Employee

Engagement
Is a Business
Management
Concept
Name: Susmitha Shekhar Shetty
Admission number:
HPGD/JA22/1553 Specialization:
Human Resource

L.N. Welingkar Institute of Management Development & Research Year 2022-23

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 Acknowledgement letter

I, Sushmitha Shetty from HPGD/JA22/1553, have taken efforts in this

project. However, it would not have been possible without the kind
support and help of many individuals and organizations. I would like to
extend my sincere thanks to all of them.
I am highly indebted to Soni Balaji from Sarjena Food Pvt. Ltd. for her
guidance and constant supervision as well as for providing necessary
information regarding the project & also for their support in completing
the project.
I would like to express my gratitude towards my parents & member of
Prin. L. N. Welingkar Institute of Management Development & Research
for their kind co-operation and encouragement which help me in
completion of this project
I would like to express my special gratitude and thanks to industry
persons for giving me such attention and time.
My thanks and appreciations also go to my colleague in developing the
project and people who have willingly helped me out with their
abilities.

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 Contents
1) Executive Summary 5 to 7
2) Employee Engagement 8 to 21
Meaning
Importance of employee engagement
History of employee engagement
Types of employee engagement
The Roles of HR and Management in Employee Engagement
Benefits of Employee Engagement
Components of Employee Engagement
Ways to Improve Your Employee Engagement
Future of Employee Engagement
3) Business Management Concept 22-32
Meaning
Characteristics of management
Nature of Management
4) Employee engagement is concept related to management of business 33 to 40
Introduction
Factors
Link between engagement and business performance
5) Organizations that have good employee engagement activities 41 to 52
Introduction
Microsoft Corp.
Alphabet Inc.
Salesforce Inc.
MasterCard
Apple
Cisco systems
PepsiCo
Travel Counsellors Ltd.
Intuit
Nvidia
6) Impact on Employee Engagement in growth of organization 53 to 58
Employee Engagement Increases Productivity
The impact of employee engagement
The Connection between Employee Engagement and Productivity
7) Conclusion 59 to 60
8) Bibliography 61

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Executive Summary
The aim of this project work is to state that the employee engagement
is a business management concept that how the organization will be
going to earn utmost profit by keeping the employee motivated
through various engagement activities.

Employee engagement plays a crucial role for each and every individual
who is working in the organization. The employees are known to be an
asset for the organizations and if the employees are satisfied then
eventually the organization move towards their growth path.

Engaged employees often develop an emotional connection to their job

and company, and will be focused on working toward their
organization's goals. While companies may define employee
engagement according to their own needs, the basic characteristics of
an engaged employee are:

 They know what their role is, what their job entails, and they
want to do it.
 They are loyal to their employer and productive.
 They are motivated to work toward the success of their
organization and know what success looks like (and how to work
toward it).
 They are connected rationally and emotionally connected to their
organization and motivated to perform at a high level.
 They are intellectually and emotionally connected to their
organization, as measured by three primary behaviors

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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. HR practitioners believe that
the engagement challenge has a lot to do with how employee feels
about the about work experience and how he or she is treated in
the organization.
Engagement differs from job in as it is concerned more with how the
individual employees his/her self during the performance of his / her
job.

Employee engagement can be critical to a company's success, given its

clear links to job satisfaction and employee morale. Communication is a
critical part of creating and maintaining employee engagement.
Engaged employees are more likely to be productive and higher
performing. They also often display a greater commitment to a
company's values and goals.

Employers can encourage employee engagement in many ways,

including communicating expectations clearly, offering rewards
and promotion for excellent work, keeping employees informed about
the company's performance, and providing regular feedback. Other
strategies include making efforts to make employees feel valued and
respected, and feeling that their ideas are being heard and understood.
Engaged employees believe that their work is meaningful, believe that
they are appreciated and backed by their supervisors and that they
have been entrusted with the success of their company.

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Employee engagement is a fundamental concept in the effort to
understand and describe, both qualitatively and quantitatively, the
nature of the relationship between an organization and its employees.
An "engaged employee" is defined as one who is fully absorbed by and
enthusiastic about their work and so takes positive action to further the
organization's reputation and interests. An engaged employee has a
positive attitude towards the organization and its values.[1] In contrast,
a disengaged employee may range from someone doing the bare
minimum at work (aka 'coasting'), up to an employee who is actively
damaging the company's work output and reputation.
Employee engagement today has become synonymous with terms like
'employee experience ‘and 'employee satisfaction’ , although
satisfaction is a different concept. Whereas engagement refers to work
motivation, satisfaction is an employee's attitude about the job--
whether they like it or not. The relevance is much more due to the vast
majority of new generation professionals in the workforce who have a
higher propensity to be 'distracted' and 'disengaged' at work. A recent
survey by Staff Connect suggests that an overwhelming number of
enterprise organizations today (74.24%) were planning to improve
employee experience in 2018.

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 Meaning -
Employee
Engagement

7
MEANING:
Employee engagement is a concept in human resources that refers to
the degree to which employees are invested in, motivated by and
passionate about the work they do and the company for which they
work.
It’s a top priority for C-Suites and HR professionals alike. Why? Simply
put, highly engaged employees do more for your business. Specifically,
an engaged workforce positively impacts the productivity and
profitability of an organization, as well as its ability to retain top talent.
Employee engagement is often misunderstood as employee
satisfaction, and while the two ideas are related — satisfied employees
is more likely to be engaged; engagement is a strong indicator of
satisfaction — one does not guarantee or replace the other. Think of it
this way: Satisfied employees are happy at work and engaged
employees are happy doing their work.
Engagement is symptomatic of an employee’s motivation, and is not
based solely on their financial compensation. An engaged employee is
motivated by and committed to the company’s mission. These
employees feel valued within the company and see value in the work
they do — they understand the organization’s goals and believe their
role contributes to its success.

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Engaged employees use discretionary effort, which means they
voluntarily do more than what’s expected of their role. These are the
individuals who want to help take the company further; they produce
quality work and are eager to perform better. They’ll be the ones who
volunteer to show new hires around the office, stay late to finish a
project and help out at corporate events over the weekend.

A successful employee engagement strategy is built on communication

and trust between employees and employers. To foster employee
engagement, leadership should model the organization’s core values,
take pride in the company, encourage professional development and
support each individual’s goals.

