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IJCRR - 3(8), August, 2011

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ENHANCED WORKPLACE CULTURE AND JOB SATISFACTION BY EMPLOYEE ENGAGEMENT -A STUDY
IN A MANUFACTURING UNIT

Author: C.Vijaya Banu, V.Vijay Anand, Salakshi

Category: General Sciences

Abstract:HR practitioners believe that the engagement challenge has a lot to do with how employee feels about the
about work experience and how he or she is treated in the organization. Employee engagement is the thus
the level of commitment and involvement an employee has towards their organization and its values. An
engaged employee is aware of business Context, and works with colleagues to improve performance
within the job for the benefit of the organization. The organization must work to develop and nurture
engagement, which requires a two-way relationship between employer and employee. The Employee
engagement is a barometer that determines the association of a person with the organization. This article
emphasize the factors that determine the level of employee engagement and job satisfaction .

Keywords: Employee engagement, Involvement, Performance, Job satisfaction

Full Text:

INTRODUCTION ON EMPLOYEE ENGAGEMENT

The Gallup Research group coined the term employee engagement, which means ?harnessing of Organizational members‘ selves to their work roles. In engagement, people employ and express themselves physically, cognitively, and emotionally during role performances. The second related matter to engagement is the ?notion of Flow? advanced by Mihaly Csikszentmihalyi, "Flow" fits the notion of engagement better and defines flow as the ?state in which people are so involved in an activity that nothing else seems to matter; the experience is so enjoyable that people will do it even at great cost, for the sheer sake of doing it.? Employee engagement is the thus the level of commitment and involvement an employee has towards their organization and its values. HR practitioners believe that the engagement challenge has a lot to do with how employee feels about the about work experience and how he or she is treated in the organization. Employee engagement is the thus the level of commitment and involvement an employee has towards their organization and its values An engaged employee is aware of business Context, and works with colleagues to improve performance within the job for the benefit of the organization. The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee.‘ Thus Employee engagement is a barometer that determines the association of a person with the organization Finding and keeping the right people with the right skills presents a major challenge for organizations. Engaging those people to voluntarily deliver maximum effort in key strategic areas adds another dimension to the challenge. In engagement, people employ and express themselves physically, cognitively, and emotionally during role performances. Employee engagement is a barometer that determines the association of a person with the organization. Three basic aspects of employee engagement according to the global studies are:

The employees and their own unique psychological make up and experience
The employers and their ability to create the conditions that promote employee Engagement.
Interaction between employees at all levels.
Thus it is the responsibility of the organization to create a favorable environment and culture to have a win-win equation. This article emphasizes the factors that determine the level of employee engagement from the perspective of - Job and role, Reward, Management and culture. It also study the impact of employee engagement factors towards four dimensions.

1. Understanding business context and focused to customers

2. Retention and great place to work

3. Corporate goal attainment and belief towards organization

4. Drive to work and overall performance Human resources challenges are great and toughest for any organization but ?employee engagement? helps the organization to retain the best talent and make them committed and loyal employees, which in turn create employer branding. Analysis of employee engagement has become vital in the current day industrial scenario. Measuring the employee engagement should be an integral part of the human resource department. The organization must work to develop and nurture engagement because, employee engagement is the thus the level of commitment and involvement an employee has towards their organization and its values. Thus Employee engagement is a barometer that determines the association of a person with the organization. This study highlight the level of employee engagement and also identified the factors that manifest employee engagement. The study has the following objective: To study the level of employee engagement and its impact on organization work culture. The study is based on primary data collected from 100 employees of Murugappa group of companies and it include of number of parameter relate to employee engagement

