CP Report on Employee Engagement

1
CHAPTER 1
INTRODUCTION ABOUT THE
EMPLOYEE ENGAGEMENT

2
1.1 INTRODUCTION:
Employee engagement is the level of commitment and involvement an employee has
towards their organization and its values. In engagement, people employ and express
themselves physically, cognitively, and emotionally during role performances. 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 is most closely associated with the existing construction of
job involvement. Job involvement is defined as ‘the degree to which the job situation is central to
the person and his other identity. Job involvement results form a cognitive judgment about the
needs satisfying abilities of the job. Jobs in this view are tied to one’s self image. 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.
1.2 THE MEANING OF ENGAGEMENT:
The active participation and investment of an individual’s whole person, not solely parts
into role performance. In the context of the workplace, engagement takes on a more specific
meaning. Within organizations these interactions manifest themselves in the contract of
employment wherein employees pledge their services to their employer, commit themselves to
their job, and undertake the obligations of employment.
Employees are an asset to an organization. Using the organization’s intellectual capital
has become an important source of competitive advantage.
(Artur, 1994; Becker and Huslid, 2000; Buckingham and Vosburgh 2001)
1.3 DEFINITION OF EMPLOYEE ENGAGEMENT:
“Engagement is a process of emotionally attaching the employees to the organization, to
the level where they not only speak positive about the company and have immense desire to
remain its part but also contribute an extra effort for achievement of organizational objectives.”

3
Engagement is not an event but a series of events that emotionally involves the employee
with the organization. Out of this emotional attachment employees tend to affiliate themselves
with the company and hence exhibit higher level of commitment and productivity. Whenever
employees engross themselves with the company they start speaking positively about it and
become ready to go an extra mile for it i.e. they are ready to do more than is required as
standard benchmark for the position they hold.
1.4 ASPECTS OF EMPLOYEE ENGAGEMENT:
Three basic aspects of employee engagement according to the global studies are:
 The employees and their own unique psychological makeup and experience.
 The employers and their ability to create the conditions that promote employee
engagement.
 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.
1.5 IMPORTANCE OF ENGAGEMENT:
An organization’s capacity to manage employee engagement is closely related to its ability
to achieve high performance levels and superior business results. Some of the advantages of
Engaged employees are
• 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.

4
• Creates a sense of loyalty in a competitive environment.
• Provides a high-energy working environment.
• Boosts business growth.
• Makes the employees effective brand ambassadors for the company.
1.6 EMPLOYEE ENGAGEMENT AND ORGANIZATIONAL PERFORMANCE:
Employee engagement is interwoven significantly with important business outcomes. In
this part we will see how employee engagement impacts organizational performance in the light
of various research works done.
A positive relationship between employee engagement and organizational performance
outcomes: employee retention, productivity, profitability, customer loyalty and safety.
Researches also indicate that the more engaged employees are, the more likely their employer
is to exceed the industry average in its revenue growth. . Employee engagement is found to be
higher in double-digit growth companies. Research also indicates that engagement is positively
related to customer satisfaction.
1.7 EMPLOYEE ENGAGEMENT STRATEGIES:
1) Start it on day one: Most organizations do have clear new talent acquisition strategies.
However, they lack employee retention strategies. Effective recruitment and orientation
programs are the first building blocks to be laid on the first day of the new employee.
Managers should be careful in pooling out the potential talent of the new employee
through effective recruitment. The newly hired employee should be given both general
orientation which is related to the company mission, vision, values, policies and
procedures and job-specific orientation such as his/her job duties, and responsibilities
2) Start it from the top: Employee engagement requires leadership commitment through
establishing clear mission, vision and values. Unless the people at the top believe in it,
own it, pass it down to managers and employees, and enhance their leadership,
employee engagement will never be more than just a “corporate fad” or “another HR
thing”.

