This research paper covers the importance of employee engagement on employee performance and job satisfaction.

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CHANGING DIMENSIONS OF EMPLOYEE ENGAGEMENT
EKDISH KAUR – 68
ANURAG SAHA – 129
MUKTI SHETTY - 154
M RAVISH MALGI – 208
ABSTRACT
Employee engagement is a vast construct that touches almost all the parts of human resource
facets. If any part of Human Resource is not addressed in appropriate manner, employees fail
fully to engage themselves in their job in response to such kind of mismanagement. Motivated
and engaged employees tend to contribute more in terms of organizational productivity and
support on maintaining higher commitment level leading to higher customer satisfaction. This
paper makes an attempt to study the different dimensions of employee engagement with the
help of Primary Data collection. This can be used to provide an overview and references on
some of the conceptual and practical work undertaken in the areas of employee engagement
practices.
KEYWORDS: Employee engagement, job satisfaction, performance management, new
dimensions, works culture.
INTRODUCTION
Employee Engagement refers to positive feelings held by the employees about their jobs and
also the motivation and efforts they put into work. It leads to positive employee behavior that
leads to organizational success. Engaged employees care about the future of the company and
are willing to invest their efforts to make their organization grow leap and bounds.
Our paper clearly shows how the transition of employee engagement practices that has moved
from employee involvement to employee satisfaction and finally towards employee engagement.
How Maslow’s Hierarchy of Needs influences Employee Engagement
Maslow argued that individuals needed to satisfy basic needs such as warmth, safety and
security in order to then realize their own personal growth and development. The same theory
can be applied to how an organization treats and engages with their staff.
For many people the basic needs of a job are that the salary allows them live a lifestyle they
have wished for. Having a sense of financial independence is innate in almost all of us with very
few people brave enough to run a risk and disregard monetary reward in favor of other factors.
For many of us this is SURVIVAL.
Next comes a sense of stability and what is commonly known as job SECURITY. Given the
volatile nature of the job market, most people fear the thought of losing their job and the
prospect of having to join the unemployment line. While the concept of a ‘job for life’ is all but

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dead, people generally crave security and structure in the workplace-and much like salary would
put this above other aspects of a job.
Let’s face it while we may like to think we are motivated by other criteria, the two questions we
often ask when reading jobs ads are “what’s the pay” and “is it a permanent position”. When
these two things don’t meet our needs the job instantly becomes less attractive to us.
Many larger employers have no issues satisfying those needs especially when it comes to
higher level positions. A big company recognizes the importance of attracting the best talent.
But what do you do once you have them? This is where Maslow’s needs theory really comes
into play.
The next level in the needs hierarchy is a sense of BELONGING and holding trust and
acceptance within a group. Organizational structures generally follow a team principle so
creating a sense of camaraderie should just come naturally right? As the graph demonstrates,
employees need to feel like they are part of something bigger but that they are also valued and
their contribution is valuable to the business. This can only be achieved by instilling those
beliefs from the top-down whilst also creating a sense of parity between staff and senior
management.

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This leads us on to the thing that really enables individuals to engage with their job and the
company they work for-a sense that their contribution is IMPORTANT. This feeling of
significance, especially within a large company is absolutely vital if a member of staff is going to
feel any real affinity and advocacy towards their paymasters. If you make your staff feel as
though they are integral to the company’s values and goals then that’s when you have reached
the huge engagement holy grail.
But how do you achieve this? And how do you take engagement even further? One of the key
things as an employer is displaying a genuine concern and interest in your staffs progression
and development within the company. Most people harbor some kind of ambition and want to
move forwards so the important role of the organization is to harness that ambition and facilitate
an individual’s growth. When employees have access to opportunities this is meeting their
SELF-ACTUALIZATION needs and will enable them to be highly successful and become an
asset to the organization, inspiring others along the way.
But how do you determine where on the needs spectrum your employees actually are? The
simplest and most effective way of finding out is to carry out a tailored staff survey based
around how your employees perceive their job and the values they attach to being part of the
organization as hole. A tailored survey will not only give you this information but also allow you
to rank your staff on the needs hierarchy and provide detailed guidelines on the actions required
to move them up the ladder from ‘just surviving’ to highly engaged, productive individuals.
To gain a competitive edge, organizations are turning to effective HR practice for employee
commitment. Organizations are moving forward to attract, develop and retain talent for success.
It is important for them to satisfy HR needs and to secure HR commitment that foster a culture
of employee engagement for organizational growth and sustainability.
The challenge today is not just retaining talented people but fully engaging them capturing their
minds and hearts at each stage of their work lives.
OBJECTIVES OF THE STUDY
 To study the changing dimensions in employee engagement
 To study the impact of employee engagement activities on employee satisfaction for
long term retention.
 To measure the impact of work culture on employee performance.
 To study the benchmark practices in employee engagement