Importance of Employee Engagement

In a society where being a career “lifer” is increasingly less common,

engaging your employees from the start is key to retaining the top
talent you worked hard to attract.
Because no matter how good of a work ethic and overall fit a person is
to your company, their engagement levels will decrease significantly if
you don’t have a plan to support their interests and needs throughout
their career. Only 36 percent of U.S. employees are classified as
engaged at work, which is a major issue for employers. Still, executives
and leadership teams often wonder why employee engagement is
important. The following outcomes prove its positive impact on your
business:

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 Engaged Employees Are More Productive
According to a meta analysis by Gallup, companies with higher
levels of employee engagement saw a 21 percent increase in
productivity. The reason? Engaged employees “bought into what
the organization is about and are trying to make a difference,”
Gallup’s chief scientist of employee engagement and well-being,
Jim Harter, said in the report. “This is why they're usually the
most productive workers.”

 Engaged Employees Lead to Higher Profits

Not only can prioritizing employee engagement save you
money, it can actually be more lucrative. Invest in your
employees, and you’ll see it pay off in dividends. On the flip side,
disengaged employees cost companies money. Employee
disengagement costs the U.S. economy between $483 to $605
billion annually in lost productivity. When it comes down to
dollars and cents, engaged employees are more valuable.

 Engaged Employees Stick Around Longer

Engaged employees are 87 percent less likely to leave their
current employer. That’s great news, but it gets even better.
While more than half of disengaged employees would consider
leaving their job for another offer, that number drops to just 25
percent among engaged employees. Once you’ve gone through
the process of hiring a great employee, the last thing you want to
do is start from scratch because they left for greener pastures.
Engagement is the best way to make sure that doesn’t happen.

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History of Employee Engagement
The term employee engagement emerged in the 1990s in The Academy
of Management Journal as a concept in response to the shift in the
attitudes of the workforce. Increased global competition led to
decreased job security and a more fluid workforce as a result. As
employee turnover increased, it impacted employers’ ability to stay
competitive, and replacement and lost job skills were costly to the
business.

Human resource departments were focused on the day-to-day

operations of things like hiring, benefits administration and working
through personnel issues. There wasn’t a strong connection between
HR and the financial health of the company. But as businesses began to
see costs rise as a result of more frequent turnover and the benefits of
things like customer retention through engaged and enthused
employees, employee engagement became a benchmark that included
an approach to improving company culture, as well as trainings for
managers and companywide programs.

And now, technology like human capital management (HCM)

software is making employee engagement programs and efforts more
efficient than ever. It helps with every step of the way, from filling
positions with qualified candidates to tracking employee progress
toward goals and other engagement tools.

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Types of Employee Engagement

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The Roles of HR and Management in
Employee Engagement
Many factors influence employee engagement, including organizational
communication, workplace culture and managerial styles. Both
managers and HR professionals play an important part in ensuring a
company's employee engagement initiatives are well-thought-out and
executed.
The Role of HR
HR professionals should have a role in fostering a culture of
engagement. This includes designing, measuring and evaluating policies
and practices that proactively attract and retain talented employees
who have skills to ensure growth and sustainability within the
organization.
The Role of Managers
Less than a third of employees are engaged at work. And half of U.S.
adults have left a job just to get away from a poor manager. The role
managers play in helping employees stay engaged is massive. But it’s
not just that some managers are good, and some are bad. There are
common behaviors among managers who help their reports become
and stay engaged in their work.
Communication
Employees need to understand what’s expected of them. And that goes
beyond just a list of job duties. Successful managers consistently
communicate. They meet regularly and communicate via phone, email
and in person when applicable. And the communication isn’t just one-
way. Successful management responds to employee emails and
concerns.

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Try to make genuine connections with your employees. Get to know
them personally and make them feel comfortable talking about
personal as well as professional concerns. In a productive workplace,
your employees will feel safe to share ideas, challenge the way things
are done and trust that their managers will support and listen to them.
Establish clear goals
this goes well beyond the annual review. Don’t just tell your employees
their job duties and walk away. Talk with them frequently about
performance, priorities and progress. Set smaller goals that tie to
annual or strategic business goals as a way to show them how their
roles impact overall business decisions.
Focus on strengths
A fish may never learn to climb a tree. And a cat may be a terrible
swimmer. Trying to train the fish to climb a tree or get a cat to like
water is a waste of time. And focusing solely or even primarily on
weaknesses of employees is a likewise fruitless effort. Gallup
researchers have found that 67 percent of employees whose managers
focused on developing and celebrating their strengths were engaged.
Encourage employees to use their talents while adding training to
develop skills that apply to those strengths.
Human resources management systems (HRMS) can help managers and
HR work together to empower and engage employees. HRMS is a suite
of software applications that are used to engage with employees,
management and HR throughout the employee lifecycle. One employee
engagement benefit is it puts important and easy-to-access tools and
information into the hands of employees, like trainings and feedback
mechanisms. And all the reporting and analytics are stored in one
centralized location for management and HR to access, monitor,
measure and work toward business goals.

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Benefits of Employee Engagement
Increasing levels of employee engagement help sustain and grow an
organization. Here are some ways your company can benefit.

 Productivity: Engaged employees are more focused. They work

better with colleagues to develop and complete projects. They’re
attentive to current and future business goals.
 Retention: Engaged employees are loyal employees. They're more
likely to stay on because they feel supported and valued and see
opportunities for growth.
 Profitability: Increased productivity leads to lower costs
and increased revenue.
 Employee satisfaction: Employees who are satisfied with their job
— who enjoy working with their manager, appreciate the pay and
benefits and have the support they need to meet goals — are
more likely to be engaged. Companies can adapt to changing
needs and desires of their workers to make their businesses a top
workplace
 Customer service and satisfaction: Happy employees can
translate into more satisfied customers because of the increased
quality of customer service. Employees are also more likely to
come up with practical solutions to attract and retain customers.
 Shareholder returns: The more productive and profitable the
business is, the more likely shareholders will see higher
returns.
 Sales: Increased productivity and customer satisfaction lead to
more sales, impacting a company’s bottom line.

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  Lower recruiting costs: Engaged employees are more likely to
refer top talent to the organization throughout their lifecycle.

Components of Employee Engagement

Engagement with management and the organization as a whole are the
two main factors that drive employee engagement. Engagement with
an organization looks at how confident employees are in terms of
fairness, values, respect and trust. Meanwhile, managerial engagement
looks at how employees view their direct managers. This can include
receiving constructive feedback, exhibiting mutual respect and being
treated fairly. Modern HCM software solutions help employees connect
to their work by creating goals with real-time feedback. It brings
together the day-to-day tasks such as goal monitoring, recognition and
performance related conversation with managers to help them grow
and develop their careers.