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3) Enhance employee engagement through two-way communication: Managers should
promote two-way communication. Employees are not sets of pots to which you pour out
your ideas without giving them a chance to have a say on issues that matter to their job
and life. Clear and consistent communication of what is expected of them paves the way
for engaged workforce. Involve your people and always show respect to their input.
Share power with your employees through participative decision making so that they
would feel sense of belongingness thereby increasing their engagement in realizing it.
4) Give satisfactory opportunities for development and advancement: Encourage
independent thinking through giving them more job autonomy so that employees will
have a chance to make their own freedom of choosing their own best way of doing their
job so long as they are producing the expected result. Manage through results rather
than trying to manage all the processes by which that result is achieved.
5) Ensure that employees have everything they need to do their jobs: Managers are
expected to make sure that employees have all the resources such as physical or
material, financial and information resources in order to effectively do their job.
6) Give employee’s appropriate training: Help employees update themselves increasing
their knowledge and skills through giving appropriate trainings. Generally it is understood
that when employees get to know more about their job, their confidence increases there
by being able to work without much supervision from their immediate managers which in
turn builds their self-efficacy and commitment.
7) Build a distinctive corporate culture: Companies should promote a strong work culture
in which the goals and values of managers are aligned across all work sections.
Companies that build a culture of mutual respect by keeping success stories alive will not
only keep their existing employees engaged but also they baptize the new incoming
employees with this contagious spirit of work culture.
8) Focus on top-performing employees: A study conducted by Watson Wyatt Worldwide
in 2004/05 on HR practices of 50 large USA firms shows that high-performing

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organizations are focusing on engaging their top-performing employees. According to the
finding of the same research, what high-performing firms are doing is what top-
performing employees are asking for and this reduces the turnover of high-performing
employees and as a result leads to top business performance.
1.8 MODELLING ENGAGEMENT:
1) Robinson et al (2004) Model of the Drivers of Employee Engagement:
The approach to employee engagement, discussed by Robinson et al (2004), stresses the
importance of ‘feeling valued and involved’ as a key driver of engagement. Within this umbrella
of feeling valued and involved there are a number of elements that have a varying influence on
the extent to which the employee will feel valued and involved and hence engaged. Figure,
which is based on a diagnostic model in Robinson et al (2004), illustrates the drivers of
engagement suggested through a survey of over 10,000 NHS employees. Robinson et al
(2004) state that this can be a useful pointer to organisations towards those aspects of working
life that require serious attention if engagement levels are to be maintained or improve.

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2) Penna (2007) Model Of Hierarchy Of Engagement:
Interestingly in this model the ‘hygiene’ factors appear at the foundation of the model,
indicating the nature of these factors as a necessary, but not sufficient, building block upon
which the organisation must further develop in order to engage staff.
3) RBC’s New Model of Employee Communication:
Moorcroft (2006) notes that the ‘old’ model was focused on developing tactics and
methods by which to inform employees, or create awareness, of company news and objectives.

8
However, the new model is based on engaging employees in the communication process in
order to achieve the desired outcomes and thus build the business value. This is achieved by
helping employees have a better idea of how what they do impacts upon the organisation and
by promoting behaviours that help achieve organisational objectives.
4) The CIPD (2006c) Model of Employee Engagement Model
Management, leadership and communication refers to how employees view their
managers and leaders, how much opportunity they have to participate in organisational decision
making and levels of trust. As CIPD (2006c) highlights, these factors have been found in
research to be very important in determining levels of engagement. This is also the area where
managers can have an important influence.
1.9 INCREASING EMPLOYEE ENGAGEMENT:
1) Culture: It basically encompasses various factors such as leadership style, vision,
mission, values, effective communications, strategic plan, HR policies & practices etc.
Corporate culture helps an organization to connect with people, gives employees the
opportunities to ideate and experience, develops employees for leadership roles and helps
them grow with the organization.
2) Continuous reinforcement of employee focused policies: Continuous reinforcement
exists when pro employee HR policies are framed by the organization and top

9
management provides budgets and resources so that the employees can accomplish their
tasks.
3) Meaningful matrices: An organization’s performance is dependent majorly on its
employees. Hence, it is important to decide on measurement criterion for the factors that
affect performance of an organization. This drives people focus in an organization.
4) Organizational Performance: It leads to high levels of trust, pride, satisfaction,
success and of course fun at work place.
5) Increased job involvement and job satisfaction: A clear understanding of job role &
work role expectations and opportunities to excel, recognition of good work,
opportunities to develop skills and opportunities for learning & growth help to
increase job engagement.
6) Encouraging teamwork: Teamwork is the key to organizational success. To increase
team engagement, the team members should be allowed to interact frequently and
consistently so that longer term relationships are developed including trust, co-
operation and reliance on each other.
7) Handling employees’ mental & physical health and morale: Reports suggest that
lifestyle issues such as smoking, poor diet, obesity, elevated blood pressure and stress
are most likely to reduce an individual’s capacity. Companies must invest in the well- being
of their employee such as employee health priorities.
1.10 FACTORS LEADING TO EMPLOYEE ENGAGEMENT:
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

10
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 levels 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.

