Ilkogretim Online - Elementary Education Online, 2021; Vol 20 (Issue 2): pp.

3117-3127
http://ilkogretim-online.org
doi: 10.17051/ilkonline.2021.02.329

“Employee Engagement At Tata Steel”

1Rohini, 1Rajesh Kumar Upadhyay, 2Deepshikha

1Graphic era hill university, Dehradun Uttarakhand.

2Department of Civil Engineering, Graphic Era Deemed to be University, Dehradun-

248002, India.

Introduction

An engaged employee collaborates with co-workers to improve job performance and is

aware of the organisational context. The staff have a favourable outlook on the company
and its core principles. The study focuses on how work involvement precedes employee
engagement and what employers may do to increase employee engagement. Without
motivated personnel who are committed to the business's objective and are aware of how
to carry it out, no company, no matter how big, can succeed in the long run. Because of
this, you should conduct anonymous, fearless, and open-ended surveys to gauge
employee engagement at least once a year. Employee engagement refers to a worker's
level of commitment to and participation in their company and its guiding principles. The
idea of flow, as proposed by Csikszentmihalyi, is the second idea related to organisational
behaviour participation (1975, 1990). According to Csikszentmihalyi (1975), flow is the
"Holistic Sensation" a person has when doing entirely out of interest. When in a state of
flow, it might be difficult to tell the difference between oneself and the surroundings.
People rarely need to consciously manage their activities while they are in a Flow State.
The level of commitment and interest a worker has for their employer and its values is,
thus, referred to as employee engagement. An engaged employee interacts with co-
workers to improve job performance and is aware of the organisational context. For a
firm to develop and nurture engagement, there must be a cooperative dialogue among
the employer and the employee. Thus Employee engagement is a gauge that assesses a
person's connection to the company. The current conception of job participation and flow
are most closely related to engagement (Brown 1996). (Csikszentmihalyi, 1990). The
definition of job participation is "The extent to which the employment situation is
fundamental to the individual and his or her identity" (Lawler & Hall, 1970). According
to Kanungo (1982), interest in one's employment is a "Cognitive or believing state of
Psychological identity. "Thus, a cognitive assessment of the work's capacity to provide
demands is formed as a result of job engagement. In this perspective, one's self-image is
linked to their jobs. Engagement is different from work performance in that it focuses
more on how each person employs themselves while performing their jobs. Additionally,
emotional activity is a requirement for involvement.

3117 | Rohini “Employee Engagement At Tata

Steel”
LITERATURE REVIEW

Rothbard, 2001; May et al., 2004; Schaufeli and Bakker, 2004 are hard to get by here.
The two literary facets are examined in this essay. We start with ideas that are relevant
to practitioners before going on to academic research. Creating a great employer brand
equity is one of the many important people concerns, according to CEO Speak in the
Hewitt Best Employers Survey (2004).

According to Harter, James K.; Schmidt, Frank L.; Hayes, Theodore L.- Journal of
Applied Psychology, Vol87(2), Apr2002,268-279.

The association between employee engagement and business-unit outcomes including

customer satisfaction, productivity, profit, staff turnover, and accidents was investigated
in this study using meta-analysis. Based on 7,939 business units in 36 organisations, it
was developed. It was shown that these business-unit outcomes have generalizable
correlations between employee engagement and satisfaction at the unit level, with values
high enough to be practically significant.

Fitz-enz, 2003 keeping the team together is one approach to do this. This is feasible if
businesses provide their employees with a stimulating work environment that maximises
their performance and provides a dependable work environment that is challenging for
rivals to imitate. Managers have a significant role in this equation.

Michael Treacy, (2003)Macey, W. H., & Schneider, B. (2008). The meaning of the
employee engagement. Industrial and Organizational Psychology: Perspectives on
Science and Practice, 1(1), 3–30. The focus of this piece is employee engagement. The
authors claim that there are several ways in which academics and professionals define
"engagement." Additionally, they claim that the term may refer to traits or emotional
states depending on the context. Sometimes it is defined by behaviours. The authors'
recommendations about these various forms of involvement are supported by recent
theory and research. They also predict how leadership and job characteristics would
affect different degrees of engagement.

According to the Corporate Leadership Council (2004) and Martel (2003),

According to some experts, employee engagement starts with an on-boarding
programme and is a natural component of the talent pipeline or human capital pipeline
(e.g. Romans and Lardner, 2005). Numerous international firms conducted the
engagement index survey in India, but little effort was made to analyse the results and
connect them to people management strategy. Given the high attrition rates previously
indicated, the current study tries to map the engagement index throughout the ITES
business.

