Summer internship report- employee engagement

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A
Project Study Report
On
Training Undertaken at
Titled
“Employee Engagement at Aerial Telecom
Solution”
Submitted in partial fulfillment for the
Award of degree of
Master of Business Administration
The Business School, Jammu University
Submitted by
Vidhu Arora (68-MBA-16)
2016-18

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DECLARATION
I, Vidhu Arora (68-MBA-16) hereby declare that the project work on the topic “Employee
Engagement” completed at Aerial Telecom solution, Mohali and submitted under the
guidance and supervision of Mrs. Vasudha Mahajan, AGM –Human Resource is my original
work carried out by me during the period 5th June, 2017 to 28th July, 2017.
The preparation of my project report is based on my personal findings, interaction with the
official employees and secondary sources.
Date: _______________ Vidhu Arora
(68-MBA-16)

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ACKNOWLEDGEMENT
I wish to express my gratitude to Aerial Telecom solution for giving me an opportunity to be
a part of their esteemed organization and enhance my knowledge by granting permission to
do summer training project under their guidance.
I would like to present my vote of thanks to Prof. B.C. Sharma, Prof. Alka Sharma,
Director, The Business School, and University Of Jammu who provided me with the
opportunity of a life time to do Summer Training at Aerial Telecom Solution.
I am deeply indebted to Mrs. Vasudha Mahajan (AGM- Human Resource) and Mrs.
Anita (Manager- Human resource), for their valuable and enlightened guidance. They
provided me with the opportunity to learn and spared their valuable time to help me.
My special thanks to Mrs. Monalisa Kahlon, Ms. Babita, Ms. Rajwinder kour, Mr.
Sushil Dharan, Mr. Sanjay, Mr. Prashant Korla, Mr. Ajay Rajput and Mr. Harmandeep Singh
for providing great support and help whenever was required. I also express my profound
gratitude to the entire team of Aerial Telecom Solution, Mohali, for providing a congenial
and competitive work environment, which was a stepping stone for the successful completion
of my project.
In the end, I would like to thank my parents, teachers, all my friends and well
wishers whose blessings and love has made it possible for me to successfully complete my
Project. I also owe special thanks to all the respondents whom I approached with my
questionnaire and who took time off their busy schedules to answer them patiently.
Vidhu Arora

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PREFACE
As a part of course curriculum of Masters of business administration we were asked to
undergo 8 weeks summer training in Aerial Telecom Solutions, so as to give us exposure to
practical management and to get us familiar with various activities taking place in the
organization. I have put my sincere efforts to accomplish my objectives within the stipulated
time. Despite all limitations, obstructs, hurdles and hindrances, I have worked to my
optimum potential to achieve desired goals. Being new in the highly competitive world
of business, I came across some difficulties to make my objective a reality. Anyhow with the
kind of help and genuine interest and the guidance of my supervisor I am presenting this hand
carved effort. I tried my level best to conduct a research to gain a thorough knowledge about
the project on topic, “Employee Engagement at Aerial Telecom Solutions.”

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EXECUTIVE SUMMARY
The project was started on 5th June 2016, under the guidance of Mrs. Vasudha Mahajan
(AGM- Human Resource). My project involves the study of workplace involvement of
employees, employee engagement practices, work-life balance and employee retention. For
this we used the method of personal interviews and questionnaires. At the same time, we used
the employee management system (EMS), handled MIS- Report and planned various
activities and events for the employees as a part of day-to-day work.
To complete my project I circulated questionnaire within three department- Finance&
accounts, operations and Human resource. I received 36 responses with were later analyzed.

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S.no Table of contents Page no.
1 CHAPTER 1 – INTRODUCTION
1.1 COMPANY PROFILE
1.2 EMPLOYEE ENGAGEMENT
2 CHAPTER 2 - REVIEW OF LITERATURE
3 CHAPTER 3 - RESEARCHMETHODOLOGY
4 CHAPTER 4–ANALYSIS AND INTERPRETATION
4.1 PROFILEOF RESPONDENTS
4.2 QUESTIONAIRE ANALYSIS
 To analyze the workplace involvement of employees at aerial
telecom
 To analyze the employee engagement practices in aerial
telecom
 To analyze the work-life balance of employees at aerial telecom
 To analyze employee retention at aerial telecom
5 CHAPTER 5 – FINDINGS , SUGGESTIONSAND
CONCLUSION
6 REFRENCESAND BIBLIOGRAPHY
7 ANNEXURE-I QUESTIONAIRE

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CHAPTER – INTRODUCTION
1.1 COMPANYPROFILE
With the aim of addressing the dynamic needs of telecommunication industry, experienced
professionals, with a broad range of industry experience, founded Aerial Telecom Solutions
Pvt. Ltd. in 2010. This extensive experience of Aerial Telecom’s founders has enabled the
firm to broaden its operations exponentially within a short period of period and serve the
Telecommunication industry and related sectors globally. Within a span of 4 years, Aerial
Telecom has become an established telecom solution provider. The company has seen more
than 200% growth year on year and its turnover for 2013-2014 was INR 187.6 million.
Continuing this legacy, Aerial’s expected turnover for 2014-15 is INR 375.2 million. Aerial
Telecom is an ISO 9001:2008 certified company. It also has OHSAS 18001:2007
certification, which determines the international standards for Occupational Health and
Safety Management system. Aerial Telecom was awarded this prestigious certificate by
Absolute Quality Certifications Private Limited accredited by JASANZ.
Aerial Telecom (ATS) has become an established manpower
solution provider abiding to the international standards for
Occupational Health and Safety Management system.ATS has
spearheaded the resource management in telecom industry very
aggressively and is currently managing 3500+ resources for many
leading MNCs and almost all Telecom operators like Ericsson
India Limited, Bharti Airtel limited, Tata DoCoMo, Nokia, Rio,
Bharti Telesonic Networks, Vodafone, Idea Cellular Limited,
Samsung, ZTE, etc. After achieving success in telecom sector,
ATS has now branched out in different industries and is equally making its presence felt in
other sectors.
Aerial Telecom Solutions is committed to the continuous improvement of the Integrated
Management System performance through periodic reviews and by setting and reviewing its
objectives and targets, ensuring the relevance to the organizations' activities and in keeping
with company policy.

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Vision
Aerial Telecom aims to set a benchmark in the Telecom Industry by providing products and
services that enable clients to leverage the right infrastructure in order to control costs and
monetize new services while making data a priority.
Mission
Our mission is to become a leader in Telecom Infrastructure and Services by offering our
clients products and services developed in sync with technology trends, using best
infrastructure and in compliance with highest standards.
Values
Our core values are deeply rooted in every aspect of our business and integrity is our most
valuable asset.
services
Resource
Managemenrt
Telecom
Implementation
RF Drive Test
Optimization
Telecom
Infrastructure
Operation and
Maintenance
OFC
Maintenance
Project
Management
Consultancy
Logistics
Management