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 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.

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CHAPTER 2
LITERATURE REVIEW

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Literature Review 1
Title: Engagement at work
Author: Michelle R. Simpson
Abstract: Engagement at work has emerged as a potentially important employee performance
and organizational management topic, however, the definition and measurement of
engagement at work, and more specifically, nurse engagement, is poorly understood. The
objective of this paper is to examine the current state of knowledge about engagement at work
through a review of the literature. This review highlights the four lines of engagement research
and focuses on the determinants and consequences of engagement at work. Methodological
issues, as identified in the current research and recommendations for future nurse-based
engagement research are provided.
Literature Review 2
Title: A Study on Engagement and Involvement of Employees in Private Sectors Banks in
Chennai – With Special Reference to ICICI Bank.
Author: Dr. R. Suresh Babu
Abstract: Employee first, customers second is the new dimension which strengthens the
concept of employee engagement. Business leaders are not simply saying that “our people are
our most important asset”, they are actually beginning to mean it too. Employee engagement is
about building a truly great relationship with the workforce. People are the most important and
valuable asset of every organization. Organization should prefer to maximize wealth through
maximizing their human capital. It is a paradox that the valuable human resources are given
less importance and attention during the wealth maximization process. A nation with abundance
physical resources will not be benefited unless the human resources are effectively deployed.
Unlike other resources, human resources are not a depleting asset. The human resources are
not susceptible to standard measurement. This paper is trying to throw the light of the various
factors focus on employee engagement in private sector Banks in Chennai city with special
reference to ICICI bank.

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Literature Review 3
Title: An Empirical Study on Employee Engagement of Employees in the Banking Industry.
Author: Rejoice Thomas
Abstract: Employee engagement is the level of commitment and involvement an employee has
towards their 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. It is a positive attitude held by the employees towards the organization and its
values. Engagement at work was conceptualized by Kahn, (1990) as the ‘harnessing of
organizational members’ selves to their work roles. In engagement, people employ and express
themselves physically, cognitively, and emotionally during role performances. The second
related construct to engagement in organizational behaviour is the notion of flow advanced by
Csikszentmihalyi (1975, 1990). Employee engagement is the thus the level of commitment and
involvement an employee has towards their 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. The paper focuses on how employee engagement is an antecedent of job
involvement and what should company do to make the employees engaged.
Literature Review 4
Title: A Study on Understanding of Employee Engagement Practices: Comparison between
Banks and Higher Education Institutions.
Author: Priyender Yadav & Anil Kumar Singh
Abstract: Employee engagement has been high on agenda of a number of researchers and
organizations in the recent years. A successful employee engagement strategy helps creating a
community at the work place and not just a work force. 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.
As a researcher this concept requires careful investigation and the interest, therefore is to
extract the determinants of employee engagement and to understand what all factors contribute
to this concept. Literature has proved that it is the trust which measures the degree of employee