Type of engagement
 Engagement in the business:
 Employees feel there is a culture that challenges, respects
and empowers.
 They feel fairly compensated for their role.
 Employees understand where the business is headed.
 Engagement with manager:
 Employees are seen and heard.
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 Employees feel feedback to managers is valued (e.g.,
resources will be provided).
 Employees are motivated to do their best.

 Engagement within an individual’s team :

 Team members have strong relationships.

 They work closely together toward the same goals.

 Engagement with leadership

 Executive and business leadership communicate well
with managers and listen to their concerns.
 Managers take concerns and ideas from employees and

share them with leadership, who can help address problems.

 Retention: Employee turnover is kept at low levels.

 Productivity
Employees work diligently to achieve goals as they are
empowered by managers and allowed to find the best ways to
meet key metrics.
 Communication
Expectations and goals are clearly defined and communicated.
Employees understand their role in meeting broader business
objectives and have individual goals they can work toward.

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  Participation

Ideas and input are valued. Employees participate in the process

because they understand their role and how it plays a part of the
larger strategic vision.

Ways to Improve Your Employee

Engagement
Leaders need to think carefully and strategically when creating
employee engagement initiatives. Here are seven ways to improve your
existing efforts.

1. Create a culture of engagement. Clearly communicate the value

of employee engagement in executive communications and
company mission statements. Hold teams accountable for
employee engagement and monitor progress and make
adjustments as needed.

2. Ensure employees’ strategic alignment. Consider performance or

incentive-based compensation programs and create an
understanding of how an employee can contribute to the overall
organization.

3. Teach managers to motivate and relate. Empathetic leaders will

form more meaningful relationships with their employees. They,
in turn, will help to motivate, engage and build resilient
employees.
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4. Teach employees about execution and management. Fostering a
sense of autonomy and agency helps employees see how they
are important to a company. Instill a sense of ownership or
responsibility at work and encourage them to go above and
beyond without prompting. Help them understand how that
benefits not just the company, but their own career.
5. Embrace flexibility. There are many opportunities to migrate to a
remote working environment, a hybrid working model or
nontraditional work hours. Implement flexible work
arrangements when possible.

6. Develop talent. Talented and engaged employees are interested

in professional development and tend to be up for a challenge.
Provide resources, such as mentorship or educational
opportunities.

7. Communication. Creating clear, targeted and varied

communication campaigns ensures that leadership and HR can
stay abreast of employee engagement challenges. Plus, it can
help to anticipate changing needs through ongoing feedback.

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Future of Employee Engagement

HR leaders and managers need to understand what matters to

employees, including their well-being, work/life balance, positive
workplace culture and fair compensation to increase employee
engagement. This means looking at behaviors that impact performance
directly, such as utilizing an employee's strengths, psychological safety
and intrinsic motivation. Using these quantifiers will help you see
whether your workforce can reach its full potential.
Your business as a whole is a living entity — it grows, recedes and
undergoes change. Understanding the importance of employee
engagement is merely the first step to ensuring your employees are
engaged and productive. The next is to find where you, as a leader,
need to step up to ensure the right strategy is in place to attract and
retain the right types of talent.

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 Business
Management
Concept

21
Meaning:

Business Management refers to functions that aim in effective

utilization of people and resources in an organization to achieve
business goals. So it is a means to achieve an end. Essentially, there
are five functions in business management, and they are:

Planning is the starting point. In this phase, you create your business
plan and how you are going to achieve it. But it is not as easy as it
sounds. You need to make a realistic assessment of your business
goals and chart out the detailed strategies (with full back up plans in
case if those strategies fail) through which your company can achieve
its business objectives.

Organizing follows planning. Here you organize all your resources like
employees, machines and finance into a well-oiled unit. You need to
get all these combination and synchronization right. Organizing helps
you to define “who is going to do what”. It set well demarcated job
roles, organizational hierarchies and streamlines co-ordination
between them.

Staffing deals with acquiring, deploying, and retaining the right

skilled workforce to get the business results. The objective of
staffing is to create the right positive impacts on the organization’s
effectiveness. Through staffing you get the right people at the right
positions doing the right things. In short, it’s about right delegation.

Leading is the most important function of the management process.

Without motivated workforce, you can never you achieve your
business goals. Leading is all about how you can align employees’
tasks with the overall organizational goals. Leading is how you can

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motivate, influence and inspire your employees to give their best
performance at work. Leading is how you can make your employees
participate willingly in the growth and development of the company.

Controlling is active and constant monitoring of people, process and

other resources of your company. Here you track the performance of
all the resources of your company and ensure that they are on the
right track. Through controlling you can accurately evaluate whether
all the resources of the company are optimally utilised for desired
business gaols. And making corrections whenever and wherever
there are deviations, mistakes and loopholes

The concept of business management can be defined as a system of

action designed to rationalize the use of resources.
These resources are dedicated for the achievement of objectives set by
the business.
The task of business management is expressed through the activity of
the pharmacist manager and aims to:

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  Clarity in the hierarchy
The clarity of objectives for the various departments goes hand in hand
with the need for clarity in hierarchy and structure.
 Coordination is necessary
It is not uncommon that conflicts arise, although there are clearly
defined goals.
These conflicts make it impossible to achieve the objectives that are
set.
Therefore, it is important to have a smooth coordination of people to
achieve the goals.
 Delegation of power and responsibility
Achieving goals in a business is the result of the cooperation of the
people working in it.
The boss must delegate the employees with tasks, but those should
also be accompanied by the delegation of power and initiative.
 Effective internal communications
Communication is a very important issue in every business.
The survival of the business for a long period is impossible if there is
not any flow of information, communication and coordination through
all the levels of hierarchy.
 Organization creates flexibility
Not being organized creates in the group symptoms of excessive
inelasticity because of the innumerable and very detailed rules laid
down.
 Creating a culture of organization

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In order to have consistency and continuity in the way the business
operates, it is necessary to have an appropriate culture that is familiar
for all members of the business.
The development of this culture of organization can be mainly driven by
the evolution of business executives.

Characteristics of management
Features and Nature of Management From the critical analysis of the
above definitions, the following features or characteristics of
management evolve:
1. Art as well as science: Management is both an art and a science. It is
an art in the sense of possessing of managing skill by a person. In
another sense, management is the science because of developing 11
certain principles of laws which are applicable in a place where a group
of activities are co-coordinated.
2. Management is an activity: Management is the process of activity
relating to the effective utilization of available resources for
production. The term ‘resources’ includes men, money, materials and
machine in the organization.
3. Management is a continuous process: The process of management
mainly consists of planning, organizing, directing and controlling the
resources. The resources (men and money) of an organization should
be used to the best advantages of the organization and to the
objectives. The management function of nay one alone cannot produce
any results in the absence of any other basic functions of management.
So, management is a continuous process.