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1.1.1 Resource Management
Efficient and effective deployment of resources is the key to an organization’s success,
whether they are tangible resources such as financial resources, human resources, technology,
equipment etc. or intangible resources such as ideas and strategies.
At Aerial Telecom, they follow standard techniques and methodologies to allocate resources
efficiently. They work on established parameters to ensure that neither the resources are
being kept idle, nor are they being exhausted. They are experts in manpower outsourcing.
They specialize in recruitment services and have already employed over thousand resources
in many leading telecom industries and MNC’s including Ericsson India, Idea Cellular, Tata
Teleservices, Bharti Airtel, Bharti Telesonic, Vodafone and more.
1.1.1.1 People Management
Managing employees is the most crucial part of resource management for any organization.
Often it is referred as to include only recruitment of people, however, at its core it includes
more. Apart from permanent and temporary staffing, they help clients in bringing discipline
in their work environment, so ultimately works as a motivation for their employees and
brings the best out of them.
Resouce
Management
Services
People
Management
HR Services
Manpower
Outsourcing

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1.1.1.2 HR Services
It offer end to end human resource services that include pre-screening, bringing candidates
on-board, and everything else in between – and more. We help clients with the recruitment
process by:
 Interviewing candidates
 Behavioral screening
 Building a robust referral network
 Scheduling interviews
 Gathering managerial feedback
 In-depth candidate skill analysis
 Negotiating with candidates
 Background verification
 Enrolling candidates, and more.
Additionally, we also help clients in optimizing their requirement strategy and assist them in
implementing a robust payroll software system.
1.1.1.3 Manpower Outsourcing
Our manpower outsourcing services go way beyond helping clients with the recruitment
process. Employee lifecycle management Exit management are integrated part of it.
Currently they are assisting clients from many booming industries including telecom, sales,
logistics, supply chain, IT and more. In addition to these, they assist clients by providing its
employees customized professional training based on their specific requirements.
1.1.2 Telecom Implementation
Aerial Telecom has been executing large scale Telecom Implementation projects in North
India, implementing for most of the leading brand’s equipment such as Ericsson, Idea,
Connect, Vodafone and others.
All these implementations include New Networks, SWAP, Expansions and upgrading
existing projects. Team Aerial is professionally trained with proven field experience in all the
existing Telecom Technologies such as, GSM, GPRS, Wi-Fi, Fiber Optics etc.
Our TI services include:
 Swapping / upgrading the existing BRS/BSC/ MSC with new versions.

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 Installation & de-installation and commissioning of GSM/CDMA/3G BTS
equipment.
 Acceptance Testing of BTS / MW Equipment.
 Technical site survey
 Pre installation planning and site design
 Equipment installation and commissioning
 Our Telecom Implementation Management Process enables customers to receive
information and status updates on the network in a transparent, accurate and efficient
manner.
 Our TI professionals are professionally trained for the equipment they handle and pass
regular training and refresher courses that maintain their skills.
 Our Safety & quality checks ensure the standard and safety of our work for the benefit
of our clients.
1.1.3 RF Drive Test Optimization
Every RF design must be evaluated and optimized before its implementation. The RF drive
test is fundamental to analyze the true picture of network conditions, and to set up the
planning for its optimization and maintenance in order to maximize the quality and
consistency of the network coverage, while minimizing the electro smog – invisible
electromagnetic radiation field caused by wireless technology and main electricity wiring.
At Aerial Telecom, we provide an end-to-end solution for RF and Network designs and for
their optimized implementation. We develop designs from the scratch, as well as optimize
and upgrade the existing designs through KPI (Key Performance Indicator) analysis,
prediction tools for signal interference and other efficient ways to conduct RF Drive test.
Services include:
 RF & transmission planning and network designs
 EMF (Electromagnetic Field)/RF Drive test: With more and more area covered
under Wi-Fi connections and network wiring, electro smog today is becoming a
major concern for public health. We measure the EMF and RF flux in every
region of buildings and property and fix it to ensure a healthy indoor, as well as
outdoor, environment.

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 RF & Transmission Surveys,
 RF Drive Test Optimization, and
 KPI analysis.
1.1.4 Telecom Infrastructure
Customers’ demands are always dynamic and ever increasing. Switching between strategies
is a logical move to keep your customers satisfied, but for their effective implementation, first
there is a need of flexible, scalable and robust telecom infrastructure.
Aerial Telecom deploys and manages telecom infrastructure for many leading wireless
operators.
Our innovative approach enables us to provide clients with an adaptive infrastructure that
helps them in reducing the overall capital investment, and in maximizing the revenue through
operational efficiency. We provide:
 Planning & Executing on TSP and EPC model
 Detailed site survey and foundation design
 Implementation of towers, shelter, DG foundation and other related work
 Establishing earthing system for cell sites
 Establishing indoor and outdoor electric work
 Installation and maintenance of ACs, DGs, etc.
1.1.5 Operations & Maintenance
In order to provide consistent and reliable services, addressing operations and maintenance
requirements are crucial for a telecom service provider. Breakdown maintenance, fault
rectification, periodic health check, fuel filling for power backup systems, etc. are some
passive maintenance services that every telecom cell site requires to ensure uninterrupted
operations. At Aerial Telecom, they provide customized, scalable, integrated, reliable,
responsive and cost effective solutions for operations and maintenance requirements, both
active and passive, of the telecom industry.
Services include:
 Active operation and maintenance of first level for BTS and Microwave
equipment
 Preventive, corrective, routine and breakdown maintenance like tracking of alarms
for site outage and link failures

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 First level maintenance services for DG, AC, PIU, AMF Panel, UPS, Battery
banks and Alarm panel
 Preventive maintenance as per the SLA or SOW
 Energy Management
1.1.6 Project Management Consultancy
Whether it is the implementation, integration, or the maintenance of a telecommunication
system, telecom service providers require additional assistance in order to address their
workforce management, database and quality monitoring, and other project needs.
At Aerial Telecom, we provide project management consulting services as a part of our core
services, which help us in understanding our clients’ needs better and subsequently, enable us
to provide quality services that meet their expectations. Through our project management
consulting and liaisoning services, we help our clients by:
 Predicting the project cost and value, and taking responsibility for project
completion within the estimated budget and timeline
 Building new and upgrading the existing cell cites
 Establishing quality management systems
 Providing special services focused on safety measures, quality, resource
optimization and other project development requirements
 Assisting clients through different liaisoning services such as approving projects
from government agencies and obtaining other statutory permissions
1.1.7 OFC Maintenance
Aerial Telecom is providing the most professional services for Operations, Maintenance &
Laying of Optical Fiber Cables for the leading telecom brands in the region. We have all the
latest technology, infrastructure & team of professional to handle this entire procedure with
an ease. Our professional approach and the state-of-the art infrastructure put us ahead of our
competition in this field. Client for whom they are maintaining the Optical Fiber Network for
past many years. Some of our clientele in this field are Ericsson India, Idea Cellular, Tata
Teleservices, Bharti Airtel, Bharti Telesonic, Vodafone and more.

