. The manager should be more helpful and sympathetic towards the problems faced by
the workers at the workstation.
3. There should be a proper feedback system from supervisor to improving employee
performance
4. There should be a proper recognition system to all employee for their contributions
and attractive incentive wage scheme should be implement to engage employees.

5. Employee should be provided training and development opportunities to improve

employee skills
6. Employee thoughts and feelings should be given due respect at work place so that
employee can provide innovative ideas
7. Manager should be demonstrate a personal commitment toward employee learning
and development
8. Employee should be encouraged to learn new things
9. There should be a proper job fit between employee and his/her job so that employee
can enjoy their work
10. There should be career opportunities development for employee so that all employee
can be engaged.
 FINDINGS

1. 30% the employees feel that the company policies are not able to protect their
interests.
2. Majority of the employees feel that there should be an incentive wage scheme
for efficient work in the organization.
3. 80% of the employees are aware of the career opportunities that are available to them
at the company.
4. 60% percent of employees enjoy their work at the company.
5. 50% of the employees get encouraged to learn from their mistakes.
6. 70% of employees feel that their thoughts and feelings are given due respect at ork
place.
7. 70% of employees gets sufficient opportunities to improve their skill.
8. 90% of workers likes to come office regularly.
9. 80% of employees feels that they have fun at their work.
10. 10% of employees does not receive any recognition for their contribution from last 3
months.
 CONCLUSION

As Per the above observations and analysis it seems that most of the employees of BSNL are
engaged and like to work with BSNL except few employees who are not engaged. 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 company's 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.
 QUESTIONAIRE

Employee Engagement Survey

1 Do you have Fun at work happen regularly?

(A) YES (B) NO

2. Do you get Feedback regularly from my supervisor for improving my performance?

(A) YES (B) NO

3. Do you feel like coming to office regularly?

(A) YES (B) NO

4. Do you get sufficient opportunities to improve your skills?

(A) YES (B) NO

5. Do you receive any recognition for your contributions in last 3 months?

(A) YES (B) NO

6. Are your thoughts and feelings given due respect at work place?

(A) YES (B) NO

7. Does your manager demonstrate a personal commitment to your continuous learning and
development?

(A) YES (B) NO

8. Do you get encouraged to learn from your mistakes?

(A) YES (B) NO

9. Do you enjoy your work?

(A) YES (B) NO

10.Are you aware of the career opportunities that are available to you at company?

(A) YES (B) NO

 BIBLIOGRAPHY

Ashwathappa. K Human Resource Management Tata Mc Graw Hill Publications

Deith Davis Human Relation at Work

Tripathi Personnel management & industrial Relations

P. Subba Rao Essentials of Human Resources and Industrial Relations

C.B. Mamoria Human Resource Management

Human Resource Management…………………………..Shashi. K. Gupta, Rosy Joshi

Human Resource Management………………………….V.S.P.Rao

Human Resource Management………………………….Fisher Shaw

Human Resource Management………………………….Subba Rao

Websites:

www.humanresources.about.com

www.hr-guide.com

www.books.google.com

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