About Murugappa Group The Murugappa Group, headquartered at Chennai, India, is a USD 2.4 billion (Rs. 96 billion) conglomerate with interests in engineering, abrasives, fertilizers, finance, bio-products and plantations. It has 29 companies under its umbrella, of which six are listed and actively traded on the National Stock Exchange and the Bombay Stock Exchange. Together, they have over 32,000 employees. The Group's tie-ups with leading international companies, and has consolidated its status as one of the fastest growing diversified business houses in India. The business has its origins in 1900, when Dewan Bahadur a M Murugappa Chettiar established a money-lending and banking business in Burma (now Myanmar), which then spread to Malaysia, Sri Lanka, Indonesia and Vietnam. In these 100-plus years, it has withstood enormous vicissitudes, including strategically moving its assets back to India and restarting from scratch in the '30s, before the Japanese invasion of Burma in World War II. Starting with a sandpaper plant, the Group forayed into making steel safes, and then into manufacturing. It set up an insurance company, and bought a rubber plantation; making a small but significant beginning. Today, it is one of the country's biggest industrial houses. Group turnover crossed the USD 1 billion mark in 2003-04; with an impressive growth of 25 per cent Carborundum Universal Ltd (CUMI) pioneered the manufacture of coated and bonded abrasives in India, besides super refractories, electro minerals, industrial ceramics and ceramic fibres. After half a century and more of undisputed market leadership in each of its businesses, CUMI is getting ready for its role as a global corporation.. The company was founded in 1954 as a tripartite collaboration between the Murugappa Group, Carborundum Inc, USA, and the Universal Grinding Wheel Co Ltd, UK.

With the global vision, CUMI is expanding its product spread. The company makes over 20,000 different varieties of abrasives, refractory products and electro minerals, manufactured at 14 locations. CUMI has the distinction of having all its manufacturing units ISO 9001: 2000 certified. State-of-theart facilities and strategic alliances with global partners have earned CUMI a reputation for quality and innovation. To increase productivity, it has introduced the concept of 'lean manufacturing' and implemented Six Sigma work practices. CUMI's global expansion has enlarged its customer base. CUMI today has a presence in 43 countries and also has 200,000 retail outlets.

study is pertaining to the level of employee engagement in the Corborundum Universal Limited, Thiruvottiyur. The level of involvement and commitment employees has towards their work has been viewed and the reason for employee engagement and the impact of employee engagement has been analyzed. Simple random sampling method was adopted to choose the sample. The number of employees in the organization is 300.The simple random sampling method was followed and 100 employees has been selected at random. Primary Data has been collected by means of questionnaire. The questionnaire comprises of 16 variables and that has been included for analyzing the level of employee engagement in Corborundum Universal Limited .It is given below and a model was developed (Figure: 1)

Job and role

1. Job satisfaction

2. Clarity of values

3. Level of stress

4. Performance based training

5. Communication

6. Cooperation

Reward

1. Fair treatment 2.

Pay and benefit

3. Opportunity to learn

4. Recognition

Management and culture

1. Equal opportunities

2. Health and safety

3. Workers participation

4. Mission of company

5. Conducive work environment

6. Fair and consistent.

RESULT AND ANALYSIS Employee engagement is a key driving force for organizational performance and work culture. It needs to be developed in every day along with business process. In 1994 service value chain model developed by Harvard Business School endorsed the importance employee engagement as ? Employee engagement create delighted customer? and that develop profit and growth oriented organization. The main concern for organization is employees who work for organization and they are supposed to be suitably engaged. Thackray, J. (2001) 13 The Gallup Organization, an international organizational research and consultancy firm with over 70 years‘ experience, conducts the most influential business survey of EE and brought EE to the notice of industry. The Gallup Organisation had rolled out its engagement survey to over 1.5 million employees, and more than 87,000 work units. The employee engagement survey was done with the above 16 variables and the reliability and internal consistency of the scales used in questionnaire have been tested using Cronbach Alpha and it is shown in Table: 1

The mean scores for the factor recognition (4.8077) has been ranked one, cooperation (4.7692) has been ranked as second, clarity of values (4.5192) as third. The pivotal job and role (i.e.) the possibility in the organization for improvement of performance and results will increase the employee engagement. The employee engagement level is the level of Job satisfaction, Clarity of values, Level of stress; Performance based training, Communication, Cooperation and the average mean scores are (Mean=3.2596.). The organizations that fail to improve the job and role are having a risk of losing the employees. Harter and et al (2002) 7 Employee engagement is a combination of individual involvement and satisfaction as well as enthusiasm for work. Mc Cashland (1999) 11 defined employee engagement or commitment as an emotional outcome to employee resulting from the critical components of the workplace Employees are contented with diverse things. Some have economic goal, some others have professional goal or personal goals. So the compensation plan should be designed in such way that it promotesengagement levels. The system should be fair and it should recognize employee contributions. The pay should also be in other forms like formal recognition, benefits etc. The components that determine the employee engagement level from the perspective of rewards includes fair treatment, pay and benefit, opportunity to learn, recognition and their mean score is (M =3.90865) The organization culture is the basic values and if employees have similar values the engagement level also increases. The level of employee engagement is determines by the variables equal opportunities, health and safety, workers participation, conducive Work environment, mission of company, fair and consistent and the mean score is (M=3.477583).The over all Cronbach Alpha coefficient for the 16 key factors determining the level of employee engagement is (0.757) stating that the items have relatively internal consistency. The reliability coefficient of 70 or higher is considered as ?acceptable‘ in most of social science research.