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During out contract with the companies, they ensure that they take care of the Optical Fibre
Cable network in the most professional manner so their clients can avail uninterrupted
service.
 Overall maintenance and fault rectifications of fiber network.
 Operation & Maintenance of OFC network with Rectifications of Degraded faulty
fibers.
 Providing FRT’s / Patrollers with complete tools & equipment’s for O&M and
project related work.
 Laying of Optical fiber cable with various methods (HDD, Molling, Trenching)
 Planning & survey of Optical fiber cable route
 Fiber Related Activities like Trenching, Duct Laying, Blowing, Splicing, etc.
 Execution Planning & updating in co-ordination with Engineers for OFC laying
with complete work.
 Preparation of documentation related to OFC laying (Like ABD, Termination
Plan, etc.
1.1.8 Logistics Management
Logistics management is a key factor in providing cost-effective supply-chain solutions. And
it is not just about ensuring whether goods are being transported from origin to destination.
Logistics management services include several elements such as selecting appropriate
vendors with adequate transportation facilities, mapping out the most effective routes,
innovating competent delivery systems, and using technology to for efficient handling of the
overall process. At Aerial Telecom, we provide solutions for the entire logistic cycle from
storage to delivery. Our extensive logistic management system covers primary as well as
secondary Logistics. With our Logistics management services we provide our clients:
 Just in Time Delivery
 Specialized services
 Instant Delivery Confirmation
 Dedicated GPS Enabled Vehicles
Aerial Telecom is already managing logistics services for many telecom giants including
Ericsson India, Idea Cellular, Airtel, etc. and is quickly expanding its service reach to other
brands.

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ATS Advantage
With pan India presence, ATS is amongst the top leaders in manpower outsourcing in the
country because of the below mentioned attributes:
 customized software solution for payroll management
 Web based access to each employee for salary details
 100% statutory compliance
 Timely salary disbursement
 Regular trainings
 On-boarding and induction module
 Dedicated SPOC for each client
Corporate social responsibility
At Aerial their aim is to manage the business processes to produce an overall positive impact
on society:
 Environment: Giving back the environment by initiatives such as planting trees etc.
Such steps taken are considered good for both company and society as a whole.
 Health & Safety: Aerial Telecom is committed in providing and maintaining a safe work
environment for health, safety and welfare of staff, visitors and members of the public
who may be affected by our work. We provide timely trainings on Health & Safety to our
employees and always focus on Zero to EHS (Environmental Health & violation. Fun at
work is the philosophy on which we work which makes Place to Work.
 Philanthropy: We practice social responsibility by donating to national and local
charities. Whether it involves giving money or time. At Aerial, they take efforts by
involving in charities and local community programs.
 Ethical Labor Practices: By treating employees fairly and ethically, we also demonstrate
corporate social responsibility.

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1.2 EMPLOYEE ENGAGEMENT
Organizations have come to realize that in today’s constantly changing business scenario, the
most valuable resource that needs to be leveraged is human resource. This means not just
attracting the crème-de-la-crème and retaining them but keeping them motivated and
committed to achieving the organization goals.
Though Employee Engagement (EE) as a business buzzword has generated research and
steam since the new economy service industries like IT (Information Technology) and ITES
(IT enables services) have taken off, the origins of engagement are as old as mankind itself.
An engaged workforce produces better business results, does not hop jobs and more
importantly is an ambassador of the organization at all points of time. This engagement is
achieved when people consider their organization respects their work, their work contributes
to the organization goals and more importantly their personal aspirations of growth, rewards
and pay are met.
The Hay Group defines engaged performance as “a result that is achieved by stimulating
employees’ enthusiasm for their work and directing it toward organization success. This
result can only be achieved when employers offer an implicit contract to their employees that
elicit specific positive behaviors aligned with organization’s goals.”
Lanphear defines EE as “the bond employees have with their organization” Lanphear further
espouses that “when employees really care about the business, they are more likely to go the
extra mile.”
1.2.1 Process of Employee Engagement
Since the mantra of success of any organisation is the higher involvement, engagement and
dedication of employees towards their jobs and their continuous performance to attain more,
it is necessary to keep their spirits high, motivate them to perform their best always and
generate a breed of satisfied and dedicated employees. Employee Engagement is not a
onetime process that can quickly bring results; rather it is an ending process that will go on
till the existence of an organisation.
As it is an established fact that there is a clear link between organizational performance and
employee engagement, every organisation seeking sustenance and growth in the ever
changing world of work quickly respond to the needs of employees along with designing and

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implementing a customized process to increase the levels of employee engagement. The
following are a few basic steps in this process based on the best industry practices.
i. Prepare and Design: The first step in the process is about discovering the
specific requirements of your organisation and deciding the priorities. After that a
customized design of carrying the whole process can be designed. It is
recommended to seek advice of expert management consultant in order to increase
the chances of getting it done right at the first attempt.
ii. Employee Engagement Survey: Design the questions of the employee
engagement survey and deploy it with the help of an appropriate media. It can be
either in printed form or set online depending upon the comfort level of the
employees and your questionnaire evaluation process.
iii. Result Analysis: It is the most important step in the entire process. It is time when
reports are to be analyzed to find out what exactly motivates employees to
perform their best and what actually disengages them and finally compels them to
leave the organisation. The results and information can then be delivered through
presentations.
iv. Action Planning: ‘How to turn the results of the survey in to an action’ is a
challenging question that organisations need to deal with the utmost care.
Coaching of line managers as well as HR professionals is very important in order
to tell them how to take appropriate actions to engage employees. They should
also be told about dos and don’ts so that they can successfully implement the
changes.

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v. Action Follow-up: Action follow up is necessary in order to find out if the action
has been taken in the right direction or not and if it is producing the desired
results.
1.2.2 Benefits of Employee Engagement
 Cost of Disengaged Workforce : The findings of the Gallup Study of 2008 show that
while the engaged employees believe they can contribute to company’s growth, the
disengaged employee believes otherwise, i.e. his job does not contribute to the
organization. This belief of the disengaged employee creates a negative spiral that
affects his work, co-workers, customers, productivity, and eventually both happiness
of employee and company performance. Some effects are illustrated below:
 Effect on Work - The disengaged employee tries to evade work, struggles to meet
deadlines and is reluctant to accept additional responsibility.
 Effect on Co-Workers - The negativity of a disengaged employee, demonstrated
either through raves and rants or complete withdrawal from participation, affects
the team morale. After all who has not heard of the proverb - one bad apple can
spoil the whole bunch.
 Effect on Customers - Every employee, whether an organization likes it or not,
becomes its ambassador. And a disengaged employee either by actively de-selling
the organization, or by complete apathy towards their work, product, process,
organization help create disengaged customers.
 Effects on Productivity - Disengaged employees seldom push themselves to meet
organizational goals let alone contribute to innovative practices at workplace.
Since, they do not believe that their work contributes to the organization; they
evade completing tasks thereby affecting team productivity.
 Effect on Company Performance - In the corporate world, time is money and
organizations must innovate to stay relevant. A disengaged workforce by virtue of
delayed completion of tasks and inability to improvise and innovate cost the
company dollars which ultimately affects bottom line. This has been validated by
a Gallup Study whose research showed that costs of disengaged workforce in the
United States was upwards of $300bn annually.
 Effect on Personal Life of Employee - A disengaged employee is seldom able to
shake off the lethargy and perform in the current organization or land a job of

