Employee Engagement and Motivation A Case Study
Employee Engagement and Motivation A Case Study
Employee Engagement and Motivation A Case Study
Monika Mohanan
MBA Senior Student, NITK
email: monikamohanan@gmail.com
Dr.A.H.Sequeira,
Professor,
Dept. of Humanities, Social sciences & Management
NITK, Surathkal .
email: aloysiushs@gmail.com
ABSTRACT
Each and every employee needs to be motivated constantly throughout his stay in the
organization. An employee needs to be encouraged to put his best for the
organization. He needs to be made comfortable to put all his efforts and achieve both
organizational and personal goal. Thus it has become very essential to implement
various HR policies which support every employee and make them feel valuable.
Improving employee engagement can increase productivity and profitability while
also reducing employee absenteeism and turnover.
Paper deals with the detail study of employee engagement programs and motivational
techniques adopted for junior middle level management in Delta One. Purpose of the
study is to find out how far the engagement activities and motivational techniques are
beneficial and how it has helped employees both personally and professionally. This
aims at finding out the best practices and flaws (if any) among the existing system. It
helps to find out positive and negative aspects of current system. It will also help to
find the amount of employee satisfaction and its direct impact on their performance.
Area covered would be Delta One Software Division (R&D) Chennai , branch-
Velachery.
‘Engagement represents the energy, effort, and initiative employees bring to their
jobs’. It is high when employees consider the workplace more than a earning place.
The International Survey Research (ISR) defines employee engagement as, “a process
by which an organization increases commitment and continuation of its employees to
the achievement of superior results.” A distinct and unique construct that consists of
cognitive, emotional, and behavioral components associated with individual role
performance" (Saks, 2005).
A motive is a reason for doing something. Motivation is concerned with the factors
that influence people to behave in certain ways. The three components of motivation
as listed by Arnold et al (1991) are :direction – what a person is trying to do; effort –
how hard a person is trying; persistence – how long a person keeps on trying.
According to Gareth R. Jones and Jennifer M. George , "Contemporary
Management," motivation is defined as "psychological forces that determine the
direction of a person's behavior in an organization, a person's level of effort and a
person's level of persistence."
The level of job satisfaction is affected by intrinsic and extrinsic motivating factors,
the quality of supervision, social relationships with the work group and the degree to
which individuals succeed or fail in their work. Purcell et al (2003) believe that
discretionary behaviour which helps the firm to be successful is most likely to happen
when employees are well motivated and feel committed to the organization and when
the job gives them high levels of satisfaction. Their research found that the key factors
affecting job satisfaction were career opportunities, job influence, teamwork and job
challenge.
It is a commonly held and a seemingly not unreasonable belief that an increase in job
satisfaction will result in improved performance. But research has not established any
strongly positive connection between satisfaction and performance. A review of the
extensive literature on this subject by Brayfield and Crockett (1955) concluded that
there was little evidence of any simple or appreciable relationship between employee
attitudes and their performance. An updated review of their analysis by Vroom (1964)
covered 20 studies, in each of which one or more measures of job satisfaction or
employee attitudes was correlated with one or more criteria of performance. The
median correlation of all these studies was 0.14, which is not high enough to suggest a
marked relationship between satisfaction and performance.
Brayfield and Crockett concluded that: Money, in the form of pay or some other sort
of remuneration, is the most obvious extrinsic reward. Money provides the carrot that
most people want. Doubts have been cast by Herzberg et al (1957) on the
effectiveness of money because, they claimed, while the lack of it can cause
dissatisfaction, its provision does not result in lasting satisfaction. As noted by
Goldthorpe et al (1968) from their research into the ‘affluent worker’, pay is the
dominant factor in the choice of employer and considerations of pay seem most
powerful in binding people to their present job.