From the above table it is concluded that the F crit = 1.70 and it is greater than the Fobs= 0.942, Fobs= 0.524, Fobs= 0.669, Fobs= 1.209 respectively, and the "Sig." level is also greater than alpha and so the null hypothesis is accepted. It is clear that employee engagement factors has to be improved and it does not create any impact on the performance. William Khan (1990) 16 that employee engagement factors such as job involvement, commitment or intrinsic motivation, asserting focus the psychological expertise and shape the process of people presenting and absenting themselves during task performances. Harter, Schmidt & Hayes (2002) 7 described it as the individual‘s involvement and satisfaction with as well as enthusiasm for work. So the factors that increase the employee engagement with less mean scores job satisfaction (2.9615), Level of stress (1.3846) , Communication (2.3077 ) , Equal opportunities (2.5385) , Fair and consistent ( 2.9231) need to be improved to improve the employee engagement index.

CONCLUSION In world-class organizations, the ratio of engaged to actively disengaged employees is 9.57:1.In average organizations, the ratio of engaged to actively disengaged employees is 1.83:1.Employee engagement has emerged as a measure of employee commitment and in turn it will create a highly effective work environment. This paper highlights the employee engagement and its impact on organizational performance and work culture

References:

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3. Dugger, Darry B.,(2010) Investigation and evaluation of line leaders' perception and application of performance management interventions used to influence employee engagement, Ph.D., Capella University, 2010

4. Fred Luthans, Suzanne J. Peterson, (2002) "Employee engagement and manager self-efficacy", Journal of Management Development, Vol. 21 Iss:

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6. Henryhand, Carla J., Ph.D., (2009)The effect of employee recognition and employee engagement on job satisfaction and intent to leave in the public sector, Capella University

7. Harter, J. K., Schmidt, F.L., & Hayes, T. L. (2002). Business- unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A metaanalysis. Journal of Applied Psychology, 87(2), 268-279.

8. Louison, Claura P., Ph.D.,( 2007) Convergent and discriminant validity of employee engagement, Alliant International University, San Diego,

9. Lanphear, S. (2004). Are Your Employees Highly Engaged? Credit Union Executive Newsletter, 19, 1-2. Credit Union National Association, US.

10. Maber, Trevor Barry, M.A.,(2006) Creating a great workplace: Exploring shared values and employee engagement through appreciative inquiry, Royal Roads University (Canada),

11. McCashland, C. R. (1999). Core Components of the service climate: Linkages to customer satisfaction and profitability. Dissertation Abstracts International US: Univ Microfilms International. 60(12-A), 89

12. Nanderam, Dave R., (2010) ,Corporate social responsibility and employee engagement: An exploratory case study,Ph.D., Capella University

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Awards, Research and Publication incentive Schemes by IJCRR

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One article from every issue is selected for the ‘Best Article Award’. Authors of selected ‘Best Article’ are rewarded with a certificate. IJCRR Editorial Board members select one ‘Best Article’ from the published issue based on originality, novelty, social usefulness of the work. The corresponding author of selected ‘Best Article Award’ is communicated and information of award is displayed on IJCRR’s website. Drop a mail to editor@ijcrr.com for more details.

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Best Article Award

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A Study by Sharipov R. Kh. et al. entitled "Interaction of Correction of Lipid Peroxidation Disorders with Oxibral" is awarded Best Article of Vol 13 issue 03

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A Study by Mohita Ray et al. entitled "Accuracy of Intra-Operative Frozen Section Consultation of Gastrointestinal Biopsy Samples in Correlation with the Final Histopathological Diagnosis" is awarded Best Article for Vol 13 issue 01

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List of Awardees

A Study by Ese Anibor et al. "Evaluation of Temporomandibular Joint Disorders Among Delta State University Students in Abraka, Nigeria" from Vol 13 issue 16 received Emerging Researcher Award

A Study by Alkhansa Mahmoud et al. entitled "mRNA Expression of Somatostatin Receptors (1-5) in MCF7 and MDA-MB231 Breast Cancer Cells" from Vol 13 issue 06 received Emerging Researcher Award

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