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preference. This leads to pent up frustration which may ultimately affect his
personal and family life.
 Benefits of an Engaged Workforce: An engaged workforce form an emotional
connect with the organization that helps them
 Go the Extra Mile to Achieve Individual and Company Success
 Innovate at Workplace
 Attract customers and employees
 Become Evangelists of the company, its product and processes
 Infuse energy and positivity at workplace.
1.2.3 Elements of Employee Engagement
Four things are important when we talk about employee engagement; commitment,
motivation, loyalty and trust. Their level determines the quality of engagement of an
employee.
 Commitment: Commitment means the degree to which individuals associate
themselves with the job, the responsibilities and the organisational objectives.
Engaged employees are those who are fascinated by their work and committed to
face every challenge to attain their goals. They are dependable and highly
productive and therefore, are accountable for what they do.
 Motivation: Up till recently it was believed that the biggest motivation is
achievement. The reverse is also true, which means achievement results in more
motivation. If employees put in their 100 percent efforts to take their organisation
to the next level, this attained status motivates them more than anything. Proper
rewards and recognitions can further motivate them to achieve more and more for
their organisation. Motivation and achievement go hand in hand and act as the
burning fuels for the success of any organisation.
 Loyalty: Employees who are actively engaged in their work show more loyalty
towards the organisation. The best part is that they need less focus and attention of
managers to perform their task as they themselves feel accountable for their job
responsibilities and results attained. However, it doesn’t take much time for
actively engaged employees to turn into disengaged employees if the organisation

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doesn’t have a well established reward system. Recognition is a basic necessity of
individuals to remain steered up towards their job.
 Trust: High levels of employee engagement can be fostered only when trust
prevails in the organisation from both the sides. As they share strong emotional
bond with the organisation, the latter should also show trust in their abilities.
Employees must be given autonomy to perform their tasks their way. They should
not be restricted to a specific rules and regulations and therefore, should be
motivated to experiment to perform their task in a different and innovative
manner.
All these elements play a vital role in determining the fate of an organisation. Besides this,
two-way communication to discuss challenges, potential consequences, vision and values
and organization’s future should be established. In fact, communication is the backbone of
any organisation without which it can’t survive for long. Having an open conversation with
employees can solve the problems that they are facing in executing their job.
Apart from this, organizational culture, a well established and duly followed reward system
including compensation, benefits, and recognition and personal growth and satisfaction of
employees are also important factors in improving the levels of employee engagement.

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1.2.4 Dimensions of Employee Engagement
 What Do I Get: Employee engagement to an extent depends upon what people get in
exchange for performing the job. This includes basic compensation, benefits,
organizational culture and working environment. These are basic elements that motivate
them to join the organisation and perform the given task with complete dedication.
 What Do I Give: As it is a two way process, setting clear expectations plays an important
role. This helps employees to understand what exactly they are expected to give the
organisation. This includes defining their job responsibilities that they need to fulfil and
tasks that they need to perform. The human resource team and immediate supervisors or
managers need to tell them clearly what they are expected to do. It creates more
meaningful relationships among seniors and subordinates and workgroups.
 Do I Belong to the Organisation: Social association is the most basic requirement. Even
employees would like to stay with the organisation that treats them as their integral part
and not just the means to get the job done. ‘My opinions Count’ gives them satisfaction
and motivates them to put their best to meet organizational goals.
 How Can I Grow: Continuous growth including promotions, salary hikes and rewards
and recognition are most essential tools to retain employees in the organisation. New
challenges and opportunities to learn keep them motivated towards their work life and
encourage them to give their best even during crisis.

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1.2.5 Phases of Employee Engagement
Employee engagement is a long term process and goes through various phases
describing the level of the engagement, involvement, attachment and belongingness
between employee and employer. These phases of employee engagement make a
continuous cycle that each organisation aiming to achieve increased profitability must
undertake.
 Attract: The first phase of the employee engagement cycle is attracting the best talent
from the industry. This phase involves Creating a positive impression about the work
culture and employee career as a potential employer. Creating an authentic, genuine and
crafted image as an employer. Indirect yet the first impression that attracts a big pool of
candidates to apply for the job vacancies in an organisation. Another aspect spreading the
reputation of an organisation is its employees. They are not only the employees but also
are regarded as internal customers. Their job and career satisfaction speaks about their
workplace. Therefore, they should not be taken for granted. Besides attracting the talent
from the outside, it is important to keep the existing employees attracted towards the
organisation.
 Acquire: The acquire image involves more than one thing. It includes (1) the way the
potential candidates are interacted while advertising a position; (2) keeping the promises
that were made while hiring them and (3) providing the new joiners a right kind of work
culture.
 Advance: Continuous moving the talent is the last but an unending phase. It not only
involves promoting the employees to a higher designation along with salary increments
but also growing them in other tangible and intangible ways. Job rotation can help them
grow in experience, responsibility and belongingness but only when it is done right.
Advancing the employees in every aspect be it monetary or non-monetary, is the key to
retain people and develop their overall personality.

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1.2.6 Characteristics of Engaged Workforce
The level of employee engagement can be measured by the willingness and ability of
employees to contribute to the success of their organization. Highly engaged workforce
shows the high level of engagement in their work and is always keen to take up new
challenges in order to bring a positive change or establish a highly conducive work
environment. The model below illustrates a few characteristics of an engaged workforce that
play an essential role in the success of any organisation.
Mutual Trust: Trust is the base of any organisation. Letting people do their work without
telling them how to perform it is one of the best ways to engage staff. Employees welcome
each other’s opinions and find out a wide variety of ways to accomplish a particular task. A
highly engaged workforce doesn’t need directions at each step. They can perform their jobs
with mutual help and trust.
Job and Career Satisfaction: Job satisfaction is one of the main characteristics of an
engaged workforce. The individual who is satisfied with their career and the way their career
graph is raising prefers to stick to the organisation for a very long period of time. Switching
the organisations frequently is not a characteristic of satisfied employee.
Credible Leadership: As mentioned earlier, an engaged workforce doesn’t need directions
for performing a specific job from time to time. Employees know how to do it in the best
possible manner. They not only exhibit credible leadership qualities in routine tasks but also
come up with innovative ways to deal with crisis or emergencies.

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Focused and Keen to Take up Challenges: An engaged workforce is entirely focused and
knows what to do and when. They are always keen to take up new challenges in order to
solve the existing problems in the organisation as well as acquire new skills. Not only this,
they are always keen to learn new things and widening their horizon.
Better Performance: Employee engagement is directly related to better performance.
Employee performance is the only way to measure the engagement, involvement and
dedication of employees towards their jobs. If all these factors cannot be interlinked, there is
no meaning of anything. It can be said that the workforce is not engaged or actively
disengaged.
Problem Solving Attitude: Engaged workforce not only delivers its job responsibilities but
also keeps a problem solving attitude always. A highly engaged employee displays a sense of
belongingness towards the organisation and makes every effort to solve the problems that
pose a hindrance in the organization’s way of success.
1.2.7 3 C’s of Employee Engagement
Managers had to come up with other motivators such as offsite parties and picnics, cricket or
football matches on anniversaries and birthdays, cultural festivals, painting and quiz
competitions, crèches for the children of employees, Friday bashes, movie tickets and
discount shopping coupons and many more. Beyond all the above mentioned popular
techniques, there are other things that play an important role in enhancing the engagement
levels of employees. The proposed 3 C’s of employee engagement are career, competence
and care.