2.1 Conceptual framework
Based on the literature review and the data collected from the company ,
independent and non independent variables are identified (Figure )
INPUTS OUTCOMES
Independent Variables
Supervisor relations
Benefits
Employee pay
Work environment
Corporate
communications
Employee Enhanced
Engagement productivity &
and Motivation Profitability
Dependent Variables
Overall satisfaction
Attitude of the
employee
Employee
commitment
Employee loyalty
Productivity
The study indicated that employees come to office because of different factors and not
just money . Only 7 percent employees feel they come to office only because they are
paid for it. This means this segment needs to be targeted and it directly implies they
need to be motivated so that they come to office to love, learn and feel comfortable
working in the office. Positive aspect is that only a very small percent feels so, hence
less effort needs to be taken to bridge this gap.
RESPONSES
4.3 Number of programs employees came across during their stay in the
organization which has motivated them to perform better.
Respondents answer: Team outing/ Team lunch , Assertive training , Problem solving
and decision making methods, Outbound training ,1 to 1 help net (Counseling
Session) , Regular e mail updates from the superior on the work progress , Team
building activities(outdoor activities) , Training given by international colleagues ,
Sports , Christmas and Pongal celebration , Delta One SWAGAT program (induction
program) , Awareness program for women, how to balance professional and personal
life , International Certification programs , Health awareness programs like cervical
cancer, breast cancer etc , Conferences at national and international level
Among the 40 respondents 10 percent of the employees couldn’t answer to the
question. This 10 percent are the people who have not been motivated during their
tenure. They are either self motivated or they are people who couldn’t distinguish
motivating factors happening in and around the organization.
Majority of the employees are satisfied with the engagement and motivation programs
adopted in Delta One . Only 2 respondents among the 40 have felt the programs
adopted are poor. Hence when it comes to the effectiveness of the already adopted
programs, it proves to be satisfactory. They are happy with the existing programs
which means it has made them improve their performance and also not de-motivate at
any point of their work.
More than 62 percent employees feel the existing programs in Delta One have
affected them positively . It gives a positive picture about the existing programs. Now
the concentration should be on people who have felt they are motivated only
sometimes and the 12.5 percent who feel they are not affected positively.
4.4 Management Involving employees in decision making
Nearly 50 percent employees are involved in decision making . This shows a fair
scenario where the top management feels there should be a need for the employees to
participate in the activities of the organization and contribute towards the growth of
the organization. But the picture is not clear when it comes to 20 percent of the
employees where they are not considered for decision making. This can be because of
several reasons. Either they are not potential enough to give ideas or they are not
given an opportunity to contribute ideas. This implies all the employees have different
opinion about the senior management’s response to employees.
With reference to the previous data it is proved that employees are satisfied with the
existing programs . On the contrary here it shows that majority of the employees (78
percent) would prefer implementing more programs. This can mainly be because
additional motivational programs can prove beneficial and also because the same
programs can become monotonous over the year hence not motivating.
Thus a need for implementing new programs is very high among majority of the
employees which gives a positive attitude in bringing a change.
4.6 Challenging job with more responsibility
The entire employee population agrees with “challenging job with more
responsibility” . They find this factor necessary to motivate. This increases their self
esteem and it avoids monotony. Hence it makes employees to perform because of the
new job given to them which is both challenging and helps them showcase their
potential.
4.7 Supportive Supervisor
In Delta One, all the activities are done in a team hence it is necessary to be headed by
an efficient supervisor. 49 percent employees feel it is very effective way of
motivation and another 49 percent feels it is good to have a supportive supervisor .
Only 2 percent of the employees feel it is not relevant to have a supportive supervisor
to perform better in the organization. Thus it indicates that it is necessary to have a
superior who motivates employees to perform better and show them right direction
which helps to show the exact career path for them.
4.8 Good Work Environment
All the employees feel it important to have good work environment . That is the prime
factor which motivates them to come to office and perform to their maximum
potential. 41 percent feels it is very effective way of motivating employees and
remaining 59 percent feels it is good way of improving performance of the
employees. Good work environment includes many aspects in the organization
including its ambience which motivates them to do their job in a better way.