Rothbard, 2001; May et al., 2004; Schaufeli and Bakker, 2004 are hard to get by here.
The two literary facets are examined in this essay. We start with ideas that are relevant
to practitioners before going on to academic research. Creating a great employer brand

3118 | Rohini “Employee Engagement At Tata

Steel”
equity is one of the many important people concerns, according to CEO Speak in the
Hewitt Best Employers Survey (2004).

Branham, 2005 In a recent study of HR experts in Western nations, the development and
retention of important personnel garnered the greatest number of replies (75%) overall.
Then came greater productivity and staff engagement (reported by 60.7% of
respondents), and then 59.8% of respondents mentioned leadership development and
training.

Coleman, 2005, The results of a recent global study on employee engagement, which
were presented at the SHRM Conference in 2006, showed a considerable difference
between businesses with highly engaged employees and those with poor employee
engagement ratings in terms of their bottom-line results. The study used information
assembled from studies of more than 664,000 employees worldwide to assess
operational revenue, net income, and earnings per share during a 12-month period (EPS).
The most striking of its findings was the difference between firms with highly engaged
workers and organisations with employees that have low engagement levels in operating
income, which was over 52 percent. Employee engagement surveys, which are a
component of the aforementioned surveys, are made to determine employee engagement
based on employees' impressions of the workplace.

Ferrer, Justine (2005) Employee Engagement: Is it Organizational Commitment

Renamed? Working Paper. Victoria University, Melbourne, Australia. To create a
more highly effective workplace, employee engagement has become a new alternative to
gauging employee commitment to organisations. In an effort to develop more effective
and efficient workers who will increase organisational benefits and improve
organisational performance, The area of employee engagement will be described in this
essay, along with its connections to notions of employee commitment.

Baumruk et al., 2006; Lockwood, 2006 A further way that an employer of choice
attracts and retains people is through procedures that are customised to the company,
address both tangibles and intangibles, and put equal emphasis on the long- and short-
term.

HR Focus, 2006, More engaged workers and fewer turnover are the results of effective
talent management policies and procedures, which show a commitment to human capital.
As a result, employee engagement greatly affects staff productivity and talent retention.
In reality, a company's financial line may be made or broken by employee engagement.

Journal of Organizational Culture, Communication and Conflict, “Employee

Engagement: Conceptual Issues”, Vol 10, 2006 Beverly Little and Philip Little
conducted research on employee engagement, examining how it differs from other well-
established psychological notions. A construct is a notion that has been purposefully
constructed or embraced for a scientific purpose, according to Schmitt and Klimoski
(1991). One must assume a construct since it cannot be witnessed. Employee engagement
is intimately tied to and reliant upon concepts like Job Satisfaction, Organizational
3119 | Rohini “Employee Engagement At Tata
Steel”
Citizenship Behaviour, and Job Involvement. Employee Engagement thus illustrates its
link to outcome factors crucial to any firm, such as productivity, safety, employee
retention, and customer service. Beverly Little, Philip Little (2006)

Triple Creek’s Employee Engagement Research, Gerald Seijts, Dan Crim, Andrew
Harley, Danielle Lee, Dilys Robinson, Sean McDade, Alasdair Mckenzie, Steve Bates,
Jay Jamrog, (2007)

Atkins, A. (2012, Winter 2013). Beyond engagement: The involved employee.

Rotman Magazine [Online]. Retrieved December 17, 2012, from
www.interactionassociates.com emphasises the importance of employee
participation. According to the author, CEOs frequently ignore measuring human capital.
What began as a trend to increase employee happiness and engagement is currently
beginning to change into a trend to increase employee involvement. A high engagement
culture is developed through giving workers a sense of purpose, fostering openness, and
offering enough chances for involvement.

Hypotheses

H1 Employee Engagement is an empirically distinct construct compared with other EOR

concepts

H2 Employee Engagement is higher among public sector employees than private sector
employees.

H3 Employee Engagement is higher among public managers than public employees.

Analysis

GENDER

Cumulative
Frequency Percent Valid Percent Percent

Male 35 70.0 70.0 70.0

Female 15 30.0 30.0 100.0

Total 50 100.0 100.0

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Steel”
Inference: In the survey of 50 people. 30% of the people were females and 70% of the
people were males.