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SCOPE OF THE STUDY
The scope of studying Employee Engagement as topic was to understand the level of
engagement that the employee is during Employee Engagement activities and also to
understand if such activities act as a goal of company which ensures growth. So here we
targeted 34 respondents working in private sectors not catering to a specific industry as
Employee Engagement is a companywide program to enhance employee involvement. It is a
technique and largely a work improvement too.
LITERATURE REVIEW
 Mr. D. Mehta and Mr. N.K. Mehta conducted a research on “UNDERSTANDING THE
BASIC CONCEPT OF EMPLOYEE ENGAGEMENT AND TO STUDY THEDIFFERENT
DIMENSIONS OF EMPLOYEE ENGAGEMENT”. This paper explains how the concept
of employee engagement is a measurement of how happy employees are with their
respective jobs, working environment and how efficient their performance levels are in
an organization. This paper is based upon review of literature and secondary data
collected from various websites, journals, magazines, newspapers and reference books.
Literature review has shown prior research work done in this area. After reviewing
research, it can be concluded that high levels of employee engagement may lead to
improved employee commitment & involvement towards respective jobs and thus
creating a motivated workforce –that will work together to achieve the common goals of
the organization.
 Ekta Sinha, Asst. Professor, Uka Tarsadia University, Gujarat performed a research to
measure the satisfaction level of employees with special reference to KRIBHCO, Surat.
According to her, in order to sustain in such a competitive market it’s very important to
retain good employees that contribute towards the attainment of Organizational goal and
customer satisfaction as well. She went ahead with sample size of 150 employees
based on systematic sampling. Data was collected based on structured questionnaire
method on Likert five point scale for 23 major variables which were reduced to five
factors namely Empowerment & Work Environment, Working Relation, Salary & Future
prospects, Training & work Involvement and Job Rotation. By her research she found
the employees to be satisfied on the basis of above said five factors. Chi-Square tests
were performed to view the satisfaction level of the employees against each major
variables found after dimension reduction. She also found out that a few important
factors that normally contribute to the employee satisfaction, didn’t have much influence
on employee satisfaction in KRIBHCO, Surat, such as: welfare measures, role clarity,
freedom of decision making and recognition at work. The innovativeness and
creativeness of employees also took a back seat as far as satisfaction level was
concerned