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4. Management is achieving pre-determined objectives: The objectives
of an organization are clearly laid down. Every managerial activity
results in the achievement of objectives fixed well in advance.
5. Organized activities: Management is a group of organized activities.
A group is formed not only in a public limited company but also in an
ordinary club. All the organizations have their own objectives. These
objectives will be achieved only by a group of persons. These persons’
activities should be organized in a systematic way to achieve the
objectives that cannot be achieved without any organized activities.
6. Management is a factor of production: The factor of production
includes land, labour, capital and entrepreneurs. Here, land refers to a
place where production is carried on. Labour refers to the paid
employees of the organization who are working in different levels as
skilled, unskilled, semiskilled, manager, supervisor and the like capital
refers to the working capital as in the form of cash, raw materials and
production. According to Peter. F. Drucker, “whatever rapid economic
and social development took place after World War II, it occurred as a
result of systematic and 12 purposeful work of developing managers
and management. Development is a matter of human energies rather
than of economic wealth and the generation of human energies is the
task of management. Management is the mover and development is
the consequence.”
7. Management as a system of activity: A system may be defined as a
set of component parts working as a whole. Authority may be defined
as a right to command other for getting a particular course of
organizational work done. Individuals are the foundation stones of the
management. An individual has some goals as a member of the
organization. There may be a conflict between his own goals and the
management’s expectations from that individual. Such conflict is

26
resolved by the management by ensuring balance between individual
goals and organizational expectations. Authority vested with many
persons to take decisions and influence the behavior of the sub-
ordinates. The very purpose of using the authority rest with superiors
as given in the organization chart and social norms. The utilization of
authority is based on the personality factors of the user and the
behavior of a person over whom it is used.
8. Management is a discipline: The boundaries of management are not
exact as those of any other physical sciences. It may be increased by
the continuous discovery of many more aspects of business enterprise.
So, the management status as a discipline is also increased in the same
manner.
9. Management is a purposeful activity: Management is concerned
with achievement of objectives of an organization. These objectives
are achieved through the functions of planning, organizing, staffing,
directing, controlling and decision-making. The organizational
objectives are clearly defined and explained to every employee.
10. Management is a distinct entity: Management is distinct from its
functional activities. The functions have the nature of “to do” but the
management has the nature of “how to get things done” A manager
requires some amount of skill and knowledge to get work done.
11. Management aims at maximizing profit: the available resources
are properly utilized to get desired results. The results should be the
maximizing profit or increasing profit by the economic function of a
manager.
12. Decision-Making: There are a number of decisions taken by the
management every day. Decision making arises only where there is
availability of alternative courses of action. If there is only one course
of
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action, need for decision- making does not arises the quality of decision
taken by the manager determines the organization’s performance. The
success of failure of an organization depends upon the degree of right
decision taken by the manager.
13. Management is a profession: Management is a profession because
it processes the qualities of a profession. A fund of knowledge is
imparted and transferred in this profession and the same is followed
by management. The established principles of management are
applied in practice.
14. Universal application: The principles and practices of management
are applicable not to any particular industry alone but applicable to
every type of industry. The practice of management is different from
one organization to another according to their nature.
15. Management is getting thing done: A manager does not actually
perform the work but he gets the things done by others. According
to Knootz and O’Dennell, “Management is the art of getting things
done through and with people in formally organized groups”.
16. Management as a class or a term: A class may be defined as a
group of people having homogenous characteristics to achieve
common objectives. Engineers and doctors are grouped as a class in
a society. Each and every doctor has the same objectives in life just
like engineers and doctors, the management people have got similar
aspirations to achieve corporate objectives.
17. Management as a career: Now-a-days, management is developed
as a career focused on certain specialization. Financial management,
cash management, portfolio management, Marketing management,
Personnel management, industrial management and Business

28
management are some of the specializations of management.
Specialists are appointed on the key posts of top management.
18. Direction and control: A manager can direct his subordinates in the
performance of a work and control them whenever necessary. If the
available resources are not unlisted properly by him, he fails to achieve
the corporate objective in the absence of direction and control.
Generally, direction and control deal with the activities of human effort.
19. Dynamic: The management is not static. In the fast developing
business world, new techniques are developed and adopted by the
management. Management is changed according to the social
change. The social change is the result of the changing business world.
20. Management is needed at all levels: The functions of management
are common to all levels of organization. The top executive performs
the functions of planning, organizing, directing, controlling and
decision making. The same functions are also performed by the lower
level supervisor.
21. Leadership quality: Leadership quality is developed in the persons
who are working in the level management. According to R.C. Davis,
“Management is the functions of executive leadership everywhere”.

Nature of Management
The study and application of management techniques in managing the
affairs of the organization have changed its nature over the period of
time. Though management as a practice came long ago, in fact, with
the existence of human groups themselves, its impact as a formal body
of knowledge has been felt much later, particularly during the last five-
six decades. Various contributions to the field of management have

29
changed its nature, for example, from merely a practice to science also.
Similarly, other changes have also occurred. Thus, the nature of
management can be described as follows:
1. Multidisciplinary Management is basically multidisciplinary : This
implies that, although management has been developed as a separate
discipline, it draws knowledge and concepts from various disciplines. It
freely draws ideas and concepts from such disciplines as psychology,
sociology, anthropology, economics, ecology, statistics, operations
research, history, etc. Management integrates the ideas and concepts
taken from these disciplines and presents newer concepts which can be
put into practice for managing the organisations. In fact, the integration
of knowledge of various disciplines is the major contribution of
management and this integrated discipline is known as management.
Therefore, the contributions in the field can be expected from any
discipline which deals with some aspects of human beings.
2. Dynamic Nature of Principles. Principle is a fundamental truth
which establishes cause and effect relationships of a function. Based
on integration and supported by practical evidences, management has
framed certain principles. However, these principles are flexible in
nature and change with the changes in the environment in which an
organisation exists. Because of the continuous development in the
field, many older principles are being changed by new principles.
Continuous researches are being carried on to establish principles in
changing society and no principle can be regarded as a final truth. In
fact, there is nothing permanent in the landslide of management.
3. Relative, not Absolute Principles Management principles are relative,
not absolute, and they should be applied according to the need of the
organisation. Each organisation may be different from others. The
difference may exist because of time, place, socio-cultural factors, etc.