Age

Cumulative
Frequency Percent Valid Percent Percent

15-20 years 7 14.0 14.0 14.0

20-30 years 24 48.0 48.0 62.0

30-40 years 13 26.0 26.0 88.0

above 40 years 6 12.0 12.0 100.0

Total 50 100.0 100.0

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Steel”
Inference: In the survey of 50 people,15% of the people were of the age in the range 15-
20Years, 48% of the people were of the age in the range 20-30Years, 27% of the people
were of the age in the range 30-40Years and 11% of the people were of the age above
40Years.

Marital status

Cumulative
Frequency Percent Valid Percent Percent

Married 36 72.0 72.0 72.0

Unmarried 14 28.0 28.0 100.0

Total 50 100.0 100.0

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Steel”
Inference: In the survey of 50 people, 76% of the people were married and 24% of the
people were unmarried.

Cumulative
Frequency Percent Valid Percent Percent

HSC 6 12.0 12.0 12.0

Diploma 17 34.0 34.0 46.0

UG 14 28.0 28.0 74.0

PG 13 26.0 26.0 100.0

Total 50 100.0 100.0

Inference: In the survey of 50 people, 76% of the people were married and 24% of the
people were unmarried.

3123 | Rohini “Employee Engagement At Tata

Steel”
 Education qualification

Cumulative
Frequency Percent Valid Percent Percent

HSC 6 12.0 12.0 12.0

Diploma 17 34.0 34.0 46.0

UG 14 28.0 28.0 74.0

PG 13 26.0 26.0 100.0

Total 50 100.0 100.0

Inference: In the survey of 50 people, 12% of the people were HSC qualified, 35% of the
people were diploma, 28% of the people were UG and 26% of the people were PG.

Department

Cumulative
Frequency Percent Valid Percent Percent

Production 12 24.0 24.0 24.0

HR 12 24.0 24.0 48.0

Accounts 5 10.0 10.0 58.0

Others 21 42.0 42.0 100.0

Total 50 100.0 100.0

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Steel”
Inference : In the survey of 50 people, 24% of the people are from Production
department, also 24% of the people are from HR department, 9% of the people are from
accounts department and 42% of the people are from others department.

Year of Service

Valid Cumulative
Frequency Percent Percent Percent

0-5 19 38.0 38.0 38.0

6-10 16 32.0 32.0 70.0

11-15 4 8.0 8.0 78.0

16-20 11 22.0 22.0 100.0

Total 50 100.0 100.0

3125 | Rohini “Employee Engagement At Tata

Steel”
Conclusion

The data analysis demonstrates that among workers of different grades, there was a
larger degree of discontent with the current financial incentives or benefit programmes.
Between personnel of the same ranks, significant variations in recognition were found.
Employees from various departments had diverse perspectives on the current incentive
schemes, which predominated, on average, suggest that staff members are highly positive
about the company's future. Employee communication is often referred to as employee
engagement. The staff have a favourable outlook on the company and its core principles.
It has a variety of effects on businesses and is quickly gaining acceptance, significance,
and application in the workplace. Employee engagement focuses on how crucial
employee communication is to a company's success. The competitive position of a
corporation should thus be attributed more to its people than to any other factor. Since
learning, improvement, measurement, and action are all ongoing processes, employee
engagement should be as well. Gallup research repeatedly demonstrates that highly
engaged workplaces are considerably more likely to have lower employee turnover and
higher levels of employee commitment than less engaged workplaces. These are all
positive outcomes that demonstrate how engaged and involving employees is beneficial
for company and increases shareholder value. Negative working relationships may have
a significant role in the low level of engagement among many employees. Leadership and
creating two-way communication where people's efforts and perspectives are
3126 | Rohini “Employee Engagement At Tata
Steel”
acknowledged and respected are key to raising employee engagement. As long as the
business is committed to addressing this issue, there are methods for it to move toward
more employee engagement without incurring significant expenses. Employee
engagement is a philosophy that should be supported in terms of effective people
management practises and the softer advantages it provides to firms, even in the lack of
strong impact statistics. We may thus draw the conclusion that, on the whole, employees
are satisfied with the various perks and job security that are offered to them. An
organisation is responsible for increasing and retaining employee engagement, which
calls for a well-balanced effort of time, attention, dedication, and investment to be
effective.

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Steel”