Pay hike is an extrinsic factor which motivates employees to stick to any organization
and do their best. Only 28 percent of the employees feel it very effective in
motivating, 62 percent of the employees feel it is a good way in keeping employees
motivated and the remaining 10 percent feels it not relevant factor in motivating .
This implies 90 percent of the employees feel it as motivating force when there is pay
hike. Monetary is always considered to be a performance booster for any workforce.
This has proved to be right. This implies that timely pay hike needs to be done in
order to recognize good work. This makes every employee to put all efforts as they
get assured returns which are very important when any increase in the salary matters.
When all the activities are done in a team, it is necessary to have good interaction
with the superior so that any queries relating to the work is clarified. 59 percent of the
employees feel it ‘good’ and 13 percent of the employees feel it is ‘very effective’
when you have high interaction with the superior . When there is good rapport with
the superior, employees feel it comfortable and they realize their need in the
organization as their timely contributions are value. When there are very less
interaction with the employees they feel left alone and lose interest to participate
actively in any decisions.
4.11 Promotion
Promotion is an extrinsic factor which is used in any organization. 84 percent of the
employees in Delta One feel it is a factor to increase the motivation of the employees.
Only 18 percent feels it is not relevant in motivating employees .
4.16 Design of new programs which can be adopted in Delta One Ltd, Chennai
Suggestions made by employees regarding new motivation programs which can be
adopted in Delta One, Chennai:
Talent Show/ cultural activities as to showcase employees talent and try to explore
new ventures apart from working
Flexible work timing
Fun activities during training to avoid monotony from work
Organize sessions to build self- confidence in people.
Team outing which would encourage people to open up and treat colleagues as
friends
Performance based awards (monthly/quarterly) with cash.
Team building activities on regular basis to improve bonding.
A Program for employees to learn balancing between work and family as IT life
leads to little amount of sacrifice to personal life.
Rewards - appreciation programs which would boost the morale of the individual
Involve employees in decision making
Motivate with more communication skills.
Foster innovative thinking which can come into use during work.
360 feedback system which can help in finding out one’s performance
Increments for the best employees of the year/ month
Personality development program
Presentation skills
Regular or periodical one to one session with the reporting manager/Team lead
apart from the appraisal meeting
Get together with family. This can help in bonding with each other’s family.
Time management workshop
Hypothesis 2: Both male and female employees are able to balance work life.
\
Observed Observed Null Difference
Ratings number frequency Cumulative Proportion Cumulative
1 17 0.85 0.85 0.333 0.333 0.517
2 3 0.15 1 0.333 0.666 0.334
3 0 0 1 0.333 1 0
Source: Survey Data
The study concludes that : 1. Employees come to office not just because they are paid.
They come to office because they believe office is a place where they get to learn.
Hence they love their job. 2. About 90% of the respondents could recollect and name
the motivation programs in Delta One. Awareness about the programs among
employees is very high. 3. Overall employees are happy with the existing motivation
programs adopted in Delta One Ltd, Software division, Chennai They feel the
programs have affected them positively and have motivating them. 4. Employees have
a positive feel about management when it comes to motivation. They are encouraged
with the current programs. 5. Not all the employees feel management involved them
in decision making. They have varied opinion when it comes to involvement by
superiors in decision making. 6. As the number of programs exclusively for
motivation is less, they feel a need to implement more programs which can further
motivate them and make them perform better. 7. All the 9 factors which were
mentioned i.e. challenging work with more responsibility, supportive superior, good
work environment, high interaction with superior, pay hike, promotion, team building
activities, counseling session, and appreciating good performance were considered
good by majority of the employees. They feel these entire factors relevant for
motivation. Hence when new programs are framed these factors need to be considered
in order to come up with favorable programs. The study indicates that the exiting
motivation programs have proved effective and there is room for new programs to be
adopted. Employees are in favor of new programs and believe it can motivate them to
perform better.
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