30
However, individuals working within the same organisation may also
differ. Thus, a particular management principle has different strengths
in different conditions. Therefore, principles of management should be
applied in the light of prevailing conditions. Allowance must be made
for different changing environment.
4. Management: Science or Art There is a controversy whether
management is science or art. However, management is both a
science and an art.
5. Management as Profession Management has been regarded as a
profession by many while many have suggested that it has not
achieved the status of a profession.
6. Universality of Management is a universal phenomenon. However,
management principles are not universally applicable but are to be
modified according to the needs of the situation. The nature of
management suggests that it is a multidisciplinary phenomenon; its
principles are flexible, relative and not absolute. It is both science and
art; it can be taken as a profession and finally it is universal.

31
 Employee
engagement is
concept
related to
management
of business
32
Introduction :
Employee engagement is the emotional and professional connection
employees feel toward their organization, colleagues and work. High
engagement leads to increased job satisfaction, performance,
employee retention and is a reflection of a positive overall employee
experience.
Engaged employees care about the future of the company and are
willing to invest discretionary effort.
Engaged employees feel a strong emotional bond to the organization
that employs them, which results in higher retention levels and
productivity levels and lower absenteeism. When reliably measured,
positive employee engagement can be causally related or correlated to
specific positive business outcomes by workgroup and job type.
Employee engagement is a concept that is crucial to business
development, and it is easy to see that without engaged employees,
your business will suffer. Where an employee feels a connection to his
or her employer, whether this is intellectual or emotional (or both),
commitment and productivity will both increase.
How To Engage Your Employees
Engaging your employees should not be a chore. Rather, it should be
a process by which staff members across all levels of the business
come to understand one another and their connection to the
organisation.

Factors to consider include:

 Encouraging interest in the business.
If an employee doesn’t care what happens within the business he or
she works for, it is easy to see that he or she will not put in any extra
33
effort or go beyond the remit of the job in order to benefit the
organisation as a whole. Finding ways to create connections and align
the expectations of the employees with the goals of the business leads
to the development of employees who will be able to take the business
to the next level.
 Quality of management.
Do your employees always know what is expected of them? Every
aspect of the job that an individual performs should be based on an
internal attitude of success, which will lead them to excel within their
team and as an employee in their own right.
 Feeling valuable.
Your employees are involved in the day to day running of your business
and probably have more expertise in many areas than anyone else.
Demonstrating your appreciation of their work and their knowledge
can reinforce their value to the business and encourage them to be
engaged in the enterprise as a whole.
 Establish two-way communication.
If you expect your employees to listen to and take on board feedback
from you and your management team, you must be prepared for an
equal exchange of ideas that allows them to express themselves clearly
and to be heard. Their feedback is likely to be highly relevant to your
business growth, as they know the business so well, and this feedback
will often be highly useful to your strategic planning.
Executives from around the world say that enhancing employee
engagement is one of their top five global business strategies. Not only
does engagement have the potential to significantly affect employee
retention, productivity and loyalty, it is also a key link to customer
satisfaction, company reputation and overall stakeholder value.
34
Increasingly, organizations are turning to HR to set the agenda for
employee engagement and commitment to establish a competitive
advantage.
Most executives already understand that employee engagement
directly affects an organization's financial health and profitability.
According to Gallup, just 33 percent of American workers are engaged
by their jobs. Fifty-two percent say they're "just showing up," and 17
percent describe themselves as "actively disengaged"1; therefore, most
employers have a lot of work to do to unlock the full potential of their
workforce.
Engagement and productivity can be affected by social cohesion,
feeling supported by one's supervisor, information sharing, common
goals and vision, communication, and trust. Employees want to feel
valued and respected; they want to know that their work is meaningful
and their ideas are heard. Highly engaged employees are more
productive and committed to the organizations in which they
work. See Workplaces That Enhance Performance and the Human
Experience.
When you improve employee engagement, you improve business
outcomes and therefore increase your value as an human resources
professional.
Here are some key steps teams can take to drive employee
engagement strategies:
 Develop clear internal lines of communication and execute
the strategy effectively within the company.
 Enable and promote better organization transparency through
communication.

35
  Effectively communicate business plans and strategies for every
member of the team.
 Encourage open lines of communication within the company
between employees.
 Use an engagement surveys to get the inside scoop on
how employees are feeling.
 Recognize the efforts made by employees on various grounds and
make employees feel valued.
 Use a workforce communication platform to integrate your
communication channels to target, personalize, and measure
your employee engagement.
If employees lack relevant, accurate, engaging information and
instruction, how can you expect them to do their jobs well (much less
be excited about their work)? With proper communication, employees
will minimize the time and resources they might otherwise waste.

36
Communication is also key to setting clear expectations. When
employees lack guidelines about what’s expected of them, they won’t
know precisely what they need to do, or by when. Communication in
this area helps them build mutual respect, prioritize tasks, and plan
their workdays efficiently.
Encouraging proper employee communication can build a strong bond
between your company and your employees and drive employee
engagement. With proper communication, employees start to identify
themselves with the company’s vision, values, and goals. They are then
enthusiastic about doing better and becoming more engaged in every
aspect of their jobs.
Lastly, start really listening to constructive feedback and what your
workforce is telling you. Here are three ways to jumpstart
meaningful employee listening and seek out the essential conversations
about employee engagement and company culture.

What is the link between engagement and

business performance?
Extensive research has consistently shown a strong link
between employee engagement and business performance. Engaged
employees are more likely to be committed, motivated, and
enthusiastic about their work, leading to several positive outcomes that
directly impact organizational success.
Here are some key findings on the link between engagement and
business performance:
Productivity
Engaged employees tend to be more productive and deliver higher-
quality work. Studies have demonstrated that organizations with highly

37
engaged employees experience increased productivity levels, leading to
enhanced overall performance and competitiveness.
Employee retention and satisfaction
Engaged employees are more likely to stay with an
organization, reducing turnover rates and associated costs. They also
exhibit higher levels of job satisfaction, leading to improved morale,
teamwork, and performance management systems and a positive work
environment.
Customer satisfaction and loyalty
Engaged employees who are committed to delivering exceptional
customer service have a direct impact on customer satisfaction and
loyalty. Satisfied customers are more likely to become repeat
customers, refer others, and contribute to increased revenue and
business growth.
Innovation and creativity
Engaged employees are more willing to contribute ideas, take initiative,
and engage in problem-solving. They foster a culture of innovation and
creativity, leading to improved product development, process
efficiencies, and a competitive edge in the market.
Financial performance
Numerous studies have linked higher levels of employee engagement
with better financial performance. Organizations with engaged
employees often experience increased profitability, shareholder value,
and sustainable growth over time.
Safety and well-being
Engaged employees are more likely to prioritize safety protocols and
adhere to organizational guidelines. This leads to a safer work
38
environment, reduced accidents, and associated costs. Furthermore,
organizations that prioritize employee well-being and create a
supportive work culture through engagement initiatives often see
reduced absenteeism and healthcare costs.
Employer brand and reputation
Engaged employees become ambassadors for their organizations,
positively influencing the employer's brand and reputation. A strong
employer brand attracts top talent, reduces recruitment costs, and
creates a competitive advantage in the labor market.
It is important to note that the link between engagement and business
performance is complex, influenced by various factors such as
leadership, organizational culture, and work conditions.