25
Career: When individuals join an organisation, they expect to build a career with it. If the
top management and immediate managers spend dedicated time in carving out the careers of
its employees, they will feel that they belong to the organisation. They feel engaged when
they receive support from the management in growing their careers.
Competence: Competence is all about the ability to grow. Regular workshops and training
sessions must be held in order to help employees acquire a higher level of skills and
competencies. The focus should be on developing for marketable skills. Most employees after
spending a few months look for competence-boosting opportunities with the organisation so
that they can grow and move to the next level of their careers. While the career focuses on the
actual growth in terms of designation, wages and perks and authority, competence is the
ability to grow utilizing the opportunities.
Care: Sitting at the topmost, care is regarded the finest art of the managers by which they can
make employees feel an indispensable part of their organisation. The managers need to be
empathetic and sensitive towards people and understand their personal problems. Showing
small day-to-day caring gestures towards employees make them feel that they belong to the
organisation and organisation belongs to them.
1.2.8 Key Players in enhancing Employee Engagement
Most companies think that it is their performance management system and appraisal and
reward strategies that enhance the levels of employee engagement. True but partially!
 Immediate Supervisors and Managers
Lying on the bottom of the pyramid, immediate supervisors and managers play the
most important role in enhancing the levels of employees. As they spend more time
with them as compared to the HR people and senior leadership, they can easily
determine their actions and find out what will keep them motivated.

26
Although the directions come either from top management or HRD but they are the
one who execute the process and determine the satisfaction level of their workforce.
They can interact with the employees and fill scorecards with columns such as actions
of employees, what motivates them and job satisfaction level. This is the initial as
well the most important step in the entire process.
 Human Resource Department
Human Resource Department works on the data collected by the managers and
determine the trend among the employees. They identify the most common factors
that decrease the engagement levels among employees and the most common
opportunities that can enhance it. They study all the cases thoroughly to identify the
loopholes in the system and bring it to the notice of top management.
 Senior Leadership or Top Management
They review the entire report and the process designed by the HRD or a management
consulting firm to enhance the employee engagement levels. They support the process
by deciding the priorities and making investments.
1.2.9 Types of Employees based on Level of Engagement
Based upon the level of commitment or engagement of employees there are 3 types:
 Actively Disengaged: This is the first category of people who are unhappy and they
spread unhappiness in the organisation. They are the disease centers in the company
and spread the negative word, provoking and convincing people to leave their jobs.
However they are the ones who stay the longest and removing the perceived people
competition is their thought of getting to the top or next level in the job.
 Engaged: The second category of people are those who are can be identified with
words like passion, alignment and innovation; which means that they are passionate,
connected to the company and are innovative. They contribute new ideas and turn
ideas into reality. These employees are positive in their outlook and they spread
positivity. They are proactive; can anticipate the future market conditions are prepare
well in advance.
 Not Engaged: The third type of employees is the large majority present in
organisations almost 50% in number. These do what is told only and they like only
one instruction at a time. They put in time but not energy and passion. They may be
either positive or negative in their outlook and opinion about the organisation. They

27
are not proactive and fail to anticipate what might be required next or what the next
step is? They wait for instruction from their superiors.
1.2.10 Employee Engagement Strategies
Empowering employees by delegating them responsibilities and giving them autonomy to
take decisions regarding their job on their own can also increase their productivity. It is worth
going beyond the traditional management tools of connectivity to help employees remain
motivated and dedicated to perform their tasks. To achieve this, the organisations can design
effective employee engagement strategies on the basis of the model explained below
 Unify the Experiences: Conduct an employee engagement survey in order to find the
factors responsible for engaging and disengaging employees. Unify the common
experiences and problems and design employee engagement strategies accordingly.
Sharing of feedback in written is one way of communicating the experiences and
problems.
 Evolving Through Open Communication: Open communication or face to face
communication in the form of discussions can really help in bringing the various
issues and identifying the main problems in the organisation. It is very essential to
establish a proper communication where everyone can put their views and suggest a
solution too. Most of the top organisations ask for suggestions and new ideas from
their employees and then offer rewards on giving the best proposal.
 Providing Proper Communication Channels: Some employees are comfortable
with open face-to-face communication styles whereas there are some who want to

28
give feedbacks and suggestions in written. Discovering the best channel of
communication and establishing a proper route to share feedbacks and views plays a
vital role.
 Enabling Conversation Fluidity: Whichever way of communication you choose,
ensure that it has required fluidity. There should not be any hindrance in the
established method of communication. Not being able to provide feedback or share
problems and experiences can lead to frustration and distress among employees.
Therefore, ensure that there are no barriers to communication. This can also result in
disengaging the engaged employees.
 Manage Communication: Managing communication is the last but the most
important step in the entire process. Managers should keep a check on the entire
process in order to ensure that it is not adversely affecting the health of the
organisation. They must make sure that it serves the desired purpose and is not being
used negatively.
1.2.11 Drivers of Employee Engagement
 Work/Job Role - Employees must see a link between their role and the larger
organization goal. Understanding this linkage provides an intrinsic motivation and
increased engagement. Most employees will come to work on time without possessing
a sense of belonging and will try and complete assigned tasks even without possessing
that sense achievement on completion of task. However, an employee that sees a clear
linkage on how his/her role contributes to the organization will go the extra mile and
help create organization wealth.
 Work Environment/Organization Culture - The bond between an employee and
the organization is cemented when the employee identifies with the culture of the
organization. An employee is engaged and motivated to stretch beyond the call of
duty if he/she finds the work environment enabling and supportive.
 Rewards and Recognition - The bottom line is that people work to earn which helps
fulfil ambitions. Equitable pay coupled with rewards and recognition programs
enhances motivation and leads to commitment and engagement.
 Learning and Training Oppurtunities - As Lawyer (2006) put it - “People Enjoy
Learning.” This is especially true in the case of today’s millennial workforce that
constantly looks at enhancing knowledge and skill. Skill and Knowledge

29
enhancement is not just important for the employees but providing a learning culture
is essential for organizations to remain relevant in the constantly changing business
landscape.
 Performance Management - An effective performance management system
contributes positively to employee engagement. Goal setting lies at the root of any
performance management system. Clearly articulated goals, a fair and just means to
judge performance and timely, rational feedback are critical elements in creating a
bond between the employee and his/her organization.
 Leadership - It is a well recorded fact that most resignations happen because the
employee is not satisfied with his/her ‘boss.’ An organization that spends time and
effort in grooming leaders who are aligned to its goals, culture and people invests
well. New age industries have a young and dynamic workforce that looks for
autonomy in decision making, increased responsibility and accountabilities.
 Other Factors - Clear and open communication, quality of interaction with peers,
collaboration, organization policy, organization performance are all contributing
factors to employee engagement.
1.2.12 How Does Employee Engagement affect Financial Performance of a Company ?
Experts say that the engagement, involvement and satisfaction of the employees should be the
biggest concern of the organisations. When they are actively engaged, it can directly affect
the productivity and financial standing of the company. While it may not directly add to your
profits but it certainly helps in several indirect ways.
There are numerous indicators that show that employee engagement has a strong impact on
the financial performance of a company. However, the direct results are still debatable. There
have been umpteen numbers of studies showing the link between employee engagement and
financial profitability of an organisation but none of them produces sufficient evidences to
establish it as a hard core fact.
factors related to employee engagement that indirectly contribute to the profitability of an
organisation. :

30
Indicators of Improved Financial Performance
Increased Productivity
When employees like to do what they are assigned, they are completely involved in their job
to perform their best and bring desired results.
Lower Employee Turnover
When employees are engaged in their jobs and are fully satisfied with their career as well as
their organisation, they grow with it. There can be two main reasons why they look for
alternatives. One, they are not interested in doing what is assigned to them and two, they are
not happy with the organisation..
Improved Customer Satisfaction
When employees love their job, they will make every effort and go extra mile to offer
complete assistance to the customers.
Besides this, there are many other factors that go into the productivity and profitability of an
organisation. But like the above mentioned, they lack evidence for establishing a cause and
effect or direct relationship between employee engagement and company’s financial
performance. Besides this, there are numerous other factors apart from employee engagement
level that have a strong impact on the financial status of a company. This is not the only one
but is one of the most important ones.