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 Mr. T.M. Gunaraja conducted a research on “ORGANIZATIONAL CORPORATE
CULTURE ON EMPLOYEE PERFORMANCE”. The purpose of the research paper is to
measure empirically the effectiveness of organizational corporate culture on employee
performance as well as employee productivity using Indian banking industry. A survey
research design was adopted. The population consists of the workers from the Chennai
banking sector. All the data was collected through questionnaires. Analysis was done
using chi-square test and it revealed that majority of the respondents strongly agree that
corporate culture has effect on employees job performance and productivity. It is
recommended that banks or corporates that are interested in changing their culture in
order to develop their employees job performance.
 MS. Leena P. Singh (Assistant Professor – ME & HR) and MS. Binita Pandita (Assistant
Professor – OB & HR) conducted research on “EMPLOYEE ENGAGEMENT IN INDIAN
SENARIO – A CASE STUDY OF TATATELE SERVICES LIMITED (TTSL)”. The paper
shows insights on how TATA TELE SERVICES had developed Ten Cs of employee
engagement i.e.CONNECT, CAREER, CLARITY, CONVEY, CONGRATULATE,
CONTRIBUTE, CONTROL, COLLBORATE, CREDITIBILITY & CONFIDENCE. This
they analyzed by studying the organization with the help of Descriptive Research
method. Tata Teleservices has an excellent reward and recognition policy and a career
progression policy which shows the connect parameter. It has different programs to
congratulate its employees. Further it also provides a platform to the employees to
collaborate and increase the interaction between superior and subordinates. The
company is high on meeting ethical standards for which it has an ethical officer to deal
with the local issues. It is suggested here that the company can clarify the roles of the
employees from the very first step by giving them a realistic job preview and conducting
a strong induction and orientation program as a part of the performance management
system. Strategies can be suggested to form some more communication forums
including team meetings and monthly updates on corporate goals etc. to add more to the
credibility component. The paper attempts to do an analysis of employee engagement
strategies adopted by the organization on the basis of the widely accepted Ten Cs
Model of Employee Engagement.
 Dr. Padmakumar Ram, Director of Experiential Education & Associate Professor of
School of Management, New York Institute of Technology & Dr. Gantasala V.
Prabhakar, Department Assessment Director & Assistant Professor, School of
Management, New York Institute of Technology, has researched on the topic ‘’ The role
of employee engagement in work-related outcomes’’. According to them employee
engagement has become an important topic in recent years among consulting firms. In
this research they have found out the preceding’s & the consequences of Employee
Engagement in Jordanian Industry. A snowball sample size of 310 were taken and Karl
Pearson Correlation coefficient was used to analyze the data collected. It can be found
out that by using matrix of engagement predictors organizations can increase motivation,
retention and productivity.

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RESEARCH METHODOLOGY
The targeted population was employees in Private Sector not catering to specific industry as
Private Sectors are known to be proactive when it comes to undertaking various company
related initiatives. A questionnaire was compiled taking into account the various practices of
Employee Engagement which all employee would be familiar to, its meaning and interpretation.
Type of Research
Universe
Tools of Data Collection
Primary and Secondary Data
Profiles of Respondents
Sample Type
Sample Size
Descriptive Research
Casual Research
All the Private Sector Companies
Questionnaire and online form for Data Collection
Primary Data by collecting using Survey Method
Secondary Data obtained via research papers
Age Group of Employees 22 – 50 years
Convenience Sampling
34 Respondents
1. PROBLEM DEFINITION:
As organizations pay more attention to employee engagement and Human Resource
Department professionals are trying their best to fill in the gap between the needs of an
organization and the ability for professionals to respond effectively through the employee
engagement activities. Organizations need HRD professionals who have well-researched,
effective and meaningful approaches to creating, building and maintaining employee
engagement and practitioners are finding ways to improve their current employee engagement
activities.
The Problems faced during our research were, our sample size was restricted to 34 therefore
we could not evaluate employee engagement activities in the different organizations on a larger
scale. After distributing our questionnaire to various people, we received only 34 respondents
and after analyzing the data collected it shows us that the respondents who have filled the
questionnaire are not happy with the Employee Engagement activities performed by their
respective organizations.
We noticed that Employee performance partly depends on the employee engagement activities
by the organization, and organizations are improving and adapting to the latest activities, hence
our main problem was to study the changing dimensions of Employee Engagement activities
whether it affects employee performance or not.