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engagement, so in the present study the researchers have tried to find out the effect of trust and
value on employee engagement.
As banks and higher educational institutions offer a comparative platform to study the
practices because both are in service sectors and the competencies required are relatively
same. Further, these organizations are heavily focused on Human Resources as an asset and
their image is directly associated with employees acts and behaviours.
Literature Review 5
Title: Driving Employee Engagement in Nationalized Banks in India.
Author: Swatee Sarangi & R. K. Srivastava
Abstract: Today Indian nationalized banks are operating in a highly competitive scenario. They
need to have employees who are passionate about their work and strive to take their
organization to greater heights. This paper investigates the role and impact of organizational
culture and communication on driving employee engagement. This study undertook the design
of descriptive, analytical and predictive research. The sample of the study consisted of 195
employees at executive level drawn from selected nationalized banks in India.
Literature Review 6
Title: To study the Employee Engagement practices and its effect on employee performance
with special reference to ICICI and HDFC Bank in Lucknow
Author: Neeta Bhatla
Abstract: The employee engagement practices in an organization get increased as companies
tend to work with a global workforce .Organizations are on hunt for people who are generally
enthusiastic to come to work every day and are highly passionate about their work .The article
focuses on the need for such employees and how their presence can improve the progress and
work efficiency of the organization as a whole .Also focuses on the challenges faced by the HR
managers to improve employee engagement for an organization’s survival .It also throws light
on other aspects of employee engagement like benefits ,key indicators and factors influencing
employee engagement. It also focuses on the various practices used in private banks.

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CHAPTER 3
RESEARCH METHODOLOGY

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3.1 RESEARCH OBJECTIVES:
The objectives of the study are as follows:
 To study the employee engagement practise in Private and Government sector.
 To study the various aspects of employee engagement.
 To study the factors affecting employee engagement.
 To understand employees experiences and expectations in their working with the
organization.
3.2 NATURE OF RESEARCH STUDY:
 Primary Data
The primary data are collected by survey method. I have got more information about
my topic questionnaires filled by employee of Indian Banking Sector.
 Secondary Data
The secondary data are collected from the survey; report and different website .I
have utilized based data of advance Indian Banking Sector.
 Data Collection Method
1) As per descriptive designs are aimed only at providing accurate description of
variables relevant to problem under consideration.
2) It is generally used for preliminary and explorative studies. Decision maker choose
to accept data which permit inference drawing about causality between variable.
3.3 SAMPLING SURVEY
 Area of the Research Study:
A chosen employee of Indian Banking Sector is of research in this. I have survey
method to collect more information of employee and got this reliable information from
them.
 Target Population:
A selected employee from the public and private sectors bank. So, that the result
should be more efficient and closer as well profitable for the organization

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 Sampling Technique:
In sampling technique used non probabilities technique. Which are conveniences
sampling because it is less expensive and less time consuming technique?
 Sample Size:
There are total 70 employees working in a both public and a private sector. I have
taken 60 employees in my survey to find out the objectives.
 Research Tool:
For the data collection I used structured questionnaire.
 Presentation of Data:
The data are presented with the help of Graphs.
3.4 SCOPE OF THE STUDY:
1) My project is mainly deals with the Employee Engagement – Indian Banking Sector.
2) This project covers the job and task assign, future challenges and opportunities,
excitement, expected and all other activities.
3.5 LIMITATION OF THE STUDY:
1) The information may or may not be true given by the respondents.
2) The information collected may not be accurate because there is more to do an in-
depth survey of the same but due to time factors we were unable to do it.
3) Respondents felt awkward giving proper replies for questions.
4) The view of the respondents may not permanent.
5) The survey was carried out in a short span of time.
6) The survey is subjected to bias and prejudices of the respondents. Hence 100%
accuracy can’t be assured.
7) The study is within the Vadodara city.

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CHAPTER 4
DATA ANALYSIS AND INTERPRETATIONS
.

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ANNEXURE 1
DEMOGRAPHIC
1) Gender
Sr. No Particulars (Gender) Private Bank Public Bank
1 Male 16 19
2 Female 14 11
Total 30 30
16
14
19
11
0
2
4
6
8
10
12
14
16
18
20
Male Female
Gender
Private Bank
Public Bank

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2) Age
Sr. No Particulars (Age) Private Bank Public Bank
1 22 to 30 Years 7 4
2 30 to 40 Years 15 11
3 40 to 50 Years 8 15
Total 30 30
7
15
8
4
11
15
0
2
4
6
8
10
12
14
16
22 to 30 Years 30 to 40 Years 40 to 50 Years
Age
Private Bank
Public Bank

22
3) Education/Qualifications:
Sr. No Particulars Private Bank Public Bank
1 Under-graduate 10 15
2 Post-graduate 12 8
3 Doctorate 3 2
4 Others 5 5
Total 30 30
.
10
12
3
5
15
8
2
5
0
2
4
6
8
10
12
14
16
Under-graduate Post-graduate Doctorate Others
Education/Qualification
Private Bank
Public Bank