31
2. CHAPTER – REVIEW OF LITERATURE
The highly productive and the most reputed companies across the world have understood the
fact that it was employee engagement that made them stand apart from all other
companies. Different companies had taken different initiatives to enhance the level of
engagement among employees towards their jobs and the organisation. Some offer
custom-made incentives while some stick to provide extra facilities like crèche for kids,
schools for children of employees, pick and drop, provision of food, movie tickets and many
other things.
Each company has its own reasons to establish a specific type of reward-motivation program
depending upon their financial status, region in which they are operating and level which they
function at and the backgrounds of the employees. In the year 2011, an annual study
conducted by the research arm of Kenexa, a leading global HR solution provider, revealed
that Indian giants rank highest as compared to their peers in other countries when it
comes to employee engagement and effective leadership.
When compared on the national level, India with 71 percent employee engagement ratio
secured the topmost rank while Japan was at the lowest position with 38 percent ratio. This
was a surprising fact as it is believed that Indian companies have miles to cover in order to
achieve what global companies have done already. Factors that made India stand apart from
rest of the countries were employee recognition, emphasis of improvement of quality, show
of genuine responsibility of organisation towards employees and opportunities to grow.
The research conducted by Kenexa included India, US, UK, Brazil, Australia, Canada,
Denmark, China, France, Finland, Germany, Japan, Spain, Russia, Sweden, The Netherlands,
Switzerland, Italy, Mexico and Gulf countries. The most surprising fact is that the Indian
companies took creative and unique initiatives to enhance the level of engagement and
involvement of their employees.
According to a study conducted by Hewitt Associates in 2009, the software giant HCL
Technologies was ranked as the best Indian employer in that year. The reasons being,
creation of a positive work culture and its long term approach in the midst of challenging
conditions. The other companies who made to the list of top employers were Hindustan Zinc,

32
Taj Hotels, Resorts and Palaces, Cisco Systems, ITC Welcome Group, Eureka Forbes, LG
Electronics India, Domino’s Pizza India and Marriott Hotels India.
Infosys in year 2011 plans to have its own radio in establishing a healthy and quick
interaction and communication amongst employees. The company also plans to host talk
shows where top management would interact with the employees. Besides this, the company
also has a social networking portal like Facebook. Named as Bubble, it helps employees
connect to their colleagues, seniors, subordinates and top management. Infosys had also
created Infosys Television.
Indian giants like Mahindra & Mahindra, Mercer, KPMG and Wipro offer democracy to
choose their wages and perks depending upon their lifestyles. It is done to decrease as well as
prevent dissatisfaction amongst employees. It has worked out very well and companies are
successful in drawing and retaining the best talent. The trend began in these IT giants can
now be seen in FMCG, banking and other industries.
A Study Effectiveness of Employee Engagement in Automobile Industry:
International Journal of Economics & Management Sciences Bhavani et al., Int J Econ
Manag Sci 2015, 4:10
Authors: Bhavani et. al., Professor, Department of Business Administration, Vidyavardhaka
College of Engineering, Mysore
This study is conducted at Automotive Axles ltd to understand the extent of employee
engagement in the organization. Employee engagement is the level of commitment and
involvement an employee has towards the organization and its values. An engaged employee
is known of business context, and works with coworkers to improve performance at the job
Sfor the benefit of the organization. It is a positive behavior held by the employees towards
the organization and its values. Engagement at work was conceptualized by Kahn as the
‘harnessing of organizational members’ selves to their work. A sample size of 50 was taken
in order to conduct research. Random sampling technique was used in order to conduct the
survey. The data was collected by interviewing the respondents with the help of a structured
questionnaire. It was concluded that Employee engagement plays a vital role for the success
of any company. Employee engagement is a process which contain of various aspects, on
fulfillment of which a worker becomes a loyal employee and performs at his high level

33
coupled with job satisfaction and a feeling of belongingness. It is a positive behavior held by
the employees towards the company and its values. It is gaining popularity, use and
importance in the company and affects company in many ways. Employee engagement leads
to increased productivity, retention, client trust and profitability. Employees who believe that
their employer cares about their health and wellbeing are more likely to be loyal and stay in
their work for longer. This can bring huge gains for employers who deliver more effectively
through increased productivity and performance and can reduce worker turnover, sickness
absence and recruitment cost. When a person values a particular aspect of a job,
his engagement is more greatly affected both positively and negatively,
compared to one who doesn’t value the aspect.
Effect of Employee Engagement on Job Satisfaction in IT Sector:
Journal of Business Management & Social Sciences Research (JBM&SSR) ISSN No: 2319-
5614 Volume 3, No.5, May 2014
Authors: Preeti Thakur, Assistant Professor, Department of Management Studies,
Maharishi Markandeshwar University, Solan, Himachal Pradesh, India
The purpose of this paper seeks to find out the Effect of Employee Engagement on Job
Satisfaction in IT Sector. Primary as well as secondary data has been used to carry out the
research. The study has been carried out on officers as well as the clerks of IT sector. The
findings came out and this is identified that among the former work motivation could be
improved through increasing job authority and accountability. At the clerical level, rewards
and sanctions are significantly associated with job involvement. After analyzing the data it
was concluded that there is positive relationship between employee engagement and job
satisfaction in IT sector or employee engagement effect positively on job satisfaction. This
can be concluded that among the former work motivation can be improved through
increasing job authority and accountability. At the clerical level, rewards and sanctions are
significantly associated with job involvement.

34
3. CHAPTER –RESEARCHMETHODOLOGY
3.1 OBJECTIVES
The objectives of the study are as follows:
 To analyze the workplace involvement of employees at aerial telecom
 To analyze the employee engagement practices in aerial telecom
 To analyze the work-life balance of employees at aerial telecom
 To analyze employee retention at aerial telecom
3.2 RESEARCH DESIGN
3.2.1 Meaning Of ResearchDesign
It is a logical and systematic plan for directing a research study, the methodology and
techniques to be adopted for achieving the objectives.
3.2.2 Nature Of ResearchDesign
“A research design is indispensable for a research product. Unlike the building plan, which is
precise and specific, research is designed for a tentative plan with a series of guide posts to
keep one going on its right direction.”
Besides a research study can’t extensive and intensive, as the researchers may like it to be it
has to be geared to the availability of date and the cooperation of the informants thus a
research design represents a compromise dictated by many practical considerations.
Research Design refers to "framework or plan for a study that guides the collection and
analysis of data". A typical research design of a company basically tries to resolve the
following issues:
 Determining Data Collection Design
 Determining Data Methods
 Determining Data Sources
 Determining Primary Data Collection Methods
 Developing Questionnaires
 Determining Sampling Plan

35
3.3 SAMPLING PLAN
 Type of sampling  The sample has been constructed using simple random
sampling. 3 departments – HR , Finance & accounts and operations are selected and
12 employees from each department have been selected
 Sample Size  36 employees
 Sample Area  C-139, Phase-8 industrial Area, Aerial Telecom solution, Mohali
 Duration  8 weeks
 Scale  5 point scale where , 1-Stongly Disagree, 2- Disagree, 3-Neutral, 4-Agree, 5-
Strongly agree
3.4 DATA COLLECTION
Data Sources:
o Primary Data through Questionnaire: Structured questionnaire was administered to
the sample respondents.
o Personal Interaction
o Secondary Data: It was collected with the help of brochure, few journals and internet.
Reference was also made to the website of the company.
3.5 PURPOSE
The purpose of this study was to study employee engagement at Aerial Telecom Solutions

36
3.6 LIMITATIONS
The limitations of the project is as follows –
 The study was conducted in 3 departments only, so the limited area of the study may
affect the conclusions
 Some of the respondents could not give their proper response due to lack of time
which may affect the reliability and relevance of the study
 It might also be so that some respondents were not motivated enough to respond
properly although full attempt was made to keep it as unbiased as possible.
 The duration of the project was short, so the scope of more in-depth evaluation was
not possible
 Some of the respondents didn’t give exact answers related to some questions.
 Some respondents hesitated to give responses with the fear that management may
react differently resulting in unwanted /unexpected actions.