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2. HYPOTHESIS
a) To study the impact of employee engagement activities on employee satisfaction for long
term retention.
 Ho : There is no significant impact of Employee Engagement activities on
Employee Satisfaction
 H1: There is significant impact of Employee Engagement activities on Employee
Satisfaction
b) To measure the impact of work culture on employee performance.
 Ho : There is no significant impact of Work culture on Employee Performance
 H1: There is significant impact of Work culture on Employee Performance
DATA ANALYSIS AND INTERPRETATION
1. T – Test: Paired Two Sample for Means
Variable 1 Variable 2
Mean 3.405882353 3.5
Variance 0.873903743 0.863636364
Observations 34 34
Pearson Correlation 0.51275055
Hypothesized Mean Difference 0
Df 33
t Stat -0.596435428
P(T<=t) one-tail 0.277477075
t Critical one-tail 1.692360309
P(T<=t) two-tail 0.55495415
t Critical two-tail 2.034515297
Interpretation:
In an organization Employee Engagement activities should bring a difference on Employee
Satisfaction but through our survey we interpret that Employee Engagement activities does not
bring a significant difference on Employee Satisfaction which further means that the level of
Employee Engagement activities of these companies should improve which will lead to a higher
satisfied employee and it will improve the productivity of the employee resulting the organization
to achieve its goals easily.

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2. T -Test: Paired Two Sample for Means
Variable 1 Variable 2
Mean 2.5392157 2.4705882
Variance 1.1381462 0.4317687
Observations 34 34
Pearson Correlation 0.8566418
Hypothesized Mean Difference 0
Df 33
t Stat 0.6588581
P(T<=t) one-tail 0.2572791
t Critical one-tail 1.6923603
P(T<=t) two-tail 0.5145582
t Critical two-tail 2.0345153
Interpretation
An organizations Work culture should bring a difference on Employee Performance but through
our survey we interpret that the work culture does not bring a significant difference on Employee
Performance which further means that work culture of the organization should improve which
will automatically improve or increase the level of Employee Performance, thereby achieving the
organizational goals.
Interpretation: As per our survey the organization allows 64.7 % employees to contribute in the
decision making process which shows that the organization follows a two way communication
process.

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We tried understanding the various dimensions of employee engagement activities carried out
by the Private Sectors out of which we analyzed that Rewards and Recognition Programs is
highly carried out by the organizations. 38.2% s voted for R&R activity which is either on
monetary or non-monetary terms. Second highest activity is L&D in the organization with 20.6%
and rest 14.7% to Communication Practices and Performance Management each. And 11.8% is
voted for Employee Care and well-being.
Interpretation: As per our survey in maximum organizations the company treats all the
employees equally.
0
5
10
15
20
25
NO YES
Count of Does your company treat all
employees equally?

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FINDINGS
 A Majority of respondents strongly agree that corporate culture has effect on employee’s
job performance.
 Employees also agree that corporate culture decide the productivity level of the
organization.
 The paper indicates that employee engagement activities do not play a pivotal role in
employee satisfaction. This statement is backed by the calculation, where the calculated
value -0.5964 is way lesser than the table value of 2.0345
 This research paper also shows that there is a negative relationship between corporate
work culture and employee’s job performance. This is proved in the calculation where it
shows that calculated value 0.6588 is lesser than the table value of 2.0345
 We have found out from this research that there doesn’t seem to be a healthy
relationship between employee engagement activities and employee satisfaction. And so
as per the calculations, our null hypothesis [H0] is accepted & the alternate hypothesis
[H1] gets rejected
CONCLUSION
In the current economy, where job seekers are accepting positions below their qualification level
and most employees are just happy to have a job, it’s easy to let the importance of a good
corporate culture fall by the wayside. But due to poor work culture & employee engagement
activities the employee performance goes down which harms the organization in the long run
and although at the moment managers can easily attract top talent, if they ignore the importance
of a good working environment, they’re likely to see a spike in attrition the moment economic
conditions improve.
RECOMMENDATIONS
 State a clear mission, and then live it daily. Build a culture where everyone is part of the
team.
 Develop a strategic plan that’s understood and embraced by all levels of the
organization.
 Have a good communication channel.
 Be flexible to change.
 Empower and trust.
 Reward and Recognition