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ANNEXURE 2
1) Employees in my organization willingly accept change for how task assign?
Sr.No Particulars Private Bank Percentage Public Bank Percentage
1 Strongly Disagree 0 0% 1 3.33%
2 Disagree 0 0% 2 6.67%
3 Neutral/Neither agrees nor
disagrees
10 33.33% 1 3.33%
4 Agree 17 56.66% 14 46.67%
5 Strongly Agree 3 10% 12 40%
Total 30 100 30 100
INFERENCE:
 In a private bank, 56.66% employees are agree, 33.33% employees are neutral and only
10% employees are strongly agree and about to accept change for the task they assign.
 In a public bank, 46.67% employees are agree, 40% employees are strongly agree and
3.33% is neutral and about to accept change for the task they assign.
0% 0%
33.33%
56.66%
10%
3.33%
6.67%
3.33%
46.67%
40%
0%
10%
20%
30%
40%
50%
60%
Strongly
Disagree
Disagree Neutral/Neither
agrees nor
disagrees
Agree Strongly Agree
Willing to accept change
Private Bank
Public Bank

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2) Do you getting or identify future challenges and opportunities?
2 Disagree 0 0% 1 3.33%
disagrees
2 6.67% 1 3.33%
4 Agree 20 66.67% 16 53.33%
5 Strongly Agree 8 26.67% 11 36.67%
Total 30 100 30 100
INFERENCE:
 66.67% employees are agree, 26.67% employees strongly agree and only 6.67%
employees are neutral for identify their future challenges and opportunities in private
bank.
 53.33% employees are agree, 36.67% strongly agree and a few employees are disagree
with their response about their future challenges and opportunities in public bank.
0% 0%
6.67%
66.67%
26.67%
3.33% 3.33% 3.33%
53.33%
36.67%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Strongly
Disagree
agrees nor
disagrees
Identify future challenges and opportunities
Private Bank
Public Bank

25
3) When you are at work, are you completely focused on your job duties?
1 Strongly Disagree 0 0% 3 10%
2 Disagree 0 0% 0 0%
disagrees
0 0% 0 0%
4 Agree 12 40% 10 33.33%
5 Strongly Agree 18 60% 17 56.67%
Total 30 100 30 100
INFERENCE:
 In private bank, 60% employees are strongly agree, 40% employees are agree and no
employees are disagree, strongly disagree or neutral about their focused on their job
duties.
 In public bank, 56.67% employees are strongly agree, 33.33% employees are agree,
10% people are strongly disagree and no other employees id disagree or neutral about
their focused on their job duties.
0% 0% 0%
40%
60%
10%
0% 0%
33.33%
56.67%
0%
10%
20%
30%
40%
50%
60%
70%
Strongly
Disagree
agrees nor
disagrees
Focused on job duties
Private Bank
Public Bank

26
4) Are you determined to give your best effort at work each day?
disagrees
0 0% 0 0%
4 Agree 9 30% 9 30%
Total 30 100 30 100
INFERENCE:
 In private bank, 70% employees are strongly agree and 30% employees agree about to
give their best effort at work each day.
 In public bank, 60% employees are strongly agree, 30% employees are agree and 10%
employees are strongly disagree about to give their best effort at work each day.
0% 0% 0%
30%
70%
10%
0% 0%
30%
60%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Strongly
Disagree
agrees nor
disagrees
Best effort at work
Private Bank
Public Bank

27
5) Are you often so involved in your work that the day goes by very quickly?
disagrees
0 0% 2 6.67%
4 Agree 25 83.33% 18 60%
5 Strongly Agree 5 16.67% 10 33.33%
Total 30 100 30 100
INFERENCE:
 In private bank, 83.33% employees are agree and 16.67% strongly agree employee
involved in their work that the day goes by very quickly.
 In public bank, 60% employees agree, 33.33% employees strongly agree and 6.67%
employees are neutral involved in their work that the day goes by very quickly.
0% 0% 0%
83.33%
16.67%
0% 0%
6.67%
60%
33.33%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Strongly
Disagree
agrees nor
disagrees
Involved in a work
Private Bank
Public Bank