39
.

Organization
that have
good
employee
engagement
activities
40
Introduction
To explore the most innovative and effective employee engagement
strategies and employee engagement models, we began with a few
questions.
The first was, which companies have succeeded in engaging their
workers across different industries and business fields? The second
question: what employee engagement tools and techniques do these
companies use? And finally: what are some examples of employee
engagement across successful companies?
The result: a list of companies that keep making headlines for
their strong company culture, leading diversity and inclusion efforts,
and of course—employee engagement.
Let’s take a deep dive into each of these employee engagement
companies.

1. Microsoft Corp.
It’s hard to come by a single list of companies with great employee
engagement without finding this technology giant at the top.
Over the years, Microsoft has spearheaded employee engagement
efforts through multiple channels. So how do they do it exactly?
Building community through communication: The Company fosters a
sense of community by facilitating effective internal
communication across all departments. By incorporating an “CEO
Connection” page into their internal communications plan, the
company lets employees network with staff and leaders. It also
41
makes leadership communications more accessible and fosters top-
down conversations.
Professional Development: Microsoft doesn’t simply offer professional
growth opportunities, it promotes a growth culture. Satya Nadella, the
company’s CEO, says that he sees Microsoft as a company of “learn-it-
alls,” not “know-it-alls.” He supports this by making videos recognizing
employees who showcase a growth mindset.
Pulse surveys: Microsoft’s ‘Daily Pulse’ is a series of pulse surveys that
capture a snapshot of how employees are feeling. By regularly
surveying employees using a pulse survey tool, you can easily measure
employee engagement and employee engagement trends over time.
Team-building activities: The Company arranges a slew of team-
building events and opportunities for colleagues to bond. They also use
events to rally employees behind solid company values. For instance,
social responsibility is bolstered through regular community outreach
activities.
Using Contact Monkey, you can easily create, send, and manage event
invitations from Outlook or Gmail. Embed event invitations in
your employee engagement emails with our drag-and-drop email
template builder, and track RSVPs:

2. Alphabet Inc.
Wondering where the quote ‘Happy employees produce better results’
came from? Look no further.
Better known as the parent company of Google, Alphabet Inc. has no
problem attracting top talent. The software ringleader puts employee

42
engagement first. And doesn’t shy away from being the first to try out
new strategies to improve employee engagement.
Here are some techniques the company has utilized in building an
engaged workforce:
Unique compensation and benefits: Google goes beyond competitive
salaries. In 2006, the company became the first to introduce a
transferable stock option program for employees. The company even
made headlines by offering competitive employee death benefits.
Staff empowerment and autonomy: The Company’s famous 20%
creative time, 80% work program encourages employees to take
autonomy and pride in their work. This approach clearly paid off—one
of the innovations to stem from the program was Google Adsense. The
tool accounted for 20% of Google’s total revenue in 2014 alone.
Work environment: Google is renowned for the impeccable work
environment it creates for employees. But besides the fitness studios
and unlimited meals, Google also offers employees maximum flexibility
in their workplace. Most employees can enjoy fully remote or hybrid
work.
Let us show you how to engage your employees.
In 15 minutes we can show the power of ContactMonkey
Book Demo

3. Salesforce Inc.
Salesforce knows that in order to recruit workers that propel its
company forward, it needs to first engage its top brand advocates—
employees. In the company’s efforts to engage employees, Salesforce
has focused on offering unique and competitive benefits and work
perks.
43
But these are always tied into the company’s overarching values and
sense of responsibility to their local communities. Here are some
examples of the brand’s employee engagement efforts:
Paid volunteer time: Employees receive 56 hours of paid time in order
to volunteer in their neighborhood. They also enjoy a competitive
matching policy of up to $5,000 annually for giving back to causes they
care about.
Diversity and inclusion groups: “We focus on the key differentiators
that Sales force has to offer,” says Ana Recio, EVP, Global Recruiting,
Sales force. Staff have the option to join Equality Groups, which are
employee-led groups centered on common backgrounds, identities, or
interests.
Focus on wellness and work-life balance: The Company’s Wellness
Reimbursement Program offers staff $100 each month to use on any
wellness activity they like – Yoga classes, nutrition therapy, and more.
Curious to see how added wellness benefits can boost employee
engagement in your organization? Conduct an employee engagement
survey. With ContactMonkey, you can embed quick, simple pulse
surveys directly into your employee emails.
Employees can respond just as fast, rating your current wellness
benefits using emojis, star ratings, and thumbs up/down. You can
maximize engagement on your surveys by using effective employee
engagement survey questions and company culture survey questions.
Using ContactMonkey, you can also pinpoint the best times to send
internal emails.
Your employees can also add suggestions for which wellness options
they’d like to see using the comments box.

44
4. MasterCard
This multinational financial service giant has become a leader among
employee engagement companies in its industry. Their success can be
attributed to a few key employee engagement drivers:
Diversity and inclusion: “You need to harness the collective uniqueness
of those around you to widen your field of vision – to see things
differently, to fail harder, to innovate,” says Ajay Bang, Mastercard’s
Executive Chairman. The company’s commitment to an inclusive work
environment is firm and backed by extensive employee training.
Continuous feedback: MasterCard’s firm belief is that innovation and
better business results are driven most of all by employee engagement
and workplace inclusion. At the heart of this, is regular employee
feedback to ensure that all employee voices are heard.
Flexible work: Since remote work became the norm during
the coronavirus crisis, Mastercard has grown to adapt to flexible work
arrangements. Today, many workers at Mastercard can continue
working from home until they feel comfortable returning to the office.