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Annexure – Survey Questionnaire
We the students of “LALALAJPATRAI INSTITUTE OF MANAGEMENT COLLEGE”, are
presently doing a project on “CHANGING DIMESNSIONS IN EMPLOYEE ENGAGEMENT”.
We request you to fill in the below questionnaire and assure you that the data generated shall
be kept confidential.
1. Does your company conduct Employee Engagement activities?
YES NO
2. What is the Employee Engagement score of your organization?
1 2 3 4 5
3. Changes noticed by you in Employee Engagement activities since you have joined?
______________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
4. Which are the trending Employee Engagement activities adopted by your organization?
Job rotation
Job enrichment
Job re-engineering
Job enlargement
All of above
None of these

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5. To study the impact of Employee Engagement activities on Employee Satisfaction for
Long Term Retention (On the scale of 1 - LOWEST to 5 - HIGHEST please give your
ratings on the below factors)
6. To measure the impact of Organisation's Work culture on Employee Performance.
Please share your views on below factors.
1 2 3 4 5
Your happiness level at your workplace?
How often do you know what is expected from you at your work?
How likely would you leave for a raise from another company?
How likely you had opportunities at work to learn and grow?
How likely you are satisfied with the level of recognition given at work?
Employee job satisfaction is a top priority of senior management
Strongly
agree
(1)
Agree
(2)
Neutral
(3)
Disagree
(4)
Strongly
Disagree
(5)
My organization work culture is sustainable
Two way communication is encouraged by my
organization
Are your engagement activities able to create the
employees to align their individual objectives with the
organizational objectives?
The work culture of my organization supports a
balance between work and personal life
Workplace issues are resolved fairly and quickly
My pay matches my job performance
Employees are recognized for good work performance
The performance incentives are meaningful

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7. Out of all the below practices which one is popular among the employees?
Rewards & recognitions
Learning &Development
Communication practice
Employee care & well being
Performance management
8. To study the Benchmark Practises in Employee Engagement please mention the level of
involvement among the employees
Kindly share your agreement views for the below mentioned factors YES NO
Does your organization let you contribute in the decision making process?
Does your company treat all employees equally?
Highly
engaged
Moderately
engaged
Slightly
engaged
Disengaged
Rewards & recognition
Learning and development
Communication practise
Employee care and well being
Performance management

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BIBLIOGRAPHY
1. Maslows Need of Hierarchy
http://www.scancapture.co.uk/how-maslows-hierarchy-of-needs-influences-employee-
engagement/
2. References for research paper:
 Workculture RP : http://www.iosrjournals.org/iosr-jbm/papers/Vol16-issue11/Version-
6/E0161163842.pdf
 Recent Trends in Employee Engagement : http://www.aon.com/attachments/human-capital-
consulting/2013_Trends_in_Global_Employee_Engagement_Report.pdf
 Employee Engagement : Key to Performance of Organization
http://www.myopinionatbesix.com/besixsurvey/media/besix-survey/pdf/4.-employee-
engagement-the-key-to-improving-performance.pdf
 TATA case study:
http://www.driems.ac.in/mba/Download/8%20EMPLOYEE%20ENGAGEMENT%20IN%20IND
IAN%20SCENERIO-
%20A%20CASE%20STUDY%20OF%20TATA%20TELE%20SERVICES%20LIMITED%20(T
TSL).pdf
3. Prof. B. N Mishra nd Prof S. K Tripathy (2011), “Employee Engagement and HR initiative” , Himalaya
Publishing House
4. Tripti Jha, “Work Culture and Employee Engagement”, Himalaya Publishing House
5. Sushovit Mishra and R.N. Misra, “Employee Engagement (An Imperative for organizational success)”,
Himalaya Publishing House.
6. Dr. Mahendra Kumar Mohanty, “Employee Engagement and Retention Strategy”, Himalaya Publishing
House.
7. Dr. Anitha Ramachanber and Jayantee (Mukherjee) Saha, “HR and Enhancement of people and
capability”, Excel Books Publications.