28
6) Are you excited about going to work?
2 Disagree 0 0% 6 20%
disagrees
4 13.33% 3 10%
4 Agree 20 66.67% 9 30%
Total 30 100 30 100
INFERENCE:
 In private bank, 66.67% employee are agree, 20% employee strongly agree and only
13.33% employee are neutral to get excited about going to do work.
 In public bank, 40% employee are strongly agree, 30%employee agree and only 20%
employee are disagree to get excited about going to do work.
0% 0%
13.33%
66.67%
20%
0%
20%
10%
30%
40%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Strongly
Disagree
agrees nor
disagrees
Excited about going to work
Private Bank
Public Bank

29
7) Do you know what is expected of you at work?
disagrees
5 16.67% 3 10%
4 Agree 18 60% 15 50%
5 Strongly Agree 7 23.33% 10 33.33%
Total 30 100 30 100
INFERENCE:
 In private bank, 60% employees are agree, 23.33% employees are strongly agree and
16.67% employees are neutral to be what they expected of their work.
 In public bank, 50% employees are agree, 33.33% employees are strongly agree and
10% employees are neutral be what they expected of their work.
0% 0%
16.67%
60%
23.33%
6.67%
0%
10%
50%
33.33%
0%
10%
20%
30%
40%
50%
60%
70%
Strongly
Disagree
agrees nor
disagrees
Expected of you at work
Private Bank
Public Bank

30
8) At work, do you have the opportunity to do what you do best every day?
2 Disagree 3 10% 0 0%
disagrees
7 23.33% 3 10%
4 Agree 15 50% 13 43.33%
5 Strongly Agree 5 16.67% 13 43.33%
Total 30 100 30 100
INFERENCE:
 In private bank, 50% employees are agree, 23.33%employees are neutral and 16.67%
employees are strongly agree to have opportunity to do what they do best every day.
 In public bank, 43.33% employees are agree, 43.33% employees are strongly agree and
10% employees are neutral to have opportunity to do what they do best every day.
0%
10%
23.33%
50%
16.67%
3.33%
0%
10%
43.33% 43.33%
0%
10%
20%
30%
40%
50%
60%
Strongly
Disagree
agrees nor
disagrees
Opportunity to do best every day
Private Bank
Public Bank

31
9) Does your supervisor or someone at work seem to care about you as a person and
encouragement?
2 Disagree 0 0% 2 6.67%
disagrees
2 6.67% 4 13.33%
4 Agree 19 63.33% 13 43.33%
5 Strongly Agree 9 30% 11 36.67%
Total 30 100 30 100
INFERENCE:
 In private bank, 63.33% employees are agree, 30% employees are strongly agree and
6.67% employees are neutral employees at work seem to care about their as a person
and encouragement.
13.33% employees are neutral employee at work seem to care about their as a person
and encouragement.
0% 0%
6.67%
63.33%
30%
0%
6.67%
13.33%
43.33%
36.67%
0%
10%
20%
30%
40%
50%
60%
70%
Strongly
Disagree
agrees nor
disagrees
Supervisor or someone at work seem to care about
you as a person and encouragement
Private Bank
Public Bank

32
10)At work, do your opinions seem to count?
disagrees
11 36.67% 5 16.67%
4 Agree 9 30% 15 50%
5 Strongly Agree 10 33.33% 9 30%
Total 30 100 30 100
INFERENCE:
 In private bank, 36.67% employees are neutral, 33.33% employees are strongly agree
and 30% employees are agree for their opinions seem to count.
 In public bank, 50% employees are agree, 30% employees are strongly agree and
16.67% employees are neutral for their opinions seem to count.
0% 0%
36.67%
30%
33.33%
3.33%
0%
16.67%
50%
30%
0%
10%
20%
30%
40%
50%
60%
Strongly
Disagree
agrees nor
disagrees
Opinions seem to count
Private Bank
Public Bank