45
5. Apple
When Steve Jobs, Apple’s famed co-founder, was asked about team
collaboration at a 2010 conference, he stated: “One of the keys to
Apple is that Apple is an incredibly collaborative company. Do you
know how many committees we have at Apple?” The interviewer
responded “No.”
“Zero” replied jobs, “We are organized like a start-up. There is
tremendous teamwork at the top of the company, which filters down
to having tremendous teamwork in the rest of the company.”
For Apple, teamwork is at the heart of their company culture and at the
core of their success with employee engagement. Along with this, here
are just a few employee engagement drivers that the company has
nailed:
Culture of collaboration: A focus on teamwork has translated into an
overarching culture of collaboration at the company. This is reflected in
just about every aspect of the business. From its fluid company
hierarchies to its open office design—everything encourages
collaboration.
Competitive benefits and compensation: It goes without saying that
the company offers some pretty awesome perks and benefits. Since
2015, Apple has offered free stock shares to all employees, with grants
starting from $1000 to $2000.
Wellness in the workplace: It’s not all about the financial perks. Apple’s
employees also enjoy plenty of wellness options such as in-house
fitness centers and sprawling nature walks right outside their office.
Boost employee engagement further.
Start a free 14-day trial. No credit card is necessary.

46
6. Cisco systems
As a multinational technology corporation, Cisco has been able to
engage employees across departments, borders, and time zones. Their
strategy for success: a compelling brand vision, clear workplace
standards, employee recognition and continuous employee feedback.
Let’s dive deeper into their strategy:
Communicating the brand vision: “We define employee engagement
as the connection that our employees feel to Cisco’s vision, strategies,
and business execution, together with their commitment to helping
us realize our objectives over time,” states the team.
Clear workplace standards: Recognizing that clarity and work standards
are key drivers of employee engagement, the company has promoted
its Cisco Code of Business Conduct. This is a resource that employees
can use for guidance and examples of integrity in the workplace.
Employee recognition: A formal Employee Recognition Initiative is
another way the company promotes employee engagement. The
program recognizes employees not just for their achievements at work
but outstanding accomplishments in any area of their life.
Employee feedback: To support its employee engagement initiatives,
an anonymous pulse survey asks employees for feedback on everything
from management to career development. This allows Cisco to stay on
top of how employees are feeling and single out areas for
improvement.

47
7. PepsiCo
For PepsiCo, the road to employee engagement starts with getting
employees to share in the brand mission statement. The food and
beverage leader has even developed a moniker to rally employees
behind a common culture and goal.
Here’s a close up look at how PepsiCo leads employee engagement:
Communicating brand values: The Pepsico Way is a moniker
representing the seven core employee behaviours and values that drive
the company’s vision. The simple but compelling list finds itself
embedded in company communications and even company events like
PepsiCo Way Day. It consists of:
1. Acting with integrity
2. Acting as owners
3. Voicing opinions fearlessly
4. Being consumer centric
5. Celebrating success
6. Raising the bar on diversity and talent
7. Focusing on getting things done fast
Strong company culture: By uniting employees behind simple, snappy,
and clear company values, the company has strengthened its workplace
culture.
Diversity and inclusion: Within its guiding principles, PepsiCo also
conveyed its commitment to diversity and inclusion and hearing
employee perspectives. “We continuously listen to our employees to
ensure we are providing the best experience possible,” says the team.

48
Employee feedback and recognition: In their commitment to the
PepsiCo way, the company continuously celebrates employee
achievements. In addition, it offers multiple channels for employees to
share their opinions through a series of pulse surveys.
Send, track, and measure engagement.
Start using a modern employee engagement tool.
Learn More

8. Travel Counsellors Ltd.

This global travel agency and ContactMonkey customer manages to
keep 1,900 travel business partners and 200 colleagues engaged. And
they did it during a global pandemic that saw an enormous strain on
the travel industry. Here are the employee engagement tips they’ve
shared with us:
Personalized internal communications: Using ContactMonkey’s mail
merge tool , the Travel Counsellors team is able to create individualized
employee messages. This added an important personal touch when
communicating with thousands of employees during challenging
circumstances.

Continuous employee feedback: By embedding employee pulse

surveys into internal newsletters, the team continuously gathers
valuable employee feedback.. They then use it to tailor their
engagement strategy. It also allowed them to promote remote team
communication when the pandemic overturned the in-person office
and presented them with the all-to-common challenges of remote
teams.
49
Email analytics: With a employee engagement app that offers in-
depth email analytics, Travel Counsellors was able to monitor
engagement with key communications. This way, they could adapt their
communications strategy accordingly and create content that engaged
their teams the most.

9. Intuit
Up to 95% of Intuit staff says this financial services company is a great
place to work. That’s in comparison to 59% of employees on average
across U.S. companies. These numbers didn’t emerge overnight. Here’s
how this employee engagement company got to where it is today:
Diversity and Inclusion Training: Intuit regularly sets diversity and
inclusion benchmarks. To support these, the company holds multiple
courses and training sessions for staff, including the Leading Inclusively
e-learning.
Pay Equity: Intuit recognizes that pay equity is an integral part of
diversity and inclusion and is essential for employee engagement. “As
a company, we believe that pay equity is fundamental to our diversity
and inclusion strategy,” says the team. This includes a regular analysis
of pay equity across different genders and ethnicities in the
organization.

50
10. Nvidia
A multinational technology company, Nvidia designs state-of-the-art
graphics processing units and computer chips. But beyond its value
proposition, Nvidia is one of the global leaders in employee
engagement. Here’s the breakdown of their employee engagement
strategy:
Team-centric attitude: “There’s only one team at Nvidia. That means
no politics, no hierarchy,” says the team. This type of company culture
helps build trust among employees and encourages confidence in
participating in the workplace.
Team-building events: Promoting teamwork and collaboration goes
beyond a great internal marketing statement. Nvidia also initiates
regular team events and community outreach projects, which
employees work on together to foster shared values.
Promoting innovation: Nvidia encourages employees to take risks and
see failure as a step to success. This spirit of innovation helps empower
employees in the workplace and promotes autonomy—a key driver of
employee engagement.

51
 Impact on
Employee
Engagement in
growth of
organization

52
Employee Engagement Increases Productivity
Employee productivity is important to any business. The more
productive your employees are, the more successful you’ll be as a
business. According to Gallup, highly engaged teams are 21% more
productive and have 28% less internal theft than those with low
engagement. Engaged employees are innovative and always have an
idea or two about what they can do better. The quality of being
collaborative and enthusiastic towards work, allows them to complete
their workplace goals more effectively; which leads to increased
workplace productivity.