37
4. CHAPTER –ANALYSIS AND INTERPRETATION
4.1 PROFILE OF RESPONDENTS
1. Age
Interpretation
After looking at this chart, it can be said that the respondents of age group 26-30 years
occupies the major part in the organization i.e. 38.9% followed by the age group of 31-35
years.
2. Gender
Interpretation
The ratio of male: female respondents are 7:3. The number of male respondents is greater in
comparison to female employees.

38
3. Marital status
Interpretation
Most of the respondents working at aerial telecom are married because most of them fall
in the age of 25-35 which is a common age to get married and start families.
4. Educational qualification
Interpretation
Almost 50% of the respondents working at aerial telecom are graduate, 28% of the
respondents are post graduate which states that 80% of the respondents are graduate or
above.
Others

39
5. Experience [ at aerial telecom ]
Interpretation
Approximately 70% of the respondents working at aerial telecom had an experience of
more than 1 year and less than 5 years at this organization while only 14% of the
respondents had an experience more than 6 years
4.2 QUESTIONAIRE ANALYSIS
A. TO ANALYZE THE WORKPLACE INVOLVEMENT OF EMPLOYEES AT
AERIAL TELECOM
1. I know what is expected of me at work.
Interpretation
Maximum number of respondent agreed / strongly agreed approx. 90% that they are
aware of what they are expected to do at work.

40
2. I have the material and equipment I need to do my work right.
Interpretation
Maximum number of the respondents agreed [90%] that they have availability of
material and equipments they need at workplace to do their work right.
3. I feel company treats all its employees equally
Interpretation
The 50% respondents strongly agree and 25% agree to the fact that they are treated
equal in the organization.

41
4. I have opportunities at work to learn and grow
Interpretation
Almost 50% responders strongly agree that they have opportunities at work to learn and
grow, approx 80% responders agreed to this statement, rest 13% were neutral about it and
2.8% disagreed to this.
5. I feel that my managers are helpful
Interpretation
90% respondents responded that they feel that there mangers are helpful to them
while remaining 10% disagreed or where neutral to this question.

42
6. At work, my opinions seemto count
Interpretation
From the graph it can be stated that 90% of the respondents agreed to the statement
that their opinion seems to count in the organization while the remaining 10% were
either neutral or disagreed to this.
ANALYSIS
QUESTIONS MEAN STANDARD
DEVIATION
1 I know what is expected of me at work. 4.529411765 0.614732961
2 I have the materials and equipment I need to do my work
right.
4.588235294 0.656789577
3 I feel company treats all its employees equally 4.294117647 0.835914008
4 I have opportunities at work to learn and grow 4.382352941 0.696950321
5 I feel that my managers are helpful 4.647058824 4.647058824
6 At work, my opinions seem to count 4.294117647 0.675520529

43
B. TO ANALYZE THE EMPLOYEE ENGAGEMENT PRACTISES AT AERIAL
TELECOM
1. Organization conducts engagement activities timely to keepme engaged
Interpretation
From the graph it can be stated that 95% of the respondents said that their
organization conducts timely activities to keep them engaged whereas the remaining
5% were neutral to this.
2. Engagement activities help me relieve my stress
Interpretation
85% of the respondents said that engagement activities help them relieve stress while
10 % were neutral to this question while the remaining 5% disagreed to this
statement.

44
3. Engagement activities (contest, events, picnics etc.) makes me look forward to
work
Interpretation
90% of the respondents said that engagement activities make them look forward to
work while the remaining 10% strongly contradicted to this.
4. Recreational facilities provided by the company are better than other
organizations known to me.
Interpretation
72% of the respondents said that Recreational facilities provided by the company are
better than other organizations known to them while 20% were neutral to it and
remaining 8% disagreed and believed that that Recreational facilities provided by the
other companies are better.

45
5. I want my organization to conduct engagement activities more frequently
Interpretation
87% responders said that they want organization to conduct engagement activities
more frequently while the remaining 13% were neutral to this question and were
satisfied with the present numbers of activities held.
ANALYSIS
DEVIATION
1 Organization conducts engagement activities timely to
keep me engaged
4.387096774 0.55129082
2 Engagement activities help me relieve my stress 4.235294118 0.8896313
3 Engagement activities (contest, events, picnics etc.)
makes me look forward to work
4.352941176 0.645842318
4 Recreational facilities provided by the company are better
than other organizations known to me
4 0.778498944
5 I want my organization to conduct engagement activities
more frequently
4.264705882 0.618346942

46
C. TO ANALYZE THE WORK-LIFE BALANCE OF EMPLOYEES AT AERIAL
TELECOM
1. I achieve the correct balance between my home and work lives
Interpretation
63% responders said that they are able to achieve correct work-life balance while 30%
were neutral to it or were not sure if they are able to balance or not . 8.3% responders
disagreed to this statement that they are able to achieve work-life balance.
2. After working hours I get enough time for my family
Interpretation
55% responders said that they get enough time for their families after working hours ,
33% responders were neutral to this question and remaining 12% disagreed to this
statement and said they don’t get enough time with their families after working hours.

47
3. Company provides maternity and paternity leaves
Interpretation
64% responders said that the organization provides maternity and paternity leaves and
the remaining 36% were neutral to this question as they were unaware about these
types of leaves provided by the company.
4. I feel work life balance policy in the organization should be customized
Interpretation
66% responders said that they want work-life balance policy to be customized while t
30% responders were neutral to this and change of policy didn’t matter them while
2.8% didn’t want policy to be customized.

48
5. I feel happy at work
Interpretation
85% responders said that they feel happy at work while the remaining 15% were
neutral to this question.
ANALYSIS
DEVIATION
1 I achieve the correct balance between my home and
work lives
3.852941176 0.657467729
2 After working hours I get enough time for my family 3.647058824 0.812118552
3 Company provides maternity and paternity leaves 3.705882353 0.759960596
4 I feel work life balance policy in the organization
should be customized
3.794117647 0.769864678
5 I feel happy at work 4.294117647 0.578891928

49
D. TO ANALYZE EMPLOYEE RETENTION AT AERIAL TELECOM
1. I see myself working here one year from now
Interpretation
77% responders said that they see themselves working in this organization one year
from now while 20% were neutral to this question as they were not sure if they will be
working here or not and remaining 2.8% responders said they don’t see themselves
working here one year from.
2. If given the chance I would reapply to my current job
Interpretation
From this graph it can be stated that 60% responders said that they will reapply to
their current job if they were given a chance, 30% were neutral and were not sure if
they will apply to this job while the remaining 10% responders said that they won’t
reapply to this job if given a chance.