33
11)Does the mission/purpose of your company make you feel your job is important?
2 Disagree 0 0% 1 3.33%
disagrees
0 0% 2 6.67%
4 Agree 24 80% 17 56.67%
5 Strongly Agree 6 20% 10 33.33%
Total 30 100 30 100
INFERENCE:
 In private bank, 80% employees are agree and only 20% employees are strongly agree
and feel that their job is important.
 In public bank, 56.67% employees are agree and 33.33% employee are strongly agree
and feel that their job is important.
0% 0% 0%
80%
20%
0%
3.33%
6.67%
56.67%
33.33%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Strongly Disagree Disagree Neutral/Neither
agrees nor
disagrees
Mission/purpose of your company make you feel your
job is important
Private Bank
Public Bank

34
12)In the last six months, has someone at work talked to you about your progress?
2 Disagree 4 13.33% 2 6.67%
disagrees
6 20% 2 6.67%
4 Agree 15 50% 13 43.33%
5 Strongly Agree 5 16.67% 12 40%
Total 30 100 30 100
INFERENCE:
 In last six months, in private bank 50% employees are agree, 20% employees are neutral
and 16.67% employees are strongly agree at work talked to about their progress.
 In last six months, in public bank 43.33% employees are agree, 40% employees strongly
agree at work talked to about their progress.
0%
13.33%
20%
50%
16.67%
3.33%
6.67% 6.67%
43.33%
40%
0%
10%
20%
30%
40%
50%
60%
Strongly
Disagree
agrees nor
disagrees
Progress about your work
Private Bank
Public Bank

35
13)In the last year, have you had opportunities at work to learn and grow?
2 Disagree 0 0% 1 3.33%
disagrees
4 13.33% 4 13.33%
4 Agree 19 63.33% 14 46.67%
5 Strongly Agree 7 23.33% 11 36.67%
Total 30 100 30 100
INFERENCE:
 63.33% employees are agrees and 23.33% employee are strongly agree to get
opportunities at work to learn and grow in a private bank.
 46.67% employees are agree and 36.67% employee are strongly agree to get
opportunities at work to learn and grow in a public bank.
0% 0%
13.33%
63.33%
23.33%
0%
3.33%
13.33%
46.67%
36.67%
0%
10%
20%
30%
40%
50%
60%
70%
Strongly
Disagree
agrees nor
disagrees
Opportunities at work to learn and grow
Private Bank
Public Bank

36
14)Are organization policies clearly communicated in the organization?
2 Disagree 3 10% 5 16.67%
disagrees
2 6.67% 3 10%
4 Agree 17 56.67% 11 36.67%
5 Strongly Agree 8 26.67% 8 26.67%
Total 30 100 30 100
INFERENCE:
 In private bank, 56.67% employees are agree, 26.67% employees are strongly agree and
10% disagree for the organization policies clearly communicated in the organization.
16.67% disagree for the organization policies clearly communicated in the organization.
0%
10%
6.67%
56.67%
26.67%
10%
16.67%
10%
36.67%
26.67%
0%
10%
20%
30%
40%
50%
60%
Strongly
Disagree
agrees nor
disagrees
Organization policies clearly communicated
Private Bank
Public Bank

37
15) Do you see yourself continuing to work for this organization two years from now?
disagrees
5 16.67% 3 10%
4 Agree 9 30% 15 50%
5 Strongly Agree 16 53.33% 12 40%
Total 30 100 30 100
INFERENCE:
 In private sector 53.33% employees strongly agree, 30% employees are agree and
16.67% employees are neutral for continuing to work for this organization two years from
now.
 In public sector. 40% employees strongly agree, 50% employees are agree and 10%
employees are neutral for continuing to work for this organization two years from now.
0% 0%
16.67%
30%
53.33%
0% 0%
10%
50%
40%
0%
10%
20%
30%
40%
50%
60%
Strongly Disagree Disagree Neutral/Neither
agrees nor
disagrees
Continuing to work for this organization
Private Bank
Public Bank