The impact of employee engagement

Retention
Simply put, engaged employees are less likely to leave their job.
Employees with no attachment to their work will more likely leave to
pursue a career that offers a higher remuneration, extra employee-
centric benefits, or flexible work conditions. And there’s research to
back this up. According to a study, 81% of employees would consider
leaving their jobs if they got an attractive offer, even if they weren’t
looking to switch companies at the moment.
nd in today’s modern business world, with companies mushrooming
like never before, retaining skilled employees is easier said than done.
This makes it all the more important to engage your workforce.
By implementing the right employee engagement strategies, you are
not only attracting quality talent for your company, but you’re also
able to retain your existing employees better. This, in turn, reduces
turnover and eliminates hiring costs (roughly 4200€ every time an
employee walks out the door).

53
 Productivity

According to Gallup’s State of the Global Workforce report, the

highest performers in an organization are:
 a part of the business for a decade or more

 engaged in their work

 in roles where their job profile aligns with their innate talents.

When employees are engaged, they care about the organization they
work for and are more likely to invest more time and effort in the work
they do. This, in turn, leads to 22% higher productivity, allowing them
to produce more quality work. And in the grand scheme of things,
quality products and services means more revenue for the business.
This fact holds true across roles, businesses, and industries. For
instance, 85% of engaged healthcare workers displayed a genuinely
caring attitude toward patients, compared to only 38% of disengaged
employees.

Customer experience
The impact of employee engagement isn’t just felt within your
organisation — it also influences how your employees treat your
customers. Engaged employees are happier at work, and thus, tend to
provide a better customer experience. And when your customers are
satisfied with your products and services, your business will
automatically be more successful.
For instance, 87% of customers’ affinity towards Starbucks, a
multinational chain of coffeehouses and roastery reserves, is driven by
how the company treats its employees. All Starbucks baristas are not
referred to as ’employees’ but ‘partners’. All partners are offered a
54
range of employee-centric benefits such as health insurance and stock
options, irrespective of their designation, which isn’t a common
occurrence. This results in happier employees, which means happier
customers. In fact, Starbucks ranks 47th in Fortune magazine’s list of
‘best places to work’. They also have some of the lowest employee
turnover rates in the food and beverage industry.

The Connection between Employee Engagement

and Productivity
● Improved Job Performance: Engaged employees are more likely to
go above and beyond their job descriptions. They take pride in their
work, strive for excellence, and are committed to delivering
outstanding results. This intrinsic motivation translates into
improved job performance, which directly impacts productivity.
● Enhanced Creativity and Innovation: Engaged employees are more
open to new ideas and are willing to share their insights and
suggestions. They feel a sense of ownership and believe that their
contributions matter, fostering a culture of creativity and innovation
within the organization. This creative spirit leads to the development of
new processes, products, and solutions that can boost productivity.
● Lower Absenteeism and Turnover Rates: High levels of employee
engagement are associated with lower absenteeism and turnover
rates. Engaged employees are more likely to stay with the organization,
reducing the costs and disruptions associated with recruiting and
training new personnel. This stability in the workforce contributes to
consistent productivity.
● Increased Employee Well-being: Organizations that prioritize
employee engagement often invest in employee well-being programs.
55
These programs can include mental health support, work-life balance
initiatives, and wellness programs. When employees are physically and
mentally healthy, they are more likely to perform at their best, leading
to increased productivity.
● Better Customer Satisfaction: Engaged employees are more likely to
provide exceptional customer service. They understand the
importance of their role in delivering
a positive customer experience and are willing to go the extra mile to
meet customer needs. Satisfied customers are more likely to become
repeat customers, contributing to the organization's growth and
productivity.
● Stronger Team Collaboration: Engaged employees are more
collaborative and work effectively in teams. They communicate better,
share knowledge, and support their colleagues. Effective teamwork
leads to streamlined processes and increased productivity as tasks are
completed more efficiently.

56
● Adaptability to Change: In today's fast-paced business environment,
organizations need to adapt quickly to changes and challenges.
Engaged employees are more adaptable and resilient, as they have a
vested interest in the organization's success. Their willingness to
embrace change can help the company navigate transitions smoothly,
maintaining productivity levels.
The impact of employee engagement on productivity is undeniable.
Engaged employees are not just more productive; they are also
happier, more committed, and more likely to contribute positively to
their organizations. To harness the full potential of employee
engagement, organizations should focus on creating a workplace
culture that values and nurtures employee engagement, offers
opportunities for growth and development, and prioritizes employee
well-being. When employees are engaged, the benefits extend beyond
individual performance; they have a ripple effect on the entire
organization, driving productivity, profitability, and long-term success.

57
 CONCLUSION
In conclusion, employee engagement is essential for organizations to be
successful. There are several ways in which organizations can engage
employees through creating jobs that provide autonomy and variety.
Moreover, it is important that organizations implement strategies such
as effective leadership programs so that managers are able to create
interventions that engage their subordinates.
Employee engagement is attracting a great deal of interest from
employers across numerous sectors. In some respects it is a very old
aspiration – the desire by employers to find ways to increase employee
motivation and to win more commitment to the job and the
organisation. In some ways it is ‘new’ in that the context within which
engagement is being sought is different. One aspect of this difference is
the greater penalty to be paid if workers are less engaged than the
employees of competitors, given the state of international competition
and the raising of the bar on efficiency standards. A second aspect is
that the whole nature of the meaning of work and the ground rules for
employment relations have shifted and there is an open space
concerning the character of the relationship to work and to
organisation which employers sense can be filled with more
sophisticated approaches.
But there is reason to worry about the lack of rigor that has, to date,
often characterized much work in employee engagement. If we
continue to refer to ‘engagement’ without understanding the potential
negative consequences, the core requirements of success, and the
processes through which it must be implemented, and if we cannot
agree even to a clear definition of what people are supposed to be
engaged in doing differently at work (the engaged ‘in what’ question),

58
then engagement may just be one more ‘HR thing’ that is only here for
a short time. On a positive note, there is now a wider array of
measurement techniques with which to assess trends in engagement
and an associated array of approaches to effect some change. Thus,
aspiration can more feasibly be translated into action.
Employee engagement is positively related to organizational citizenship
behavior. From these results it can be concluded that when employees
are empowered, they will show organizational citizenship behavior is
the same as when employees have supportive leadership.

59
 BIBLIOGRAPHY

Primary Data:
 Building a Magnetic Culture
 Some basic details from my companies i.e. TATA AIA LIFE INSURANCE
 Sample projects Referred by Google.

Websites:
 www.google.com
 www.coursera.org
 https://en.wikipedia.org/
 https://www.investopedia.com/
 https://www.scribd.com/

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