50
3. I believe my feedback is taken seriously by leadership team
Interpretation
From the graph it can be said that 77% responders said that their feedback is taken
seriously, 20% were neutral to this while 2.8% responders said that their feedback is
not taken seriously by the leadership team.
4. I feel recognized for my achievement and was awarded
Interpretation
Looking at the graph it can be stated that 92% responders said that they feel
recognized for their achievement and was awarded by the organization while 8%
responders were neutral to this.

51
5. I would suggest working here to others as well
Interpretation
77% responders said that they will suggest others to work at aerial telecom solution,
16% responders were neutral and remaining said they won’t suggest working here to
others.
ANALYSIS
DEVIATION
1 I see myself working here one year from now 4.323529412 0.726994153
2 If given the chance I would reapply to my
current job
3.823529412 0.968303366
3 I believe my feedback is taken seriously by
leadership team
4.205882353 0.729441952
4 I feel recognized for my achievement and was
awarded
4.294117647 0.578891928
5 I would suggest working here to others as well 4.235294118 4.212802768

52
5. CHAPTER – FINDINGS, SUGGESTIONS AND CONCLUSION
FINDINGS
 Employees at aerial telecom solutions are aware of what is expected from them at
work and have materials and equipments which they need to do there work right
 Employees feel that they have opportunities to learn and grow in this organization
 Employees have agreed to this statement that there managers are helpful and treat
each employee equally
 Employee engagement activities are conducted at aerial telecom solutions timely but
employees want it to be conducted more frequently as it helps them relieve stress and
look forward to work
 A good percentage of employees said they are able to achieve work-life balance and
get enough time for their families after work but still suggested customization of
work-life balance policy of the organization so that they can feel more happy at work
 It was seen that employees were not sure about the maternity and paternity leaves
provided by the organization.
 Employees agreed that there feedback is taken seriously and their opinion seems to
count in this organization
 Employees at aerial telecom solution will suggest working here to others as well and
will reapply if given a chance
 Employee retention rate is seen to be high as maximum employees see themselves
working here one year from know.
 Achievement of the employees are recognized and awarded.
SUGGESTIONS
 It is seen that though the majority of the employees find the engagement activities
interesting and want it to be organized frequently, the participation level is not up to a
certain level it should be according to the number of employees working in the
organization. Hence in order to motivate the employees for active participation,
activities of their interest should be organized on a regular basis.

53
 To bridge in the gaps between various departments, communications and interactions
should happen in the form of various informal gatherings on weekends.
 According to the employees, few other activities like picnics, art and craft, outdoor
games, sports events, get together, birthday parties, music and dance competitions
should also be organized from time to time.
 The coffee sessions that take place in the organization with the leaders should happen
on a large scale where all the employees can form a part of it and get knowledge
about the company’s progress and serve more interactive and informative value.
 Employees should be encouraged more so that they are engaged and feel coherence
of their goals with organizational goals
 Co-ordination in terms of work management between various departments should be
worked upon and maintained.
CONCLUSION
 The findings in the project show that there are many significant factors that together
keep employee engaged and result in overall workplace involvement.
 More employee engagement activities organized frequently will help employees
relive stress
 Work-life balance policy needs to be customized as some stated they don’t get enough
time with their families after working hours
 The satisfaction, motivation and engagement brings in the retention of employees
thereby increasing the overall retention rate
 This study has a huge scope and must be carried on in the entire organization as this
will add up to the performance management of the employees

54
6. CHAPTER - BIBLIOGRAPHY AND REFRENCES
REFRENCES
 C.R Kothari- Research Methodology.
 Stephin P. Robbins- Organizational Behaviour.
 Employee Engagement- A review of current thinking by Gemma Robertson-Smith
and Carl Markwick
 A Study Effectiveness of Employee Engagement in Automobile Industry, International
Journal of Economics & Management Sciences Bhavani et al., Int J Econ Manag Sci
2015, 4:10, Bhavani et. al.,
 Effect of Employee Engagement on Job Satisfaction in IT Sector, Journal of Business
Management & Social Sciences Research (JBM&SSR) ISSN No: 2319-5614 Volume
3, No.5, May 2014, Preeti Thakur,
WEBSITES
 http://aerial.co.in/
 http://managementstudyguide.com/
 https://goo.gl/forms/DOH5DepKPv5BAT3b2
 https://www.15five.com/blog/employee-management-how-to-be-
successful-in-2016/
 https://en.wikipedia.org/wiki/Employee_engagement
 http://engageforsuccess.org/what-is-employee-engagement
 https://www.torbenrick.eu/blog/leadership/10-reasons-why-employee-
engagement-is-important/

55
ANNEXURE – I
QUESTIONAIRE
A STUDY ON EMPLOYEE ENGAGEMENT
DEMOGRAPHIC DETAILS:
1. AGE
A] 18-25years B] 26-30years C] 31-35Years D] 36-40years E] 40-50years F] 51 and above
2. GENDER
A] Male B] Female C] Others
3. MARITIALSTATUS
A] Married B] Unmarried C] Separated
4. EDUCATIONAL LEVEL
A] 10+2 B] Graduate C] Post Graduate [D] Others, specify _________________
5. DESIGNATION
________________________________________________________________________________
6. EXPERIENCE (AT AERIAL TELECOM)
A] Fresher B] 1-5years C] 6-10years D] 11-15years E] 15-20years F] above 20years
SPECIFIC INFORMATION:
This part have 7 options 1,2, 3, 4,5
where, 1-Stongly Disagree, 2- Disagree,3-Neutral, 4-Agree, 5-Strongly agree
TO ANALYZE THE WORKPLACE INVOLVEMENT OF EMPLOYEES AT AERIAL
TELECOM
1 2 3 4 5
1 I know what is expected of me at work.
2 I have the materials and equipment I need to do my work right.
3 I feelcompany treats all its employees equally
4 I have opportunities at work to learn and grow
5 I feelthat my managers are helpful
6 At work, my opinions seem to count

56
TO ANALYZE THE EMPLOYEE ENGAGEMENT PRACTICES IN AERIALTELECOM
1 2 3 4 5
1 Organization conducts engagement activities timely to keep me engaged
2 Engagement activities help me relieve my stress
3 Engagement activities (contest, events, picnics etc.) makes me look forward to
work
4 Recreational facilities provided by the company are better than other
organizations known to me
5 I want my organization to conduct engagement activities more frequently
TO ANALYZE THE WORK-LIFE BALANCE OF EMPLOYEES AT AERIAL TELECOM
1 2 3 4 5
1 I achieve the correct balance between my home and work lives
2 After working hours I get enough time for my family
3 Company provides maternity and paternity leaves
4 I feelwork life balance policy in the organization should be customized
5 I feelhappy at work
TO ANALYZE EMPLOYEE RETENTION AT AERIAL TELECOM
1 2 3 4 5
1 I see myself working here one year from now
2 If given the chance I would reapply to my current job
3 I believe my feedback is taken seriously by leadership team
4 I feel recognized for my achievement and was awarded
5 I would suggest working here to others as well

Summer internship report- employee engagement

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