38
CHAPTER 5
FINDING OF THE STUDY

39
1. In private bank 56.66% employees are agree, 33.33% employees are neutral and only
10% employee are strongly agree and in compare to public bank, 46.67% employees
are agree,40% employee are strongly agree and 3.33% is neutral and about to accept
change for the task they assign.
2. 66.67% employees are agree, 26.67% employees strongly agree and only 6.67%
employees are neutral and 53.33% employees are agree in private bank and 36.67%
strongly agree and a few employees are disagree with their response about their future
challenges and opportunities in public bank.
3. In private bank, 60% employees are strongly agree, 40% employees are agree and no
employees are disagree, strongly disagree or neutral and compare to public bank,
56.67% employees are strongly agree, 33.33% employees are agree, 10% people are
strongly disagree and no other employees id disagree or neutral about their focused on
their job duties.
4. Employee about to give their best effort at work each day in a private bank, 70%
employees are strongly agree and 30% employees agree and compare to public bank,
60% employees are strongly agree, 30% employees are agree and 10% employees are
strongly disagree.
5. Employees are involved in their work that the day goes by very quickly in private bank,
83.33% employees are agree and 16.67% strongly agree and in public bank, 60%
employees agree, 33.33% employees strongly agree and 6.67% employees are neutral
are involved in work.
6. In public bank, 40% employee are strongly agree, 30% employee agree and only 20%
employee are disagree but in private bank, 66.67% employee are agree, 20% employee
strongly agree and only 13.33% employee are neutral to get excited about going to do
work.
7. They expected of their work in private bank, 60% employees are agree, 23.33%
employees are strongly agree and 16.67% employees are neutral and in a public bank,
50% employees are agree, 33.33% employees are strongly agree and 10% employees
are neutral.

40
8. Employee has opportunity to do best every day in a private bank, 50% employees are
agree, 23.33% employees are neutral and 16.67% employees are strongly agree and in
a public bank, 43.33% employees are agree, 43.33% employees are neutral and 10%
employees are neutral.
9. Employee at work seem to care about their as a person and encouragement in a private
bank, 63.33% employees are agree, 30% employees are strongly agree and 6.67%
employees are neutral employees compare with public bank, 43.33% employees are
agree, 36.67% employees are strongly agree and 13.33% employees are neutral.
10.In private bank, 36.67% employees are neutral, 33.33% employees are strongly agree
and 30% employees are agree to compare in a public bank, 50% employees are agree,
30% employees are strongly agree and 16.67% employees are neutral for their opinions
seem to count.
11.In private bank, 80% employees are agree and only 20% employees are strongly agree
to compare with in a public bank, 56.67% employees are agree and 33.33% employee
are strongly agree and feel that their job is important.
12.In last six months, in private bank 50% employees are agree, 20% employees are neutral
and 16.67% employees are strongly agree and in a last six months in a public bank,
43.33% employees are agree , 40% employees strongly agree and they talked about
their work progress.
13.63.33% employees are agrees and 23.33% employee are strongly agree to get
opportunities at work to learn and grow in a private bank as compare with public bank
46.67% employees are agree and 36.67% employee are strongly agree.
14.In private bank, 56.67% employees are agree, 26.67% employees are strongly agree and
10% disagree and in a public bank, 36.67% employees are agree, 26.67% employees
are strongly agree and 16.67% are disagree for the organization policies are clearly
communicated in the organization.

41
15.For continuing to work for this organization two years from now in a private sector
53.33% employees strongly agree, 30% employees are agree and 16.67% employees
are neutral as compare with public sector, 40% employees strongly agree, 50%
employees are agree and 10% employees are neutral.

42
CHAPTER 6
RECOMMEDATIONS AND CONCLUSION

43
RECOMMEDATIONS
1) Leadership provides a strong strategic narrative giving a line of sight between the job and
the organisation’s vision.
2) Engaging managers who offer clarity and training, treading people as individuals, who
listen and encourage and who ensure work is organised efficiently.
3) Supervisors and Managers should meet at regular intervals with the employees to
discuss about the improvement in the company, at work place and in their living of
standard, family problems etc.
4) Gap between managers and the employees should be reduced by raising the level of
engagement. For example: by conducting extra co-curricular activities like social and
cultural programs.
5) Very least employees feel that their ideas or work can’t be recognized/ appreciated. So
encourage them by making them feel that their ideas as well as they are important for the
company.
6) Create good and healthy environment at work place and increase the environment.
7) Some of the employees find their job boring and monotonous. Encourage them to take
part in extra co curricular activities.

44
CONCLUSION
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 endeavour.

CP Report on Employee Engagement

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